Agenda packet — Vallejo City Council, April 12, 2022 (part 4 of 4)

PLACES SUMMARY TOP 3 PLACES BASED ON CONTRIBUTORS
My Vallejo : Summary Report for 05 March 2022 to 03 April 2022

ENGAGEMENT TOOLS SUMMARY
0 FORUM TOPICS
0 SURVEYS
0 NEWS FEEDS
0 QUICK POLLS
0 GUESTBOOKS
0 STORIES
0 Q&A'S
1 PLACES
1 Places
151
Contributors
180
Pins
Propose a location for the VPD
Headquarters
151
Contributors to

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DOCUMENTS TOP 3 DOCUMENTS BASED ON DOWNLOADS
VIDEOS TOP 3 VIDEOS BASED ON VIEWS
KEY DATES TOP 3 KEY DATES BASED ON VIEWS
My Vallejo : Summary Report for 05 March 2022 to 03 April 2022

INFORMATION WIDGET SUMMARY
5 DOCUMENTS
0 PHOTOS
1 VIDEOS
0 FAQS
1 KEY DATES
5 Documents
66 Visitors
81 Downloads
Join the Conversation - VPD
HQ Flyer - English Version
37 Downloads
Press Release: City Council
Delays Action on Options and
Financing For Updated Police
Facility to April 12 Agenda
24 Downloads
Press Release: The City of
Vallejo Opens Community
Engagement Mapping Tool For
Feedback Regarding
Alternative Locations For The
Proposed Vallejo Police
Department Headquarters
19 Downloads
1 Videos
39 Visitors
39 Views
Mapping Tool Tutorial
39 Views
1 Key Dates
21 Visitors
27 Views
Community Outreach &
Engagement - Vallejo Police
Department Headquarters
27 Views

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REFERRER URL Visits
m.facebook.com 242
lm.facebook.com 105
l.facebook.com 98
qrcodes.pro 77
www.google.com 47
t.co 38
android-app 21
lnks.gd 17
www.cityofvallejo.net 11
the-v-town-social-club.com 10
nextdoor.com 6
duckduckgo.com 5
statics.teams.cdn.office.net 5
webmail1.earthlink.net 2
www.bing.com 2
My Vallejo : Summary Report for 05 March 2022 to 03 April 2022

TRAFFIC SOURCES OVERVIEW

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PROJECT TITLE AWARE INFORMED ENGAGED
Community Outreach & Engagement - Vallejo Police Department Headquar... 1433 752 151 My Vallejo : Summary Report for 05 March 2022 to 03 April 2022

SELECTED PROJECTS - FULL LIST

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Project Report
08 March 2022 - 04 April 2022
My Vallejo
Community Outreach & Engagement - Vallejo
Police Department Headquarters
Highlights
TOTAL
VISITS

1.9 k

MAX VISITORS PER
DAY
253
NEW

REGISTRATI
ONS
23 ENGAGED

VISITORS
165

INFORMED

VISITORS
768
AWARE

VISITORS

1.5 k
Aware Participants 1,455
Aware Actions Performed Participants
Visited a Project or Tool Page 1,455
Informed Participants 768
Informed Actions Performed Participants
Viewed a video 39
Viewed a photo 0
Downloaded a document 66
Visited the Key Dates page 21
Visited an FAQ list Page 0
Visited Instagram Page 0
Visited Multiple Project Pages 589
Contributed to a tool (engaged) 165
Engaged Participants 165
Engaged Actions Performed
Registered Unverified Anonymous
Contributed on Forums 0 0 0
Participated in Surveys 0 0 0
Contributed to Newsfeeds 0 0 0
Participated in Quick Polls 0 0 0
Posted on Guestbooks 0 0 0
Contributed to Stories 0 0 0
Asked Questions 0 0 0
Placed Pins on Places 47 118 0
Contributed to Ideas 0 0 0
Visitors Summary
Pageviews Visitors
21 Mar '22 4 Apr '22
250
500
750
Tool Type
Engagement Tool Name Tool Status Visitors
Registered Unverified Anonymous
Contributors
Place Propose a location for the VPD Headquarters Published 828 47 118 0 My Vallejo : Summary Report for 08 March 2022 to 04 April 2022

ENGAGEMENT TOOLS SUMMARY
0 FORUM TOPICS
0 SURVEYS
0 NEWS FEEDS
0 QUICK POLLS
0 GUEST BOOKS
0 STORIES
0 Q&A S
1 PLACES

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Widget Type
Engagement Tool Name Visitors Views/Downloads
Video Mapping Tool Tutorial 39 39
Document
Join the Conversation - VPD HQ Flyer - English Version 35 37 Document Press Release: City Council Delays Action on Options and Financing ... 22 24 Document Press Release: The City of Vallejo Opens Community Engagement Mappi... 15 19 Document
Join the Conversation - VPD HQ Flyer - Spanish Version.pdf 1 1 Document
Join the Conversation - VPD HQ Flyer - Tagalog Version.pdf 0 0 Key Dates Key Date 21 27
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022

INFORMATION WIDGET SUMMARY
5 DOCUMENTS
0 PHOTOS
1 VIDEOS
0 FAQS
0 KEY DATES

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Visitors 828 Contributors 165 CONTRIBUTIONS 198
2022-03-11 17:06:17 -0800
christina.lee

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-11 17:44:37 -0800
christina.lee

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-14 21:29:48 -0700
N

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-14 21:32:31 -0700
TV22

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-14 21:33:48 -0700
Sharon Dwoskin

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-14 21:35:28 -0700
Tony

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-14 21:36:49 -0700
Liza

Address: 140 Howard Avenue, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58590
I like how this location is close to two freeways.

Address: 10 Sage Street, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58591
close to freeways, major roads, not on the waterfront, should be up for sale when new Costco built, not many houses close by, lots of existing parking, good access.

Address: 198 Plaza Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58774
Visibility in an abandoned area.

Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58775
Centrally located, away from residential areas. Easy access to other parts of town. Cou ld be easily fortified during times of civil unrest.

Address: Copart, 282 5th St, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58776
This location is on a major road that has quick access to the freeway and other major r oads. It’s centrally located and allows residents to use public transportation and forces the department to be in the community.

Address: 1131 Tennessee Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58777
Central downtown location. Beautiful Art Deco building. Near coffee shop. (No donuts, but they have pastries.) Parking in rear of building is gated. Lots of prostitutes nearby.

Address: 823 Marin Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58778

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2022-03-14 22:15:33 -0700
Julia46

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 02:17:30 -0700
Thehoovertribe

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 04:14:48 -0700
Ginaesle

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 06:15:03 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 06:20:19 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 06:30:46 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 06:37:20 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
I don't understand why we're limited to one police station but since we are I tried to cho ose freeway access for rapid deployment to all areas with a focus toward high crime ar eas all over the city.

Address: 362 Campbell Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58779
This area needs better police presence
Address: Carl's Jr., 10 Sage St, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58781
Centrally located
Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58783
Since this site is already an existing PD the development time will be shorter, costs will be less and community acceptance of the location greater. Construction challenges co uld be eased and extra parking could be achieved by blocking off the lanes of Maine St and Amador next to the site during construction. Parking onsite would be restored with the removal of the existing PD.

Address: 1038 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58785
This property is owned by the city reducing costs. Construction would not be a large dis turbance to the neighborhood and it is easy access to the freeway and main transportat ion arteries.

Address: 226 Curtola Parkway, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58786
The COV owns this 4.3 acre triangular piece of property. It has close access to the free way and main traffic arteries. Construction will not bother the neighbors across the stre et. I would imagine that any other development on the surrounding parcels would appr eciate a brand new police station in their neighborhood. Note: Since our officers are ro ving the city always there is minimal siren noise leaving the PD. This was stated in the PC meeting for 400 MI Way by Chief Williams.

Address: 200 Rollingwood Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58787
This gray space is an eyesore on one of our major corridors. Building an attractive civil works project here would have multiple layers of benefits for Vallejo.

Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58788

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2022-03-15 07:04:55 -0700
Bone

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 07:19:35 -0700
DASH

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 08:36:14 -0700
rtruemper

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 08:44:07 -0700
gzip

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 08:49:51 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 08:54:57 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 08:57:37 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
See above
Address: 200 Tennessee Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58789
The vacant lot has been an eye sore. The location is great with access to freeway and also high visibility from the freeways. Also lots of crime occur in the the shopping cente r areas so having the Pd so close could act as a deterant.

Address: 796 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58791
Avoid controversy of choosing a new location. Reuse existing resources.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58815
It is centrally located with lots of room, not in a residential area. The former grocery sto re space is wide open so it will be easy to reconfigure with appropriate rooms, and the former gym already has lockers and comes with the added bonus of a pool and a saun a. It offers flexibility. If the space taken up by existing businesses is needed they can b e paid to move, or some of the empty storefronts can be rented - maybe to bail bonds s ervices and attorneys, if you don't need all that space immediately.

Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58816
The empty lot is somewhat centrally located, plus is near retail activity, along with chro nic homeless camps and drug activity. A police headquarters might help with crime pre vention there.

Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58817
The old Raley's is already built with services, has abundant parking, access to Broadw ay, Sonoma and Hwy 37. If combine with the former gym next door, it would reduce de velopment costs.

Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58819

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2022-03-15 08:59:19 -0700
gzip

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:01:44 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:08:04 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:10:04 -0700
ScottS

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:12:42 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:17:40 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:22:44 -0700
Anne Carr

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
If we're going to spend millions reconstructing a building, let's spend it on something th at needs fixing that will relieve some of Vallejo's blight. This could be an elegant and st ately site to be proud of. I don't know the size. Maybe it's not big enough for one central police headquarters (edit - compared to the 400 MI Way box on this map it's maybe a lit tle bigger, not sure about the parking though). But when did we decide we're going to a bandon neighborhood substations forever? Those are the best way to engage in real c ommunity policing. I know that substations take more staffing. Since VPD is currently u nderstaffed and according to VPOA, could fit in a 53' shipping container, we could start with a smallish but elegant headquarters and add substations as more officers are recr uited.

Address: 444 Alabama Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58820
This building already has offices and is built like a fortress. I'm not sure if it has enough square feet, but possibly the City could have public oriented functions at the nearby for mer fire station on Alameda.

Address: 544 Curtola Parkway, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58821
This building is already built like a fortress, so it would not need the ballistic shield like Mare Island Way. It probably also is reinforced to public standards, e.g., category IV. F urther, it is outside of the liquefaction zone. The police already consider it secure, givn e that they store evidence there.

Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58822
Plenty of access to highways and the space to expand as needed. Could include space for Fire Dept HQ
Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58823
This site should be evaluated for its commercial and residential potential. If the market is likely to be cold, then possible use as a police HQ could be considered.

Address: Coral Road, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58824
Given the acreage this site already offers, we should give serious consideration to extr eme renovations, building expansion, or even demolition and building new at this locati on.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58825
We should see if we could get a deal with the county for part of the old Fairground locat ion which has been languishing for lack of development. It's close to 2 freeways, and is centerl on an East-West axis of the city.

Address: 1001 Fairgrounds Drive, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58826

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2022-03-15 09:26:08 -0700
gzip

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 09:58:41 -0700
rbrink21

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 10:24:21 -0700
1170Kristin

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 10:28:13 -0700
Michelle

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 10:45:47 -0700
Melissa

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 10:55:22 -0700
ckay97

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 11:04:02 -0700
kzorn

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Agree with Tom and rtruemper. 400 Mare Island Way isn't broken. Let's use rent mone y from that space to help fix city property that needs fixing. No controversy about the lo cation
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58827
Centralized in the city with easy and fast access to the main corridors of the City Address: 621 Miller Avenue, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58828
Large parcel of land for growth and an existing large building Address: 198 Plaza Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58829
this is the best fit due to location, accessibility and aesthetics Address: Wells Fargo, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58832
We need somewhere central where the police can get to various areas of the city quick ly
Address: 740 Coach Lane, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58833
This is a location is in a high crime and terribly blighted area on a major Vallejo thorou ghfare with easy access to Highway 37 and I-80. This area is desperate for some city s upport.

Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58834
Close to major thoroughfares as well as the highway. Underutilized space in a central l ocation
Address: Aaron's, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58835

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2022-03-15 11:28:25 -0700
Don Osborne

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 11:36:16 -0700
Don Osborne

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 11:42:20 -0700
Sarah Nichols

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 13:09:16 -0700
AprilW

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 13:35:20 -0700
Dave H.

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 13:39:01 -0700
Viki

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 13:46:16 -0700
matt@cerlettikenned
y.com

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
This is the site of the PGE manufactured gas plant remediation, which hopefully will sa ve costs by preparing the ground for building. Easy access to freeways and neighborho ods. Plenty of room.

Address: Coral Road, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58848
Central location with immediate access to freeway.

Address: 38 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58849

1.Close to surrounding freeways with Access : to Mare Island on Hwy 37 with no draw bridge, Access to North Side of Vallejo , Access to Hwy 80 corridor that traverses the e ntire North to South approach to Vallejo 2. Existing, extensive parking developed at site

3. is not surrounded by a historic residential district 4. Consistent with Vallejo's Genera l Plan's vision to develop Vallejo's waterfront into a district for tourist development and community gatherings. 5.Easy Access to Discovery Kingdom 6. Speedy access to Colu mbus Parkway 6. Located on Hwy 29/Sonoma Blvd with access to west side of Vallejo and downtown. 7.Reuses an existing, empty building 8. Site Location is in a commerci al district that would benefit with the constant presence of law enforcement.

Address: 4300 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58850
This location is close to the freeway, in the middle of town, and close to Redwood, whic h is a thoroughfare. Also the high visibility let's people know the city is serious about ke eping the citizens safe.

Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58858
A fire station substation is located in the vicinity. Adding a police headquarters would b e preferable if the land is available.

Address: 1575 North Ascot Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58859
As above
Address: 226 Curtola Parkway, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58862
This site is non controversial as it has been serving us well for decades. It offers a pos sible cost benefit in the reuse of the existing building as part of the new facility.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58863

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2022-03-15 13:56:48 -0700
RhondaPetrella589

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 14:16:52 -0700
jerwin

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 15:24:14 -0700
Máire Donn

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 15:26:44 -0700
vallejodeservesbetter

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 15:46:37 -0700
CHJ

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 17:47:49 -0700
BrianB

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:02:22 -0700
porkfishes

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
AFFORDABILITY without OUTRAGEOUS SACRIFICE to the tax payers and threat of BANKRUPTING the City Of Vallejo. (It has happened before, it can happen again) Address: H&R Block, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58864
Help to revitalize a neighborhood commercial corridor, and get the police in the commu nity. Be a place residents can access via bus/bike/walking.

Address: 400 Broadway Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58865
I chose "exactly where it is now" because CoV needs to have answers tothe questions above (and more) before jumping forward to scouting a location.

Address: 1010 Tennessee Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58867
Suck it up and FIX 'ER UP! There's no reason to abandon it just because it will cost mo ney to renovate. Don't fall victim to the sunk cost fallacy. 400 MI way is a boondogle - cl ean up Amador and plan for the future in the right way.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58868
Proximity to traffic arteries. Proximity to all of the city with response time that are similar to what is currently available. The waterfront does not need "enhancements" while the i nner city and the neighboring community will benefit from such a development. This loc ation is not limited in the event of growth and the need for more land or buildings. The proximal properties are underdeveloped and can be acquired for far less than the amo unt spent on 400MIW. Too many reasons to list here....

Address: 1040 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58869
See above
Address: 1038 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58877
Close to several major roadways and highway 37, which will give quick access to most areas of the city.

Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58884

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2022-03-15 20:03:56 -0700
Mitchell

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:09:25 -0700
porkfishes

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:10:45 -0700
porkfishes

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:13:05 -0700
porkfishes

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:15:15 -0700
porkfishes

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 20:39:15 -0700
oliviagruiz

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-15 23:08:23 -0700
Rach

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
This location has high visibility, accessable by public transportation, is in an area wher e a lot of Vallejoans already go to or pass by on a regular basis, easy access to major r oadways, not in the middle of a residential area, near the two hospitals and a fire depa rtment, direct access to 29/37/80, near high crime areas, and nobody else seems to wa nt to develop that area.

Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58885
The building and parking area is large, the location is close to major highway arterials, and the retail location will soon be shuttered in favor of a new development.

Address: 198 Plaza Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58886
Again, plenty of parking, space for a large building, proximity to major highways, and al so, access to public transportation for people who need it.

Address: 1699 North Ascot Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58888
Space, transportation access
Address: Columbus Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58889
Proximity to highway, redwood parkway, central location, plenty of parking Address: 2817 Redwood Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58890
Good location with empty buildings and close to hospital freeways, police should be vis ible and clean up this area for tourism and community
Address: H&R Block, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58891
Near the schools
Address: 1813 Springs Road, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58896

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2022-03-15 23:52:35 -0700
btn

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 04:39:26 -0700
Patricia Williams

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 05:18:07 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 07:34:41 -0700
KToulouse

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 09:40:35 -0700
Tim

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 11:12:31 -0700
i dont know

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
- If it's not too late, get the developer to add the new VPD HQ. - This location has acces s to Redwood Pkwy which intersects Admiral Callaghan Ln, I-80, and Fairgrounds Dr. - This new location forms an apex with Solano County Sheriffs near the current location and the CHP Golden Gate Division on 780.

Address: 2809 Redwood Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58897
Probably better to build from scratch then retrofit a bldg. Keep the location more center ed in town
Address: 416 Starr Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58900
Existing use permit. Owned by COV.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58901
Large lot close to the freeway
Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58928
The parking and the ADA compliance is available right away. Then the new city offices can be relocated to the new location at 400 Island Way .

Address: 555 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58937
The parking and the ADA compliance is available right away. Then the new city offices can be relocated to the new location at 400 Island Way .

Address: 555 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58938
the bldg is a fortress and next to city hall - a central location. move the library to the stat e farm bldg. if pd is relocated to State Farm bldg, move library there as well. ppl will fee l safer.

Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58944

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2022-03-16 11:45:40 -0700
Brittany K. Jackson

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 12:20:53 -0700
Pghelp

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 14:11:23 -0700
Nancy P

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 16:18:35 -0700
rpoole

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 16:35:31 -0700
Liz

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 16:37:17 -0700
Concerned Citizen

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 16:59:17 -0700
Don

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
This space presents a unique opportunity to move into 21st Century Policing that is buil t on the foundation of community, proactive policing and trauma-informed care services .

Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58945
Convenient to freeways, plenty of space and parking.

Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58955
It's easy to get to all points in the city from that location; it will facilitate attention to spee ding - given how much speeding takes place on roads in that area; site is more than ad equate for space and parking.

Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58969
This 4.3 acre site could easily accommodate a 60K sq ft public facility with parking and possibly allow VPD to build a law enforcement facility.

Address: 200 Rollingwood Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58970
Let’s update city buildings. Let’s use city funds to upgrade and update the current prop erties.

