notice and agenda cities association board...
TRANSCRIPT
NOTICE and AGENDA
CITIES ASSOCIATION
BOARD OF DIRECTORS MEETING AGENDA Thursday, February 12, 2015, 7:00 p.m.
West Conference Room, Sunnyvale City Hall 456 West Olive Avenue, Sunnyvale, CA
This agenda and packet is available at www.citiesassociation.org.
1. Welcome, Introductions and Roll Call 7:00
2. Oral Communication (This time is reserved for public comment and is limited to topics not on the agenda; comment time not to exceed 3 minutes.)
7:00 - 7:05
3. Consent Calendar a. Approval of Minutes of January 8, 2015
b. Acceptance of Financial Reports
1. January 2015 Balance Sheet 2. January 2015 Budget Report 3. January 2015 Transactions Report
7:05 – 7:10
4. Presentations & Discussions a. Community Plan to End Homelessness (Leslye Corsiglia, Jennifer Loving)
1. Presentation 2. Request for Endorsement
b. Silicon Valley Talent Partnership (Chuck Reed, Lea King) 1. Presentation
7:10 – 7:30
7:30 – 7:50
5. Old Business a. Review of Priorities for 2015 (Baker)
1. Review of Subcommittees 2. Timeline of Presentations/Updates
b. Update on Partnership to Improve Community Health Project Grant Collaboration with SCC PHD (Baker)
7:50 – 8:00
8:00 – 8:05
6. New Business a. Discussion of Topics for May 14th General Membership Meeting (Baker) b. CSC Meeting Report (Baker) c. City Managers’ Association Report (Mark Linder) d. Legislation Report (Betsy Shotwell)
8:05 – 8:20 8:20 – 8:25 8:25 – 8:30 8:30 – 8:40
7. Joys & Challenges 8:40 – 8:50
8. Announcements
8:50 – 9:00
9. Adjournment and Next Meeting Thursday, March 12, 7pm, Sunnyvale City Hall
9:00
Draft Minutes BOARD OF DIRECTORS MEETING
Sunnyvale West Conference Room January 8, 2015
The regular meeting of the Cities Association Board of Directors was called to order at
7:00 p.m. with President Jason Baker presiding.
1. Call to Order/Roll Call Present: Also Present:
Jason Baker, Campbell Betsy Shotwell, San Jose Rod Sinks, Cupertino Liz Gibbons, Campbell Peter Leroe-Munoz, Gilroy Lon Allan, Monte Sereno Jan Pepper, Los Altos Mark Linder, Campbell Gary Waldeck, Los Altos Hills Bonnie Broderick, SCC PHD Rob Rennie, Los Gatos Sara Cody, SCC PHD Walter Huff, Monte Sereno Stephanie Stuehler, SCC Fire Steve Tate, Morgan Hill Jeff Ordway, Cupertino Greg Scharff, Palo Alto Angelica Jimenez, Palo Alto Chappie Jones, San Jose Tina Hugg, Midpeninsula Regional Open Mary-Lynne Bernald, Saratoga Space District Jim Griffith, Sunnyvale Raania Mohsen, Cities Association
2. Oral Communication: None 3. Consent Calendar
Approval of November and December Financial Statements and Minutes for November 13, 2014 Board Meeting. Motion (Griffith)/ Second (Leroe-Munoz). Motion carried unanimously (12:0). Ayes: Baker, Bernald, Griffith, Huff, Jones, Leroe-Muñoz, Pepper, Rennie, Scharff, Sinks, Tate, Waldeck. No: Absent: Esteves, Matthews, Mountain View Representative
4. Presentation & Discussion a. Leadership Academy Members presented “Who Does the Future Belong
to?” and the value of engaging the millennial generation in land use decisions. o The Leadership Academy is a talent development program for municipal
employees focused on enhancing leadership skills and developing career opportunities. At the end of each program, participants form teams and present on a topic identified and sponsored by a city and its city manager.
o The “who does your future belong to” team was sponsored by Palo Alto City Manager Jim Keene; members included:
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§ Stephanie Stuehler, Santa Clara County Fire (presenter) § Jeff Ordway, City of Cupertino (presenter) § Angelica Jimenez, City of Palo Alto (presenter) § Brian Babcock, City of Saratoga § Jacqueline Guzman, City of Cupertino § Jennifer Codianne, Santa Clara Valley Water District § Kristina Alfaro, City of Cupertino § Tina Hugg, Midpeninsula Regional Open Space District (presenter)
o “Millennials are affected by land use decisions being made today which will shape the communities they live, work, and raise their families in. It will also impact their ability to keep their multi-generational family unit local. If we don’t understand what Millennials value and prefer, how can cities design desirable communities for future residents?”
