Pleasanton City Council
February 6, 2024

PAGE 63
“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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PAGE 64
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 w
as
a slight 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
services 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
/

RESPONSIBILITIES
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
Safe
ty, 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 ho
w 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 men
tal 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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PAGE 70
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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PAGE 71
“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
example [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 org
anizations 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
get 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

EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS

PAGE 72
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, CULTURALLY, AND

LINGUIS

TICAL LY 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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PAGE 74
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 ar
e intended 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?

PAGE 75
• 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, man
y of the topics 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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PAGE 77
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 nonpr
ofit networking
opportunities
Organizational: service awareness and duplication
Nonprofit service collabor
ation (e.g.,
communications, data sharing)
Organizational: funding
Expanded mobile health services and/or shared
mobile units
Community: health care
Organizational: funding
Translation and in
terpretation services Community: linguistic responsiveness Organizational: racially, culturally, and linguistically responsive workforce
Development specialis
t (e.g., grant writer,
Alameda County liaison)
Organizational: perception of need and funding
Transporta
tion specialist (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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PAGE 78
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 Mast
er Plan
identified 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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PAGE 79
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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PAGE 80
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
infras
tructure 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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PAGE 83
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

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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
GOAL: EXPAND YOUTH SERVICES TO REDUCE MENTAL HEALTH CONCERNS

AND INCREASE A

CCESSIBILITY OF EXTRACURRICULAR 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

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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 HEAL

TH AND HEALTH 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

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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
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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EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENT
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.

PAGE 89
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.

EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS

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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 quantit
ative 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 age
ncies, 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
staff. 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 involv
ed 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
Tri-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 T
ri-Valley. 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-p
rofit 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
outside 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 situatio
ns, 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
Responders 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
identifying 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? Grea
t! 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 assessm
ent.

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 m ost pressing 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
effectively 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 & Pleasant
on
CityServe 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 a
t Alameda County Fairgrounds
Dublin, Livermore,
and Pleasant
on
Sunflower Hill at Irby Ranch constructed for individuals with developmental disabilities
Pleasant
on
Sunflower 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

Item #13

CITY COUNCIL AGENDA REPORT

February 6, 2024
Finance

TITLE: ACCEPT THE ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR) AND OTHER RELATED AUDITS FOR THE FISCAL YEAR ENDING JUNE 30, 2023

SUMMARY
Each year the City is required to prepare audited financial statements and several related reports (provided as attachments), which the City Council reviews and formally accepts. The City received an unmodified, or clean, opinion on the financial statements from auditors Lance, Soll & Lunghard, LLP (LSL). In addition, all requirements have been met to achieve the highest standard in government accounting and financial reporting: the Certificate of Achievement for Excellence in Financial Reporting issued by the Government Finance Officers Association (GFOA) of the United States and Canada. The City has received this certificate annually for the last 26 consecutive years.

RECOMMENDATION
The Audit Committee (Councilmembers Balch and Nibert) reviewed these reports on January 23, 2024, and recommends the City Council formally accept the reports. A representative from LSL attended the Audit Committee meeting to present the audit process and results, and staff presented the Fiscal Year 2022/23 financial performance. There were no findings resulting from the FY 2022/23 audit.

Accept the audited Annual Comprehensive Financial Report and other related reports for FY 2022/23.

BACKGROUND
Independent auditors, LSL, completed the audit of the City's financial transactions and internal controls for FY 2022/23. The following reports were prepared by the City and audited by the independent auditors:
• Annual Comprehensive Financial Report (ACFR) is the overall financial report for the entire City organization and provides information about the financial results of operations and numerous required disclosures. This is the financial report prepared by the City and audited by the independent auditors to provide reasonable assurance that the financial statements are fairly presented in accordance with generally accepted accounting principles (GAAP) in the United States. This report contains the Independent Auditors’ Report, which is prepared by the auditors based on their examination of the City’s financial transactions for the fiscal year ending June 30, 2023. • Community Transit Services, Senior Citizen, and Disabled Transportation Program Fund Financial Statements and Independent Auditors’ Reports is the audit report required by the Transportation Development Act (TDA) for Article 4.5 funds received in FY 2022/23. TDA funds are used to support the transportation program for

senior and disabled citizens of Pleasanton. This program is provided through the Pleasanton Rides program. Copies of the report are submitted to the Metropolitan Transportation Commission (MTC) for its review.
• The City of Pleasanton Transportation Development Act Article III Fund Program Financial Statements and Independent Auditors’ Reports is the required audit report for the grant funds received by the City for bike and pedestrian improvement projects.

