CITY COUNCIL
AGENDA
MONDAY, FEBRUARY 26, 2024
REGULAR MEETING –
7:00 PM
MEETING PARTICIPATION INFORMATION CAN BE FOUND AT THE END OF THE AGENDA
IN PERSON INFORMATION:
CIVIC CENTER MEETING HALL
CITY COUNCIL CHAMBERS
1016 S. LIVERMORE AVENUE
ZOOM IS CURRENTLY SUSPENDED UNTIL FURTHER NOTICE
CITY OF LIVERMORE YOUTUBE CHANNEL:
https://www.youtube.com/c/CityofLivermoreCalifornia
TV29:
Comcast TV Channel 29
tv29live.org
John P Marchand, Mayor
Robert W Carling, Vice Mayor
Ben
Barrientos, Council Member
Evan Branning, Council Member
Brittni Kiick, Council Member
Livermore City Council Agenda
February 26, 2024
1 1.
CLOSED SESSION - NONE.
2. CALL TO ORDER
3. PROCLAMATIONS AND PRESENTATIONS
3.1 2023 Climate Action Plan Progress Report, presented by Tricia Pontau, Sustainability Program Manager.
Recommendation:
Staff recommends the City Council receive the 2023 Climate Action Plan Progress Report.
Staff Report
Attachments:
1. CAP 2023 Progress Report
3.2 2024 Eastern Alameda County Human Services Needs Assessment and Final Report, presented by Josh Thurman, Human Services Program Manager and Bex Reno of JSI Research and Training Institute.
Recommendation:
Staff recommends the City Council receive a presentation of the 2024 Eastern Alameda County Human Services Needs Assessment.
Staff Report
Attachments:
1. 2024 Eastern Alameda County Human Services Needs Assessment
4. OPEN FORUM
In conformance with the Brown Act, no City Council action can occur on items presented during Open Forum.
To provide public comment in person, please submit a speaker card. When your name is called, walk to the lectern to address City Council.
Comments are limited to a maximum of 3 minutes per person, per item. The Mayor may reduce the amount of time based on the number of persons wishing to speak.
Comments are limited to one comment per person per item regardless of format or time submitted (this includes email and e-comment submissions prior to the meeting as well as live comments during the meeting).
Open Forum will conclude after 30 minutes; however, if there are additional speakers,
ROLL CALL
Council Member Ben Barrientos
Council Member Evan Branning
Council Member Brittni Kiick
Vice Mayor Robert W. Carling
Mayor John Marchand
PLEDGE OF ALLEGIANCE
Livermore City Council Agenda
February 26, 2024
2 Open Forum will reconvene before the meeting adjourns.
5. CONSENT CALENDAR
Consent Calendar items are considered routine and are acted upon by the City Council with a single action. Members of the audience wishing to provide public input must submit a speaker card found at the entrance of the Council Chambers. A speaker is limited to a single comment with a maximum of three minutes for the entire Consent Calendar. If Consent Calendar items are pulled for discussion by the City Council, a speaker will be allowed one comment on the items pulled for discussion and a separate comment for the remaining Consent Calendar. The one comment limit applies regardless of format or time submitted (this includes email and e- comment submissions prior to the meeting as well as live comments during the meeting).
5.1 Approval of draft minutes - February 12, 2024 Regular Meeting.
Recommendation:
Staff recommends the City Council approve the draft minutes.
Staff Report
Attachments:
1. DRAFT 2024-02-12
5.2 Resolution authorizing a first amendment to the agreement with LSA Associates, Inc. to provide environmental documentation services, increasing the scope of services and the compensation not-to-exceed amount from $54,050 to $166,565, and extending the term of the agreement to May 31, 2025.
Recommendation:
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute a first amendment to the agreement with LSA Associates, Inc. to provide environmental documentation services, increasing the scope of services and the compensation not-to- exceed amount to $166,565, and extending the term of the agreement to May 31, 2025.
Staff Report
Attachments:
1. Resolution
2. Exhibit A - Agreement
5.3 Resolution authorizing execution of an agreement with David L. Gates & Associates, Inc., in an amount not-to-exceed $280,528 and a term ending May 1, 2026, to provide landscape design services and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25.
Recommendation:
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute an agreement with David L. Gates & Associates, Inc., in an amount not-exceed $280,528 and a term ending May 1, 2026, to provide landscape design and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25.
Livermore City Council Agenda
February 26, 2024
3 Staff Report
Attachments:
1. Location Map
2. Resolution
3. Exhibit A - Agreement
5.4 Resolution authorizing execution of an agreement with RRM Design Group, in an amount not- to-exceed $535,110 with a term ending December 31, 2026, to provide design and construction support services for
Springtown Open Space Phase 1 Improvements Project
2023-19.
Recommendation:
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute an agreement with
RRM Design Group
, in an amount not-to-exceed $535,110 with a term
ending December 31, 2026, to provide
design and construction support services for
Springtown Open Space Phase 1 Improvements Project 2023-19.
Staff Report
Attachments:
1. Location Map
2. Resolution
3. Exhibit A - Agreement
5.5 Resolution authorizing execution of agreements with Interwest Consulting Group Inc. and CSG Consultants, Inc. to provide on-call plan check and development review services, each with not-to-exceed amounts of $400,000 and approximately four-year terms.
Recommendation:
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute agreements with Interwest Consulting Group Inc. and CSG Consultants, Inc. to provide on-call
plan check and development review services, each with not-to-exceed amounts of $400,000 and approximately four-year terms.
Staff Report
Attachments:
1. Resolution
2. Exhibit A - Areement
Interwest Consulting Group, Inc.
3. Exhibit B - Agreement CSG Consultants, Inc.
5.6 Resolution authorizing the Altamont Settlement Agreement Education Advisory Board's $631,220 Expenditure Plan for FY 2024-25.
Recommendation:
Staff recommends the City Council adopt a resolution approving the Altamont Settlement Agreement Education Advisory Board's $631,220 Expenditure Plan for FY 2024-25.
Staff Report
Attachments:
Livermore City Council Agenda
February 26, 2024
4 1. 2023 Annual Report
2. Resolution
3. Exhibit A - FY 2024-25 Expenditure Plan
5.7 Resolution amending the City of Livermore Salary Plan adding the classifications titled Supervising Purchasing Specialist and Community Service Specialist II.
Recommendation:
Staff recommends the City Council adopt a resolution amending the City of Livermore Salary Plan to add the classifications titled Supervising Purchasing Specialist and Community Service Specialist II.
Staff Report
Attachments:
1. Resolution
2. Exhibit A - Salary Plan February 2024
5.8 Resolution authorizing execution of the first amendment to the Memorandum of Understanding with the Alameda County Department of Environmental Health for SB 1383 edible food recovery inspection services.
Recommendation:
Staff recommends that the City Council adopt a resolution authorizing execution of the first amendment to the Memorandum of Understanding with the Alameda County Department of Environmental Health for SB 1383 edible food recovery inspection services defining which Tier 1 and Tier 2 business will be inspected, specifying the cost of $348 per inspection, and extending the term to March 1, 2026.
Staff Report
Attachments:
1. Resolution
2. Exhibit A - First Amendment to MOU
5.9 Resolution authorizing approval of the Governments of Livermore Financing Authority (GOLFA) Termination Agreement.
Recommendation:
Staff recommends that the City Council adopt the resolution authorizing the approval of the Governments of Livermore Financing Authority (GOLFA) Termination Agreement.
Staff Report
Attachments:
1. Resolution
2. Exhibit A - Termination Agreement
6. PUBLIC HEARINGS
Comments are limited to one comment per person per item regardless of format or time submitted (this includes email and e-comment submissions prior to the meeting as well as live
Livermore City Council Agenda
February 26, 2024
5 comments during the meeting).
6.1 Hearing to introduce an ordinance amending Livermore Municipal Code (LMC) Chapter 5.50 Tobacco Retailer Licensing.
Recommendation:
Staff recommends City Council
introduce an ordinance
amending LMC Chapter 5.50
Tobacco Retailer Licensing, to update retailer definitions and add compliance monitoring capabilities.
Staff Report
Attachments:
1. Redline Changes to Municipal Code
2. Ordinance
6.2 Hearing to consider adopting a resolution establishing a fee to cover staff costs when reviewing Preliminary Applications in accordance with the provisions of California Senate Bill No. 330, "The Housing Crisis Act of 2019."
Recommendation:
Staff recommends the City Council adopt a resolution establishing a Preliminary Application fee for eligible housing development projects, in accordance with the provisions of California Senate Bill No. 330, "The Housing Crisis Act of 2019", in the amount of $580.
Staff Report
Attachments:
1. Resolution
7. MATTERS FOR CONSIDERATION - NONE.
Comments are limited to one comment per person per item regardless of format or time submitted (this includes email and e-comment submissions prior to the meeting as well as live comments during the meeting).
8. COUNCIL COMMITTEE REPORTS AND MATTERS INITIATED BY CITY
MANAGER, CITY ATTORNEY, AND COUNCIL MEMBERS
9. ADJOURNMENT
To a Regular City Council meeting on Monday, March 11, 2024 at 7:00 pm, Civic Center Meeting Hall, City Council Chambers, 1016 S. Livermore Avenue.
10. SUPPLEMENTAL MATERIALS
10.1 Supplemental materials received prior to the meeting.
Staff Report
Attachments:
2024-02-26 Supplemental Materials
10.2 Supplemental materials received at the meeting.
Livermore City Council Agenda
February 26, 2024
6 Staff Report
Attachments:
1. Items Received at the Meeting
11. HOW TO PARTICIPATE IN YOUR CITY COUNCIL MEETING
You can participate in the meeting in a number of ways:
Open Forum
is an opportunity for the public to speak regarding items not listed on the agenda. Speakers are limited to a maximum of 3 minutes per person. To address the City Council in person, you must submit a speaker card to the City Clerk prior to the start of that item. Please note that the City Council is prohibited by State law from taking action on any items that are not listed on the agenda. However, if your item requires action, the City Council may place it on a future agenda or direct staff to work with you and/or report to the City Council on the issue.
Public Hearings
- The topic of the hearing is typically summarized by staff, followed by a presentation by the applicant, and questions from the City Council. The Mayor will then open the hearing to the public and offer an opportunity for public comments. Speakers are limited to a maximum of 3 minutes per person. To address the City Council in person, you must submit a speaker card to the City Clerk prior to the start of the presentation of the item.
Other Agenda Items
are also open for public input including Consent Calendar or Matters for Consideration items. These comments are also subject to the 3-minute limit.
Special Meetings, Workshops
- The public will have the opportunity to address the City Council regarding the item that is the subject of the special meeting or workshop. Public comments are limited to a maximum of 3 minutes per person.
Platforms to Participate in Meetings:
Submission of Comments Prior to the Meeting:
Email Comments
may be submitted by the public to the City Clerk’s Office (
[email protected]
). Items received no later than 12:00 pm on the day of the meeting will be provided to the City Council and available on the City website prior to the meeting. These items will NOT be read into the record.
eComments
may be submitted by the public using the eComment link
here
. Comments may
be up to 1000 characters in length and will be accepted up until 4:00 pm the day of the meeting. These items will NOT be read into the record and are viewable by the City Council and the public upon submittal.
Submission of Comments During the Meeting:
Speakers are limited to a maximum of 3 minutes per person. To submit a comment you must complete a speaker card for each item. Speaker cards are available in the Civic Center Meeting Hall lobby. Indicate on the card the item number you wish to comment on and submit the card directly to the City Clerk prior to the start of the item. Please note that the City Council
Livermore City Council Agenda
February 26, 2024
7 is prohibited by State law from taking action on any items that are not listed on the agenda.
However, if your item requires action, the City Council may place it on a future agenda or direct staff to work with you and/or report to the City Council on the issue.
The City will be using YouTube and TV29 as two tools to provide the public access to view City Council meetings. No public comment will be accepted via YouTube.
TV29:
tv29live.org
Comcast Cable 29
YouTube:
http://youtube.com/c/CityofLivermoreCalifornia
If you would like to deliver written materials to the City Council as part of your public comment, please provide 10 copies to the City Clerk with your speaker card.
The
City Council Agenda and Agenda Reports
are prepared by City staff and are available
for public review on Tuesday evening, six days prior to the City Council meeting in the Civic Center Library, 1188 South Livermore Avenue, Livermore, and at the City Clerk’s Office, 1052 South Livermore Avenue, Livermore. The Agenda is also available on the City’s website, http://LivermoreCA.gov/agenda
.
Under Government Code §54957.5, any
supplemental material
distributed to the members
of the City Council after the posting of this agenda will be available for public review in the City Clerk’s Office, 1052 South Livermore Avenue, Livermore, and included in the agenda packet available on the City’s web site at
http://LivermoreCA.gov/agenda
.
PURSUANT TO TITLE II OF THE AMERICANS WITH DISABILITIES ACT (CODIFIED AT 42 UNITED STATES CODE SECTION 12101 AND 28 CODE OF FEDERAL REGULATIONS PART 35), AND SECTION 504 OF THE REHABILITATION ACT OF 1973, THE CITY OF
LIVERMORE DOES NOT DISCRIMINATE ON THE BASIS OF RACE, COLOR, RELIGION,
NATIONAL ORIGIN, ANCESTRY, SEX, DISABILITY, AGE OR SEXUAL ORIENTATION IN THE PROVISION OF ANY SERVICES, PROGRAMS, OR ACTIVITIES. TO ARRANGE AN
ACCOMMODATION IN ORDER TO PARTICIPATE IN THIS PUBLIC MEETING, PLEASE
CONTACT THE ADA COORDINATOR AT
[email protected]
OR
CALL (925) 960-4170 (VOICE) OR (925) 960- 4104 (TDD) AT LEAST THREE (3) BUSINESS DAYS IN ADVANCE OF THE MEETING.
Livermore City Council Agenda
February 26, 2024
8 CITY COUNCIL STAFF REPORT
ITEM NO. 3.1
DATE:
February 26, 2024
TO:
Honorable Mayor and City Council
FROM:
Marianna Marysheva, City Manager
SUBJECT:
2023 Climate Action Plan Progress Report, presented by Tricia Pontau, Sustainability Program Manager.
RECOMMENDED ACTION
Staff recommends the City Council receive the 2023 Climate Action Plan Progress Report.
SUMMARY
DISCUSSION
ATTACHMENTS
1. CAP 2023 Progress Report
Prepared by: Tricia Pontau
Sustainability Program Manager
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
9 ATTACHMENT 1
10 The purpose of the Climate Action Plan (CAP) is to protect public health and the environment, foster a green economy, and improve quality of life for all Livermore residents. The CAP is a roadmap to reduce greenhouse gas emissions, adapt to extreme weather, deploy reliable and renewable energy,
conserve habitat and biodiversity, and ensure equitable access to the benefits of a sustainable city. Livermore will leverage the community’s greatest strengths, including cutting edge research facilities, technical and agricultural expertise, and an engaged network of residents, businesses, and institutions, to establish itself as a climate leader and implement the actions outlined in the plan.
C L I M A T E A C T I O N P L A N P U R P O S E S T A T E M E N T ATTACHMENT 1
11 INTRODUCTION
CONTENTS
T O C 2 0 2 3 C A P P R O G R E S S R E P O R T
2023 PROGRESS HIGHLIGHTS
STATUS OF PRIORITY ACTIONS
2022 GHG INVENTORY
EV chargers at the Livermore outlet mall
ATTACHMENT 1
12 This page intentionally left blank.
ATTACHMENT 1
13 The City of Livermore (City) adopted the
2022 Climate Action Plan (CAP) on
November 28, 2022. The 2022 CAP was
the first comprehensive update to the
City’s climate strategy since the first
CAP in 2012.
The CAP outlines strategies to prepare
Livermore for climate change impacts,
reduce communitywide greenhouse gas
emissions, and establish Livermore as a
leader in climate action. The City
prepared the CAP in collaboration with
technical consultants, key stakeholders,
a citizens advisory committee, and the
Livermore community.
INTRODUCTION
P A G E 1 2 0 2 3 C A P P R O G R E S S R E P O R T
T H I S R E P O R T S U M M A R I Z E S
T H E C I T Y ’ S P R O G R E S S
D U R I N G T H E F I R S T Y E A R O F
C L I M A T E A C T I O N P L A N
I M P L E M E N T A T I O N .
Following adoption of the CAP, the City
created a new full-time staff position and
dedicated City budget to drive
implementation of the actions in the
plan.
The CAP calls for the City to prepare
annual reports to monitor
implementation progress.
Livermore City Hall with solar panels
ATTACHMENT 1
14 The City, with the help of its partners,
made significant progress implementing
the CAP in 2023. During this first year,
the City focused on establishing a
Sustainability Program, connecting with
the community about climate action, and
setting an example in its own operations.
The City hired a full-time Sustainability
Program Manager, established a
community working group, hosted
outreach events, and completed a
number of projects to install EV charging,
expand clean energy, conserve water and
open space, and build community
resilience.
2023 PROGRESS
HIGHLIGHTS
P A G E 2 2 0 2 3 C A P P R O G R E S S R E P O R T
T H I S S E C T I O N H I G H L I G H T S
A C C O M P L I S H M E N T S
I M P L E M E N T I N G T H E
C L I M A T E A C T I O N P L A N I N
2 0 2 3 .
Student volunteers on Community Service Day
ATTACHMENT 1
15 2023 IMPLEMENTATION HIGHLIGHTS
ELECTRIC VEHICLES
I EV Charging in New Buildings
Effective January 1, 2023, the City's Municipal Code
requires most new buildings in Livermore to be
constructed with more EV chargers than required by
the State building code. Installing additional charging capacity during construction is less costly than making retrofits to an existing building. This code will support existing and future charging demand in Livermore.
I Electric Fleet Vehicles
The City added four new electric vehicles to the
municipal fleet in 2023, including two Ford E-Transit
vans, an Energica electric motorcycle for traffic
enforcement, and a Westward Max-8 electric service
cart for downtown maintenance. The City is also
working to install charging infrastructure to support
its transition to a clean vehicle fleet
I Public EV Charging Hubs
The City is partnering with Ava Community Energy
(formerly East Bay Community Energy) to develop
public fast charging hubs on City-owned property. The
first hub is under construction downtown near
Stockmen's Park and is anticipated to open in late
2024. Future locations include the Civic Center
Library, the Rincon Library, the Robert Livermore
Community Center, and the Trader Joe's shopping
center on Stanley Boulevard.
'''''
148
EV chargers were
installed by residents
and businesses 2023
* Ava
Community
Energy
In 2023, East Bay Community
Energy (EBCE) rebranded to Ava
Community Energy (Ava). Ava is a
clean power provider serving cities
in Alameda County and the City of
Tracy. Ava is expanding its service
territory to include additional cities
in the Central Valley and rebranded
to reflect this change. Ava's local
programs for community health and
resilience have provided crucial
resources for Livermore's climate
action efforts.
2023 CAP PROGRESS REPOR T
ATTACHMENT 1
16 All-Electric Buildings
2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 4 2 0 2 3 C A P P R O G R E S S R E P O R T Effective January 1, 2023, most new buildings in Livermore must be constructed without direct use of fossil fuels. As California’s electric grid transitions to carbon free sources, Livermore’s buildings will contribute fewer emissions.
Solar-Powered EV Chargers
The City secured a rebate from the US Department of Energy to purchase two solar- powered EV chargers. These units operate independently of the grid and include battery storage that can be used as back-up power during emergencies. The City will receive the units in early 2024. One will be installed at City Hall and one at the Civic Center Library.
C L E A N E N E R G Y
Renewable Electricity in City facilities
Electricity used in City facilities was sourced entirely from California wind and solar power. Ava Community
Energy provides this 100% clean power though its
Renewable 100 service option. Renewable 100 is
available to all residents and businesses in Livermore. of solar power was
installed by residents
and businesses 2023
7.8MW
Solar-powered EV chargers (photo courtesy of Beam Global) ATTACHMENT 1
17 The Livermore Youth Climate Summit
was an interactive event dedicated to
supporting youth-driven climate
awareness and action. Quest, and
TVAQCA teamed up with the City,
Livermore Area Recreation and Park
District, and LVJUSD to organize the
event. The event was held at the Robert
Livermore Community Center and
featured a plenary session followed by
exhibits. Following the event, the
Livermore City Council presented a
Proclamation to the youth organizers and
declared September 2023 as Youth
Climate Action Month.
2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 5 2 0 2 3 C A P P R O G R E S S R E P O R T
C O M M U N I T Y E N G A G E M E N T
Livermore Climate Action Team (LCAT)
The City convened a working group to collaborate on local climate action efforts. At the time of this report, the LCAT includes representatives from City staff and City Council, Livermore Valley Joint Unified School District (LVJUSD) Board and students, Quest Science, Tri-Valley Air Quality Climate Alliance (TVAQCA), Livermore Lab Foundation, Lawrence Livermore National Lab, and Livermore Downtown Inc.
Livermore Resilient Hub
The Livermore Resilient Hub is an online resource hub for residents to find customized actions they can take to reduce their impact, save money on energy bills, and protect their homes. The platform allows residents to create teams to work toward a shared goal or compete with other teams.
Climate & Environment Expo
The Climate & Environment Expo was
held during Earth Week at Croce
Elementary School. The City provided
information about climate action, open
space preservation, and water
conservation. The event also featured a
farmers market with local growers, food
trucks, live music and art activities
presented by Livermore Valley Arts.
Youth Climate Summit
Windmill art display at the Climate & Environment Expo
ATTACHMENT 1
18 2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 6 2 0 2 3 C A P P R O G R E S S R E P O R T
C O M M U N I T Y R E S I L I E N C E
Storm Damage Repairs
Winter storms caused significant damage
along the arroyos in Livermore. In 2023,
the City, LARPD, and Zone 7 repaired
damages and fortified critical areas along
the Arroyo Mocho, Arroyo Las Positas,
and Arroyo Valle. Measures to enhance
the resilience of these essential areas
included stabilizing creek banks, bridge
foundations, repairing trails, and
restoring flow capacity in preparation for
future heavy rain events. The City
expects to receive an estimated $1.8M
from FEMA to cover most of its costs.
Arroyo Mocho at Stanley Blvd - Before
Arroyo Mocho at Stanley Blvd - After
Hazard Mitigation Plan Update
The Cities of Livermore, Pleasanton,
Dublin, and the Dublin San Ramon
Services District coordinated on an
update to the Tri-Valley Local Hazard
Mitigation Plan. The plan identifies
natural hazard risk in each jurisdiction
and proposes municipal actions to reduce
this risk. The plan was approved by FEMA
and the to the California Office of
Emergency Services (OES) in 2023.
Livermore City Council will review the
plan in early 2024.
Back-Up Power at City Facilities
The City is participating in Ava’s Critical Municipal Facility Program to explore solar with battery backup at six City facilities: City Hall, Police Department, Civic Center Meeting Hall, Livermore Airport, Maintenance Services Building, and the Water Reclamation Plant. The program enables cities in Ava’s service territory to install solar and battery systems at no upfront or ongoing maintenance costs. In 2023, the City and Ava worked with PG&E to grandfather the six City facilities under the State’s previous solar Net Energy Metering (NEM) laws. This secures the City a more favorable return on investment for solar and battery installations compared to the new NEM rules.
ATTACHMENT 1
19 2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 7 2 0 2 3 C A P P R O G R E S S R E P O R T
A C T I V E T R A N S P O R T A T I O N
Tactical East Avenue
The City installed temporary intersection improvements, including bulb outs, medians, and high-visibility crosswalks, at six intersections along East Avenue. All project elements were installed within the existing roadway and striping using low- cost, temporary materials. The project was an opportunity for the community to experience changes to the street before large investments are made that will impact the corridor for years to come.
Roadway Improvements
The City completed crosswalk, intersection, and traffic calming improvements in locations on Portola Avenue, Concannon Boulevard, and College Avenue.
Improvements included new medians, curb ramps, sidewalks, rectangular rapid flashing beacons (RRFB), and high-visibility striping. Additionally, over three miles of existing bike lanes throughout the city were upgraded to buffered bike lanes to improve bicyclist safety and comfort.
Roadway Safety Plan
The City adopted a comprehensive Local Roadway Safety Plan (LRSP) to enable the City to enhance traffic safety for all modes of transportation and for all ages and abilities. The plan prioritizes roadway and intersection safety improvement elements that are suitable for future safety-related grant opportunities.
Tactical East Avenue temporary installation at East Ave and Maple St ATTACHMENT 1
20 2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 8 2 0 2 3 C A P P R O G R E S S R E P O R T
G R E E N E C O N O M Y
Advanced Manufacturing Grants
The City helped GILLIG secure a $30M grant from the California Energy Commission to expand electric bus manufacturing. The City approved entitlements for GILLIG to construct an accessory building for battery storage and convert existing warehouse space to office space. The project will enable GILLIG to increase annual electric bus output from 150 to 750 and add approximately 30 new jobs to its workforce. Monarch Tractor and FirstElement Fuel also received grants from this program for projects in Livermore.
Daybreak Labs Eco-Igniter Program
Daybreak Labs worked to expand its Eco-Igniter Program, which will support energy entrepreneurs to deploy hard tech inventions to the market and decarbonize heavy-energy use industries including, but not exclusive to, aviation, agriculture, freight shipping, and manufacturing. The program will accelerate the commercialization and pilot scale demonstration of energy breakthroughs from University of California system universities, University of California managed Department of Energy labs, and Sandia National Labs.
Greenville Community Charging Depot
The City approved entitlements for Forum Mobility’s Greenville Community Charging Depot. The project will serve as a charging hub for medium- and heavy-duty electric trucks. This infrastructure will support local and regional businesses to comply with the California Air Resources Board’s Advanced Clean Fleet Regulation. At the time of this report, the City’s approval of the project is under appeal.
GILLIG facility in Livermore
ATTACHMENT 1
21 2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 9 2 0 2 3 C A P P R O G R E S S R E P O R T
O P E N S P A C E & L A N D S C A P E S
Springtown Open Space Project
The City hosted a Town Hall event to solicit feedback from the community on Phase 1 improvements for the Springtown Open Space project. Phase 1 improvements include a community garden, an active play zone, a multipurpose field, a pickleball court, shaded benches, a picnic area and a disc golf course. Design work for these improvements will begin in early 2024.
Open Space Acquisitions
The City initiated acquisition of three open space properties totaling 240 acres.
Two properties are located east of Livermore near I-580 and the other is located to the west of Springtown in North Livermore. The properties will be dedicated for conservation purposes including wildlife connectivity, wetland and riparian habitat enhancements, and stormwater management.
Turf Conversion at City Facilities
The City converted approximately 27,000 square feet of non-usable turf into sustainable, low-water-use landscapes. The new landscape designs feature native and drought-resistant plants, reducing overall water demand while maintaining a vibrant and welcoming outdoor environment. The City received rebates from Cal Water to support this effort.
Hills outside Livermore
ATTACHMENT 1
22 2 0 2 3 I M P L E M E N T A T I O N H I G H L I G H T S P A G E 1 0 2 0 2 3 C A P P R O G R E S S R E P O R T
W A S T E & M A T E R I A L S
SB 1383 Compliance
Senate Bill 1383 established aggressive targets to achieve a 75 percent reduction in the statewide disposal of organic waste. A key component of SB 1383 is the purchase of qualifying organic-derived materials. The City spread over 2,000 tons of SB 1383-compliant mulch to open space areas near the Airport to meet the City's procurement requirements.
Go Green Initiative
The City is partnering with the LVJUSD and the Go Green Initiative, a non-profit organization that involves student leadership and works with school administrators to improve recycling, diversion, and achieve other environmental goals. Go Green completed a needs assessment for bins and custodial equipment, a waste hauling service evaluation, and developed and trained a District Office Green Team. The next phase of the project aims to implement a uniform 3-bin system, develop school site Green Teams, and provide all-hands training for key staff and students.
Volunteers spreading mulch at Robertson Park
ATTACHMENT 1
23 The Climate Action Plan identified 35
priority actions on which to focus during
the first five years of implementation.
The priority actions were selected
because they were critical to jumpstart
and sustain CAP implementation, were
cost-effective and feasible steps to
significantly reduce emissions and
improve resilience, and were aligned with
existing efforts and available resources
in the city, region, and state.
STATUS OF CAP
PRIORITY
ACTIONS
P A G E 1 1 2 0 2 3 C A P P R O G R E S S R E P O R T
T H I S S E C T I O N S U M M A R I Z E S
T H E S T A T U S O F P R I O R I T Y
A C T I O N S .
Spatial data showing tree canopy coverage
ATTACHMENT 1
24 B-1.1 - Require new construction to be
all-electric
As of January 1, 2023, most new buildings
in Livermore are required to be all-electric.
This was a key action to achieving the
City’s 2030 GHG reduction goal.
I-2.1 - Designate a Climate Action
Manager
The City hired a Sustainability Program
Manager in May 2023. This position is
responsible for coordinating with all City
departments and community stakeholders
to drive implementation of the CAP.
I-3.1 - Create a brand and identity
The City created the “Livermore Resilient”
identity and logo to promote sustainability
and resilience initiatives. New social media
pages and websites will launch in 2024.
I-3.7 - Establish an online resource portal
The Livermore Resilient Hub is available to
residents. The hub has customized actions
and resources for residents and allows
teams to compete or work together
towards a shared goal.
M-2.1 - Opt-up municipal Ava accounts to
100% renewable electricity
The City enrolled all municipal electricity
accounts into Renewable 100. Renewable
100 is sourced from California wind and
solar power.
M-2.1 - Adopt a green purchasing policy
The City adopted an internal green
purchasing policy prior to CAP adoption in
2022.
B-2.1 - Opt-up community Ava accounts to
Renewable 100
The City is not pursuing communitywide
enrollment in Ava’s Renewable 100 service
option. This action accounts for
approximately 20% of anticipated GHG
reductions by 2030.
B-2.4 - Explore hydrogen and renewable
fuel opportunities
Several efforts are underway to explore
hydrogen use in Livermore. However, the
City has not engaged Sandia on a review of
opportunities, as called for in the action.
I-2.3 - Create a CAP tracking program
The anticipated tracking program does not
include all of the capabilities the City
desired. The City is pursuing additional
tools to track and communicate efforts to
the public.
I-4.2 - Partner with the national
laboratories
The City entered into an MOU with
Lawrence Livermore National Lab but did
not make progress implementing projects in
2023.
M-2.4 - Replace gas powered landscaping
equipment
The City replaced two gas-powered leaf
blowers but has not transitioned additional
equipment due to lack of funding. The City
has allocated budget in 2024 to replace its
remaining gas-powered leaf blowers.
S T A T U S O F C A P P R I O R I T Y A C T I O N S P A G E 1 2 2 0 2 3 C A P P R O G R E S S R E P O R T By the end of 2023, the City completed six priority actions and made progress implementing many others. Highlights on those actions are in the previous section. The City is behind or delayed implementing five priority actions, which are described below.
Table 1 on the following page identifies the status of each CAP priority action. An action is On Track if the City met the anticipated start date in the CAP and is making steady progress towards completion. An action is Delayed if the City started on time, but progress has been delayed due to staffing, budget, or other circumstances. An action is Behind if the City is not actively taking steps to implement the action. An action can be On Track even if the City has not started implementing the action, if the action has a start date in a future year. Completed actions are identified as On Track.
Completed Behind or Delayed
ATTACHMENT 1
25 Action Start Date in CAP Progress Status
B-1.1 Require new construction to be all-electric In Progress Complete On Track B-1.2 Incentivize electric retrofits in existing buildings 2026-Q1 Not Started On Track B-1.3 Conduct a cost analysis and feasibility study for existing building electrification requirements 2024-Q1 Not Started On Track B-2.1 Opt-up community EBCE accounts to 100 percent
renewable electricity 2023-Q1 Incomplete Behind
B-2.4 Explore hydrogen and renewable fuel opportunities 2023-Q1 Not Started Delayed D-1.1 Study on-site water reuse 2025-Q1 Not Started On Track E-1.2 Expand microgrid deployment 2025-Q1 In Progress On Track E-1.3 Improve resilience of residential buildings 2023-Q1 Not Started On Track H-1.1 Study heat vulnerability 2025-Q1 Not Started On Track H-1.3 Create a neighborhood cooling program 2026-Q1 Not Started On Track I-1.5 Integrate mitigation and adaptation planning in other City Plans In Progress In Progress On Track
I-2.1 Designate a Climate Action Manager 2023-Q1 Complete On Track I-2.3 Create a CAP tracking program 2022-Q4 In Progress Delayed I-2.4 Report implementation progress 2023-Q4 In Progress On Track I-2.6 Utilize assistance programs and pursue funding
opportunities In Progress In Progress On Track
I-3.1 Create a brand and identity In Progress Complete On Track I-3.2 Promote transparency to the public 2022-Q4 In Progress On Track I-3.3 Engage with the community regularly 2022-Q4 In Progress On Track I-3.5 Target rental and multifamily property owners In Progress In Progress On Track I-3.6 Expand outreach and education to Livermore’s youth 2023-Q1 In Progress On Track I-3.7 Establish and online resource portal In Progress Complete On Track I-4.2 Partner with the national laboratories In Progress Incomplete Delayed M-2.1 Opt-up municipal EBCE accounts Complete Complete On Track
S T A T U S O F C A P P R I O R I T Y A C T I O N S P A G E 1 3 2 0 2 3 C A P P R O G R E S S R E P O R T
C O N T I N U E D O N N E X T P A G E
Table 1. Status of CAP Priority Actions
ATTACHMENT 1
26 Action Start Date in CAP Progress Status
M-2.4 Replace gas-powered landscaping equipment 2023-Q1 Incomplete Delayed M-3.1 Prepare a Fleet Electrification Plan In Progress In Progress On Track M-3.2 Expand EV charging at public facilities In Progress In Progress On Track M-5.1 Adopt a green purchasing policy Complete Complete On Track T-1.1 Expand EV infrastructure to support EV adoption In Progress In Progress On Track T-3.1 Accelerate implementation of the Livermore ATP 2022-Q4 In Progress On Track T-4.1 Promote a jobs-housing match In Progress In Progress On Track T-4.4 Facilitate complete and walkable neighborhoods In Progress In Progress On Track W-1.1 Implement the requirements of Senate Bill 1383 In Progress In Progress On Track W-2.1 Raise awareness for low-carbon and recycled building materials 2024-Q1 Not Started On Track
W-2.2 Explore standards for new construction that limit embodied carbon emissions 2024-Q1 Not Started On Track
WF-1.3 Facilitate building retrofits that maintain indoor air quality 2026-Q1 Not Started On Track
S T A T U S O F C A P P R I O R I T Y A C T I O N S P A G E 1 4 2 0 2 3 C A P P R O G R E S S R E P O R T Table 1. Status of CAP Priority Actions (continued)
City of Livermore booth at a Science @ Stockmen’s Park event ATTACHMENT 1
27 The CAP utilized a 2017 GHG emissions
inventory as a baseline. The City did not
update the inventory during the COVID-
19 pandemic because it would not have
reflected normal conditions. In 2023, the
City completed an inventory for the year
2022 to better assess emissions at the
time of CAP adoption.
The CAP calls for GHG inventory updates
every two years. The next GHG inventory
will be completed in 2025 for the year
2024.
2022 GHG
INVENTORY
P A G E 1 5 2 0 2 3 C A P P R O G R E S S R E P O R T
T H I S S E C T I O N S U M M A R I Z E S
L I V E R M O R E ’ S 2 0 2 2 G H G
I N V E N T O R Y . T H I S
I N V E N T O R Y W I L L N O T
C A P T U R E R E D U C T I O N S
A C H I E V E D F R O M 2 0 2 3
I M P L E M E N T A T I O N E F F O R T S .
R A T H E R , I T R E F L E C T S A
M O R E A C C U R A T E P I C T U R E
O F E M I S S I O N S A T T H E T I M E
O F C A P A D O P T I O N .
Vehicles on I-580
ATTACHMENT 1
28 The increase in transportation emissions
was primarily due to increased
commercial vehicle activity, based on
data from the Metropolitan
Transportation Commission (MTC). This
increase could be a result of higher
demand of food/product delivery services
over the last several years. The growth
of on-road passenger and commercial
zero emission vehicles (ZEVs) is projected
to increase rapidly under California’s
Advanced Clean Cars and Advanced
Clean Fleet rules, which will significantly
decrease emissions from on-road
transportation through 2035.
G R E E N H O U S E G A S E M I S S I O N S
P A G E 1 6 2 0 2 3 C A P P R O G R E S S R E P O R T Water & Wastewater <1%
622,711 MT
CO2e
Transportation 55%
Electricity 17%
Natural Gas 20%
Waste 3%
Figure 1. 2022 GHG Inventory
Emissions in Livermore totaled 622,711
MT CO2e in 2022 (Figure 1). This was
15% higher than total emissions and 22%
higher than per capita emissions in 2017.
Most of the overall increase in emissions
occurred in the electricity and
transportation sectors (Figure 2).
Livermore’s population also declined
during this time.
In 2017, Livermore received electricity
from PG&E. When Livermore joined Ava
Community Energy in 2018, its default
product was cleaner than PG&E. In 2020,
Ava’s board of directors voted to remove
nuclear power from its energy mix and
focus on acquiring renewable sources.
This decision resulted in a short-term
reduction of carbon-free energy in its
default product (Bright Choice). Ava has
committed to providing 100% carbon-
free electricity to all customers by 2030.
As Ava works towards this goal, the
City’s electricity emissions should
decline. The City could also decide to
implement Action B-2.1, which would
enroll communitywide Ava accounts into
its premium product (Renewable 100)
and eliminate most emissions from
electricity.
Off-Road Equipment 4%
Changes in Emissions from 2017 to 2022
Electric delivery vehicles
ATTACHMENT 1
29 G R E E N H O U S E G A S E M I S S I O N S
P A G E 1 7 2 0 2 3 C A P P R O G R E S S R E P O R T 2017 2022
Transportation
Natural Gas Electricity
Off-road Equipment
Waste
Water & Wastewater
0 50000
100000
150000
200000
250000
300000
350000
Pathway to Achieve the City’s 2030 Reduction Target
Despite higher baseline emissions, the
City can still achieve its 2030 goal with
the actions in the CAP. Table 2 includes
actions in the CAP with quantified GHG
emissions. The City is on track
implementing these actions, with the
exception of Action B-2.1 to enroll
communitywide accounts into Ava’s
Renewable 100 service option.
Renewable 100 is sourced entirely from
wind and solar power. This action is
expected to contribute 20% of the
reductions towards the City’s 2030 goal
by decarbonizing electricity (Figure 3). If
the City implements Action B-2.1 or Ava
Energy achieves its goal to supply 100%
carbon free electricity by 2030, the City
would still achieve that objective. The
City will continue to monitor Ava’s
progress as it works towards its 2030
goal.
Reduce Vehicle Miles Traveled
(T-2.1, T-3.1) 4%
Electrify Vehicles (T-1.1) 38%
Decarbonize Electricity (B-2.1) 20%
Electrify Buildings (B-1.1, B-1.2) 21%
Divert Organic Waste (W-1.1) 15%
Carbon Sequestration (S-1.1) 2%
Figure 3. Actions Contributing to 2030
Reductions
Figure 2. Changes in mass GHGs by sector from 2017 to 2022 Transpor-
tation
Natural Gas Electricity Off-Road
Equipment
Waste Water &
Wastewater
ATTACHMENT 1
30 G R E E N H O U S E G A S E M I S S I O N S
P A G E 1 8 2 0 2 3 C A P P R O G R E S S R E P O R T Action Timeframe Progress Status
B-1.1 Require new construction to be all-electric Short-term Complete On Track B-1.2 Incentivize electric retrofits in existing buildings Mid-term Not Started On Track B-2.1
Opt-up community Ava accounts to 100%
renewable electricity Short-term Incomplete Behind
T-1.1 Expand EV infrastructure to support EV adoption Short-term In Progress On Track T-2.1 Improve transit and shared mobility services Mid-term Not Started On Track T-3.1 Accelerate implementation of the Livermore ATP Long-term In Progress On Track W-1.1 Implement the requirements of Senate Bill 1383 Short-term In Progress On Track S-1.1 Expand tree canopy in the city Mid-term In Progress On Track S-1.2 Implement carbon farming projects Mid-term In Progress On Track Table 2. CAP Actions with Quantified GHG Emissions
Rainbow over Livermore City Hall
ATTACHMENT 1
31 CLIMATE ACTION PLAN
2023 ANNUAL REPORT
This report is available at www.LivermoreCA.gov/cap
1052 South Livermore Ave., Livermore, CA 94550
925-960-4000
www.LivermoreCA.gov
City of Livermore
ATTACHMENT 1
32 ATTACHMENT 1
33 CITY COUNCIL STAFF REPORT
ITEM NO. 3.2
DATE:
February 26, 2024
TO:
Honorable Mayor and City Council
FROM:
Paul Spence, Assistant City Manager
SUBJECT:
2024 Eastern Alameda County Human Services Needs Assessment and Final Report, presented by Josh Thurman, Human Services Program Manager and Bex Reno of JSI Research and Training Institute.
RECOMMENDED ACTION
Staff recommends the City Council receive a presentation of the 2024 Eastern Alameda County Human Services Needs Assessment.
SUMMARY
On June 27, 2022, Council adopted a resolution authorizing the City Manager to enter into a Memorandum of Understanding (MOU) between the City of Livermore, City of Dublin, and the City of Pleasanton to identify a consultant and commission an update to the 2011 Eastern Alameda County Human Services Needs Assessment (the "EACHSNA"). In April 2022, human services staff of all three cities developed a solicitation for proposals and recommended JSI Research and Training Institute, Inc. to conduct the assessment and develop a final report with recommendations.
In June 2022, as the lead agency for the project, the City of Pleasanton entered into a Professional Services Agreement with JSI Research and Training Institute, Inc for a term of two years, at a cost not to exceed $234,467. Each city contributed $78,155 to complete the project.
JSI proved to be knowledgeable about the Tri-Valley with a strong understanding of the unique human services challenges and executed an extensive community outreach process. The EACHSNA follows the 10-year census and evaluates the strengths, needs and recommendations for the human services delivery network for the region as well as the individual cities. The report represents those findings, including recommendations and implementation steps. The final report, included as Attachment 1, is being presented to each city’s respective City Council.
Updating the Eastern Alameda County 2011 Human Services Needs Assessment aligns with the City Council's five-year strategic plan to expand and improve access to human services. The updated needs 34 assessment will also assist the Human Services Commission in setting future priorities for community block grant and other local human services funding.
DISCUSSION
Background
:
In September 2002, the cities of Livermore and Pleasanton first collaborated to complete a Human Services Needs Assessment for the Tri-Valley. The 2003 final report was used by the cities to identify and fill service gaps and as a tool for non-profit agencies to leverage funding when applying for County, State, and Federal grants. Again, in November 2010, the cities engaged a consultant to prepare the 2011 Eastern Alameda County Human Services Needs Assessment (EACHSNA) for similar purposes.
In early 2022, partnering with the cities of Pleasanton and Dublin, staff created a request for proposals to obtain qualified consultants to update the Eastern Alameda County Service Needs Assessment. Two proposals were submitted to the City of Pleasanton for consideration, and both firms were provided in- person interviews in April 2022. The selection committee recommended JSI Research and Training Institute, Inc.
JSI's approach to community outreach and desire to work with stakeholders coincides with the approach the three cities have successfully used on other human service projects. JSI also showed a strong desire to develop and share a narrative of Tri-Valley human services needs and was able to demonstrate their commitment to using a multitude of health and human service datasets beyond the 2020 census to provide a more in-depth Eastern Alameda County Human Services Needs Assessment.
As the lead agency for this project, in June 2022, the City of Pleasanton entered into a Professional Services Agreement with JSI Research and Training Institute, Inc for a term of two years, at a cost not to exceed $234,467, which included a 15% contingency. Including the contingency, each city contributed $78,155 to complete the project.
Process:
The EACHSNA began with comprehensive research and analysis that describes current and anticipated human service needs over the next five to ten years and culminates with the development of recommendations for addressing these needs. The process of completing a comprehensive needs assessment was extensive. The overall process has taken 19 months, commencing in August 2022. The process included two joint meetings of each city’s respective Human Services Commission, and each City Council received a project status update.
The project team established guiding theoretical values and framework to center equity and honor those with lived experience. An emphasis was placed on identifying causes of inequities, centering the voices of those most impacted, and ensuring recommendations were sustainable and effective. The project was conducted alongside a number of advisory bodies including community members, non-profit organizations, and city and county representatives.
Quantitative data were analyzed from sources including the Census, location organizations, and county agencies. The findings represent the demographics of the Tri-Valley and select social determinants.
Qualitative data were collected through focus groups, interviews, and at community events and 35 organizations. To collect qualitative data, 338 individuals were engaged through nine youth and adult focus groups (81 individuals), two non-profit focus groups (19 individuals), interviews with community members (29 individuals), interviews with non-profit leadership and faith-based organizations (26 individuals), three community tabling's (110 individuals), interviews with first responders (3 individuals) and intercept interviews (70 individuals). The qualitative process included participants that spoke Spanish, Mandarin, Farsi, Hindi and Cantonese.
Findings:
The Tri-Valley is economically stable, however there are pockets within each of the three cities with high concentrations of individuals living below the federal poverty level. Further, while there are significant numbers of social service providers in each of the three cities, notably some services require recipients to travel outside of the region which has implications for transportation and accessibility.
Community strengths were identified to ensure that recommendations could build upon and leverage assets, capabilities and resources. Identified strengths included: community cohesion; diversity; quality of health care and mental health services; non-profit organizations and other support service providers; recreation; and high-quality schools.
Challenges and opportunity areas were identified at both the community and organizational levels.
Community members experienced housing challenges and difficulty accessing healthcare and mental health services. There was also a general lack of awareness of available services and a need for service navigation as well as an expressed desire for more linguistically and culturally responsive providers. A need for outpatient and residential substance use treatment services was identified. Community members also expressed concerns around safety and a need for more transportation services.
Youth services was identified as a significant need. For young children this includes high quality, affordable childcare and early childhood education. For older children, parents and youth alike expressed a desire for accessible extracurricular activities including after school and enrichment programs and affordable summer programs and recreational activities, including sports. Older youth identified concerns around academic pressures and responsibilities, mental health and physical safety, substance use - including a need for prevention programs and treatment services - and a lack of access to school restrooms.
Organizations identified a need to increase awareness of services among each other in order to avoid service duplication and to optimally leverage resources. They expressed a need to be able to recruit and retain members of their workforce, particularly those who are racially, culturally and linguistically diverse.
They expressed frustration at the general perception that needs are lower in the Tri-Valley. Lastly, they identified several funding challenges including a need for grants that cover infrastructure, operating costs, and marketing as well as a high burden for grant applications and reporting requirements.
Recommendations:
The final report divides recommendations into two categories: 1) Approach recommendations which address community or organizational need (i.e., how the work is done); and 2) Actionable recommendations which are more specific, targeted strategies to meet discrete community and organizational needs (i.e., what work is done).
36 Approach Recommendations
Implement North Star Questions
Will serve as a constant reference point for
decision-making, helping to steer the direction of
the work and maintain coherence across programs
and initiatives
Community Engagement
Create more structured and formal community
engagement mechanisms to carry this work
forward.
Anticipate Systematic Challenges and Build
Organizational Relationships
Building responsive organizational relationships to
address social determinants of health (i.e. non-
medical factors that influence health outcomes,
such as the conditions in which people are born,
grow and age.)
Actionable Recommendations
Create a Regional Service Network
Building a regional service network to support non-
profit collaboration and the alignment and
coordination of services.
Youth Services and Support
Expanding youth services and supports as a long-
term investment in reducing future human service
needs.
Tri-Valley Non-Profit Funding
Examining funding mechanisms and processes to
reduce administrative burden and create increased
and sustained funding opportunities from each of
the three cities as well as from Alameda County
and other funding sources.
Build Pipeline for Diverse Workforce
The need to attract a racially, culturally, and
linguistically responsive workforce for non-profit
providers in order to meet the needs of Tri-Valley
residents.
Consider Multi-Sector Service and Infrastructure
Solutions
Provide a safety net for those experiencing multiple
concurrent needs (e.g., housing, mental health,
and/or substance use).
Implementation and Recommended Next Steps:
There has been a long-standing commitment from Livermore, Dublin and Pleasanton to collaborate and take a regional approach to meeting identified human services needs. To ensure accountability, recommendations would be selected, and associated implementation plans would be developed to track, evaluate and communicate progress toward agreed upon goals.