o Millennials were born in 1980’s – 2000’s and are in their teens – 30’s. o Research shows that 50% of our current decision-makers are over the age
of 40, while 50% of the population in Santa Clara County is under 40. o Research also shows that there is a big difference between the overall
ethnicity of our decision makers and the representation of ethnicity in Santa Clara County. The group that appears to be missing from the decision makers and the voting population are the Millennials.
o Millennials have several characteristics that describe them: digital natives, highly educated and networked, more ethnically diverse, adaptive, and they expect things to happen fast.
o Why is there a disconnect with government? § Government does not know the audience and how to reach out to
them; § Millennials work 9 to 5 and will likely not go to the council chambers
after a day of work, but will probably go hang out at a “cool” place like the food truck event in the community;
§ New forms of communication are taking precedence, e.g. Snap chat, Instagram, Twitter, Facebook, etc.,
o Some likely explanations why Millennials and others don’t’ engage with local government include:
§ The age divide – older generations often look at the younger generation with critical eyes;
§ Cultural and language diversity; § Lack of trust in government; § Lack of interest in government; § Changing family structures leave little time to get involved; § Current government process is described as unwelcoming; the
current council meeting setting can be a bit intimidating and many don’t find it comfortable standing at the podium and addressing the dais of elected officials.
o To improve the connection, government can: § Join them in the cloud; communicate and market through Facebook
and Instagram;
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§ Dedicate staff to ensure engagement with Millennials; § Prioritize marketing to Millennials; they are the most marketed
generation in history. § Include currently employed Millennials in staff focus groups to
address engagement with Millennials; § Adapt to changing technology; update the process of public input to
utilize the latest technological forms of engagement so that Millennials will be likely to participate; make it fun and interactive.
o Organizations can learn from other agencies or research best practices, e.g. San Mateo County Connect forum, Mobile Government 2014 forum.
o Lastly, we need to start engagement sooner and bring civics back to our public education system, partner with school districts and participate in City Council 101 classes and activities.
o For more information and for the presentation transcript, go to www.whodoesthefuturebelongto.weebly.com
b. Dr. Sara Cody and Bonnie Broderick of the Santa Clara County Pubic Health
Department presented on the department’s mission and a new grant available for cities to develop policies that impact health in our communities.
o SCC PHD’s vision is to create a healthy safe community for all people to live, learn, work, and play; its vision is to prevent disease and injury and create environments that promote and protect the community’s health.
o Vision and mission is accomplished through: § a focus on policy and environmental change strategies; § inclusion of strategies that shape social norms related to health
behaviors; § a prevention framework; and, § a prioritization of strategies that eliminate health disparities and
address underlying health inequities. o Policy, systems, and environmental change can impact large segments of
the population at a cost much less than the treatment system. o Example: for every $1 the state has been spending on the tobacco
program it has been reducing statewide healthcare costs by more than $3.60.
o Recent collaborations in SCC include Communities Putting Prevention to Work (2010 – 2012) and the Community Transformation Grant - South County (2013-2014), which led to tobacco prevention policies, healthy food and beverage policies, Let’s Move Counties, Cities and Towns Initiative (100% participation in SCC), and safe & active parks collaborations (South County).
o As a result of previous success, SCC has been awarded a new federal grant to continue its efforts.
o SCC has been awarded $1.9 million from the Center for Disease Control & Prevention to address chronic disease and related risk factors, including tobacco use and exposure to secondhand smoke, poor nutrition, lack of physical activity, and limited access to chronic disease prevention.
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o The Partnerships to Improve Community Health (PICH) grant funds are restricted and need to be utilized to focus on policy, systems, and environmental change improvements and must reach 75% of the county ‘s population.
o About half of the grant will be distributed to community organizations; nine RFP’s have been posted on bidsync.com.
o $180,00 – 240,000 per year is set aside for cities for the next 3 years to implement the following evidence based practices:
§ Smoke-free Multi-Family Housing § Reducing Youth-Access & Exposure to Tobacco in stores § Healthy Food & Beverage Standards/ Healthy Procurement § Active Transportation Promotion/ Policies to Increase Physical
Activity, Utilization of Trails, etc., o Staff support from the PHD is available to provide technical assistance,
training, facilitation, etc., o The PHD has proposed to collaborate with cities through the Cities
Association on the implementation of the evidence based practices and the allocation of resources to the cities. The Cities Association endorsed the collaboration. Motion (Scharff)/ Second (Tate). Motion carried unanimously 12:0.