Copies of the report are submitted to the Metropolitan Transportation Commission for its review to show that the City is in compliance with the requirements governing expenditures of MTC funds for the year ending June 30, 2023. • Alameda County Transportation Commission Measure B Program Financial Statements and Independent Auditors’ Reports is required by the Alameda County Transportation Commission (ACTC). Measure B funds, the one-half cent sales tax approved by Alameda County voters in 1986 and in 2000, provide funding for City transportation-related projects. Copies of the report are submitted to ACTC to show that the City complies with the requirements governing expenditures of Measure B funds for the year ending June 30, 2023.
• Alameda County Transportation Commission Measure BB Program Financial Statements and Independent Auditors’ Reports is required by the Alameda County Transportation Commission (ACTC). Measure BB funds, an additional one-half cent sales tax approved by Alameda County voters in November 2014, provides funding for City transportation-related projects. Copies of the report are submitted to ACTC to show that the City complies with the requirements governing expenditures of Measure BB funds for the year ending June 30, 2023.
• Alameda County Transportation Commission Measure F Program Financial Statements and Independent Auditors’ Reports is required by the Alameda County Transportation Commission (ACTC). Under Measure F, approved by Alameda County voters in November 2010, the City receives a portion of the proceeds of the $10 per year vehicle registration fee for funding transportation-related projects. Copies of the report are submitted to ACTC to show that the City complies with the requirements governing expenditures of Measure F funds for the year ending June 30, 2023. • The Single Audit Report is the report required by the U.S. federal government. This report contains a schedule of Federal Financial Assistance that summarizes federal grant activity in the City of Pleasanton for the fiscal year. A non-federal entity with federal expenditures in excess of $750,000 is required to have a single audit conducted in accordance with Uniform Guidance, which includes an audit of the financial statements and the federal awards. The intent is to ensure the City is properly using its federal funds and complies with applicable funding requirements. • Independent Accountants’ Report on Agreed-Upon Procedures Applied to Appropriations Limit Worksheets is required by the State of California in Section 1.5 of Article XIII-B of the California Constitution. Article XIII-B of the California Constitution limits the amount that governmental agencies can annually appropriate from proceeds of taxes. Staff annually updates its calculation, factoring in population and inflation changes, to determine the new appropriation limit. City Council approved the

appropriation limit for FY 2023/24 in June 2023.
• The Auditors’ Communications Letter includes the auditors’ letter, addressed to the City, communicating their responsibilities in performing the audit and, if any, significant findings and issues detected during the audit. The report references the City of Pleasanton Management Representation Letter, addressed to the auditors, communicating management’s opinion of the City’s financial condition, internal controls, and adherence to laws and regulations.

• The Independent Auditors’ Report on Internal Control includes a review of the City’s internal controls based on the audits of the ACFR, federal grants, and Measures B, BB, and F financial reports. If the auditor identifies deficiencies, they make recommendations to improve internal controls.

• The Popular Annual Financial Report (PAFR) is a concise and simplified overview of the financial data contained in the ACFR. The GFOA established standards for the Popular Annual Financial Report in 1991 to encourage and assist state and local governments to extract information from their annual comprehensive financial report to produce financial reports specifically designed to be accessible and easily understandable to the public and other interested parties without a background in public finance.

DISCUSSION
ACFR Preparation Guidelines and Contents
The City’s ACFR is prepared in accordance with the guidelines and standards established by the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). The ACFR includes the following major sections and information:

Introductory Section
• Letter of Transmittal – provides information about the City’s profile, economic conditions and outlook, and major initiatives and accomplishments.

Financial Section (key section of the ACFR)
• Independent Auditors’ Report – report card on the truth and fairness of the City’s financial statements.
• Management’s Discussion and Analysis – provides an overview of the City’s activities and financial performance.
• Basic Financial Statements – present the City’s financial results and conditions. The key reports include balance sheet, income statement, and cash flow statement.

1. Government-wide Financial Statements – provide a broad overview of the City’s finances, in a manner like private-sector businesses.

2. Fund Financial Statements – focus on near-term inflows and outflows of spendable resources. Useful information in determining what financial resources are available in the near future to finance the City’s programs.

3. Notes to Financial Statements – an integral part of the financial statements that

provide additional information about City operations.

4. Supplementary Information – includes budgetary comparison schedules and pension and other post-employment benefits (OPEB) plans. • Statistical Tables (current and historical information – up to 10 years)

1. Financial Trends

2. Revenue Capacity Information

3. Debt Capacity Information

4. Demographic and Economic Information

5. Operating Information

Financial Highlights
Governmental Activities and Business-Type Activities - Net Position The City’s total net position increased by $13.8 million from FY 2021/22, of which $22.3 million is governmental activities, primarily due to revenues exceeding expenditures offset by a decrease of $8.5 million in business-type activities, primarily due to increased water and sewer expenses. The City’s net position was $788.2 million at the close of FY 2022/23. The net position represents the difference between assets and deferred outflows of resources and liabilities and deferred inflows of resources. The net position serves as a useful indicator of a government’s financial position. Net position is reported based on accrual basis of accounting that is similar to private businesses.