Eastern Alameda County Human Services Needs Assessment Recommended Next Steps
Item
Date
Action
Present final report to each City
Council
February
2024
City Council agenda reports will conclude with the same next step recommendations. City Councils to provide any additional feedback.
37 Joint Human Services Commission
Meetings
Summer
2024
Joint Commission meetings consider February City
Council feedback and begins to prioritize
recommendations for City Councils' consideration.
Actionable Recommendations
return to City Councils for review
and consideration
Fall 2024
City Councils review joint recommendations. Associated
project costs (if any) are identified for possible
incorporation into the three cities' FY 2025-26 annual
operating budget processes.
Annual Human Services
presentations to City Councils
October*
Presentations to each City Council on Actionable
Recommendations progress.
Annual Joint Human Services
Commission Meeting
June*
Discussion to develop future recommendations from the
needs assessment.
*
Subject to change based on each city's meeting schedules
FISCAL AND ADMINISTRATIVE IMPACTS
There is no fiscal impact associated with this report. The total cost of the needs assessment project was $234,467, and was shared equally amongst the cities of Livermore, Dublin, and Pleasanton. Livermore’s one-third portion was $78,155. Funding for this project was included in the FY 2023-2025 adopted budget. Administrative and fiscal impacts associate with recommendations contained in the report will be identified and presented for City Council's consideration at a future meeting.
COMMUNITY PILLAR
1: A Safe Community that Thrives
GOAL
8: Expand and Improve Access to Human Services
ATTACHMENTS
1. 2024 Eastern Alameda County Human Services Needs Assessment
Prepared by: Josh Thurman
Human Services Program Manager
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
38 EASTERN ALAMEDA COUNTY
Human Services
Needs Assessment
January, 2024
ATTACHMENT 1
39 CONTENTSEASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT Table of Contents
I. HOW TO USE THIS DOCUMENT 2
II. TERM DEFINITION 3
III. STORY 5
IV . BACKGROUND 6
V . GUIDING THEORETICAL VALUES AND FRAMEWORKS 7
Community Engagement, Power Sharing, and Capacity Building 7 Additional Applied Frameworks 8
The Life-Course Perspective 8
Structural Considerations 9
Upstream and Downstream 9
Social and Structural Determinants of Health 10
Root Causes 10
Report Considerations 11
VI. METHODS 12
Foundational Steps: Gathering Input and Establishing Advisory Groups 12 Landscape Scan 12
Joint Commission and City Council Meetings 12
Needs Assessment Website 13
Advisory Groups Development 13
Community Liaison 13
Eastern Alameda Power and Action Committee 14
Steering Committee 15
Priority Populations 15
Engaging Different Language Groups 16
Quantitative Analysis and Qualitative Data Collection 17 Quantitative Data 17
Census Data 17
Regional Reports 18
Qualitative Data 18
Demographics 19
Representation and Implicit Bias 19
Nonprofit Focus Groups 20
Community Focus Groups 20
Recruitment 20
Structure 20
Capacity Building through Facilitation 21
Individual Interviews 21
Tabling Events and Intercept Interviews 22
VII. FINDINGS 22
Demographic Trends in the Tri-Valley 23
Population 23
Age 24
Race and Ethnicity 27
Economic Stability 32
Existing Services 36
Strengths 43
ATTACHMENT 1
40 Table of Contents
Community Cohesion 43
Diversity 43
Health Care and Mental Health Services 44
Nonprofits and Supportive Services 44
Nonprofit Services 44
First Responders 46
Recreation 46
Schools and Educational Excellence 46
Community-Level Challenges and Opportunity Areas 48
Housing 48
Health Care 53
Mental Health 56
Service Provision, Awareness, and Navigation 58
Generalized Service Provision 58
Service Awareness 58
Service Navigation 58
Racial/Linguistic/Cultural Responsiveness 59
Racial and Cultural Responsiveness 59
Linguistic Responsiveness 60
Substance Use 61
Safety 62
Transportation 64
Youth 66
Childcare 66
Accessible Extracurricular Activities 67
After School and Enrichment Programs 67
Summer Programs 67
Sports 67
Academic and Other Pressure/Responsibilities 68
Youth Safety 68
Physical Safety 68
Psychological Safety 69
Youth Mental Health 69
Substance Use 70
Bathrooms as a Human Right 70
Substance Use Support and Treatment 70
Organizational-Level Challenges and Opportunity Areas 71 Service Awareness and Duplication 71
Workforce 71
Recruitment and Retention 71
Racially, Culturally, and Linguistically Responsive Workforce 72 Perception of Need and Funding 73
Perception of Need 73
Funding 73
Emergency Preparation: Supplies and Infrastructure 73
VIII. RECOMMENDATIONS 74
Approach Recommendations 74
Approach Recommendation 1: Implement North Star Questions 74
CONTENTSEASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
41 Approach Recommendation 2: Community Engagement 75
Approach Recommendation 3: Anticipate Systemic Challenges and Build Organizational Relationships 75 Identify Systemic Challenges 75
Relationship Building 76
Youth 76
Social Determinants of Health 76
Actionable Recommendations 77
Actionable Recommendation 1: Create a Regional Service Network 77 Actionable Recommendation 2: Youth Services and Supports 78 Youth-Centered Services 78
In-School Health and Wellness Center 78
Community-Based Youth and Family Events 79
Actionable Recommendation 3: Tri-Valley Nonprofit Funding 79 Actionable Recommendation 4: Build Pipelines for a Diverse Workforce 80 Actionable Recommendation 5: Consider Multi-Sector Service and Infrastructure Solutions 80 Housing 80
Projection of Housing Units Needed 81
Promising Practices by City 81
Substance Use 82
Mental Health 82
Infrastructure Needs 82
IX. IMPLEMENTATION PROCESSES AND PLAN 83
Implementation Processes 83
Sample Implementation Plans 84
X. APPENDICES 87
Appendix 1. Social Services Inventory 87
Appendix 2. Peer Review Report 88
Appendix 3. Comprehensive Quantitative Data 91
Appendix 4. Previous Community Health Needs Assessments 92 Appendix 5. EAPAC Recruitment Materials 93
“What is a Needs Assessment?” 93
EAPAC Recruitment Flyer 94
EAPAC Interest Form 95
Appendix 6. Interview Guides and Focus Group Materials 96 Nonprofit Focus Group Guide 96
First Responders Interview Guide 97
Community Focus Group Guide 98
Intercept Interview Guide 99
Focus Group Interest Form 100
Demographics Data Collection Form 101
Appendix 7. Programs and Funded Services following the 2011 Needs Assessment 102 XI. REFERENCES 103
Table of Contents
CONTENTSEASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
42 PAGE 1
Acknowledgements
This report was prepared by John Snow, Inc. (JSI), a mission-driven national and international public health research and consulting organization dedicated to advancing the health of individuals and communities. The development of this report was made possible by the Cities of Dublin, Livermore, and Pleasanton and through the ongoing communication and support from Shaun Chilkotowsky, City of Dublin; Josh Thurman, City of Livermore; and Jay Ingram, City of Pleasanton.
The Project Team expresses its deepest gratitude to the community members, individuals from nonprofit organizations, first responders, faith-based organizations, and many service providers whose voices and experiences are captured in this report. We acknowledge that it is impossible to fully express the complexity of what it means to live, attend school or work, and play in the Tri-Valley, particularly for those in need of or delivering human services, but hope you see some of your humanity and strengths, as well as your challenges, here.
We acknowledge and thank the advisory groups that served in varying capacities. Profound appreciation goes to the Eastern Alameda Power and Action Committee members for their advocacy and engagement throughout this project: Maria Gomez, Francesca Rosinski, Jasmin Schroder, Trenton Thomsen, and Emily Wilson. We also thank the two members who did not wish to be named.
In addition, we thank the Steering Committee members for their ongoing input, consideration, support, and brainstorming: Anissa Basoco-Villerreal – Assistant Agency Director of Alameda County Social Services; Christine Beitsch-Bahmani – Chief Executive Officer City Serve of the Tri-Valley; John Bost – Executive Director, Open Heart Kitchen, Evette Brandon – Quality Improvement and Accreditation Director, Alameda County; Becky Hopkins – Assistant to the City Manager, City of Pleasanton; Carolina Guzman – Quality Improvement Manager, Alameda County Department of Public Health; Alcian Lindo – Program Manager, Chabot-Las Positas Career Center; Liz Perez-Howe – Chief Executive Officer, Axis Community Health; Jennifer Pierce – Deputy Director, Alameda Community Development Agency Housing & Community Development Department, and Kimi Watkins-Tartt – Director, Alameda County Public Health Department.
This work was conducted and written by the following individuals, referred throughout as Project team Members: Deanna Lewis, Corina Pinto, Bex Reno, Anupam Sharma, Alison Soloman, Nadia Syed, and Hannah Young. Julie Ray edited the report.
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I. HOW TO USE OF THIS DOCUMENT
This report is designed to be read from start to finish, or it allows the reader to directly access separate sec- tions. Below, you will find the select highlights along with its corresponding page numbers for easy reference.
How were data collected?
Learn more about what data were
used and how the data were collected.
• Quantitative data….........................17
• Qualitative data…...........................18
Who participated?
Explore the many ways that community
representatives, non-profits, and others
were engaged.
• Advisory group development….......13
• Priority populations…......................15
• Demographics…...............................19
What were recommendations
for the Tri-Valley?
Discover the recommendations identified
through this process including how to
advance change, and what to address.
• Approach recommendations….........74
• Actionable recommendations….......77
What values or frameworks
guided this work?
Hear about the approach to equity and
the theories that guided this work.
• Guiding theoretical values and
frameworks…...................................7
What were
Tri-Valley strenghts?
Read about some of the Tri-Valley assets,
capabilities, and resources.
• Strengths…........................................43
What will come of this work?
Review the proposed next steps including
how recommendations will be prioritized
and implemented.
• Implementation processes…............83
• Sample implementation plans….......84
What challenges
were identified?
Examine some opportunities for
improvement identified by community
members and non-profit organizations.
• Community level challenges…........48
• Organizational level challenges…...71
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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II. TERM DEFINITION
We’ve defined key terms used throughout this report to ensure its process and findings are accessible and clear.
Capacity Building The process of developing and strengthening the skills, instincts, abilities, processes, and resources that organizations, communities, and individuals need to survive, adapt, and thrive.1 City Council
The City Council, composed of the Mayor and four City Council members, this city governing body has all the regulatory and corporate powers of a municipal corporation provided under California State Law. In general, the Council supervises the operations of the City government by establishing policies and programs and appropriating funds for each service function. 2 Community Liaison
An individual who served on both the Steering Committee and Eastern Alameda Power and Action Committee, connecting the JSI Project Team, city staff, and community members. They provided historical and current context on best practices for engagement with the Tri-Valley community.
Eastern Alameda
Power and Action
Committee
An advisory committee composed of community members, service providers, and service recipients. This committee is involved with focus group and interview recruitment, preparation, facilitation, and supports data analysis.
Federal
Poverty Level
A measure used to gauge access to aid programs (e.g., government assistance programs). It is based on household income and size. In California, the FPL for a family of four in 2023 was set at $30,000.
Health Equity
Work to identify, dismantle, and reimagine systems of power ingrained with racism, discrimination, neglect, disrespect and dehumanization. This work contributes to the evolution of society in offering all people opportunities, security, power, resources and information to live their happiest and healthiest lives.
3 Human Services
Commission and
Joint Commission
Dublin, Livermore, and Pleasanton each have their own Human Services Commission to advise the city council on community human service needs and identify ways to meet these needs. The Commission focuses on communities that are socially or economically disadvantaged.
The Joint Commission refers to a workshop or meeting attended by Human Service Commissioners from all three cities.
Human Services
Services provided by the cities, nonprofits, and other agencies that support communities and individuals with basic needs like food and shelter and other services such as health care and employment.
Lived Experience
Knowledge based on personal perspective, identities, and history beyond professional or educational experience. People’s lived experience is directly affected by social, health, public health, or other issues and by the strategies that aim to address those issues. Lived experience gives people insights that can inform and improve systems, research, policies, practices, and programs.
4 Macro-Level
Factors
Factors that affect the health of an individual on a structural level and entire communities, counties, states, and countries. Advocating for policy changes to create more affordable housing is an example of trying to change a macro-level factor that affects an individual’s ability to find housing.
Medi-Cal California’s Medicaid health care program, which pays for a variety of medical services for children and adults with limited income and resources.
5 EAS
TERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS
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45 PAGE 4
Needs Assessment
North Star
Power Sharing
Quantitative Data
Qualitative Data
Recommendations:
Approach and
Actionable
Social and
S
tructural
Determinants
of Health
Steering Committee
Strengths-Based
approach
Tri-
Valley
Triangulation
Upstream and
Downstream
Factors
A process and resulting resource used to understand the qualities of a given community including its strengths and opportunities for growth. Needs Assessments often use both quantitative and qualitative data to gain a representative depiction of a community.
A constant reference point for decision-making, helping to steer the direction of the work and maintain cohesion across programs and initiatives.
Distribution of power in which different representative groups share decision making and other responsibilities.
Can be counted, measured, or given a numerical value. In this needs assessment, the quantitative data include demographic information such as race, ethnicity, age, income, employment, marriage status, etc. Quantitative data can be collected through surveys, census, local organizations and county agencies, and other sources.
Typically collected through focus groups, interviews, and conversations. These data are not numerical. Qualitative data collection methods allow community members to share their experiences and deep insights that are more difficult to capture quantitatively/numerically.
Recommendations in this report are categorized into ‘Approach’ and 'Actionable.’ Approach recommendations encompass broad or overarching factors that should be integrated into any approach to meet a human service need, regardless of the speci fic strategy employed.
Actionable recommendations are more precise, focused on a singular or multiple social determinant of health simultaneously.
The non-medical factors that influence health outcomes, including the conditions in which people are born, grow, work, live, and age, and the wider set of forces and systems shaping the conditions of daily life
. They include economic policies and systems, development agendas, social norms, social policies and political systems.6
An advisory group formed for the Eastern Alameda County Human Services Needs Assessment with representatives from the three cities, Alameda County, local nonprofits, and JSI Project T eam
members. This committee provided oversight and support to the project and assisted with the distribution of findings.
Focuses on identifying and building upon a community or individual’s strengths. It is a shift from focusing on the issues in a community only.
Another term for the three cities in Eastern Alameda County: Dublin, Livermore, and Pleasanton.
The cities are geographically adjacent to each other, totaling 65.95 square miles and a collective population of 234,282.
The use of multiple methods (e.g., interviews and focus groups) or data sources in qualitative research to develop a deep understanding of a theme or event. Triangulation is important in ensuring information is accurate.
Upstream factors: Structural or contributing conditions that affect a person’s health or wellbeing.
For example, when individuals speak of the need for affordable housing, they often acknowledge other forces such as inflation and the need for a living wage.
Downstream factors: The result of upstream factors affecting health. These are often measured as individual-level factors that shape a person’s health outcomes, or the health outcomes themselves.
For example, an individual’s ability to access fresh fruits and vegetables affects their risk of developing diabetes.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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This report begins with a story in recognition that
data—no matter how close to community members’
lived experiences—is insufficient in truly conveying
the challenges and complexities that any individual or
family experiences. This story is not of any one person or family, but rather a compilation of stories that were heard. These are stories that weave various realities
found throughout the Tri-Valley community into a
much broader picture. This story is presented to
ground our findings, allowing the reader to see how
human services (and the lack of them) can shape not
only individual outcomes, but the life course of future generations and an entire region.
The G family is a multigenerational family in which
Mia, the matriarch, lives with her son Luis, his wife,
Laura, and their children Alexa and James. They love
the beauty of the mountain landscape and year-long
warm weather of the place they call home; however,
each member of the family experiences barriers
challenging their ability to live happy, healthy, and
peaceful lives.
Let’s begin with Mia. Mia is 72 years old and was
diagnosed with type 2 diabetes a few years ago. As
her condition progresses, she struggles with her
mental health. Mia is covered under Medicare but
has a hard time finding a mental health provider
(e.g., a therapist or social worker) who not only
speaks her language but also understands how
challenging it is for her to talk about her mental
health. It is also difficult for Mia to keep track of
her various appointments and she is unable to
drive the distance to the nearest hospital to see her
specialists. Sometimes, Mia prefers not to go to any
of her appointments because constant travel and
management make her anxious.
Mia’s son Luis works two low-wage jobs, neither of
which provide health insurance, and he makes just
enough not to qualify for Medi-Cal. English is not
Luis’s first language, which makes navigating the
health insurance system very challenging. Luis tries
his hardest to make sure he does not get injured on
the job and lives in fear of receiving a large medical
bill.
Luis’s wife Laura also works a low-wage job. She is
desperate to connect with women her age but is
ashamed about how poorly she speaks English. Laura
has thought about taking English classes but her work
schedule makes it difficult to attend classes regularly.
Alexa and James are in fifth and tenth grade,
respectively. Alexa was born in the United States;
James was five years old when their parents and
grandmother arrived in the country. Alexa enjoys
school but wishes she could take art classes. Her
parents support her creative interests, but are unable
to pay for classes.
James has been struggling with several things,
particularly mental health. James, who uses they/
them pronouns, works very hard at school. James
feels they owe it to their parents to get into a great
school and bring the family out of poverty. They
would like to talk to someone who understands the
pressures of being the oldest child. Sometimes James
has intense panic attacks but feels their parents
would not understand how they feel and does not
want to add more stress to their lives.
The story of the G family is not unusual. In this
assessment, seeds of these stories—of isolation,
challenges navigating human services, stigma
toward mental health, transportation and linguistic
challenges, and more—emerged through the many
conversations with community members. The
assessment you are about to read analyzes the
strengths and challenges in the Tri-Valley and includes recommendations to respectively build upon and
mitigate them. This is all in service of the overarching goal of improving residents’ health and wellness.
III. STORY
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IV. BACKGROUND
The cities of Dublin, Livermore, and Pleasanton,
collectively known as the Tri-Valley (figure 1), have
provided Human Services collectively for many
years. The cities value innovation, collaboration,
and problem solving to maintain and improve
the quality of life for all residents. Each city has a
unique perspective on how to meet the needs of its
residents. While each city respects the individuality
of each community, it also sees value in focusing
on collaboration for common efforts and regional
solutions. The Eastern Alameda County Human
Services Needs Assessment (EACHSNA) is one such
collaboration, created to evaluate the strengths and
needs of the human service delivery network for the
region and the individual cities.
In 2011, the Tri-Valley conducted a needs assessment
focused on the cities’ most vulnerable populations:
low-income families, individuals, children, seniors,
and people with disabilities.
7 This Tri-Valley needs
Shaded areas
are city limits
Tri-Valley
Dublin, CA
Pleasanton, CA
Livermore, CA
Figure 1. Tri-Valley Map
assessment process follows the 10-year census, as
will the regional needs assessment.
The 2011 assessment found a significant and
increasing disparity between the growing demand
for human services and a stagnating, and at times,
declining supply of services in Eastern Alameda
County. Many of the findings in the report
mirror those reflected here related to mental/
behavioral health, housing, health care, workforce,
transportation, and changing demographics.
However, one finding in the 2011 needs assessment
that did not surface here was a need for increased
food and nutrition programs. This reflects the success
of the region in mitigating food insecurity through
funding and other initiatives, one of the many efforts
undertaken to increase access to resources and
services. A list of additional programs and initiatives that emerged in response to findings from the 2011
needs assessment is available in Appendix 7.
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The COVID-19 pandemic exacerbated the need for
more resources so, in 2022, the three cities hired JSI
to lead the EACHSNA process. JSI is a public health
research and consulting organization with an office in
Berkeley, California. It has over 40 years of experience providing technical services to federal, state, and local agencies to improve the health of individuals and
communities, with a focus on vulnerable populations.
JSI was tasked with conducting the EACHSNA by
leveraging existing documents including the prior
needs assessment; incorporating a diversity, equity,
and inclusion framework to ensure an equitable and
inclusive process and outcomes; and developing
a final report including recommendations and
associated implementation steps.
Figure 2. Timeline of the Tri-Valley Needs Assessments
2003
Tri-Valley commissioned its first human services
needs assessment collecting critical local data
for programmatic, policy, and resource allocation
decision making.
2011
The three cities commissioned a follow up report
to assess the changing needs, demonstrate
current and future human service needs and
service delivery gaps, and recommend ways to
meet residents’ human service needs.
2021
The three cities resolved to conduct a needs
assessment every 10 years to stay abreast of the
changing needs within their individual cities and
the region as a whole.
2022
JSI was hired to complete the 2022 needs
assessment.
V. GUIDING THEORETICAL VALUES AND FRAMEWORKS
Community Engagement,
Power Sharing, and Capacity Building
Our process grounded the work in equity and ensured
a sound and inclusive assessment process. It started
with the use of an equity framework as a roadmap
for the assessment to help ensure a collaborative,
engaged, and intentional process that built
community capacity and relationships. The following
outlines each framework principle and how it was
applied in the Needs Assessment.
Centering lived experience: In recognition of the fact
that community members and service providers are
the experts of their lives, the JSI Project Team worked thoughtfully and deliberately to center the voices
of community members within the Tri-Valley who
were eligible for, have sought out, or have received
human services. Throughout the project, the JSI
Project Team aimed to lessen participants’ burden
while maximizing opportunities for participation. It
focused on identifying and engaging people who are
often labeled “difficult to reach,”
i particularly those
identified as priority populations in the project’s
initial scoping activities.
Equitable data practices: There is a long history of
extractive data collection practices in the United
States, with little to no sharing of power, capacity
building within communities, or follow-up in how
data were used. Thus, equity was a focus of every
step of data collection and analysis. Community
members were trained and supported to collect data
as focus group and interview facilitators; provided
trainings on topics including qualitative analysis;
and shaped the identification and prioritization of
strengths, challenges, and recommendations.
Strengths-based approach: The central purpose of
a human service needs assessment is to identify
challenges (i.e., community and organizational
i Note: This term is problematic because it obscures the historic lack of inclusion efforts and barriers to participation, including a lack of trust.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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challenges) and possible solutions, but it is also
important to identify and celebrate individual and
community assets, capabilities, resources, and
strengths. All too often when the focus is directed on
individuals or neighborhoods with high human service
needs, the emphasis is on issues or deficits. This is
not only disempowering; it also fails to recognize
the many ways that communities can be a source of
strength and resilience. Thus throughout the data
collection and in this report, we celebrate and honor
the strengths of the Tri-Valley.
Community capacity building: Similar to the
recognized need for equitable data practices, one
of the guiding values for this needs assessment was
on the importance of engaging in power-sharing
activities to support community members’ capacity to
develop, implement, and sustain local initiatives. For
this project, this included training with community
member participants of the Eastern Alameda Power
and Action Committee (EAPAC) with a focus on
capacity building and mentorship on methods of
data collection, and an explicit focus on how power
might be shared to ensure community members
felt included in the needs assessment process and
beyond. To that end, we made efforts to ensure the
findings were broadly accessible to the community by
building a public-facing website and creating a section in this report to define terms used throughout.
Additional Applied Frameworks
As the work unfolded, the community described
challenges as cross-generational, interconnected, and
stemming from broader, overarching factors. This is
important to capture because it not only describes
what people are experiencing, but also how they
experience and think about their conditions. The
following section represents the effort to capture this through existing frameworks that help us think about
the challenges and how to shape effective solutions.
The Life-Course Perspective
The life-course perspective provides a lens to identify interventions that have the potential to crease change
across generations. The life-course perspective calls
us to focus on: 1) distinct life stages (e.g., adolescence or older adults); 2) the trajectories of lives based
on a number of factors and conditions (e.g., social
and structural determinants of health); and 3) the
relationship between individual and collective life
courses, or as Martin Luther King Jr. put it, “the
inescapable network of mutuality.” This refers to the
idea that the fate of all individuals are linked. Put
another way, the health and wellness of the Tri-Valley
is inextricably connected to those individuals who are
the least resourced within the communities.
The G family is a perfect example of why it is
important to consider a life-course perspective.
The barriers facing the 72-year-old Mia effect
the entire family. If Mia’s diabetes gets out
of control due to challenges of managing her
appointments, her son Luis and daughter-in-
law Laura may have to take time off of work
to care for her. If the family begins to struggle
financially and have a challenging time putting
food on the table, Alexa’s and James’ hindered
development and mental health will diminish
their ability to learn in school.
In the context of this EACHSNA update, the use of the
life-course perspective draws attention to the need
for services that are focused on distinct age groups,
while also considering the importance of ensuring
people’s needs are met across time. For example,
it is important to focus on specific challenges and
interventions for teenagers now and to think about
how their needs are expected to evolve as they enter
young adulthood). It also draws attention to the need
to design and deliver services that are both universal
or widely available for everyone, and targeted, in
that they should respond to the needs of distinct
priority populations. For example, there is a need for
universal mental health services, but those services
must also be tailored to the needs of adolescents,
non-English speakers, and people who lack mental
health insurance. The life-course perspective also calls us to consider the emotional, physical, psychological,
and social needs that evolve within specific historical and cultural contexts. For example, the application
of a life-course perspective calls us to understand
how youth might be uniquely and disproportionately
affected by the COVID-19 pandemic and to identify
services and a responsive delivery mechanism to
meet those needs.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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The G family is a perfect example of why it is
important to consider a life-course perspective.
The barriers facing the 72-year-old Mia effect
the entire family. If Mia’s diabetes gets out
of control due to challenges of managing her
appointments, her son Luis and daughter-in-
law Laura may have to take time off of work
to care for her. If the family begins to struggle
financially and have a challenging time putting
food on the table, Alexa’s and James’ hindered
development and mental health will diminish
their ability to learn in school.
Figure 3. Model of the Life-Course Framework. Source: State of Hawaii Department of Health Structural Considerations
UPSTREAM AND DOWNSTREAM
A needs assessment provides a snapshot or even
a retrospective look at the challenges faced by
a community or its sub-groups. However, it is
important to note that what a needs assessment
typically captures represents what are often called
‘downstream’ factors. These are often mentioned
at the individual-level, simply because a needs
assessment asks individuals about their experiences.
For example, when asked about challenges, a
community member might mention a health concern
such as high blood pressure. From a downstream
lens, a responsive intervention might be to make sure
that person has access to health services.
However, looking midstream and upstream might
point to different interventions. In the example
of high blood pressure, a midstream contributor
might be the stress the person is under from being
unemployed. A midstream intervention might
connect the individual to career services. Finally,
looking even further upstream might indicate a
broader decline in available jobs within a region. This would indicate a need to think about and examine
ways to attract industry to a region and/or provide
career training opportunities.
Human services are directly charged with mitigating
the downstream consequences flowing from these
macro level or structural factors. However, there
is a parallel need to work upstream to prevent
these needs from arising in the first place. Thus,
when focusing on downstream conditions, there
should always be a broader conversation about
midstream and upstream contributors and possible
interventions. This ensures any intervention can
have the greatest effect. One human service provider
eloquently expressed this desire to focus upstream:
“If we’re talking about dreams here… we really
need to go upstream and start working with
people before they get into crisis and need to be
connected to care. We need to preempt [crises]
when people are younger, when babies are being
born. ...Getting them access to education, stable
housing and food would make a huge difference so
they don’t end up in crisis.”
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SOCIAL AND STRUCTURAL
DETERMINANTS OF HEALTH
These mid- and upstream factors are often called
social or structural determinants of health. These
non-medical factors influence health outcomes and
are the conditions in which people are born, grow,
work, live, and age, and the wider set of forces
and systems shaping the conditions of daily life.
As described above, community members often
mentioned these in the same breath as the challenge
they were experiencing. Similarly, while nonprofit
Figure 4. Upstream and Downstream Approach to Health
Source: Jon Warner
Figure 5. Root Causes of Inequities
organizations identified some of the workforce
challenges to attracting and retaining diverse
service providers, they also noted the high cost of
housing and funding limitations (e.g., funders not
supporting operational costs) that were barriers to
providing a living wage. One faith-based organization
representative said that:
“We feel that problem [living wage] acutely as a
church because we have to pay…we can’t compete
with Google, and Facebook. We’re a nonprofit,
a church. And so we need employees who work
here and who live here. It doesn’t do much good
to have a pastor who lives in Tracy or Modesto or
Stockton. So in some ways, the nonprofit world and
the church world face the same challenges that
the schools do in getting teachers here, or police
officers or firefighters to live here.”
ROOT CAUSES
Troughout this needs assessment, participants
identified several social or structural determinants
that helped to create the current conditions that the
region is experiencing. These are best understood
Source: Health Resources in Action (HRiA)
COPD
Cancer
Behavior
Problems
Depression Hypertension
Diabetes
Heart
Disease Obesity
Injury
Social
Connections
Smoking
Substance
Use Stress
Lack of
exercise
Diet
Falls
Built Environment
Education
Violence and Trauma
Employment
Housing
Social Environments
Heterosexism
Classism
Racism
Poverty
Ableism
Sexism
Structural &
Institutional
Barriers
Distribution of
resources
Ageism
Religious
Prejudice
Xenophobia
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
52 PAGE 11
as root causes. In this needs assessment, these
included housing and land use policies, racism and
discrimination, the cost of living and inflation, policy, various structures and institutions, and funding
streams.
The integration of this framework was particularly
important in the development of recommendations.
There is an immediate need to provide human
services for those suffering in the Tri-Valley. However, there is an equally pressing need to work systemically
to remove the root causes of that suffering. This
need informed the Approach Recommendations
to consider a series of North Star questions to
guide the selection and implementation of any
strategy to support the health and wellbeing of Tri-
Valley residents. It also called for community- and
organizational-level challenges and opportunities to
answer ‘What are the upstream conditions that have
created this need that we might address through
strategies that have a community impact?’
Report Considerations
A needs assessment is a powerful tool, representing
the elevated needs of community members,
nonprofit organizations, and direct service providers.
Triangulation with census and other published data
sources gives a representation of the human service
needs and resources in the Tri-Valley. However,
while we made significant efforts to engage a broad
subsection of people from each of the three cities
across a variety of identity characteristics, it is
believed that complete representation is not possible.
Further, although efforts were made to project
future needs, especially in the grounding of the life-
course perspective, time will age these findings as
the cities and region evolve after these results and
recommendations are published.
This is not to suggest that these findings are
inherently invalid, but rather a call for the varied
audiences to use this report as a starting point for
conversation and reflection. The perspectives of
those who do not see their experiences and priorities
represented here are just as valid as those who do. If
you disagree with the findings or recommendations
here, or identify needs that have not been elevated,
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
consider this an invitation to advocate for change by
raising your individual or collective voice in service of continuing to advance collaborative change.
Additionally, as indicated in the discussion of Root
Causes and Social and Structural Determinants of
Health, many of the needs identified herein represent
downstream consequences of structural conditions
outside the control of those meeting human service
needs. This document can also serve as evidence of
the need for continued upstream efforts to reduce
the need for human services more broadly. We
encourage the use of this document as a mobilizing
force to those continuing to advance systemic change.
Let’s go back to the G family. Laura does
not speak English very well and feels shame
when trying to begin a conversation with her
neighbor who only speaks English. This shame
was magnified one day when she was walking
with her daughter Alexa on a beautiful spring
day.
Laura and Alexa were having a conversation in
Spanish when a person walking behind them
said: “Speak English, this is America.”
As limited as Laura’s English is, she knew what
this person meant. Not only did this make
Laura even more insecure, but Alexa began to
doubt whether she should speak a language
other than English in public. Recently, she
missed a few medical appointments because
the worried about her ability to communicate
with her providers.
ATTACHMENT 1
53 PAGE 12
VI. METHODS
Leveraging the guiding theoretical frameworks and
values, the EACHSNA update used quantitative and
qualitative methods to meet the needs assessment
objectives. The process also involved substantial
intentionality and involvement of the voice of Tri-
Valley community members throughout. The overall
approach included four phases: 1 landscape scan;
2 advisory group development; 3 qualitative and
quantitative data collection; and 4) analysis of
findings.
Foundational Steps: Gathering Input
and Establishing Advisory Groups
Landscape Scan
JSI started the project with an initial landscape
scan guided by interviews, engaging individuals at a
community event, and creation of a social services
inventory. The goals of the landscape scan included:
1. Establishing a preliminary understanding of the
context in which human services are provided in
the Tri-Valley and the people and organizations
giving and receiving them.
2. Creating a social services inventory of human
services in the Tri-Valley.
3. Identifying individuals for the project’s advisory
groups – Steering Committee, Community Liaison
and EAPAC.
4. Establishing connections with organizations
to facilitate recruitment for focus groups and
interviews.
Individual’s names, events, and organiza
tions were
initially provided by the core city staff and the
Human Services Joint Commission. Interviewees
also connected the JSI Project Team with additional
Tri-Valley organizations and individuals who they
thought should be involved in the project (i.e.,
snowball sampling). The JSI Project Team interviewed
individuals from different human service sectors and
who serve a diverse range of communities within the
Tri-Valley.
During the landscape scan, the team interviewed
13 executives, staff members, and volunteers from
nonprofits, county agencies, and schools. These
conversations consisted of questions focused on:
• The identification of the most pressing issues in
the community.
•
•
•
Whether the individual was part of the previous
needs assessment work or the implementation of
emergent recommendations.
The identification of priority populations and
organizational or individual contacts through
whom they might be engaged.
Whether they had any reports or other data that
could help inform this needs assessment.
Notes were taken during the in
terview and coded
independently by two JSI Project Team members
to identify significant themes. These initial findings
were presented to the Steering Committee and at
the Dublin, Livermore, and Pleasanton City Council
meetings. They were also used to develop subsequent
interview and focus group guides, particularly for the
nonprofit focus groups.
The JSI Project Team also attended La Familia’s Dia
de los Muertos Community Event. At this event, JSI
talked with community members and residents in
English and Spanish about what they loved and what
they would change about their community.
After collecting this preliminary information and
gaining input from the Joint Commission and at
City Council meetings, JSI recruited members and
developed the EAPAC and the Steering Committee.
These committees informed data collection efforts,
identified priority populations, and helped reach
individuals and organizations.
Joint Commission and City Council Meetings
At the beginning of the project, the JSI Project Team
met with each Human Services Commission and City
Council to present the needs assessment approach,
gather feedback, and refine priority populations from
city leadership. The table below includes the dates of
each of these meetings.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
54 PAGE 13
Table 1. Meetings Attended by the JSI Project Team
EVENT DATE
Joint Human Services Commission
Meeting, Pleasanton
November 2,
2022
Dublin City Council Meeting April 4, 2023
Pleasanton City Council Meeting April 18, 2023
Livermore City Council Meeting June 12, 2023
Needs Assessment Website
ROLE RESPONSIBILITY COMPOSITION
Community
Liaison
Serve on both the Steering Committee and
EAPAC, connect the JSI Project Team, city staff,
and community members. Provide historical and
current context on best practices for community
engagement in the Tri-Valley.
One individual who has experience
in direct service work, a Tri-Valley
community member, understanding of
human services landscape in Tri-Valley
EAPAC Support community connections and qualitative
data process, co-facilitate focus groups, and
provide feedback on interview tools and
preliminary data analysis and overall process.
Community members, human service
providers, recipients of Tri-Valley services
Compensated role for community
members
Steering
Committee
Provide oversight of the project, support the
assessment process, review work plan and status
of project activities, support logistics and project
requirements, coordinate events, and preview
deliverables.
Tri-Valley city representatives, County
staff, nonprofit leadership, and select JSI
Project Team members
In alignment with the equity framework principle of
equitable data practices, process information was
made available through the website www.
mytrivalley.org throughout the Needs Assessment
The site included an explanation of what a needs
assessment is; the methodologies used in the
EACHSNA; opportunities to get involved through the
advisory or focus groups; reports on current
findings
and demographics trends; and upcoming events. All
three cities determined that the site would only be
active through the duration of the Needs Assessment
project, and any relevant data would be carried
forward into this report.
Advisory Groups Development
The JSI Project Team developed three advisory roles/
groups (see below to ensure the application of the
equity framework and guide project implementation.
The individuals who comprise these groups are
community leaders—both those with organizational
standing and those with lived experience.
Table 2. Project Advisory Roles
JSI created and presented a graphic at the Joint
Commission and City Council meetings (see Figure
6) to facilitate communication about the purpose of
each of these advisory bodies and how they would
intersect. Some JSI Project Team members were on
the Steering Committee only; others were a bridge
between the EAPAC and the Steering Committee.
The Community Liaison also served in a bridge role,
attending both EAPAC and Steering Committee
meetings. After in-depth deliberation about whether
or not to hold ongoing joint EAPAC and Advisory
Committee meetings, the decision was made to
hold the majority meetings separately given the
distinct scopes of work and responsibilities for each
group, and in recognition of the potential power
dynamics between them. The two groups were
brought together twice during the data analysis and
recommendation development phases to provide
input on and add nuance to the findings.
COMMUNITY LIAISON
The community liaison was an essential member
of the advisory groups for the Needs Assessment.
As consultants with no experience living, working,
or seeking services in the Tri-Valley, the JSI Project
Team acknowledged the potential for gaps in the
assessment. The Community Liaison had knowledge
and context to illuminate the distinct features of
and experiences within the Tri-Valley. The role also
served on both the Steering Committee and the
EAPAC. Given that the groups would not meet with
each other until the end of the project, the liaison
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55 PAGE 14
Figure 6. Advisory Groups for the EACHSNA
supported bidirectional communication between the
two groups, the JSI Project Team, and the Steering
Committee.
Catherine Arthur (Cat), RN, PHN, MSN, a Livermore
Valley Joint Unified School District School Nurse was
selected as the community liaison for the project. She
was initially recommended by city staff during the
landscape scan. Cat was interviewed by two members
of the JSI Project Team and selected based on her
experience as a parent/community liaison in the
school (e.g., demonstration of inclusive approach and
valuing diverse voices) and her higher-level interest/
knowledge and connection to families/community
members. In addition to working in Livermore
schools, she lives in Livermore. During the landscape
scan, Cat and others interviewed said the majority of
the Tri-Valley’s pockets of poverty are concentrated
in Livermore. Given this, it was important to have
a community liaison who understood the needs of
Livermore residents in particular.
EASTERN ALAMEDA POWER AN
D
ACTION COMMITTEE
Before beginning ac
tive recruitment of EAPAC
members, the JSI Project Team created a 2-page
document titled “What is a Needs Assessment?” that
described the purpose of a needs assessment, what
the EACHSNA aimed to accomplish, and its
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
importance and potential implications. It also
outlined the process for conducting the needs
assessment, including an explanation of quantitative
and qualitative data, the equity framework, and an
overview of the advisory groups involved. It offered
ways for community members to get involved,
including serving on the EAPAC and participation
in focus groups or interviews, and an invitation to
reach out via email. The JSI Project Team also created
an EAPAC Recruitment Flyer, which outlined the
purpose of the EAPAC, the roles and responsibilities
of members, opportunities for their professional
development, and compensation information. Both of
these materials were published in English and Spanish
and sent to community members via email, posted on
the project website, and distributed in person by the
Community Liaison.
Next, the JSI project team created an EAPAC Interest
Form, which was accessible via a QR code on the
EAPAC flier. The interest form was created using
Google Forms, published in English and Spanish,
and offered the option to complete the form on
behalf of oneself or someone else. This form
centralized contact information for interested
community members and provided information on
potential EAPAC members’ lived experiences (e.g.,
types of human services received); demographic
characteristics (to ensure representation of priority
Eastern Alameda
Power and Action
Committee
Steering
Committee
Tri-Valley
Community
Member
Community
Liason
Tri-Valley
Government
Staff
Tri-Valley
Nonprofit
Staff
JSI
Staff
ATTACHMENT 1
56 PAGE 15
populations); connection to the Tri-Valley community;
and interest in serving on the EAPAC. Questions were
designed to be open-ended, optional, and require
minimal time to complete. The Community Liaison
was integral to ensuring that the language on the
form was accessible and inclusive, and that the form
was not a barrier to participation.
Twenty-seven responses were received and all
interested candidates were contacted via phone and/
or email to set up a 15–20-minute phone screen.
The JSI Project Team and Community Liaison
developed a set of questions to ask EAPAC candidates
during the phone screen:
• Would you be able to meet for 1.5 hours in the
evening once every other month?
• Are there groups of people you would not be able
to work with?
• What groups are you most comfortable working
with?
• What communities do you feel that you are most
connected with?
• We will be discussing a variety of social and health
topics throughout this process, such as adolescent
health and LGBTQIA+ advocacy. Are there any
topics you would not feel comfortable engaging
with?
• Specific follow-up questions about their
applications.
JSI Project Team members and the Community
Liaison conducted phone screens, during which notes
were taken in a shared spreadsheet and reviewed
after. Based on the initial phone screen, if there was
any uncertainty about a candidate, a second team
member conducted an additional phone conversation.
Using documentation from these calls, the JSI Project
Team and Community Liaison recommended EAPAC
members, selected to represent all three cities, with
experience accessing and/or directly providing human
services in the Tri-Valley, diverse backgrounds (e.g.,
race, ethnicity, cultural, linguistic), and representing one or more priority populations. Candidates who
were employed by a city or county government
agency and served on the Tri-Valley Human Services
Joint Commission were ineligible due to potential
conflicts of interest. The list of recommended EAPAC
members was brought to core city staff for discussion
and approval. Ten people were invited to join the
EAPAC. The other 16 candidates were thanked
for their interest and informed they had not been
selected. They were also invited to participate in a
future focus group or interview, if interested.
STEERING COMMITTEE
Steering Committee candidate selection was
informed by the landscape scan interviews and
through recommendations from the three city staff
members. The selection process ensured there
was representation from the three cities, a mix
of nonprofit, community, and Alameda County
representation, racial and ethnic diversity, and that
organizational type spanned the various categories
of human services guided by the Kaiser Family
Foundation Framework (i.e., economic stability,
neighborhood and physical environment, education,
food, community and social context, and health care
system).
8 As a result, individuals from the following
organizations were selected: Las Positas Career
Center, Livermore USD, Alameda County Social
Services, Alameda County Department of Public
Health, Axis Community Health, Alameda County
Community Health Improvement Plan, Alameda
County Housing and Community Development
Agency, Asian Pacific Islander American Public Affairs
Tri-Valley Chapter, CityServe of the Tri-Valley, Open
Heart Kitchen, and the cities of Dublin, Livermore,
and Pleasanton.
Priority Populations
From the data gathered through the landscape
scan interviews, quantitative demographic data,
City Council meetings, Human Service Commission
meetings, and advisory groups, 12 groups were
identified as priority populations for the Needs
Assessment (table 3).
Although this Needs Assessment is meant to capture
the breadth of lived experiences among residents
of the Tri-Valley, particular emphasis was placed on
the communities that were anticipated to be most
in need of human services, may have had a distinct
lived experience based on one or more identity
characteristics, and most likely to be affected by the
resulting recommendations.
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POPULATIONii DESCRIPTION
Faith-based leaders Individuals or groups that are part of faith-based organizations which can include but are not limited to churches, mosques, and temples.
Female heads of
households
Female members of family units who are the primary source of income in the household.
First responders Police officers, firefighters, emergency medical technicians, nurses, etc.
Indigenous communities Member of an indigenous community or tribal nation.
Individuals who are
unhoused
Individuals who have experienced being unhoused currently or in the past.
Individuals with
disabilities
Individuals who identify as a person with disabilities, including physical, intellectual, and/or developmental.
Lesbian, gay, bisexual,
transgender, and queer
(LGBTQ) community
Individuals or groups that identify as part of the LGBTQ community.
Livermore agricultural
workers
Agricultural workers including those who worked in winery fields, typically immigrants or refugees.
Non-English speakers Includes individuals who do not speak English or feel comfortable participating in a focus group or interview in English. Languages most commonly spoken in the Tri-Valley include Spanish, Pashto, Farsi, Mandarin, Cantonese, and Dari.
Seniors/older adults Individuals ages 65 years and older.
Those who work, but do
not live in the Tri-Valley
People who cannot afford to live in the Tri-Valley due to the high cost of living.
This often includes essential workers, such as teachers or first responders.
Youth Individuals between the ages of 14 and 25.
Table 3. Priority populations for the EACHSNA
ii Presented in alphabetical order
Within these priority population categories is an
acknowledgment of the complexity of identity, and
an honoring of the heterogeneity, or differences
in experiences, within any one category. It is also
recognized that identity is intersectional; that is,
individuals within these prioritized groups may
identify with more than one category. Those tasked
with completing this needs assessment sought to
understand and articulate the complexity of individual
lived experiences. We acknowledge that it is reductive
to presume that an individual has a particular lived
experience based on a singular or even intersectional
identity categorization. However, given the systemic
and sociopolitical factors, these individuals
may distinctly experience social and structural
determinants of health. Deeply understanding
individuals’ lived experiences and the extent to which
certain identity characteristics affected them was
therefore a key consideration in the method
selection.
ENGAGING D IFFERENT LANGUAGE GROUPS
The Steering Committee and city staff prioritized
Spanish, Pashto, Farsi, Mandarin, Cantonese, and Dari
for the EACHSNA because of the large population
of individuals in the Tri-Valley who speak them.
However, as data collection progressed, a number
of barriers to engaging speakers of these languages,
particularly Pashto, Farsi, and Dari. While recruitment materials were tr
anslated into these languages, there
was insufficient infrastructure to reach community
leaders and build trust within this project’s timeframe and scope. Moving forward, deliberate strategies
must be identified and implemented to build
relationships and engage community members
meaningfully beyond the data collection period. This
could include inviting non-English or multilingual
speakers onto the project team, publishing project
materials (e.g., the project website) in all relevant
languages, and going directly to c
ommunities to
disseminate the findings. Trust, instrumental to
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
58 PAGE 17
involving people who don’t speak English equitably,
must be built between and during community
engagement activities.
Quantitative Analysis and
Qualitative Data Collection
Informed by the aforementioned Foundational Steps,
the JSI Project Team c
onducted quantitative analyses,
collected primary qualitative data, and triangulated
findings using existing community-based and
regional reports
. Early in the project, preliminary
quantitative findings were produced and made public
through the EACHSNA website. This informed the
identification of priority populations, shaped the co-
design of data collection instruments in concert with
the
EAPAC, and informed and involved community
members in the Needs Assessment process.
Next, the JSI Project Team used several qualitative
methodologies to engage residents of the three cities
including tabling at community events, conducting
interviews and focus groups, and administering
intercept interviews, which involves informally
engaging available individuals in a brief conversation
about needs assessment topics. It is important to
note that the only primary data collection activity
was qualitative. It is said that quantitative data
(e.g., surveys) allow researcher to go an inch deep
and a mile wide, while qualitative data (e.g., focus
groups, interviews) go a mile deep and an inch
wide. A qualitative methodological approach was
selected to gain a more nuanced and contextualized
understanding of the lived experience of community
members (especially priority populations)
and
nonprofit organizations.
In qualitative data collection, the focus is not on
generalizability per se, meaning the goal is not to
achieve a numeric indicator that is meant to be
statistically representative of an entire community.
Rather, the metric of quality for qualitative data is
the extent to which saturation is achieved. Saturation
means that across data collection activities, no new
substantive information is arising. To achieve this,
an iterative data collection approach was taken.
This allowed periodic modification of data collection
methodologies to ensure a diverse sample was
engaged. To achieve saturation, methods were
expanded to include individual service provider and
intercept interviews.
The resulting community-level challenges and
opportunity areas and organization-level challenges
and opportunity areas were identified then cross-
checked with other regional reports to determine the
extent to which existing data supported or added
nuance to the emergent themes. Further, findings
were presented to the EAPAC and Steering
Committee in a series of joint meetings, where
both groups offered rich context to emergent
ideas and themes. Findings were also reported to
nonprofit organizations, resulting in discussion about
the prioritization of recommendations and their
feasibility. Feedback from these activities resulted
in the refinement of the theme and/or resulting
recommendation.
Quantitative Data
CENSUS DATA
The JSI Project Team drew on large amounts of
secondary data to guide and contextualize this
project. In particular, the team relied on data
published by the US Census Bureau, which are
comprehensive, systematic, standardized, and
available at granular geographic levels (the lowest and most commonly used level of geography in this report
is the census block group). These data offer insights
into age, gender, race, income level, educational
attainment, and more, providing a robust quantitative
foundation for understanding the demographic and
socioeconomic profile of the Tri-Valley and the needs
of the communities. In addition to US Census Bureau
data, data from the Environmental Protection Agency,
the Centers for Disease Control and Prevention, the
US Department of Housing and Urban Development,
and the US Department of Agriculture were analyzed.