Address: 1038 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58971
400 Mare Island Way & update & modernize existing facility.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58972

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2022-03-16 19:56:38 -0700
vbalgal

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-16 19:56:48 -0700
Gary

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 01:56:59 -0700
Concerned Citizen

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 09:39:17 -0700
sheilatennyson

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 10:23:30 -0700
David W

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 10:49:00 -0700
smlgjohn

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 10:54:18 -0700
Johnny Walker

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Centrally located with a great thoroughfare for traffic on 29 or redwood for emergency v ehicles
Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58976
I believe this is still a central location. I live off of Amador and quite often police cars sp eed down Amador. Id rather here then on Mare Island Way.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58977
On major thoroughfare of Vallejo with fairly close freeway access on a site that has bee n empty for years.

Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58979
Location
Address: 105 Fourteenth Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58987
See above
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58988
Centrally located near Broadway and Sonoma close to the crest. lots of room and easy to renovate
Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58991
Sell the State Farm building on Mare Island Way and use the proceeds to rehabilitate a nd/or reconstruct the existing facility at a substantially reduced cost than the estimate t o rehab the State Farm building.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-58992

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2022-03-17 12:04:13 -0700
Heather Pierini

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 13:36:46 -0700
Abbey

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 13:54:52 -0700
Dean Ahlberg

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 13:58:51 -0700
LOL no

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 15:05:07 -0700
None

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 15:51:19 -0700
terunja

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 16:16:19 -0700
MMB

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Waterfront property should add VALUE to the city and promote the recreation and touri sm industries, not the PD.

Address: 480 Fairgrounds Drive, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59002
Renovate the current station. There is no need to move the plice station to another loca tion and create more building costs. Its already centrally located, and by moving to ano ther location, this one just potentially is abandoned.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59015
The location should be easily reachable by public transit services.

Address: 1408 Tuolumne Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59016
More centrally located to areas of concern and *not* prime real estate that could be ad ding to the city’s tax base if not occupied by VPD
Address: 500 Oregon Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59017
I feel that the location should be more centrally located as well as close to a freeway/e xpressway.

Address: 1400 Springs Road, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59052
Central location, available buildings.

Address: Wells Fargo, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59062
This area needs much monotoring.

Address: 712 Ohio Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59068

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2022-03-17 16:27:48 -0700
Vallejo101

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 16:37:57 -0700
resident property
owner

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 17:48:56 -0700
Tommy Judt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 18:26:17 -0700
ChasingJen

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 22:26:51 -0700
Ric Duran

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 22:38:48 -0700
wendi1461

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-17 22:51:03 -0700
Kat Moffett

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Realease the Bent Badge report.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59072
Old Kmart site
Address: 3603 Sonoma Boulevard, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59077
This place is the right size with both lots. It's a pair of empty storefronts and a new stati on would enhance the neighborhood.

Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59084
I agree with other posters re location, access convenience, and a building already in pl ace.

Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59092
Both properties should be less expensive than the proposed waterfront location. Repla cing the existing structures at 709 Admiral Callaghan would improve the aesthetics and architecture for what has been a blight on the area for years.

Address: 711 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59126
It’s an existing building that could be retrofitted to fit their needs. It would also be a pres ence in a neighborhood that dearly needs it. It’s located close to Vallejo’s main artery ( Sonoma Blvd.).

Address: 933 Ohio Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59127
See above
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59128

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2022-03-17 23:31:06 -0700
Buckethead

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 03:48:53 -0700
Jdith

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 08:34:09 -0700
Lou O'Connor

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 09:33:13 -0700
majaffe

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 09:41:25 -0700
Mike M

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 09:46:52 -0700
Janice

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
it's close to the freeways.

Address: 25 Rotary Way, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59129
We don’t need any more money spent on police buildings! We do need to invest in oth er services, such as human services to help get prostitutes off the streets and help hom eless people instead of just moving them around. But whatever you do police headqua rters should not be at the waterfront!!!!
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59130
Better locations: 709 Admiral Callaghan Ln or 2850 Redwood Pkwy Both properties ar e centrally located to the city, easy access to Hwy 80 and Redwood Street corridor whi ch facilitates crossing over to Hwy 37, Hwy 29, all the major retail areas. Proximity to tr affic corridors is key to responding and servicing the needs of the community quicker. T here is ample room for a corp yard and any other expansion options. This would also r evitalize blighted properties and the increased presence of patrol cars, officers on and off duty would improve the safety of nearby retail and businesses. The waterfront is bet ter reserved for public use opportunities; leaning more towards recreational use or busi ness that promotes tourism. All major, in fact, most municipalities in California and mos t of the US, do not place their police headquarters and public works buildings on prime real estate like waterfronts and view corridors. Placement of the police headquarters at the waterfront is bad economic planning, bad public use, bad for tourism and bad for b usiness. Proposed placement is a bad precedent.

Address: 2809 Redwood Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59146
Location off of linciln road is better becasue the space is open, close to transportation / hiway - fast access to variety of areas of vallejo, can be built to suit. Close to CHP, goo d community visibility.

Address: 106 Lincoln Road East, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59159
The new headquarters should be centrally located within the City to allow for rapid depl oyment with no encumbrances.

Address: 215 Hanns Lane, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59160
Big empty lot near Safeway and Target shopping centers where a lot of incidents seem to be taking place and near the freeway. Visible.

Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59161

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2022-03-18 09:50:55 -0700
Janice

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 10:21:54 -0700
Caroline Miller

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 13:15:23 -0700
Michelle

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 13:21:03 -0700
PJL

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 13:35:31 -0700
Kauaisands

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 14:09:38 -0700
Gym

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 14:45:58 -0700
Sandra R

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Easy Access to freeways. Large unused lot. Visibility to tourists at Six Flags and those using the Fairgrounds for events.

Address: 421 Mobile Lane, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59162
The compound where the police are now should be improved, rather than starting at a whole other location. Otherwise what happens to this building? It sits in disrepair for ye ars until it falls down. This is also a much more central location than the waterfront ther efore the police station can serve the whole city and not be siloed on the waterfront. Ro ad access is also much better here to get to both ends of the city rather than clogging u p the waterfront which we want to keep for economic development.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59165
Lots of space, usable, empty buildings, Easy access to the freeway and other main roa ds through the Vallejo, lots of parking.

Address: 933 Ohio Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59174
There is space here next to the new proposed Costco and the location is very close to t he freeway entrances.

Address: 800 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59175
Better utilize an existing facility. Easy access to roads in every direction.

Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59180
Costco is relocating, great freeway access, tons of parking and a gas station Address: 198 Plaza Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59188

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2022-03-18 17:43:44 -0700
Mamawalshy

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-18 19:42:59 -0700
oaklugtu

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 07:48:46 -0700
Merode1

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 09:32:32 -0700
Empzaxx

Address: 1939 Shasta Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59194
I live in district 4 on B Street and love my neighborhood, the City and the diversity that I experience here in Vallejo. I have been her for 18 years and love the passion that I see from the citizens, no matter what topic. Recently, the community dialogue has been aro und the evolving location of a new Vallejo Police Department (VPD) police headquarter s and first and foremost, I have seen their current buildings and believe they do need a more modern facility which promotes visibility and pride in the police department. A de partment that takes risks and protects its citizens in order to "serve and protect". I also believe in the future development of the waterfront into an option for people looking to c ommute to SF on the ferry or BART so they can have a beautiful and affordable loft, co ndo or other abode here in Vallejo and contribute much needed revenue and communit y spirit to our downtown and City. Vallejo is perfectly positioned to provide this as the " City of Opportunity" with its incredible location. We can give this opportunity to many B ay Area residents to improve their quality of life. In addition, we do have an undeserve d reputation for high crime along with some high profile police actions which make peo ple wary of investing in our community as residents. This exacerbates our challenges t o make a rich and vibrant community where all citizens participate and have an excelle nt quality of life. All of that said, I am in favor of locating our police administrative buildin g in the form State Farm building to promote a better quality of life for our police officer s and citizens in the downtown core and waterfront. This police presence in this locatio n will enhance safety and provide security for San Francisco commuters who will buy market rate housing in our downtown and waterfront. From what I have seen and hear d, we will have work to do on the building design, services provided at that location and the value proposition for residents who rightly believe the waterfront is one of our key a ssets and a jewel in the crown of Vallejo. Therefore, I believe strongly that we can hav e both a beautiful remodeled police building on the waterfront, a good experience for re sidents and the security and safety we need and a higher police presence in our down town core to ensure high quality development in our future. If we can keep the "Both A nd" framework instead of an "Either Or", we can do better for all residents of Vallejo. Th ank you for your consideration and look forward to offering my support in any way. Davi d D Cates
Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59225
Centrally located, and near I-80.

Address: 490 Wallace Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59232

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2022-03-19 09:34:39 -0700
Empzaxx

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 09:53:40 -0700
Robin Bernhard

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 10:55:50 -0700
Kerstin Svendsen

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Headquarters
2022-03-19 11:23:00 -0700
Dregonzo

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Headquarters
2022-03-19 11:31:45 -0700
Dregonzo

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Proposed Location for VPD
Headquarters
2022-03-19 11:40:40 -0700
Confusing

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Proposed Location for VPD
Headquarters
2022-03-19 12:21:52 -0700
VallejoProud

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Close to I-80 plus centrally located
Address: Benjamin Franklin Middle School, 501 Starr Ave, Vallejo, California 94590, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59233
This location is available, has multiple entry points, central to freeways, large parking a reas and in a commercial area. The old Raleys is perfect for a secure police station. P erhaps being located there the police can clean up sonoma street too.

Address: Aaron's, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59234
That current location is central, needs to be upgraded anyway, and apparently there ar e areas near it that could also be added to it. Or keep the footprint the same and add s ome sub-stations in other neighborhoods. Use the General Plan to develop the waterfr ont so that we can get some income from 400 Mare Island Way. Could sell that buildin g too for profit.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59236
Easy access to freeway for quick access to every part of the city. Centrally located.

Address: 97 Fourteenth Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59244
Uses less money. Centrally located.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59248
Good location!
Address: 1038 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59250
Needed in this area of Vallejo
Address: 1419 Enterprise Street, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59258

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2022-03-19 12:37:17 -0700
Ray

CATEGORY
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Headquarters
2022-03-19 13:48:44 -0700
Nancy Wirt

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 15:50:45 -0700
vpsplash!

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 16:30:30 -0700
VallejoNative1

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 17:20:05 -0700
JoAnne

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 17:38:24 -0700
VallejoStrong

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-19 21:55:06 -0700
QueenWoman

Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59272
I just chose a central location for now, but I think most any option is better than 400 Ma re Island Way. I'm not sure where the best location is, but I'm totally against that expen sive building on the waterfront.

Address: Tacos Dos Hermanos, 700 Sereno Dr, Vallejo, California 94589, United State s
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59280
Repurpose Raley's building. More than adequate parking. Easy ingress from, and acce ss to, arterial city streets, highways 29 and 37, and I-80.

Address: Kaiser Psychiatry, 1761 Broadway St, Vallejo, California 94589, United State s
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59285
The waterfront is a poor choice for a police department,There is a vacant lot on Rolling wood and Benicia rd. It is much more accessable ,the traffic is not heavy in that area.I l ive near Hogan middle school
Address: 200 Rollingwood Drive, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59286
This area of Vallejo has been neglected by City officials for too long. A police station he re (a site formerly considered for a development) would enhance quality of life for resid ents, attract investment for commercial and residential development and finally bring fo od options to this part of town. Police would have accessibility to Highway 80, SolTrans Curtola Transit Center
Address: 605 Magazine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59287
excellent freeway access, centrally located
Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59292

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2022-03-19 22:13:48 -0700
T

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-20 13:22:04 -0700
Cp7

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-20 13:58:24 -0700
DrDani

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-20 14:30:02 -0700
Sergio531

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-20 16:45:22 -0700
Julie

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Central
Address: Sereno Transit Center, 765 Sereno Dr, Vallejo, California 94589, United Stat es
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59293
Vacant lot...accessible to most major streets
Address: 600 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59301
Large, empty building that looks like a blank canvas. Central-ish location, near freeway . No wall needed and it’s not located in a potential tourist area (pending the develop for mare island). If a wall is needed in this location, so be it. It would also bring life a s saf ety to a part of town that needs it.

Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59302
Building should be highly visible and able to make a beneficial economic impact for the area. The waterfront should be able to take care of itself.

Address: 1133 Alabama Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59308

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2022-03-20 23:56:43 -0700
melvin a rodrick

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 09:19:09 -0700
bogart555

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Having lived in Vallejo all my life 80yrs I have seen it all and have made comments in t he past related to many things. But Basically most Citys have a Central Location for Ad ministrative services. And if they area is large enough even the base for all employees.

In regards to Vallejo now that isn't totally accomplishable but I feel there is a Perfect loc ation for the Main Police Headquarters. Not many I believe would believe the Naval Mu seum one time was City Hall and The Police Department. Yes it was but that was whe n we were a lot smaller Community in regards to population. But everything was Centr ally Located administratively. And should be again. I became a Plumbing Apprentice w orking for Harold Beasley or Beasley Plumbing eventually their Estimator. But as a Jou rneyman I as a Foreman for that Company the existing City Hall was my Job and I had 3 other Plumbers working for and with me. I thought then why didn't the City just acquir e the City Library for the Police Headquarters ther is ample parking and it brings everyt hing back full circle to City Administration in one Location. Even at that time the closing of the Post Office was known by the Powers to be in the Coming Future so more Parki ng if necessary. The County has cut back several times on the funding for the Library a nd multiple little services use the building. That is another point in this plan of re-use of the Library. Satelitte Librarys serve our and any Community better. That goes along wit h Satellite Police Stations much better Service for the Community and much quicker re sponse time in time of need. The officers in those Satellite Offices get a much better fe el for their area which is helpful for the whole community. Now back to the Library trans ition into the Police Headquarters you will bring the Administration of all Services in one Central location. Even the Administration of Public Services Could be added to the Buil ding. This will eliminate the wasteful use of Prime Commercial Space on the waterfront.

I know nobody seems to want to hear this but Vallejo is not Business Friendly and has n't been for more years than I can count. As an example I came to the Council and spo ke and I also spoke Directly to a Councilman who is now the Mayor don't allow the Coll ege to build a School in one of the most prime pieces of commercial property in Vallejo at the Time. It is on Northwest Corner of Turner and Ascotthe along with the Ciollege a cquiring the Proposed Expansion Property of Belveder which for 5yrs +or- it itself is not developed on and should be sold back to a Developer to complete Belvedere with anot her 150 high end Units. Both the Council and Councilman ignored my Plea and the City in the Ascot And Turner Property probably lost a 100 or 200 Hundred Million Dollar Tax base and the Belvedere at 150 units selling in the $700K range another $105 million do llar tax base. I only mention that to put in perspective the Commercial Value of the Old State Farm property would be much better served paying taxes too which the Library p roperty doesn't derive any tax base. Not only that but the whole of the waterfront should be including that huge grassed area turned into Commercial Businesses along with a H igh rise Hotel in the Downtown Area hooking up ewith the Ferry and SF Visitors from all over the world going to the Napa Valley but staying in Vallejo at the less expensive are a than Napa and Sonoma and using Vallejo as a Junction Point for day trips. Even utili zing the Railroad and the Napa Wine Train.. All this shows how to pay for the Upgrade t he Library will need and Maybe even adding another Floor. But by using the existing th e Base structure is their. Of course everybody says oh no were losing the Gras Aerea and the Library no your not your paying for everything with Taxes and there will be anot her Grass Area and another Library. It is a win win if you take your head of the Drowing Non-Tax Sand........Mel Rodrick
Address: 200 Georgia Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59319
Location should be AWAY from the Waterfront. Let's develop the Waterfront so that mo re $$/jobs are brought into the community.

Address: 777 Sereno Drive, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59359

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2022-03-21 11:53:45 -0700
Searoom

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 12:42:09 -0700
good neighbor

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 15:38:06 -0700
Alexandra Winston

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 15:50:39 -0700
KMomBayArea

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 16:03:54 -0700
Lynn A

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 16:08:17 -0700
Lynn A

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 17:51:20 -0700
robertabriseno

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Close to center of city. Rent or buy temporary
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59379
I support doing whatever it takes to tear down/rennovate and expand the current Amad or location. It's more centrally located than the waterfront. The tenant in the Mare Islan d Way location should be an entity that puts all minds at ease when passing by - neigh bors, visitors, commuters, dog-walkers, children, teenagers, all ethnicities. Having a po lice station on an attractive waterfront location sends the message to all who pass by t hat building that policing is the focal point of our city-scape and civic lives. I don't want t hat messaging/optics.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59387
Big Box empty space for years. Large location with easy access to HWY 37/80. Suffici ent parking.

Address: Aaron's, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59404
The building placement is perfect for easy access to the waterfront and letting more of t he community see the presence of police officers is such a blessing. This building is clo se to other city facilities which would result in additional efficiencies. REDUCING CRIM E IN THIS CITY NEEDS TO BE TOP PRIORITY.

Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59405
Close to major access roads , away from the waterfront (a KEY criteria!!!).

Address: 3 Falcon Drive, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59406
close to freeway, away from central vallejo. Mainly, it is not on the waterfront.

Address: Wilson Park, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59407
This is close to the center of the city, it is on a major roadway and the building/land is a vailable.

Address: 2817 Redwood Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59413

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2022-03-21 18:33:26 -0700
E. Maldonado

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 18:35:55 -0700
JErdo

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-21 22:13:40 -0700
hillary

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Headquarters
2022-03-23 09:41:54 -0700
Dave S

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-23 18:31:19 -0700

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-23 19:07:54 -0700
Peppino

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Great central location, if we one day want the waterfront of Vallejo to be a touristy draw , having our PD headquarters there would be a great way to show it is safe for tourists.

Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59418
Vacant area. Lots of homeless and crimes in this area.

Address: 1300 Benicia Road, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59424
Temporarily move vehicle maintenance (perhaps to the old dealership around the corn er), build new on the existing property, then tear down the current building … new build is always, everywhere, cheaper and built to purpose. IF, IF there is a case to move the headquarters downtown, say for amenities available to officers downtown, then taking t he Grocery Outlet block or Buck’s car museum block and building up would better serv e the community than denigrating the waterfront. I still prefer the location near the court house … even if we demolished the recreation district, senior center, community cente r series of buildings and incorporated those beneficial facilities into Wilson Park. That w ould leave Public Works with the current police headquarters property. Moving GVRD o nto a park or community center makes sense and with the excuse of the senior and co mmunity center move to Wilson Park, we could build up an equivalent to the lost Mare I sland Sports Complex. As an aside, quit calling District 3 Glen Cove, that’s only half the district
Address: 1040 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59513
Its near HWY 37 and Sonoma Blvd. Unused commercial space. Close to the crest and south vallejo crime area.

Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59523
Best for the community. City already owns building
Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59524

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2022-03-23 19:08:05 -0700
Jackie

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-23 19:08:24 -0700
Steve

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-23 19:17:23 -0700
Eva Garcia

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-23 20:57:07 -0700
starshooter10

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-24 02:02:28 -0700
Susan Schneider

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-24 11:32:50 -0700
Jocelyndugan

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-24 13:36:32 -0700
BK

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
City already owns building. Perfect location
Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59525
City Library owned by city
Address: 505 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59526
Easy access, enough space, existing building
Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59528
This location is central to the city and overall to crime. invest in more officers or training , the building is not as important as the people.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59530
Centrally located. We live in Central Vallejo and like having the police department in ou r neighborhood. Station is well established there and the vehicle yard is adjacent. Gran ted, it needs a major overhaul, repairs and upgrades. This could be accomplished for f ar less money (last estimate was less than $15m) than remodeling/adapting the propo sed 400 Mare Is. Way State Farm building ($30m minimum). The waterfront State Far m office building is in a terrible location for a police HQ building. It was never built to be a secure building. Vallejo should lease it or sell it for revenue to help pay for a better po lice HQ building.