Of the $788.2 million net position, $656.7 million (83.3 percent of the total) represents net investment in capital assets (e.g., infrastructure, land, buildings, improvements other than buildings, construction in progress, and equipment). These resources are not available for future spending. Capital assets are used to provide services to the community.

$118.4 million (15.0 percent of the total) represents restricted net position reflecting resources earmarked for capital projects, community development and special projects, and pension funding.

The unrestricted net position of $13.1 million (1.7 percent of the total) reflects the City’s net pension and other post-employment benefits (OPEB) liabilities of $165.8 million and $16.7 million, respectively. It also includes the City’s share of Livermore-Pleasanton Fire Department’s (LPFD) net deficit of $40.8 million (also reflecting LPFD’s pension and OPEB liabilities), which is offset by various reserves, including amounts set aside for future capital improvements in the capital projects funds, and reserves held in internal service funds to pay for retiree medical expenses, general liability claims, and repair and replacement of City facilities and equipment. Governmental activities account for $42.2 million of the negative unrestricted net position. Business-type activities account for $55.3 million, the majority of which is held in the utility funds for future capital projects and emergency repairs and replacement.

Governmental Funds - Fund Balances
The City’s governmental funds reported ending fund balances of $167.5 million, an increase of $10.0 million (6.3 percent) from FY 2021/22 as revenues exceeded expenditures. This is due to the City’s conservative financial planning. Certain revenues collected in FY 2022/23 will be

used to support projects in future fiscal years. Governmental Funds are based on modified accrual basis of accounting and focus on near-term inflows and outflows of spendable resources. As a result, long-term liabilities such as pension and OPEB obligations are not reported. The City’s Governmental Funds include the General Fund, Special Revenue Funds, and Capital Projects Funds. Except for the General Fund, other funds are restricted for specific purposes and funds cannot be spent for general City operations and essential services such as police and fire services.

Of the $167.5 million fund balances, restricted fund balances constitute $89.2 million of the combined governmental fund balance and are constrained for a specific purpose by external parties, constitutional provision, or enabling legislation: for example, low-income housing projects, projects funded by park development fees, and street projects funded by gas tax, and Measure BB funds.

Committed fund balances of $9.0 million represent amounts constrained for specific purposes by the City Council (Rainy Day Reserve, Emergency Reserve, Strategic Plan Implementation, Crisis Responses, etc.).

Assigned fund balances of $39.3 million represent funds to be used for City-funded capital projects.

Unassigned fund balances of $29.4 million consist of amounts that are not classified as non- spendable, restricted, committed, or assigned.

Non-spendable fund balances of $0.5 million represent advances to other funds and notes receivable.

General Fund - Operating Results and Fund Balances
The General Fund is the primary operating fund of the City which accounts for most City services, including public safety, operations services, parks and community services, library, community development, and general government. For ACFR presentation purposes, the Rainy Day Fund is included in the General Fund.

The General Fund’s fund balance at fiscal year-end was $57.3 million, of which $29.6 million is unassigned, $18.2 million is restricted for the PARS Section 115 Pension Trust Fund, $9.0 million is committed for the COVID Response and Recovery Program ($0.4 million), the Crisis Response Program ($0.4 million), the Mobile Outreach Vehicle Program ($0.3 million), the Strategic Plan Implementation ($0.8 million), the Emergency Reserve ($0.5 million), and the Rainy Day Reserve ($6.6 million), and $0.5 million is non-spendable. The $57.3 million fund balance is a $5.1 million increase over the fund balance at the end of FY 2021/22.

General Fund Reserves and Fund Balance as of June 30, 2023

The General Fund achieved positive financial results in fiscal year 2022/23 mainly due to one- time supplemental property tax, sales tax audit correction, improved hotel tax revenue, and one-time savings from vacant positions. The City also recognized $4.3 million in American Rescue Plan Act (ARPA) stimulus funds. This funding source is no longer available after fiscal year 2022/23. Available resources allowed the City to achieve the 20 percent reserve target established by the City Council. The $29.6 million in unassigned fund balance represents about 2.4 months of fiscal year 2023/24 operating expenditures. The GFOA recommends no less than 2 months (16.7 percent) of operating reserve.