A comprehensive list of all quantitative data and
census block groups can be requested from the
contact in Appendix 3.
To standardize geographic analysis, a unique
geography called “Tri-Valley” was created and used
across most of the tables, charts, and maps that
appear in this report. This geography is a set of the
most densely populated census block groups within
the larger geographic region known as the Livermore-
Pleasanton Census County Division (CCD). Both the
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59 PAGE 18
CCD and the Tri-Valley are visualized in Figure 1: the
CCD is the large polygon with the thick black outline
and the Tri-Valley, which sits entirely within the CCD, is outlined in red.
REGIONAL REPORTS
Additionally, this report references data found
in similar reports based on the Tri-Valley region.
Data found and used from these reports (Table 4)
supplement the primary data detailed in this needs
assessment.
Qualitative Data
Several qualitative data collection strategies were
used to obtain a sample that captured the depth and
breadth of experiences with providing and receiving
services in the Tri-Valley.
After the exploratory landscape scan and formation
of the steering committee and EAPAC, the qualitative
NAME DESCRIPTION
TVAPC 2023 Data Profile:
Just Getting by in the Tri-
Valley
A data profile detailing the demographic and population changes of Dublin, Livermore, and Pleasanton. It highlights issues and barriers faced by low- income households and the intersectionality of such barriers. 2019 Tri-Valley
Paratransit Study
A study exploring how effective the organization, management, and delivery of paratransit services are in the Tri-Valley area.
Stanford 2022 Community
Health Needs Assessment
Conducted by Stanford Health Care, ValleyCare to assess the health of the community in their service area, which primarily consists of Dublin, Livermore, Pleasanton, and San Ramon.
John Muir Health 2022
Community Health Needs
Assessment
Explores the conditions affecting community health within the service area of John Muir Health. The service area consists largely of Contra Costa and Northern Alameda Counties, and Livermore. Data from this report about the Tri-Valley is limited to the Livermore region.
Kaiser Permanente Walnut
Creek Medical Center 2022
Community Health Needs
Assessment
A community health profile of the Kaiser Permanente Walnut Creek Medical Center’s service area, which includes Walnut Creek, Contra Costa, Antioch, and Livermore. Data for this report about the Tri-Valley is limited to the Livermore region.
Alameda County
Community Health Needs
Assessment
This Alameda County Health Care Services Agency and Public Health Department report looks at the conditions and factors influencing the health of county residents.
2022 Tri-Valley Homeless
Count and Survey
Comprehensive Report
A report documenting the Point In Time (PIT) Count including a detailed assessment of the cities of Dublin, Livermore, and Pleasanton. 2021-2022 2-1-1 Contact
Activity
A summary report on contact activity and client demographics for people using 2-1-1 in 2021–2022.
Table 4. Supplemental Reports
phase of the needs assessment included one-on-
one and small group interviews, focus groups with
nonprofits and community members, intercept
interviews, and interactive tabling sessions at various events throughout the Tri-Valley. In addition to
the number of individuals involved, the JSI Project
Team and the individual members of the EAPAC did
extensive outreach to priority populations through
flier distribution, posting on community forums
(Nextdoor, Facebook, etc), word of mouth, email,
and phone calls. In recruitment for focus groups
and interviews, participants were asked to answer
optional demographic questions including, age,
gender, city they live or work in, ethnicity and race,
education, marital st
atus, languages spoken, and
household income. This allowed individuals to
identify with multiple groups and helped ensure
priority populations were engaged.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
60 PAGE 19
QUALITATIVE DATA COLLECTION EFFORT
PEOPLE
INVOLVED
9 community focus groups
(adults + youth)
81 2 nonprofit focus groups
• executive staff
• direct service staff
19 Community tabling
• Dublin St. Patrick’s Day Festival
• La Familia Dia de los Muertos event
• Tri-Valley NonProfit Alliance Poverty
webinar
110+
Interviews with community members 29
Interviews with nonprofit leaders
and faith-based organizations
26 Interviews with first responders 3
Intercept interviews
• Axis Health Center
• Livermore Senior Center
• La Salud Health Fair: Salud y Sol End
of Summer Health Fiesta
70 TOTAL 338
Table 5. Data Collection Activity and Sample
DEMOGRAPHICS
For the majority of the primary data collection efforts, demographic data were not collected in recognition
of: 1) the discomfort of many individuals when
asked personal information, potentially resulting
in lower levels of engagement; and 2) the desire to
lessen the burden of participation, particularly for
those engaged through tabling events and intercept
interviews.
The exception to this was focus groups, in which
individuals had the option of providing demographic
information. Of the 81 individuals who participated
in focus groups, 63 elected to provide demographic
information. This information is summarized below.
These data points should be interpreted with caution
and with the reminder that they do not reflect
the demographics of people engaged in individual
interviews, intercept surveys, or tabling events.
Participants were asked how to describe themselves
(capturing racial and ethnic demographics), and the
response category allowed for multiple selections
to capture individuals who self-identified as
multiracial. The largest proportion of participants
self-identified as white (41.9%), followed by East
Asian (20.9%) which includes Chinese, Filipino, and
Japanese ancestry
. Hispanic, Latino, and Spanish
origin represented 9.7% of respondents. The other
participants included South Asian (e.g., Indian,
Pakistani, Bangladeshi) at 8.1%; and Black or African
American, including Jamaican, Haitian, Nigerian, and
Ethiopian at 8.1%. 6.5% of respondents selected
multiple racial or ethnic categories while 4.8% of
respondents indicated that they preferred not to
answer this question.
The majority of participants (40.3%) had less than a
high school diploma, while 8.1% had a high school
diploma or an associate’s degree (3.2%). 22.6% had a
bachelor’s degree, and 17.8% had a master’s degree
or higher. Annual household income ranged from
$35,000 to more than $200,000, with the majority
(40.3%) indicating that they preferred not to answer.
Languages spoken by focus group participants
included English, Hindi, Spanish, Mandarin, and
Cantonese.
REPRESENTATION AND IMPLICIT BIAS
Throughout this project, the JSI Project Team
collaborated closely with city staff
, the Steering
Committee, EAPAC, and other partners to inform the
approach to data collection, analysis, and
recommendations. Key considerations, including
representation across the three cities, as well as
distinctions within and between cities, were revisited.
As mentioned, when discussing priority populations
and the data collection design, the focus was on
understanding the comple
xity of lived experiences for
individuals most in need of human services, balanced
against the need to ensure broad representation.
Throughout this process and in close collaboration
with
the EAPAC, the JSI Project Team often questioned
its own implicit biases and the potential biases of
those involved. In addition to this ongoing internal
work, the findings were triangulated with census data
and regional reports to determine the extent to which
lived experiences were reflected in existing data.
Additionally, a recurring question arose of whether
there were substantive differences between cities or
whether findings and the resulting recommendations
were experienced regionally. Initially, distinct efforts were made to collect within-city data, as significant
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differences within each were anticipated. As data
collection and analysis progressed, however, it was
found that issues were largely cross-cutting. For
example, participants from all three cities identified
concerns about housing, health and mental health
services, substance use, transportation, and more.
Additionally, youth from each city identified similar
and overlapping themes. Further, participants
proposed more regional recommendations.
Nonetheless, there are some distinctions between the
three cities, and many human services are funded or
implemented within cities. Thus, the primary findings
are organized by cross-cutting themes driven by the
data. To add context and nuances, these findings are
supplemented with city-specific data from census
data and other published reports, where possible.
NONPROFIT FOCUS GROUPS
Focus groups with nonprofits were conducted to
more fully explore the emerging themes from the
landscape scan interviews. Steering Committee and
JSI Project Team members circulate a Google form
to indicate interest in and availability in the focus
groups. A total of 43 respondents, including nonprofit
and city government organizations members,
completed the form.
Because nonprofit executives and leaders have
insights that are qualitatively different from those
who work in more client-facing roles, the two
sessions were separated into direct service staff
and executives. This accounted for power dynamics
and created an environment of peers in each case.
Both focus groups were conducted over Zoom and
recorded so that the JSI Project Team could code and
analyze generated transcripts. Three JSI Project Team
members were in attendance. Two co-facilitated and
the third took notes to ensure the recordings were
captured and provide technical assistance necessary
to support participation.
The JSI Project Team drafted a different facilitation
guide for each nonprofit focus group. Input and
feedback were solicited from Steering Committee
members so that questions were relevant and
aligned with the objectives of the focus groups.
These objectives included learning more about
the experiences of nonprofit staff in Tri-Valley,
including organizational needs and partnerships
and understanding the human services strengths,
challenges, and opportunities, and recommendations
to improve them.
The first nonprofit focus group was held with 11
direct service staff on March 16, 2023. The nonprofit
focus group for executives was conducted on March
22, 2023 with 17 individuals. Unlike the direct service staff group, this session included both Steering
Committee members and other nonprofit executive
staff. Findings from these focus groups informed
organizational-level challenges and opportunity areas
and the development of recommendations.
COMMUNITY FOCUS GROUPS
Just as the Steering Committ
ee was involved in the
co-design of nonprofit focus groups, EAPAC members
were integral to the design and implementation
of community focus groups. Members spent a
considerable amount of time inside and outside
scheduled meetings providing feedback on interview
guides and recruitment materials and spreading the
word on social media and in-person.
Recruitment. EAPAC and JSI Project Team members
created several physical and electronic copies of
fliers that could be circulated on social media and
in-person. Fliers included basic information about
the Needs Assessment and a QR code that linked to
a separate community member focus group interest
form. In addition to inquiring about city of residence/ occupation, preferred modality (e.g., online or in
person), and available dates, a set of preliminary
demographics questions was included. While all
participants who completed the form were invited
to participate in their top-choice focus group, the
demographic questions allowed the JSI Project Team
members to assess who had been made aware of and
expressed interest in participating in focus groups
so that recruitment and outreach efforts could be
altered if needed. The form also included a question
on what services, if any, a participant had or was
currently receiving.
Structure. While the nonprofit focus groups were
separated along direct service provision/executive
leadership roles to control for power, a different set
of circumstances influenced the structuring of focus
groups with community members. For one, there had
been strong interest from the Joint Human Service
Commission and Steering Committee members to
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extract themes and findings that were city-specific
so that the Human Services Commissions of Dublin,
Livermore, and Pleasanton could use the data to more
accurately implement any resultant interventions.
Conducting separate focus groups specific to Dublin,
Livermore, and Pleasanton, then, was a natural
organizing practice to produce city-specific results.
(As noted above, as data collection and analysis
progressed, this evolved to have a more regional-
focus). To maximize accessibility and convenience,
adult focus groups for all three cities were offered
over Zoom and in-person at the Dublin and Livermore
public libraries. Each focus group was led by two
to three co-facilitators and a notetaker/recorder.
In-person sessions were recorded using physical
recording devices.
The final consideration that influenced the structure
of community focus groups was the separation
of youth (under 20) from adults. The idea for this
division came from EAPAC members, particularly
the youth in high school, who felt strongly that the
challenges and experiences of young people in the
Tri-Valley were fundamentally different from those
of older community members. As such, a set of three
youth-specific focus groups, two in-person and one
virtual, was conducted.
Capacity Building through Facilitation. All focus
groups for adults and youth were co-designed and co-
facilitated by the JSI Project Team and selected EAPAC
members. Though this was not originally written into
the project design, after several EAPAC members
expressed interest, the JSI Project Team led a
capacity-building workshop to share best practices in
data collection and focus group facilitation. A subset
of EAPAC members had experience with community
engagement and facilitation and shared their
expertise in this training. This was an opportunity
for the JSI Project Team to meet its commitment to
capacity building.
EAPAC members ensured that questions were written
with accessible language, follow-up probes were
phrased so that they could be naturally introduced
into conversation, and the length of the guide was
manageable. While selected individuals from the JSI
Project Team attended and supported facilitation,
the priority was on building the capacity of EAPAC
facilitators to use the focus group guides and lead the conversations.
It is difficult to overstate EAPAC members’
involvement as co-facilitators effect on the quality of community member focus group data. Their presence
allowed participants to share insights and details that they may not have had JSI Project Team members
been the only facilitators. Their familiarity with the
Tri-Valley community was also crucial to establishing
trust between participants, as EAPAC facilitators
generally understood context-specific details like
places and organizations that participants directly
or indirectly referenced. Most importantly, EAPAC
facilitators were close, empathetic listeners who
offered emotional support to participants who shared
intimate, vulnerable stories and anecdotes. Often,
participants offered advice, resources, and support
to one another, going as far as to give the names of
coordinators and organizations.
Youth focus groups also benefited greatly from youth
EAPAC members as co-facilitators. They brought
the same empathy and critical listening skills to an
environment that allowed young participants to
discuss challenges and experiences that, as predicted,
were qualitatively different from those of adults.
INDIVIDUAL INTERVIEWS
In addition to focus groups, several individual
interviews were conducted with other community
members and leaders and selected categories
of service providers. Leaders of faith-based
organizations were individually interviewed during
the qualitative data collection phase, since their
organizations were well-known for providing social
services related to food and shelter in the community.
Additionally, individual interviews were conducted
with first responders, who are often called to respond
to individuals in crisis and have first-hand knowledge
about the types of emergency services needed.
Finally, upon initial review of the linguistic
representativeness of focus group participants,
the Steering Committee felt that it was important
to conduct additional outreach to communities
that primarily spoke a language other than English.
After close collaboration with the EAPAC and select
Steering Committee members, it was decided that
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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engaging individuals from these communities with
the remaining time and lack of existing infrastructure
could risk tokenizing their experiences and create
further mistrust. As an alternative, an effort was
made to better understand the lived experiences of
non-English speaking communities through interviews
with the nonprofit providers that serve them. It is an
imperfect approach, as discussed, but determined to
have the lowest risk of harm. This experience
illuminated the need to establish relationships
with non-English speaking residents of the Tri-Valley,
which subsequently informed an Approach
Recommendation.
TABLING E VENTS AND INTERCEPT INTER
VIEWS
Another follow-up from the initial review of focus
group themes with the Steering Committee was the
need to more thoroughly engage Spanish speakers
and older adults. In an effort to bring the Needs
Assessment process closer to these communities, a
series of intercept interviews was conducted at the
main Axis Health Center in Pleasanton, the Livermore
Senior Center, and the La Salud family health fair in
Livermore. Intercept interviews were conducted by
approaching patients and residents, offering a brief
explanation of the Needs Assessment, and asking
three short questions.
Finally, the JSI Project Team conducted a series of
tabling events at popular community functions such
as the Dublin St. Patrick’s Day festival and the Día
de Los Muertos event hosted by La Familia. The JSI
Project Team also attended a webinar hosted by
the Tri-Valley NonProfit Alliance titled “Race, Power
and Poverty: Understanding How These Factors
Impact Socio-Economic Status in the Tri-Valley.”
The purpose of attending these events was to build
an understanding of the Tri-Valley and the various
communities within it. These events were also an
opportunity to inform the community of the Needs
Assessment and opportunities to participate.
VII. FINDINGS
STRENGTHSiv
Community cohesion
Diversity
Health care and mental health services
Nonprofits and support services
Recreation
Schools and educational excellence
This section presents results from the quantitative
secondary data analysis and primary qualitativ
e data
collection activities. [For more information on how
data were collected and analyzed, see the Methods
section.] Table 6 outlines the strengths and the
community and organizational level challenges and
opportunity areas. The findings are complete with
hyperlinks for convenient navigation to detailed
subsections of the report.
Table 6. Strengths, Challenges, and Opportunities
iv Organized alphabetically.
v Organized by challenges mentioned most frequently, followed by youth-specific findings. vi Organized by challenges mentioned most frequently.
COMMUNITY LEVEL CHALLENGES/
OPPORTUNITY AREASv
Housing
Health care
Mental health
Service provision, awareness, and navigation
Linguistic/cultural responsiveness
Substance use
Safety
Transportation
Youth
ORGANIZATIONAL LEVEL CHALLENGES/
OPPORTUNITY AREASvi
Service awareness and duplication
Workforce
Perception of need and funding
Emergency preparation
Racial/linguistic/cultural responsiveness
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vii Approximately 3,000 people who live in Dublin are in adult correctional facilities (e.g., FCI Dublin), but are not represented by the statistics in this report, including the 2021 population estimate. Additionally, some students in the Livermore school district do not live in Alameda County. They are not represented by the statistics in this report.
Figure 7. People per Square Mile
Geographies shown are
census block groups
a total population of just under 80,000. Dublin is the
smallest, most densely populated, and fastest
growing municipality, with a total population of ap-
proximately 70,000.
vii
Since the 2010 census, Dublin’s population has in-
creased by 50%, a rate that far outpaced the other
two municipalities in the Tri-Valley (see Table 7).
Sources: US Census Bureau 2020, 2021
People per square mile
Tri-Valley
Livermore Pleasanton CCD,
Alameda County, CA
Several of the themes outlined in the findings include
quotes from the qualitative data collection processes.
These quotes are not the sole source of qualitative
data from which a given theme arises but are rather
meant to offer articulations of a given strength
or challenge in a community member’s or service
provider’s own words. It is also important to note
that these findings represent people’s perceptions of
services needed, which may at times differ from the
existence of available services. Discrepancies between
the perception and existence of services may reflect
areas in need of promotion and awareness-raising
efforts.
Demographic Trends in the Tri-Valley
Population
As of 2021, approximately 238,000 people resided in
the Tri-Valley (see Figure 7 and Table 7). Livermore is the largest municipality in the Tri-Valley, with a total population of just over 88,000. Pleasanton is home to
TOTAL
POPULATION
(2021)
TOTAL
POPULATION
(2010)
PERCENT
CHANGE
(2010–2021)
Dublin 69,818 46,407 50
Livermore 88,403 81,666 8
Pleasanton 79,558 70,197 13
Tri-Valley 237,779 198,270 20
Table 7. Total Population and Percent Change
Sources: US Census Bureau; US Census Bureau ACS 5-year
Note: Percent change calculated as the difference between the total in 2021 and the total in 2010 divided by the total in 2010.
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Figure 8. Historic and Projected Population Growth
Sources: US Census Bureau, US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Total Population
younger than the state and the county. Pleasanton
is the oldest municipality in the region, where the
median age is 41 years, 4 years older than California’s median age (37 years). People over age 65 account
for just under 15% of Pleasanton’s population, and
people over age 85 account for just under 2%.
As seen in Table 8, the total number of children in
Dublin is projected to increase over the next 5 to 7
years, while the number of children in Livermore and
Pleasanton is projected to increase only slightly and
level off. By contrast, over this same time period, the number of seniors is projected to steadily increase
in Livermore and Pleasanton, but level off and only
slightly increase in Dublin over the same period
(Figure 11). The current median age mix across the
Tri-Valley is well illustrated by Figure 12, which shows where the youngest census block groups (dark green)
and oldest census block groups (dark purple) are
located. Again, Dublin stands out as being significantly younger than the other two municipalities.
The total population in all three municipalities is
projected to continue to climb over the next 5 to 7
years, with Dublin’s growth outpacing the other two.
By 2030, given these projected growth rates, it is like- ly that Dublin’s total population will be roughly the
same as Pleasanton’s (Figure 8).
Age
The median age in the Tri-Valley region (40.5 years)
is 3.5 years older than in California overall (37 years) and nearly 3 years older than in Alameda County
(38 years). All three municipalities in the Tri-Valley
have approximately the same number of children
(between 18,000 and 20,000) as of 2021 (Table 8).
Dublin is the youngest municipality in the region,
where children make up more than one-quarter of
the population (27%), a fact that is reflected by the
geographic distribution of children in Map 2. It is the only municipality whose median age (36.5 years) is
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MEDIAN AGE
IN YEARS
POPULATION
UNDER AGE 5
POPULATION
UNDER AGE 18
POPULATION
AGE 18–64
POPULATION
AGE 65
AND OVER
POPULATION
AGE 85
AND OVER
Dublin 36.5 7.6%
(5,296)
26.6%
(18,564)
64%
(44,664)
9.4 (6,590)
0.7 (473)
Livermore 40.4 6.9
(6,111)
22.6 (19,963)
63.9 (56,463)
13.5 (11,977)
1.9 (1,718)
Pleasanton 41.1 4.8
(3,785)
24.0 (19,096)
61.1 (48,629)
14.9 (11,833)
1.9 (1,486)
Tri-Valley 40.5 6.4 24.2 62.8 13.0 1.6
Alameda
County
38 5.6 20.6 65.4 14.0 1.8
California 37 6% 22.8 62.8 14.4 1.8
Table 8. Population by Age and Location
Source: US Census Bureau ACS 5-year 2017-2021
Note: Percentages reflect the area’s total population. Parenthetical numbers count individuals in each category.
Figure 9. Population Under Age 18 (Children)
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
Population Under Age 18 (Children)
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Figure 10. Historic and Projected Trends in Number of Children Sources: US Census Burea, US Census Bureau ACS 5-year
Children are people under age 18
Livermore, CA Pleasanton, CA Dublin, CA
Number of Children
Figure 11. Historic and Projected Trends in Number of Seniors Sources: US Census Burea, US Census Bureau ACS 5-year
Seniors are people age 65 and older
Livermore, CA Pleasanton, CA Dublin, CA
Number of Seniors
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Figure 12. Median Population Age
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
Race and Ethnicity
Since 2000, the white non-Hispanic population of
the Tri-Valley region has declined both proportionally
and by count (Table 9). Even with this decline, the
region remains substantially whiter (43% white) than
Alameda County (30% white) and the state (36%
white) (Table 9). Dublin is the least white municipality in the region, where non-Hispanic whites account for
29% of the population. Livermore is the municipality
in the Tri-Valley with the highest percentage of those
who identify as white (Figure 13), accounting for 55%
of the total population. Whites account for 44% of the
total population in Pleasanton.
Over the coming 5 to 7 years, the white non-Hispanic
population is predicted to continue to decline in
Pleasanton. It is expected to remain relatively stable
in Dublin and Livermore. Proportionally, the white
non-Hispanic population is projected to continue
to decrease in all municipalities as non-white
populations are projected to continue to increase
proportionally (Figure 14).
At 2% of the total population, the proportion of Black
non-Hispanic individuals living in the Tri-Valley is
substantially lower than in Alameda County (10%) and
the state (5%). As illustrated in Figure 15, Dublin is
home to the largest Black population in the region
WHITE NON-HISPANIC
POPULATION
BLACK NON-HISPANIC
POPULATION
ASIAN NON-HISPANIC
POPULATION
HISPANIC
POPULATION
Dublin 28.8 (20,078) 3.6 (2,517) 52.3 (36,526) 9.6 (6,688) Livermore 55 (48,578) 1.7 (1,528) 14.7 (12,975) 22.8 (20,176) Pleasanton 43.5 (34,606) 1.8 (1,397) 38.9 (30,972) 10.8 (8,605) Tri-Valley 43.4 2.3 33.5 15.2
Alameda County 29.9 9.9 31.4 22.4
California 35.8 5.4 14.7 39.5
Table 9. Race and Ethnicity by Location
Source: US Census Bureau ACS 5-year 2017-2021
Note: Percentages reflect the area’s total population. Parenthetical numbers count individuals in each category.
Median Age (Years)
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Figure 13. Percent of Population Who Are White Non-Hispanic Percent of Population that
is White non-Hispanic
Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
Figure 14. Historic and Projected Trends in Number of People Who Are White Non-Hispanic Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Number of White non-Hispanic People
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Percent of Population
that is Black non-Hispanic
Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
Figure 15. Percent of Population Who Is Black Non-Hispanic Figure 16. Historic and Projected Trends in Number of People Who Are Black Non-Hispanic Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Number of Black non-Hispanic People
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Figure 17. Percent of Population Who Are Asian Non-Hispanic Percent of Population
that is Asian non-Hispanic
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
Figure 18. Historic and Projected Trends in Number of People Who Are Asian Non-Hispanic Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Number of Asian non-Hispanic People
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proportionally and by count (4%; 2,517 – see Table 9)
though the number and proportion of Black
individuals in Dublin declined sharply in the last 10
years (Figure 16). The Black population is projected
to rise in Livermore and Pleasanton over the next 5
to 7 years, though Dublin is still projected to have the largest Black population in the Tri-Valley (Figure 16).
Proportionally, the population residing in the Tri-
Valley region is significantly more Asian than the
California population overall (Table 9). Asians who
INDIAN CHINESE FILIPINO KOREAN
OTHER
ASIAN VIETNAMESE JAPANESE PAKISTANI TAIWANESE
Dublin 25.6
(17,857)
13.7 (9,592)
4.8 (3,380)
2.6 (1,793)
2.2 (1,518)
1.7 (1,186)
0.6 (428)
0.6 (423)
0.4 (269)
Livermore 5.2
(4,583)
2.5 (2,180)
3.0 (2,647)
0.7 (627)
0.6 (553)
1.3 (1,120)
0.4 (391)
0.2 (148)
0.1 (94)
Pleasanton 19.0
(1,508)
10.9 (8,667)
1.7 (1,331)
3.0 (2,347)
1.4 (1,140)
0.8 (644)
0.7 (578)
0.6 (515)
0.6 (510)
Tri-Valley 15.8 8.6 3.1 2.0 1.4 1.2 0.6 0.5 0.4
Alameda
County
8.5 10.4 5.3 1.2 1.5 2.0 0.7 0.4 0.5
California 2.1 3.9 3.3 1.2 0.7 1.7 0.7 0.2 0.2
Table 10. Percent and Number of Non-Hispanic Asian Nationalities and Ethnic Groups by Location Source: US Census Bureau ACS 5-year 2017–2021
Note: Percentages reflect the area’s total population. Parenthetical numbers are individuals in each category. are non-Hispanic account for 15% of the state’s total
population, but they make up 34% of the population
in the Tri-Valley (Table 9). A majority of people
(52%; 36,526) who live in Dublin identify as Asians
who are non-Hispanic. Pleasanton is also home to
a large number of Asians who are non-Hispanic
(30,972), who account for 39% of its total population
(Table 9). The concentration of Asians in these two
municipalities is made evident by Figure 17. As
seen in Figure 18, the number of Asians who are
non-Hispanic grew dramatically between 2010 and
Figure 19. Percent of Population Who Are Hispanic
Percent of Population
that is Hispanic
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
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Figure 20. Historic and Projected Trends in Number of People Who Are Hispanic Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Number of Hispanic People
2020. In fact, the proportion of Asians who are non-
Hispanic in the Tri-Valley region doubled between
2010 and 2020. Asians accounted for 34% of the total
population in 2020, compared to 17% of the total
population in 2010. At the regional (Tri-Valley) level, the proportion of all other racial groups declined
during this period.
The category of Asians who are non-Hispanic captures
many different nationalities and ethnic groups (Table
10). Approximately 26% of the over 142,000 Indian
Americans who live in Alameda County reside in the
Tri-Valley. Over half of these individuals (17,857) live in Dublin, where they account for more than 25% of
the municipality’s total population.
The Tri-Valley’s population is 15% Hispanic, a
substantially lower proportion than in the state
(40%) and Alameda County (22%) (Table 9). As seen
in Figure 19, the largest Hispanic population in the
Tri-Valley (by both proportion and count) is located
in Livermore, where Hispanics account for 23% of the
total population (an increase from 2010, when they
represented 21% of Livermore’s total population).
Although the total number of Hispanics living in the
Tri-Valley has increased since 2010, proportionally the group has slightly decreased (15% in 2021 compared
to 16% in 2010). Its proportional share is predicted to increase in the next 5 to 7 years (Figure 20).
Taken together, these data demonstrate that the
overall population increase in the Tri-Valley in the last decade was mostly driven by: 1) a dramatic increase
in the number of Asian (non-Hispanic) individuals
living in the region, particularly in Dublin and
Pleasanton; and 2) a slight increase in the number of
Hispanic individuals living in the region, particularly in Livermore and Dublin. In the coming years, the
Tri-Valley is projected to continue to grow, become
less white, more Asian and Hispanic, and—except for
Dublin—older.
Economic Stability
By many measures, as seen in Table 11, the Tri-Valley
has a relatively high level of economic stability, partic- ularly as compared to the state and county. Table 12
references the Federal Poverty Level (FPL), a measure
used to determine eligibility for various government
programs and benefits. For example, to be eligible
for Medi-Cal adults must be at up to 138% FPL, while
Medi-Cal for children is up to 266% FPL.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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UNEMPLOYMENT
RATE (%)
MEDIAN
HOUSEHOLD INCOME
Dublin 3.7 $171,168
Livermore 3.3 $139,904
Pleasanton 4.0 $167,932
Tri-Valley 3.6 $150,427
Alameda
County
5.0 $112,017
California 6.5 $84,097
Table 11. Unemployment Rate and
Median Household Income by Location
Source: US Census Bureau ACS 5-year 2017-2021
Note: Percentages in column 1 reflect the total civilian labor force age 16 and over that is unemployed in each area. Percentages in columns 3 and 4 reflect the area’s total population for whom poverty status is determined. Parenthetical numbers are counts of individuals in each category.
BELOW 100%
FEDERAL POVERTY
LEVEL
BELOW 200%
FEDERAL POVERTY
LEVEL
Dublin 3.7 (2,501) 7.6 (5,234)
Livermore 4.0 (3,502) 11.5 (10,134)
Pleasanton 4.8 (3,834) 8.7 (6,895)
Tri-Valley 4.2 9.6
Alameda
County
8.9 19.4
California 12.3 28.5
Table 12. Federal Poverty Level by Location
Source: US Census Bureau ACS 5-year 2017–2021
Note: Percentages in columns 1 and 2 reflect the area’s total population for whom poverty status is determined. Parenthetical numbers are individuals in each category.
% FPL 0% 100% 150% 200%
HOUSEHOLD SIZE
1 $0 $14,580 $21,870 $29,160
2 $0 $19,720 $29,580 $39,440
3 $0 $24,860 $37,290 $49,720
4 $0 $30,000 $45,000 $60,000
5 $0 $35,140 $52,710 $70,280
6 $0 $40,280 $60,420 $80,560
7 $0 $45,420 $68,130 $90,840
8 $0 $50,560 $75,840 $101,120
add’l,
add $0 $5,140 $7,710 $10,280
Table 13. Income Cutoffs for
Federal Poverty Level by Household Size
Source: Covered California,
https://www.coveredca.com/pdfs/FPL-chart.pdf
When comparing 100% and 200% FPL, the key
difference lies in the income threshold: 100% FPL
is the baseline measure and means that a person’s
or a family’s income is at the threshold defined as
poverty for their household size; 200% FPL indicates
an income level that is twice the baseline. The
income cutoffs for households of different sizes are
enumerated in Table 13.
The poverty level in the Tri-Valley is half that of the county (4.2% compared to 8.9% of the population)
and just one-third that of the state (12.3%). The
region also has a relatively low unemployment rate:
3.6% in the Tri-Valley compared to 5% in Alameda
County and 6.5% in California overall (Table 12).
Figure 21 shows more recent unemployment statistics
reported by the California Employment Development
Department. The spike in unemployment in all three
municipalities in 2020 is directly attributable to the
COVID-19 pandemic. Unemployment rates in the
region have not returned to their pre-pandemic
levels, but even so they remain significantly lower
than unemployment at the county and state levels.
As seen in Figure 22, the median household income
is more than $160,000 in almost half of the census
block groups in the Tri-Valley, nearly double the state median household income (Table 11). The gap in
median household income between the Tri-Valley and
the state is projected to increase over the next 5 to 7 years (Figure 23).
Median household income can be somewhat
misleading, however. Using different measures
and disaggregating the data illustrates that some
regions and populations of the Tri-Valley are more
economically disadvantaged than others. The FPL
accounts for cost of living, so it is a more robust
measure of poverty than median household income.
Figure 24 shows the proportion of the population in
each census block group that is below the FPL.
Table 14 shows the racial breakdown of people living
in poverty in each municipality as of 2021. One would
expect the poverty rate for each group to roughly
align with its proportion of the total population. For
example, if white people account for 25% of the
population in a place, one might expect that 25%
of the impoverished population in that same place
would be white. If the rate is substantially higher or
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Figure 22. Median Household Income
Median Household Incomes
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
Figure 21. Unemployment Rates by Year
Source: TVAPC Data Profile, 20231,5
Dublin Livermore PleasantonCalifornia EDD, 2023
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Figure 23. Historic and Projected Trends in Median Household Income Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Median Household Income in Dollars
Alameda County, CA California
Figure 24. Percent of People Below Federal Poverty Level Percent of People
Below Poverty Level
Geographies shown are
census block groups
Sources: US Census Bureau ACS 5-year 2017-2021
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for the past 30 years, hovering right around 4%
(Figure 25). The highest proportion of people living
in poverty was reported in Livermore in 2010, when
the rate reached 6%. This is still much lower than the
average and absolute rates in Alameda County and
California over the same period of time.
Existing Services
The JSI Project Team compiled a social services
inventory for the Tri-Valley in the early stages of the needs assessment process. During the project period,
the
Tri-Valley Human Services Pocket Guide was
updated. It lists available services but not service type by location. Such a spatial analysis is important given Figure 25. Historic and Projected Trends in Population Below Poverty Level Sources: US Census Bureau; US Census Bureau ACS 5-year
Livermore, CA Pleasanton, CA Dublin, CA
Percent of Population Below FPL
Alameda County, CA California
ALL PEOPLE
BELOW FPL
WHITE PEOPLE
BELOW FPL
BLACK PEOPLE
BELOW FPL
ASIAN PEOPLE
BELOW FPL
HISPANIC PEOPLE
BELOW FPL
Dublin 2,501 583 187 1,247 400
Livermore 3,502 1,967 161 324 1,300
Pleasanton 3,834 1,348 135 1,352 889
Table 14. Federal Poverty Level by Race, Ethnicity, and Location Source: US Census Bureau ACS 5-year 2017–2021
lower, it illustrates a disparity. In all three Tri-Valley municipalities, the number of Black and Hispanic
people below the poverty level is higher than would
be expected, given their representation in each place
at a population level. The disparity is greatest among
the Black population in Livermore and the Hispanic
population in Pleasanton. By contrast, the number
of white and Asian people below the FPL is less than
would be expected across the Tri-Valley. The one
exception is in Livermore, where the number of white
people below it aligns with their representation at a
population level.
The proportion of people living below the poverty
level in the Tri-Valley has remained relatively stable
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the size and scale of the three cities. Clustered service types in one area may mean that residents of another
city and/or without convenient access to public
transit may not have access to services. Additionally,
this demonstrates that some key services reside
outside the Tri-Valley
.
Services were placed into the six broad categories of
the Kaiser Family Foundation’s social determinants of
health framework (Figure 26).8
Organizations with complete addresses (e.g., not P .O.
boxes) included in the social services inventory were
geocoded using la
titude and longitude coordinates.
This information was uploaded into a geographic
information system and data were visualized to
assess the spatial distribution of resources across
the Tri-Valley. Trends—particularly gaps—were
assessed given socioeconomic variation. The maps
below provide a number of different views on the
type and location of services that were included in
the social services inventory. All service locations
included on the maps were color coded to align with
the aforementioned KFF categories. As seen in Figure
27, some organizations included in this list are not
located within the Tri-Valley. They were included
because they serve all of Alameda County and were
listed by key informants.
Figures 28, 29, and 30 are zoomed-in views of each
of the three municipalities in the Tri-Valley to better show the spatial distribution of services in each. Color variation indicates which KFF category aligned with
the service location.
Figure 26. Kaiser Family Foundation Social Determinants of Health Framework
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Figure 27. Service Types by Location
Tri-Valley
Alabama County, CA
Type of Service
Community & Social Context
Economic Stability
Education
Food
Health Care System
Neighborhood and Physical
Environment
Other
Type of Service
Community & Social Context
Economic Stability
Education
Food
Health Care System
Neighborhood and Physical
Environment
Other
Dublin, CA
Shaded area is city limits
Figure 28. Service Types in and Around Dublin
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Type of Service
Community & Social Context
Economic Stability
Education
Food
Health Care System
Neighborhood and Physical
Environment
Other
Pleasanton, CA
Shaded area is city limits
Figure 29. Service Types in and Around Pleasanton
Type of Service
Community & Social Context
Economic Stability
Education
Food
Health Care System
Neighborhood and Physical
Environment
Other
Livermore, CA
Shaded area is city limits
Figure 30. Service Types in and Around Livermore
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To compare service location with the relative need for
those services in any given area, the poverty rate (at
the census block group level) was added underneath
the point location layer illustrating disaggregated
service categories. [Note: While the FPL is a good
proxy measure for socioeconomic burden, it may not
fully capture the burden experienced in Livermore as
compared to the other two municipalities.]
First, as seen in Figure 31, most health care system
resources included in the social services inventory
are in Dublin, despite Dublin residents experiencing
lower levels of burden across most measures. Figure
32 shows a concentration of community and social
context service locations in Livermore, with about an
equal number of locations in Dublin and Pleasanton.
Percent of Population
Below Poverty Level
Health Care
System Services
Figure 31. Health Care Services by Percent of People Below Poverty Level Percent of Population
Below Poverty Level
Community and
Social Services
Figure 32. Community and Social Services by Percent of People Below Poverty Level
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Percent of Population
Below Poverty Level
Food
Figure 33. Food Services by Percent of People Below Poverty Level Figure 33, which highlights service locations in
the food category, indicates that Pleasanton is
home to fewer food resources than the other two
municipalities in the Tri-Valley. Figure 34 indicates
that there are fewer organizations, in general, that
directly focus on economic stability as compared
to many of the other service categories. As seen
in Figure 35, one organization offering education
services is in the most economically disadvantaged
census block group in Dublin. However, most
service locations in the education category are near
downtown Pleasanton. The majority of organizations
providing services in the neighborhood and physical
environment categories are in Livermore (Figure
36). Notably, only one such organization is located in
Dublin.
Percent of Population
Below Poverty Level
Economic Stability
Figure 34. Economic Stability Services by Percent of People Below Poverty Level
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Percent of Population
Below Poverty Level
Education
Figure 35. Education Services by Percent of People Below Poverty Level Percent of Population
Below Poverty Level
Neighborhood and
Physical Environment
Figure 36. Neighborhood and Physical Environment Services by Percent of People Below Poverty Level
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Strengths
The strengths of the Tri-Valley area are not just seen, but deeply felt. Community members expressed what
makes their community great and provided context
for why they are invested in its improvement through
this needs assessment. Key Tri-Valley strengths are
community cohesion, diversity, nonprofit and law
enforcement services, education, health care and
mental health services, and recreation.
Community Cohesion
The Tri-Valley was described as warm and welcoming.
Residents said that people in the community were
helpful, empathetic, compassionate, and look out for
one another. One resident mentioned the importance
of giving back:
“… I have not gone hungry in my life. But I know
that I’ve been very fortunate. There’s a lot of peo-
ple who have made that possible for me, that I
don’t take that for granted. .... And I have an obli -
gation to help others to see what I can do to kind of
pass on and lift up folks that didn’t get those same
opportunities.”
People also seem to try to get to know each other and
noted that their neighbors lend a helping hand when
needed. One recalled a time when she was struggling
and how the community came together to help her.
“… I’m a single mom. And I don’t have a lot of in -
come. And one time when I lost my job, there were
parents from the PTA that donated grocery gift
cards for me. And one of the teachers bought coats
when my son and I didn’t have proper outerwear.
He rides his bike to school … and he was late to
school. The teacher said ‘Why are you late?’ And
my son explained to him, ‘my bike broke down, it’s
not working properly and I’m always trying to fix
it and it won’t.’ And so the teacher took it upon
himself to ask other teachers in the lunchroom to
donate. And they got him a new bike, so he was
able to get back and forth to school.”
Additionally, given that the health and social service
systems can be hard to navigate, communities coordi-
nate events where residents can get basic necessities.
Image 1. Something I Love About My Community Sign
“We really are a community, everybody kind of
does watch out for one another. … Again, some-
thing kind of very small, but I think it does go a
long way. And I think being a Livermore resident,
that’s a huge piece of what keeps us here is our
neighborhood and the people in it.”
Diversity
Another common thread that residents noted was the
rich diversity in the Tri-Valley. Participants celebrated the cultural, ethnic, and socioeconomic differences
among residents. They also valued the ability to build
relationships and get to know others from different
backgrounds.
“I think that diversity is a strength in our commu-
nity…we’ve got diversity especially as it relates to
Asian and white individuals. We lack diversity as it
relates to African Americans and to some extent,
the Hispanic population. But there’s a lot of ethnic
diversity. And I think that gives us strength”
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As a result of the changing demographics, new
nonprofits have sprung up, and existing nonprofit
leaders and organizations have worked to provide
culturally sensitive services that contribute to creating a community where everyone feels welcomed. One
service provider said:
“I think there’s a lot of diversity. And I think
that’s why I like working at [organization name].
There’s people from all walks of life, all different
socioeconomic levels, and a lot of different cultures.
And I think I’ve learned a lot from my patients
about different religions, different cultures, you
know, different value systems. And I think diversity
is always good. It gives you a nice perspective of
the world and it makes me grow as a person just
to learn about different people’s different ways of
life.”
Health Care and Mental Health Services
Access to high-quality health care providers and
mental health services was another strength
identified. Tri-Valley’s location offers community
members great health care options. One participant
noted, “clearly, we’ve got a lot of health care
options between Kaiser and Valley Care and UCSF
[University of California San Francisco]…” Additionally, community members said that most people had
access to high-quality, affordable health care coverage through Medi-Cal.
Community members also praised the wrap-around
services provided by Axis Community Health. One
focus group participant described these services:
“I’m a marriage and family therapist so we work
with emotional needs, but at Axis, we’re a wrap-
around team. So if they need like resources for
housing or food or they’re having transportation
issues… we have care coordinators that we work
with. We also consult with the doctors on the
medical side… we try to meet the needs of all the
patients, whatever needs they may have.”
Furthermore, in response to the need for high-quality
accessible mental health services, the Tri-Valley
partnered with outside organizations. One participant
said:
“I definitely think we have seen a great success
in partnering with outside resources. I think for a
long time, law enforcement specifically has tried
to keep everything close to the chest… We didn’t
hire mental health clinicians to work for the city of
Pleasanton. We subcontracted out to a company
that already was doing that and providing surface
services in other parts of Alameda County. So they
already had the staff and the training and the
experience to work effectively.”
Finally, the Tri-Valley has implemented changes in
how law enforcement is involved in mental health.
One first responder interviewee described the
alternative response unit which aimed to:
“...reduce the number of involuntary psychiatric
holds in the community and to be able to provide
resources to the community. [The community] was
pretty vocal about wanting to remove the police
from non-criminal calls relating to mental health
issues, and homelessness and things like that. And
so from there, we [law enforcement] put together
an alternate response unit…One of the missions of
the unit is to provide a non-uniform response to
people suffering from mental illness or who are in
crisis.”
Nonprofits and Supportive Services
NONPROFIT SERVICES
Strategic partnerships. The comprehensive services
of nonprofit organizations, enhanced by the strategic
partnerships with other organizations including
faith-based entities, was mentioned as a significant
strength of the Tri-Valley. Community members
described services as helpful and appreciated the
partnerships.
Nonprofit leaders also expressed their support for
collaboration among nonprofits. They demonstrated
the importance of working together to leverage
services to serve the community more effectively and
stressed how important it is to be able to share ideas
and work together to serve the community. Many
expressed appreciation for the Tri-Valley NonProfit
Alliance.
“I think one of the strengths in the Tri-Valley is
that we have the Tri-Valley NonProfit Alliance...
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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which does a great job in providing support to
nonprofits, trainings with their speaker series, and
now even meeting places or space. So I think that
that organization is a real strength for all of us in
the valley.”
Nonprofit participants also discussed several
collaborations including those between food banks
and faith-based organizations to mitigate food
insecurity in the Tri-Valley:
“People trust the organizations… CityServe mainly
is the one that’s most accessible to members in
the community… There’s also the Axis Community
Health clinic here that is accessible, and it’s easy
for the patients because [there are] different
locations…There’s also Open Heart Kitchen. And
they are able to obtain hot meals as well. And
there’s also the churches in the grand station like
St. Vincent DePaul, and other community services
that provide …showers and…laundry as well.”
Food security and services. As illustrated above,
participants spoke at length about the number of
nonprofit and faith-based resources that are working
to ensure Tri-Valley community members have
adequate food. This is critical because in a 2022
John Muir Health Needs Assessment key informants
indicated that food insecurity was increasing in
the Tri-Valley area, particularly among the Asian
community in Pleasanton.
9 Table 15 shows that at a
municipal level, a large proportion of the population
is considered to have low access to healthy food
within half-a-mile, considered the upper limit of
“walkable.” The 1-mile distance (also in Table 15)
shows that in the Tri-Valley, there are a significant
number of people who have very low access to
healthy food. Additionally, the high rates of vehicle
access throughout the Tri-Valley (Table 24) suggest
that almost all people living there are able to access
healthy food at a one-mile distance. Figure 37 depicts
the location of households receiving food assistance
(SNAP/EBT) in the Tri-Valley. Census block groups in
downtown Livermore stand out as having particularly
high proportions and counts of households receiving
food assistance as compared to most other areas in
the community.
Percent of Households
Receiving SNAP/EBT
Figure 37. Percent of Households Receiving SNAP/EBT
Sources: US Census Bureau ACS 5-year 2017-2021
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PERCENT OF PEOPLE WITH
LOW ACCESS TO HEALTHY
FOOD (1/2 MILE TO < 1 MILE)
PERCENT OF PEOPLE WITH
VERY LOW ACCESS TO
HEALTHY FOOD (≥ 1 MILE)
PERCENT OF HOUSEHOLDS
RECEIVING FOOD STAMPS
Dublin 54.1 12.1 2.7
Livermore 65.6 21.0 3.3
Pleasanton 57.5 18.3 2.4
Tri-Valley 60.1 17.5 2.9
Alameda
County
43.8 8.9 6.9
California 51.0 18.5 9.5
Table 15. Food Access and Percent of Food Stamp Recipients by Location Sources: US Census Bureau ACS 5-year 2017–2021; USDA ERS 2019 Note: Columns 1 and 2 are proportions of the total population in each area.
Column 3 represents proportions of the total number of households in each area.
FIRST RESPONDERS
Participants said that law enforcement was well
trained to handle mental health services and provided
exceptional emergency response capabilities.
When asked about a community strength, one
resident responded, “I was thinking about our
police department and just their partnerships with
like Horizons Counseling Center and all that they do
to support our community.” When someone said,
“Pleasanton has a very responsive and understanding
police force,” another participant concurred.
Recreation
In nearly every conversation, community members
mentioned parks and outdoor areas as a strength,
describing them as inclusive, accessible for people
with disabilities, well maintained, environmentally
friendly, and an overall great resource. They
appreciated the bike paths, hiking trails, places for
recreational sports, and how spacious they were.
“What I like about Dublin is that I lived here for
12 years, it’s very laid out with the parks, they’re
all environmentally friendly. It’s all accessible for
everyone – doesn’t matter what your disability is
like – it’s accessible…”
Schools and Educational Excellence
Many residents mentioned the quality of schools
in the Tri-Valley. Students and parents agreed that
the schools were well-equipped to prepare students
for college. “I knew this is where I wanted to raise
my children because the schools are excellent.”
Other residents said that families felt supported and
respected when they were in need. One mentioned
that school personnel were sensitive to the stigma
associated with seeking help:
“… if it weren’t for my social worker at [my child’s]
school, I would have struggled a lot more than I
did… And I want to say it was in elementary when I
found out that there were resources here available
to me. And they waited until after school so I could
come and pick up laundry detergent, or toilet
paper, or whatever I needed. Because they didn’t
want my son to feel like he was an outcast with the
other kids. That’s really important...”
Table 16 captures the educational attainment across
the Tri-Valley. Every municipality in the region was
above both state (22%) and county (29%) levels of
postsecondary educational attainment (bachelor’s
degree). Figure 38 shows geographic variation in
educational attainment at a census block group
level. Educational attainment is highest in Dublin
and Pleasanton, though educational attainment
throughout the Tri-Valley is higher than state and
county levels in most places.
Although rates of educational attainment are
generally high throughout the Tri-Valley,
disaggregating by racial groups highlights some
disparities. As seen in Figure 39, the high school
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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LESS
THAN 9TH
GRADE
9TH– 12TH
GRADE
HIGH
SCHOOL
DEGREE
SOME
COLLEGE
ASSOCIATE’S
DEGREE
BACHELOR’S
DEGREE
GRADUATE
DEGREE
POPULATION
OVER AGE 25
(DENOMINATOR)
Dublin 2.3 2.2 10.2 11.9 5.8 37.9 29.7 47,792
Livermore 2.7 3.2 16.1 22.0 9.4 29.5 17.0 62,933
Pleasanton 1.6 1.8 9.9 13.3 7.1 35.7 30.6 55,414
Tri-Valley 2.2 2.5 12.3 16.4 7.7 33.8 25.0 162,624
Alameda
County
5.7 5.3 16.7 16.3 6.4 28.3 21.3 1,193,863
California 8.7 7.1 20.4 20.5 8.0 21.9 13.4 26,797,070
Table 16. Education Levels, by Percent
Source: US Census Bureau ACS 5-year 2017–2021
Note: Percentages reflect each geography’s population that is over age 25.