Central location to shopping centers
Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59568
Best location easy access
Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59576

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2022-03-24 13:38:46 -0700
BK

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-24 14:33:37 -0700
Lisa May

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-24 18:32:53 -0700
Erendira Romero

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 08:21:38 -0700
nataliekcj

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 10:34:46 -0700
Derek Nelson

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 11:55:19 -0700
Moe

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 11:58:50 -0700
Moe

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Location easy access
Address: 1301 Georgia Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59577
I think this is close to downtown and near where I live in South Vallejo Address: Coral Road, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59583
I would like to feel safer in the Mare Island side.

Address: Flagship Drive, Vallejo, California 94592, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59584
It is a central location with a slightly higher crime rate compared to the rest of the centr al part of town.

Address: 201 Capitol Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59608
Next to fire department this is city owned property, this is next to colombus parkway an d 80. It is a nice location. The residents in thia neighborhood would welcome a police d epartment in this location.

Address: Columbus Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59616
Near the courthouse, easy access to the freeway and downtown. Seems like the ideal centralized location
Address: 301 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59622
Central Location, near downtown and courthouse
Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59623

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2022-03-25 12:00:45 -0700
Moe

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 12:06:08 -0700
fvilla123

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 16:34:40 -0700
Ludivine

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 16:34:40 -0700
Judy Lamb

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-25 20:26:15 -0700
TAC

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-26 11:20:30 -0700
jestrada

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-26 11:46:07 -0700
murphy

Address: 709 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59629
I want the VPD to stay in its location on Amador and Georgia Streets. I think the offices should be centrally located. Relocating VPD to the water front would make me feel uns afe.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59636
This is a large property that could house the assets of the VPD. It is located close to th e freeway and would be visible and accessible to the citizens of Vallejo.

Address: 2817 Redwood Parkway, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59637
Vacant lot. Good, large location. Good access too freeways.

Address: 600 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59642
Best central location
Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59659
The property is the existing facility. Raze the buildings on the lot and rebuild a 5 story s tructure to facilitate the police department.

Address: 1040 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59660

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2022-03-26 15:35:59 -0700
rs

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-26 20:20:12 -0700
Carlos

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-27 09:15:14 -0700
Linda Anderson

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-27 09:36:23 -0700
Magda Loczi

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-27 10:25:43 -0700
Mari

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-27 10:32:07 -0700
Andre

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-27 15:37:02 -0700
Rachel

Address: 614 Grennan Street, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59664
Large location with plenty of space to expand. Easy to access most freeways and centr ally located.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59678
Police department should remain close to current location NOT ON Prime Real Estate which would be better suited for public use or community development.

Address: 100 Solano Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59679
No need to move. Important to be in this community to keep activity low. Renovate the building if you need to, but don’t waste our tax money on a fancy new building. We nee d that money in the community.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59681
Let's rebuild and retro fit that building to best in the state! The City needs you guys, the communities needs you. It's gee at seeing you close by and helps us feel safe. And in c ase it matters I am Black.

Address: 1117 Solano Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59682
I don't want a police station on mare island and it does not need to be next to the high s chool. The current location is ok with me.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59686

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2022-03-27 16:06:49 -0700
Robyn Duby

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-28 01:00:57 -0700
Debra S.Aaron

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-29 15:20:06 -0700
Acasta88

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-29 15:50:18 -0700
rjmarak

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-31 07:37:06 -0700
Robeetyonker1

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-31 20:22:39 -0700
jharrington

CATEGORY
Proposed Location for VPD
Headquarters
2022-03-31 20:25:35 -0700
jharrington

Address: 300 Tuolumne Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59687
This is a central location that gives equal distance to all Vallejo with major streets for fa ster response to crime. This area is not a prime real estate and affordable. It does neg atively impact housing or business values while encouraging development of valuable prime real estate for development of housing which will attract business development t hat in turns adds to the jobs and tax base of the city. Sub-stations can then be located around the station creating a hub for service to the community. New business and grow th will create jobs and taxes will fund programs that hopefully will reduce crime, poverty , increase property value and create a north bay success that could attract tech compa nies to our city .

Address: 1727 Tennessee Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59703
Existing building, enough space/parking. Easy and close access to HWY 29, 37, and fr eeway.

Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59875
Centrally located
Address: H&R Block, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59877
Great location with easy access. Beautiful bldg that has sat boarded up by the owner fo r years. Minutes away from Most areas of the city. Plenty of parking at the rear of the bl dg. would also do wonders having a police presence right in the neighborhood. Locatio n is also two blocks away from City Hall.

Address: 823 Marin Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-59996
Uses existing empty lot, could help with homeless population in area Address: 520 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60042
uses existing empty space, close to major roads to access other parts of Vallejo Address: Satellite Healthcare Vallejo, 4300 Sonoma Blvd, Vallejo, California 94589, U nited States
http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60043

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2022-04-01 22:26:31 -0700
Carlos Espinosa

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-02 18:51:59 -0700
bachratte

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-03 09:31:05 -0700
btmurphy

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 07:40:02 -0700
Nmg21

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:06:49 -0700
Loretta Baker

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:09:24 -0700
Loretta Baker

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:11:26 -0700
Loretta Baker

Police headquarters there should help with improved response time and deterring futur e criminal activity
Address: 2920 Sonoma Boulevard, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60081
keep government buildings together
Address: 415 Santa Clara Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60118
This is a good, fairly central location that's already being used for public safety.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60126
Centrally located and near freeways to get quickly to respond to places across the entir e town
Address: 1939 Ohio Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60134
Leave in the central location where it is.

Address: 1040 Maine Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60264
No on Mare Island Way
Address: 14 Benicia Road, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60265
I am fine with 400 Mare Island Way. I think it is a visible location and close to downtow n.

Address: 400 Mare Island Way, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60266

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2022-04-04 14:13:34 -0700
Loretta Baker

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:21:20 -0700
Deborah Oldham

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:23:18 -0700
Ann Adams

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:25:32 -0700
Clinton Weaver

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:26:42 -0700
Sherlandia

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:28:13 -0700
User1

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:30:54 -0700
Diane (Dee) Merrick

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
Best location old Walmart building on 29 before American Canyon is large plenty of par king and has a bathroom. Also easy to access to problem spots in Vallejo.

Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60267
Large space building has been vacant for years lots of parking most people know wher e it is
Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60268
Most effective is to rehab current location if more room is needed repurpose existing b uilding as a substation waterfront police station should not even happen only 7 to 10,00 0,000 to rehab Amador lest costly to more equipped if rehabbed Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60269
Not being stupid and putting the police department on an island where they can be trap ped if someone wanted to
Address: 708 Admiral Callaghan Lane, Vallejo, California 94591, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60270
Police need to be visible to the public
Address: 2200 Broadway Street, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60271
Old Walmart location don't spoil our beautiful waterfront with blaring sirens and parking congestions
Address: 5180 Sonoma Boulevard, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60272
I think this is the best location and that they can use more mobiles while rebuilding a ne w station which would serve every interest well. Also it should be far more cost-effectiv e than going into massive debt for the foreseeable future.

Address: 11 Benicia Road, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60273

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2022-04-04 14:33:55 -0700
Wanda Madeiros

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:34:57 -0700
jean hawk

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:36:16 -0700
awong22

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:36:30 -0700
Francis Velasco

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:39:09 -0700
Raymond Wood

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:40:50 -0700
Deanna Forbes

CATEGORY
Proposed Location for VPD
Headquarters
2022-04-04 14:42:45 -0700
Christine Ramos

CATEGORY
Proposed Location for VPD
Headquarters
My Vallejo : Summary Report for 08 March 2022 to 04 April 2022 ENGAGEMENT TOOL: PLACE
Propose a location for the VPD Headquarters
My location choice is to be the centrally located, close to the freeway so they can get to all parts of the city expeditiously, or sell 400 Mare Island Way, use the proceeds to ren ovate the current police station. The last council meeting the mayor said that he consult ed with a commercial realtor who said 400 Mare Island Way was valued around 23 milli on. SELL IT! Take the proceeds to completely renovate current location, maybe add a second floor for a gym, dog kennels and firing range. REASON: COMMON SENSE! Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60275
I think the current Amador site is a great location if there is enough land build the depar tment a great new state of the art complex.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60278
Central to the entire city. Near I-80 for quick access to all parts of Vallejo.

Address: 1805 Alabama Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60279
Easier to defend. Centralized.

Address: 16 Amador Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60280
I opposed the shotgun wedding manner that the building was purchased was forced thr ough and I oppose the ever-increasing cost estimates to bring the building up to be PD requirements 10,000,000 to 35,000,000?! VPD should be more centrally located in Vall ejo. How about Raleys? Costco?
Address: Aaron's, 4300 Sonoma Blvd, Vallejo, California 94589, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60281
Keep it where it is I live nearby and have no problem with it.

Address: 1115 Solano Avenue, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60282
Community Vizza Bility access to the freeway cost the waterfront building is too costly we are spending more than what it cost to build it. Waterfront is it arable access to the whole city need shorter access to all highways.

Address: 600 Redwood Street, Vallejo, California 94590, United States http://www.myvallejo.com/vpdheadquarters/maps/propose-a-location?reporting=true# marker-60283

Page 33 of 33 ends

ACTION ITEM 9.B.

DATE: April 12, 2022
TO: Mayor and Members of the City Council
FROM: GIllian Hayes, Interim Assistant City Manager
SUBJECT: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY ENDORSING

THE CONCEPTS

RECOMMENDATION

1. Receive a presentation by All Home CA, a collective impact partnership, on the Regional Action Plan on homelessness.

2. Consider and possibly adopt a resolution generally endorsing the concepts of Regional Action Plan as a framework for reducing and preventing homelessness in the City of Vallejo.

REASONS FOR RECOMMENDATION
The City continues to work to address homelessness and identify partners and resources to assist us with this City Council priority. By endorsing the Regional Action Plan, the City will have access to stronger regional partnerships, be able to increase awareness, and align local, regional, and state resources to the regional goal of reducing unsheltered homelessness in the Bay Area, 75% by 2024.

BACKGROUND AND DISCUSSION
All Home is a regional collective impact partnership with ambitious goals for addressing homelessness in the Bay Area. It was founded in 2019 and funded by philanthropic investors such as the Tipping Point Community, San Francisco Foundation, Crankstart, and many others. In 2020, All Home established the Regional Impact Council (RIC) as part of their objective to convene key stakeholders to address the homelessness crisis. The RIC is a roundtable of stakeholders from all nine Bay Area counties convened to tackle the regional housing insecurity and homelessness crisis facing the Bay Area. RIC members are policymakers; affordable housing, social equity and economic mobility stakeholders; housing and homelessness service providers; and business and philanthropic partners. They are working to develop a unified approach to advance system-level changes for mitigating poverty-reducing housing insecurity and racial inequities, and addressing the homelessness crisis with regional solutions. The RIC believes that homelessness can be rare, brief, and non-recurring for those who experience it.

The Regional Action Plan (RAP)
All Home facilitated the RIC as it developed the RAP, hosting meetings and providing direction, and helped the RIC translate its year-long work into the final RAP. The RAP sets out the ambitious goal of reducing the number of people experiencing homelessness by 75% in three years. It sets out eight strategic priorities for achieving this goal, some of which are already underway. The RIC’s strategic pillars are to House and Stabilize, Prevent, and enable the region’s most vulnerable populations to Thrive. A key element of the RAP is its 1-2-4 framework. The 1-2-4 approach acknowledges that an effective and sustainable plan to transition people out of homelessness requires investment in multiple strategies at once. This includes: homelessness prevention; interim or emergency housing; permanent, deeply affordable, or permanent supportive housing; Date: April 12, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

Page 2 ends

and housing subsidies. It is not enough to provide emergency shelter if there are insufficient long-term housing options to move people from homelessness (i.e., outflow) and insufficient efforts on preventing homelessness in the first place (i.e., inflow). The 1-2-4 framework is a ratio that illustrates proportionate investment in three concurrent strategies (outlined in the table below). The framework and RAP require rethinking how existing resources are allocated and provide a practical approach for future federal and state investments. This framework, if adopted and implemented across the region, would change the current approach of resource distribution and will require a combination of new and existing sources of funding. + 1 Unit of Interim Housing + 2 Units of Permanent Housing +4 Units of Homelessness Prevention
To bring unsheltered individuals
indoors today by funding the
necessary units needed
For every interim housing unit,
provide 2 units of permanent
housing through, for example,
flexible subsidies and supportive
housing, to allow for long term
housing solutions
For every interim housing and
permanent housing solutions, invest
in 4 units of prevention interventions
to keep individuals most vulnerable
to homelessness housed and stable
through interventions such as rental
and financial assistance
The RAP will work to establish a “system flow” in which unsheltered populations move toward a permanent exit from homelessness through interim housing options. The approach addresses the near-term crisis, creates more permanent housing solutions, and proposes a broad array of preventative initiatives to mitigate the flow of people who experience homelessness for the first time. Cities and Counties are encouraged to plan for and invest in a wider range of deeply affordable housing options. This includes a mix of new construction, acquisition/rehab, and rental subsidies applied to immediately available rental units. Successful implementation of this approach will not only reduce the number of people experiencing homelessness, but will also reduce the number of people at imminent risk of becoming homeless.

Solano Engagement
Part of successfully implementing the plan includes partnering and engaging with jurisdictions across the region to align on plan and support for the RAP’s overall goals. Thus far, we have engaged with the Solano City County Coordinating Council, CAP Solano JPA, Housing First Solano, Regional 2x2 Homeless Committee, and Solano County Board of Supervisors.

Group Date Audience Outcome
CAP JPA Solano +
Housing First Solano
August 31,
2021
Representatives from the Cities
of Benicia, Fairfield, Rio Vista,
Suisun City, Vacaville, Vallejo,
and County of Solano
General support and enthusiasm about
the plan, questions regarding how the
implementation of the RAP is and
which other jurisdictions were
endorsing the RAP
Solano City County
Coordinating Council
November
18, 2021
Partnership between the
County of Solano and the
cities of Benicia, Dixon,
Fairfield, Rio Vista, Suisun
City, and Vacaville
General support and enthusiasm for
the plan, questions regarding support
for mental health and the “how” to
implement the plan. Shared interest in
presenting the RAP to the Board for
potential endorsement. (presented to
BoS on 2/1)
Date: April 12, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

Page 3 ends

Regional 2x2 Homeless
Committee
January 6,
2022
Representatives from
Fairfield, Vacaville, Suisun
City, City of Vallejo, Solano
County
General support and interest in
digging deeper into top down model
estimating a 1-2-4 modeling and cost
Housing First Solano
Continuum of Care
January 26,
2022
Representatives from
Government, Law
Enforcement, Business,
Nonprofit Homeless
Assistance Providers, and
other At-Large Community
Members.

Voted to endorse the RAP. Questions
about how mental health is connected
to the RAP and the role that County
will play in terms of implementation of
the RAP.

Solano County Board of
Supervisors
February 1,
2022
Brought to the board by Supervisor
Spering; board unanimously
endorsed the RAP
Regional Action Plan Endorsement
Endorsing the RAP would allow more groups to join in collaborative efforts to lift up solutions that are working and design new ones to reach our goals. The 1-2-4 framework outlined in the RAP is not a one size fits all solution, it’s a ratio emphasizing simultaneous investments in three areas to reduce unsheltered homelessness. While investing and participating in a 1-2-4 systems framework will look different across each jurisdiction depending on where past investments have been made and what the community needs are, all of our communities have a role in solving the problem. Jurisdictions are increasing awareness of and alignment regarding homelessness and local, regional and state resources available to reduce experiences of homelessness. This also creates opportunities for more advocacy regarding resources, funds, legislative priorities and access to technical resources from All Home and the Regional Impact Council such as participation in ongoing discussions around opportunities to recurring challenges, knowledge and resource sharing.

All Home recognizes and understands that capacity is a primary consideration to implementing the RAP and may be a concern when jurisdictions consider endorsing. All Home is ready to learn and engage with jurisdictional staff to better understand what level of support may be needed to implement the RAP and in particular what further engagement, advocacy and technical assistance may be needed to implement the RAP in the City of Vallejo. All Home and the Regional Impact Council are committed to supporting existing efforts and finding ways to collaborate to achieve the RAP’s goal of a 75% reduction in unsheltered homelessness across the Bay Area.

Endorsements to date
Since the launch of the Regional Action Plan in April 2021, we have received the following endorsements from City Councils, Mayors and jurisdictions:
● Mayor of Oakland, Libby Schaaf
● Mayor of San Francisco, London Breed
● Mayor of San Jose, Sam Liccardo
● Contra Costa County
● San Mateo County
● Solano County
● City of Berkeley
● City of Hayward
● Sonoma County Continuum of Care
● Housing First Solano
Date: April 12, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

Page 4 ends

● BART board
RAP Implementation
To date, work towards implementation of the RAP has included presentations and collaboration with various stakeholders across the region and engaging with different sectors that can push forward some of the actions outlined in the RAP. All Home also launched two Action Teams to advance the 1-2-4 systems framework and legislative priorities around the eight strategic priorities bringing together representatives from each county to coordinate approaches to current challenges, share resources, identify where advocacy and support is needed and collaborate on regional priorities and solutions. All Home has also started providing some analytical and strategy support with jurisdictions providing support on 1-2-4 analysis and alignment.

FISCAL IMPACT
There is no direct impact on the general fund associated with adopting a resolution to endorse the Regional Action Plan.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. All Home Regional_Action_Plan_Executive_Summary_Final

2. All Home_Regional_Action_Plan_Final

3. September 2021 RIC TC and SC Roster.docx (2) (1)

4. RAP FAQs

5. All Home RAP Resolution CAO Stamp

CONTACT
Natalie Peterson, Administrative Analyst II (707)-649-3415 [email protected]

REGIONAL ACTION PLAN: EXECUTIVE SUMMARY
A Call to Action from the Regional Impact Council
Full Report Release Date: April 13, 2021
All Home
Executive Summary
The Regional Action Plan (RAP) is an ambitious plan to reduce the number of people experiencing homelessness by 75% in three years.

The Challenge:

The Bay Area has been confronting a regional homelessness crisis for decades. In 2020, All Home established the Regional Impact Council (RIC), a nine-county effort, convened to devise a unified effort to address homelessness, establish a more prosperous region, and close racial disparities. The need to act is made more pressing by the COVID-19 pandemic. It devastated the job market and added to the population of 35,000 Bay Area residents who were already unhoused.

In addition, fifty percent of extremely low income (ELI) renters do not receive housing subsidies or rent protections, and 34% have controlled rents that are still unaffordable without assistance. The RIC worked to develop immediate solutions that lead with racial equity. The RIC also built solutions holding ourselves and our peers to housing standards, increasing accountability for outcomes, and targeting funding and interventions towards the most vulnerable communities.