Ayes: Baker, Bernald, Griffith, Huff, Jones, Leroe-Muñoz, Pepper, Rennie, Scharff, Sinks, Tate, Waldeck. No: Absent: Esteves, Matthews, Mountain View Representative
o It was proposed to form a subcommittee that would work with interested
staff from cities and PHD staff to formulate and implement strategies promoting health equity in our communities.
o The Board supported the formation of the subcommittee and appointed two Members: Jason Baker of Campbell and Greg Scharff of Palo Alto. Motion (Scharff)/ Second (Baker). Motion carried unanimously 12:0.
Ayes: Baker, Bernald, Griffith, Huff, Jones, Leroe-Muñoz, Pepper, Rennie, Scharff, Sinks, Tate, Waldeck. No: Absent: Esteves, Matthews, Mountain View Representative
o Funds need to be utilized by September 29, 2015; this short timeline will
likely have an influence on which jurisdiction will be able to participate for the first year.
5. New Business
a. Review & Adoption of Priorities for 2015: President Jason Baker presented suggested priorities for review and discussion:
o Affordable Housing
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o Homelessness o RHNA Sub-region o Transportation o Minimum Wage.
Suggested priorities also included a continued effort to review Community Choice Aggregation, and Pubic Safety and the efforts of shared services between fire departments in the county. Board Members supported the suggested focus priorities and requested potential presentation on recycled water as an effort to support environmental sustainability and water conservation. Motion (Griffith)/ Second (Sinks). Motion carried unanimously 12:0. Ayes: Baker, Bernald, Griffith, Huff, Jones, Leroe-Muñoz, Pepper, Rennie, Scharff, Sinks, Tate, Waldeck. No: Absent: Esteves, Matthews, Mountain View Representative Subcommittees for each focus priority was formed as follows: 1. Affordable Housing – Rob Rennie, Greg Scharff, Jan Pepper, Steve Tate 2. Homelessness – Jason Baker 3. Minimum Wage – Jim Griffith, Rod Sinks 4. RHNA Sub-Region – Mary-Lynne Bernald, Greg Scharff, Gary Waldeck 5. Transportation – Jason Baker, Rob Rennie, Rod Sinks, Greg Scharff, Steve Tate Board Members not present will be notified and encouraged to express interest in preferred subcommittees by the next Board Meeting in February.
Board Members also discussed working with local state representatives and proposing legislation to address regional issues such as school impact fees.
b. CSC Meeting Report: 1st Vice President Jim Griffith reviewed CSC
appointments made to ALUC, LAFCO, RWRC, and OAC.
c. City Managers’ Association Report: City Manager Mark Linder’s report included announcement of CMA’s first meeting of the year to take place on January 14th and to include review of priorities for 2015. Cities Association’s priorities will be shared for reference.
d. Legislation Report: Betsy Shotwell of San Jose provided update. Thirty-nine
new representatives have been elected to the state legislature and were sworn in early December. Legislature returned to session January 5th. Governor provided state of the state and state budget to be released January 9th. He mentioned appreciation of bipartisanship and commended the legislature for its support of the water bond and establishment of the rainy day fund. His priorities include education, public safety reform, health care, transportation, and reducing the state’s carbon footprint. Two hundred bills have been introduced. Senator Leno
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is carrying a minimum wage bill, SB 3. Deadline to introduce new bills is February 27th.
6. Joys and Challenges:
Board Members discussed housing development and growth, schools’ impact on growth, the proposed extra lane on Hwy 85, an alternative Bus Rapid Transit Lane, and the new tobacco retail license ordinance in Gilroy.
Adjournment, 8:52 pm Next Meeting: Thursday, February 12, 7 pm, Sunnyvale City Hall. Respectfully submitted, Raania Mohsen Executive Director, Cities Association of Santa Clara County
2015 PRIORITIES 1. Affordable Housing
It is important to continue efforts of 2013 and 2014 and address cities’ challenges with meeting the needs of affordable housing in their communities. For 2015, continue collaboration with Housing Trust Silicon Valley, Silicon Valley Leadership Group and other key stakeholders. Through collaboration we can pursue further consideration of a regional housing administration policy, either through a Joint Powers Authority or other body, to ensure the efficient utilization of existing and future housing dollars; establishment of permanent sources of funding, such as the housing impact fee adopted by the cities of Mountain View and San Jose; and the implementation of other strategies such as the use of cap-and-trade funds and Enhanced Infrastructure Financing Districts via Senator Beall’s SB 628.
2. Homelessness Homelessness impacts all cities in the county; over 7,000 people are homeless in the county on any given night; 75% percent of homeless in SCC are unsheltered; 1/3 are chronically homeless; 46% suffer from a mental illness; 16% have substance abuse concerns; 10% are veterans; 24% are under 24. Regional/governance coordination is needed in order to maximize resources; collaborate with key stakeholder organizations to address the growing issue of homelessness impacting our region.