Percent of Population with a
Bachelor’s Degree or Higher
Figure 38. Percent of Population with a Bachelor’s Degree or Higher Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
graduation rate for white students in the Tri-Valley
is 10 percentage points higher than it is for Black
students. Similarly, disaggregated data on chronic
absenteeism also point to racial disparities, with
the highest rates reported among Black students in
Dublin and Pleasanton, and among American Indian
or Alaska Native students in Livermore (Table 17).
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Tri-Valley High School Graduation and
UC/CSU Requirements Rates - 2021-22
African
American Asian Filipino Hispanic or
Latino White Two or
More Races
High School Graduation Rate Graduates Meeting UC/CSU Requirements California Department or Education, DataQuest, 2022
Figure 39. High School Graduation at UC/CSU Requirement Rates Community-Level Challenges and
Opportunity Areas
Housing
Housing is a significant challenge, particularly as the roots of the current housing crisis lie in overarching
structural factors beyond the scope of those working
to meet health and human service needs. Housing is
an intractable challenge not just in the Tri-Valley, but in the entire Bay Area and beyond. It is unsurprising
that housing was a significant problem in the 2011
needs assessment
7 and other hospital-based and
county-wide needs assessments.10,11 Additionally,
it was the top concern among individuals calling
the 2-1-1 helpline, with requests for housing being
over three times higher than any other need and
representing the highest unmet need among callers.
12 In this EACHSNA, housing challenges were most
frequently tied to such factors as the need for a living wage, especially for those working in the service
industry and essential workers (e.g., custodians,
teachers, fire fighters), and the high cost of living in the Tri-Valley and rising inflation in the United States.
From the landscape scan the theme of housing also
came up as an issue that correlated with employment
issues, substance use, and mental health. This
100%
80%
60%
40%
20%
0%
DUBLIN LIVERMORE PLEASANTON
African American 31.90% 36.00% 31.70%
American Indian or Alaska Native 13.60% 42.40% 16.70%
Asian 8.00% 13.20% 8.00%
Filipino 7.80% 15.60% 9.80%
Hispanic or Latino 22.60% 30.20% 21.90%
Pacific Islander 28.30% 29.40% 20.60%
White 14.30% 18.20% 13.60%
Two or More Races 13.80% 18.40% 15.30%
Not Reported 25.00% -- 12.00%
Table 17. Chronic Absenteeism Rates by Student Race/Ethnicity California Department or Education, DataQuest, 2023
overarching
structural factors
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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was corroborated by the 2022 Tri-Valley PIT Count
which found that 72% of unhoused individuals had
psychiatric or emotional conditions; 70% had post-
traumatic stress disorder; and 45% reported drug or
alcohol abuse.
13 The rate of home ownership in the Tri-Valley (68%)
is considerably higher than in Alameda County
(54%) and in California (56%) (Table 18). Relatedly,
rentership is considerably lower in the region as
compared to Alameda County and California. Table
17 disaggregates the rate of housing cost burden
between homeowners and renters, and shows that
rates for both are generally better than at the county
and state levels in almost all three municipalities. The exception is in Livermore, where a larger proportion
of renters (50%) are housing-cost burdened than at
the county level (47%). At every level of geographic
analysis, renters are more likely than homeowners
to be housing-cost burdened (Table 18). As seen in
Figure 40, this trend has held true over time. Since
2016, the housing cost burden rate has been highest
among renters in Livermore, followed by those in
Pleasanton.
The Livermore Housing Elements also indicated
this, showing that a very low-income household
in Livermore can afford $1,199 to $1,850 in rent
per month, depending on the household size.
However, with average rents starting at $2,206
for a one-bedroom unit, these households cannot
afford average market-rate rentals without facing
cost burden issues.
18 The housing cost burden rate
appears to be trending upward for Pleasanton
renters, downward for Dublin renters, and stable for
Livermore renters. Throughout this time period, rates
OWN RENT
HOUSING COST
BURDENED OWNERS
HOUSING COST
BURDENED RENTERS
Dublin 64.4 35.6 25.4 36.4
Livermore 72.3 27.7 27.7 49.9
Pleasanton 67.5 32.5 22.9 46.4
Tri-Valley 67.9 32.1 25.7 44.4
Alameda County 53.9 46.1 28.1 46.5
California 55.5 44.5 30.7 51.5
Table 18. Rentership, Home Ownership, and Cost Burden by Location Source: US Census Bureau ACS 5-year 2017–2021
Note: Percentages for columns labeled “Own” and “Rent” reflect the given area’s total population.
Percentages for columns labeled “Cost Burdened Home Owners” and “Cost Burdened Renters” reflect the category in the particular area. of housing cost burden among homeowners in the
three municipalities were much lower than among
renters, and—aside from a slight uptick between 2019
and 2020 among Livermore and Dublin owners—rates
have been steadily trending down (Figure 40). The
Stanford Valley Care Needs Assessment has some
additional context on housing cost burden.
11 Both
quantitatively and qualitatively, the report found that housing and other costs of living in the Tri-Valley are extremely high; the median home rental cost is more
than 40% higher than the median state home rental
cost.
Figure 40. Housing Cost Burden Rates
by City for Renters and Owners
Housing Cost Burden Rates for
Various Groups in the Tri-Valley
2016-2020
Source: US HUD CHAS database
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A number of significant housing challenges arose,
many which relate to the lack of affordable housing
stock, especially for people who are low-income.
Housing is best summed up as a need for more:
more affordable housing units and vouchers,
rental assistance programs, emergency housing
options, and programs to increase the accessibility
of homeownership, especially for young families.
One interviewee said “There’s not enough housing,
especially low-income, affordable housing. And so
all our young adults are moving away, because they
can’t find housing, and sometimes their families
are following them, and that’s a real blow to the
community.” Some focus group participants in
Pleasanton expressed frustration at the lack of low-
income housing, asking why Pleasanton was allowing
developers to take credits instead of building low-
income or affordable housing.
viii
Housing was frequently mentioned alongside the
recognition of the high (and rising) cost of living in
the Tri-Valley and an acknowledgement that salaries
have not risen as quickly as the cost of living, which
has resulted in a high housing burden (i.e., over 50%
of income going toward housing expenditures). High
housing costs were also mentioned by nonprofits,
as high rents inherently stretch their budgets and
result in their inability to sustain rental subsidies or provide emergency housing funds in the long-term.
Increasingly, nonprofit organizations have supported
those who are unhoused or financially challenged to
move to more affordable regions.
Housing concerns were particularly salient for many
participants as, at the time of data collection, the
COVID-19 eviction moratorium was concluding. Many
service providers also noted that the pandemic had
exacerbated housing problems, with many residents
falling behind on rent due. Community members
expressed frustration with this, as well as fear as
to how they might be directly affected and what
might be done to mitigate housing instability. Some
discussed the possibility of building more affordable
housing, while acknowledging the challenges of
NIMBYism.
ix
Housing concerns not only affect those directly
affected, but also those who serve them in other
capacities. Services are stretched thin, and those
working directly with clients expressed a distinct
sense of frustration about their inability to meet
community needs, which has a long-term negative
impact on the workforce. One nonprofit staff
member said:
“I think it’s always been the case that there’s never
been enough resources to meet the need. I think
we are all seeing unparalleled demand, particularly
for housing and shelter the last few years. Folks in
extremely stressful, challenging, horrible situations,
with just not nearly enough available resources or
resources that even exist to connect them to, and
then for all of us working in these organizations on
the frontlines…taking these calls and not being able
to successfully say, ‘Oh, yes, there is an emergency
shelter bed we can put you into.’ I just think it’s
really exacerbated, and then it causes mental
health challenges for our staff.”
In addition to housing as an overarching community
concern, many raised concerns about the distinct
ways that certain groups or sub-populations are
disproportionately affected. This included people who
are currently unhoused, young families, people with
disabilities, and older adults.
There is recognition that being without shelter
inherently destabilizes an individual across a number
of areas (e.g., mental health, food security). There
was acknowledgement of a need for more steps to
provide intervention before an individual is unhoused
to prevent structural, physical, and mental precarity.
According to the 2022 Tri-Valley PIT Count, unhoused
individuals are predominantly in Livermore.
13 As
seen in Figure 41, there was a dramatic increase in
the number of unhoused individuals in Pleasanton
between 2017 and 2019. The number of unhoused
individuals captured by the PIT counts has been
relatively stable in the other two municipalities since 2017.
viii This reflects the perception of those focus group participants; the City of Pleasanton Inclusionary Housing Ordinance provides options for compliance including on-site construction of affordable units, payment of an in-lieu fee, and other alternatives.
ix From the acronym ‘not in my backyard,’ which refers to generalized support for affordable housing, as long as it’s elsewhere in a community.
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For those with disabilities or receiving Supplemental
Security Income (SSI) or Social Security Disability
Insurance Program (SSDI), finding affordable housing
is near-impossible. One interviewee said:
“I don’t think we have enough funds to get folks
housed. It’s been crazy, The Tri-Valley is a really
expensive area. Some of the minimum housing
income requirements are not accessible to
patients who are receiving SSI or SSDI. These folks
are receiving about $1,300 a month. And the
minimum income requirement and these housing
applications, they go from like 20/30k to 60k a
year. And these patients are only making $11,000–
$12,000 because of SSI. And that’s not enough,
you know? Unfortunately, affordable housing… I
know we try our best, but it’s insufficient.”
Community members cited concerns about the long
waitlists for affordable housing and the increasing
need for housing stock. With the growing population
of older adults in the Tri-Valley, the need for housing was particularly pressing. Nonprofits indicated that
they are encountering a rising number of seniors who
are unstably housed. Older adults are particularly
precarious because they are likely to have higher
medical bills, and housing instability likely exacerbates health conditions. One person described the cycle
that many older adults experience:
“I’m seeing more low-income seniors than I have
seen in the past. We have an office that serves
seniors specifically, and I’m just seeing more low-
CENSUS POPULATION: TREND
21 243 18
8 264 70
7229 242
PleasantonLivermoreDublin
2017
2019
2022
Figure 41. Number of Individuals Who Are Unhoused by City income seniors and more seniors who have rented
somewhere for 15 years. Now that landlord is
moving and they’re selling their house, and now
they have to find affordable rent, and they’re not
on a list, they’re not…you know, they don’t have
access to that, because they haven’t needed it.
We’ve seen more seniors become homeless with
not being able to find somewhere affordable in
time. And that’s for those vulnerable seniors that
already have health issues and then to have to live
in a car or on the street, that’s just going to make
their health decline more.”
Others noted that high housing costs and housing
precarity does not just effect those who are low-
income; it is beginning to have a ripple effect across
the region:
“I think that in order to stop the increase of
homelessness, and it’s not just for people who are
low-income or [have] mental health issues…you
are now seeing middle class, even upper-middle
class (if there is even an upper-middle class) on
the verge of losing their housing, because of jobs
that do not pay enough to continue to stay housed
with the high rent.”
Some cited this as a result of the tech industry. They
noted that at one time the region was positioned to
be a contender for Silicon Valley, which increased
housing prices. However, more recently, nonprofits
indicated that they are seeing increasing housing
instability among those who have historically been
Source: Tri-Valley 2022 Homeless PIT Count Report
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more affluent and not previously needed services,
such as people who have been laid off in the tech
industry.
It is important to note that though housing
affordability is a problem across the region, there
are differences between the three cities, and racial
and ethnic sub-populations are disproportionately
affected. As discussed above and shown in Figure
42, a substantial proportion of the population across
the Tri-Valley is considered housing-cost burdened,
meaning that households spend 30% or more of their
income on housing costs (either mortgage or rent).
Downtown areas are particularly affected by housing
costs. Additionally, as discussed above and shown in
Table 18 and Figure 40, renters are more likely than
homeowners to be housing-cost burdened. As seen in
Table 19, in the Tri-Valley—as in Alameda County and
most other places in the United States—nonwhite
individuals are far more likely to rent than to own
their homes.
14 As a result, there are racial disparities
when it comes to housing cost burden in the Tri-
Valley. One exception is for the Asian sub-population,
among whom rates of home ownership are much
higher (and renter rates lower) as compared to the
county and the state (Table 19).
Percent of Households
that Spend 30% or More of
Income on Housing Costs
Figure 42. Housing Burden by Location
Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
WHITE BLACK ASIAN HISPANIC
OWN RENT OWN RENT OWN RENT OWN RENT
Dublin 57.3 42.7 29.6 70.4 73.0 27.0 53.4 46.6
Livermore 75.1 24.9 53.8 46.2 81.5 18.5 47.5 52.5
Pleasanton 69.0 31.0 11.1 88.9 72.5 27.5 42.6 57.4
Tri-Valley 64.5 35.5 40.0 60.0 73.6 26.4 54.9 45.1
Alameda County 59.6 40.4 32.1 67.9 62.8 37.2 39.5 60.5
California 60.0 40.0 35.6 64.4 60.4 39.6 45.4 54.6
Table 19. Home Ownership and Renter Rates by Race and Ethnicity Source: US Census Bureau ACS 5-year 2017–2021
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Health Care
Concerns related to health care including service
availability and accessibility, the cost of services,
perceptions of quality of services, and cultural
responsiveness were raised frequently. Within health
care, a number of barriers specific to specialty,
mental health, reproductive health, dental, and
youth mental health services arose. Accessibility was
a frequent concern, with participants highlighting
barriers including geographic distance to services
and transportation and related to insurance status
or type.
The need to travel for services, particularly specialty, and referrals, which often took individuals outside
the Tri-Valley (e.g., San Francisco or “over the hill”
(i.e., Oakland)), was mentioned frequently and had
transportation infrastructure implications. Traveling
for medical care takes a significant amount of time
and affects work. One participant said
“I went through the same thing (navigating health
care services) for so many services for so many
years. We had to go up to Antioch so that my child
could get her insulin pump and get taught on how
to do it. It’s like well…okay…I gotta take like half-a- day off to go up there with her.”
Kaiser was also frequently mentioned in regard to
geographic distance, with participants saying that
they had to travel to Walnut Creek or Oakland for
hospital services.
Many insurance concerns came from people who
were un- or under-insured because they did not
qualify for Medi-Cal, but participants also spoke
of private insurance challenges, including that
individuals with private insurance were unable to
access substance use treatment or mental health
services. One participant described a Kaiser-specific
experience:
“We kind of find this weird little gray area, where
people, you know, if you have Kaiser and you have
a child who needs mental health [services], you
know, maybe acute mental health help, it can take
two months to get that appointment. And so we’ve
had to find various partners like Axis Community
Health and the Bridge program.”
The vast majority of the people who live in the Tri-
Valley were insured (97%) (Table 20). Just over one
in five (20%) had public health insurance (Table 20).
x
Livermore is home to the highest proportion and
number of uninsured individuals in the region and the
highest proportion and number of individuals in the
region on public health insurance. A more granular
geographic analysis at the census block group level
shows that, in addition to Livermore, there are a few
areas in Pleasanton with uninsured rates that exceed
the county (4%) and state (7%) level (see Figure 43
and Table 20). At the census tract level (the most
detailed geography for which such data are available),
it becomes clear that many of the places where
people are uninsured also report high rates of public
insurance, reflecting the socioeconomic status of the
people living in those places, particularly downtown
Livermore and southeast Pleasanton (see Figure 44).
PERCENT OF THE
POPULATION THAT
IS UNINSURED
NUMBER OF
PEOPLE WHO
ARE UNINSURED
PERCENT OF THE
POPULATION WITH PUBLIC
HEALTH INSURANCE
NUMBER OF PEOPLE
WITH PUBLIC HEALTH
INSURANCE
Dublin 2.2 1,518 15.5 10,620
Livermore 3.1 2,720 23.3 20,576
Pleasanton 2.3 1,809 19.7 15,619
Tri-Valley 2.6 5,952 20.1 46,474
Alameda County 4.3 71,358 30.4 506,491
California 7.2 2,800,277 38 14,781,015
Table 20. Insurance Status by Location
Source: US Census Bureau ACS 5-year 2017–2021
x The Census Bureau classification of public insurance includes Medicare, Medicaid, and VA Health Care (provided through the Department of Veterans Affairs); and the Children’s Health Insurance Program.
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Percent of Population
that is Uninsured
Figure 43. Percent of the Population Who Are Uninsured
Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
Percent of Population with
Public Health Insurance
Figure 44. Percent of the Population with Public Health Insurance Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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Insurance status affects the availability of
transportation to medical appointments, particularly
for those on Medicare. One provider said:
“Patients who need medical care and have
a managed care plan, such as Alliance or
Anthem Blue Cross, they are able to obtain
transportation through their insurance for
medical appointments, pharmacy visits, dental
visits, and therapy visits. But mainly our patients
who have Medicare, it’s difficult for them to
have a transportation resource unless they use
paratransit or Wheels.”
While community health clinics were cited
frequently as a regional strength, people noted
long appointment wait times and an insufficient
number of health clinics overall. This often resulted
in emergency room use for routine health care
(including prescription refills), as one community
member described. “Yes we have access, but it takes
us two months in order to get a doctor. So basically,
we have to go to the emergency room if we want to
get seen right now.”
Data show that the dentist ratio for municipalities in
the Tri-Valley is in line with or better than the ratios for Alameda County and California. For the four
types of providers in Table 21, Livermore notably
lags behind the other two municipalities. The ratios
for obstetricians or gynecologists and primary care
providers are particularly concerning, and likely
indicate that people in Livermore seeking prenatal,
gynecological, and primary care face barriers to
access (Table 21).
Although community members acknowledged that
the Tri-Valley built a dental clinic (following the
identified gap in the 2011 needs assessment
7), and
PRIMARY CARE
PHYSICIAN
PRIMARY CARE
NURSE PRACTITIONER DENTIST OBGYN
Dublin 1,624 4,107 970 3,947
Livermore 2,600 8,840 1,263 11,098
Pleasanton 698 2,040 804 1,611
Alameda County 997 2,394 1,172 3,009
California 1,038 2,324 1,297 3,976
Table 21. Provider to Patient Ratio
Source: NNPES NPI 2022
expanded services overall at Axis Community Health,
they noted long wait times for dental care. One
individual indicated that their children waited 1.5
years to receive dental care. The Kaiser Permanente
Walnut Creek Health Center reported that children
in need of dental services using general anesthesia
must travel outside the Tri-Valley area, leading to the geographic and transportation barriers mentioned
earlier in this section.
10 Others described the
insufficiency of dental coverage through Medicare
and Covered California and the difficulty of finding
dentists who accept the plan:
“Access to a dentist is a very difficult thing. A few
dentists don’t want to accept any ‘other than
premier’ dental plans. And so, you know, you are
in a queue, and there are fewer dentists that do
accept those lower benefits for dental types of
work. Is that unfair? It’s an equity issue, I’ll say
that.”
As with other regional opportunity areas, participants
noted how the health care system was differentially
experienced by sub-groups or -populations. The need
for health care services for children was mentioned
frequently, with participants noting that kids had
to travel to Oakland’s Children’s Hospital for acute
and non-acute exams. Seniors were also highlighted
as a group with distinct health care and supportive
health care navigation service needs. Finally, for non- English speakers and those who speak it as a second
language, the need for translation services in health
care settings was mentioned frequently and further
explored in the linguistic and cultural responsiveness
opportunity area. The Stanford 2022 Community
Health Needs Assessment also identified Latinx,
undocumented people, veterans, and unhoused
populations as groups who struggle to access care
due to a lack of providers and available
appointments.11
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DEPRESSION
PREVALENCE
POOR MENTAL
HEALTH PREVALENCE
Dublin 16.8 13.3
Livermore 19.6 14.8
Pleasanton 17.3 12.6
Tri-Valley 17.8 13.4
Alameda
County
15.9 13.5
California 17.5 15.9
Mental Health
Mental health was also a significant concern and
opportunity area for the Tri-Valley across various
stakeholders including community members, non-
profit employees, and first responders. Additionally,
triangulation with other needs assessments validates
the
finding that mental and behavioral health service
is a significant need.11 Within mental health, challeng- es related to accessibility (similar to those
categorized under health care), including distance to
services, service availability and costs, and insurance; factors exacerbating conditions; populations with
distinct needs; and workforce arose.
Table 22. Adult Mental Health Indicators
Source: CDC BRFSS PLACES, 2021
As seen in Table 22, rates of depression and poor
mental health in the Tri-Valley are highest in
Livermore. Just under one-in-every five Livermore
adults is diagnosed with depression. Depression
rates are higher than in Alameda County for every
municipality in the Tri-Valley, though only Livermore’s rate (20%) exceeds the state’s (18%). Rates of poor
mental health across the region are more in line with
the county rate, though Livermore also stands out
with nearly 15% of its adult population reporting that
their mental health is poor. Further, the suicide rate in Livermore (9.8 per 100,000) is higher than in Alameda
County (7.7), with the rate being highest among the
white population.
9 In the Alameda County needs
assessment, Livermore identified behavioral health as
a key priority.
14 A number of factors hinder access to mental health
services. Community members cited the limited
number of mental health providers and services in
the region, and relatedly, long wait lists to receive
care. One individual said that “it can take up to
two months to get an appointment.” These issues
were interwoven with transportation challenges,
particularly when referrals sent those seeking mental
health services to parts of the county outside the Tri- Valley. The long wait lists and provider shortage in the Tri-Valley echoed the Livermore focus group findings
from the Alameda County Needs Assessment.14
Insurance impedes access to mental health care
through service coverage (or lack thereof), the result- ing effect on service costs, availability of providers
who take a particular type of insurance, and need for
individuals to be able to navigate the complex system.
Participants noted difficulty navigating insurance,
which often resulted in decreased access to care. This
was a problem for public and private insurance (par-
ticularly Kaiser), demonstrating that mental health
service access is a barrier regardless of an individual’s socioeconomic status. One participant expressed the
relationship between insurance type and the need for
service navigation:
“Another issue or challenge is that a lot of the coun-
ty resourc
es that are available require you to have
MediCal insurance. The Tri-Valley in and of itself
is socioeconomically more affluent, and we have a
population of people who are experiencing mental
health challenges. They can’t get help in the inter-
im because they have a level of insurance, but they
can’t navigate that insurance to get mental health
resources. Because they have privatized insurance,
they’re not eligible for programs.”
This issue was also captured by one participant’s
experience trying to ensure her children had mental
health services and her challenges navigating insur-
ance and transportation.
“I am a widow and when my husband died, we
went on medical and Social Security. At the time,
my kids were under 18 so they were on Medicare.
We chose Kaiser, and Kaiser doesn’t do regular
counseling so basically I paid out of pocket for
grief counseling for three years for both my kids.
Then when the kids both developed anxiety and
depression we needed to get regular psychology
and psychiatry appointments. So first we were
shunted up to [name redacted] in Oakland. That’s
a long way to go to get a psychiatry or psychology
appointment. And we were supposed to be going
every week. And now that my kids are both over
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
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18, we’ve been shunted back to [name redacted]
for the psychologist that my younger child is still
seeing on a regular basis.”
In addition to service availability, participants noted a number of factors increasing the need for mental
health services. COVID-19 was most frequently cited,
with participants expressing concern about the
extent to which mental health challenges will have
lasting consequences. Key informants for the John
Muir report described mental health status in the
Tri-Valley as critical due to the fear, anxiety, stress, job loss, isolation, and lack of trust that resulted from the pandemic.9 Similar consequences were raised in
relation to youth and the extent to which mental
health issues might be compounded by social media.
Throughout the landscape scan interviews, parents
reflected on ongoing behavioral health challenges
among children and adolescents, expressing feelings
of overwhelm.
The landscape scan interviews also brought forth
themes about mental health stigma. It was noted
that societal stigma makes accessing mental health
services a challenge for many. While telehealth
emerged as a potential solution during the pandemic,
respondents noted that it does not cater to
everyone’s needs or digital capabilities.
The unhoused, individuals with severe mental illness,
immigrant and refugee populations, and older adults
were also mentioned as having distinct needs for
mental health services. A relationship was often
drawn between people with severe mental illness
and who are unhoused, with much discussion on how
the factors exacerbated each other. One nonprofit
employee spoke of the long-term mental and
emotional effects of housing instability, noting the
connection between being in a near-constant state
of crisis and a person’s immediate mental health,
functionality, and decision-making capacity. Mental
health crises are o
ften exacerbated by insufficient
emergency mental health centers and services.
“Trying to find emergency psychiatry services, or
trying to find a psychiatrist of any kind is hard…
trying to do it on an emergency basis because you
have a loved one who you’re afraid of, who could
be a harm to themselves or others... it’s practically
impossible.”
Participants noted that when concerned community
members and even parents need help when a person
is experiencing a mental health emergency, they
often must rely on police and jails instead of inpatient emergency mental health care.
“The severely mentally ill, that whole population
that’s out there, you know, so many of those folks
end up getting housed in the jails in other places
because they get arrested because there’s not
enough capacity to serve those folks. So that that’s
another issue that I would say can be challenging,
is residential (services) for folks.”
In addition to the connection between mental health
and unstable housing, participants discussed a need
for comprehensive emergency and/or in-patient
services for those using substances. This topic is
further explored under substance use.
Additional mental health and related services
challenges were noted for some immigrant and
refugee populations, such as the need for linguistic
and culturally responsive services. Many come from
countries where they experienced war and other
trauma and may have left loved ones who are still
experiencing suffering and hardships. The unique
challenges of bi-cultural children of refugees and
immigrants and generalized difficulties with a new
culture also call for mental health services to help
people adjust.
COVID-19 was frequently cited as having a profound
effect on older adults’ mental health, including by
exacerbating loneliness and isolation for those who
lived alone. Many older adults did not access mental
health services, perhaps due to a shift to virtual
appointments, which call for the ability to navigate
online platforms. This, combined with physical
isolation due to mobility challenges that many
older people have, may have increased anxiety and
depression. One service provider noted:
“I think that our biggest hurdle is getting the
seniors to understand that while they need to be
cautious of what is out in the world, they also need
to not live in that fear and kind of move forward
and engage back in those interactions because
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they’re not doing so… 78% of the seniors who
we serve live alone. If you think about that, that
means that a minimum of 10 hours of their waking
time is spent alone.”
As mentioned, workforce challenges are closely tied
to the need for additional mental health providers.
This is related to structural factors including cost
of living and the need to pay essential workers
(i.e., those working in community mental health) a
living wage. Further, more linguistically, racially, and culturally responsive service providers are needed, as
detailed below.
Service Provision, Awareness, and Navigation
GENERALIZED SERVICE PROVISION
Int
erviewees and focus group participants spoke
at length about the need for a range of support
services. Community members wanted a place
where individuals could go to receive non-emergency
support. One provider described this as a need for
‘generalized community assistance’: “There’s a part of
our population that needs help, like even how to get
your social security card, how to get a birth certificate, how to apply for driver’s license, just the general
things that we don’t have one place to direct people
to and support them with.”
Other participants identified a need for generalized
support for individuals who struggle with reading
or wri
ting. This is essential not only for helping
community members understand and navigate health
and human services, but also for assisting with daily
living tasks. For example, one participant mentioned
that some people find it challenging to read and
understand directions for taking medication.
SERVICE AWARENESS
The Tri-Valley offers a sub
stantial number of services
to address various social determinants of health.
However, community members noted a lack of
awareness of these services and how to access
them. One individual said “I know personally with
me it’s kind of hard for me to comprehend… how
to even begin the process of trying to find any type
of information. You know, unless someone’s really
pointing me in the direction I wouldn’t even know
where to begin.” When asked for recommendations
on how to improve human services in the Tri-
Valley, another individual noted simply, “make
sure community members know what services are
available.”
One participant spoke of researching community
resources in preparation for the focus group:
“I looked at a Tri-Valley website and there’s a lot
of resources that I didn’t know about. There’s like
a dozen that they show, like the churches that
provide food, some provide showers, some will do
their laundry for them. So I just looked in Livermore,
because that’s my town. I think that is also getting
that word out there for people, that they have
some resources. Some of it may be communication,
because how do you reach them?”
A service provider also reflected this challenge, tying the lack of service awareness to a need for increased
advertising funds for nonprofits:
“There’s not enough designated funds for people
to know the services that are provided…I was just
having a conversation with a man an hour ago,
who asked if the nonprofits tried to stay secret and
small. And I was trying to explain to him capacity
and priorities and all of that. So I would say funds
for making people aware of the services (are
needed).”
Community members and nonprofit organization
respondents acknowledged that cities, churches,
and other entities made efforts to raise awareness of
available services. However, they also said that there
was widespread lack of awareness among people who
needed them.
SERVICE NAVIGATION
The need for service and insurance navigation came up
frequently within the topic of health care and mental
health care. It also appeared as a general barrier to
accessing human services, in particular for individuals with disabilities, the unhoused, immigrants and
refugees, older adults, and non-English speakers and
those for whom it is a second language. Persons in
these last two groups have a distinct need for service
navigation support from providers who are racially,
culturally, and linguistically responsive. This also has implications for the nonprofit workforce.
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One community member described trying to
navigate health care services after moving
from another county:
“There’s a year-long wait for dental at Axis
Community Health and they’re like, “oh, no, you
have to call Alameda County and you have to
disenroll from that. And then you have to re-enroll…
and I’m like, ‘How long does that take?’ And they’re
like, ‘oh, it’s between 30 and 90 days’… I trust
absolutely nobody. I can’t get a hold of Alameda
County Alliance. Because all the things I’m told, it
just spiraled out of control. It’s like, can somebody
please just tell me something that’s simple to do?
I don’t have the money to pay for all of this stuff.
But I would if I could, just to avoid it, because it’s
so heartbreaking.”
A provider also mentioned the knowledge and skills
needed to navigate human services and how difficult
it can be for community members:
“Being able to get to health care is one issue. The
other issue is just having the resources to know
where to go, how to look for it, and to the ability
to get it…to call their insurance or a primary
health care physician, and they will direct them
to whatever resources they need. Without that
kind of access, a lot of people really struggle and
don’t know where to go. And we still have people
who have insurance but struggle to know where
to start—how to begin to get health care, mental
health care.”
Individuals with disabilities also have unique service
navigation needs. One service provider noted
frequent calls about housing, programs, and other
resources for people with disabilities. The provider
was overwhelmed by the number of requests and
limited capacity to serve as a resource navigator. The
provider said that the 2-1-1 line and the Regional
Center of the East Bay do as much as they are able
but are overwhelmed, too. Just under half (174 of
352) of the 2-1-1 callers indicated having a disability. 12 Unhoused individuals also have specific needs for
service awareness, navigation, and centralized
services (e.g., assistance with document access and
retention and housing application support). One
focus group participant highlighted the many complex
contributing factors to becoming unhoused, and
identified the near-impossible task for those in crisis to recognize and access the right services:
“There’s a number of different solutions…are you
getting ready to be kicked out of your apartment
or evicted? Are you losing your job? Did your car
just break down, and your car is the key to getting
your kids to school and getting you to work so that
you can pay the rent? I think there are services
that address crisis mode… and (a need for) getting
people connected with those services and making
them aware of the services.”
Focus groups participants in a John Muir health
report said that services for unhoused veterans were
insufficient or even non-existent in the Tri-Valley,
forcing people in need to travel outside the area.
9 Participants identified immigrants and refugees as
sub-populations that could benefit from efforts to
increase awareness of services and strategies to
provide service linkages.
“A lot of them know about their refugee status and
they know that they can get free medical, food
stamps, low-income housing. Some of them know
about it, some of them don’t. I think that could be
something that they could be more aware of. But then
again, there’s a long waiting list for those as well.”
Participants also said that older adults need
navigation support services. This is made more
complex by their need to navigate insurance types for
health care and medication coverage. The John Muir
report also indicated that transitioning to telehealth
care is a significant challenge for older adults.9
Racial/Linguistic/Cultural Responsiveness
RACIAL AND CULTURAL RESPONSIVENESS
Participants from the community and nonprofits
expressed a desire to have more individuals
from various communities and cultures in paid
service provider provisions. This was particularly
acknowledged in light of the changing demographics
within cities and across the region. Individuals
acknowledged that having service providers who are
from the communities being served enhances client
comfort and trust in the care.
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Providers acknowledged that racial and cultural
responsiveness calls for knowledge of diverse
populations, as well as in-depth consideration of how
to deliver congruent services. They also connected
this to a broader positive impact on clients:
“We’re thinking about culturally appropriate food
as well. I think we sometimes get so unjustly fixated
on making sure that the most basic needs are met
that sometimes we don’t get to those next levels
that are equally important to folks to make sure
the sort of tentacles of colonialism—how much
someone can eat, the types of food they can eat—
are going to go unaddressed and sort of be able
to try to get to that next level, while also making
sure that those basic food security needs are met.
It also goes a long way toward mental health and
emotional health. Folks don’t feel like they are ‘less
than’ because of the food choices they feel forced
to make, so that we can invigorate the conversation
with some dignity in terms of the types of food that
we make available.”
LINGUISTIC RESPONSIVENESS
Table 23 shows the language spoken at home
among people over the age of 5. Notably, only half
the population in Dublin spoke English at home. A
majority of those who did not speak English at home
spoke Asian languages (27%).
xi Many people living in
Pleasanton also did not speak English at home (41%).
As in Dublin, a majority (21%) of these people spoke
Asian languages. Individuals who spoke Spanish at
xi Asian and Pacific Island languages categorized by the ACS include Chinese; Korean; Japanese; Vietnamese; Hmong; Khmer; Lao; Thai; Tagalog or Filipino; the Dravidian languages of India such as Telugu, Tamil, and Malayalam; and other languages of Asia and the Pacific, including Philippine, Polynesian, and Micronesian.
ENGLISH SPANISH
OTHER
INDO-
EUROPEAN
ASIAN-
PACIFIC
ISLANDER OTHER
POPULATION
OVER AGE 5
(DENOMINATOR)
Dublin 50.0 5.1 16.1 27.1 1.7 64,522
Livermore 75.3 11.4 5.0 7.5 0.8 82,292
Pleasanton 58.6 5.7 14.1 20.9 0.8 75,776
Tri-Valley 62.4 7.8 11.2 17.5 1.1 217,605
Alameda County 54.0 16.0 8.4 19.8 1.8 1,579,078
California 56.1 28.3 4.6 9.9 1.1 37,105,018
Table 23. Language Spoken at Home, by Percent
Source: US Census Bureau ACS 5-year 2017–2021
Note: Percentages are proportions of the given geography’s population that is over age 5. home represented a notably smaller proportion of
the total population in the Tri-Valley (8% of all people over age 5) as compared to Alameda County (16%)
and California (28%). Livermore was the municipality
with the largest percentage and number of people
speaking Spanish at home in the Tri-Valley (11%;
9,381 people).
Figure 45 depicts the location of language-isolated
households in the Tri-Valley. These households are
defined as those in which no one 14 years old and
over speaks English only or speaks a language other
than English at home and speaks English less than
very well. There are areas across the Tri-Valley where
more than 14% of households are language-isolated,
including in downtown Livermore and Pleasanton,
and between Dublin and Pleasanton. These data
highlight the diversity within Dublin, Livermore, and
Pleasanton and the need for providers who reflect
community demographics.
Language represents a distinct barrier for services
among non-English speakers and those who speak
it as a second language. This was a challenge to
completing paperwork for services:
“Specifically what we’re talking about with
language… I think what it comes down to is the
fact that some of the papers that families have to
fill out aren’t translated in their language, or it’s
harder to access certain paperwork to be able to
explain the processes to families.”
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There are also implications for families trying to call to receive services:
“Spanish-speaking families call… they’re being
directed in English as to what numbers to press and
they can’t really keep up with it. And they get to a
point where they don’t get an answer. So they stop
and it just adds all these layers as to why accessing
resources is so difficult for these families... All the steps that they have to take…it adds so many more
layers than an English-speaking person would
have.”
Language barriers affect people’s ability to seek
support from police and other first responders,
which also affects people’s safety. When asked
about barriers within the community, one individual
said “...a lot of the Tri-Valley agencies, including
law enforcement, do not have bilingual officers and
detectives and staff.”
While Spanish-speaking populations were frequently
highlighted as needing translation and interpretation
services, there was also a need for translation and
interpretation in languages such as Farsi, Dari,
Percent of Households that
are Language Isolated
Figure 45. Language Isolation
Sources: US Census Bureau ACS 5-year 2017-2021
Geographies shown are
census block groups
Cantonese, Mandarin, Hmong, and Cantonese. One
service provider said:
“Regarding language, there’s no Hmong
interpreter. Specifically, we’ve been dealing with a
lot of issues regarding Hmong language and that’s
come up…where do we send them? Also, their
dialect isn’t written – it can’t be written down, so
they need someone to translate.”
Substance Use
Community members, service providers, first
responders, and nonprofit participants in all three
cities mentioned the challenge of substance use. The
Alameda County Needs Assessment noted that binge
drinking is higher in Livermore compared to state-
wide rates.14
A significant concern focused on early onset of
substance use among youth. One participant
observed, “we’re seeing it more and more in the
middle schools. Fifth grade even.” Additional
information about youth substance use and
interventions can be found in the Youth section.
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Community members were concerned about
substance use among adults, too, noting the safety
concern when people openly use substances in public
spaces, particularly public transportation. One said
“The only way we can have safe community events or
have safe public transportation, or really just care
about the safety of members of the community in
general is if…there’s no open substances.”
Participants spoke to the complexity of factors
contributing to substance use, and the difficulty
in addressing substance use when people aren’t
ready for treatment. One provider discussed their
experience working with this population:
“They have substance use disorders and mental
health (conditions). And you do want to connect
them…I do connect them to rehab programs
through the Alameda County ACCESS line. But
it’s all depending on their change readiness,
sometimes they’re not open to wanting to stop
use. Sometimes it’s… something’s triggering them.
It could be family housing, it’s something that they
use to cope. A lot of our patients…started using
substances at a very young age, or they’re currently
using right now, or they were also in remission but
they relapsed due to the pandemic.”
There is a general consensus about a lack of available
services in the Tri-Valley, including those that are
education and prevention focused. “We don’t have
enough services in general. We certainly don’t have
enough substance abuse or substance use education
support services.” There is also a lack of local
treatment services for individuals using or addicted
to substances. When asked about service gaps within
the Tri-Valley one service provider responded:
“I would say residential or non-residential
(services) for substance use and abuse…that’s kind
of a challenge finding those kinds of resources.
We were looking the other day and it seemed like
we had to look elsewhere in the county for that,
depending on what the client’s resources were. So
that seemed like a bit of a challenge.”
Participants also highlighted the specific need for
harm reduction programs and services:
“It’s something that we don’t really talk about
here in the Tri-Valley as much, but a lot of our
population have substance use disorder, and it’s
primarily methamphetamine. We don’t have any
harm reduction programs like the city has and
there’s no needle exchange program.”
Substance use is a cross-cutting issue, with several
participants acknowledging the connections with
being unhoused and mental health conditions,
with substance use often serving as a form of self-
medication for undiagnosed or untreated mental
health disorders.
“What we’ve noticed is
that a lot of people we
come across in the street have substance abuse
issues. You know, there’s a variety of issues, but
ultimately, everything leads back to mental illness.
And if they’re not getting that help…it’s going to be
very hard for them to resolve any other issue they
have. Because ultimately, that’s what it comes
down to.”
Findings from this Needs Assessment about the
often overlapping needs of substance use, mental
health (including lack of services), and housing, and
connections between safety and substance use are
reinforced by findings from the Alameda County
Needs Assessment.14
Safety
Concerns were raised about the extent to which
community members felt safe. This encapsulated
psychological safety, with a connection to and
implications for mental health, and physical safety,
with concerns about crime and violence. Overall,
there was a perception that both violent and non-
violent crime had increased in the Tri-Valley. One
individual said:
“Crime is a concern.
Quality of living is deteriorating
with the crimes that are becoming more and more
intense. You know more and more of this kind of
crime is happening in our everyday life. We don’t
feel safe.”
This cross-cutting theme, as one participant indicated, was spread across the region:
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“Safety is definitely a concern, especially since the
pandemic. We all have to be careful. I think COVID
really just brought out a lot of the lawlessness. It
doesn’t matter if you’re in a wealthy community,
middle class, or in a really tough neighborhood.
You just have to watch your back.”
In the Alameda County Needs Assessment, Livermore
residents highlighted concerns about crime and
the need for safe environments, particularly in
community parks. They were frustrated by the
limited availability of safe spaces for exercise and
recreation.
14 Concern about safety included non-violent and
violent crimes. Car break-ins and theft of tires and
catalytic converters were of significant concern.
One person cited the frequently empty shelves in
drug stores such as CVS, and what is perceived as an
increased frequency of shoplifting, accompanied by
a sense of helplessness at being able to do anything
about it. People also perceived leniency on crime,
especially for those who committed violent crimes.
As one person said, “They don’t keep their violent
criminals or any type of criminals that long. They let
them out in 30 days or less. And I think we need to
be aware of that because when they’re released, we
don’t know where they’re going.” Figures 46 and 47
show Tri-Valley trends in crime over the past decade.
Figure 46. Tri-Valley Violent Crime Rates
Source: California Department of Justice, 2023 https://openjustice. doj.ca.gov/exploration/crime-statistics/crimes-clearances Incidents per 1,000 population
Figure 47. Tri-Valley Property Crime Rates
Incidents per 1,000 population
Source: California Department of Justice, 2023 https://openjustice. doj.ca.gov/exploration/crime-statistics/crimes-clearances As seen in Figures 46 and 47, the perceptions of
safety and crime are not entirely supported by
statistics. Over the last decade, the rates of violent
and property crime have been on a downward trend
in the Tri-Valley overall. Disaggregating by place,
the violent crime rate in Dublin and Pleasanton was
stable over this period and dropped substantially
in Livermore (Figure 46). Between 2013 and 2017,
violent crime in Livermore plummeted and rose
slightly in the other two municipalities. In the last two years, violent crime in Livermore slightly increased
and decreased in Dublin and Pleasanton. For all years,
the violent crime rate in Livermore has been the
highest in the region, and lowest in Pleasanton. There
has been a downward trend in property crime in all
three municipalities. Livermore, in particular, has seen a steep decline since a high in 2016, and all three
municipalities were on a steady decline between
2019 and 2021.
Safety concerns were compounded by what
community members recognized as a fragmentation
of services, particularly among Bay Area Rapid Transit
(BART) police and the Santa Rita Jail. Participants
said the challenges arise when an individual moves
from the jurisdiction of one policing catchment zone
to another. Additionally, there was discussion on the
extent to which BART and the area adjacent to it feels
unsafe. This is particularly the case at the Dublin/
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Pleasanton BART station, which is at the end of the
line. Further, there was concern about the release of
individuals from Santa Rita Jail. Some individuals were frustrated by the release of violent criminals without
community notification, and called for transition
services to keep people from being unhoused and
unsupported.
While all participants talked about safety, there
were nuances among youth, people who were
undocumented, and people experiencing intimate
partner violence. Youth noted the need for
psychological safety most frequently (though not
exclusively). This included exposure to racism and
threats of gender-based violence. Additionally,
youth noted a lack of safety in school (fear of bombs
or school shootings) and out of school (fear of
fights and other violence in the community). (See
additional details under youth). People who were
undocumented were afraid to report crimes. One
participant elaborated on this:
“There’s a fear of the
system, right? So if you’re
here, undocumented, and you are now having to
report this crime, and the fear of ICE [Immigrant
and Customs Enforcement] coming to your house
being deported…the question is always, ‘How is
this going to affect me in the future?’ If they are
trying to become residents of this country, there’s
always the fear of ‘well, you have obtained services
prior to being legal here. So this is going to affect
you.’ So there’s always that fear of not wanting to
receive any type of services that are government
related because of that.”
Intimate partner violence (IPV) was also raised
as a factor affecting residents’ safety, including
those housed and unhoused. One participant said
that people who are experiencing an emergency
IPV situation have to wait 26–48 hours for shelter
because there is no same-day emergency shelter
availability. The connection between IPV and housing
was also made in the 2011 needs assessment and
further substantiated in the Tri- PIT count.7,13 The
primary cause of being unhoused was domestic
violence, at 22%. A participant in the nonprofit focus
group noted increased IPV in communities. According
to a representative from Tri-Valley Haven, a nonprofit
that provides services for individuals experiencing
domestic violence and sexual assault, there was
a sligh
t decline in sexual crisis calls during the
pandemic, likely due to victims having to remain with
their perpetrators. Since pandemic restrictions have
loosened, the number of domestic violence crisis calls
have increased 20–25%.
Transportation
While many aspects of transportation are outside
the direct purview of human services, it nevertheless
affects the ability of many populations to receive
care. Transportation is a long-term challenge for the
Tri-Valley as it arose as a distinct community need
in the 2011 needs assessment.
7 The 2022 Kaiser
Permanente needs assessment also noted that for
Tri-Valley residents, access to transportation to access health care and to get to work was challenging. One
nonprofit leader in the report noted:
“People in East County [Tri-Valley] usually have
to travel, and some people do not have access
to transportation to access health care. For
low-income communities and communities of
color, transportation and traveling to a site is
a barrier. Older adults are also struggling with
transportation.”
In this needs assessment, transportation was
frequently identified as a challenge to being able
to receive health care and mental health
services, especially those outside the Tri-Valley.
“We do have more ser
vices now than there had
been, but if somebody is looking for mental health
services, and they have to travel out to Hayward to
get the services… it can take two hours each way.
And it’s really draining. We’re doing work to get
mental health services more out here, but I don’t
think we’ve even scratched the surface of what’s
needed here right now.”
As shown in Figure 48 and Table 24, rates of
household vehicle access are fairly high across the
Tri-Valley. Among those with vehicles, the John
Muir needs assessment found that rates of extreme
commuting, defined as greater than a 90-minute
drive each way, were 11% in Dublin, and 7% in both
Livermore and Pleasanton.9
This was more than twice
the average rate in Alameda County, which was 5%.
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Percent of Households
without a Vehicle
Figure 48. Vehicle Access by Location
Geographies shown are
census block groups
HOUSEHOLDS
WITHOUT A VEHICLE
COMMUTERS WHO
DRIVE ALONE
COMMUTERS WHO
CARPOOL
COMMUTERS WHO USE
PUBLIC TRANSIT
Dublin 2.7 73.4 8.8 14.2
Livermore 3.8 80.4 11.5 3.6
Pleasanton 4.0 76.6 7.1 10.2
Tri-Valley 3.6 77.3 9.3 8.6
Alameda County 8.9 67.5 10.4 14.6
California 6.9 79.1 10.8 4.6
Sources: US Census Bureau ACS 5-year 2017-2021
Public transit ridership among commuters is notably
higher in Dublin (14%) and Pleasanton (10%) than it is
in Livermore, which is expected given the location of
the area’s BART station.
Concerns about safety in public transportation
included fear of violence and exposure to open drug
use. Some participants also connected transportation
to physical wellbeing, referencing the increased
importance of public transportation during heat
waves.
Table 24. Transportation Modes, by Percent
Sources: US Census Bureau ACS 5-year 2017–2021
Participants spoke at length about the relative lack of bus stops in residential areas, and how that affected
daily activities such as getting groceries. Others noted that public transit options were rarely aligned with
the location of human services. One said:
“We need coordination with our public
transportation. Our human service organizations
need to provide public transit options so that people
can take advantage of where they are depending
on where the food pantries are, regardless of
where they live.”
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Participants contextualized their direct experiences
with public transit within the broader economic
forces in the region, often drawing a direct link
between transportation challenges and factors
such as workforce shortages. One parent said:
“I know that we have a bus driver shortage, and
that limits transportation for those who need it.
I know that my son, when he first started high
school, he tried to use the bus but it was unreliable.
The time that they dropped him off at the high
school means that if the bus is just a tiny bit late,
you’ll end up getting to class late. [And] they kept
changing the schedule because of the bus driver
shortage.”
particularly in Pleasanton and Livermore, as described
above.