The Solutions:

The RIC is putting forth this ambitious Regional Action Plan (RAP) to reduce the number of people experiencing homelessness by 75% in three years. In order to house and stabilize our unhoused neighbors while also initiating preventative measures, the RAP defines eight strategic priorities, some of which are already underway.
- Accelerate cash payments to people impacted by COVID-19 - Provide income-targeted rental assistance to those affected by COVID-19 - Accelerate targeted, data-informed regional prevention model - Extend eviction moratoria
- Secure shelter-in-place (SIP) housing placements
- Streamline state funds and applications for housing
- Prioritize ELI for housing resources
- Extend covenants of affordability to preserve housing supply and funding for ELI tenancy A vital component of the RAP is the 1-2-4 Framework. This approach acknowledges that an effective and sustainable plan to transition people out of homelessness requires investment in multiple strategies at once.

This includes homelessness prevention, interim or emergency housing, permanent, deeply affordable, or permanent supportive housing, and housing subsidies. It is not enough to simply provide emergency shelter if there are insufficient long-term housing options to provide outflow and insufficient focus on reducing inflow. 1-2-4 is a ratio that illustrates proportionate investment in three strategies simultaneously. In order to reduce unsheltered homelessness rapidly, most cities or counties will need to frontload investment into interim housing options. We understand that jurisdictions throughout the region may apply different proportions in their system based on their community, but these components must work together as system responses.

The Partnerships:

Taken together, successful implementation will require partnership with the State of California and federal government, county leaders, businesses, and philanthropies through co-funding and coordinated action. The RAP will work to establish a “system flow” in which unsheltered populations move toward a permanent exit from homelessness through interim housing options.

The Costs:

The total five-year cost of sheltering 75% of the unsheltered population; while also investing in preventative interventions and permanent housing solutions is estimated at $6.5 billion. It will require a combination of new and existing resources. Our approach addresses the near-term crisis. It also creates more permanent housing solutions and a broad array of preventative initiatives to mitigate the unsheltered population inflow.

Call to Action Items by Sector
Success will require action across every level of our Bay Area community. Local governments will need to unite where possible and customize solutions where required. State and the federal government can partner with philanthropies and the business sector. We call on these sectors to pursue the following actions:

California State Government
• Establish a 1-2-4 Framework and support a pilot project in the Bay Area in 2021 by conditioning both existing and new funding to the region. We also request the state provide expanded technical assistance to local jurisdictions to implement the 1-2-4 framework. Lastly, we recommend conditioning existing and new funds allocated to the region based on the implementation of, and progress toward, the 1-2-4 approach in the region’s cities and counties. • Establish standards and best practices for measuring current racial equity levels and for demonstrating progress; increase accountability for outcomes by tying funding to demonstrated progress toward closing disparities. This would include revising the opportunity map methodology to ensure that it does not de-prioritize BIPOC communities, which tend to be overwhelmingly represented as “low resource” in HCD’s opportunity maps. While we support the concept of encouraging new development in high opportunity areas, communities that have suffered historic underinvestment should not be left behind as there are longstanding housing needs that must be met. • Retain as much of the Shelter in Place (SIP) housing established in response to the COVID-19 pandemic as possible for post-pandemic use as interim housing for unsheltered individuals/households transitioning to permanent housing. The State must also work to pass legislation and support programs such as rental assistance to ensure people stay housed.
• Consolidate and streamline all affordable housing and homelessness funding and application processes, ensure that a significant portion of affordable housing funding is inclusive of people with Extremely Low Incomes (ELI), and issue guidance to prioritize local rental assistance funds to severely rent-burdened, ELI households in census tracts of high housing insecurity.

Federal Government
• Allocate $100 billion in emergency rental assistance, $11.5 billion in additional Emergency Solutions Grant, and $26 billion in new Housing Choice Vouchers specifically for people who are experiencing or are at-risk of homelessness. We also call on federal legislators to provide enhanced unemployment benefits at the previous level of $600/week. • In addition to these immediate actions, we call on the Federal government, in close coordination with the State, to provide new funding needed to ensure all local jurisdictions are able to implement plans to house 75% of our unsheltered population by 2024 by implementing a full range of prevention and housing options.
• We commit to working with Congress and the Biden-Harris Administration to identify and develop innovative, scalable solutions to homelessness and poverty. We look forward to quickly turning our attention to “Housing as Infrastructure” and working with our California Congressional delegation to achieve the requisite scale of federal investment in affordable housing to truly make homelessness in the United States an experience that is rare and brief, not one that persists for decades.

Counties
• Adopt the 1-2-4 Framework in counties.
• Operationalize equitable consideration of the most vulnerable communities in prioritization schemes, service provision, and rental assistance programs. • Identify locations and make plans to implement interim housing for individuals who cannot move directly into permanent housing, leveraging recent CEQA exemption for navigation centers. • Enact an eviction moratorium that protects tenants until 60 days after the County lifts its COVID-19 public health emergency (Immediate).
• In the event that a local jurisdiction launches or expands a rental assistance program, it should use a prioritization method that targets rental assistance to those most at risk of becoming homeless.

Philanthropies
• Fund urgently needed interventions targeted to Black, Brown, and Indigenous people experiencing homelessness or are currently at risk of becoming homeless.

Business
• Work to address the barriers faced by underbanked and unbanked populations in accessing benefits by offering no-fee checking accounts or other distribution methods. Furthermore, we call on businesses to help fund interventions in local communities.

Coalition
• Local jurisdictions will be provided with assistance from All Home that recognizes the unique circumstances of local jurisdictions as they work to activate the 1-2-4 framework and support for inter-jurisdictional coordination within and between the region’s counties. If new funds are required, this coalition will actively work to raise the necessary resources from the state and federal governments.
• All Home, in collaboration with regional partners and local jurisdictions, will identify a regional entity (e.g., BAHFA) with the mandate, mission, and capacity to manage a regional homelessness prevention system for the long-term. All Home will also work to implement a three-county pilot regional homelessness prevention system that is rolled out with an eye toward regional expansion to all nine Bay Area counties. Lastly, All Home will work to estimate the scale of need for rental assistance in the Bay Area, including levels needed to prevent expected increases in homelessness and total households unable to pay rent.
● Among selected locations that have existing homelessness prevention programs, the RIC will facilitate consensus-building on what coordinated, data-informed service delivery and common evaluation framework look like based on best practices in the field, including analysis of gaps and barriers. The RIC will also convene local jurisdictions that offer rental assistance programs, along with community groups representing tenants and people who have experienced homelessness, to inform decision-makers about the need to prioritize as recommended above, when resources are limited.

For further questions, please contact Nahema Washington: [email protected]. 1 RIC STATEMENT OF EMERGENCY: A REGION IN CRISIS

REGIONAL ACTION PLAN
A Call to Action from the Regional Impact Council
February 2021 | All Home
REGIONAL ACTION PLAN | 2
I. Emergency Statement from the Regional Impact Council Page 3 II. Call to Action Page 5
III. Lead with Racial Equity Page 7
IV. Operationalizing this Work Page 8
V. Plan Details Page 9
Comprehensive 1-2-4 Framework Page 9
Priorities for Implementation Page 11
Impact Metrics & Tracking Page 20
VI. Introduction to the Regional Impact Council Page 21 VII. End Notes Page 25
Acknowledgements Page 25
Glossary Page 26

Cover page photo source: Eden Housing

TABLE OF CONTENTS
REGIONAL ACTION PLAN | 3

A PROBLEM WE CAN SOLVE
The Bay Area’s homelessness crisis is a chronic problem, arguably the region’s greatest and most serious challenge.

The scale and complexity of this challenge is undeniably daunting. As a region we have fought to solve this crisis for decades, to limited avail. However, the problem can and will be solved. We need a new approach to homelessness, marked by new levels of regional cooperation. The Regional Impact Council (RIC) envisions a Bay Area that is united and coordinated against homelessness: a Bay Area that is organized to seamlessly share best practices, data systems, advocacy efforts, and resources. In the Bay Area we envision homelessness is a rare, brief, and nonrecurring situation for those who experience it. In this future vision, we have closed racial and economic disparities and created an equitable, stable, and prosperous region. The path to this future will not be easy. It will require action and commitment from all levels of government and community. The RIC believes that we can and must do the work to make this vision real. The first step is to acknowledge that homelessness is an emergency requiring immediate action.

A REGION IN CRISIS
The longstanding homelessness crisis in the Bay Area— described by a global expert as “systemic cruelty”1— is particularly tragic because the crisis expanded during an economic boom in the wealthiest region in North America.

In 2020, the homelessness crisis further deepened as a result of the COVID-19 pandemic: without sizable, coordinated action and investment, it will continue to destabilize our region as time, and the pandemic, goes on.

In our nine-county Bay Area today, more than 35,0002 of our neighbors, a population larger than many of the region’s suburban cities and towns, lack housing or even the prospect of securing it - despite many working full-time.

Seniors, people with disabilities and many people working demanding jobs live out of their vehicles, in tents, and in other situations not fit for human habitation because they simply cannot afford housing in the region that they call home. For some, this problem continues for generations. Many “essential” workers (e.g., home health aides, grocery store clerks, cleaning staff at medical facilities) are literally homeless, with tens of thousands more of these workers at-risk of becoming homeless. In particular, extremely low income (ELI) renters face significant housing insecurity:
50% receive neither housing subsidies nor rent protection, and another 34% have controlled rents which are still unaffordable without subsidy.

Doing nothing to address the Bay Area homelessness crisis is enormously costly, in economic as well as moral terms.

Many of these costs to our society are in plain sight, and many are hidden. Confronted by human suffering on a daily basis, residents and businesses are leaving the region. In a recent Silicon Valley Leadership survey, 47% of respondents said that they had considered leaving the region as a result of the homelessness situation. As a result of the impacts that homelessness has on individuals and the community as a whole, the indirect costs of homelessness on healthcare, criminal justice, and social services are nearly $2 billion annually, based on estimates using real costs from Santa Clara county. We must think holistically as a region about our response to this crisis, and 1 Leilani Farha, United Nations Special Rapporteur, 2018. 2 Given the lack of PIT count in 2021, we created an estimate of the total unsheltered homelessness in the Bay Area. If we apply the unsheltered homelessness growth rate from 2017-2019 in the Bay Area (~17%) to the unsheltered population in 2019, we estimate unsheltered homelessness to be ~30K. However, given the known impacts of COVID-19 on shelter capacity in the Bay Area and early evidence supporting a growth in homelessness, we estimated that unsheltered homelessness is likely closer to 35K in the Bay Area.

EMERGENCY STATEMENT
REGIONAL ACTION PLAN | 4
recognize that the investment required to address unsheltered homelessness is small compared to the long-term social and economic costs of our current course.

Figure 1: Breakdown of ELI Renter Households; Source: Terner Center for Housing Innovation COVID-19 has made the region’s limited supply of congregate shelter unusable due to its primarily communal living arrangements, placing our most vulnerable neighbors at heightened risk of exposure. Housing is healthcare, a fact further underscored by the COVID pandemic. A person is unable to “shelter in place” when there is an inadequate supply of shelter and housing. The homelessness and COVID crises disproportionately harm Black, brown and Indigenous people of color (BIPOC). For example, African Americans comprise only 6% of San Francisco’s general population but make up 37% of the city’s homeless population. As these groups are also more vulnerable to becoming seriously ill or dying from COVID-19, the current situation puts our region’s low-income BIPOC population at ‘double jeopardy’ of becoming homeless and gravely ill as COVID cases surge across California and job losses continue to mount, disproportionately for BIPOC communities.

In our region of unparalleled ingenuity, creativity, and affluence for many, a failure to address the homelessness crisis – a crisis that existed years before the COVID pandemic, will weaken our communities, drive people and business away from the region, exacerbate existing labor market instabilities, and altogether undermine the prospects for a vibrant, prosperous future for the Bay Area.

Homelessness is no longer a challenge faced by a handful of Bay Area cities, it's a regional crisis. Similar to our pandemic response, we must act together as a region. We must lift up what works. We’ve witnessed communities rapidly and creatively providing interim and permanent housing options for unsheltered households in response to the COVID-19 outbreak. We know given the will and coordinated action displayed by County Public Health Directors in response to the pandemic, that rapid and meaningful regional action is possible, and we must harness that momentum to fix our systems—systems that are clearly broken and that have failed to stop the tidal wave of people who have had no option but to live on the streets.

WE, THE UNDERSIGNED MEMBERS OF THE REGIONAL IMPACT COUNCIL (RIC), URGE IMMEDIATE ACTION. THE BAY AREA’S EPIDEMIC OF UNSHELTERED HOMELESSNESS MUST BE ADDRESSED AS AN EMERGENCY.

WE CALL UPON THE STATE OF CALIFORNIA, OUR CITIES AND COUNTIES, THE REGION’S BUSINESS AND

PHILANTHROPIC COMMUNITIES, AND OUR FEDERAL PARTNERS TO ACT WITH UNPRECEDENTED URGENCY AND COORDINATED ACTION, AS IF LIVES ARE AT STAKE - BECAUSE THEY ARE.

REGIONAL ACTION PLAN | 5

SIGNATURES
RIC Statement of Emergency Signatories
Name Signature
Andreas Cluver (Secretary-Treasurer, Alameda
County Building Trades Council)
David Chiu (California State Assembly member)
Diana Reddy (City Councilmember, Redwood
City)
Erin Connor (Manager, Cisco Crisis Response)
Hydra Mendoza (Chief of Strategic
Relationships, Salesforce)

CALL TO ACTION: SUMMARY
REGIONAL ACTION PLAN | 6

THE UNDERSIGNED MEMBERS OF THE REGIONAL IMPACT COUNCIL CALL FOR THE FOLLOWING EMERGENCY ACTIONS:

ADDRESS THE UNSHELTERED CRISIS
We must accelerate work to bring 75% of the unsheltered indoors by 2024 by improving existing systems & investing in the 1-2-4 system flow model, described below (see the sidebar on page 9 for details):
(1) Fund the interim housing needed to bring unsheltered people indoors immediately and ensure that those who were temporarily housed during COVID-19 have a safe permanent housing option (2) Fund 2 housing solutions for every interim housing unit added to the homelessness system (4) Fund 4 preventative interventions for every interim housing unit added to the homelessness system To deliver on this ambitious goal, we will need to improve our existing systems and policies and secure more funding.

This model is underpinned by our strategic pillars, which will guide our implementation of the 1-2-4 system flow model
Figure 2: RIC strategic pillars underpins the 1-2-4 system flow model

REGIONAL ACTION PLAN | 7

LEAD WITH RACIAL EQUITY

This plan and its proposed actions - including the priorities for implementation outlined below - must be grounded in closing racial disparities - currently reflected by the disproportionately high percentage of Black, brown, and Indigenous peoples who are homeless or at-risk of becoming homeless. In particular:
• The State of California should establish standards and best practices for measuring current racial equity levels and for demonstrating progress; the State should increase accountability for outcomes by tying funding to demonstrated progress toward closing racial disparities. • Private and philanthropic partners should actively prioritize funding interventions targeted to BIPOC experiencing homelessness or at risk of becoming homeless. • All Counties should operationalize equity-based prioritization schemes, service provision, and rental assistance programs in the most vulnerable communities. Geographic targeting based on area deprivation index, high rates of poverty, lack of home ownership, high rates of eviction, rental burden, zip codes or some combination could be considered as possible ways to operationalize prioritized services.

CALL FOR FEDERAL PARTNERSHIP
These actions will require expanded Federal funding and partnership. The $1.9 trillion Biden-Harris Administration “American Rescue Act” coronavirus relief package was a positive first step. We call upon Congress to act immediately on the following:
• Pass the Biden-Harris “American Jobs Plan,” an approximately $2 trillion infrastructure and recovery package that includes $213 billion “to produce, preserve, and retrofit more than two million affordable and sustainable places to live
• Provide HUD-Housing Choice Vouchers to every eligible household, prioritizing people who are experiencing or are at-risk of homelessness. Currently, only 1 out of 4 eligible households receive a Housing Choice Vouchers
• Allocate $44 billion annually to the Housing Trust Fund to help states and localities, which responded quickly and creatively to move individuals experiencing homelessness into non-congregate settings, to now acquire and convert available properties, including hotels, motels, and other opportunity sites, into permanent housing solutions so that no one is returned to living outdoors • Invest $70 billion to repair and rehabilitate existing public housing • Create innovative new funding strategies that facilitate cross-discipline investment and cross-jurisdictional collaboration
• Expand Medicaid funding to include stable housing as part of holistic treatment plans In addition to these immediate actions, we call on the Federal government, in close coordination with the State, to provide new funding needed to ensure all local jurisdictions are able to implement plans to house 75% of our unsheltered population by 2024 by implementing a full range of prevention and housing options.

We commit to working with Congress and the Biden-Harris Administration to identify and develop innovative, scalable solutions to homelessness and poverty. We look forward to quickly turning our attention to “Housing as Infrastructure” and working with our California Congressional delegation to achieve the requisite scale of federal investment in affordable housing to truly make homelessness in the United States an experience that is rare and brief, not one that persists for decades.

LEAD WITH RACIAL EQUITY
REGIONAL ACTION PLAN | 8

OPERATIONALIZING THIS WORK
The total 5-year cost of sheltering 75% of the Bay Area’s unsheltered population, while investing in the comprehensive system flow outlined by the 1-2-4 framework, is estimated at $6.5 billion, with $1.6 billion needed in 2021. Existing resources can (and are) being used to fund this approach. New resources may be required in jurisdictions where current plans are not consistent with the 1-2-4 approach; that is, where resources are insufficient to fund prevention, interim housing, and permanent housing solutions simultaneously and at scale. • The State of California should condition existing and new funds on implementing the three-pronged 1-2-4 framework, starting with a pilot project in the Bay Area in 2021 • The State should provide expanded technical assistance to local jurisdictions, to enable seamless implementation of the 1-2-4 framework in our region
• Local jurisdictions will be provided with assistance from All Home that recognizes the unique local circumstances as they work to activate the 1-2-4 framework. All Home will also provide support for interjurisdictional coordination within and between the region’s counties • If new funds are required, this coalition will work to raise the necessary resources from the state and federal governments
Our funding estimates reflect the cost of adding intervention capacity in a 1:2:4 ratio across interim housing, permanent housing solutions, and homelessness prevention interventions over time. Based on our high-level analysis, approximately $6.5 billion in total investment is required over 5 years, split roughly evenly between capital and operating costs. The cost estimates are designed using Bay Area (9-county) averages, and assume limited interim capacity is available to shelter the currently 35,000 unhoused individuals living in the region. We put forward the estimate with an understanding that the number of unsheltered people— and the costs to serve them— will continue to grow until we significantly reduce the inflow of individuals and households to homelessness.