Enterprise Funds and Internal Service Funds - Operating Results and Net Position This section provides an overview of the City’s key enterprise and internal service funds operating results and net position.
• The consolidated Water Enterprise Fund including operating and capital funds ended the year with $4.9 million in deficit mainly due to expenses exceeding revenues. The Water Operating Fund had a reserve balance of $7.5 million, which equals 20.9 percent of the combined Water Operating Fund’s FY 2023/24 budgeted operating expenses.

The reserve level is below the 35 percent reserve target. • The consolidated Sewer Enterprise Fund including operating and capital funds ended the year with $2.8 million in deficit mainly due to expenses exceeding revenues. The Sewer Operating Fund had a reserve balance of $7.5 million, which equals 42.4 percent of the combined Sewer Operating Fund’s FY 2023/24 budgeted operating expenses. The reserve level is above the 35 percent reserve target. • The net position for the Workers’ Comp Fund, which is consolidated into the Employee Benefits Internal service Fund, was -$4.0 million. The City will continue to make additional contributions into this fund to eliminate the deficit over time. The Workers’ Comp Fund relies heavily on the General Fund.
• The Replacement/Renovation Internal Service Fund consolidating the City’s repair and replacement funds (vehicles, parks, facilities, IT, traffic signals, etc.) had $31.8 million in net position. The General Fund mainly supports repair and replacement funds. Excluding the $11.1 million in net investment in capital assets or non-spendable resources, $20.7 million is available for near-term and long-term infrastructure repair and replacement. There is a significant funding gap between available resources and funding needs. New revenue sources will need to be identified to support citywide infrastructure improvements.

Analysis and assessment of the FY 2022/23 operating results and fund balances are important steps to the mid-year budget review process. Staff will be presenting the FY 2023/24 revised budget to the City Council for consideration at its February 20, 2024, meeting.

EQUITY AND SUSTAINABILITY
Not applicable, as this item is a routine administrative matter of City businesses.

OUTREACH
No outreach was conducted, as this item is a routine administrative matter of City businesses.

STRATEGIC PLAN ALIGNMENT
Not applicable, as this item is a routine administrative matter of City businesses.

FISCAL IMPACT
There is no direct fiscal impact in accepting the FY 2022/23 audited Annual Comprehensive Financial Report and other related reports.

Prepared by: Submitted by: Approved by:

Susan Hsieh, Director of
Finance
Susan Hsieh, Director of Finance

Gerry Beaudin, City
Manager

Attachments:

1. Annual Comprehensive Financial Report (ACFR)

2. Community Transit Services, Senior Citizen, and Disabled Transportation Program Fund Financial Statements and Independent Auditors' Rep

3. The City of Pleasanton Transportation Development Act Article III Fund Program Financial Statements and Independent Auditors' Reports

4. Alameda County Transportation Commission Measure B Program Financial Statements and Independent Auditors' Reports

5. Alameda County Transportation Commission Measure BB Program Financial Statements and Independent Auditors' Reports

6. Alameda County Transportation Commission Measure F Program Financial Statements and Independent Auditors' Reports

7. The City of Pleasanton Single Audit Report

8. Independent Accountants' Report on Agreed-Upon Procedures Applied to Appropriations Limit Worksheets

9. Auditors' Communications Letter

10. Independent Auditors' Report on Internal Control

11. The City of Pleasanton Popular Annual Financial Report (PAFR)

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Government Finance Officers Association
Certificate of
Achievement
for Excellence
in Financial
Reporting
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City of Pleasanton
California
For its Annual Comprehensive
Financial Report
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June 30, 2022
Executive Director/CEO
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The following provides an explanation of significant changes in expenditures in FY 2022/23. x Governmental expenditures increased by 7.0 percent ($9.9 millio n) from FY 2021/22. Large variances from the prior fiscal year occurred in general government, operations services, and community activities. General government increased by 12.0 percent ($2.1 million) due to an i ncrease in professional service contracts ($0.6 million), full time salaries ($0.5 million), temporary pe rsonnel services ($0.3 million) to temporary fill current vacancies, and retirement expense ($0.3 million). Opera tions services increased by 15.2 percent ($3.0 million) and is mainly attributable to increases in replacement accrual expense ($1.2 million), miscellaneous repairs and maintenance contracts ($0.5 million), contracts services ($0.4 million), retirement expense ($0.2 million), and miscellaneous supplies and equipment ($0.2 million). Community activities increased by 17.2 percent ($2.2 million) mainly due to an increase in contract services ($0.9 million) and temporary salaries ($0.3 million) related to an increased demand for recreation programs over the prior fiscal year. Other increases included increases in full-time salaries ($0.4 million), retirement expense ($0.2 million) and replacement accrual expense ($0.1 million). 16

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