Additionally, transportation was also a concern
for individuals with disabilities. Participants noted
a relative dearth of transportation services for
those with disabilities, and the cost, though low,
is often prohibitive for those who need frequent
transportation for medical appointments or other
services. Consequently, and in light of the anticipated increase in the population of older adults, there is not only an immediate need for paratransit services but
also an expected increase in demand, as reported in
the Tri-Valley Paratransit Study.17
Youth
Youth are a distinct focus of this needs assessment
due to their identification as a priority population by numerous stakeholders, and because of the critical
role of identifying and meeting the distinct needs of
children and adolescents in the life-course
perspective. While many of the issues in this section
echo the aforementioned challenges, their distinct
effect on youth warrants a more detailed exploration.
CHILDCARE
High quality, affordable, and accessible childcare and
early childhood education (i.e., preschool) represent
a significant need for Tri-Valley families. Hively was
cited as a source of support for childcare funding and
provider matching, however participants reflected
that the region is facing a shortage of childcare
providers. One participant from a nonprofit focus
group noted that the region has seen a decline of
approximately 30% of childcare providers. Another
interviewee highlighted how informal childcare
networks (i.e., family members) have been disrupted
due to many relocating away from the region. Families
INFANTS/TODDLERS
ELIGABLE BUT NOT
RECEIVING SUBSIEIZED CARE
PRESCHOOLERS ELIGIBLE
BUT NOT RECEIVING
SUBSIDIZED CARE
NUMBER
RECEIVING
SUBSIDY
CHILD CARE
FUNDING
SUBSIDY GAP
Dublin 514 357 101 770
Livermore 822 599 277 1144
Pleasanton 772 611 50 1333
Total 2,108 1,567 428 3,247
Youth focus group participants connected
transportation challenges to their ability to participate in sports and other extracurricular activities. They also lamented the relative absence of bus stops in
residential areas, and the ways that contributed
to loneliness, with implications for mental health.
Parents and other community members said that the
absence of school buses resulted in long car lines for
drop off and pickup outside schools, and expressed
concern about how this contributes to climate
change.
Transportation was also raised as a distinct need
for seniors. The Pleasanton Senior Center was
often highlighted as an example of the provision of
paratransit for seniors, but participants in Livermore
noted that it either was not available or not well
known as a resource for older adults. Some noted
that paratransit shut down during the COVID-19
pandemic, which cut them off from services and
increased isolation and loneliness among older adults.
Several participants emphasized the need to plan for
transportation, given the aging population,
Table 25. Subsidized Childcare in the Tri-Valley
Source: First 5 Alameda County, 2022; TVAPC Data Profile, 202315
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emphasized that dependable, affordable childcare
is crucial for them to sustain their employment and
ensure their economic stability.
As seen in Table 25, there is a childcare funding
subsidy gap in the Tri-Valley. This gap is estimated
to be greatest in Pleasanton, followed closely by
Livermore. In both of those places, it is estimated
that around 600 preschoolers who are eligible for
subsidized childcare are not receiving that benefit.
ACCESSIBLE EXTRACURRICULAR ACTIVITIES
Youth engagement activities are needed for
elementary, middle, and high school students. This
includes a need for after school and extracurricular
programs, sports that are more widely accessible
to those at various levels, and affordable summer
programs.
After School and Enrichment Programs. Parents and
other community members noted that there were
some after school programs, but they were generally
unaffordable and most often aimed at serving
elementary students. One parent said: “We have
activities for after school for elementary students. But I will say for the middle schoolers, they need to have
activities or something after school because all the
schools that I know, the middle schools in Dublin, they close. So, there’s no after school programs for them to go to.”
Participants emphasized a need for affordable after-
school care and enrichment programs for middle and
high school students. Often, parents aren’t home
after school, leaving children or adolescents alone,
isolated, or involved in harmful activities such as
substance use. Suggestions for activities included
community engagement, cooking and art classes, and
volunteering (e.g., assisting older adults).
Youth noted that extracurricular activities were often
financially inaccessible. One said:
“I think a lot of activities are really expensive.
Like mock trial and speech and debate, every
tournament—once or twice a month—is $100.
And that doesn’t include driving and buying food
and things like that. So a lot of clubs are really
expensive. I know with DECA you’re going to out of
state tournaments; those are hundreds of dollars.
Some people can’t afford that, so that is restricting
access to how many people can attend.”
Additionally, while there are fee assistance programs
for many extracurricular activities, there are often still elements of participation that require financial
resources. One student said “Even when the school
provides extracurricular activities, you still have to pay for it, and it’s not cheap. It’s like thousands of dollars.
My [sibling] is starting marching band this year, it’s a three-month program and they’re asking everyone to
pay $1,500.” In a separate focus group, a parent
corroborated this. “It’s really expensive…not everyone
can make it, not every single kid can pay, so it’s not
fair. They want to be in the band and they cannot do it because they can’t afford it.”
Summer Programs. There is also a need for affordable
summer programs for elementary, middle, and
high school students. Parents noted the high cost
of summer camps and long wait lists for affordable
options. High school students also noted the cost,
with one stating, “To add on to summer, I was looking
with my mom for camps for people who are interested
in law, and a lot of them were thousands of dollars.
It’s very hard for people when they’re trying to get
into something.”
A number of youth indicated that summer can be a
difficult time. One said: “I agree that summer can be
really lonely. It’s hard to make plans because a lot
of friends are traveling or doing camps, it’s hard to get people together, which is why I think there needs to be more community events during the summer, especially
that are advertised to kids and teenagers, so that we
can see more people, and meet new people even.
That’d be nice.”
Sports. The inaccessibility of sports was frequently
mentioned, with several parents noting the high cost
of children’s participation, including registration and travel. This results in a gap between families that can pay for sports and those that cannot. One parent
noted that “Everything comes with a price tag, you
know? And to boot, the equipment on top of that…
quite a few years ago it was $300 to get someone into
football, then you still have to get all the other stuff that you need. Plus then you’ve got to transport the
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kid. So you know, it’s hard.” Parents connected this
to social isolation, particularly after school or in the summer.
“Sports are very unaffordable for most, and since
a lot of the other children are very busy with their
sports and other activities, those children whose
parents cannot afford don’t necessarily have
anyone to play with in the neighborhood. Like they
can’t go outside and play like children and get their
exercise that way, because the other children are
busy going to their sports practices. So there’s a big
divide when it comes to income and accessibility.”
Youth noted the limited opportunities to engage in
sports, especially in high school, if sports were not
their primary focus. “With sports…it’s not casual.
After you hit age 12 if you’re not dedicating your life to that sport, you’re going to get out. And I think
that’s really unfair to ask a teenager, like ‘Hey, you
have to pass school, but I also need you to be the next Olympic gold medalist in this sport. And if you’re not? Then go away.’”
Some expressed frustration at their inability to
participate in activities outside school hours because
of academic responsibilities and pressure.
Transportation barriers (detailed below) also
prevented youth from participating in sports and
other after-school activities.
ACADEMIC AND OTHER P RESSURE/
RE
SPONSIBILITIES
Youth and adults alike spoke of the pressure for kids
to be successful in multiple aspects of life. Youth in
every focus group mentioned this pressure, naming
sports, other extracurricular activities, work, grades, friends, family responsibilities, and the challenge of
getti
ng enough sleep as contributing to it. One noted:
“What I really dislike about school is how
competitive it is. It puts a lot of pressure on you.
You have kids going against each other and
expecting to be like on varsity teams or whatever,
taking six APs and you’re always trying to match
your friends. And that creates this really toxic
cycle for your mental health. And with the college
stuff—I gotta get into Stanford, and gotta get a
job or an internship. That’s something that’s really
damaging to our mental health.”
Another said:
“We help out with my grandparents a lot because
my grandma wasn’t very well mentally and my
grandpa was legally blind. And even now, there’s
been days where my mom was like, ‘Can you
go over to your grandfather’s house and make
sure he’s okay?’ And I think a lot of people don’t
consider that. Kids sometimes have to step into
that caregiver role, whether it’s for little siblings
who are left at home during the summer or a
grandparent. And it’s hard a lot of the times to
figure out how to balance schoolwork, social time,
and all those needs in the family.”
Students also spoke of competing pressures from
coaches, teachers, school counselors, and family
members. Youth and counselors alike said this
pressure can sometimes escalate, with mental health
consequences, as described below.
YOUTH SAFETY
Safety
, including factors that threaten both physical
and psychological safety, is at the forefront of youth
concerns.
Physical Safety. Physical safety concerns included the
threat of in-school violence (e.g., fights, shootings,
bomb threats); experience with or threat of sexual
assault; and community-based violence. One student
spoke of feeling unsafe, and to a certain extent,
helpless:
“I don’t know how
much you can physically do
downtown or things like that, to make people feel
safe. I carry pepper spray with me everywhere I go,
even if it’s in the middle of the day, because there’s
always that inkling in the back of your mind where
it’s like, if someone’s really determined to make
things unsafe or dangerous, then there’s nothing I
can do to stop them.”
Youth were concerned about sexual harassment, and
cited wide-spread allegations of sexual assault and
violence, including rape. Students were frustrated
about the response of adults, ranging from lack
of awareness to covering up crimes. They were
particularly concerned about the lack of investigation
or consequences when allegations involved student
athletes.
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Psychological Safety. Concerns about psychological
safety, which is closely related to the threat or
experience of physical violence, abounded. According
to the Stanford Health Care report, students of color
do not feel welcome, included, or at times, safe at
school.
11 Students had numerous examples of being personally
subjected to racism and discrimination and exposed
to hate speech in person and on social media.
“Another thing I wish would not be present at
school is the homophobia, the transphobia, racism,
all of that hate. There’s so much promotion of ‘this
is a safe space or inclusive.’ But then I have walked
across campus and heard one of my friends be
called the F slur five times. And that’s not something
that anyone should have to experience.”
Students said that in most instances teachers who
witnessed these episodes did little to stop them,
leaving them vulnerable and frustrated. In particular,
they said that popular and students involved in sports
faced little consequences.
“People don’t stand up if it’s their friend that they’ve known forever, even if they think it’s wrong they’ll
just sit back and let it happen. Because they’re
like, ‘well, I’ve known this person forever, they’re
not going to change.’ I remember some teacher
experiences where they don’t say anything. I had
this class… there were a bunch of kids in it who
were involved in violence or random things, and
they would talk openly about it in class and the
teacher wouldn’t do anything.”
“Another thing I experienced: I share with people
that I have Jewish heritage. I don’t practice Judaism
or anything, but there was a specific day I came
into class and there was a swastika. And that was
terrifying for me, especially the stories I heard from
my grandparents. I went home and I cried because
I felt so unsafe. And I asked my mom if I could stay
home the next day. I didn’t want to have to deal
with that.”
YOUTH MENTAL HEALTH
The ment
al health and wellbeing of youth was a
frequent topic of concern. The Tri-Valley Anti-Poverty
Collaborative’s (TVAPC) 2023 Data Profile found that
as of 2021, one in four ninth graders experienced
feelings related to depression at some point (Figure
49).15 In conversations with Tri-Valley youth and
service providers, youth mental health related to the
aforementioned pressures students experience,
ongoing effects of the COVID-19 pandemic, and social
media.
“A challenge that’s really heavy on me is the issues
related to youth behavioral mental health. COVID
exacerbated it with the isolation, and then if you
add social media¬– it’s just it’s beyond imaginable
how much stress and pressure and anxiety young
people are feeling at a time when you would want
them to just be able to explore and develop and be
content.”
Students noted the connection between COVID-19
and mental health, too. One said “Not a lot of people
are aware of the impact on mental health that COVID
had on teens and kids.”
9th Graders Experiencing Depression
Related Feelings in the Past 12 Months, 2021-22
California Healthy Kids Survey, 2021-22
Figure 49. Depression-Related Symptoms Among 9th Graders by Location Pleasanton
Livermore Joint
Dublin
24%
27%
29%
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Students were concerned about their own mental
health, expressing stress about the aforementioned
pressures and loneliness, especially during the
summer given a lack of accessible activities. One said
“I’m mostly alone, I don’t really have anyone to talk
to. It’s hard to find friends or list anyone to discuss anything with outside school.”
For less acute mental health needs, some students
named the Dublin and Livermore in-school wellness
centers as a positive place to receive services. Others expressed an interest in an off-site community center
with mental health services where parents are not
involved, for more anonymity. For more advanced
mental health needs, adult participants noted that
there is a segment of the youth population falling
through the cracks, specifically those who do not
quite meet the need for crisis mental health services.
One provider said:
“That’s where I really see an acute mental health
situation...a place for those individuals, especially
youth to get some services, especially if they don’t
meet the criteria for an emergency psychiatric
detention. That’s really where I think that we’re
seeing an increase.”
This is compounded by insurance status, long wait
lists for mental health services, and high out-of-
pocket expenses.
“I think with our youth, there’s a lot of pressure
on them in Pleasanton to be successful. And a lot
struggled with that. And when they get to a crisis
point, there’s not a lot options for them. Again, if you have private insurance, you’re waiting for months
to find somebody who will take new patients and
then get an appointment. So there’s really not a lot
of options to help them in the moment.”
SUBSTANCE USE
Students expressed frustration about the widespread
substance use (smoking, vaping, drugs) in their
schools. They were frustrated about how this
directly affected them, primarily through reduced
access to school bathrooms. They also voiced a
need for substance education programs that reduce
stigma. When youth were more broadly asked to
identify factors that made them feel unsafe, several
mentioned substance use among peers. When asked
to describe one challenge youth were facing, one
participant said, “I would say the drug culture because everyone knows where people go to smoke…you gotta
stay out of this hallway during lunchtime because
it’s going to smell like weed.” Substance use was also
reflected as a concern by adult participants in each
of the three communities. One stated: “There’s a lot
of kids out here who are addicted to drugs, whether
it’s prescription meds or meth, and smoking. It could
be cigarettes, it could be anything. But the kids doing drugs here is an epidemic.”
Bathrooms as a Human Right. Students were
affected by substance use among peers in a variety of
ways, but the frustration they most often expressed
with the inability to use school bathrooms. Students
spoke at length about experiences with peers
smoking or using drugs in the bathroom, and how
that often resulted in them not being able to use the
bathroom during the school day.
“Let’s be honest, the bathrooms are really scary.
When you walk in you see you know what I’m
talking about, you see those people, you see what
they’re doing. And I dash out of there…I really
don’t like that and I have to wait until I get home.”
Students reported that the school’s response was
often to make teachers clear out the bathrooms, or to
close them altogether.
“I could never find a bathroom that I can go in
because all of them are closed because of drugs. I
just want to use the bathroom.”
“There are many, many, many issues with drug
use in the bathrooms. And I think it’s very, very
overlooked. Because I’ve been somebody who’s
struggled with substance use, and people think it’s
just like vaping and like weed and it’s not. And for
schools to not have Narcan is a serious issue.”
Substance Use Support and Treatment. Students
desired more substance use programming, including
education on prevention, and responsive programs
for those using substances. Youth understood the
complexity of substance use, and emphasized the
need for non-stigmatizing services:
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“There’s a lot of shame in some people for drug
usage. I don’t know how they got into it or the
fact they’re using or whatever it is. There should
be…drug support groups where people can talk
about why. A lot of it is kind of a healing process
for people who consciously or subconscious are
doing something not good to their body. Having a
resource for people where it’s more open and it’s
not as stigmatized I think would be an amazing
thing.”
Organizational-Level Challenges
and Opportunity Areas
Interviews and focus groups with nonprofit executives
and staff, service providers, and leadership across the region resulted in several findings that were parallel
to those identified by community members. However,
these challenges are distinct in that they represent
organizational-level challenges.
Service Awareness and Duplication
As community members identified a need for service
awareness and navigation, nonprofit staff reflected
the same at the organizational level. They wanted to
know what other nonprofits were focusing on and
funding so that they could more efficiently partner
and refer clients and minimize funding inefficiencies.
One nonprofit participant offered an anecdote
illustrating this challenge:
“Using energy as an e
xample [of a need for
nonprofit alignment and communication]…
Spectrum can pay that PG&E bill. Now, CityServe
can take that money and pay a rent rather than
paying for energy. In the past, some might have
called CityServe to help with everything. We’ve also
been doing it for a long time but if they didn’t know
that they can call us, they would call CityServe and
they would help with some of the bill. Now that
piece of the pie is gone from [CityServe’s] monies.
But I still got this money here….It’s like I have these programs that we get all this money to take care
of this, but I can’t take that money and put it in this other pot. And so many of us [nonprofits] do many
things other than what the one program that we
might be doing in the city, or the one piece that we
talked about.”
This was more broadly reflected by nonprofits and
other providers expressing a need for greater ongoing
connection between organizations. This could also
reduce what some participants saw as redundancies
in certain service types:
“One of the things that I see cycle—and it kind
of gets resolved, and then it surfaces again—is
over-duplication of…certain types of services,
in particular on the food side of things. There’s
probably about…17 different food services that
I could name so there’s probably 25, you know,
that I don’t know about. And so the duplication of
services would be a challenge that I’m seeing.”
Workforce
RECRUITMENT AND RETENTION
Nonprofit organiz
ations highlighted workforce
concerns frequently, again related back to such
structural factors as the cost of living, rising inflation, and the need to be able to provide a living wage. One
nonprofit participant said:
“Could I just ge
t actual livable wages for my staff?
I mean, you want to live in the Bay Area at $40/
hour? Good luck, right? And I mean, we’ve raised
[salaries] in the last couple of years. Through tooth
and nail we’ve gotten one or two staff from less
than $15/hour to $20 an hour, but…this is not
livable or sustainable.”
This is directly connected to funding and challenges
to receiving financial support that can be allocated
to operational costs. While this was a challenge in all three cities, some participants indicated city-specific differences, depending on the job. For example,
one participant indicated that teacher salaries in
Livermore were lower than elsewhere in the region.
Challenges in hiring and retaining staff were named
and connected to a broader workforce shortage.
Participants were concerned about how essential
workers—including health care and mental health
professionals—might not be able to afford to live
in the region. The workforce shortage was directly
linked to long wait times for appointments and/
or insufficient staff to provide high-quality care,
which can have devastating consequences on some
community members. Several organizations cited
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reliance on volunteers, which was also associated with
a challenges including the time and cost associated
with screenings and trainings. The COVID-19 pandemic
exacerbated the challenges of using volunteers as
a significant proportion of the nonprofit workforce
because fewer individuals were able to volunteer
given safety precautions. One nonprofit participant
noted the ongoing effect of this: “It’s been over
two years that most of our volunteers haven’t been
coming. We’re kind of starting at scratch now with our
volunteer base again, and that is super hard.”
“I think health care overall is probably facing its
worse workforce crisis that we have ever seen. It’s
unprecedented. The number of individuals who
have transitioned from health care—particularly
the Tri-Valley—is challenging for the support staff
that is needed. We might get lucky and be able to
recruit providers because the area is so appealing,
but the support staff that is needed to meet the
needs of the organization is not readily available.
And that’s due to the housing crisis and the inflation.
So the overall toll and the cost to meet the needs
of the Tri-Valley is ever increasing.”
Some participants spoke of the distinct need to retain
essential workers within the community given the
high cost of living. One focus group participant said:
“I’ll call them essential workers; we need to keep
them here. I’m including teachers and firefighters,
police, nurses…all these different groups of people
we need. They might not be able to afford to live
here. We need to be able to have the people who
we need to keep the community running actually
live here.”
A few participants mentioned designated housing as a
recruitment and retention strategy:
“I heard at one point that some of the housing
was going to be built specifically for teachers,
firefighters, and police officers, and people who
have these kinds of positions in the community that
really need to be filled. I don’t know if that’s really the case, or if that was just a rumor I heard, but
having housing that’s set aside would be great.”
RACIAL LY, CU LTURALLY, AND
LINGUISTICAL L
Y RESPONSIVE WORKFORCE
In addition to a workforce shortage overall,
organizations and other human service providers
named a need for a racially, culturally, and
linguistically responsive workforce, just as the
community did. Participants noted the need for
service providers who can deliver racially, culturally, and linguistically congruent care, particularly given
the existing and increasing diversity within each
community. One provider said “I’m actually the only
one who speaks those two languages... it would be
really nice if we could have more therapists who are
bilingual or trilingual.”
Participants stating the need for a diverse workforce
noted the connection to the broader cost of living and
need to provide a living wage.
“I just don’t think there’s enough [mental health
providers]. Most likely, because a community
agency doesn’t pay very well. [we need] a wider
variety of people of all genders, of all races…just
a wider range of things so that people can really
see someone who maybe looks more familiar and
is more comfortable for them. So not a judgment
on who’s available now. But just more…culturally
sensitive.”
At the organizational level, nonprofits highlighted
challenges to attracting and retaining a diverse
workforce. They also identified a pressing need to
not only bring in diverse service providers, but to
also equip the existing workforce with the skills and
knowledge to provide culturally congruent services.
Some said that targeted trainings for existing staff
could be instrumental. When asked what was needed
to deliver culturally concordant care, one interviewee
responded:
“Cultural workshops and maybe immigrant
experience workshops so people can…get a
snapshot of what these people have been through,
or what their cultural differences are… So maybe
just have workshops and presentations, I think
that would make all of them more aware and just
give them a deeper understanding of where these
people are coming from.”
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Perception of Need and Funding
PERCEPTION OF NEED
At the organizational level, nonprofit executives
and staff noted the broader perception that Eastern
Alameda County is an affluent region with lower
human service needs. Consequently, they noted
significant resource gaps and funding challenges in
the Tri-Valley, resulting in a relative “resource desert” compared to other cities within Alameda County.
This is reflected in the community data focused on
long wait lists or having to travel further for services (as described in the Community Challenges Health
and Mental Health sections). This creates a need for
greater service navigation and care coordination.
Participants said that needs were often less
recognized, particularly within Dublin and Pleasanton,
as high pockets of poverty are often buried within
census tracts. Nonprofit participants expressed
frustration about Alameda County funding historically
not being allocated to the Tri-Valley because of
the median incomes and other metrics of overall
economic health in the cities. One participant in the
nonprofit focus group expressed frustration:
“There tends to be a disconnect between Alameda
County and East County; East County tends to not
get as much. It’s figuring out what we need when
we do this assessment, and being able to show
that…we have this struggle with enough food for
our seniors, we don’t have transportation, we
don’t have enough housing, we don’t have all
these things. It doesn’t matter how big or how
much money each of these cities has or what the
medium income is…if we still can’t take care of all
these people here.”
FUNDING
In addition to a need for more funding overall,
nonprofits identified a need for earmarked funding
for infrastructure (e.g., buildings and vehicles),
operating costs, marketing (to increase service
awareness), and providing staff with a living wage (as
a mechanism for retention). One nonprofit
participant said:
“No one wants to pay for capacity building. It’s not
that we don’t want to have capacity for training
or for a fair market salary, it’s because funders
won’t pay for those things. They will only pay for
programs, which of course, if we don’t have staff
or we don’t have properly trained staff, we don’t
have programs, but no one wants to address that
or acknowledge that. Everyone feels like someone
else is supposed to pay for that. For whatever
reason, people don’t understand that we have
infrastructure costs.”
In addition to the request for funding to support
operation costs, there’s a desire to overhaul each
city’s grantmaking process to be more efficient,
reduce organizations’ administrative burdens (e.g.,
reporting), and to make the process feasible for
less-resourced organizations. Along these lines, one
interviewee asked:
“Who is receiving grants and who is not receiving
grants? Some organizations don’t have access to
people who write grants. They might not have the
capacity to write grants, they might not necessarily
understand the grant process. They might be
unable to make cogent arguments amenable to
being funded, so when they submit a grant it’s not
written to score high on the rubric.”
Some participants had a preference for a more
coordinated grant-making process to help with
duplication of services and in recognition of the
linked fates of the three cities. Some said that ideas
for coordination, such as forming new agencies
to mitigate inefficiencies within cities and funding
consolidation, were met with hesitation or concern
about loss of control.
Emergency Preparation:
Supplies and Infrastructure
The COVID-19 pandemic highlighted the
unpreparedness of many nonprofit organizations in
the Tri-Valley to deliver human services during an
emergency. They said it’s imperative that the three
cities and nonprofit organizations within them be
nimble and responsive to emergent conditions.
Participants noted the possibility of another public
health emergency and the negative effects of
climate change as two reasons that service providers
would need to pivot quickly. The pandemic showed
nonprofits just how challenging this is, as they had
tight budgets with no room to quickly purchase
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emergency supplies, such as personal protective
equipment and to-go containers for community food
distribution.
Based on recent and anticipated effects of climate
change, nonprofits projected a growing need for
cooling and warming centers. Families also expressed
concern about their increased exposure to poor air
quality due to fires in California, and highlighted a
need for air filters and protective masks. Concerns
about climate and the natural environment, including
drought, heat waves, and wildfire smoke were also
reflected in the 2022 Stanford Community Health
Needs Assessment.
11 Nonprofits need funding and
space to stockpile emergency supplies including shelf-
stable food and water.
VIII. RECOMMENDATIONS
As noted above, JSI and the advisory groups
frequently discussed the extent to which
recommendations should be city-specific versus
regional. As with the findings, the data drove the
process and, without exception, recommendations
from community members, nonprofit executives
and staff, and advisory groups were regional in
focus. Participants and advisors felt that a regional
strategy would prevent service duplication and be
more efficient and effective at creating upstream
sustained change. Recommendations are divided into
approach recommendations, which address
community or organizational need (i.e., how the work
is done), and actionable recommendations which are
more specific, targeted strategies to meet discrete
community and organizational needs (i.e., what work
is done). Common to all recommendations is a deep
commitment to a collaborative, holistic, regional
approach that is grounded in this report’s theoretical
frameworks, which are further described in the
implementation processes.
Approach Recommendations
Approach Recommendation 1:
Implement North Star Questions
The EAPAC and Steering Committee had two joint
meetings in September and October 2023. During
these meetings, participants reviewed and discussed
the
guiding theoretical values & framework and
emergent qualitative findings and recommendations.
This conversation illuminated the need to
create a series of grounding questions to guide
implementation plan development. These became
North Star questions, as they are meant to provide a
way to ensure all efforts and strategies are focused on an overarching goal (e.g., the health of the regional
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
and all members therein). They are in
tended as a
constant reference point for decision-making, helping
to steer the direction of the work and maintain
coherence across programs and initiatives.
These questions were developed by JSI Project
Team members, then validated by City staff,
EAPAC members, and the Steering Committee. We
recommend that service providers and city staff use
the North Star questions to guide all programmatic
and policy considerations and funding decisions to
ensure a multi-sector and collaborative perspective.
We also recommend that future efforts be made to
develop metrics to measure how well an intervention
fulfills the criteria set forth in the questions below. • Is there a way to involve community members in
implementing this recommendation?
• Does this recommendation impact a broad
range of Tri-Valley residents and ensure that any
individual—regardless of education, class, culture,
race, ethnicity, etc.—is able to receive services?
• Do service providers have the capacity to see if
there are external funding possibilities for this
recommendation?
• Does this recommendation focus on individual,
community, or systems level impact or on some
combination of these?
• Does this recommendation encourage
collaboration and connection (especially across
sectors)?
• Does this recommendation use language that
perpetuates power imbalances?
• Are community members empowered and
encouraged to access said services without facing
any major barriers?
ATTACHMENT 1
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• Does this recommendation encourage
intergenerational change with a particular
emphasis on youth and older adults?
Approach Recommendation 2:
Community Engagement
As described earlier, diversity, equity, and inclusion
values (e.g., community engagement, power sharing,
and capacity building) were at the center of this
process at the outset. As this project progressed,
it became apparent that the time required to
identify and engage community members had been
underestimated due to the region’s relative lack of
formalized community engagement infrastructure.
Consequently, the timeline was extended so that
connections to community members could be forged.
It was discovered that community members were
eager to be involved and were seeking more formal
channels through which they could express their
needs and be part of solution identification and
implementation.
We recommend that more structured and formal
engagement mechanisms be created in each of the
three cities, as well as for the Tri-Valley region as a whole to ensure this work continues after this report
is published. This can ensure ongoing communication
channels between community members and city
government that will continue to elevate community
needs and ensure that nonprofits, city officials,
and others are aware of emergent needs between
formal needs assessments. More planning is needed
to determine how best to engage community
members and ensure power sharing between city
governments and constituents. At a minimum, these
efforts should include a diverse and representative
sample of community members, particularly priority
populations.
One regional example of how to establish and
maintain more formal connections is through
accountable communities for health (ACHs).
According to the California Accountable Community
for Health Initiative (CACHI), an ACH is a community-
driven collaborative dedicated to making lasting
and transformational change in the health of a
community and advancing health equity. ACHs
provide residents and key partners from diverse
sectors an infrastructure for working together to
change systems, advance equity, and build stronger,
more cohesive communities prepared to mitigate
existing and emerging health challenges over the
long term. The ACH’s key roles—elevating community
voices, facilitating multi-sector dialogues, and aligning organizations and systems—facilitate powerful and
sustainable changes that reflect the needs of the
community. Additional information about cities
employing this model is available in Appendix 2.
Approach Recommendation 3:
Anticipate Systemic Challenges and
Build Organizational Relationships
IDENTIFY SYSTEMIC CHALLENGES
As noted throughout, many of the t
opics that
arose—such as inflation and cost of living— are more
systemic in nature and thus outside the capacity or
control of those planning for and delivering human
services. Additionally, there was considerable overlap
with structures and factors directly affecting human
service needs (e.g., transportation) but not within the responsibility or scope of those planning or delivering health or human services. Nevertheless, all of these
factors exist within a system, and siloed interventions will have little long-term effect on sustained change
and may fail to promote change across the life course.
As one organizational interviewee concisely stated,
“We need holistic solutions, not just little drops.”
We recommend that the Tri-Valley apply a systemic
lens to plan for challenges. This requires aligning
systems to reduce redundancy and increasing
communications so that efforts in the Tri-Valley
form a safety net. This involves articulating systemic
factors and the relationships between them that
are projected to affect Tri-Valley residents and
organizations dedicated to serving them. Then,
significant efforts must be made to build relationships with aligned entities to meet resident needs and
reduce service isolation. Throughout this needs
assessment, residents and nonprofit organization
staff spoke of the need to anticipate climate
change and another public health emergency such
as the COVID-19 pandemic and for proactive and
collaborative planning and preparation. This systemic
and future-oriented lens must be applied to all
decisions about how to plan for and deliver human
services in Dublin, Livermore, and Pleasanton.
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RELATIONSHIP BUILDING
As noted, several of the topics and trends that
emerged from the data collection processes are
likely out of the sphere of influence of each City
Human Services Commission and nonprofit partners.
Nonetheless, the issues raised by community
members are significant and require the formation
of strong relationships with other decision-making
entities. In particular, relationships should be built
with Alameda County and selected organizations/
decision-making authorities to address youth
challenges and social determinants of health.
To ensure that the unique challenges of the Tri-Valley
are understood and mitigated, it is imperative that
working relationships between the three cities and
Alameda County are strengthened. This is essential
for securing a voice in county-level decision making-
processes that directly affect the region. A robust
relationship with Alameda County will also enhance
the Tri-Valley’s ability to stay informed about and
compete for various funding opportunities that can
support the provision of human services.
Youth. For many of the topics affecting youth, the
following high-level recommendations should be
shared with the school district and other decision-
making entities. Further research is required to
develop more appropriate and tailored solutions to
meet the needs of young Tri-Valley residents.
Safety. There is a need to ensure the physical and
psychological safety of students, especially LGBTQ+
and ethnically and racially diverse individuals.
Academics. The academic pressures experienced by
students affect their mental health and wellbeing.
Teachers could alleviate this pressure by establishing
guidelines on the total number of hours to be
spent on homework. Furthermore, students and
parents should discuss academic workload and
expectations to ensure undue pressure. Because
parents’ expectations can be different than
teachers, students must talk with their parents if
they feel too much pressure is being put on them.
Educational coursework and coaching could support
communication between parents and students.
Bathrooms. Many students said that school
bathrooms were locked or only open during a very
busy time, prompting students to drink less water
and risk dehydration to avoid having to urinate. The
root cause (i.e., substance use) might be partially
addressed through substance use education services.
In the meantime, a short-term solution to this
problem is imperative.
Social Determinants of Health. A number of social
determinants of health including both those within
and outside the direct scope of human services
require relationships with other entities to identify
and develop sustainable solutions. As mentioned, the
Tri-Valley needs to build relationships with individuals from Alameda County. Additionally, given the strength
of the faith-based organizations in the region and
demonstrated effectiveness in their collaboration with
nonprofit organizations, we recommend that these
relationships continue to be fostered.
Organizational relationships are needed to respond to
mental health, transportation, and safety challenges.
For mental health, this requires building relationships with first responders, emergency services, and
others. For the many ways that transportation
affects the lives of residents, people working to meet
human service needs must build relationships with
transportation authorities (e.g., LAVTA, BART, the
CityServe VAST Program) and paratransit providers
such as Wheels Dial-A-Ride and Pleasanton
Rides. This
is particularly important because transportation arose
in the 2011 needs assessment, with no overarching
suggestions about how to overcome challenges,
particularly related to public transportation.
In response to residents’ safety concerns,
relationships must be built with all indicated entities.
This includes the Alameda County Sheriff’s Office,
BART police, police and school resource officers in
each of the three cities, and other first responders.
For the Santa Rita Jail, this could include advancing
the recommendation to coordinate release schedules
that align with BART service times, and ensuring
individuals who are recently released have ready
access to other necessary services. This requires
collaboration with the Alameda County Sheriff and
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any in-house providers for the Santa Rita Jail.
We recognize that relationship-building takes time
and is hard to sustain. This is especially the case as
relationship building and maintenance are rarely
among the direct job responsibilities of any one
individual and relationships can be precarious if not
formalized, particularly when there is staff turnover.
Thus, we recommend that this be a formal role within
Actionable Recommendation 1.
Actionable Recommendations
Actionable Recommendation 1:
Create a Regional Service Network
Actionable Recommendation 1 is to understand,
support, and increase regional service networks.
This recommendation requires further development
by each of the three cities as there are a range
of steps that could be taken to advance this goal,
from investing in the expansion of the Tri-Valley
Nonprofit Alliance to building a new regional service
hub in Dublin or Pleasanton. As noted with these
examples, the regional network promoted in this
recommendation may or may not take the form of a
physical structure.
It is important that this process begins with an in-
depth discussion between each of the three cities
“I don’t think we have nearly enough mental
health services or education. Even though we
have places, it seems to be a real struggle for our
most needy people to find and access them. If
there was some sort of central hub where people
could just go and then be directed… because I
think a lot of the people who need it don’t even
know where to begin or how to access it… I think
we have a lot of people who could really use more
support and it’s challenging to connect them.”
and Alameda County about existing services, their
geographic locations, and relative accessibility, as
documented in the spatial exploration of existing
services. Further, it should be determined whether
awareness-raising and/or service navigation are key
strategies to increase access. Decisions about where
services are established, expanded, and/or co-located
should be made regionally.
While increasing regional service networks may
alleviate several key challenges raised by community
members and nonprofit organizations alike, some
said that a physical structure or regional service hub
(or hubs) was necessary. A nonprofit focus group
participant discussed this in the context of mental
health, but the need for a range of co-located and/or
integrated services was also discussed.
POSSIBLE REGIONAL SERVICE NETWORK FEATURES CHALLENGE
Co-located services with diverse navigators
(including an Alameda County presence)
Community: service provision, awareness and
navigation, racial, cultural, and linguistic responsiveness Organizational: perception of need and funding
Formal and informal nonprofit ne
tworking
opportunities
Organizational: service awareness and duplication
Nonprofit service collabora
tion (e.g.,
communications, data sharing)
Organizational: funding
Expanded mobile health services and/or shared
mobile units
Community: health care
Organizational: funding
Translation and int
erpretation services Community: linguistic responsiveness Organizational: racially, culturally, and linguistically responsive workforce
Development specialist (e.
g., grant writer,
Alameda County liaison)
Organizational: perception of need and funding
Transportation specialis
t (assist people with
transportation needs and liaise with transportation
services)
Community: transportation
Approach recommendation: relationship building
Table 26. Regional Service Network Features and Challenges Addressed
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In subsequent conversations the Multi-Service Center
in Livermore was mentioned as a hub that could be
expanded and/or a model from which a new hub
might be developed in Dublin or Pleasanton.
Regardless of whether this is undertaken as an
expansion or establishment of a new center, this
recommendation has the potential to mitigate many
community and organizational challenges. Examples
of additional recommended features of the network
and/or hub(s) and the challenge that each feature
could address, are included in the Implementation
Plan table below.
Actionable Recommendation 2:
Youth Services and Supports
Although there are affordable recreation options
in each of the three cities, youth and adults alike
spoke at length about the need for more services and
support for students. These included community-
based recreation programs, team-based sports
opportunities through for-profit organizations,
and recreation opportunities through the schools.
This could indicate a need to more widely promote
existing recreation programs and/or further
determine whether there are other barriers to
participation. Additionally, for youth who are seeking
more intensive or advanced sports training, there are
several elite sports organizations whose services are
likely financially out of reach for many Tri-Valley
families. Recommendations include requiring
relationship-building, as noted in Approach
Recommendation 3. Further exploration could be
conducted with the school district, community service
providers, and for-profit sports organizations.
It is important to note that this need and
recommendation has arisen in other needs
assessments conducted in the Tri-Valley. For example,
several of the following youth recommendations
reflect those introduced in the 2011 needs
assessment.7 Additionally, the 2010 Youth Master Plan
iden
tified the East Oakland YMCA as an example of a
model facility that could be replicated to serve young
adults in the Tri-Valley.16 This plan also recommended
that Dublin, Livermore, and Pleasanton build upon
existing resources, such as the Shannon Community
Center in Dublin, and the Elbow Room, located in
the Robert Livermore Community Center, to ensure
that youth across the Tri-Valley have a voice in
creating and access to safe spaces for recreational
activities. This also highlights the importance of
working upstream, building relationships with other
service providers and institutions (e.g., schools)
and focusing across the life course. Teens whose
challenges were reported in 2011 are now 24–29
years old. Had we focused upstream, many of the
challenging experiences they are facing could have
been mitigated earlier in their life course.
YOUTH-CENTERED SERVICES
Youth expressed an interest in a dedicated youth
service center located outside the school that
operated on a year-round basis. While these
conversations were exploratory, youth participants
offered ideas about the types of services that could
be provided.
“I think a community center would be really helpful
because it could give variety. It could host wellness
walks, seminars, have a website that teaches
support and wellness and stuff like that. It could
also provide haven for people who need help. It
could have counselors who specialize in different
issues (mental health with family, school, bullying,
etc.). It could also have more low-key ideas that
could provide comfort for people who are seeking
help but not to an extreme level.”
IN-SCHOOL HEALTH AND WELLNESS CENTER
Students emphasized the mental health challenges
they have been facing and a need for culturally
responsive services from trusted adults. Further, in
light of their exposure to vaping, tobacco, alcohol,
and other substances, they desire for more substance
education and/or treatment programs. Youth from
all three communities suggested more youth-focused
programs to provide substance use education and
support. This need was also reflected by an adult
participant who said, “We don’t have enough services
in general. We certainly don’t have enough substance
abuse or substance use education support services.”
This need for youth health and mental health services
arose in other city-specific and regional reports. As
a result, there are programs in place that could be
further built upon, scaled up, or provided sustained
financial support. For example, the Kaiser community
health needs assessment noted that in 2020–2021,
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Kaiser provided a $25,000 grant to the parent
outreach coordinator in the Livermore Valley Joint
Unified School District, to support family engagement
in access to mental health care. The program was
designed to serve approximately 2,500 individuals,
10 and, if effective, might be built on or brought to scale in the three communities.
Although Livermore has an in-school wellness
center in its high school, Livermore youth expressed
an interest in having additional services available.
Dublin has a high school wellness center with online
resources such as counselors for elementary and
middle school students. Dublin High School also has a
National Alliance on Mental Illness chapter. Findings
from these and other initiatives within each school
to promote mental health and wellness should be
shared across schools in the three cities.
COMMUNITY-BASED YOUTH AND FAMILY EVENTS
Youth spoke to the need for more affordable
extracurricular activities during the school year,
including less competitive, more affordable sports.
For many parents and children, this was an equity
issue, with those who are more affluent being
afforded more opportunities for participation
in sports and other recreational activities. We
recommend exploring opportunities to engage youth
by establishing subsidized (e.g., free or reduced cost) recreational-level sports.
Youth also noted a need for more community events
and activities in the summer. One student, reflecting
on mental health over the summer said:
“I don’t think a lot of people want to admit this
but I’ll admit summer’s probably my loneliest time
of the year. You don’t meet your friends as much,
everything is so digital and you really want to go
back to school where you see your friends every
day… I want more community events where you
can meet people – you can meet your friends,
you can meet new people, you can keep your
connections.”
A community event or activity could also connect
youth to their families. Family relationship building
supports youth mental health.
The idea for more community-based events was
proposed separately by a mental health counselor
reflecting on options to support youth and family
activities:
“It would be amazing if in the future we could
get something that’s more community-based to
support those who need help with mental health,
and families and whatnot. I’m a private practice
clinician, and I know that I have people who reach
out to me all the time, who are asking for more
things within the community, even within the
school. So it’d be great to see more. Even though
we are doing a lot, there’s always the need.”
The three cities were aware of the need for free or
reduced cost youth activities. They have worked to
make recreational activities accessible, but further
analysis is needed to determine whether the
programs are at capacity. The three cities plan to work together to decide if additional funding and event
advertising are needed, and if there are barriers to
participation, such as transportation.
Actionable Recommendation 3:
Tri-Valley Nonprofit Funding
Nonprofit staff spoke at length about the extent
to which funding mechanisms and processes
impacted their ability to effectively and efficiently
deliver services in the Tri-Valley. In short, nonprofit organizations need more funding generally, and
more specifically they need funding with fewer
restrictions that might be directed to organizational
costs, including infrastructure and paying staff a living wage. Increased funding should be allocated from
each of the three cities, as well as from Alameda
County and other funding sources. This requires
ongoing relationship building with such entities as
Alameda County and national and local foundations,
such as the Three Valleys Community Foundation
and Tri-Valley Nonprofit Alliance. As described
in the recommendation to establish a Regional
Service Network, a focus of this effort could include
relationship building between funders and nonprofits,
and grant writing and reporting support from a
development specialist.
Based on the administrative burden nonprofits face
in each of the three cities, it is recommended that
additional planning be undertaken to determine how
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Dublin, Livermore, and Pleasanton might streamline
and/or coordinate their funding processes, wherever
possible. There are a number of possible revisions to the funding process including: having longer durations
of funding, providing funding for capacity building,
simplifying application and reporting requirements,
establishing a minimum grant award, and/or
developing multi-year service contracts for core
service providers to meet identified needs.
Each city could support the identification of
alternative funding sources and help leverage
outside funds. Regional funding strategies should
also be considered to allow cities to leverage funds
for infrastructure, and ensure that services are not
duplicative. Additionally, there are a number of
possible revisions to existing funding streams that
might be considered. For example, councils might
consider general fund money, or different revenue
measures to support nonprofits. Consideration
might also be given to a revenue measure to work
regionally. Finally, a regional awarding body could be
established to serve the three cities.
Regardless of funding processes or streams, a
strategic approach must be taken to ensure the
region is collaboratively moving toward addressing
root causes of inequities. For example, North
Star questions could be used to ensure projects
are collaborative, considering both upstream and
downstream systemic factors, and encouraging
community engagement.
Actionable Recommendation 4:
Build Pipelines for a Diverse Workforce
Community members and nonprofit organizations
alike identified the need for racially, culturally, and linguistically responsive providers. The provider types most often mentioned included health care workers
such as dental and mental health providers and
service navigators. There is a need to not only attract and retain a diverse workforce, but to also build
one. One approach is to build a pipeline program
in collaboration with local high schools. This could
attract people who already speak a second language.
For those who are English-speaking only, classes in
some of the region’s most common languages could
be provided. Students could get training and
internships that prepare them for service provider
positions (thus also meeting the need for affordable
non-sports extracurricular enrichment activities).
Additionally, partnerships could be formed with
a number of entities to build a workforce that
has the knowledge and skills to serve the diverse
residents of Dublin, Livermore, and Pleasanton. This
could include engagement and support of regional
occupational programs, trade schools, training
centers, certificate programs, and local colleges and
universities. For example, building a relationship with Las Positas College, which hosts the Tri-Valley Career
Center, could help identify steps to move this
recommendation forward. Finally, as housing remains
a significant challenge for service providers, we
recommend that the feasibility of constructing
dedicated housing units for essential workers be
explored.
Actionable Recommendation 5:
Consider Multi-Sector Service
and Infrastructure Solutions
As has been highlighted across the entirety of this
report, no single challenge identified through this
process exists outside structural factors, nor are
they separate from one another. Rather the most
intractable challenges that the region faces are
deeply intertwined. One service provider reflected
on how individuals most at risk experience multiple
compounding challenges: “I work with a population
that uses the ER for primary care; mostly patients who
have substance use disorders, serious mental illness,
and chronic conditions.”
Across the findings, three primary challenges
surfaced, often in relationship to each other: 1)
housing; 2) substance use; and 3) mental health.
This finding is substantiated by the 2022 Tri-Valley
PIT Count, which found that substance use (19%)
and mental health (18%) were among the top three
causes of being unhoused, and mental health services
at 30% was the top response for what might have
prevented becoming unhoused.13
HOUSING
Housing was most often recommended as an
intervention that would have the greatest effect on
substance use and mental health, and more generally
to provide stability in the life of individuals and
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families. One provider said:
“I think we all know housing solves a lot of issues if
somebody’s suffering from substance use disorders
or alcoholism or mental health issues. If they have
a stable home, stable housing, then they have a
base. I think that’s the foundation where we really
need to start. You can’t deliver services if they don’t have a point of contact or somewhere to go. So,
if I could do all three it would be housing, mental
health assistance, drug assistance.”
Given the complexity of housing, solutions must be
multifaceted and respond to different levels of need.
For example, housing strategies should consider:
• Strategies for prevention including resources and
deep rental subsidies and affordable housing units
for individuals and families near eviction.
• Temporary assistance including shelters and
transitional housing for those who have become
unhoused.
• Case management to connect individuals and
families with housing services and supports, home
matching, and co-occurring needs (e.g., mental
health care, substance use, food insecurity).
Additionally, to mitigate workforce challenge related
to high cost of living and the need to retain essential workers, leasing preference or priority could be
incorporated as long as it complies with federal, state, and local fair housing regulations and requirements.
Essential workers should be broadly considered and
include those not typically counted such as custodial
workers, and food service staff. Further, due to
inequities in housing and the demographics of the
Tri-Valley, special attention must be paid to meet
the needs of seniors, female householders, disabled
residents, and agricultural workers.
Projection of Housing Units Needed. According to
the Housing Element for Dublin,
20 Livermore,18 and
Pleasanton19 Table 27 provides guidance on the
number of new units needed to meet the needs of
the cities, with a specific look at very low-income and low-income housing units.
Recommendations for supporting housing needs in
the Tri-Valley are also provided through the Housing
UNIT TYPE DUBLIN PLEASANTON LIVERMORE
Very low-income
(less than 50%
area median
income [AMI])
1,085 875 1,317
Low-Income
(50–80$ AMI)
625 1,008 758
Total 3,719 5,965 4,570
Table 27. New Housing Unit Needs, 2023–2031
Elements and include but are not limited to:
• Seek funding for development of housing
for extremely low, very low, and low-income
households.
• Help rehabilitate housing units occupied by
extremely low, very low, and low-income
households.
• Assign City Lower Income Housing Funds to
housing projects that accommodate special
housing groups and extremely low-income
households.
• Explicitly allow single room occupancy units
to facilitate housing for extremely low-income
households
Promising Practices by City. Livermore has produced
a significant supply of affordable housing through
federal, state, and local policies and assistance
programs. This includes affordable homeownership
opportunities and rental housing for families, seniors, people experiencing homelessness, and people with
disabilities. Affordable housing options for most
lower-income households are limited primarily to
rental housing. Therefore, preserving the existing
affordable rental housing stock and providing
rental assistance are important goals for Livermore,
reflected in its Tenant-Based Rental Assistance
Program, also referred to as Rapid Rehousing.
Dublin has projects and plans for accessory dwelling
units to contribute to the very low-income and low-
income housing supply. This includes considering
rezoning strategies and the identification of buildable acreage for future residential development.
Pleasanton has been actively issuing permits for
low-income housing and exceeded its previous
housing needs allocations in some income categories.