PRIORITIES FOR IMPLEMENTATION
We have identified eight priorities for focus as we implement this work, expanded on in the Additional Detail section:

House & Stabilize
Strategic Priority #1: Secure Shelter-In-Place (SIP) housing locations Strategic Priority #2: Streamline State funds and applications for housing and homeless services Strategic Priority #3: Prioritize extremely low income (ELI) households for housing resources Strategic Priority #4: Extend covenants of affordability to preserve affordable housing supply and fund ELI tenancy Prevent
Strategic Priority #5: Extend eviction moratoriums
Strategic Priority #6: Accelerate cash payments to people impacted by COVID-19 Strategic Priority #7: Provide targeted rental assistance to those impacted by COVID-19, who are most vulnerable to homelessness
Strategic Priority #8: Accelerate targeted, data-informed regional homelessness prevention model

OPERATIONALIZING THIS WORK
REGIONAL ACTION PLAN | 9

PLAN DETAILS
THE COMPREHENSIVE 1-2-4 FRAMEWORK
To ensure we can realize on our ambitions to reduce unsheltered homelessness, we need a model to operationalize across the Bay Area. The model outlined below will enable the region to move expeditiously toward disrupting homelessness and reducing the current level of unsheltered homelessness by 75% before 2024. We call for actions that accelerate progress toward this goal, which includes an interim target of housing 30% of today’s unsheltered population in 2021.

Figure 3: Unsheltered homelessness reduction ambitions by year, ‘21- ‘24 Successfully housing the unsheltered population and bringing them to a permanent exit from homelessness requires designing and investing commensurately in an expansion of permanent affordable housing or housing subsidy options to create “system flow,” which is the movement of people off the streets and into stable housing (in particular, housing with requisite, needs-based services attached). A comprehensive “system flow” includes:
• homelessness prevention,
• interim housing options (as needed),
• supportive housing,
• and a broad set of flexible subsidies or deeply affordable housing options for those who do not need permanent
supportive housing.

We propose a flow that calls for capacity additions in the following ratio: 1 additional interim housing unit, 2 permanent housing solutions, and 4 prevention interventions. This model will add the capacity necessary to address the crisis in the near term. 1-2-4 FRAMEWORK
Before the current pandemic conditions,
several Bay Area counties were already
exhibiting dramatic increases in their
unsheltered homeless PIT counts from
2017-2019. Continuing on that trajectory
is unacceptable. Our communities must
do better at providing the dignity of a safe
housing option, interim or permanent, for
those who are living outdoors. The 1-2-4
Framework is an acknowledgement that
an effective and sustainable plan to do
better requires investment in multiple
strategies at once – homelessness
prevention, interim or emergency
housing, permanent deeply affordable or
permanent supportive housing, and
housing subsidies. It is not enough to
simply provide emergency shelter if there
are (a) insufficient long-term housing
options (“exits”) to provide outflow, and (b)
insufficient focus on reducing inflow.

We live in a region with a large population
of highly rent-burdened low-income
households, who lack access to an
available supply of more affordable
housing. We will never break the cycle of
unsheltered homelessness without a
significant investment in homelessness
prevention (short-term interventions to
assist households experiencing a crisis
that may cause them to lose housing).
“1-2-4” is not a prescription or a one-sizefits-all solution. It’s a ratio that illustrates proportionate investment in three
strategies simultaneously. In order to
reduce unsheltered homelessness
rapidly, most cities or counties will need
to frontload investment into interim
housing options, such as leasing or
purchasing motels, tiny homes, mobile
homes or other temporary housing
options.

Our recommendation is that for every
unit of interim housing that is created (“1”),
two permanent housing options (“2”) such
as a housing subsidy that can write down
the cost of a market rate apartment or a

PLAN DETAILS
REGIONAL ACTION PLAN | 10
The RIC workgroups have established a high-level cost assessment of the resources required to meet our goal of sheltering 75% of unsheltered people by 2024. We put forward the estimate with an understanding that the number of unsheltered people will continue to grow until we significantly reduce the inflow and increase the outflow, or exits. The estimate draws on cost and flow assumptions triangulated from various county-level sources and are taken as Bay Area (9-county) averages. These estimates reflect the cost of adding intervention capacity in a 1:2:4 ratio across interim shelter, permanent housing solutions, and homelessness prevention interventions over time. Based on these assumptions and analyses, approximately $6.5 billion in total investment is required across five years, split roughly evenly between capital and operating costs.

Figure 4: Comprehensive System Flow Model
Figure 5: 1-2-4 Framework Cost Outlook (30%/30%/15% scenario shown) Our recommendation is that for every
unit of interim housing that is created (“1”),
two permanent housing options (“2”) such
as a housing subsidy that can write down
the cost of a market rate apartment or a
newly acquired or created affordable unit
must be planned, so that people don’t
linger for extended periods of time in
interim housing. It is critical that people
move from interim to permanent housing
quickly, so that the interim options can be
made available to others who still remain
unhoused. Simultaneously, we
recommend that each unit of interim
housing should be matched with
sufficient homelessness prevention
investment to serve four households (“4”).

Again, while we are rapidly moving people
who are unsheltered either directly to
permanent housing, perhaps with a
subsidy, or first to interim and then as
quickly as possible to permanent
housing, the prevention investment will
slow down the rate at which people are
becoming homeless, and over time reach
equilibrium once the correct balance of
interim and permanent housing options
is available in the community.

Some cities or counties, may need very
little investment in interim housing, e.g.,
if their unsheltered population is
relatively small or if they have already
made marked investment in emergency
housing options. Those communities
could choose to focus on rental subsidies
and permanent housing to house people
quickly and homelessness prevention to
stop people from becoming homeless.

The bottom line is that each community
can right-size the ratio to reach
equilibrium, but investing in only one
option will not be sufficient to reduce
homelessness in any community in the
short-term given the high cost of rental
housing and the time and cost of
construction and acquisition of
affordable housing in the Bay Area.

REGIONAL ACTION PLAN | 11

STRATEGIC PILLARS FOR A COMPREHENSIVE RESPONSE
These efforts are grounded in the RIC’s strategic pillars: to House and Stabilize, Prevent, and enable the region’s most vulnerable populations to Thrive (see figure 2). COVID-19 has only highlighted the urgency and action needed to address this widening gap. The process of convening the RIC has already yielded results, forging connections and building alliances among our members. We will work to identify, recognize, and scale best practices and successful models across the region, and propose bold regional solutions. These priorities work in concert with the 1-2-4 framework to improve the foundations of a healthy, responsive Bay Area homeless services system—one that will continue to evolve after addressing the urgent crisis of more than 35,000 Bay Area residents living outdoors.

PRIORITIES FOR IMPLEMENTATION: HOUSE & STABILIZE
Strategic Priority #1: Secure Shelter-In-Place (SIP) housing locations Counties across the Bay Area have put in place measures for temporarily housing their at-risk and unhoused populations in Shelter-in-Place (SIP) housing, to provide shelter and safety during the COVID-19 pandemic. There is broad agreement that individuals who found shelter through these programs should remain housed, be entered into Coordinated Entry Systems (CES), and guided first to non-congregate interim and then to permanent housing (in some cases these individuals may go directly from SIP hotels to permanent housing if it is available and situationally appropriate). Some counties have already begun this process, but others lack a plan for these residents to remain housed. In many counties, the lack of interim and permanent housing options will pose a major barrier in achieving this goal, pointing to the need to expand housing voucher availability.

Priority #1 aims to develop a framework for all Bay Area counties that provides a pathway for those who moved indoors during the pandemic to transition from interim housing into a range of suitable permanent housing solutions.

Detailed call to action
• The State of California and the region’s Cities and Counties, with Federal funding and partnership, should seek to retain as much of the Shelter-in-Place (SIP) housing (established in response to COVID-19) as possible, to be converted post-pandemic into interim housing for unsheltered individuals/households, while assisting people to transition quickly to permanent housing (Immediate, Ongoing). • The State must recognize that for Project Homekey (acquisition and conversion of hotels to house vulnerable populations) to be successful, bond financing for acquisition and rehabilitation projects is essential. Therefore, we call for a $10 billion state investment in affordable housing through passage of a new bond (SB 5).
• All Home, in collaboration with regional partners and local jurisdictions, will identify and advocate for funding for housing vouchers or other housing solutions at all levels of government, ensuring funds meet the demand from each county for interim housing options, flexible rental subsidies, and permanent housing solutions needed to prevent people from returning to the streets. • Counties should identify locations or acquisition sites and make plans to implement interim housing options for individuals who cannot move directly into permanent housing, leveraging recent CEQA exemptions for emergency shelters and navigation centers, albeit non-congregate models.

REGIONAL ACTION PLAN | 12

Strategic Priority #2: Streamline State funds & applications for housing & homeless services
Four key state agencies contribute to the State's basic housing efforts, but there is not a well-coordinated plan to effectively use their collective financial resources to support affordable housing acquisition and development.

Applicants for state funds for housing and homeless services are overburdened by duplicative application processes with varying timelines, eligibility criteria, and application requirements. The State Auditor commented on this complexity in November 2020, calling for the State to simplify its funding pools and award processes.

Detailed call to action
• The State of California should consolidate and streamline all affordable housing funding and application processes, coordinating between the California Debt Limit Allocation Committee (CDLAC), the Tax Credit Allocation Committee (TCAC), the Department of Housing and Community Development (HCD), and the California Housing Finance Authority (CalHFA) to eliminate waste and inefficiencies and to reduce the time needed to access funding (no later than July 2021).
• Existing state programs that fund services for people experiencing homelessness should, where possible, be consolidated into a joint funding pool with a single application process. This process should be jointly administered by California’s Departments of Housing and Community Development (HCD) and Social Services (DSS). In cases where consolidation into a single pool is not possible, agencies should align standards and funding processes as much as possible, in coordination with HCD and DSS. • CDLAC should avoid over-emphasizing cost containment in formulas affecting new construction projects especially through its inclusion in both the tiebreaker and as its own category, as it disadvantages Permanent Supportive Housing (PSH) housing projects, ELI housing projects, and projects located in areas with higher construction costs, such as the Bay Area. While we fully support cost-containment and urge the State to creatively incentivize lower cost construction, this formula disadvantages housing production in parts of the state with some of the highest rates of homelessness. • The State should revise the opportunity map methodology to ensure that it does not de-prioritize BIPOC communities which tend to be overwhelmingly represented as “low resource” in HCD’s opportunity maps, that map high opportunity communities, defined by income, school performance and other factors. While we support the concept of encouraging new development in high opportunity areas, communities that have suffered historic underinvestment should not be left behind as there are longstanding housing needs that must be met.

Strategic Priority #3: Prioritize ELI for housing resources

In its well-intended efforts to serve all Californians, the state’s agencies, with increasing momentum, are targeting higher AMI categories, resulting in less funding for housing that is desperately needed to house ELI households. As a state and a region where all housing has been under-produced for decades, we must stop pitting the needs of one income group against another. What we do know is this – our 9-county Bay Area has produced only 9% of the housing units needed for very low income (VLI) households (below 50% AMI) based upon the current Regional Housing Needs Allocation (RHNA). This coalition calls for a reversal of this trend and a prioritization of ELI households (below 30% REGIONAL ACTION PLAN | 13
AMI) in funding for housing. We support appropriate market reforms to increase production at other affordability levels including expanding the supply of “missing middle” housing.

Detailed call to action
• The State of California should ensure that a significant portion of all publicly funded affordable housing projects are inclusive of people with extremely low incomes given that they are at the highest risk of becoming homeless, particularly in the San Francisco Bay Area. The State should reverse its trend emphasizing an average of 60% of AMI in projects using State funds and ensure that at least 20% of new units are reserved for 30% of AMI or below and 20% are reserved for 50% of AMI or below. (Ongoing). • In particular, CDLAC should make new housing construction for extremely (ELI) and very-low income (VLI) households a priority. It should adjust its current stated preference of 60% of AMI and instead require that at least 20% of the units are 30% of AMI or below and 20% are at 50% of AMI or below. • Within the Homeless Set-Aside (provision of allocated units) - CDLAC should require that 25% of total units (minimum of 15) meet the homeless definition, not just the tax credit units.

Strategic Priority #4: Extend covenants of affordability to preserve affordable housing supply and fund ELI tenancy
A significant portion of the Bay Area’s affordable housing units are not permanently affordable. Instead these units have covenants, that if not extended, expire and the housing resets to market rate. This phenomenon displaces lower income tenants and puts them at risk of homelessness. Thousands of once affordable units have been lost in the Bay Area because affordable covenants were not renewed.

In addition to the loss of existing affordable housing units, most affordable housing is not designed to be affordable by Bay Area residents with extremely low incomes (below 30% AMI). Given our region’s exorbitant housing costs, affordable housing developments typically house tenants with household incomes at higher levels (e.g. a development’s tenants have incomes that average 60% AMI). Because their incomes are lower, households at or below 30% of AMI require deeper subsidies. Similarly, formerly homeless individuals or families may have extremely low incomes and may also need supportive services (either short-term or longer-term) to remain housed and successfully thrive after having endured the hardship of being homeless for an extended time.

Detailed call to action
• The State of California should, with Federal funding and partnership, provide funding to secure affordable housing properties for which covenants of affordability are expiring and provide funding for existing complexes to more deeply subsidize rents and fund supportive services to serve ELI and formerly homeless individuals and families (no later than July 2021).

REGIONAL ACTION PLAN | 14
PRIORITIES FOR IMPLEMENTATION: PREVENT
Strategic Priority #5: Extend eviction protections

In 2020, the COVID-19 crisis devastated the region, with a disproportionate impact on the lowest income individuals and families, particularly BIPOC households. The rent burden – already high –on the low income (< 50% AMI) and extremely low income (<30% AMI) populations was exacerbated by COVID-related job losses and financial hardship this year. To prevent a massive eviction crisis, eviction moratoriums were enacted at the local and state levels, including California’s AB 3088 in September 2020. In late January 2021, the California Legislature passed SB 91 to extend the state-wide eviction protection until June 30, 2021. Keeping people in their existing homes is critical to reducing spread of the coronavirus. Research led by Dr. Kathryn Leifheit of UCLA estimates that our current statewide emergency eviction protection law has already prevented 186,000 COVID-19 cases and 6,000 deaths, so we recommend minimally that eviction protections remain in place until at least 60 days after the end of the public health emergency is lifted. However, we also know that higher rates of COVID-19 related income and job loss have disproportionately impacted ELI households, particularly African American and Latinx households. These impacts are likely to linger for some time after the pandemic subsides and the economy begins to stabilize. If history is an example, homelessness began to increase three years after the 2008 Great Recession “ended” as unemployment remained stubbornly high for Blacks and Latinos.

Detailed call to action
• The State extended eviction protections for California’s renters and enacted a framework for its rental assistance program with SB 91. The State Legislature should monitor COVID-19 infection rates and rates of unemployment for the highest impacted groups. If both remain high that should be taken into account before allowing the current state-wide eviction protection to expire on June 30, 2021. The State should also take action to close loopholes in the current eviction protections and prevent landlords from evicting tenants for lease expirations or minor lease violations until the pandemic health emergency ends. • The Biden-Harris Administration acted by Executive Order to direct the Centers for Disease Control (CDC) to extend the national eviction moratorium, which it did until March 31, 2021. The CDC later extended that eviction protection until June 30, 2021. We call on the CDC to further extend and improve the national eviction moratorium. The moratorium must be extended through the duration of the public health emergency, and it should be improved to address the shortcomings that have prevented some renters from making use of its protections. The moratorium should provide an automatic, universal protection to keep more renters throughout the U.S. in their homes and it should apply to all stages of eviction. Federal agencies must also actively enforce its protections. An extension to the CDC order could prove to be vital to Californians if the CA Legislature fails to extend the state-enacted eviction protections beyond June 30, 2021.
• All Counties should enact a universal eviction protections that last until at least 60 days after the County lifts its COVID-19 public health emergency (Immediate). Tenants should not be evicted during the pandemic for any reason, except for the protection of health and safety. Evictions for lease expirations, minor lease violations, move-in or Ellis Act evictions, or anything short of personal safety should not be permitted during the pandemic.
• Counties and cities should consider imposing fines or penalties on property owners that continue to send Notices to Pay or Quit or 3-Day eviction notices to tenants for non-payment of rent, if the property owner REGIONAL ACTION PLAN | 15
is knowingly using notices to intimidate or confuse tenants in an effort to encourage them to move out, despite the fact that non-payment of rent is not currently permissible as a grounds for eviction at this time.

Strategic Priority #6: Accelerate cash payments to people impacted by COVID-19
While high-wage workers have experienced a 4.3 percent decrease in employment during the pandemic, low-wage workers have suffered a 26.9 percent decrease, a historically unprecedented divide during a recession. With the pandemic wearing on and economic recovery slow, ELI and minority households are being hit hardest, many with insufficient income to cover their basic needs as a result of pandemic-related job loss. Substantial evidence shows that direct cash assistance is the most effective, responsive, and targeted way to support ELI households and prevent them from becoming homeless. Priority #6 advocates for recurring cash payments and enhanced unemployment benefits for ELI households at the federal level. In the absence of further federal intervention, Priority #6 intends to highlight a path for California to expand and enhance refundable tax credits to provide additional income to ELI households. This priority also acknowledges the major intersection between ELI households and the unbanked population (individuals not served by banks due to financial or identity barriers) in California and aspires to address barriers to households claiming their benefits, so they have the resources needed to weather the pandemic.

Detailed call to action
• RIC Coalition joins income security advocates, in coalition with the Economic Security Project (initiative aimed at bolstering economic security for all Americans), calling for federal recurring cash payments of $2,000 quarterly through 2021 or until the employment rate stabilizes. • The State of California should approve the Governor's proposed Golden Gate Stimulus of $600 for California residents who qualify for the state Earned Income Tax Credit on their 2019 tax returns. • Federal government should extend emergency unemployment insurance programs through September 2021 while providing a $600 per week unemployment insurance supplement. • If the Federal effort described above is unsuccessful, state legislators should pass legislation to extend and expand refundable tax programs to maximize income for ELI households. Refundable tax programs are specifically highlighted because they do not impact household income eligibility for public benefit programs. This may include:
o Removing the earnings requirement and age parameters for the Child Tax Credit (tax credit for parents with dependent children)
o Doubling the California Earned Income Tax Credit (refundable cash back credit for qualified low-tomoderate income working Californians) for workers without children • Address the barriers faced by under- and un-banked populations in accessing benefits by offering no-fee checking accounts or other distribution methods.

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Strategic Priority #7: Provide targeted rental assistance to those impacted by COVID-19, who are most vulnerable to homelessness

Priority #7 aims to prevent the impending wave of evictions that could occur when the moratoriums eventually are lifted. We must ensure that the number of people becoming homeless in the Bay Area does not accelerate due to pandemic-related income loss and the inability to keep up with rent. SB 91 averted an immediate crisis by extending eviction protections until June 30, 2021. California also received $2.6 billion in federal rental assistance from the in the form of U.S. Treasury Emergency Rental Assistance Program (ERAP) funds. Counties and cities with populations of >200,000 received roughly $1.1 billion and the State received roughly $1.5 billion. But still, millions of California renters will be burdened by amassed rental arrearages, small claims court judgments and lingering unemployment that will hobble them financially for an extended period of time.

Detailed call to action
• The State of California created a block grant program to distribute its $1.5 billion portion in new COVIDresponse rental assistance. Although the framework for the State’s program is complex, for tenants who have cooperative landlords it offers an opportunity not only to have the program pay the landlord 80% of the rent arrearage, but to have the other 20% forgiven if the landlord wishes to participate. However, for tenants whose landlords refuse to participate, it permits only 25% of their arrearage to be paid. The State has made an effort to prioritize based on equity and to households earning at or below 50% AMI. The recent BidenHarris “American Rescue Act” package included an additional $30 billion in ERAP funds. We urge the State to improve upon its current framework for rental assistance (enacted in SB 91) to ensure equal outcomes for all tenants and to implement the targeting strategies outlined below. • The statutory language that authorized the ERAP allocation allows assistance to be provided to households earning up to 80%AMI, but indicates that households at or below 50% of AMI as well as those which have a household member who has been unemployed for 90 days or more should be prioritized. With hundreds of thousands of Californians behind on rent, there will be a gravitational pull to assist people at the full range of allowable income levels. However, in order to prevent a massive surge in homelessness later in 2021-2022, rental assistance must be targeted to those most at risk of homelessness. Local rental assistance programs should prioritize the following:
o ELI households (<30% AMI)
o Households with severe rent burden (>50% of income spent on rent) o Households or individuals who have had a previous experience of homelessness o Census tracts or zip codes with high rates of housing insecurity or homelessness, high rates of eviction, high rates of COVID-19 infection, high rates of poverty and/or a high area deprivation index o Hard to reach communities (e.g., those who have language barriers and people who are in informal living arrangements); and
o Groups that don’t have access to other benefit programs (e.g., undocumented immigrants) • Any new or expanded rental assistance program should include the following elements:
o Low-barrier flexible cash assistance, including acceptance of self-certifications regarding income, housing and, employment status. Programs should permit payment directly to the household if the REGIONAL ACTION PLAN | 17
landlord refuses to accept rental payment from the program or fails to respond within the prescribed time period
o Access to landlord mediation or legal services as needed o Effective and culturally relevant outreach:
▪ Partner with, and build capacity of, BIPOC led community organizations located in and serving impacted communities while expanding the ecosystem of organizations providing program services
▪ Co-design outreach processes with CBOs that serve the hardest hit communities and offer access at common intersections with people at-risk of homelessness including food pantries, schools/day care, housing court, community health clinics, institutional discharging or correctional system release. Coordinate with COVID-19 vaccination outreach efforts to maximize efficiency.
▪ Work with community groups representing tenants and people who have experienced homelessness, to inform prioritization and policies.
• Tackle racial disparity
o Collect and publicly report disaggregated data on households served by race, ethnicity, and zip code. o Remove barriers that disproportionately impact BIPOC: accept applications by all methods - online, phone, in-person; do not limit assistance to one-time only; be explicit on all materials that information regarding immigration status will not be asked for nor shared at any time during the process.
• Fill gaps caused by ERAP funding constraints with other sources of public (e.g., CDBG-CV or ESG-CV) or private funds to offer more holistic housing stabilization plans to families and individuals.

See “Local Strategies to Protect Tenants and Prevent Homelessness in Bay Area COVID-19 Emergency Rental Assistance Programs (ERAPs)” for more detailed recommendations.

Strategic Priority #8: Accelerate targeted, data-informed regional prevention model
Prior to the pandemic, the Bay Area had the distinction of having more than 35,000 people who were homeless. With massive job and income loss among low wage workers due to the pandemic, many of whom were severely rentburdened, we can expect that poverty and homelessness will rise in 2021. In 2019, two to three people were becoming homeless for every one person who was successfully assisted to move from homelessness to housing in the Bay Area. We desperately need a regional homelessness prevention system to slow down the rate at which people are becoming homeless; this starts by coordinating resources and services within the region. Priority #8 aims to build upon prevention efforts and infrastructure that already exist and to create a program for coordinated service delivery. All Home has launched a pilot in three cities - Oakland, Fremont and San Francisco -to facilitate a research and data-informed approach that focuses on using new federal ERAP funding to target those who are most vulnerable to homelessness. The pilot is intended to extend into Contra Costa County later in 2021, in advance of full implementation and coverage of all nine Bay Area counties within three years. Ultimately, the goal is to blend public and private funds and bring about a higher degree of coordination among anti-eviction/displacement, rental subsidy, homelessness prevention, diversion, and rapid-rehousing programs in the region.

REGIONAL ACTION PLAN | 18
Detailed call to action
• Since September 2021, All Home in partnership with RIC members and others has embarked on a consensusbuilding design process to launch its homelessness prevention pilot. In order to maximize the opportunity to align federal ERAP funding with homelessness prevention efforts, All Home accelerated its regional homelessness prevention efforts to launch by April 2021. The pilot is a work in progress to build consistency in best practices for risk assessment and service delivery, using a common data platform and evaluation framework. Initially the regional homelessness prevention program model will include the following services:
o Financial assistance – flexible cash assistance, rental arrears, rental assistance, security deposit, move-in expenses, reunification or relocation expenses, transportation expenses o Eviction prevention/legal assistance
o Utility assistance
o Housing problem-solving
o Landlord mediation and connecting residents to advocacy organizations o Linkages to other community resources and public benefit programs • As the program reaches its full implementation, the following services will also be provided:
o Assistance with housing search, placement, and stabilization, including limited term rental subsidies and case management
o Financial counseling
o Income stabilization through workforce development partnerships • Implement a three-county pilot regional homelessness prevention system that is rolled out with an eye toward regional expansion to all nine Bay Area counties. The pilot offers the following elements:
o Emphasis on reducing racial and ethnic disparities among households that are experiencing homelessness for the first time through targeted financial assistance and program design:
▪ Targeting resources to racial/ethnic groups facing high rates of homelessness (in the Bay Area, Black, Indigenous, Latinx and Pacific Islander communities) and groups that don’t have access to other benefit programs.
▪ Meeting non-traditional needs, for instance offering interventions that stabilize support networks or kinship networks, as defined by marginalized communities, to include chosen families.
▪ Addressing funding/program gaps that exist for undocumented immigrants. ▪ Ensure effective and culturally relevant outreach as described above in Strategic Priority #7. ▪ Reducing barriers to long-term success by connecting households to economic mobility programs and eliminating limitations on “one-time only” assistance because an ELI household may encounter one or more periods of economic shock on the way to getting back on their feet.
o Common program elements as discussed above.
o New, web-based data platform for applicants and service providers which includes:
▪ Online financial assistance application portal
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▪ Evidence-based risk assessment tool that promotes effective and efficient targeting of services to those who are at highest risk3 of homelessness. o Back-end service provider module for case management, management approvals and fund disbursements.
o Consistency in staff training in housing problem-solving/diversion techniques and learning collaboratives to promote cross- county collaboration and sharing of useful resolution ideas. • Evaluate program efficacy of the initial three-county level programs and adapt as necessary to expand to the regional scale within three years.
• All Home, in collaboration with regional partners and local jurisdictions, will work to identify and collaborate with a regional entity with the capacity to manage a regional homelessness prevention system for the longterm. In 2020, the Bay Area Housing and Financing Authority (BAHFA) was established by the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC. BAHFA is positioned to provide a powerful new set of financing and policy tools to improve housing affordability and may be well suited to play this role in the future.
• Combine public and private funding streams to maximize the prevention system’s function and flexibility At the federal, state and local levels, there are many programs that support homelessness prevention, each having slightly different eligibility and other requirements – Emergency Solutions Grants (ESG and ESG-CV), Community Development Block Grants (CDBG and CDBG-CV), new U.S. Treasury Emergency Rental Assistance Program (ERAP), State Homeless, Housing, Assistance and Prevention (HHAP), CalWorks Homeless Assistance Program, local tax measure funds that are required to be spent on homelessness prevention. These funding streams should be streamlined so that they can be used more flexibly and holistically to keep people housed. Currently, private and philanthropic funds are used to fill gaps and provide the flexibility for the program to meet each household’s needs. The goal of a regional homelessness prevention program is to leverage these funds in the creation of a public-private partnership that weaves together a stronger, more viable safety net that is truly available and capable of preventing a household from becoming homeless or quickly assisting with the resources necessary to find alternative housing, regardless of where one lives in the Bay Area.
3 Female Head of Household, pregnancy, child younger than two, history of public assistance, eviction threat, high mobility in last year, history of protective services, high conflict in household, disruptions as a child (e.g. foster care, shelter history as youth), shelter history as an adult, recent shelter application, seeking to reintegrate into community from an institution, high number of shelter applications.

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IMPACT METRICS & TRACKING
We have developed a series of impact metrics to track progress against our 8 strategic priorities, while systematically advancing All Home’s vision and informing forthcoming work. These metrics will be reviewed on a regular cadence and progress will be shared back to counties, stakeholders, and RIC members. • Overall- Reduce unsheltered homelessness by 75% by 2024, overall homelessness by 75% by 2030 • System flow– % of new episodes, PIT count, eviction rate, # of days between shelter and permanent exits • Availability- # of interim housing units, # of permanent housing solution units, # of prevention interventions by 2024 and 2030, utilization rate over time (match of resources available to interventions needed in each category
• Diversity- Homelessness population segmentation and population comparison by race/gender/age to reduce disparity
• Employment- ELI unemployment rate, income levels
• Data- Consistency in format and metrics across region, clear indicators of coordinated efforts among Bay Area counties
• Revenue- Match of funding available with needs to implement priorities Furthermore, we will track stakeholder perceptions of progress through an annual survey to RIC members to measure the extent to which they believe goals are being met. We will also convene counties on a quarterly basis, and other stakeholder groups on an ad hoc basis, to review progress and identify barriers to be mitigated. We will also draw on those with lived experience to understand their perceptions of system efficacy (access to resources, employment opportunities, etc.) and provide real-time tracking.

HomeBase research finds that a regional data sharing system would enhance the ability of jurisdictions and care providers to conduct local planning, measure outcomes and investment impacts, and support care and support coordination. Data enrichment options that allow identifiable client-level data sharing across jurisdictions would have an even greater impact by creating opportunities to coordinate across systems of care—ensuring individuals have continuity without having to restart the process of seeking help every time they transition to a new location.

Therefore, it may be helpful to establish a regional data sharing system utilizing existing research and tools developed by Homebase to enhance the ability of jurisdictions and care providers to conduct local planning, measure outcomes and investment impacts, and support care and support coordination across cities and counties.

Cumulatively, advancement across these metrics will enable the broader social change we are committed to enacting: increasing racial equity, inclusivity of all communities, greater economic and social mobility, shifting our paradigm to recognize ELI people’s value, and highlighting regionalism as imperative to driving progress.

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LETTER FROM THE CO-CHAIRS
The Regional Impact Council (RIC) convened in 2020, when our members - from across the Bay Area - organized around the belief that homelessness can be rare, brief, and non-recurring for those that experience it. We believe a coordinated regional response is needed to advance system level changes to solve poverty, housing insecurity, racial inequity and homelessness crisis facing our region and state.

The COVID-19 pandemic has exacerbated the already large chasm in economic equality and mobility in the Bay Area, impacting vulnerable communities that are disproportionately Black, brown, Indigenous and low income. As a region our experience of COVID-19 is unequal. For affluent professional workers, the recession’s direct economic impact has been minimal. Indeed, the wealth of some in the professional class has gone up since the pandemic. For Black, brown and Indigenous communities and extremely low-income populations, this recession is worse than the Great Financial Crisis of 2008-2010. The true impact of historic unemployment, racial injustice, and the continued economic pressure on small businesses will be an uphill challenge. The magnitude of these changes has forced us to explore systemic solutions previously deemed too bold. We must seek new solutions and advance them more quickly than what the Bay Area’s jurisdictions have tried before.

The RIC complements existing efforts around homelessness and housing by bringing together key stakeholders, and policymakers across a diversity of communities and sectors including representatives from the state legislature, local government, non-profit organizations ’s the business community and private philanthropy with their collective assets to achieve population-level regional outcomes.

The urgency has never been greater, and we are eager to get to work. We view the Bay Area’s regional response to the COVID-19 pandemic as an example of what our region can accomplish when we join together to address a shared challenge. After the current public health crisis, we will remain committed to our goals: house and stabilize those experiencing or at risk of homelessness, prevent future episodes of homelessness, and create economic prosperity across the region so that ELI individuals and families can thrive in the Bay Area.

Derecka Mehrens
Chief Executive Officer,
Working Partnerships USA

Jonathan Fearn
Senior Development Director,
Greystar

Joshua Simon
Chief Executive Officer, East
Bay Asian Location
Development Corporation

Sherilyn Adams
Executive Director
Larkin Street Youth Services

INTRODUCTION TO THE REGIONAL IMPACT COUNCIL
REGIONAL ACTION PLAN | 22

RIC MEMBERS
.

Amie Fishman, Executive Director, Non-Profit Housing
Association of Northern California
Andreas Cluver, Secretary-Treasurer, Alameda County
Building Trades Council
Ariane Hogan, Associate Director of Local
Government Affairs, Genentech
Belia Ramos, Supervisor, Napa County 5th District
Candace Andersen, Supervisor, Contra Costa County
Cindy Chavez, Supervisor, Santa Clara County
Dave Cortese, State Senator, California
David Chiu, State Assemblymember, California
Diana Reddy, City Councilmember, Redwood City
Diane Burgis, Chair, Board of Supervisors,
Contra Costa County
Eddy Zheng, Founder & President, New Breath Foundation
Erin Connor, Manager, Cisco Crisis Response
Hydra Mendoza, VP, Chief of Strategic Relationships
Office of the Chair and CEO, Salesforce
Jake MacKenzie, Board Member, Greenbelt Alliance
Jennifer Loving, Chief Executive Officer, Destination Home Jesse Arreguin, Mayor, City of Berkeley; President,
Association of Bay Area Governments
Jim Spering, Supervisor, Solano County
Jim Green, Senior Vice President, Government Affairs
and Public Policy, Salesforce
Jim Wunderman, CEO, Bay Area Council

REGIONAL IMPACT COUNCIL MEMBERS
Derecka Mehrens, Chief Executive Officer, Working Partnerships USA Jonathan Fearn, Senior Development Director, Greystar
Joshua Simon, Chief Executive Officer, EBALDC
Sherilyn Adams, Executive Director, Larkin Street Youth Services The RIC is a coalition across the nine-county Bay Area. The council includes 85 leaders that work in state and local legislation, direct service provision, affordable housing, labor, economic mobility, racial equity and private sector businesses.

Our collective goal: Share, develop and mobilize against regional solutions to House and Stabilize, Prevent, and enable our most vulnerable populations to Thrive.

Keith Carson, Supervisor, Alameda County District 5
Ken Cole, Director, Human Services Agency, San Mateo
County
Libby Schaaf, Mayor, City of Oakland
Liz Ortega-Toro, Executive Secretary-Treasurer,
Alameda Labor Council
London Breed, Mayor, City and County of San Francisco
Matt Franklin, President, MidPen Housing Corporation
Melissa Jones, Executive Director, Bay Area Regional
Health Inequities Initiative
Nicole Taylor, President & CEO, Silicon Valley
Community Foundation
Robert Powers, General Manager, BART
Rosanne Foust, President & CEO, San Mateo County
Economic Development Association (SAMCEDA)
Sam Liccardo, Mayor, City of San Jose
Scott Weiner, State Senate, California
Susan Gorin, Supervisor, Sonoma County
Therese McMillan, Executive Director, Association of
Bay Area Governments (ABAG)/Metropolitan
Transportation Commission (MTC)
Warren Slocum, Supervisor, San Mateo County

CO-CHAIRS

STEERING COMMITTEE
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Angela Jenkins, Director of Strategic Initiatives, Kaiser Permanente Lindsay Haddix, Housing Initiatives Program Manager, Facebook Marc Trotz, Consultant
Margot Kushel, MD, UCSF Benioff Homelessness and Housing Initiative Ophelia Basgal, Vice-Chair, San Francisco Foundation Board Tramecia Garner, Associate Director for Housing and residential Programs, Swords to Plowshares Will Dominie, Impact Manager, BARHII
William Rogers, CEO, SF-Marin-San Mateo Goodwill

WORKGROUP CO-MODERATORS
Adrian Covert, Vice President of Public Policy, Bay Area Council Alan Dones, Managing Partner, Strategic Urban Development Alliance Amy Sawyer, Policy Advisor on Homelessness. Office of Mayor London Breed Brandy Jenkins-League, Program Manager, Bay Area Community Services (BACS) Bruce Ives, CEO, LifeMoves
Carolina Reid, Assistant Professor, Department of City and Regional Planning, UCBerkeley Cynthia Nagendra, Executive Director, UCSF Benioff Homelessness and Housing Initiative Daniel Saver, Assistant Director for Housing and Local Planning, MTC/ABAG Darnell Cadette, Director, Community, Chan Zuckerberg Initiative David Low, Policy & Communications Director, Destination Home Donna Allen, Pastor, New Revelation Church
Heather Hood, Vice President and Market Leader -Northern California, Enterprise Community Partners Jackie Downing, Executive Director, Crankstart
Jacky Morales-Ferrand, Director of Housing, City of San José Jamie Almanza, Executive Director, Bay Area Community Services Katherine Harasz, Executive Director, Santa Clara County Housing Authority Kelly Dearman, Executive Director, SF in Home Supportive Services Public Authority Kerry Abbott, Director, Homeless Care and Coordination, Alameda County Kris Stadelman, Director, NOVA Workforce Board
Lavonna Martin, Director, Health, Housing, and Homeless Services, Contra Costa County Louise Rogers, Chief, San Mateo County Health System
Malcolm Yeung, Executive Director, Chinatown Community Development Center Maryann Leshin, Deputy Director, Housing and Community Development Department, City of Oakland Michael Gause, Ending Homelessness Program Manager, Sonoma County Nevada Merriman, Director of Policy, MidPen Housing Corporation Pedro Galvao, Policy Director, Non-Profit Housing Association of Northern California (NPH) Peter Radu, Homeless Policy Director, Office of the Mayor, City of Oakland Randy Tsuda, President & Chief Executive Officer, Alta Housing Shola Olatoye, Director, Housing & Community Development, City of Oakland Sparky Harlan, CEO, Bill Wilson Center
Tim Chan, Group Manager - Station Area Planning, BART
Vaughn Villaverde, Associate Director of Health Policy, Working Partnerships USA Vivian Wan, Chief Operating Officer, Abode Services
William Pickel, Chief Executive Officer, Brilliant Corners Zak Franet, Youth Policy & Advisory Committee Member, City and County of San Francisco

TECHNICAL COMMITTTEE
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Tomiquia Moss, Chief Executive Officer
Ken Kirkey, RIC Project Lead, Chief Partnership Officer Charlie Sun, Chief of Staff
Gail Gilman, Chief Strategy Officer
Jay Banfield, Chief Economic Mobility Officer
Joanne Karchmer, Chief Impact Officer
Terrance Thompson, Director, Regional Homelessness Prevention System

ALL HOME STAFF
REGIONAL ACTION PLAN | 25
The Co-Chairs wish to acknowledge the invaluable contributions of everyone that has contributed to developing the Regional Action Plan and that continue to support the Regional Impact Council.