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Programs like the Pleasanton Home Ownership
Assistance Program, the HOME Program for rental
assistance and rehabilitation, and the Tri-Valley Rapid Re-Housing Program, which provides unhoused
families with housing placement and a gradually
decreasing rental subsidy up to 12 months to help
families stabilize and become self-sufficient, can help meet housing needs.
Based on the housing elements, all three cities have
identified strategies to meet the needs of low-income
and very low-income households. Strategies use a
mix of policy tools, zoning adjustments, development
projects, and financial mechanisms to increase the
supply of affordable housing. The realization of these
housing units depends on successful implementation
and adjustments to the strategies as needed.
Monitoring, evaluating, and revision of the approach
is necessary, as there may be challenges with funding
availability, development timelines, and changes in
population and housing market dynamics.
The success of any housing strategy hinges on forming
partnerships with existing entities already working
on the regional housing crisis. Thus, as with other
recommendations, this requires building ongoing,
working, organizational relationships.
SUBS TANCE US E
There is a clear need for additional substance use
services in the Tri-Valley. Multiple recommendations
along a continuum of treatment intensity from
implementing substance use education programs to
the construction of a substance use disorder clinic in
the region were made. Transportation to substance
use treatment facilities must be improved and
additional research to determine the extent to which
inpatient or outpatient services are most needed
must be conducted. Additionally, as this topic is so
closely connected to housing, strategies should be
identified that recognize the co-occurring needs and
stabilize an individual’s housing while simultaneously
providing substance use and mental health services.
MENTAL HEALTH
A wide variety of Tri-Valley residents, regardless
of socioeconomic status and insurance type, have
a deep need for mental health services, including
a larger and more diverse workforce, translation,
service navigation, and transportation. As with
substance use, mental health services fall on
a continuum from weekly therapy to intensive
crisis care. Additional research is needed to best
determine how to overcome the shortage of mental
health services in the Tri-Valley. This should be
done alongside mental health providers and other
organizational and governmental stakeholders. Again,
multi-sector solutions should be considered because
unmet mental health needs are closely associated
with unmet substance use and housing needs.
INFRASTRUCTURE NEEDS
A number of notable infrastructure needs must be
in place to be able to provide human services. Some
needs (e.g., housing units, substance use disorder
clinics, and mental health facilities) are known
and have been described above. However, there
are others for ongoing and emergent issues such
as the need for expanded dental care. Individual
organizations are often aware of the evolution of
infrastructur
e needs and work to meet them, such
as Axis Community Health’s identification of the
need and plans for the provision of dental chairs.
However, there is a parallel need for a regional
approach to identify all infrastructure gaps across the three cities. We recommend that Dublin, Livermore,
and Pleasanton, Alameda County, and core Tri-
Valley nonprofit providers convene to discuss the
findings of this needs assessment and work toward
a regional approach. This should include identifying
infrastructure needs across human service types via
coordinated study, in which collaborative solutions
are identified and sustained funding is secured
to ensure the provision of high-quality, culturally
responsive services.
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IX. IMPLEMENTATION PROCESSES AND PLAN
Implementation Processes
The three cities are committed to collaborating
to ensure this work continues. The first step is for
this report to be presented to the City Councils in
Dublin, Livermore, and Pleasanton in spring 2024.
By summer, the human service commissions from
each city should meet jointly to prioritize actionable
recommendations for City Council Consideration,
including the identification of who is responsible for
key activities in moving the work forward; metrics to
track progress; potential partners; and anticipated
budget. The recommendations should return to City
Councils for action and any approved project costs
developed within the City budget processes and
incorporated into the 2025/2026 operating budget.
To ensure accountability across the process,
implementation plans (samples below) should be
developed for each selected recommendation to
track, evaluate, and communicate progress toward
agreed upon goals and approaches, as articulated in
the
Approach Recommendations. Progress should be
reviewed, strategies modified, and new
recommendations (if applicable) prioritized at an
annual Joint Human Services Committee meeting.
Additionally, an annual Human Services presentation
should be made to each of the three City Councils
annually to report Needs Assessment progress.
The three cities are not only committed to
collaborative action to meet the identified human
service needs, but also doing so in a way that
is grounded in the theoretical frameworks that
emerged from community members and nonprofit
organizations during data collection. These include
a need to work upstream on social and structural
determinants of health; mitigate root causes of
inequities and collaborate with those most affected.
Each of the three cities has committed to build
upon the momentum from this Needs Assessment
process and continue to engage community members
including but not limited to those who served on
the EAPAC. As an immediate next step, EAPAC
members should be involved to identify strategies to
disseminate this material through visually engaging
products, storytelling, and at community events.
Deliberate community engagement efforts must be
made throughout the recommendation selection
and implementation processes. Finally, annual
engagement sessions and presentations should be
held in each of the three cities to keep community
members involved and abreast of emergent progress
in meeting human service needs.
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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
GOAL: ESTABLISH A REGIONAL SERVICE NETWORK LEVERAGING THE SPARKPOINT MODEL
PRIORITY
POPULATION OBJECTIVES INITIAL ACTIVITIES/STRATEGIES METRICS POTENTIAL PARTNERS • Adults
• Nonprofits
• Provide easily accessible and
comprehensive human services
• Improve service awareness and
navigation
• Increase opportunities for
formal and informal networking
between nonprofits
• Provide more opportunities
for nonprofits, faith-based
organizations, and public
agencies to collaborate and
share information
• Expand access to translation and
interpretation services
• Expand access to mobile health
services
• Provide funding resources for
nonprofits
• Increase support for community
transportation
• Connect with the United Way and
Fremont Family Resource Center
to gather information about how
to build the hub (United Way is
creating a toolkit on how to start a
SparkPoint Center)
• Build a coalition of organizational
partners and community members
to guide the creation and
implementation of the hub
• Identify funding sources
• Identify services to start building
within the hub
• Leverage community engagement
and create an education campaign
to ensure the public knows about
the service hub
• # of individuals served (total
and per service)
• Self-report assessment of
level of difficulty navigating
services in the Tri-Valley
• # of translation services
provided
• # of mobile health events
• # of activities
• # of participants involved in
activities
• Participant satisfaction
• Indicators of community
engagement and knowledge
Nonprofit coordination
• # of meetings
• # of participants involved in
each meeting
• # of warm hand offs between
nonprofit.
• # of jointly sponsored
campaigns, activities,
proposals, etc.
• Indicators of campaign,
activity, proposal success
• Member satisfaction
• United Way of the
Bay Area
• Alameda County
• Fremont Family
Resource Center
• Tri-Valley Nonprofit
Alliance
• Three Valleys
Community
Foundation
Sample Implementation Plans
As described above, there is deep commitment from each City to collaborate and take a regional approach to meeting identified needs from this process. As goals are prioritized, it is critical to develop responsive implementation plans that clearly state the prioritized population(s) for whom this goal will focus on, as well as objectives, strategies, metrics, and potential partners. Sample implementation plans addressing some of the aforementioned recommendations are below. These are meant to be further developed once goals are collaboratively agreed upon.
Table 28.Sample Implementation Plans
ATTACHMENT 1
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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
GOAL: EXPAND YOUTH SERVICES TO REDUCE MENTAL HEALTH CONCERNS
AND INCREASE ACCESSIBILITY OF EXTRA
CURRICULAR ACTIVITIES
PRIORITY
POPULATION OBJECTIVES INITIAL ACTIVITIES/STRATEGIES METRICS POTENTIAL PARTNERS • Youth • Increase access to mental health
education, screening, referral,
navigation, treatment and other
supportive services
• Increase access to substance use
and harm reduction education
• Expand summer events that
support mental health
• Increase low-cost youth and
family events
• Meet with school district staff
and school boards to share report
findings
• Understand current and future
direction of mental health
initiatives
• Expand youth mental health
services to provide year-round
resources
• Identify a curriculum for substance
use education
• Increase transportation to mental
health resources while additional
services are developed
• Increase community-based events
during summer
• Subsidize cost of youth extra-
curricular activities and sports
• # of screenings, events,
referrals, and treatments
• # of education sessions
provided
• Pre/post assessment
knowledge of substance use
and harm reduction tactics
• % increase in number of
free/subsidized youth events
and activities
• # of or % increase in
community-wide family
events
• Axis Community
Health
• Dublin, Livermore,
and Pleasanton
School Districts
• Parks and Recreation
from Dublin and
Pleasanton, and
LARPD from
Livermore
• Youth sports
organizations (e.g.,
Ballistic United
Soccer Club,
Pleasanton RAGE,
Lifetime Activities,
Dublin United
Soccer)
• Youth-serving
institutions and
organizations (e.g.,
Quest Science
Center, Pedrozzi
Foundation)
GOAL: INCREASE NONPROFIT CAPACITY TO DELIVER HUMAN SERVICES
PRIORITY
POPULATION OBJECTIVES INITIAL ACTIVITIES/STRATEGIES METRICS POTENTIAL PARTNERS • Nonprofits • Create a more efficient and
less burdensome grant writing
process across the three cities
• Increase systems and
community engaged approach
in grant award by leveraging the
North Star criteria into grant
award rubric (see Approach
Recommendations 1 and 2)
• Strengthen relationships with
potential funders including
foundations and Alameda
County
• Increase city funding for nonprofits
• Provide grant writing, marketing,
and development support for
nonprofits through regional
service hub
• Create one streamlined, simplified
application for all cities
• Integrate North Star questions
into nonprofit grant award rubric
criteria (incentivize upstream
approaches to solve top health
problems)
• % increase in funding
provided to nonprofits
• Self report – level of difficulty
in reporting and application
process from nonprofits
• # of meetings
• # of participants involved in
each meeting
• # of jointly sponsored
campaigns, activities,
proposals, etc.
• Participant satisfaction
• Alameda County
• Three Valleys
Community
Foundation
• Tri-Valley Nonprofit
Alliance
ATTACHMENT 1
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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
GOAL: BUILD A PIPELINE FOR A DIVERSE WORKFORCE IN THE TRI-VALLEY (FOCUSED ON MENTAL HEALTH AND HEAL
TH CARE PROVIDERS)
PRIORITY
POPULATION OBJECTIVES INITIAL ACTIVITIES/STRATEGIES METRICS POTENTIAL PARTNERS • Nonprofits
• Youth
• Increase youth focused
workforce development
activities
• Ensure workplaces are spaces
for inclusivity and belonging
along with increased diversity
• Support job skills development
for the unemployed and under-
employed
• Increase opportunities for
residents to participate in on-
the-job training programs and
paid internships
• Develop new mentoring
opportunities or support
recruiting for existing mentoring
programs
• Source short-, middle-, and long-
term metrics of workforce for
most affected nonprofits
• Offer students training and
internships that prepare them for
service provider positions
• Train service providers across the
Tri-Valley in cultural humility and
competency and trauma-informed
care
• Provide scholarship, internship,
and mentorship programs for in-
demand careers
• Use high school volunteer
opportunities to support the
workforce gaps (service hub
project)
• # of training opportunities
• # of cultural humility
trainings provided
• # of mentors and mentees
recruited for job mentoring
programs
• # of individuals served
in job skills/workforce
development programs
• # of employers recruited for
paid job/internship programs
• Tri-Valley Career
Center
• School Districts
• Tri-Valley Nonprofit
Alliance
• Tri-Valley Regional
Occupation Program
GOAL: CONSIDER MULTI-SECTOR SOLUTIONS TO CHALLENGES INFLUENCED BY STRUCTURAL FACTORS
PRIORITY
POPULATION OBJECTIVES INITIAL ACTIVITIES/STRATEGIES METRICS POTENTIAL PARTNERS • Adults
• Youth
• Unhoused
people
• Individuals/
families
near
eviction
• Substance
users
• Increase prevention,
temporary assistance, and
case management for those
experiencing or at risk of
becoming unhoused
• Decrease unhoused population
and those at risk for eviction
• Increase housing supply for low
and very low-income people
• Establish supports for those
needing mental health services
and substance use treatment
• Increase homelessness prevention
education to families near eviction
and education on available
services
• Provide more temporary
assistance for initial 7–10 days of
becoming homeless
• Increase services for job training;
mental health services; life skills;
and coordinated re-entry
• Increase shelters that accept single
men, fathers, and sons.
• Develop housing with specific
subset allocated for distinct
populations (essential workers)
• Improve transportation to
substance use treatment facilities
• Determine need for inpatient or
outpatient services for substance
use disorder treatment
• Decrease in unsheltered
population
• Increase in mental health
services
• Increase in access to
substance use treatment
• % increase in navigation
support services
• Increase in rental assistance
• Decrease in family/domestic
violence
• Alameda County
Office of Homeless
Care and
Coordination
• Nonprofits: Hively,
Narika, Goodness
Village, Sunflower
Hill, ECHO Housing,
Abode Services,
City Serve, Tri-Valley
Haven, Tri-Valley
Career Center,
National Alliance
on Mental Illness,
Everyone Home/
Homebase
• Faith-based
community
ATTACHMENT 1
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X. APPENDICES
Appendix 1. Social Services Inventory
The social service inventory was created from several sources including organizations engaged or mentioned during initial interviews (n=13); staff from the three cities identifying core provider organizations; the Tri-Valley Pocket Guide, a list of organizations from the 2011 Needs Assessment; a targeted search; and lists or mention of organizations provided after community interviews and focus groups. Organizations were also identified through the Alameda County Food resource map and an assessment to determine which were still operational. [Note: this represents a point-in-time count and findings may be out of date (e.g., closed from COVID-19).] The Steering Committee gave input on missing social service organizations.
While compiling this list, we encountered a number of challenges in the collection and communication of resources to community members. As soon as resource guides are created and published (e.g., the pocket guide), they quickly become out of date. Within the Tri-Valley, outside the Pocket Guide there is no central clearinghouse of up-to-date information. Further, some resources (e.g., Lawyer in the Library) are often not cross-posted. Thus, finding services requires time, capacity, and knowledge to identify and review resource lists.
Organizations were initially classified using the Kaiser Foundation Model, though there is likely to be significant cross-over and conceptual overlap between and across categories, and any singular organization may be providing services across multiple categories. Specific programs (e.g., senior services) were easier to categorize; some programs are far more complex and provided services across multiple social determinant categories. In reviewing this guide and later noted by community members and nonprofit participants, there are a significant number of food resources in the Tri-Valley.
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Appendix 2. Peer Review Report
Research in Bay Area counties with similar characteristics to the Tri-Valley was conducted to examine the role of nonprofits and community-based organizations in providing human services and to see which centralized service centers might be a model for a service hub, if further research supports this strategy. The table below indicates which of the selected counties work with nonprofits and community-based organizations to provide human services to residents.
COUNTY
MAIN ENTITY FACILITATING
SERVICE PROVISION HAS AN ONLINE SERVICE CENTER
San Mateo Nonprofits and community-based
organizations provide a large portion of
health and human services.
SMC Connect provides service navigation
for government assistance, children, teens,
family, emergency, and reporting.
Solano Nonprofits provide culturally competent
mental and behavioral health services.
Community shelters are the main resource
for navigating services for the unhoused.
Centralized for housing resources for people
who are unhoused: Resource Connect Solano.
Housing First Solano facilitates multi-agency
cooperation and coordination to overcome
challenges faced by those who are unhoused.
Marin County and city departments and divisions
West Marin Multi-Services Center provides
resource navigation, public assistance
benefits, food assistance, and behavioral
health services.
Santa Clara County and city departments and divisions
Contra Costa County and city departments and divisions
This research indicates San Mateo as the best county upon which to model Tri-Valley nonprofit and city relationships. The majority of human and health services provided by San Mateo County are delivered by local nonprofits and community-based organizations, although some are provided through city and county departments. Services meet needs related to children, teens, and families, emergency, and reporting, and each issue area consists of both county and nonprofit services. The county’s Human Services website directs users to SMC-Connect, its centralized service navigation site where residents can find services fitting their needs. The site allows users to filter based on organization type and Zip Code. Each organization lists a name and contact information, brief description, and services provided.
Similar to San Mateo, Solano County works with nonprofits and community-based organizations to provide human and health services to residents. Service provision in Solano County includes abuse prevention, access, basic needs, crisis, cultural, housing, and support and advocacy services. Although the county does not have a dedicated centralized service hub, the department webpage provides information on government- and nonprofit-provided services. For example, for navigating housing-related services, the Solano County Department of Health and Social Services directs residents to community shelters that provide service navigation for people who are unhoused (see table above).
Although Marin’s human and health services are provided through city and county departments and divisions, the West Marin Multi-Services Center could also be a model for the Tri-Valley. The center is operated and supported by the County of Marin Department of Health and Human Services and, although this center is a physical one, it provides services such as resource navigation, public assistance benefits, food assistance, and behavioral health. The resource navigation documents on its website are in English and Spanish.
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Both Santa Clara County and Contra Costa County provide services through programs and resources housed within their health and human services divisions. They do not have a centralized service hub.
Fremont Service Center
In addition to researching counties similar to the Tri-Valley region, the Fremont Service Center was mentioned as an example of an online service navigation center for city residents. It includes services related to aging, youth, families, homelessness, transportation, financial literacy, and mental health. The resources and services listed on the website consist of government- and community-based services. The Fremont Service Center would be a good reference for building the recommended service hub in the Tri-Valley since the region is made of three cities. Modeling a hub after a city-based service center might create a clearer pathway as to how to integrate all the services the Tri-Valley has to offer into a single location.
Be Well OC
As noted, a need has been identified to provide more intensive outpatient and inpatient services for mental health and substance use. One organization being explored is Be Well OC. Its model is a collaborative approach to mental health and substance use services to create a more compassionate and accessible mental health care system. It prioritizes strategic partnerships and community-wide engagement to reduce stigma, bridge service gaps, and improve overall accessibility to care. Be Well OC emphasizes coordinated action, focuses on specialized initiatives for targeted issues, and has a strong commitment to system change. The extent to which Be Well OC might be integrated into the Tri-Valley is undetermined, but it is one approach to providing services that the Tri-Valley might take to meet both mental health and substance use needs.
Accountable Communities for Health
An accountable community for health (ACH) is a community-driven collaborative dedicated to making lasting and transformational change in the health of a community and advancing health equity. ACHs provide residents and key partners from diverse sectors an infrastructure for working together to change systems and build stronger, more cohesive communities prepared to overcome existing and emerging health challenges over the long term. The ACH’s key roles—elevating community voices, facilitating multi-sector dialogues, and aligning organizations and systems—facilitate powerful and sustainable changes that reflect the needs of the community. (https://www.cachi.org/fundamentals) the CACHI website has myriad resources on how to start and maintain an ACH. There are 37 ACHs throughout California. The table below outlines those in proximity to the Tri-Valley and describes their work and goals.
Healthy Havenscourt
Collaborative (HHC) –
Alameda County
Social supports and services
for Medi-Cal participants
Coordinated by the East Bay Asian Local Development Corporation, HHC works to improve health inequities by strengthening social supports and services for residents of Oakland’s Havenscourt neighborhood. HHC will improve housing stability and job quality, with a focus on California Advancing and Innovating Medi-Cal’s Community Support element.
Unincorporated Health and
Wealth Initiative – Alameda
County Ashland-Cherryland
Economic empowerment for
at-risk Latino, Black, and Asian
households
Nonprofits provide culturally competent mental and behavioral health services.
Community shelters are the main resource for navigating services for the unhoused.
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Contra Costa ACH
Helping residents live safely,
healthy and well
With Contra Costa Health support, this ACH aims to improve the lives of county residents by addressing a variety of health-affecting factors, with a focus on living safely, healthy and well. It aligns with the state’s Let’s Get Healthy California initiative.
Marin 9 to 25
Improving youth physical and
mental health
With the Marin County Probation Department and BluePath Health support, this ACH focuses on youth physical and mental health challenges and the substance abuse crisis. It welcomes youth voices, embeds equity, and ex- pands care navigation to schools across Marin County. It will align its efforts with the state’s Children and Youth Behavioral Health Initiative.
Health Action Together
Sonoma County
Advancing anti-racist practices
in public health
Health Action Together works countywide to advance anti-racist practices in support of health equity. Its focus over the next few years is to apply these principles in executing the deliverables of grants related to the state’s Community Equitable Recovery Initiative and the Future of Public Health.
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Appendix 3. Comprehensive Quantitative Data
Please email [email protected] for raw data.
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Appendix 4. Previous Community Health Needs Assessments
REPORT DESCRIPTION
TVAPC 2023 Data Profile: Just Get-
ting by in the Tri-Valley
Data profile detailing the demographic and population changes of Dublin, Livermore, Pleasanton. It highlights issues and barriers faced by low-income households and the intersectionality of such barriers. 2019 Tri-Valley Paratransit Study Explores how effective the organization, management, and delivery of paratransit services are in the Tri-Valley area.
Stanford 2022 Community Health
Needs Assessment
Conducted by Stanford Health Care, ValleyCare to assess the health of the community in their service area, which primarily consists of Dub- lin, Livermore, Pleasanton, and San Ramon.
John Muir Health 2022 Community
Health Needs Assessment
Explores conditions affecting community health within the service area of John Muir Health (Contra Costa County, Northern Alameda County, and Livermore). Tri-Valley data from this report is limited to the Livermore region.
Kaiser Permanente Walnut Creek
Medical Center 2022 Community
Health Needs Assessment
Encompasses community health profile the Kaiser Permanente Wal- nut Creek Medical Center’s service area (Walnut Creek, Contra Costa, Antioch, and Livermore). Tri-Valley data for this report is limited to the Livermore region.
Alameda County Community Health
Needs Assessment
Conducted through the Alameda County Health Care Services Agency and the Alameda County Public Health Department, this report looks at the community health of Alameda County and conditions and fac- tors that influence it.
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Appendix 5. EAPAC Recruitment Materials
“What is a Needs Assessment?”
What is a Needs Assessment?
JSI, a public health research and consulting organization, has been hired by the cities of Pleasanton, Dublin, and Livermore to conduct a Human Services Needs Assessment in the Tri-Valley.
Using quantitative and qualitative data, this Needs Assessment will highlight the important services already provided in the community and will identify gaps in services.
A Needs Assessment is a resource used to understand the unique qualities of a given community including its strengths and opportunities for growth. Needs Assessments often utilize both quantita
tive and qualitative data to gain a representative depiction of a community.
Quantitative data is data that can be counted, measured, or given a numerical value. In this needs assessment, the quantitative data we are collecting includes demographic information, such as race, ethnicity, age, income, employment, marriage status, etc. Quantitative data can be collected through surveys, existing data sets such as census data, data from local organizations and county agencie
s, and other data sources.
Qualitative data is descriptive and collected through focus groups, interviews, and conversations. This data is not numerical and can be observed and recorded. Qualitative data provides insights into data that cannot be collected quantitatively and provides a space for community members to share their experiences.
In this Needs Assessment, we aim to answer the following questions:
- W ho
lives and works in the community? What are their needs? - What businesses and organizations are central to the community? - What are the strengths of the community?
- What are the areas for growth within the community?
Who is Involved?
To ensure community voice is centered, JSI and the Tri-Valley have created committees to guide the development of the needs assessment. These include the:
● Steering Committee - Representatives from the three cities, Alameda county, local nonprofits, and JSI s
taff. This committee provides oversight and support to the project, and assists with the distribution of findings.
● Eastern Alameda Power and Action Committee (EAPAC) - Community members, service providers, and service recipients. This committee is involved with focus group and interview recruitment, preparation, facilitation, and supports data analysis.
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EAPAC Recruitment Flyer
I f y o u a r e i n t e r e s t e d , p l e a s e u s e t h i s Q R c o d e o r e m a i l u s a t e a n a @ j s i . c o m
A P P L Y N O W
Attend all EAPAC meetings in-person or virtually (approximately 4 meetings Feb - Oct 2023) Provide feedback on the qualitative data collection process.
Assist in identifying community partners for qualitative data collection, which includes focus groups and interviews.
Review community facing materials for community friendliness, which include, but not limited to, recruitment flyers, questionnaires, community stories, etc.
Help develop data collection tools, such as questionnaires for focus groups and interviews.
Review qualitative and quantitative data findings to ensure accurate reflection of the Tri-Valley community.
Share resources and information with the JSI team and the Steering Committee.
Conduct focus groups or interviews, if interested and have time available, in the community's language.
Assist with the development of a plan for storytelling about the Tri-Valley.
Assist with the development of an Implementation Plan (apply results from the assessment to the community).
The Eastern Alameda Power and Action Committee will be integral to the development of a needs assessment that is representative of the community. Members will be involved in the qualitative data collection process from the beginning. The EAPAC will serve multiple purposes, including creating strong local connections when recruiting for qualitative data collection (focus groups and interviews) and supporting the development of interview guides.
The group will also support the interpretation/analysis of data, using a special local context. This will ensure all communities are represented in the data and that interview questions are developed in a culturally competent manner.
This is a compensated position and is open to all Tri-Valley community members. We are looking for individuals who have lived experience accessing and/or providing health and human services, individuals from groups that do not feel that their voice is heard in the community, and/or community volunteers/residents that have a deep understanding of the needs of the Tri-Valley. Each member will have the opportunity to be involved in any element of the process, if interested. No prior experience is needed - all training will be provided.
Responsibilities
Members will be compensated up to $780 (depending on hours worked), paid in 3 installments. The time commitment is approximately 15 hours between February - October, 2023.
WE NEED
Y O U R H E L P
Y O U R H E L P
J O I N T H E E A S T E R N A L A M E D A C O U N T Y P O W E R
A N D A C T I O N C O M M I T T E E
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EAPAC Interest Form
11/6/23, 9:38 AM Eastern Alameda County Power and Action Committee - Interest Form La Comisión de Poder y Acción del Condado de Eastern Al… https://docs.google.com/forms/d/1k1-BhiXpwSRJ1wMrY1ODhUggDQa43q-wDrk-3aemxn8/edit 1/7 Eastern Alameda County Power and
Action Committee - Interest Form
La Comisión de Poder y Acción del
Condado de Eastern Alameda -
Formulario de interés
The cities of Pleasanton, Dublin, and Livermore are working together to create a Human Services Needs Assessment that outlines the strengths and needs of the Tri-Valley Community. This assessment will be used by nonprot organizations, city governments, and county agencies to make decisions about funding and resource allocation. As a part of this process, the
Eastern Alameda Power and Action Committee (EAPAC) will help develop a Human Services Needs Assessment that is representative of the Tri-Valley community. The committee will guide the development of focus group questions and qualitative data collection, ensuring all groups are represented in the data and that the questions are developed in a culturally competent manner. Each member will have the opportunity to be involved in any element of
the needs assessment process, if interested.
This is a compensated position and is open to all Tri-Valley community members who have lived experience accessing and/or providing health and human services. Members will be compensated up to $780 (depending on hours worked), paid in 3 installments. The time commitment is approximately 15 hours between February - October, 2023.
Email
any questions to [email protected]
Please complete this form to indicate your interest in serving on the EAPAC ________________________________________________________________ Las ciudades de Pleasanton, Dublin y Livermore están trabajando juntas para crear una Evaluación de Necesidades de Servicios Humanos que describe las fortalezas y necesidades de la comunidad de T
ri-Valley. Esta evaluación será utilizada por
organizaciones sin nes de lucro, gobiernos municipales y agencias del condado para tomar decisiones sobre el nanciamiento y la asignación de recursos. Como parte de este proceso, la Comisión de Poder y Acción de Eastern Alameda (EAPAC) ayudará a desarrollar una Evaluación de Necesidades de Servicios Humanos que sea representativa de la comunidad de Tri-V
alley. La comisión guiará el desarrollo de las preguntas de los grupos focales y la recopilación de datos cualitativos, asegurando que todos los grupos estén representados en los datos y que las preguntas se desarrollen de una manera culturalmente competente.
Cada miembro tendrá la oportunidad de participar en cualquier elemento del proceso de evaluación de necesidades, si está interesado.
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Appendix 6. Interview Guides and Focus Group Materials
Nonprofit Focus Group Guide
Tri-Valley Non-Profit Focus Group Facilitators Guide
Hi everyone! Thank you for joining us today and taking the time to meet with us. My name is _______ and this is my colleague _______. We are team members from JSI, a public health research and consulting firm, helping the Tri-Valley to conduct a needs assessment to better understand the strengths and needs of your community in regards to health and human services.
My colleagues and I will be facilitating this focus group today. I also have with me, ___
__ who will be taking notes on what we discuss and helping with any tech issues. The session will also be recorded, so we can make sure we do not miss any of your thoughts but your responses will remain anonymous.
As you all are joining, please take a moment to chat in the following: introductions and greet each other. Please unmute and say your name, your organization, your position/role, and something that brought you joy in the last week.
The goals of our discussion today are to learn more about your experiences working at non-profit
organizations in the Tri-Valley, learn more about your communities’ strengths and challenges, organizational needs, partnerships, and recommendations.
This focus group is scheduled to last about an hour and a half.
Participation is voluntary. If you prefer to not answer a question, that is okay. We want to be respectful of what each of you shares and for this reason, we ask that everyone in this group respect the confidentiality of others by not repeating what they have heard outsid
e this group. We will not be identifying anyone personally in any of our findings. We will only summarize themes from the focus group discussions. In our report, we may reference a comment you made, but we will refer to individuals as “participants” and will not share any identifying information. Also, please ask questions or let us know if you don’t understand something, or if something that we said is
bothering you in any way.
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First Responders Interview Guide
Tri-Valley First Responders Facilitators Guide
Hi! Thank you for joining us today and taking the time to meet with us. My name is _______ and this is my colleague _______. We are team members from JSI, a public health research and consulting firm, helping the Tri-Valley to conduct a needs assessment to better understand the strengths and needs of your community in regards to health and human services. As first responders, we understand that you’re often some of the first people to interact with community members in crisis situations,
so we’re interested in learning about what needs you’re seeing in the community and what resources you and your department/organization would need to connect people with service providers.
____ and I will be facilitating the interview today and we will also be taking notes.
The session will also be recorded, so we can make sure we do not miss any of your thoughts but your responses will remain anonymous.
The goals of our discussion today are to learn more about your experiences working as First Re
sponders in the Tri-Valley, learn more about your communities’ strengths and challenges, organizational needs, partnerships, and recommendations.
This interview is scheduled to last about an hour. The questions are split into five sections, so we plan on sending about ten minutes per section, but we can certainly be flexible during the hour.
Participation is voluntary. If you prefer to not answer a question, that is okay. We will not be ide
ntifying you personally in any of our findings. We will only summarize themes from the interview. In our report, we may reference a comment you made, but we will refer to you as an “interviewee” or “key informant” and will not share any identifying information. Also, please ask questions or let us know if you don’t understand something, or if something that we said is bothering you in any way.
Facilitator 1: Does anyone have any questions before we start? Great!
Now we can get started with the discussion. We will now start the recording.
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Community Focus Group Guide
Tri-Valley Community Members Focus Group Facilitators Guide and Note Taking Guide
Hi everyone! Thank you for joining us today and taking the time to meet with us. My name is _______ and I have with me my co-facilitator _______. We are members of the Eastern Alameda Needs Assessment Power and Action committee, which is a committee of community members who are guiding the needs assessment process.
We also have with us here today folks from JSI, a public health research and consulting company that have been hired by the Tri-valley to help with this needs assessmen
t.
I also have with me, _____ and ______ who will be taking notes on what we discuss and helping with any tech issues. The session will also be recorded, so we can make sure we do not miss any of your thoughts but your responses will remain anonymous.
As you all are joining, please take a moment to chat in the following: your name and what is something that brought you joy this week.
The primary purpose of the meeting today is to hear from you all about the most pressin
g needs and challenges faced by your community, as well the strengths and assets that could be leveraged to support the wellness of your community.
This discussion is part of a larger effort to understand the needs of the community; this effort is called a needs assessment. A needs assessment is a tool to collect stories to gain a better understanding of what is going on in our community. Most importantly, the discussion will inform and help us to explore how we can all work more effec
tively together to address the issues you all bring up during our conversation.
The discussion today will focus on the following topics:
1. Challenges and strengths related to community well-being
2. Health and human services in your community
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Intercept Interview Guide
Intercept Interview Questions
1. What are the strengths of your community?
2. What are the challenges in your community?
3. What services are most useful and helpful?
4. What services would you like to see more of?
5. What are some recommendations ideas?
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Focus Group Interest Form
11/3/23, 10:38 AM Eastern Alameda Needs Assessment - Focus Group Interest https://docs.google.com/forms/d/1mnYJJ5Mr7NI2c_6DJjyRgNkpxwd0EEaU-ZfmEkq9dXo/edit 1/7
1. Email *
2. 3.
4. Eastern Alameda Needs Assessment -
Focus Group Interest
Thank you for your interest in participating in the Eastern Alameda Human Services Needs Assessment.
Please ll out this form:
https://survey.alchemer.com/s3/7409942/Eastern-Alameda-Needs-Assessment- Community-Member-Focus-Group-Interest
Or feel free to email us with any questions at: [email protected] Thank you for your time and interest in participating!
* Indicates required question
First Name *
Last Name *
What is your phone number? *
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Demographics Data Collection Form
11/3/23, 11:11 AM Demographic Data Collection
https://docs.google.com/forms/d/e/1FAIpQLSfQAJgmdHBHLVl5AmLmX5tYteJFVDZhHlEkRNT5OSj4TQKuPw/viewform 1/8 Demographic Data Collection
Thank you for helping with the needs assessment of the Tri-Valley! We really appreciate your time and willingness to share your experiences as someone living or working in the Tri-Valley. To gain a better understanding of who is participating in focus groups or interviews, we would like to collect some basic demographic information. In our reports and summaries of the data, we will not attach your name to any of the demographic data collected.
[email protected] Switch account
Not shared
* Indicates required question
First Name
Your answer
Last Name *
Your answer
What is your email address *
Your answer
What is your phone number? *
Your answer
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Appendix 7. Programs and Funded Services
Following the 2011 Needs Assessment (partial list)
PROGRAM OR SERVICE CITY (IF APPLICABLE)
Abode Services Tri-Valley Housing Navigation
Alameda County Public Health Women Infant & Children Program opened a new office at the TVNPA building.
Livermore
Avance w/Midpen Housing (44 units of affordable accessible housing for persons with developmental disabilities)
Livermore
Axis Community Health/Alternative Response Unit Agreement for health services for substance use disorders
Pleasanton
Axis Community Health Clinic Pleasanton
Axis Community Health Dental and Mental Health Clinic Livermore Axis Community Health Dental Clinic Dublin
Axis Community Health multi-year agreement for youth mental health counseling Pleasanton Camden Ave w/ Tri-Valley Reach (acquisition of a 3-bedroom, below market rate townhouse for permanent supportive housing for individuals with disabilities who can live independently) Livermore
Chestnut Square w/Midpen Housing (72 affordable senior and 42 affordable family rental units)
Livermore
CityServe assumed senior citizen services on behalf of Senior Support Program of the Tri-Valley Livermore & Pleasanton
CitySer
ve offices in Livermore and Pleasanton
CityServe rental assistance program
CityServe unhoused outreach provider for Tri-Valley
Development of the Human Services Grant Program and Commission Dublin Eden I/R - Multi-Year Contract/Ongoing Support for 2-1-1 Services Goodness Village Livermore
Hively childcare and mental health headquarters office Pleasanton Hively Family Resource Center Dublin
Housing Consortium of the East Bay Vineyard 2.0
Livermore Multi Service Center renovation (Tri-Valley project) Open Heart Kitchen region-wide pandemic food distribution services Open Hearth Kitchen anchor tenant at Vineyard 2.0 Livermore Open Hearth Kitchen food distribution hub Livermore
Stanford Tri-Valley, Axis, OHK, and Cities of Dublin, Livermore and Pleasanton pandemic vaccine clinic at Alameda Coun
ty Fairgrounds
Dublin, Livermore,
and Pleasanton
Sun
flower Hill at Irby Ranch constructed for individuals with developmental disabilities
Pleasanton
Sun
flower Hill is in development discussions with Dublin Dublin Tri-Valley Haven renovated the Sojourner House and in early stages of complete rebuild for Shiloh
Tri-Valley Haven Tenant-Based Rental Assistance Program Livermore Tri-Valley NonProfit Alliance established
Axis Community Health – health care services for the substance use disorder unhoused Pleasanton
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XI. REFERENCES
1. United Nations. (n.d.). Capacity-building. United Nations Academic Impact. Retrieved November 7th, 2023, from https://www.un.org/en/academic-impact/capacity-building
2. City of Pleasanton. (n.d.). City Council. Retrieved November 7, 2023, from https://www.cityofpleasantonca.gov/gov/ depts/manager/council/default.asp
3. JSI’s Center for Health Equity (CHE). Internal document.
4. U.S. Department of Health & Human Services. (n.d.). What is lived experience? Retrieved November 7, 2023, from https://aspe.hhs.gov/sites/default/files/documents/5840f2f3645ae485c268a2784e1132c5/What-Is-Lived- Experience.pdf
5. California Department of Health Care Services. (n.d.). Home. Retrieved November 7, 2023, from https://www.dhcs. ca.gov/
6. World Health Organization. (n.d.). Social determinants of health. Retrieved November 7, 2023, from https://www. who.int/health-topics/social-determinants-of-health#tab=tab_1
7. Resource Development Associates. (2011). Eastern Alameda County 2011 Human Services Needs Assessment:
Findings Report. Retrieved November 7th, 2023 from https://admin.cityofpleasantonca.gov/civicax/filebank/ blobdload.aspx?BlobID=22872
8. Kaiser Family Foundation. (n.d.). Beyond health care: The role of social determinants in promoting health and health equity. Retrieved November 7, 2023, from https://www.kff.org/racial-equity-and-health-policy/issue-brief/beyond- health-care-the-role-of-social-determinants-in-promoting-health-and-health-equity/
9. John Muir Health. (2022). 2022 Community Health Needs Assessment. Retrieved November 7th, 2023 from https:// www.johnmuirhealth.com/content/dam/jmh/Documents/Community/John%20Muir%20Health%20CHNA%20 Report%2012.14.2022_Final.pdf
10. Kaiser Permanente. (September, 27th, 2022). Kaiser Permanente Walnut Creek Medical Center 2022 Community Health Needs Assessment. Retrieved November 7th, 2023 from https://about.kaiserpermanente.org/content/dam/ kp/mykp/documents/reports/community-health/walnut-creek-chna-2022.pdf
11. Stanford Health Care. (2022).Community Health Needs Assessment. Retrieved November 7th, 2023 from https:// stanfordhealthcare.org/content/dam/valleycare/community-benefits/2022-Community-Health-Needs-Assessment- (CHNA).pdf
12. 2-1-1 Tri-Valley Area Data. (as of 2/28/2023)
13. Applied Survey Research. (2022). 2022 Tri-Valley Homeless Count and Survey Comprehensive Report.
14. Alameda County Health Care Services Agency Public Health Department. (n.d). Community Health Needs Assessment 2022-2025. Retrieved November 7th, 2023 from https://acphd-web-media.s3-us-west-2.amazonaws. com/media/programs-services/chip/docs/chna-2022-25.pdf
15. Tri-Valley Anti-Poverty Collaborative. (2023). Data Profile: Just Getting By in the Tri-Valley. Retrieved November 7th, 2023 from https://tvnpa.org/wp-content/uploads/2023/10/TVAPC-Data-Profile_Final_10.13.23.pdf
16. Pleasanton: Youth Master Plan (2010). Retrieved November 7th, 2023 from https://www.cityofpleasantonca.gov/ civicax/filebank/blobdload.aspx?BlobID=23597
17. The City of Pleasanton. (January 2019). Mobility Forward Tri-Valley Paratransit Study. Retrieved November 7th, 2023 from https://www.wheelsbus.com/wp-content/uploads/2019/06/mobility-forward-final-report.pdf
18. City of Livermore. (2022). 2023-2031 Housing Element. Retrieved November 8th, 2023 from https:// imaginelivermore2045.org/wp-content/uploads/2023/01/Livermore-Revised-Draft-Housing-Element_1-20-23- tracked-updated_1-30-23.pdf
19. City of Pleasanton. (2022). 2023-2031 Housing Element. Retrieved November 8, 2023 from https://static1. squarespace.com/static/60774c0969df227a3b4ab0a6/t/64de9d1417f45103de0ae2c7/1692310817015/LWC_ Pleasanton_HEU_Adopted_Revised_081723_compiled_compressed.pdf
20. City of Dublin. (2022). 2023-2031 Housing Element. Retrieved November 8, 2023 from https://dublin.ca.gov/ DocumentCenter/View/31628/City-of-Dublin-6th-Cycle-Housing-Element-October-2022
EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS ATTACHMENT 1
145
CITY COUNCIL STAFF REPORT
ITEM NO. 5.1
DATE:
February 26, 2024
TO:
Honorable Mayor and City Council
FROM:
Marianna Marysheva, City Manager
SUBJECT:
Approval of draft minutes - February 12, 2024 Regular Meeting.
RECOMMENDED ACTION
Staff recommends the City Council approve the draft minutes.
SUMMARY
DISCUSSION
ATTACHMENTS
1. DRAFT 2024-02-12
Prepared by: Debbie Elam
Acting City Clerk
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
146
FEBRUARY 12, 2024 Minutes CM/75/1
CI
TY COUNCIL
FEBRUARY 12, 2024
________________________________________________________________ C
LOSED SESSION
CAL
L TO ORDER – The Closed Session of the City Council was called to order by Vice Mayor Robert W. Carling at 6:30 pm, held in person at 1016 S. Livermore Avenue and YouTube.
RO
LL CALL – Present: Vice Mayor Robert W. Carling and Council Members, Ben Barrientos, Evan Branning, and Brittni Kiick.
A
bsent: Mayor John Marchand
O
PPORTUNITY FOR THE PUBLIC TO ADDRESS THE CITY COUNCIL
REGARDING CLOSED SESSION ITEMS.
V
ice Mayor Carling opened the public comment period.
T
here were no speakers and the hearing was closed.
C
ity Attorney Jason Alcala made the following announcement: Pursuant to Government Code section 54956.9(e)(2), I would like to disclose that the session tonight relates to a claim LIVE -2023-2024-0138-01 by Hiderliter, de Llamas and Associates Inc. received on February 6, 2024, and a letter from their attorney dated January 18, 2024.
1. ADJ
OURN TO CLOSED SESSION
1.1 Anticipated Litigation – To meet with the City Attorney pursuant to Government Code section 54956.9(e) because there is significant exposure to litigation against the City based on existing facts and circumstances. (One Case) § 54956.9(e)(2) – Facts and circumstances including, but not limited to, an accident, disaster, incident, or transactional occurrence that might result in litigation against the agency and that are known to a potential plaintiff or plaintiffs. ______________________________________________________________ __ RE
GULAR MEETING
2 . CALL TO ORDER – The m eeting of the City Council was called to order by Vice Mayor Robert W. Carling at 7:00 pm, held in person at 1016 S. Livermore Avenue and YouTube.
ATTACHMENT 1
147
CM/75/2 Minutes FEBRUARY 12, 2024
ROLL CALL – Present: Vice Mayor Robert W. Carling and Council Members Ben Barrientos, Evan Branning, and Brittni Kiick.
Abs
ent: Mayor John Marchand
PLE
DGE OF ALLEGIANCE
REPO
RT OF ACTION TAKEN IN CLOSED SESSION
City
Attorney Jason Alcala said there was no reportable action.
3. PROCL
AMATIONS AND PRESENTATIONS
3.1 Air
port Commission annual update, presented by Chair Darin Bishop.
Benny S
tuth, Acting Airport Manager presented the annual update.
4. OPEN F
ORUM
Vic
e Mayor Carling opened the public comment period.
Gre
g Scott, provided a comment.
Donna C
abanne, provided a comment.
Shir
ley Lewandowski, provided a comment.
Feli
cia Ziomek, provided a comment.
Jackson
Peterson, provided a comment.
Jea
n King, provided a comment.
Connie
Kopps, provided a comment.
Karl
Wente, provided a comment.
There w
ere no more speakers, and the public comment period was closed.
5. CONSE
NT CALENDAR
Vic
e Mayor Carling opened the public comment period.
Connie
Kopps, provided a comment.
Karl
Wente, provided a comment.
There w
ere no more speakers, and the public comment period was closed.
ATTACHMENT 1
148
FEBRUARY 12, 2024 Minutes CM/75/3
ON THE MOTION OF COUNCIL MEMBER KIICK, SECONDED BY COUNCIL MEMBER BRANNING AND CARRIED ON A 4- 0 VOTE, THE CITY COUNCIL APPROVED THE CONSENT CALENDAR.
5.1 Approv
al of draft minutes
5.2 Adopti
on of O rdinance 2154 levying special taxes within Community Facilities District 2023-2 (Arroyo Vista Maintenance and Services) located on the east and west side of the Arroyo Seco Channel along Las Positas Road.
5.3 Resolution 2024-016 authorizing the acceptance for permanent maintenance, release of security bonds, and execution of a Notice of Completion for the 2023 Storm Damage Repair (Non- Arroyo Mocho Sites) Debris Removal Project S202300A, and Permanent Repair Project S202300P.
5.4 Resolution 2024-017 approving Final Tract Map 8379 Arroyo Vista - Phase 1, and authorizing execution of a Subdivision Improvement Agreement for the Arroyo Vista Project located on the west side of the Arroyo Seco Channel along Las Positas Road.
5.5 Resolution 2024-018 authorizing establishment of Administrative Guidelines for the deferral of Downtown Parking In-Lieu Fees.
6. PUBLI
C HEARINGS – NONE
7. MATT
ERS FOR CONSIDERATION - NONE
8. COUNCI
L COMMITTEE REPORTS AND MATTERS INITIATED BY CITY
MANAGER, CITY ATTORNEY, STAFF AND COUNCIL MEMBERS
THE M
AYOR AND CITY COUNCIL MEMBERS PROVIDED A SUMMARY OF
RECENTLY ATTENDED EVENTS AND MEETINGS IN ADDITION TO THE INFORMATION PROVIDED IN THE SUPPLEMENTAL PACKET. COUNCIL
MEMBERS WHO DID NOT PROVIDE A SUMMARY IN THE SUPPLEMENTAL PACKET ARE INCLUDED BELOW.
Live
rmore Amador Valley Transit Authority (LAVTA) Council Member Kiick noted her attendance at the board meeting on February 5, 2024.
League o
f California Cities (LOCC) Academy for Mayors and Council Members, Council Member Barrientos noted his attendance January 24- 26, 2024.
Assemb
ly Member Rebecca Bauer -Kahan, Council Member Barrientos noted his attendance at a meeting with Assembly Member Bauer -Kahan’s field representative.
Spri
ngtown Homeowners Association, Council Member Barrientos noted his attendance at the meeting.
ATTACHMENT 1
149
CM/75/4 Minutes FEBRUARY 12, 2024
St
opwaste.org Vice Mayor Carling encouraged people to view the website regarding grant funding.
9. ADJ
OURNMENT – at 7:42 pm to a Regular City Council Meeting on Monday, February 26, 2024, at 7:00 pm, Civic Center Meeting Hall, City Council Chambers, 1016 S. Livermore Avenue.
APPROVED:
RO BERT W. CARLING, VICE MAYOR
ATTEST: __
DEB ORAH L. ELAM, ACTING CITY CLERK
ATTACHMENT 1
150
CITY COUNCIL STAFF REPORT
ITEM NO. 5.2
DATE:
February 26, 2024
TO:
Honorable Mayor and City Council
FROM:
Paul Spence, Assistant City Manager
SUBJECT:
Resolution authorizing a first amendment to the agreement with LSA Associates, Inc. to provide environmental documentation services, increasing the scope of services and the compensation not-to-exceed amount from $54,050 to $166,565, and extending the term of the agreement to May 31, 2025.
RECOMMENDED ACTION
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute a first amendment to the agreement with LSA Associates, Inc. to provide environmental documentation services, increasing the scope of services and the compensation not-to-exceed amount to $166,565, and extending the term of the agreement to May 31, 2025.
SUMMARY
The Planning Division is currently managing a subdivision and site plan design review of the proposed project for a 115-unit multi-family residential development on a 6.54-acre site located at the corner of Pacific Avenue and Livermore Avenue.
The first amendment to the Professional Services Agreement (Agreement) will enable LSA Associates, Inc. (Consultant) to provide environmental documentation services consistent with the new development application received in 2023. The amendment will increase the compensation not-to-exceed amount from $54,050 to $166,565. The amendment amount of $166,565 would be required to be paid by the City with funds collected from the project applicant over the term of the agreement.
Approval of this Agreement will facilitate progress on this project and enable the Planning Division to continue providing high-quality review of the development proposal and meet required timelines for processing the application.