ACKNOWLEDGEMENTS
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AB – 15 - COVID-19 relief: Tenancy: Tenant Stabilization Act of 2021 This bill would extend the definition of “COVID-19 rental debt” as unpaid rent or any other unpaid financial obligation of a tenant that came due between March 1, 2020, and December 31, 2021. The bill would also extend the repeal date of the act to January 1, 2026. The bill would make other conforming changes to align with these extended dates. By extending the repeal date of the act, the bill would expand the crime of perjury and create a state-mandated local program. (CA legislature)
AB – 16 - Tenant, Small Landlord, and Affordable Housing Provider Stabilization Act of 2021 This bill would state the intent of the Legislature to enact the Tenant, Small Landlord, and Affordable Housing Provider Stabilization Act of 2021 to address the long-term financial impacts of the COVID-19 pandemic on renters, small landlords, and affordable housing providers, ensure ongoing housing stability for tenants at risk of eviction, and stabilize rental properties at risk of foreclosure. This bill would include legislative findings and declarations in support of the intended legislation. (CA legislature)
AB – 3088 - Tenancy: rental payment default: Mortgage forbearance: state of emergency: COVID-19 This bill, the Tenant, Homeowner, and Small Landlord Relief and Stabilization Act of 2020, would, among other things, until January 1, 2023, additionally apply those protections to a first lien mortgage or deed of trust that is secured by residential real property that is occupied by a tenant, contains no more than four dwelling units, and meets certain criteria, including that a tenant occupying the property is unable to pay rent due to a reduction in income resulting from the novel coronavirus. (CA legislature)
AMI - Average Monthly Income
Most federal and State housing assistance programs set maximum incomes for eligibility to live in assisted housing, and maximum rents and housing costs that may be charged to eligible residents, usually based on their incomes. HUD’s limits are based on surveys of local area median income (AMI) CA BCSHA - California Business, Consumer Services and Housing Agency The Business, Consumer Services and Housing Agency assists and educates consumers regarding the licensing, regulation, and enforcement of professionals and businesses in California.

CalHFA – California Housing Finance Agency
Established in 1975, CalHFA was chartered as the state's affordable housing lender. The Agency's Multifamily Division finances affordable rental housing through partnerships with jurisdictions, developers and more, while its Single Family Division provides first mortgage loans and down payment assistance to first-time homebuyers.

CEQA – CEQA – California Env. Quality Act
CEQA, or the California Environmental Quality Act, is a statute that requires state and local agencies to identify the significant environmental impacts of their actions and to avoid or mitigate those impacts, if feasible.

GLOSSARY
REGIONAL ACTION PLAN | 27
The purpose of CEQA is to: Disclose to the public the significant environmental effects of a proposed discretionary project, through the preparation of an Initial Study (IS), Negative Declaration (ND), or Environmental Impact Report (EIR). (CA Office of Planning and Research)
CDBG-CV – CARES Relief Community Development Block Grants Congress provided $5 billion in the CARES Act for the Community Development Block Grant (CDBG) program to states, metropolitan cities, urban counties, and insular areas. (HUD) CDLAC – California Debt Limit Allocation Committee
CDLAC’s programs are used to finance affordable housing developments for low-income Californians, build solid waste disposal and waste recycling facilities, and to finance industrial development projects (CA State Treasurer’s Office) ESG-CV – CARES Relief Emergency Solutions Grants
These special ESG-CV funds are to be used to prevent, prepare for, and respond to the coronavirus pandemic (COVID19) among individuals and families who are homeless or receiving homeless assistance. The funds will also support additional homeless assistance and homelessness prevention activities to mitigate the impacts of COVID-19. (HUD) HCD - California Department of Housing and Community Development The California Department of Housing and Community Development awards loans and grants to public and private housing developers, nonprofit agencies, cities, counties, state and federal partners. This money supports the construction, acquisition, rehabilitation, and preservation of affordable rental and ownership homes, provides permanent supportive housing options as well as stable, safe shelter for those experiencing homelessness. (HCD) HUD – US Department of Housing and Urban Development
LI, VLI, ELI – Low Income, Very Low Income and Extremely Low Income Low-income applicants earn less than 80% of the area median Very low-income applicants earn less than 50% of the area median Extremely low-income earn less than 30% of the area median NGO – Non-government Organization
PHA – Public Housing Authority
The U.S. Department of Housing and Urban Development (HUD) administers Federal aid to local housing agencies (HAs) that manage the housing for low-income residents at rents they can afford. HUD furnishes technical and professional assistance in planning, developing and managing these developments. (HUD) PSH – Permanent Supportive Housing
Permanent Supportive Housing (PSH) is a model that combines low-barrier affordable housing, health care, and supportive services to help individuals and families lead more stable lives. PSH typically targets people who are REGIONAL ACTION PLAN | 28
homeless or otherwise unstably housed, experience multiple barriers to housing, and are unable to maintain housing stability without supportive services. (National Health Care for the Homeless Center) TCAC – California Tax Credit Allocation Committee
The California Tax Credit Allocation Committee (CTCAC) administers the federal and state Low-Income Housing Tax Credit Programs. Both programs were created to promote private investment in affordable rental housing for lowincome Californians. (CA State Treasurer’s Office) Section 8 / HCV – Section 8 Housing Vouchers
The housing choice voucher program is the federal government's major program for assisting very low-income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Since housing assistance is provided on behalf of the family or individual, participants are able to find their own housing, including single-family homes, townhouses and apartments. Expanded rental assistance like the Housing Choice Voucher (HCV) program is a substantial component of any strategy to address the severe housing shortage and instability faced by ELI renters. Seventy-three percent of current HCV recipients are extremely low-income (HUD, 2018).

Regional Impact Council Roster
September 13, 2021
Below are rosters for the Steering Committee, Technical Committee, Co-chairs, Research Partners, and other supporting team members for the RIC.

Regional Impact Council Steering Committee Members
● Alma Yates, Division Analyst, CVP, Benioff Homelessness and Housing Initiative, UCSF ● Amie Fishman, Executive Director, NPH
● Andreas Cluver, Secretary Treasury of the Alameda Building Trades Council ● Andrew Hening, Co-Founder and Project Director, Opening Doors Marin ● Anu Nataragan, Consultant, Community Engagement and Public Policy ● Ariane Hogan, Associate Director of Government Affairs, Genentech ● Belia Ramos, Napa County Supervisor and VP, Association of Bay Area Governments ● Bijan Mehryar, U.S. State & Local Government Affairs Manager | Salesforce ● Candace Anderson, Supervisor, Contra Costa District 2 ● Carla Javits, President and CEO, REDF
● Cindy Chavez, Santa Clara County Supervisor
● Dave Cortese, California State Senator (15th Senate District) ● David Canepa, Supervisor, San Mateo
● David Canham, Field Director, SEIU
● David Chiu, California State Assemblymember (17th Assembly District) ● Diana Reddy, Redwood City Councilmember
● Diane Burgis, Contra Costa County Supervisor
● Eddy Zheng, Co-chair, All Home Community Advisory Council ● Emily Webb, Vice President, External Affairs Bay Area, Sutter Health ● Erin Connor, Crisis Response Manager, Cisco
● Gina Dalma, Executive Vice President, Community Action, Policy and Strategy, Silicon Valley Community Foundation
● Hydra Mendoza, Chief of Strategic Relationships, Salesforce ● Ian Winters, Executive Director, Northern California Land Trust ● Jack Mackenzie, Board Member, Greenbelt Alliance
● Jennifer Loving, Executive Director, Destination Home ● Jesse Arreguin, Mayor of Berkeley and President, Association of Bay Area Governments ● Jim Spering, Solano County Supervisor
● Jim Wunderman, CEO, Bay Area Council
● Judith Bell, Chief Impact Officer, San Francisco Foundation ● Keith Carson, Alameda County Supervisor
● Ken Cole, Director, San Mateo County Human Services Agency ● Libby Schaaf, Mayor of Oakland
● Liz Ortega-Toro, Executive Secretary-Treasurer of the Alameda AFL-CIO Labor Council ● London Breed, Mayor of San Francisco
● Matt Franklin, CEO, MidPen Housing
● Melissa Jones, Executive Director, BARHII
● Nicole Taylor, President & CEO, Silicon Valley Community Foundation ● Robert Powers, General Manager, BART
● Rosanne Foust, CEO, San Mateo County Economic Development Association ● Sam Liccardo, Mayor of San Jose
● Scott Wiener, California State Senator (11th Senate District) ● Sean Elsbernd, Former Supervisor - District 7
● Susan Gorin, Chair, Sonoma County Board of Supervisors ● Therese McMillan, ED, MTC/ABAG
Regional Impact Council Technical Committee Members
● Adrian Covert, Vice President of Public Policy, Bay Area Council ● Alan Dones, CEO, SUDA
● Alicia John-Baptiste, SPUR/ Urban Planning Equity
● Amy Sawyer, Policy Advisor on Homelessness, Office of Mayor London Breed ● Andrew Hening, Co-Founder and Project Director, Opening Doors Marin ● Angela Jenkins, Director of Strategic Initiatives, Kaiser Permanente ● Aubrey Merriman, CEO, Lifemoves
● Bill Pickel, CEO, Brilliant Corners
● Brandy Jenkins-League, Member, All Home Community Advisory Council ● Carolina Reid, Associate Professor, Berkeley
● Carrie Varoquiers, Vice President of Global Impact and Employee Life, Workday ● Catherine Paterson, Co-Executive Director, City Health ● Chris Hoene, Executive Director, California Budget & Policy Center ● Christa Brown, Senior Program Officer, Policy Advocacy, San Francisco Foundation ● Christina Mun, Deputy Director, Oakland Housing & Community Development Dept. ● Cynthia Nagendra, Executive Director, Benioff Homelessness and Housing Initiative at University of California
● Daniel Cooperman, Senior Manager of Social Services, BART ● Daniel Saver, Housing Director, MTC
● Darin Ranelletti, Policy Director for Housing Security, City of Oakland ● Darnell Cadette, Community Manager, CZI
● Daryel Dunston, Senior Director, Place Pathway, San Francisco Foundation ● Dave Graham-Squire, Senior Statistician, UCSF Benioff Homelessness and Housing Initiative ● David Low, Policy & Communications Director, Destination Home ● Dawn Morrow, District Representative, Contra Costa County ● Donna Allen, Pastor, New Revelation Community Church
● Eve Perry, Data Scientist, Benioff Homelessness and Housing Initiative ● Francis McIlveen, Director of Operations, Northern CA Land Trust ● Heather Hood, VP & Market Leader, Northern California, Enterprise Community Partners, Inc. ● Jackie Downing, Executive Director, Crankstart
● Jacky Morales-Ferrand, Director of Housing, City of San Jose ● Jamie Almanza, Executive Director, BACS
● Jennielynn Holmes, 3rd District Commissioner, Sonoma County ● John Brauer, Executive Director, California Labor Federation ● Jon Simon, Parole Agent II, Adult Program Unit (APU)
● Karl Robillard, Philanthropy & Community Outreach, Twitter ● Kate Hartley, Fund Chief Lending & Investment Officer, Housing Accelerator ● Katherine Harasz, ED, Santa Clara Housing Authority
● Katie Ferrick, Sr. Director of Community Development, Environmental Sustainability & Workplace Programs, LinkedIn
● Kay Fernandez-Smith, Vice President of Policy and Innovation, San Francisco Foundation ● Kelly Dearman, Executive Director, SF In-Home Supportive Services Public Authority ● Kerry Abbott, Homeless Care and Coordination Director, Alameda County ● Kim Piechota, Director of Housing Development, Chinatown Community Development Center ● Kris Stadelman, Director, NOVA Workforce Board
● Kristie Fairchild, Executive Director, North Beach Citizens ● Larry Florin, Chief Executive Officer, Burbank Housing ● Lavonna Martin, Director, Health, Housing and Homelessness Services, Contra Costa County ● Lindsay Haddix, Housing Initiatives Program Manager, Facebook ● Louise Rogers, Chief, San Mateo County Health
● Malcolm Yeung, Executive Director, Chinatown Community Development Center ● Marc Trotz, Consultant
● Margot Kushel, Professor of Medicine, UCSF
● Mary Carl, Executive Director, HealthLeads
● Michael Gause, Ending Homelessness Program Manager, County of Sonoma ● Ned Resnikoff, Policy Manager, Benioff Homelessness and Housing Initiative (BHHI) ● Nevada Merriman, Policy Director, MidPen Housing
● Ophelia Basgal, Vice-Chair, San Francisco Foundation Board ● Patricia Wells, ED, Oakland Housing Authority
● Pedro Galvao, Policy Director, NPH
● Randy Tsuda, CEO, Alta Housing
● Sara Kimberlin, Senior Policy Analyst, California Budget & Policy Center ● Scott Gullick, Regional Marketplace Lead, Bay Area at Opportunity@Work ● Shola Olatoye, Director, Oakland Housing and Community Development ● Sparky Harlan, CEO, Bill Wilson Center
● Teri House, CDBG/Housing Consultant, City of Antioch
● Teri Ollie, Campaign Director, Economic Security Project Action ● Theo Ellington, Director of Homeless Initiatives and Community Development, Salvation Army ● Tina Rivera, Director of Department of Health Services, Sonoma County ● Tramecia Garner, Associate Director for Housing and Residential Programs, Swords to Plowshares ● Vivian Wan, COO, Abode Services
● Will Dominie, Policy Manager, BARHII
● William Rogers, CEO, SF-Marin-San Mateo Goodwill
● Zak Franet, Member, All Home Community Advisory Council Regional Impact Council Co-Chairs
● Jennifer Martinez, Director of Policy and Advocacy, Chan Zuckerberg Initiative (Co-Chair) ● Jonathan Fearn, Senior Director of Development, Greystar (Co-Chair) ● Joshua Simon, Senior Advisor, CAST (Co-Chair)
● Sherilyn Adams, Executive Director, Larkin Street Youth Services (Co-Chair) Research Partners & Facilitation Support
● Margot Kushel, MD, UCSF Benioff Homelessness and Housing Initiative ● Cynthia Nagendra, Executive Director, UCSF Benioff Homelessness and Housing Initiative ● Carolina Reid, Assoc. Professor & Faculty Research Advisor, Terner Center for Housing Innovation ● Elizabeth Kneebone, Research Director, Terner Center for Housing Innovation ● Hilary Hoynes, Professor of Public Policy and Economics/Haas Distinguished Chair in Economics Disparities
● Elizabeth Mattiuzzi, Senior Researcher, Community Development/ Federal Reserve Bank of SF ● Samantha Batko, Senior Research Associate/ Metropolitan Housing and Communities Policy Center
● Janey Rountree, Executive Director/California Policy Lab at UCLA ● Gary Painter, Chair of the Department of Public Policy and Director of the Sol Price Center for Social Innovation
● Bina Patel Shrimali, Research Manager, Community Development/ Federal Reserve Bank of SF ● Dave Graham-Squire, Senior Statistician and Data Scientist/UCSF Benioff Homelessness and Housing Initiative
● Sara Kimberlin, Senior Policy Analyst/ California Budget & Policy Center Phase II Working Group
● Carla Javits, President and CEO, REDF
● Carolina Reid, Assoc. Professor & Faculty Research Advisor, Terner Center for Housing Innovation ● Carrie Varoquiers, Vice President of Global Impact and Employee Life, Workday ● Catherine Paterson, Co-Executive Director, City Health ● Daryel Dunston, Senior Director, Place Pathway, San Francisco Foundation ● Francis McIlveen, Director of Operations, Northern CA Land Trust ● Gina Dalma, Executive Vice President, Community Action, Policy and Strategy, Silicon Valley Community Foundation
● Jennifer Martinez, Director of Policy and Advocacy, Chan Zuckerberg Initiative (Co-Chair) ● John Brauer, Executive Director, California Labor Federation ● Judith Bell, Chief Impact Officer, San Francisco Foundation ● Karl Robillard, Philanthropy & Community Outreach, Twitter ● Kate Hartley, Fund Chief Lending & Investment Officer, Housing Accelerator ● Kris Stadelman, Director, NOVA Workforce Board
● Kristie Fairchild, Executive Director, North Beach Citizens ● Mary Carl, Executive Director, HealthLeads
● Scott Gullick, Regional Marketplace Lead, Bay Area at Opportunity@Work ● Teri Ollie, Campaign Director, Economic Security Project Action ● Theo Ellington, Director of Homeless Initiatives and Community Development, Salvation Army All Home
● Tomiquia Moss, Founder & CEO
● Ken Kirkey, RIC Project Lead, Chief Partnership Officer ● Gail Gilman, Chief Strategy Officer
● Jay Banfield, Chief Economic Mobility Officer
● Joanne Karchmer, Chief Impact Officer
● Irving Torres, Director of Community Engagement
● Terrance Thompson, Director, Regional Homelessness Prevention System ● Edie Irons, Director of Communications
● Diana Orozco, RIC Project Manager
● Jeff Hobson, Director of Finance and Operations
● Susannah Parsons, RIC Program Lead
● Nisha Behrman, Secondee
● Samantha Chiu, Executive Assistant to Tomiquia Moss
● Aliece Lee, All Home Administrative Assistant
● Nahema Washington, RIC Administrative Assistant
https://www.allhomeca.org/regionalactionplan/

FREQUENTLY ASKED QUESTIONS
Who does the RAP target?
The RAP is focused on reducing the number of people experiencing homelesness in the Bay Area, initially targeting those who live outdoors. The RAP also targets extremely low income households - those who make less than 30 percent of Area Median Income (AMI). This population is highly vulnerable to homelessness and therefore must also be considered to reach our goal of reducing unsheltered homelessness by 75%.

Why focus on unsheltered homelessness?
It should come as no surprise that a recent study by UCLA’s California Policy Lab found that unsheltered individuals have more significant health challenges than those who are homeless, but sheltered. For example, 84 percent of unsheltered individuals report physical health conditions compared to just 19 percent of sheltered individuals. Significant gaps between the two groups also exist in the areas of mental health and substance abuse. We put our emphasis on this population because it is the right thing to do - morally, compassionately, and for sound public policy.

How many individuals are experiencing unsheltered
homelessness in the Bay Area?
Homelessness and a lack of affordable housing has been a persistent and urgent problem in the Bay Area for several decades, significantly worsening since 2017. In 2019, according to the HUD Point in Time Count, more than 35,000 residents in the nine-county Bay Area lacked housing or lived outdoors in conditions unfit for human habitation. Many more were living from paycheck to paycheck, at extreme risk of becoming homeless. Although no formal Point in Time counts have been made since 2019, observationally it is clear that the situation has been exacerbated by the COVID-19 pandemic.

How was the goal of a 75% reduction in unsheltered
homelessness arrived at? Why not a 100% reduction?
https://www.allhomeca.org/regionalactionplan/
Achieving a 75 percent reduction in unsheltered homelessness would result in a dramatic and visible improvement over the current conditions. This goal is intended to be both ambitious and achievable.

In the next three years, the RAP recommends a significant investment in new interim housing and homelessness prevention strategies - offering temporary housing options where people can stabilize and heal, and stemming the flow of people becoming newly homeless. Over the longer term, more permanent housing solutions must be created and funded. These three strategies, taken together, make the 75% reduction goal achievable.