DISCUSSION
The project description has changed since the application was first submitted in October of 2021. The first application was for a mixed-use development, consistent with the designated Neighborhood Mixed 151
Use zoning. In March of 2023, the applicant submitted a preliminary application under SB 330 (Builder's Remedy). The former mixed-use application changed to a 100 percent residential use. The previous environmental document was expected to be an Initial Study/Mitigated Negative Declaration. Under the new application, the environmental document is expected to be an Environmental Impact Report.
The project scope of work includes the preparation of environmental compliance documentation to satisfy requirements of the California Environmental Quality Act (CEQA). Previously, the original agreement’s scope included the preparation of an Initial Study/Mitigated Negative Declaration. In consideration of the change of project description under the applicant’s use of SB330 (Builder’s Remedy), the City requires the scope of work to include a possible Environmental Impact Report. The services proposed by the Consultant in the new scope of work under the first amendment to the Agreement will enable the Planning Division staff to focus internal efforts on the entitlement aspects of the project while relying on the expertise of the Consultant to complete the environmental analysis.
FISCAL AND ADMINISTRATIVE IMPACTS
Environmental documentation services provided under this contract amendment for the project known as the South Livermore Avenue and Pacific Avenue Multi-Family Housing would utilize funds from the project applicant, and no additional appropriation is necessary to cover consultant contract costs over the next two fiscal years (2023-24 and 2024-25). Utilization of City staff time will be necessary to administer the consultant agreement and provide supervisory oversight of the Consultant's day-to-day performance.
COMMUNITY PILLAR
3: Environmental Stewardship
GOAL
3: Help the City fulfill its obligations under state and federal environmental regulations, and in response to regulatory oversight.
ATTACHMENTS
1. Resolution
2. Exhibit A - Agreement
Prepared by: Jennifer Ackerman
Assistant Planner
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
152
RESOLUTION NO.
IN THE CITY COUNCIL OF THE CITY OF LIVERMORE, CALIFORNIA
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A FIRST AMENDMENT TO THE AGREEMENT WITH LSA ASSOCIATES, INC. TO PROVIDE
ENVIRONMENTAL DOCUMENTATION SERVICES, INCREASING SCOPE OF
SERVICES AND COMPENSATION FOR A TOTAL NOT-TO-EXCEED AMOUNT OF $166,565, AND EXTENDING THE TERM TO MAY 31, 2025
The Planning Division is currently managing a subdivision and site plan design review of the proposed project for a 115-unit, multi-family residential development on a
6.54-acre site known as the South Livermore Avenue and Pacific Avenue Multi-Family Housing.
The proposed First Amendment with LSA Associates, Inc. would increase compensation by $112,515 for a total not-to-exceed amount of $166,565 and extend the term to May 31, 2025.
The project scope of services includes the preparation of environmental compliance documentation to satisfy requirements of the California Environmental Quality Act (CEQA), which may include an Environmental Impact Report. Previously, the original agreement’s scope included the preparation of an Initial Study/Mitigated Negative Declaration.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Livermore, that:
1. The City Manager is authorized to execute the First Amendment to the Professional Services Agreement with LSA Associates, Inc. to provide environmental document preparation services for the project known as the South Livermore Avenue and Pacific Avenue Multi-family Housing, increasing the scope of services and compensation with a not-to-exceed amount of $166,565, and extend the term to May 31, 2025.
2. The term of this Agreement commences on June 27, 2022, and terminates upon the completion of the Services or May 31, 2025, whichever occurs first.
On motion of Council Member , seconded by
Council Member , the foregoing resolution was passed
and adopted on February 26, 2024, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
153
RESOLUTION NO.
ATTEST: APPROVED AS TO FORM:
/s/ Kimberly D. Cilley
Deborah L. Elam Kimberly D. Cilley
Acting City Clerk Senior Assistant City Attorney
Exhibit A – First Amendment with LSA Associates, Inc.
154
Amendment - Professional Services Agreement Page 1
Rev. 09/19/23
FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
THIS FIRST AMENDMENT is made and entered into this ____ day of ________, 2024, by and between the City of Livermore (“City”), a municipal corporation, and LSA Associates, Inc. (“Consultant”), a California corporation.
RECITALS
On June 27, 2022, City and Consultant entered into an agreement for Consultant to provide professional environmental documentation services to City (“Original Agreement”). Section 21 of the Original Agreement requires that any modifications to it must be in writing and signed by the parties.
City and Consultant desire to amend the Original Agreement to increase the scope of work and compensation and to extend the term of the agreement to May 31, 2025. This is the first amendment to the Original Agreement.
AGREEMENT
NOW, THEREFORE, City and Consultant hereby agree that the aforementioned recitals are true and correct and further agree as follows:
1. The Original Agreement is amended as follows:
A. Section 3 of the Original Agreement is amended to read as follows:
Description of Services. Consultant shall provide the following professional services as more particularly set forth in Exhibit A to the First Amendment.
To collect and review information and prepare environmental documentation in compliance with CEQA for the proposed Pacific and Livermore Avenue residential Projec t which will include an Environmental Impact Report. Exhibit A to the First Amendment shall replace in its entirety Exhibit A to the Original Agreement.
B. Section 5(a) of the Original Agreement is amended to read as follows:
Compensation and Payment.
(a) The total compensation payable by City to Consultant for the Services SHALL NOT EXCEED the sum of $166,565 (“not-to-exceed amount”).
City shall compensate Consultant for the Services rendered at the hourly rates, task amounts, or travel expenses as set forth in Exhibit “A” to the First Amendment up to the not-exceed-amount. Except as provided in the body of this Agreement, the hourly rates, task amounts or travel expenses are intended to be Consultant’s only compensation "
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EXHIBIT A
155
Amendment - Professional Services Agreement Page 2
Rev. 09/19/23
for the Services and is inclusive of all costs of labor, licensing, permitting, overhead and administrative costs, and any-and-all other costs, expenses, and charges incurred by Consultant, its agents, and employees to provide the Services.
C. Section 6 of the Original Agreement is amended to read as follows:
Term. The term of this Agreement commences on May 13, 2022, and terminates upon the completion of the Services or May 31, 2025, whichever occurs first.
2. These amendments are prospective and only apply to the Services rendered by Consultant after the execution of this Amendment. Unless otherwise stated herein, this Amendment does not relieve the parties of the terms and conditions of the Original Agreement as written and in effect at the time the Services were rendered.
3. Except as amended above, the Original Agreement remains in full force and effect.
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EXHIBIT A
156
Amendment - Professional Services Agreement Page 3
Rev. 09/19/23
In concurrence and witness whereof, and in recognition of the mutual consideration provided therefore, the parties have executed this Agreement effective on the date first written above.
CONSULTANT: Dated:
____________________________ ___________________________ Name: Anthony Petros
Title: CEO
CITY OF LIVERMORE: Dated:
____________________________ ____________________________ Name: Marianna Marysheva
Title: City Manager
APPROVED AS TO FORM:
___________________________
Deputy/Assistant/City Attorney
APPROVED AS TO INSURANCE:
Risk Manager/Analyst
Attachments:
Exhibit A
WRWKH)LUVW$PHQGPHQW
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EXHIBIT A
157
LSA is a business name of LSA Associates, Inc.
12/11/23
CARLSBAD
CLOVIS
IRVINE
LOS ANGELES
PALM SPRINGS
POINT RICHMOND
RIVERSIDE
ROSEVILLE
SAN LUIS OBISPO
2565 Alluvial Avenue, Suite 172, Clovis, California 93611 559.490.1210 www.lsa.net December 11, 2023
Jennifer Ackerman
Assistant Planner
City of Livermore
1052 South Livermore Avenue
Livermore, CA 94550
Subject: Proposal to prepare an Environmental Impact Report for the 2930 Pacific Avenue Residential Project
Ms. Ackerman:
LSA Associates, Inc. (LSA) is pleased to submit this proposal to provide environmental review services for the 2930 Pacific Avenue Residential Project (proposed project) for the City of Livermore (City), pursuant to the California Environmental Quality Act (CEQA).
We approach this project with a great deal of enthusiasm and are confident that we have the essential project management capabilities, strategic thinking skills, and experience to efficiently and effectively complete the required environmental review process and to assist staff through the public process.
Our scope of work will include the following features to ensure that the environmental review process is completed quickly and efficiently:
x Availability of LSA’s senior management team, Kyle Simpson, Principal/Project Manager, and Nathaly Granda Bustamante, Assistant Project Manager, who will see the project through from beginning to end;
x Ability to utilize work already completed for the previous version of the proposed project; x Commitment of LSA’s in-house experts for key issues of air quality and greenhouse gas emissions, biological resources, cultural resources, noise, and transportation; and x Ability to work collaboratively with agencies and project applicants, and to communicate effectively with diverse audiences at public forums.
The following provides an overview of LSA’s approach to preparing an Environmental Impact Report (EIR) for the proposed project.
PROJECT BACKGROUND
In October 2021, Swenson Development and Construction (Project Applicant) submitted an application to the City to redevelop the former Nob Hill shopping center with two commercial buildings totaling 17,745 square feet and 11 residential buildings totaling 92 residential units. The City issued a Notice to Proceed to LSA to prepare an Initial Study/Mitigated Negative Declaration (IS/MND) based on this application in June 2023.
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158
12/11/23
2 On March 1, 2023, the Project Applicant submitted a preliminary application pursuant to Senate Bill (SB) 330 to the City to redevelop the project site with 134 residential townhomes. This application established the project applicant’s “Builder’s Remedy” rights pursuant to the Housing Accountability Act (Government Code Section 65589.5). If a local jurisdiction has not adopted a housing element in substantial compliance with state law, applicants may propose eligible housing development projects that do not comply with either the zoning or general plan. Pursuant to the Housing Accountability Act, a local jurisdiction may be required to approve an eligible housing development project because it cannot make any of the five required findings contained in Government Code Section 65589.5. In July 2023, prior to the City having a certified Housing Element, the Project Applicant submitted a full application to develop the project site with 115 residential townhomes.
PROJECT UNDERSTANDING
The project site is located at 900 South Livermore Avenue, 2930 Pacific Avenue, 2980 Pacific Avenue, and 3070 Pacific Avenue (Assessor’s Parcel Numbers [APNs] 98A-412-106-5, -106-8, -106-3, and -106-6). Regional access to the project site is provided by Interstate 580 (I-580) at the North Livermore Avenue on- and off-ramps. The project site is bounded by residential uses to the north, Dolores Street to the east, Pacific Avenue to the south, and South Livermore Avenue to the west.
The approximately 6.5-acre project site is known as the former Nob Hill shopping center and contains two commercial buildings occupied by various retail uses. The project site is listed on the State Water Resources Control Board (State Water Board’s) GeoTracker database as a cleanup program site related to the operation of a dry cleaner. Ornamental plantings, including trees, shrubs, and grasses are located throughout the project site.
The proposed project would include the demolition of the existing buildings on the project site and the construction of a pool house and 15 separate townhome buildings that would be two- to three- stories in height and contain a total of 115 units. The proposed project would vary from the October 2021 version of the project (which the previous scope of work to prepare an IS/MND was based on) in that it would include 23 more residential units than previously proposed and would not include any commercial uses.
The project site is currently designated Neighborhood Mixed Low Density (NML) in the City of Livermore General Plan, and is within the Neighborhood Mixed Use (NMU) zoning district. The project as proposed appears to include only residential uses, which is inconsistent with the NML General Plan land use designation and NMU zoning district.
WORK PROGRAM APPROACH
The overarching goal in preparing the EIR is for LSA to provide a legally-defensible and well-written document that is easy to understand not only for the public, but for City decision-makers, City staff, and responsible agencies.
To that end, LSA has developed an approach and work program designed to result in a comprehensive, legally-robust EIR that meets the City’s requirements. The EIR and environmental review process, in general, will provide a comprehensive evaluation of the proposed project. Our scope of work is designed to achieve the following key objectives:
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EXHIBIT A
159
12/11/23
3 x Collaborate with the Project Applicant team and City to define the project for CEQA purposes, and craft a detailed Project Description that accurately reflects all elements of the proposed project including anticipated uses and requested project approvals. x Prepare an EIR that responds to and meets the specific requirements and interests of the diverse group of government agencies and organizations that are expected to review the EIR and may be responsible for specific project approvals.
x Provide a rigorous, project-level analysis of the environmental effects of the proposed project to minimize subsequent environmental review.
x Create an EIR that is accessible and relevant through thoughtful and concise writing and use of data-rich graphics.
This scope of work also assumes that the Project Applicant team will provide a Water Supply Assessment (WSA), if required by the City, or a hydrological analysis of the water required for operation of the project at full buildout.
Scope of Work
The scope of work for preparation of the CEQA documentation is detailed below. The proposed schedule is presented in Table A, below.
Task 1: Kick-Off Meeting and Project Initiation
Following the notice to proceed, LSA will initiate the following subtasks to start the EIR process as soon as possible.
1.1 Kick-Off Meeting
LSA will meet with the Project Applicant team and City staff via teleconference to discuss expectations regarding the tasks to be undertaken as part of the environmental documentation effort for the proposed project. In this meeting, LSA will want to:
1. Confirm the proposed scope of work and expectations for use of any previously prepared technical materials or other background materials that may be available for the project site;
2. Discuss the significance criteria for each topic to be addressed in the EIR;
3. Discuss the City’s desired approach to involving the various City departments and the Project Applicant team during preparation of the EIR (e.g., review of the administrative and screencheck drafts, communications); and
4. Discuss the desired schedule for the review process with the Project Applicant team and City.
1.2 Project Description
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EXHIBIT A
160
12/11/23
4 LSA will prepare a Project Description that details the purpose, phasing and physical elements of the proposed project. The Project Description will include a map showing the location and boundaries of the project area and a general description of the project’s technical and environmental character- istics. LSA will work closely with the Project Applicant team and the City to ensure that the Project Description provides a level of detail appropriate for the EIR. As a part of the Project Description, LSA will work with the Project Applicant team and the City to prepare a list of project objectives consistent with the City’s goals for the proposed project.
The Project Description will also include a statement briefly describing the intended uses of the EIR, including a list of agencies expected to use the EIR, a list of permits and other approvals required to implement the proposed project and a list of related environmental review and consultation steps required by federal, State or local laws, regulations and policies. LSA will submit a draft of the Project Description to the Project Applicant team and the City for review and acceptance before the LSA team begins conducting any technical analyses.
Deliverables
x Draft Project Description, Microsoft Word (MS Word) and Adobe Portable Document Format (PDF)
Task 2: Technical Analyses
Based on our initial review of the proposed project, technical studies and/or analysis to address potential environmental impacts regarding air quality and greenhouse gas emissions, biological resources, cultural resources, noise, geology and soils, and transportation will be needed to adequately address these disciplines under CEQA. These technical studies and analyses would be in addition to the technical studies provided by the Project Applicant, which include: arborist report, acoustical report, geotechnical report, stormwater checklist, and transportation analysis. LSA will review these technical studies to ensure their adequacy for use in the EIR. It should be noted that the acoustical report provided by the applicant team is a preliminary study and does not address all of the noise significance criteria required by CEQA.
Following approval of the draft Project Description, the technical analyses described below will be conducted by LSA.
2.1 Air Quality, Energy, and Greenhouse Gases Impact Analysis LSA proposes to conduct a thorough air quality, energy, and greenhouse gas (GHG) emissions assessment required for project review under the CEQA and pertinent local, State, and federal regulations. LSA will prepare the assessment by completing the following tasks. x Air Quality. The proposed project would generate construction emissions and new vehicle trips in the project vicinity. This increase could contribute to existing air pollution and has the potential to exceed regional air emission thresholds established by the Bay Area Air Quality Management District (BAAQMD). Construction activities associated with development could increase concentrations of particulate matter and could expose nearby sensitive receptors to toxic air contaminants.
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5 Following the BAAQMD’s 2022 CEQA Guidelines, LSA will identify existing air quality conditions and potential air quality impacts resulting from the proposed project by undertaking the following subtasks:
ż Describe the existing regulatory framework. The existing regulatory framework for air quality, including existing air quality laws and regulations and the roles of the local agencies, including the California Air Resources Board (CARB), the BAAQMD, and the City of Livermore will be described.
ż Obtain and describe air quality monitoring data. Project setting meteorological and air quality data developed through the CARB and climatological and air quality profile data gathered by the BAAQMD will be utilized for the description of existing ambient air quality.
The most recent published air quality data from air quality monitoring stations in the vicinity of the project site for the past three years will be included to characterize existing air quality. Adjustments for reduced travel related to the COVID pandemic will be made, as necessary. In addition, regulatory documents, professional publications, and past LSA experience in the project area will supplement background information. ż Assess project construction emissions. Construction activities associated with the proposed project would generate increased particulate emissions associated with demolition, grading, soil hauling, and other construction activities on the project site. Construction equipment exhaust would also be a source of air pollution. LSA will calculate the regional construction emissions using the California Emissions Estimator Model version 2022.1 (CalEEMod). ż Assess project operation-period impacts. The project would generate new vehicular trips within the region. Regional emissions of criteria air pollutants associated with long-term operations from vehicle trips will be calculated with CalEEMod. In addition, emissions associated with stationary sources, such as on-site energy consumption, use of back-up generators, and landscaping equipment will be estimated. ż Conduct construction health risk assessment. Based on the proximity of the nearby residential and school receptors, LSA will prepare a construction Health Risk Assessment (HRA) to identify any potentially significant health risk impacts resulting from construction of the proposed project. The HRA will address all applicable City, BAAQMD, and State requirements. The HRA will determine the increased cancer risk and non-cancer health risks to nearby sensitive receptors (i.e., people or students nearby) from exposure to toxic air contaminants (TAC) from construction-related sources.
ż Determine the project's consistency with adopted plans. LSA will review adopted plans related to clean air and the reduction of greenhouse gas emissions in the State of California and the BAAQMD and determine the project's consistency with these plans. ż Identify mitigation measures. LSA will identify, where necessary, practical minimization measures to address any significant project or cumulative impacts. Measures designed to reduce the project’s short-term construction and long-term air quality impacts to the extent feasible will be identified. Measures established by the BAAQMD for dust suppression will "
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162
12/11/23
6 be identified to reduce construction impacts. Both an evaluation of the potential measures and a discussion of their effectiveness will be provided. x Energy. The proposed project would increase the demand for energy consumption during both construction and operation of the project, including diesel fuel use for construction off-road equipment, diesel and gasoline fuel use for construction on-road vehicles, diesel and gasoline fuel use from vehicle trips generated by the project, operational natural gas usage, and operational electricity consumption. Therefore, LSA will prepare an energy analysis, which will be included as a section of the EIR. Supporting technical analysis, such as modeling output, will be included as an appendix to the EIR.
LSA will evaluate the proposed project’s impacts related to energy use for construction and operation of the project.
ż Analyze short-term construction energy use. LSA will estimate construction-period energy usage associated with diesel fuel use for construction off-road equipment and diesel and gasoline fuel use for construction on-road vehicles, using the results of CalEEMod and fuel consumption provided in CARB’s EMFAC model.
ż Analyze long-term operational energy use. Once operational, energy use consumed by the proposed project would be associated with natural gas use, electricity consumption, and fuel used for vehicle trips associated with the project. LSA will estimate natural gas and energy consumption using default energy intensities by building type in CalEEMod. Fuel use associated with vehicle trips generated by the proposed project will be calculated based on the trip generation rates identified in the project’s trip generation estimates and vehicle fuel consumption provided in EMFAC.
ż Determine the project's consistency with energy efficiency standards. This analysis will also address the project’s compliance with applicable energy efficiency standards and will cross reference the discussion provided in the greenhouse gas emissions discussion as necessary.
For purposes of this analysis, impacts to energy resources will be considered to be significant if the project would result in the wasteful, inefficient, or unnecessary consumption of fuel or energy, and conversely if the project would not incorporate renewable energy or energy efficiency measures into building design, equipment use, transportation, or other project features.
x Greenhouse Gas Emissions. Construction and operation of the proposed project would result in the consumption of fuel and energy resulting in the emission of greenhouse gasses. Typically, an individual project does not generate sufficient greenhouse gas emissions to influence global climate change significantly on its own; therefore, the issue of global climate change is cumulative in nature. The proposed project, through construction and operational activities, would generate greenhouse gas emissions that would cumulatively contribute to global climate change.
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7 This section of the EIR will include a technical analysis evaluating the impacts of project-related energy consumption and greenhouse gas emissions. LSA shall conduct the following subtasks as part of this analysis:
ż Describe existing environmental setting. LSA will summarize up-to-date information related to global climate change, along with the climate/meteorology conditions in the project area, and the State and regional setting.
ż Describe the existing regulatory framework. The existing regulatory framework for global climate change will be described, including applicable federal, State, and City of Livermore policies, regulations, and programs.
ż Assess greenhouse gas emissions. According to State CEQA Guidelines Section 15183.5, if a project is consistent with an adopted qualified Greenhouse Gas Reduction Strategy that meets the standards, it can be presumed that the project would not have a significant greenhouse gas emission impact. The City’s Climate Action Plan (CAP) meets the requirements for a qualified Greenhouse Gas Reduction Strategy. As such, LSA will evaluate whether the proposed project would be consistent with the City’s CAP. ż Determine the project's consistency with adopted plans. LSA will also provide a qualitative assessment of the project’s consistency with relevant plans and regulations adopted for the purpose of reducing greenhouse gas emissions.
ż Identify mitigation measures. LSA will identify, where necessary, practical mitigation measures to address any significant project or cumulative impacts. Mitigation may include sustainable development practices and design measures such as transportation demand management measures, site disturbance reduction measures, energy conservation measures and renewable energy sources, solid waste reduction measures, sustainable solid waste management practices, and water conservation and efficiency measures, over and above any already identified by the project applicant.
LSA will incorporate the findings of the Air Quality, Energy, and GHG analyses into the Draft EIR.
2.2 Biological Resources Assessment
LSA proposes to conduct a thorough biological resources assessment required for project review under CEQA and pertinent local, State, and federal regulations. LSA will prepare the assessment by completing the following subtasks.
x Literature Review and Records Search. Prior to a site visit, LSA will execute and evaluate a biological resource records search of the most current versions of the California Department of Fish and Wildlife (CDFW) California Natural Diversity Database (CNDDB), the California Native Plant Society’s Electronic Inventory of Rare and Endangered Vascular Plants of California, and the United States Fish and Wildlife Service’s (USFWS) Information for Planning and Consultation (iPaC) database. LSA will review the databases for known occurrences of special-status biological resources and mapped jurisdictional aquatic resources. LSA will also review our previous project "
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8 work in the area for applicable biological resources information. Although LSA is familiar with the biological resources occurring in the vicinity of the subject property, conducting a current records search is a requisite industry-standard procedure. x Field Work. Following the literature review, an experienced LSA biologist familiar with the habitats and special-status natural resources of the region will conduct a general survey of the biological resources in areas that may be directly or indirectly impacted by proposed project development activities (e.g., the Biological Study Area), particularly to document the occurrence of any species or habitats of interest or concern and to determine the potential for the presence of any such resources that may not be detectable at the time of the site survey. All occurrences of rare, native plant and/or wildlife species on the project site shall be mapped, along with all vegetation communities and other land cover types within the Biological Study Area. LSA anticipates that the general field survey will take one day to complete. This scope of work assumes only one reconnaissance-level survey will be conducted, and any additional warranted or required focused surveys would be recommended as project avoidance, minimization, and/or mitigation measures in the technical memorandum described below.
As part of the field work, potential jurisdictional waters of the United States as well as streambeds, riparian vegetation, or wetlands subject to State jurisdiction, and/or features considered sensitive under local ordinances that are identified within the study area would also be assessed in the field. LSA proposes to include information gathered from this field work in the technical memorandum described below. A formal, stand-alone jurisdictional delineation report is not included in this scope, nor is one expected to be required. If a formal jurisdictional delineation report or additional field surveys are requested, LSA will prepare a revised scope and budget to complete those tasks.
x Requisite Information to be Provided. LSA will require authorization from the property owner to enter the project site and a digital vector file (CAD or GIS) of the grading limits, building/structural footprints, landscaping, site drainage elements, and any other ground/vegetation disturbance areas associated with the project. The digital file needs to be in a real-world coordinate system, such as Stateplane Zone 4, NAD83, Survey Feet, to accurately quantify project-related impacts.
x Biological Resources Technical Memorandum. Following the fieldwork, LSA will prepare a biological resources technical memorandum describing the results of the literature review and field survey. The report will include:
ż A description of the survey methodology and general regulatory background/definitions; ż A discussion of the of soils, plant communities, and other land cover types; ż Identification and discussion of areas that may potentially be considered jurisdictional wetlands, waters of the U.S., waters of the State, or streambeds, as defined by the U.S. "
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9 Army Corps of Engineers, California State Water Resources Control Board, and the California Department of Fish and Wildlife1;
ż A description of observed or otherwise detected special-status species; ż An assessment of potential habitat value for special-status species; ż A discussion of direct, indirect, and cumulative impacts of the proposed project to special- status biological resources;
ż A list of plant and wildlife species observed during the survey; and ż Representative photographs of the project site and graphics showing the project location and mapped vegetation communities/land cover types. Additional graphics, as needed, will show locations of special-status species or sensitive natural communities, potential special- status species habitat, and areas of designated critical habitat on or directly adjacent to the project site.
Project-related impacts to biological resources will be evaluated in accordance with the 2023 CEQA Statute and Guidelines and other relevant federal, State, and local regulations/policies. As applicable, measures will be identified for avoidance, minimization, and/or mitigation of project impacts.
2.3 Cultural Resources
LSA proposes to conduct a thorough cultural resources assessment required for project review under the CEQA and pertinent local, State, and federal regulations. LSA will prepare the assessment by completing an archaeological report and historic resource evaluation. x Archaeological Report. LSA will complete the following tasks to prepare the archaeological report.
ż Sacred Lands File Search. LSA will obtain the results of a Sacred Lands File (SLF) search from the Native American Heritage Commission (NAHC). These results will be provided to the City and included in the report.Records Search. A records search for cultural resources will be conducted through the Northwest Information Center (NWIC). The objectives of this research will be to (1) establish the status and extent of previously recorded sites, surveys, and excavations in the project area and (2) note what types of resources might be expected to occur within the proposed project based on the existing data from known cultural resources and studies within a ¼ -mile radius.Survey. An archaeological field survey of the 1 Although any potential jurisdictional areas such as drainages or wetlands found to occur in the survey area will be identified and described in the documentation, this Scope of Work and budget does not include the processing of any jurisdictional authorizations (e.g., United States Army Corps of Engineers permit, water quality certification, streambed alteration agreement, or endangered species permits), if needed. While not anticipated, if any of these tasks are found to be warranted and requested, LSA will provide a separate proposal for that work. "
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10 project area will be conducted to identify evidence of cultural resources – negative results are anticipated. In the event of positive results, LSA will notify the client and a contract modification (requesting additional budget) will be submitted to document the resource(s) and provide assessment in the report.Report. A report of negative results will be prepared in accordance with the Office of Historic Preservation’s Archaeological Resource Management Reports (ARMR): Recommended Contents and Format. It will include environmental and cultural contexts, methods, results, and recommendations. In the event of positive results, the report will include description of the resource(s) expanded contexts, and any associated cultural resource site documentation.AB 52 Assistance. LSA will provide notification letters addressed to tribes on the City’s consultation list and/or designated by the NAHC.Historic Resource Evaluation. LSA will evaluate the eligibility of the existing buildings on the project site for inclusion in the National Register of Historic Places (NRHP) California Register of Historical Resources (CRHR) to identify the status of these resources under CEQA to determine if any qualify as “historical resources” (PRC Section 21084.1) and determine the baseline conditions for cultural resources in the project’s environmental document.
The HRE will consist of (1) a records search at the Northwest Information Center (NWIC) at Sonoma State University to identify any previously recorded cultural resources or cultural resources studies in the project site; (2) outreach to local historical societies; (3) a pedestrian field survey of the project site by an LSA architectural historian who meets the Secretary of the Interior’s Professional Qualification Standards (36 CFR Part 61) in history and architectural history; and (4) a review of background information, historical maps and records, and pertinent literature to determine the historic context of the property. This research will provide information regarding when the existing buildings were built, the architect(s) responsible for the design, and when any subsequent alterations may have occurred. LSA will formally record the buildings on official California State of Recreation Series 523 (DPR 523) Form Records, as appropriate, using Office of Historic Preservation guidance. LSA will append the DPR 523s to the HRE. LSA will submit copies of the final versions of the HRE and PDR 523 records to the NWIC in fulfillment of a requirement to access their archives.
The HRE will describe the methods, results, and recommendations of the study, especially regarding additional identification work or mitigation measures that may be necessary to prepare the cultural resources section of the project’s environmental document. Should the HRE identify additional cultural resources that require eligibility evaluations or effects assessment, LSA will notify the City and prepare a scope of work and fee estimate for that work.
2.4 Noise and Vibration Impact Report
LSA will prepare a Noise and Vibration Impact Report that quantifies existing ambient noise levels in the area, summarizes applicable regulatory criteria, assesses the potential for future noise impacts, and identifies noise reduction measures to avoid or minimize noise impacts. The Noise and Vibration Impact Report will be completed by undertaking the following subtasks:
x Describe the existing regulatory framework. Applicable State and County noise criteria for the project area will be identified. Noise standards, including General Plan noise policies and Noise "
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11 Ordinances, will be discussed. LSA will also provide a summary of the fundamentals of noise and vibration. Noise level standards for the proposed land uses will be identified. x Characterize existing noise environment. Based on the project location, the dominant noise sources in the project area would be traffic noise on adjacent roadways. LSA will conduct up to two (2) long-term noise measurements with a minimum duration of 24 hours at the project site and within the surrounding area. These measurements will help identify the existing noise levels and help to calibrate the modeling of future noise level impacts. x Assess short-term construction noise impacts. Noise levels generated from project construction will be evaluated based on the equipment expected to be used, its distance to existing adjacent off-site uses, the length of a specific construction task, the equipment power type (gasoline or diesel engine), the load factor, and the percentage of time in use. The Federal Highway Administration (FHWA) recommended equipment noise emission levels will be used to describe construction noise levels in terms of maximum instantaneous noise levels (L max) and hourly
equivalent continuous sound levels (Leq).
x Assess short-term construction vibration impacts. Vibration levels generated from project construction will be evaluated based on the equipment expected to be used and its distance to existing adjacent off-site structures. The equipment vibration levels recommended by the Federal Transit Administration (FTA) will be used to describe construction vibration levels in terms of the peak particle velocity (PPV, measured in inches per second [in/sec]) for potential building damage. Potential construction vibration impacts will be assessed based on the sensitivity of the area directly adjacent to the project site and the FTA recommendations. x Calculate project and cumulative noise impacts. Based on the estimated increase in vehicle trips, LSA will evaluate noise impacts from project-related and cumulative vehicular trips using the FHWA noise modeling program. Model input data will include average daily traffic levels, day/night percentages of autos, medium and heavy trucks, vehicle speeds, ground attenuation factors, and roadway widths. Projected future noise levels along selected roadway and highway segments will be provided in a table format to show the relationship between vehicle-related noise and distance from the roadway.
x Assess land use compatibility. LSA will compare the expected noise environment to land use compatibility standards for the proposed land use designations. x Identify noise reduction measures. If necessary, LSA will identify practical measures to address any potential project-level or cumulative-level noise impacts. Any measures necessary to reduce the project’s short-term construction and/or long-term impacts to acceptable noise levels will also be identified. Both an evaluation of the potential measures and a discussion of their effectiveness will be provided.
LSA will incorporate the findings of the Noise and Vibration analysis into the Draft EIR.
Deliverables
x Draft Biological Resources Assessment, MS Word and PDF "
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12 x Final Biological Resources Assessment, PDF
x Draft Archaeological Survey, MS Word and PDF
x Final Archaeological Survey, PDF
x Draft Historic Resource Evaluation, MS Word and PDF
x Final Historic Resource Evaluation, PDF
x Draft Noise and Vibration Impact Report, MS Word and PDF x Final Noise and Vibration Impact Report, PDF
Task 4: Initial Study and Notice of Preparation
Because this is mostly complete, the hours shown in the Cost Estimate will need to be pared down LSA will prepare an Initial Study for release with the Notice of Preparation (NOP) to provide substantial evidence to support the preparation of an EIR that focuses on areas that could adversely affected by the proposed project. The analysis included in the Initial Study will be referenced and based on thorough analysis in order to address environmental topics and exclude further analysis in the EIR. LSA will utilize the Initial Study that was initiated for the previously proposed project. The following environmental topics will be fully evaluated in the Initial Study, consistent with the requirements of CEQA.
x Aesthetics
x Agriculture and Forestry Resources
x Geology and Soils
x Greenhouse Gas Emissions
x Hydrology and Water Quality
x Mineral Resources
x Population and Housing
x Public Services
x Recreation
x Tribal Cultural Resources
x Utilities and Service Systems
x Wildfire
3.1 Administrative Draft Initial Study and Notice of Preparation LSA will prepare an Administrative Draft Initial Study with figures and tables will be provided as appropriate to illustrate the project site, the proposed project and the findings of the Initial Study.
The Administrative Draft Initial Study and NOP will be provided to the City for review and comment.
LSA will provide one electronic version in MS Word and PDF formats for review.
3.2 Screencheck Draft Initial Study and Notice of Preparation Based on a single set of consolidated and non-contradictory comments from City staff, LSA will amend the Administrative Draft Initial Study and NOP, and will prepare a Screencheck Draft Initial Study and NOP for review. We have allotted time for responding to changes; however, if this task exceeds the cost allotted in the budget due to changes in project description or requests for additional analysis that are not necessary to prepare a legally-adequate document, a budget adjustment may be required.
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13 LSA will provide one electronic version in MS Word and PDF formats for review by City staff to verify that all requested changes have been made and all appendix materials, references, and final graphics are acceptable. LSA will also provide the City with an electronic compare version of the Screencheck Draft. This version will show text changes made to the Administrative Draft Initial Study and NOP in underline and strikeout for the City to more easily confirm that all comments and edits are fully incorporated into the Screencheck Draft Initial Study and NOP.
3.3 Public Review Initial Study and Notice of Preparation LSA will make any minor necessary revisions to the Screencheck Draft Initial Study and NOP, and will prepare the public review Initial Study and NOP. LSA will provide one copy in PDF format for posting on the City’s website. The City will be responsible for local distribution and noticing.
3.4 Public Scoping Meeting
Kyle Simpson and Amy Fischer will participate in a public EIR scoping meeting. LSA will develop materials for these meetings, including hand-outs which may include an overview of the objectives of CEQA, the EIR process and schedule, and the topics to be addressed in the EIR. If requested, LSA would make a short presentation at the scoping meeting that outlines the project’s environmental review requirements and process.
Deliverables
x Administrative Draft Initial Study and NOP, MS Word and PDF x Screencheck Draft Initial Study and NOP, MS Word and PDF x Public Review Initial Study and NOP, MS Word and PDF
x Notice of Completion for State Clearinghouse, MS Word and PDF Task 4: Work Program Refinement
In response to public comments received on the Initial Study and NOP and the impact analyses completed under Task 4, it may be necessary to refine the work program. Upon receipt and review of all of the comments received in response to the NOP, and taking into consideration comments heard at the scoping meeting, LSA will work with the City staff to refine the scope of work and budget, if necessary, to address any environmental issues that are not yet adequately addressed in this work program.
Task 5: Draft EIR
5.1 Administrative Draft EIR
LSA will prepare an Administrative Draft EIR to address potential environmental effects not fully addressed in the Initial Study. It is expected that several environmental topics will be found to have no impacts or less-than-significant impacts, and therefore would not be required to be included in the EIR, such as, but not limited to, energy, mineral resources, population and housing, public services, recreation, and wildfire. LSA assumes that the following resource topic areas will be addressed in the EIR as they are anticipated to either result in significant and unavoidable impacts, "
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14 require mitigation measures to reduce potential impacts to a less-than-significant level, or be of particular interest to the public:
x Air Quality
x Biological Resources
x Cultural Resources
x Energy
x Greenhouse Gas Emissions
x Hazards and Hazardous Materials
x Land Use and Planning
x Noise
x Transportation
With each environmental topic included, each section will describe the current conditions of the project site and will include an impact analysis to evaluate the potential environmental effects resulting from implementation of the proposed project. Where relevant, impacts will be separately identified in terms of whether they would occur during the construction or operation periods. A set of feasible mitigation measures (as well as the residual impacts or effects of each measure) will be identified.
Each section will also include a discussion of cumulative impacts to address the potential impacts associated with the project in conjunction with other projects that are under-construction, approved, or reasonably foreseeable. The preferred methodology for conducting the cumulative impacts analysis will be developed and agreed upon during the early stages of the EIR preparation.
The EIR is expected to include the following components:
x Introduction
x Executive Summary
x Project Description
x Setting, Impacts, and Mitigation Measures
x Alternatives to the Proposed Project
x CEQA-Required Assessment Conclusions
x List of Persons and Organizations Contacted
x Bibliography
x Technical Appendices
One digital version (in both Word and PDF formats) of the Administrative Draft EIR will be submitted to the City for review and comment. LSA can meet with staff, either in person or via teleconference, to discuss comments on the Administrative Draft EIR.
5.2 Screencheck Draft EIR
Based on a single set of consolidated and non-contradictory comments from City staff, LSA will amend the Administrative Draft EIR and prepare a Screencheck Draft for final review. One digital version (Word and PDF formats) of the Screencheck Draft will be provided. A PDF compare version that shows changes between the two drafts in underline and strikeout will also be provided for review by the City to verify that all requested changes have been made and all appendix materials, references, and final graphics are acceptable.
We have allotted time for responding to changes; however, if this task exceeds the cost allotted in the budget due to changes in project description or requests for additional analysis that are not necessary to prepare a legally adequate document, the additional cost would be billed on a time and materials basis (or use of contingency funds would be requested). "
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15 5.3 Public Review Draft EIR
LSA will amend the Screencheck Draft EIR in response to a single set of consolidated and non- contradictory comments from City staff. Digital versions will be prepared in PDF formats and will be distributed to the City for website posting. As noted above, the LSA’s proposed budget does not include an allocation for printing and delivery. Should printing be requested by the Project Applicant and City, LSA will bill production at cost.
Prior to publication of the Public Review Draft EIR, LSA will prepare the Notice of Availability (NOA) and Notice of Completion (NOC). LSA will be responsible for electronic submittal of the Public Review Draft EIR to the State Clearinghouse. The City will be responsible for local distribution and noticing.
Deliverables
x Administrative Draft EIR, MS Word and PDF
x Screencheck Draft EIR, MS Word and PDF
x Public Review Draft EIR, MS Word and PDF
x Notice of Availability/Notice of Completion, MS Word and PDF Task 5: Final EIR
5.1 Administrative Draft Final EIR
The LSA team will formulate responses to written comments on the Public Review Draft EIR, including review period comments received from the public and agencies. The Administrative Draft Final EIR will include: 1) a list of persons, organizations, and public agencies commenting on the Draft EIR; 2) copies of written comments received; 3) responses to environmental comments raised in the review process; and 4) any necessary text, table or figure changes to the Public Review Draft EIR. LSA will discuss the best approach to the responses document with City staff following the close of the comment period.
Our budget estimate shows the level of professional effort assumed for this task (76 professional hours, as shown in Task 6.1 in the Cost Estimate, included separately). Should an unexpectedly large volume of comments be submitted (e.g., an organized letter-writing campaign by project opponents or a substantial package of comments by a law firm representing labor union interests), an adjustment in the budget (and/or use of contingency funds) to cover work beyond the assumed level would be needed. LSA will submit one digital version (in MS Word and PDF formats) of the Administrative Draft Final EIR for review by City staff.
5.2 Screencheck Draft Final EIR
After review by City staff and transmittal of suggested revisions, LSA will amend the Administrative Draft Final EIR and prepare a Screencheck version for final review by City staff. One digital version (Word and PDF formats) of the Screencheck Draft will be provided. A PDF compare version that shows changes between the two drafts in underline and strikeout will also be provided for review by City staff to verify that all requested changes have been made. "
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16 5.3 Public Review Final EIR
After review by City staff and transmittal of suggested revisions, LSA will amend the Screencheck Draft Final EIR and prepare a Public Review version. Digital versions will also be prepared in PDF formats and will be distributed to the City for website posting. The Public Review Final EIR will be distributed to the public and commenting agencies a minimum of 10 days prior to the final public hearing on the Public Review Final EIR.
Deliverables
x Administrative Draft Final EIR, MS Word and PDF
x Screencheck Draft Final EIR, MS Word and PDF
x Public Review Final EIR, MS Word and PDF
x Public Review Final EIR, 5 printed copies
x Notice of Determination, MS Word and PDF
Task 6: Mitigation Monitoring and Reporting Program
LSA will prepare a Mitigation Monitoring and Reporting Program (MMRP) consistent with the City’s Program EIR (PEIR), as described below.
6.1 Administrative Draft MMRP
LSA will a prepare a MMRP, which will identify responsibility for implementing and monitoring each mitigation measure, along with monitoring triggers and reporting frequency, subject to approval by the City. Monitoring will be dovetailed with existing processes of project development and review.
LSA will submit the Administrative Draft MMRP to the City for review.
6.2 Screencheck Draft MMRP
After review by the City, LSA will amend the Administrative Draft MMRP and will prepare a Screencheck version for final review by the City. One digital version (Word and PDF formats) of the Screencheck Draft will be provided. A PDF compare version that shows changes between the two drafts in underline and strikeout will also be provided for review by the City to verify that all requested changes have been made.
6.3 Final MMRP
After review by the City, LSA will amend the Screencheck Draft MMRP and will prepare a final version. Digital versions will be prepared in Word and PDF formats.
Deliverables
x Administrative Draft MMRP, MS Word and PDF
x Screencheck Draft MMRP, MS Word and PDF
x Final MMRP, MS Word and PDF
x Final MMRP, 5 printed copies
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17 Task 7: EIR Certification Hearings
Kyle Simpson and Nathaly Granda Bustamante will attend up to two public hearings for certification of the EIR, including hearings before the Planning Commission and City Council. Additional meetings can be added to the scope as additional services.
Upon project approval and certification of the Final EIR, LSA will prepare a Notice of Determination (NOD) for filing and distribution by the City.
Deliverable: Notice of Determination, MS Word and PDF
Task 8: Project Management and Meetings
Kyle and Nathaly will undertake a variety of general project management tasks throughout the process of preparing the EIR and presenting it to decision-makers.
Kyle will provide input on scope, budget, and scheduling of the project, and quality assurance for all work undertaken. He will review all in-house prepared text, tables, and graphics before these materials are presented to City staff as administrative review documents. He will be available for consultation on CEQA procedural matters as well as application of the CEQA Guidelines to this project.
Kyle and Nathaly will overseer day-to-day activities associated with the project. Project manage- ment tasks include regular client contact; schedule coordination; contract negotiation and management; and development of products. Nathaly will maintain a project schedule, monitor the project budget in light of progress in the project schedule, and will communicate any potential deviations with City staff in a timely manner. She will also provide direction to all team members that will ensure an internally-consistent, coherent document.
Kyle and Nathaly, as well as other LSA staff, as appropriate, will be available to meet with City staff to gather information, review progress, discuss project alternatives, review preliminary findings, discuss staff comments, and offer input into any discussions on project modifications. The proposed cost estimate includes attendance by both Kyle and Nathaly at the project Kick-Off Meeting (Task
1.1), the EIR scoping meeting (Task 1.4), and the EIR Certification Hearings (Task 7). In addition, we have budgeted (under this task) for attendance at up to four teleconference team meetings, the agendas and issues to be determined.
Schedule
The preliminary work schedule for preparation and completion of the environmental review process is shown in Table A, attached. LSA will finalize the schedule, including deliverable dates with the City and Project Applicant team once we are authorized to proceed and once preliminary development plans and all requested background materials listed in this scope of work are provided. Please note that this preliminary timeline is aggressive, yet flexible, and we are happy to work with the City and Project Applicant team to adapt the schedule to fit ongoing priorities and scheduling. "
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18 Budget
As shown in Table B, attached, the estimated cost of the LSA team’s labor and direct expenses is $151,115. We have also identified a contingency amount of 10 percent of the total budget ($15,100). The amount would not be used without written authorization from the Project Applicant team. The contingency amount could be used for any task not currently included in this scope of work, such as above average public comment or additional EIR chapters beyond those previously identified. With the contingency amount, the total contract budget would be $166,565. As you review the proposal and compare the work scope with the line-item budget, if you find that there are ways of economizing or believe that expansions are needed, we would be glad to discuss suggestions for modifying both scope and budget. This proposed scope of work and cost estimate is valid for 90 days from the date on Page 1.
We appreciate the opportunity to provide this proposal and look forward to working with you on this project. Please feel free to contact Kyle at (559) 490-1212 or [email protected] if you have any questions and/or require additional information.
Sincerely,
LSA Associates, Inc.
Kyle Simpson
Principal
Attachments:
x Table A: Preliminary Schedule
x Table B: Cost Estimate
x Hourly Billing Rates Effective June 2023
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19 Table A: Preliminary Schedule
Milestone Responsible Party Duration1
(Weeks)
Cumulative
Weeks
Notice to Proceed City – –
Project Start-Up Meeting Project Applicant/ City/LSA 1 1 Draft Project Description1 LSA 2 3
Review of Draft Project Description Project Applicant/ City 2 5 Prepare Administrative Draft Initial Study and NOP LSA 3 8 Review Administrative Draft Initial Study and NOP City 3 11 Prepare Screencheck Draft Initial Study and NOP LSA 2 13 Review Screencheck Draft Initial Study and NOP City 2 15 Prepare Public Review Initial Study and NOP LSA 1 16
30-Day Public Scoping Period – 4 20
Prepare Administrative Draft Focused EIR and Technical Analyses LSA 5 25 Review Administrative Draft Focused EIR and Technical Analyses City 3 28 Prepare Screencheck Draft Focused EIR and Technical Analyses LSA 3 31 Review Screencheck Draft Focused EIR and Technical Analyses City 2 33 Prepare Public Review Draft Focused EIR and Technical Analyses LSA 1 34 45-Day Public Comment Period – 6 40
Prepare Administrative Draft Final EIR LSA 3 43
Review Administrative Draft Final EIR City 3 46
Prepare Screencheck Draft Final EIR and Draft MMRP LSA 2 48 Review Screencheck Draft Final EIR and Draft MMRP City 2 50 Prepare Public Review Final EIR and Final MMRP LSA 1 51 EIR Certification Hearing(s) City >10 days 53
1 Assumes that all requested project information and materials received within 1 day of start-up meeting "
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TableB:CostEstimate
Task
Number TaskName
Labor
Hours
Labor
Budget
Direct
Expenses
Total
Budget
Task1K i c k ͲoffMeetingandProjectInitiation 28 $4,140 $0 $4,140
1.1 KickͲoffMeetingandSiteVisit 10 $1,560 $1,560
1.2 ProjectDescription 18 $2,580 $2,580
Task2 Technical Analyses 322 $50,290 $0 $50,290
2.1 AirQualityandGreenhouseGasEmissionsAnalysis 151 $22,960 $22,960
2.2 BiologicalResources 30 $5,130 $5,130
2.3 CuluturalResources 107 $16,840 $16,840
2.4 Noise 34 $5,360 $5,360
Task3 Initial StudyandNoticeofPreparation 119 $17,280 $0 $17,280
3.1 AdministrativeDraftInitialStudyandNOP 62 $8,790 $8,790
3.2 ScreencheckDraftInitialStudyandNOP 25 $3,750 $3,750
3.3 Public
ReviewInitialStudyandNOP 19 $2,730 $2,730
3.4 PublicScopingMeeting 13 $2,010 $2,010
Task4W o r k ProgramRefinement 14 $2,220 $0 $2,220
4.1 WorkProgramRefinement 14 $2,220 $2,220
Task5D r a f tEIR 343 $44,940 $0 $44,940
5.1 AdministrativeDraftEIR 250 $32,040 $32,040
5.2 ScreencheckDraftEIR 57 $8,130 $8,130
5.3 PublicReviewDraftEIR 36 $4,770 $4,770
Task6 Final EIR 145 $20,250 $0 $20,250
6.1 AdministrativeDraftFinalEIR 76 $10,770 $10,770
6.2 ScreencheckDraftFinalEIR 46 $6,270 $6,270
6.3 PublicReviewFinalEIR 23 $3,210 $3,210
Task7 Mitigation MonitoringandReportingProgram 18 $2,655 $0 $2,655
7.1 DraftMMRP 8 $1,155 $1,155
7.2 ScreencheckDraftMMRP 6 $915 $915
7.3 FinalMMRP 4 $585 $585
Task8E I R CertificationHearings 17 $3,540 $0 $3,540
8.1 PlanningCommissionHearing 11 $1,770 $1,770
8.2 CityCouncilHearing 6 $1,770 $1,770
Task9 Project ManagementandMeetings 34 $4,800 $1,000 $5,800
9.1 ProjectManagementandMeetings 34 $4,800 $1,000 $5,800 1,040.00 $150,115 $1,000 $151,115
$15,100
WorkCompleted $11,927.58
PaymentReceived Ͳ$11,577.58
$166,565.00
SubtotalLabor
Contingency(10%)
Total
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Ϯϯ
J UNE 2023 SCHEDULE OF S TANDARD CONTRACT PROVISIONS
AND B ILLING R ATES
W:\Projects\Active\0000 Contract Review Checklist & Related Documents\Contract Redlines. Language and Notes\LSA Standard Contra ct\2023 Update\StandardContractProvisions_2023.docx
HOURLY BILLING RATES EFFECTIVE JUNE 2023
Job Classification
Hourly Rate
Range1,2 Planning Environmental Transportation Air/Noise Cultural/
Paleontological
Resources
Biology GIS
Principal Principal Principal Principal Principal Principal Principal $200–350 Associate Associate Associate Associate Associate Associate Associate $140–250 Senior
Planner
Senior
Environmental
Planner
Senior
Transportation
Planner/Engineer
Senior Air
Quality/Noise
Specialist/Noise
Engineer
Senior Cultural
Resources
Manager/
Paleontologist
Senior Biologist/
Botanist/Wildlife
Biologist/Ecologist/
Soil Scientist/
Herpetologist/
Arborist
Senior GIS
Specialist
$130–230
Planner Environmental
Planner
Transportation
Planner/Engineer
Air Quality/
Noise Specialist/
Noise Engineer/
Climate Change
Specialist
Cultural Resources
Manager/
Archaeologist/
Architectural
Historian/
Paleontologist
Biologist/Botanist/
Wildlife Biologist/
Ecologist/Soil
Scientist/
Herpetologist/
Arborist
GIS
Specialist
$110–165
Assistant
Planner
Assistant
Environmental
Planner
Assistant
Transportation
Planner/Engineer
Air Quality/
Noise Analyst
Cultural Resources
Analyst
Assistant Biologist/
Botanist/Wildlife
Biologist/Ecologist/
Soil Scientist/
Herpetologist/
Arborist
Assistant
GIS
Specialist
$105–135
Field Services
Senior Field Crew/Field Crew $85–120
Office Services
Graphics $125–150
Marketing $115–195
Office Assistant $100–140
Project Assistant $105–135
Research Assistant/Intern $75–100
Word Processing/Technical Editing $105–135
1 The hourly rate for work involving actual expenses in court (e.g., giving depositions or similar expert testimony) will be bil led at $400 per hour regardless of job classifications.
2 Hourly rates are subject to review at least annually, on or about June 1 of each year, and may be adjusted to reflect changing labor costs at LSA’s discretion at that time.
LSA IN-HOUSE DIRECT COSTS EFFECTIVE JUNE 20231
Description Unit Cost Description Unit Cost
Reproduction (8.5 x 11) B/W $0.07 per page Total Station Surveying Instrument $50.00 per day Reproduction (8.5 x 11) Color $0.40 per page Level (Laser or Optical) $25.00 per day Reproduction (11 x 17) B/W $0.10 per page Laser Rangefinder $25.00 per day Reproduction (11 x 17) Color $0.75 per page Sound Meter $75.00 per day CD Production $5.00 per CD Sound Meter with Velocity Transducer $85.00 per day USB Flash Drive $5.00 per drive Aerial Photo Cost
Plotting $3.75 per sq ft Boat Rental Cost
Aerial Drone $200.00 per day Water Quality Meter $25.00 per day Mileage On-Road Current federal rate Night Vision Goggles $50.00 per unit per night Mileage Off-Road Current federal rate Wildlife Camera $25.00 per day GPS Unit $75.00 per day
1 Direct costs shall be reimbursed at cost plus 10 percent. "
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CITY COUNCIL STAFF REPORT
ITEM NO. 5.3
DATE:
February 26, 2024
TO:
Honorable Mayor and City Council
FROM:
Paul Spence, Assistant City Manager
SUBJECT:
Resolution authorizing execution of an agreement with David L. Gates & Associates, Inc., in an amount not-to-exceed $280,528 and a term ending May 1, 2026, to provide landscape design services and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25.
RECOMMENDED ACTION
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute an agreement with David L. Gates & Associates, Inc., in an amount not-exceed $280,528 and a term ending May 1, 2026, to provide landscape design and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25.
SUMMARY
The Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25 involves improvements to the Flagpole Plaza and six other downtown streetscape corners to accommodate outdoor dining, provide design consistency in the Downtown Core, and upgrade accessibility. Attachment 1 shows the locations of proposed improvements. These improvements include hardscape, accessibility, landscaping, lighting and related improvements. This professional services agreement with David L.
Gates & Associates, Inc., in an amount not-to-exceed $280,528, provides for design and construction support services required to implement the proposed site improvements.
DISCUSSION
The Flagpole Plaza originally included a large grass area used as a public gathering space. However, shortly after the start of the COVID-19 pandemic in 2020, the space began to be used for outdoor dining.
During this time, the grass was removed and replaced with decomposed granite to improve the use as outdoor dining. The City is now in the process of renovating this space with the following main goals:
Add back public gathering space.
Retain strong connections between the flagpole, the large existing fountain, and the plaza.
Retain opportunities for continued outdoor dining, pursuant to the Downtown Outdoor Dining 182
Program.
Maintain the east/west pedestrian connection along First Street.
Maintain a north/south pedestrian connection through the plaza space.
Preserve existing trees, landscaping, and lighting, and add new trees, landscaping, and lighting, where appropriate.
Provide full accessibility.
For the past year, David L. Gates & Associates, Inc. has been assisting the City with the conceptual design of Flagpole Plaza and has extensive knowledge of this particular site and project. This professional services agreement, in an amount not-to-exceed $280,528, is for landscape design and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25. These services are typically required for design of the City’s parks and plazas, and include the design plans, specifications, cost estimates, bidding support, and assistance during construction. The total fee of $280,580 is approximately 16% of the total estimated construction cost of $1,700,000 which is typical for design and construction support services for a project of this scale. David L. Gates & Associates, Inc. has assisted the City with a number of park projects over the last 20 years, including Livermorium Park, and has proven to be knowledgeable, creative, responsive, and reasonably priced.
FISCAL AND ADMINISTRATIVE IMPACTS
The budget for the Flagpole Plaza and Downtown Streetscape Improvements Project No. 2022-25 is in the 2023-2028 5-Year Capital Improvement Plan, which covers the cost of this agreement and all other project costs including construction, change orders, construction management, project management, and materials testing. No additional appropriations are necessary. Funding for this project, which is in the street right-of-way, is from the Gas Tax Fund 650 and the Measure BB-Local Streets and Roads Fund 688.
COMMUNITY PILLAR
4: Inclusive & Inviting Spaces & Places.
GOAL
3: Continue to implement the Downtown Specific Plan.
GUIDING DOCUMENT
Fiscal Year 2023-2028 5-Year Capital Improvement Plan.
ATTACHMENTS
1. Location Map
2. Resolution
3. Exhibit A - Agreement
Prepared by: Saurabh Nijhawan
Associate Engineer
183
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
184
This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. The City of Livermore is not responsible for misuse or errors or omissions on this map. All information should be confirmed.
City of Livermore
1,887
Information Technologies, GIS Division, City of Livermore 314.5
Legend
1:
NAD_1983_2011_StatePlane_California_III_FIPS_0403_Ft_US Feet0 314.5157.26 Notes
1/30/2024Date Printed:
City Limits
Street Names (0-2500)
Golf Labels
Creeks
Public Facilities 0-4500)
Park Names (0-4500)
School Names (0-4500)
Buildings
Parcels
ATTACHMENT 1
185
RESOLUTION NO. ________
IN THE CITY COUNCIL OF THE CITY OF LIVERMORE, CALIFORNIA A RESOLUTION AUTHORIZING EXECUTION OF ANAGREEMENT WITH DAVID L.
GATES & ASSOCIATES, INC., IN AN AMOUNT NOT TO EXCEED $280,528 AND A TERM ENDING MAY 1, 2026, TO PROVIDE LANDSCAPE DESIGN SERVICES AND
CONSTRUCTION SUPPORT SERVICES
(Flagpole Plaza and Downtown Streetscape Improvements, Project No. 2022-25) The Engineering Division requires a consultant to provide landscape design and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements, Project No 2022-25. The projects involve redesigning the Flagpole Plaza to accommodate outdoor dining, restore public areas, and comply with Americans with Disabilities Act (ADA) accessibility requirements. Contract services include landscape design and preparation of construction drawings, specifications, cost estimates, schedules, bid assistance, engineering support, and support during construction.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Livermore that it hereby:
1. Authorizes the City Manager to execute a Professional Services Agreement with David L. Gates & Associates, Inc, attached hereto as Exhibit A, in an amount not-to- exceed $280,528 and a term ending May 1, 2026, to provide landscape design and construction support services for the Flagpole Plaza and Downtown Streetscape Improvements, Project No 2022-25; and
2. Authorizes the City Manager to take whatever actions are necessary and appropriate to carry out the purpose and intent of this resolution, including approving minor changes to the proposed agreement.
On motion of Council Member _________________________, seconded by Council Member ________________________, the foregoing resolution was passed and adopted on February 26, 2024, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS
ATTEST: APPROVED AS TO FORM:
____________________________ /s/ Tara Mazzanti
Deborah L. Elam Tara Mazzanti
Acting City Clerk Assistant City Attorney
Exhibit A – Agreement with David L. Gates & Associates, Inc. 186
Professional Services Agreement Page 1
Rev. 09/19/23
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this day of , 2024, by and between the City of Livermore (“City”), a municipal corporation, and David L. Gates & Associates, Inc. (“Consultant”), a California corporation.
RE
CITALS
C
ity requires professional services to prepare landscape design plans for the Flagpole Plaza.
C
onsultant warrants it possesses the distinct professional skills, qualifications, experience, and resources necessary to timely perform the services described in this Agreement. Consultant acknowledges City has relied upon these warranties to retain Consultant.
AG
REEMENT
NO
W, THEREFORE, City and Consultant hereby agree that the aforementioned recitals are true and correct and further agree as follows:
1. Retention as Consultant. City hereby retains Consultant, and Consultant hereby accepts such engagement, to perform the services described in Section 3 below subject to the terms and conditions in this Agreement.
2. Relationship of Parties – Independent Contractors . The relationship of the parties shall be that of independent contractors. Consultant and its employees are not City office rs or employees. Consultant is responsible for the supervision and management of its employees, including any workers compensation insurance, withholding taxes, unemployment insurance, and any other employer obligations associated with the delivery of the services contemplated by this Agreement.
3. Description of Services. Consultant shall provide the following professional services as more particularly set forth in Exhibit "A" (collectively “the Services”):
Lan
dscape design services to prepare plans, specifications and cost estimates for the Flagpole Plaza and provide construction support for the City.
4. Consultant’s Responsibilities. Consultant shall:
(a) Dilig
ently perform the Services in a manner commensurate with industry, professional, and community standards;
(b) P
rovide the resources necessary to complete the Services in a timely manner;
(c) O
btain a business license from the City of Livermore, and keep it in effect for the term of this Agreement;
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
187
Professional Services Agreement Page 2
Rev. 09/19/23
(d) Obtain and keep in effect all necessary licenses , permits, qualifications, insurance, and approvals legally and professionally required for Consultant to practice its profession and to provide the Services;
(e) Comply with all laws in effect that are related to Consultant and the Services;
(f) Coordinate the Services with Rosy Ehlert & Saurabh Nijhawan (“Project Manager”), or such other person designated as the Project Manager by City;
(g) Be available to the Project Manager , and other parties referred to Consultant by the Project Manager, to answer questions or inquiries related to the Services;
(h) Only invoice City for the Services rendered. Consultant’s invoice shall be in writing and describe the Services performed for the payment requested. Consultant shall not submit an invoice to City more frequently than once a calendar month;
(i) Keep and maintain invoices and records related to the Services in an organized manner. At a minimum, the records must be kept for at least 3 years from the date of final payment to Consultant and must include time sheets, work progress reports, and other documentation to adequately explain all the Services invoiced for payment.
Consultant shall make the invoices and records immediately available to City upon delivery of a written request to examine, audit, or copy them at City’s place of business during normal business hours. Consultant shall give City 30 calendar-days’ written notice prior to destroying the invoices and records and allow City an opportunity to take possession. If City wants them, Consultant and City shall coordinate their delivery to City in the most efficient manner possible;
(j) Prepare and submit a written report to the Project Manager, within 3 business-days of the Project Manager’s written request, that identifies the Services completed and in progress, the charges incurred to date, and the anticipated cost to complete the remaining Services;
(k) Consultant shall correct, at its own expense, all errors in the S ervices.
Should Consultant fail to make such correction in a timely manner, City may make the correction and charge the cost thereof to Consultant;
(l) If applicable, Consultant shall ensure that all work for compensation is provided in compliance with the requirements of the California Labor Code including but not limited to hours of labor, nondiscrimination, payroll records, apprentices, worker’s compensation and prevailing wages. If applicable, Consultant shall comply with all prevailing wage laws, such as sections 1773, 1773.8, 1775, 1776, 1777.5, 1777.6, and 1813 of the California Labor Code and any other applicable wage and hour law. If any violation of prevailing wage law associated with this Agreement is deemed to have occurred by any court or administrative authority, Consultant shall forfeit to the City, as a penalty, the sum of fifty dollars ($50.00) for each calendar day, or portion thereof, for each laborer, worker, or mechanic employed, paid less than the applicable prevailing rates for any work done to accomplish the purposes of this Agreement; and, DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
188
Professional Services Agreement Page 3
Rev. 09/19/23
(m) Consultant’s services provided pursuant to this Agreement shall comply with the Americans with Disabilities Act (ADA) of 1990, and all amendments thereto, as well as all applicable regulations and guidelines issued pursuant to the ADA.
5. Compensation and Payment.
(a) The total compensation payable by City to Consultant for the Services SHALL NOT EXCEED the sum o f $ 280,528.00 ("not-to-exceed amount"). City shall compensate Consultant for the Services rendered at the hourly rates, task amounts or travel expenses set forth in Exhibit “A” up to the not -to-exceed amount. Except as provided in the body of this Agreement, the hourly rates, task amounts or travel expenses are intended to be Consultant’s only compensation for the Services and is inclusive of all costs of labor, licensing, permitting, overhead and administrative costs , and any-and-all other costs, expenses, and charges incurred by Consultant, its agents, and employees to provide the Services.
(b) City shall pay Consultant no later than 30 days after City receives a written invoice from Consultant and verifies the Services were performed for the payment requested.
6. Term. The term of this Agreement commences on February 26, 20 24, and terminates upon the completion of the Services or May 1, 2026, whichever occurs first.
7. Termination by City . City may terminate any portion or all of the S ervices by giving Consultant at least 30 calendar-days written notice. Upon receipt of a termination notice, Consultant shall immediately stop all work in progress on the S ervices except where necessary to preserve the benefit of the work, and then assemble the work on the Services for delivery to City on the termination date. All compensation for Services performed prior to the termination date shall be payable to Consultant in accordance with Section 5.
8. Ownership of Documents. All drawings, designs, data, photographs, reports and other items prepared or obtained by Consultant in the performance of the Services are City’s property and Consultant shall deliver them to City upon demand.
9. Copyright and Right of Use. All items created by Consultant for City under this Agreement are works made for hire, and Consultant shall give City the copyright and all intellectual property rights to all items developed, prepared, and delivered as part of the Services. Consultant agrees that all aspects of the Services and items created thereby will be original works of creation and will not use, in whole or in part, any work created by any other party, except when expressly disc losed by Consultant to Ci ty and Consultant obtains a license to such items for the benefit of City. All licenses must be perpetual, world-wide, non-exclusive, and royalty free sufficient in scope to permit City’s full use and enjoyment of its ownership rights in the items created by the Services.
10. Confidentiality. Consultant shall not disclose any confidential or proprietary information received from City to anyone except Consultant’s employees who require access to the information to perform the S ervices. This obligation shall survive DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
189
Professional Services Agreement Page 4
Rev. 09/19/23
termination and remain in full force and effect until the information, and any copies thereof, are destroyed or returned to City.
11. Defense, Indemnity, and Hold Harmless. To the fullest extent permitted by law, Consultant shall hold harmless, indemnify, and defend with counsel selected by the City or otherwise acceptable to the City, the City and its elected and appointed officials, officers, directors, employees, agents and designated volunteers from and against any and all liability, loss, damage, claims, expenses, and costs (including without limitation, attorney’s fees and costs and fees of litigation) (collectively, “Liability”) of every nature arising out of or in connection with Consultant’s performance of the services contemplated by this Agreement, or in connection with Consultant’s failure to comply with any of its obligations contained in this Agreement , except for such Liability caused by the sole active negligence or willful misconduct of City. Consultant’s obligations to hold harmless, indemnify, and defend shall not be excused because of Consultant’s inability to evaluate Liability or because Consultant evaluates Liability and determines that Consultant is not liable to the claimant. These obligations are independent of, and shall not in any way be limited by, the minimum insurance obligations contained in this Agreement. These obligations shall survive the completion or termination of this Agreement. Consultant must respond within 30 days to the tender of any claim for defense and indemnity by the City.
(a) Modification for Construction Contracts. To the extent this Agreement is a “construction contract” covered by California Civil Code section 2782, then Consultant’s duty to indemnify shall not apply in a manner prohibited by California Civil Code section 2782.
(b) Modification for Design Professional Services. To the extent this Agreement is for “design professional services” defined in California Civil Code section 2782.8, then Consultant’s duties to defend and indemnify shall only apply to the extent provided for in California Civil Code s ection 2782.8(a), unless section 2782.8(a) is not applicable for one of the reasons set forth in 2782.8(e).
12. Insurance. Consultant shall procure and maintain insurance during the term of this Agreement in the amounts and under the terms set forth in Exhibit “B” against claims that may arise from or in connection with this Agreement and performance of the Services.
Upon reasonable written notice, Consultant shall comply with any changes in the amounts and terms of insurance as may be required from time-to-time by City’s Risk Manager.
13. Acceptance of Final Payment. Consultant’s acceptance of final pay ment will release City from any and all claims and liabilities for compensation under this Agreement.
14. Acceptance of Work. City’s acceptance of, or payment to Consultant for, the Services does not release Consultant from its responsibility for the accuracy , completeness, or competency of the Services, nor do the actions constitute an assumption of Consultant’s responsibility or liability by City for any defect or error in the Services.
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
190
Professional Services Agreement Page 5
Rev. 09/19/23
15. Conflict of Interest. Consultant represents that no City employee or official has a financial interest in Consultant. Consultant shall not offer, encourage, or accept any financial interest in any part of Consultant's business by or from a City employee or official during the term of this Agreement or as a result of being awarded this Agreement. If any of the Services are paid by reimbursement from an agreement between City and a private party, Consultant represents that it has not performed any work for th at private party during the 12-month period prior to the execution of this Agreement , and that it shall not negotiate, offer or accept any contract for services from that party during the term of this Agreement.
16. Economic Disclosure. Consultant shall comply with City’s local conflict of interest code and the Political Reform Act, and prepare and file an economic disclosure statement if the S ervices involve making, or participation in making, decisions which may have a material effect on the Cons ultants’ financial interest. While it is Consultant’s sole responsibility to evaluate its conflicts of interest, the Consultant nevertheless agrees to prepare and file an economic disclosure statement if requested by City.
17. Non-Exclusive Agreement. This is a non- exclusive agreement. City reserves the right to provide, and to retain other consultants to provide, services that are the same or similar to the Services described in this Agreement.
18. No Assignment. Consultant shall not assign or subcontract any of the Services without City’s prior written consent. For the purposes of this section, a change of fifty - percent or more in the ownership or control of Consultant constitutes an assignment.
19. Remedies. All remedies permitted or available under this Agreement, or at law or in equity, are cumulative and alternative, and the invocation of a right or remedy will not be construed to waive or elect a remedy with respect to any other available right or remedy. As a condition precedent to commencing legal action involving a claim or dispute against City arising from this Agreement, the Consultant must present a written claim to City in accordance with Chapter 3.42 of the Livermore Municipal Code.
20. Construction of Language . T he terms and conditions in this Agreement have been arrived at through negotiation and each party had a full and fair opportunity to review and revise this Agreement with legal counsel. Any ambiguity in this Agreement will not be resolved against either party as the drafting party. In the event of an inconsistency or conflict between the language in the body of the Agreement and an attachment hereto, the language in the body of the Agreement controls.
21. Entire Agreement; Modification . T his Agreement supersedes all other agreements, whether oral or written, between the parties with respect to the Services.
Any modification to this Agreement must be in writing and signed by both parties. In the event the original of this Agreement is los t or destroyed, an archival copy maintained by City can be used in place of the original for all purposes with the same effect as if it was the original.
22. Notice. Notices under this Agreement must be delivered to the addresses below by deposit in the United States mail or by overnight delivery service, with postage prepaid and delivery confirmation:
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
191
Professional Services Agreement Page 6
Rev. 09/19/23
TO CITY: Attention: Joel Waxdeck, City Engineer
City of Livermore
1052 S Livermore Avenue
Livermore, California 94550
TO CONSULTANT: Attention: Casey Case, Managing Partner David L. Gates & Associates, Inc.
1655 N. Main Street, Suite 365
Walnut Creek, CA. 94596
23. Waiver. Failure to insist upon the strict performance of any term or conditions in this Agreement, no matter how long the failure continues, is not a waiver of the term or condition and does not bar the right to subsequently demand strict performance. To be effective, a waiver must be in writing and signed by the non-breaching party.
24. Severability. If a court of competent jurisdiction determines a provision in this Agreement is invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force and effect without being impaired in any way.
25. Survival. The terms, conditions, and obligations in Sections 8, 9, 10, and 11 shall survive the completion or termination of this Agreement.
26. Electronic Signatures. By signing this document, you are agreeing that you have reviewed this disclosure information and consent to transact business using electronic communications, to receive notices and disclosures electronically, and to utilize electronic signatures in lieu of using paper documents. You are not required to receive notices and disclosures or sign documents electronically. If you prefer not to do so, you may request to receive paper copies and withdraw your consent at any time.
27. Counterparts. This Agreement may be executed and delivered in one or more counterparts, each of which will be deemed to be an original copy of this Agreement, and all of which, when taken together, will be deemed to constitute one and the same agreement. The facsimile, email, or other electronically delivered signatures of the Parties shall be deemed to constitute original signatures, and facsimile or electronic copies hereof shall be deemed to constitute duplicate originals and shall be valid and effectiv e for all purposes.
*********************************************************************************************
Signatures and Attachment List on the Next Page
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
192
Professional Services Agreement Page 7
Rev. 09/19/23
In concurrence and witness whereof, and in recognition of the mutual consideration provided therefore, the parties have executed t his Agreement, effective on the date first written above.
CONSULTANT: Dated:
____________________________ ___________________________ Casey Case
Managing Partner
CITY OF LIVERMORE: Dated:
____________________________ ____________________________ Marianna Marysheva
City Manager
APPROVED AS TO FORM:
___________________________
Deputy/Assistant/City Attorney
APPROVED AS TO INSURANCE:
_______________________
Risk Manager/Analyst
Attachments:
Exhibit A – Scope of Work
Exhibit B – Insurance Requirements
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526 1/25/2024 | 9:37 AM PST
EXHIBIT A
193
Exhibit A - Scope of Work
Flagpole Plaza and Downtown Streetscape Improvements
01/05/2024
Project E lements
Landscape architecture and engineering services for Flagpole Plaza and Downtown Streetscape Improvements, including:
Flagpole Plaza, approximately 13,000 square feet, will include the following improvements as shown in Exhibit A-2
• Multi-use grass area
• Optional game table/chairs with shade element
• Small accent flowering trees
• Post with string lights, pedestrian lighting, heating elements • Specimen shade tree with year-round accent lighting
• Performance stage zone
• Stamped concrete paving with pattern and color to match downtown • New stone veneered wall
• New accent perennials and shrub plantings
• Low landscape wall
Flagpole Plaza project schedule shown under Exhibit A-1.
Downtown streetscape improvements for the areas as shown in Exhibit A-3 and Exhibit A-4 and will not include Flagpole Plaza Bid Documents. Gates will provide concepts and suggested improvements only to the City including:
• Planting renovation recommendations
• Hardscape upgrade recommendations
• Additional lighting recommendations
• Additional activation use recommendations
TASK 1 – PROJECT
MANAGEMENT
The objectives of this task are to establish scope, budget, and schedule and provide on- going communication and documentation to ensure the progress of the project moves forward smoothly through completion.
Subtask 1.1
Project Management
• Provide Project Management and Coordination of Permitting, Design, and Project Delivery
• Assure Compliance with Federal, State and Local Codes and Standards • Develop and update monthly Schedule with task start and end dates • Prepare Monthly Progress and Invoices
• Establish and Implement Quality Control Procedures
Subtask 1.2
Meetings
• Conduct project kick off meeting to:
o Review project assumptions and expectations; known issues and challenges, work scope, budget, schedule, and preliminary design objectives o Establish project communication protocols.
o Identify City stakeholders
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
194
• Facilitate monthly meetings with City staff to review Project schedule, status and Work in progress (Assume 6 meetings)
• Prepare monthly progress reports to address:
o Overall progress/ work schedules/ deliverable
o City/ consulted action items
o Deliverables
o Challenges encountered and suggested solutions
o Budget update
Subtask 1.3
Field Reconnaissance
• Conduct site meeting with City Staff to access existing condition and understand:
o Relationship to adjacent users.
o Condition of existing amenities, lighting, paving and limits of work. o Existing potable water, irrigation and electrical services, closest communications, and City fiber.
o Document existing elements for demolition and items for salvage. o Document existing vaults to be adjusted to proposed grade. o Field review of evident accessibility liabilities
Subtask 1.4
Document Review
Review all available project information (CAD files, existing plans, environmental reports, previous design efforts, Downtown Specific Plan and Downtown Core Design Standards and Guidelines and provide written project summary of any potential issues and constraints for circulation to the City of Livermore.
DELIVERABLES:
Detailed project schedule & updates
Monthly Progress reports including schedule updates
QA/QC plan
Monthly Meeting Agendas and Minutes
Stakeholder Meeting Materials
Document Evaluation Summary
MEETINGS:
Kickoff (1)
City (6)
Subtask 1.5
Arborist Report
Arborist will provide input health and condition of existing trees at Flagpole Plaza, impacts of improvements within in root zones and recommendation for removal and protection. • Inspect approximately 13+/-trees, including tree species, suitability of preservation, ability to withstand specific construction impacts, and health condition. • Prepare a Tree Inventory Report, including individual tree evaluation, tree location and numbering plan, pruning standards, and tree preservation guidelines. • Provide plan review and consultation.
• Submit tree removal permit if necessary. City to pay any fees associated with permit.
DELIVERABLES:
Arborist Report
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
195
TASK 2 – Dry Utility
Coordination
The objective of this task is to coordinate adjustments of elevations of existing vaults and lids with appropriate agencies.
Subtask 2.1
Dry Utility Coordination
• Review demolition and improvement plans for Dry Utility relocation and adjustments. Markup on plans as appropriate for implementation by the plan author.
• Perform Engineers’ site visit to validate ownership of the vaults, open the vaults where applicable to confirm vault type.
• Determine the coordination process and delineation of work between Utility Agency and City’s contractor.
• Coordinate with the Utility Agencies, where required. • Answer incidental questions from the Contractor regarding the Dry Utility relocation and adjustments.
• Utility agencies:
Electric – PG&E
Gas - PG&E
Communications – AT&T and Comcast
TASK 3 – Plans,
Specifications and
Estimates
The objective of this task is to develop Biddable, permitted construction documents for Flagpole Plaza Re-design.
Subtask 3.1
65% PS&E
Based upon City Comments to Conceptual Design Prepare 65% Documents including:
• Plans
• Title Sheet, Sheet Index
• Project notes, abbreviations, symbols and legends
• Existing conditions plans
• Demolition/ Salvage Plans
• Access Plan
• Utility Plans
• Grading and drainage plan
• Storm drains profiles
• Horizontal Control Plans
• Erosion control plans, Notes and Details
• Layout Plan with at least two benchmarks
• Dimensioning Plan
• Planting Plan
• Irrigation Demolition Plan
• Irrigation Plan
• Site Lighting plans
• Electrical plans, schedule, and load calculations, including:
o New electric heaters in tenant patio areas
o Reconnecting existing equipment
• Electrical service equipment upgrade, including:
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
196
o New utility pedestal
o New transformer location
o New primary/secondary conduits
o Load calculations for utility review, including loads broken down in standard utility format
o Submission of utility application
o Preliminary coordination with utility representative for the duration of the design phase.
• Security camera design plan
• Structural Plans and calculations
• Construction Details for all Civil, Electrical, Landscape, and Structural scopes of work.
Including details for specific site amenities and materials:
o Flatwork
o Irrigation details
o Landscape Walls
o Planting details
o Post for string lights
o Pot detail
o Shade Element as required
o Site furnishings
o Specimen tree
• Photometric plans
• Hydrozone Plans
• Evaluate opportunities for green infrastructure and implement if economical and aesthetic
• Identify Bid alternates based on project priorities
• Pedestrian access sequencing plans
• Specifications
• Provide Coordinated contract specifications, bid list, and measurement and payment sections using City standard specs format.
• Cost Estimate
• Provide City with estimated construction cost impacts associated with implementing comments.
• Finalize Cost Estimate Bid List with line-item descriptions. • Coordinate all utilities, structural elements, light fixtures, with design team. • Coordinate construction access and phase pedestrian flow through downtown. • Conduct internal quality control review, coordination, and incorporate comments • Submit documentation to permitting agencies
• Submit 65% Contract Documents for City review.
Subtask 3.2
95% PS&E
Review 65% CD Comments, Coordinate, Respond and incorporate into 95% PS&E including:
Plans
• Update plans as required
• Prepare water use calculations per local and state ordinance.
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
197
Specifications:
• Finalize technical specifications
• Measurement and Payment coordinated with Bid Forms and construction element terminology
• Prepare Specification Project Manual using City of Livermore standard specifications, deleting sections that are not applicable and providing additional specifications as required for the project. (Notice to Bidders, Instructions to Bidders, General Provisions/Conditions, Special Provisions, and Technical Provisions) Front end specifications prepared by City
Estimate:
• Provide City with updated cost estimate at 65% submittal and verify alignment with project budget.
• Bid forms and coordinated construction element terminology • Conduct internal quality control review and incorporate comments • Coordinate any necessary design changes with the City, Health Department, and the utility agencies.
• Provide ADA review and comments to 95% Plans
• Provide Structural Calculations
• Submit revised documentation to permitting agencies
• Submit 95% PS&E for City review.
Subtask 3.3
Final Plans
• Review 95% Comments, based on comments from the City, coordinate, respond and incorporate into final PS&E
• Title 24 Plans
• Electrical panel schedules and circuiting
• Submit 100% PS&E Contract Documents for Bid.
• Submit 100% PS&E for Budling Permit and respond to all building permit comments as necessary to obtain permit.
• Provide ADA review of Final Plans and prepare the conformance letter.
DELIVERABLES:
65%, & 95% PS&E Contract Documents (3 11x17 copies & (1) 24x36 / PDF Submittal) 100% Submittal PDF’s & Digital Files:
• List of submittals, extended warranties beyond 1 year, any special contractor certifications, and spare parts
• List of sole source items and respective vendors
• O&M replacement costs and lifecycle estimates
• List of long lead items
• List of testing and training requirements
• CASP certification of design
• All PDF documents with bookmarks for each section and drawing
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
198
TASK 4 – BIDDING AND
CONSTRUCTION
SUPPORT
Provide bidding and construction administrative services to ensure the implementation of the Contract Documents are fully met by the Contractor.
Subtask 4.1 – Bid Support • Attend Bidder’s conference. • Respond to questions, prepare addenda if necessary and participate in evaluation of the proposals
• Provide Conform Construction Document package incorporating all bid questions into a final document set.
Subtask 4.2 –
Construction
Administration
• Attend Pre-Construction Meeting
• Prepare submittal and shop drawing project log/check list • Provide RFI responses
• Review Submittals, Samples, Substitution Requests, Shop Drawings & quality control tests
• Assist contractor in coordination with utility representative (assume contractor will take over primary responsibility of coordinating with the utility representative with supplemental support provided by the Electrical Engineer). • Review change orders and provide drawing clarifications as necessary. • Attend up to 20 weekly virtual construction meetings
• Attend (5) site visit for inspections including final construction punch walks to inspect and report on the contractor’s conformance to the Contract Documents. • Provide (1) ADA final inspection and report of final completed project.
Subtask 4.3 – As-builts • At completion of construction prepare as-built documents using contractor mark- ups.
DELIVERABLES:
Bid inquiry response
Conform Construction Documents
RFI and Submittal Responses
CASP certification of completed construction
As-Built DWG files and PDF Conform Set with bookmarks for each section and drawing
MEETINGS:
Bidder’s Conference 1
Pre-Construction 1
Construction 20
Site Inspections/Punch walks 5
CASP Inspections 1
TASK 5 –
AS-DIRECTED SERVICES
Upon request by the City, Gates shall provide as-directed services to the City. A budget allowance of $25,000 has been included. Any use of this budget allowance shall require written authorization from the City that includes scope of as-directed services and an agreed upon not-to-exceed limit. As-directed services could include the following services:
• Additional surveys
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
199
• Site design changes requested by City
• Additional required site inspections
• Additional required meetings
• Additional change order cost estimates
• Additional construction administration
• Additional traffic control plans
• Additional geotechnical services
• Additional potholing
• Suggested improvements (such as tree grate upgrade, fencing upgrade, planting renovation, hardscape renovation, and additional activation use recommendations) for the red dashed areas as shown in Exhibit A-4
PROJECT ASSUMPTIONS
General • The overall project budget is assumed to be $1.7M. • Project shall be constructed in 1 continuous phase.
• Geotechnical testing and reports are excluded. Sections shall rely on extensive adjacent geotechnical data provided by the City.
• The construction administration period is based on 100 working days to complete the construction of the new plaza.
• Topographic survey and underground survey to be provided by City. • No planning commission meetings are required.
Civil Engineer • Off-site improvements are limited to minor utility service connections • Owner to provide title report.
• Project will be included under one permit.
• Stormwater treatment will not be required as this project will not replace more than 10,000 SF of impervious area. Green infrastructure will be evaluated and implemented if economical and aesthetic.
Electrical Engineer
• Site Security video camera system at Flagpole Plaza only. • Assume up to 2 photometric plan and analysis iterations • Assume that all power in the scope areas is from existing City services and not tenant panels.
Dry Utility Design • No new services are required.
• Plans shall address changes in elevations for PG&E, Gas, and Communication boxes within the project boundary to be shown by the civil and electrical engineers. Development of joint trench plans are not required.
• Relocation of service points are not included.
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
200
EXCLUSIONS
Civil Engineer
• SWPPP QSD services will not be required as the site disturbance will be less than one acre.
• SWPPP QSP inspection and reporting services will not be required as the site disturbance will be less than one acre.
• Potholing for utility verification
• Construction staking services
• Off-site utility extensions or upgrades.
• Field survey for conform drawings
• Site structural elements including stairs or retaining walls • Stormwater treatment will not be required as this project will not replace more than 10,000 SF impervious area.
• Survey boundary or easement
• Utility locating on Frist Street and Livermore Avenue to be completed along with RJA’s site specific topographic map.
• Cal Water coordination (assuming project will utilize existing irrigation services)
Electrical Engineer • Additional data utility work (with exception of Task 3 Security Camera Design Plan) • Audio systems, theatrical lighting, and WIFI systems
• Life cycle cost analysis for proposed and alternate electrical systems • Commissioning of systems
• All existing lighting outside project limit not included in this scope • Checking of existing egress lighting levels outside project limit not included in this scope
• DMX or color changing lighting controls
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
201
GATES
+ ASSOCIATES BKF RMA ATIUM UDCE Lionakis SUBTOTAL
Subtotal Fee $24,190 $9,268 $1,500 $1,480 $0 $0 $36,438 Subtotal Fee $1,485 $0 $0 $0 $5,500 $0 $6,985
Subtotal Fee $85,680 $43,926 $3,600 $20,730 $0 $3,150 $157,086 Subtotal Fee $19,305 $14,370 $1,600 $5,540 $0 $1,080 $41,895 $25,000
TOTAL $130,660 $67,564 $6,700 $27,750 $5,500 $4,230 $267,404 Subcontractor Mark up 10% $6,756 $670 $2,775 $550 $423 $11,174 Reimbursable Allowance $750 $500 $250 $150 $150 $150 $1,950 GRAND TOTAL $280,528
TASK 5 - AS-DIRECTED SERVICES
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
SUMMARY BY COMPANY
TASK 1 - PROJECT MANAGEMENT
TASK 2 - UTILITY COORDINATION
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
202
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Principal Associate
Principal Senior Associate Job Captain
Hourly Rate $225 $205 $190 $170 SUBTOTAL
Subtask 1.1 Project Management 4 40
Subtask 1.2 Meetings 10 10 4
Subtask 1.3 Field Reconnaissance 8 8 8
Subtask 1.4 Document Review 2 2
Subtask 1.5 Arborist Report 2 20
SUBTASK HOURS 24 62 32 0
SUBTOTAL FEE $5,400 $12,710 $6,080 $0 $24,190
Subtask 2.1 Utility Coordination 4 1 2
SUBTASK HOURS 4 1 2 0
SUBTOTAL FEE $900 $205 $380 $0 $1,485
Subtask 3.1 65% PS&E 24 40 56 72
Subtask 3.2 95% PS&E 16 36 48 40
Subtask 3.3 Final Plans 12 32 40 32
SUBTASK HOURS 52 108 144 144
SUBTOTAL FEE $11,700 $22,140 $27,360 $24,480 $85,680
Subtask 4.1 Bid Support 1 1 4
Subtask 4.2 Construction Administration 10 16 56
Subtask 4.3 As-Builts 1 2 8
SUBTASK HOURS 11 18 62 8
SUBTOTAL FEE $2,475 $3,690 $11,780 $1,360 $19,305
TOTAL $130,660
Reimbursable Allowance $750
GATES + ASSOCIATES
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
TASK 2 - DRY UTILITY COORDINATION
TASK 1 - PROJECT MANAGEMENT
December 15, 2023
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
203
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Technical
Manager (CASP) Associate Sr. Project
Manager Eng. II
Hourly Rate $247 $260 $253 $186 SUBTOTAL
Subtask 1.1 Project Management 4 8
Subtask 1.2 Meetings 2 8 2
Subtask 1.3 Field Reconnaissance 4 4
Subtask 1.4 Document Review 2 4
Subtask 1.5 Arborist Report
SUBTASK HOURS 0 8 24 6
SUBTOTAL FEE $0 $2,080 $6,072 $1,116 $9,268
Subtask 2.1 Utility Coordination
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 3.1 65% PS&E 12 100
Subtask 3.2 95% PS&E 8 1 8 58
Subtask 3.3 Final Plans 2 1 8 24
SUBTASK HOURS 10 2 28 182
SUBTOTAL FEE $2,470 $520 $7,084 $33,852 $43,926
Subtask 4.1 Bid Support 2 4
Subtask 4.2 Construction Administration 8 4 10 30
Subtask 4.3 As-Builts 2 8
SUBTASK HOURS 8 4 14 42
SUBTOTAL FEE $1,976 $1,040 $3,542 $7,812 $14,370
TOTAL $67,564
Reimbursable Allowance $500
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
BKF ENGINEERS
TASK 1 - PROJECT MANAGEMENT
TASK 2 - UTILITY COORDINATION
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
204
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Principal Project Manager Irrigation
Designer CAD Drafter
Hourly Rate $175 $150 $125 $100 SUBTOTAL
Subtask 1.1 Project Management
Subtask 1.2 Meetings 1
Subtask 1.3 Field Reconnaissance 8
Subtask 1.4 Document Review 1
Subtask 1.5 Arborist Report
SUBTASK HOURS 0 10 0 0
SUBTOTAL FEE $0 $1,500 $0 $0 $1,500
Subtask 2.1 Utility Coordination
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 3.1 65% PS&E 3 8 4
Subtask 3.2 95% PS&E 3 2 4
Subtask 3.3 Final Plans 2 2 1
SUBTASK HOURS 0 8 12 9
SUBTOTAL FEE $0 $1,200 $1,500 $900 $3,600
Subtask 4.1 Bid Support 2 1
Subtask 4.2 Construction Administration 6
Subtask 4.3 As-Builts 3
SUBTASK HOURS 0 8 0 4
SUBTOTAL FEE $0 $1,200 $0 $400 $1,600
TOTAL $6,700
Reimbursable Allowance $250
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
RMA IRRIGATION
TASK 1 - PROJECT MANAGEMENT
TASK 2 - UTILITY COORDINATION
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
December 15, 2023
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
205
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Principal Engineer Production Admin
Hourly Rate $200 $180 $125 $100 SUBTOTAL
Subtask 1.1 Project Management
Subtask 1.2 Meetings 1
Subtask 1.3 Field Reconnaissance 2
Subtask 1.4 Document Review 1 4
Subtask 1.5 Arborist Report
SUBTASK HOURS 2 6 0 0
SUBTOTAL FEE $400 $1,080 $0 $0 $1,480
Subtask 2.1 Utility Coordination
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 3.1 65% PS&E 6 20 32 0.5
Subtask 3.2 95% PS&E 6 20 32 0.5
Subtask 3.3 Final Plans 2 6 12 0.5
SUBTASK HOURS 14 46 76 1.5
SUBTOTAL FEE $2,800 $8,280 $9,500 $150 $20,730
Subtask 4.1 Bid Support 1
Subtask 4.2 Construction Administration 20 2
Subtask 4.3 As-Builts 7 2
SUBTASK HOURS 0 28 4 0
SUBTOTAL FEE $0 $5,040 $500 $0 $5,540
TOTAL $27,750
Reimbursable Allowance $150
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
ATIUM
TASK 1 - PROJECT MANAGEMENT
TASK 2 - UTILITY COORDINATION
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
206
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Hourly Rate $275 $225 $185 SUBTOTAL
Subtask 1.1 Project Management
Subtask 1.2 Meetings
Subtask 1.3 Field Reconnaissance
Subtask 1.4 Document Review
Subtask 1.5 Arborist Report
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 2.1 Utility Coordination
$5,500
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 3.1 65% PS&E
Subtask 3.2 95% PS&E
Subtask 3.3 Final Plans
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 4.1 Bid Support
Subtask 4.2 Construction Administration
Subtask 4.3 As-Builts
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
TOTAL $5,500
Reimbursable Allowance $150
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
UDCE
TASK 1 - PROJECT MANAGEMENT
TASK 2 - ACCESSIBILITY REPORT
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
December 15, 2023
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
207
Flagpole Plaza and Downtown Streetscape
Improvements, Livermore
Principal Senior
Associate Engineer I Project
Coordinator
Hourly Rate $300 $270 $200 $130 SUBTOTAL
Subtask 1.1 Project Management
Subtask 1.2 Meetings
Subtask 1.3 Field Reconnaissance
Subtask 1.4 Document Review
Subtask 1.5 Arborist Report
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 2.1 Utility Coordination
SUBTASK HOURS 0 0 0 0
SUBTOTAL FEE $0 $0 $0 $0 $0
Subtask 3.1 65% PS&E 2 2
Subtask 3.2 95% PS&E 2 6
Subtask 3.3 Final Plans 1 1
SUBTASK HOURS 0 5 9 0
SUBTOTAL FEE $0 $1,350 $1,800 $0 $3,150
Subtask 4.1 Bid Support
Subtask 4.2 Construction Administration 4
Subtask 4.3 As-Builts
SUBTASK HOURS 0 4 0 0
SUBTOTAL FEE $0 $1,080 $0 $0 $1,080
TOTAL $4,230
Reimbursable Allowance $150
TASK 4 - BIDDING AND CONSTRUCTION SUPPORT
LIONAKIS
TASK 1 - PROJECT MANAGEMENT
TASK 2 - ACCESSIBILITY REPORT
TASK 3 - PLANS, SPECIFICATIONS AND ESTIMATES
December 15, 2023
December 22, 2023
January 5, 2024
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
208
HOURLY FEES FOR SERVICES OF:
Partner
Principal
Associate Principal
Senior Associate
Job Captain
Sr . Irrigation Designer
Community Outreach Facilitator
Marketing Coordinator
Administrative/Drafter
RATE PER HOUR:
$225.00 - $240.00
$210.00 - $225.00
$195.00 - $210.00
$175.00 - $195.00
$155.00 - $175.00
$190.00 - $210.00
$175.00 - $195.00
$125.00 - $175.00
$125.00 - $145.00
I. HOURLY FEES
A. Consultants at approximately the same r ates indicated above or on consultant fee schedules.
B. Other direct expenses at cost which may include:
1. Printing and reproduction costs.
2. Mileage and travel costs.
3. Miscellaneous
Hourly rates may be adjusted on January 1 of each year and shall apply for any services rendered after that date.
II. EXPENSES ΈREIMBURSABLES Ή
RATE SCHEDULE
EFFECTIVE THROUGH DECEMBER 2024
GATES + ASSOCIATES
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
209
EXCLUSIONS
Civil Engineer
• SWPPP QSD services will not be required as the site disturbance will be less than one acre.
• SWPPP QSP inspection and reporting services will not be required as the site disturbance will be less than one acre.
• Potholing for utility verification
• Construction staking services
• Off-site utility extensions or upgrades.
• Field survey for conform drawings
• Site structural elements including stairs or retaining walls • Stormwater treatment will not be required as this project will not replace more than 10,000 SF impervious area.
• Survey boundary or easement
• Utility locating on Frist Street and Livermore Avenue to be completed along with RJA’s site specific topographic map.
• Cal Water coordination (assuming project will utilize existing irrigation services)
Electrical Engineer • Data utility work
• Audio systems, theatrical lighting, and WIFI systems
• Life cycle cost analysis for alternate electrical systems • Commissioning of systems
• All surrounding existing lighting not in scope areas is not included. • Checking of existing egress lighting levels for existing lighting is not in scope areas. • DMX lighting controls
PROJECT SCHEDULE
Subtask 1.1 Project Management
Subtask 1.2 Meetings
Subtask 1.3 Field Reconnaissance
Subtask 1.4 Document Review
Subtask 1.5 Arborist Report
Subtask 2.1 Dry Utility Coordination
Subtask 3.1 65% PSE
Subtask 3.2 95% PSE
Subtask 3.3 Final Plans (July 2024)
Subtask 4.1 Bid Support
Subtask 4.2 Construction Administration (Begin January 2025) Subtask 4.3 As Builts
TASK 1 - PROJECT MANAGEMENT
TASK 2 - DRY UTILITY COORDINATION
TASK 3 - PS&E
TASK 4 - BIDDING & CONSTRUCTION SUPPORT
Contract Approval (February 15, 2024)
JULY 2024
JANUARY 2025
FEBRUARY 2024
EXHIBIT A-1
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
210
EXHIBIT A-2
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
211
City of Livermore
This map is based on City of Livermore GIS Information and reflects the most current information at the time of this printing. The map is intended for reference purposes only and the City and its staff is not responsible for errors or omissions.
2,000
Livermore IT, GIS Services
333.3
1:NAD_1983_2011_StatePlane_California_III_FIPS_0403_Ft_US Feet333.30 Notes166.67
SCOPE AREA
EXHIBIT A-3
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
212
E
STOCKMANS
PARK
STOCKMANS
PARK
FLAGPOLE
PLAZA
FLAGPOLE
PLAZA
LIVERMORIUM
PLAZA
LIVERMORIUM
PLAZA
SAUCED
THE LAST
WORD
SAUCED
THE LAST
WORD
CENTRAL
GREEN
CENTRAL
GREEN
PATXI'S
PIZZA
PATXI'S
PIZZA
First Street
EXHIBIT A-4
EXHIBIT A
DocuSign Envelope ID: ED328933-7A34-4F55-9E2D-58EB7DD03526
EXHIBIT A
213
Revised 5/1/2018 B5 – 1M E&O