But, interim housing may not be the right fit for everyone. We know that most people who are offered a low-barrier place to stay that is safe, clean, private and meets their personal needs (e.g., accommodating possessions, pets and allowing them to share a space with a partner or child, 24/7 access), will take it. There will also be a very small number of people who are reluctant, afraid or unwilling to take the first step of shelter after being homeless for long periods of time.

This can stem from many causes, such as fear, past trauma, or unwillingness to move further away from family or friends. There may also be some individuals who will prefer to stay outdoors or in their vehicles, but we predict this to be a very small percentage of the homeless population. The reduction goal hinges on having a range of available interim housing options, some of which may convert to permanent housing in the future.

How will this plan change the current approach to addressing homelessness in the Bay Area?
Homelessness in the Bay Area is a regional crisis, and this plan takes a regional approach to policies and programs to help solve it. Until now, cities and counties have been doing what they can with limited funds to manage homelessness, but this crisis is not contained by county and city boundaries - and it continues to worsen every year. Our systems do not interact with each other, making it confusing and burdensome for people to get help. The State has mostly deferred to local governments and until very recently, exercised very little in the way of leadership, resources or held local governments accountable to bring about reductions in homelessness.

We know that rapid and meaningful action is possible when public officials join together to adopt and enforce shared policies and performance measures. https://www.allhomeca.org/regionalactionplan/
County public health officials took swift and powerful action together to reduce the spread of COVID-19 during the pandemic. With Project Roomkey, the State allocated $112 million and temporarily helped house 23,000 people in 42 counties in a matter of months. Yet our existing safety net has failed to stop the tidal wave of people who have had no option but to live on the streets. The RAP was created to reach consensus in the region on a shared set of strategies -- and to execute on them with the shared sense of urgency that befits this crisis. The RAP creates a comprehensive set of strategic priorities and a method that leaders from across the region can agree on and execute.

How were the strategic priorities chosen?
Strategic priorities were decided over the course of a year through a series of monthly meetings of the Regional Impact Council. The Regional Impact Council is a roundtable of policymakers, key affordable housing stakeholders, people with lived experience, social equity and economic mobility stakeholders, housing and homelessness service providers, and business and philanthropic partners. The Council is convened and staffed by All Home, a non-profit organization headquartered in San Francisco.

Who serves on the Regional Impact Council?
The Council is divided into Steering and Technical Committees. The Steering Committee consists of 25-30 high-profile policymakers, business, equity, and labor leaders. The Technical Committee consists of 30-45 subject matter experts in the fields of affordable housing, service provision, and economic mobility, as well as people with lived experience of homelessness.

Learn more about the Regional Impact Council, and see a full list of members, here.

Will this plan advance racial equity? How?
Yes. This plan is grounded in closing the racial disparities that we see today:

Black, brown and indigenous people are disproportionately represented among those currently experiencing homelessness or at high risk for becoming homeless.
https://www.allhomeca.org/regionalactionplan/
This plan explicitly calls for action from the State of California, private and philanthropic partners, and all Bay Area counties to reduce these racial disparities by:
 Increasing accountability to demonstrate progress toward closing racial disparities
 Prioritizing funding interventions targeted to BIPOC experiencing homelessness or at risk of becoming homeless
 Implementing equity-based prioritization schemes, service provision, and rental assistance programs that target the most vulnerable communities What is the 1-2-4 framework? Why is it important?
The 1-2-4 framework enables the region to move quickly to reduce unsheltered homelessness by 75% by 2024.

The framework calls for simultaneous investment in three forms of housing solutions: interim housing, permanent housing and homelessness prevention:
 Interim Housing: Provide interim housing to unsheltered people immediately by funding the interim housing options to stabilize and heal. (+1 unit of interim housing)
 Permanent Housing: Allow families and individuals to retain stability and plan for the future by providing long-term, flexible housing solutions, such as rental subsidies and supportive housing. For every one unit of interim housing, a community should plan for or provide two permanent housing solutions. (+2 units of permanent housing)
 Homelessness Prevention: Keep at-risk families housed through interventions like financial assistance coupled with housing problemsolving and legal services. For every one unit of interim housing, communities should provide four units of these types of interventions to keep people housed. (+4 units of homelessness prevention) https://www.allhomeca.org/regionalactionplan/
The ratio of 1-2-4 is not a cookie-cutter approach, but an investment strategy to reach a balanced system that can respond to people facing a housing crisis before it becomes a catastrophe. The ratio may vary by county depending on where past investments have been made and specific community needs. All three strategies are necessary and interdependent, but our current system is not succeeding at this approach, which is why a new model is needed.

The RAP estimates it will cost ~$6.5B to reduce unsheltered homelessness in the Bay Area-- how would this money be
spent? Where would this funding come from?
This cost estimate reflects our understanding that the number of unsheltered people in the Bay Area will continue to grow until we invest significantly in reducing the number of people who become homeless and increasing the number of people who are no longer homeless, because they now have a place to call home. The $6.5B would be spent over 5 years, roughly divided between capital and operating costs. The estimate includes the cost of constructing, converting or otherwise securing new interim and permanent housing at a scale commensurate with the need, and providing interventions to prevent at-risk people from becoming homeless. We believe that we have an unprecedented opportunity to develop a strong federal partnership with the Biden-Harris Administration. In the first 100 days after taking office, the new administration moved to significantly expand the number of rental subsidies (vouchers), rental assistance and is developing policy that recognizes affordable housing as much needed infrastructure. The State has recognized its role by creating Project Roomkey and Project Homekey, and there is significant political momentum to move away from one-time budget-year funding requests toward a $2 billion ongoing source of State funds for housing and homelessness in the future. Many local governments control significant amounts of federal pass-through funds and locally generated parcel, sales, and special tax revenues that are required to be spent on homelessness. The RAP calls for marshalling and focusing those funds on the shared priority of dramatic, measurable reduction in unsheltered homelessness.
https://www.allhomeca.org/regionalactionplan/
What happens next? How will the plan be implemented?
The Regional Impact Council (RIC), supported by All Home, has already begun work to implement the Plan. Some of the key next steps include:
 Working with our partners in each of the nine Bay Area counties to determine how best to achieve the 1-2-4 framework in each place, recognizing the unique context and challenges each county faces;  Continuing to build support for the RAP across the region.  Building a strong, consensus-based Bay Area coalition that pushes the State of California and federal governments to align their investment and policy priorities with the vision outlined in the RAP.
 Driving advocacy efforts to advance for strategic priorities, e.g., advocacy for new types of state and federal funding, specific inclusion of ELI housing in legislation, regulatory changes and housing financing.

Over the next year, the Regional Impact Council will also begin to focus on structural reforms to expand economic and social mobility for the extremely low https://www.allhomeca.org/regionalactionplan/
income population (ELI)and to continue to advance racial equity in the Bay Area.

Who will be involved in implementing the RAP?
Just as developing the RAP was a regional effort, implementing the RAP will be a regional effort. We are working with public officials and staff in the 9 Bay Area counties to provide the needed support and guidance to implement the RAP as well as with stakeholders working in business, philanthropy, and community-based and advocacy organizations.

How were community members involved in forming this plan? The RAP was created by the Regional Impact Council, which consists entirely of members of the Bay Area community. The RIC involved individuals with lived experience through All Home’s Community Advisory Council throughout the process of creating the RAP to ensure their voices were centered in the creation of this plan.

What makes this plan different from other plans that have been done before?
The Regional Action Plan was developed by an unprecedented coalition of Bay Area mayors, housing experts, researchers, non-profit, philanthropic and business leaders, and people with lived experience serving together on the Regional Impact Council. This plan is focused on population reductions of street homelessness. We know that homelessness is a regional problem, and it will take a regional approach to significantly move the needle on homelessness and get our neighbors into secure housing.

How do I stay updated on the RAP and its implementation? What can I do to help advance the RAP?
We are grateful for community support for the RAP and welcome your assistance. You can sign up to stay informed here. If you are interested in scheduling a presentation of the RAP please reach out to Nahema Washington at [email protected]
https://www.allhomeca.org/regionalactionplan/
In the 75% goal, who does the 25% represent? Is it the
mentally ill and serious drug addicted, or the chronically homeless? Is the 75% due to the remaining 25% being a group that cannot be assisted within the two year timeframe of the RAP or the scope of the plan?
The 75% goal is a regional goal to reduce unsheltered homelessness by 2024.

The remaining 25% isn’t specific to any particular group or population, it’s just that we reached a goal of 75% because it’s intended to be both ambitious and achievable. The RAP recommends a significant investment in new interim housing and homelessness prevention strategies, offering temporary housing options where people can stabilize and heal, and stemming the flow of people becoming newly homeless. Over the longer term, more permanent housing solutions should be created and funded. These three strategies, taken together, make the 75% reduction goal achievable. Interim housing may not be the right fit for everyone. The 75% reduction goal centers on having a range of available interim housing options, some of which may convert to permanent housing in the future and a focus on holistic prevention intervention strategies.

How does the Regional Action Plan address the mentally ill homeless, chronic (or toughest) homeless cases?
Additional stats from the Solano County Mental Health Services site as well at the Solano County 2019 PIT count report are presented during the presentation.

Understanding the homeless population and community needs is a first step in scaling solutions that have worked and identifying new approaches to the problem. The RAP’s focus on prevention efforts are key to reaching the hardest to reach homeless and the need to target resources, create more partnerships and develop holistic support systems.

What are things we can do in the short term to implement the Regional Action Plan? / How will this plan actually happen? https://www.allhomeca.org/regionalactionplan/
The plan puts forth many strategies and calls to actions to support our communities today. It is an immediate response to the crisis and the plan should be used to bolster existing efforts tailoring to jurisdictional needs and resources.

In the short term some of the main actions we can collaboratively take are 1.

Evaluating existing resources and the gap that needs to be filled 2. Creating partnerships with jurisdictional groups and aligning on resources while also identifying additional barriers, community needs and local opportunities, and 3.

Advocating for more resources and scaling intervention that have worked.

What's the timeline for endorsements? Do you need
endorsement by all 9 counties for the RAP to take place? Counties and jurisdictions have endorsed the plan already and our goal is to get all 9 counties to endorse as this is a regional plan and we aim to create regional solutions understanding unique community needs. However, this also takes time and part of implementing the RAP and part of successfully implementing the plan includes partnering and engaging with jurisdictions across the region to align on plan and support for the RAP’s overall goals
RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO GENERALLY

ENDORSING THE CONCEPTS OF THE REGIONAL ACTION PLAN DEVELOPED BY THE

REGIONAL IMPACT COUNCIL AND FACILITATED BY ALL HOME CALIFORNIA WHEREAS, Solano County and the larger Bay Area region continues to face a severe housing shortage, increasing rents, and homelessness experienced disproportionately by certain communities, and these trends are exacerbated by the COVID-19 pandemic; and WHEREAS, the scale and complexity of the Bay Area’s homelessness crisis requires new levels of regional cooperation to effectively address the issue; and WHEREAS, All Home is a Bay Area non-profit organization that advances regional solutions to disrupt the cycles of poverty and homelessness and create more economic mobility opportunities for extremely low-income people; and
WHEREAS, in 2020, All Home established the Regional Impact Council (RIC), a roundtable of policymakers, housing and homelessness service providers, business and philanthropic partners, and key affordable housing, social equity and economic mobility stakeholders from all nine Bay Area counties, with the premise that a regional approach will enable Solano and the surrounding counties to accelerate finding new solutions to the homelessness crisis; and WHEREAS, in 2021, the Regional Impact Council launched the Regional Action Plan (RAP) which pushes for a broad-based coalition to advocate for policies, programs, and funding; and introduced the 1-2-4 investment framework, a funding formula that illustrates proportionate investment of two units of new permanent housing and four units of preventative interventions per every new unit of interim housing;
WHEREAS, the RIC recognizes that local needs and conditions may differ from the standards set by the 1-2-4 formula, as well as other proposed strategies, and encourages jurisdictions to adjust accordingly; and
WHEREAS, recognizing the need for affordable housing in the County, the Board has previously approved projects and dedicated resources towards interim housing, permanent housing, and preventative interventions, the same solutions outlined in the 1-2-4 framework; and WHEREAS, by accepting the Regional Action Plan, the County will have access to stronger regional partnerships, be able to increase awareness, and align local, regional and state resources to the regional goal of reducing unsheltered homelessness in the Bay Area, 75% by 2024; and
WHEREAS, the Solano County Board of Supervisors unanimously endorsed the Regional Action Plan on February 1, 2022 developed by the Regional Impact Committee as a framework to reduce and prevent homelessness in Solano County.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo generally supports the concepts outlined in the Bay Area’s Regional Impact Council’s Regional Action Plan.

Adopted by the Council of the City of Vallejo at a regular meeting held on March 8, 2022 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_________________________________________
ROBERT H. MCCONNELL, MAYOR
ATTEST: _________________________________________
DAWN G. ABRAHAMSON, CITY CLERK
ACTION ITEM 9.C.

DATE: April 12, 2022
TO: Mayor and Members of the City Council
FROM: Beth Schoenberger, Acting Water Director
SUBJECT: ADOPT A RESOLUTION ACCEPTING A WATER AND ENERGY EFFICIENCY GRANT

FROM THE UNITED STATES BUREAU OF RECLAMATION FOR REPLACEMENT OF

AGING WATER METERS AND AUTHORIZING THE CITY MANAGER TO EXECUTE A

GRANT AGREEMENT WITH THE BUREAU OF RECLAMATION AND NOTICING INTENT TO AMEND FISCAL YEAR 21-22 CAPITAL IMPROVEMENT BUDGET PROJECT WT7098 IN THE AMOUNT OF $2,000,000

RECOMMENDATION

1. Adopt a resolution accepting the federal Fiscal Year 2021 Bureau of Reclamation WaterSMART Energy and Efficiency Grant (BOR-DO-21-F001), and authorizing the City Manager to enter into an agreement with the Bureau of Reclamation.

2. As the first in a two-step process, accept notice of intent to amend the Fiscal Year 21-22 budget to recognize revenue in the amount of $2,000,000.

REASONS FOR RECOMMENDATION
The Bureau of Reclamation WaterSMART Energy and Efficiency Grant (BOR-DO-21-F001) will supplement the costs necessary to replace approximately 20,000 aging small water meters in the Vallejo water system that are at, or exceeding the industry standard replacement age. Updating the water meters will result in water conservation and improve accuracy in measuring water loss.

BACKGROUND AND DISCUSSION
There are over 38,000 small water meters between 5/8-inch and 2-inches within the Vallejo Water System.

Small water meters primarily serve residential customers. Over 11,000 small water meters in the system are over 20 years old. The recommended replacement age for small water meters is 20-25 years. Water meters measure the volume of water a customer uses. As meters age, the accuracy in measurements decreases and leaks may develop. Without accurate measurements, billing inaccuracies can take place and leaks can go undetected. Water losses are required to be reported to the State annually and without accurate measurements, the true quantity of those losses is unknown.

These upgrades and replacement projects are necessary due to the current condition of the City’s metering infrastructure and to enable the City to more accurately measure and report water usage, improve the capability to detect leaks, and increase efficiency relating to meter-reading tasks.

The WaterSMART Water and Energy Efficiency Grant award will supplement an existing Capital Improvement Project (CIP) that was partially funded in the City's Capital Improvement Program (CIP). The funds from the grant will go towards supplementing the costs of purchasing and installing thousands of meters to replace those exceeding useful life. Accepting the WaterSMART Water and Energy Efficiency Grant program will fund Date: April 12, 2022
Subject: ADOPT A RESOLUTION ACCEPTING A WATER AND ENERGY EFFICIENCY GRANT

FROM THE UNITED STATES BUREAU OF RECLAMATION FOR REPLACEMENT

OF AGING WATER METERS AND AUTHORIZING THE CITY MANAGER TO

EXECUTE A GRANT AGREEMENT WITH THE BUREAU OF RECLAMATION AND NOTICING INTENT TO AMEND FISCAL YEAR 21-22 CAPITAL IMPROVEMENT BUDGET PROJECT WT7098 IN THE AMOUNT OF $2,000,000

Page 2 ends

the increased cost of installation and allow for the purchase of additional meters.

FISCAL IMPACT
There is no impact on the General Fund. The Meter Replacement Program is already an existing and funding has already been encumbered from the Water Enterprise Fund for this project (Project No. WT7098). The grant funding obtained will offset the increased cost of installation and ability to purchase additional meters.

ENVIRONMENTAL REVIEW
Water Department staff have reviewed the project and determined that it is Class 1 categorically exempt from the California Environmental Quality Act (“CEQA”) pursuant to section 15301 of Title 19 of the California Code of Regulations as it consists of the repair and maintenance of existing public or private structures.

ATTACHMENTS

1. Reso USBR WEEG Acceptance Resolution -NOI re Budget CAO Stamp

CONTACT
Beth Schoenberger, Acting Water Director (707) 648-5439 [email protected]
RESOLUTION NO. 22-_______ N.C.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO ACCEPTING

THE US BUREAU OF RECLAMATION WATERSMART WATER AND ENERGY

EFFICIENCY GRANT, AUTHORIZING THE CITY MANAGER TO EXECUTE AN

AGREEMENT, AND
NOTICING INTENT TO AMEND FISCAL YEAR 2021-22 BUDGET IN THE AMOUNT OF $2,000,000 FOR THE METER REPLACEMENT PROJECT
WHEREAS, on August 25, 2020 the City Council adopted Resolution No. 20-107 N.C. authorizing an application to be submitted to the Bureau of Reclamation to finance a portion of the costs of implementing the City of Vallejo Water Main and Small Meter Replacement Program (the “Project”), to improve water conservation and meter reading efficiency; and
WHEREAS, the grant application was ultimately submitted solely for meter replacements and installation and did not include water main replacements; and WHEREAS, on April 28, 2021, the City received notification from the Bureau of Reclamation stating the City would receive $2,000,000 in grant funding to augment existing funding for the Project; and
WHEREAS, this project will now be a mix of bond funding and grant funding and allow for additional water meters to be replaced and to cover the increase in installation costs; and;
WHEREAS, this resolution serves as notice of intention to accept the US Bureau of Reclamation Water SMART Water and Energy Efficiency Grant and amend the Federal Grant fund for Fiscal Year 2021-2022.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the City Manager, or his designee, to accept the US Bureau of Reclamation WaterSMART Water and Energy Efficiency Grant; and
BE IT FURTHER RESOLVED the City Council hereby provides notice of the intent to amend the Fiscal Year 21-22 Water Department budget by increasing revenue and expenditure in the amount of $2,000,000 to implement the City’s WaterSMART Grant; and
BE IT FURTHER RESOLVED the City Council hereby authorizes the City Manager to execute an agreement between the City of Vallejo and the US Bureau of Reclamation relating to said grant.

Adopted by the City Council of the City of Vallejo at a regular meeting held on April 12, 2022 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________________
ROBERT H. MCCONNELL, MAYOR
ATTEST:
______________________________________
DAWN G. ABRAHAMSON, CITY CLERK

Vallejo City CouncilApril 12, 2022

Vallejo City Council
April 12, 2022