3. RHNA Sub-Region Option RHNA is the state mandated process used to identify the total number of housing units that each jurisdiction must accommodate in its Housing Element. For the current cycle (2014-2022) the counties of San Mateo, Napa, and Solano have formed sub-regions. A sub region is required to meet its statutory requirements as the regional allocation process but it can develop its own methodology, issue draft allocations to member jurisdictions, conduct the revision and appeals processes, and issue final allocations. Generally, the cities and the county within the sub region have more flexibility to ensure that the allocations make sense. The Cities Association and the City Managers Association reviewed and considered this option in 2011 and decided to postpone the formation of a sub region when more resources are available to provide oversight and facilitation. Continue exploration of the RHNA sub-region option (for the next cycle 2023-2031) in which our region, with major participation from the City of San Jose, can own the responsibility of preparing a sub-regional housing need allocation for the geographic area of Santa Clara County.
4. Transportation Collaborate with key stakeholders on potential ballot measure for 2016 to provide funding for key transportation projects while considering geographic balance across the region and the highest return on investment.
5. Minimum Wage Consider Minimum Wage Ordinance; the cities of San Jose, Mountain View, and Sunnyvale have established inflation-indexed minimum wages of $10.30. Sunnyvale and Mountain View have additionally set a goal of reaching $15.00 by 2018. It is important for cities to collaborate and implement regional consistency.
THE CITIES ASSOCIATION WILL CONTINUE TO REVIEW/SUPPORT: 1. Community Choice Aggregation – As cities continue to identify ways of achieving
sustainability and reducing green-house-gas (GHG) emissions to meet the requirements of AB 32 & SB 375, Community Choice Aggregation (CCA) is an option to be considered as a means to achieve greater GHG reductions than all other available approaches combined when updating Climate Action Plans. Because Community Choice Aggregation allows a city to enter into energy purchase agreements from renewable sources, which residents can voluntarily utilize, it has the proven ability to reduce electricity rate and rapidly green the grid. The City of Sunnyvale has taken the lead on pursuing a CCA and is planning for a feasibility study. The initial study is funded for up to $30,000 by Sunnyvale, Mountain View, Cupertino, and Santa Clara County. The study will focus on cities interested in a CCA, costs and risks of establishing a CCA, and how best to move forward in establishing a CCA regarding framework and lead agency. Other jurisdictions that have expressed interest in participating in the CCA include Los Altos, Los Altos Hills, Monte Sereno, Morgan Hill, and San Mateo County. Next steps for Sunnyvale include working with partners and consultants; presenting to community, partners, and commissions; and bringing it back to Sunnyvale City Council’s approval in February. Update on progress and collaboration to be presented to Cities Association Board of Directors in 2015.
2. Public Safety and potential benefits of regional consolidation of public services - Regionalization efforts led by the Fire Chiefs Association to promote economies of scale, seamless coordination, and enhanced efficiencies; presentation rescheduled from November 2014 to 2015.
THE LEGISLATIVE ACTION COMMITTEE 2015 PRIORITIES INCLUDE: 1. Collaboration with our Santa Clara County State & Federal Legislative Delegation -
Support and promote legislative efforts initiated by our delegation to enhance local government. Work with local state representatives to initiate legislation in support of regional priorities.
2. Collaboration with the League of California Cities - Support the League of California Cities’ advocacy on behalf of cities.
01/12/2015
Organization of 2015 Priorities
Board-approved Priorities and Subcommittees were identified at the January 8th Board Meeting.
Champions (subcommittee leaders), additional subcommittee members, and dates of presentations TBD by February 12th Board Meeting.
The names listed include initial Board Members to date who have expressed interest in working on the priority; additional Board Members to join subcommittees; asterisks indicate champions for the priority and subcommittee.
Priority Subcommittee Members Date of Presentation
Affordable Housing Rob Rennie, Jan Pepper, Greg Scharff, Steve Tate
Homelessness Jason Baker*
RHNA Sub-Region Option Mary-Lynne Bernald, Greg Scharff*, Gary Waldeck Lon Allan
Transportation Jason Baker*, Rob Rennie, Greg Scharff, Rod Sinks, Steve Tate
Minimum Wage Jim Griffith*, Rod Sinks
REQUEST TO MAKE A PRESENTATION TO THE CITIES ASSOCIATION
BOARD OF DIRECTORS
NAME OF ORGANIZATION: DESTINATION:HOME BACKGROUND INFORMATION: OVER THE COURSE OF THE PAST YEAR, DESTINATION:HOME CONVENED PARTNERS—OVER 200 STAKEHOLDERS FROM BOTH THE PUBLIC AND PRIVATE SECTOR—TO DEVELOP A COMMUNITY RESPONSE TO HOMELESSNESS. THE RESULTING COMMUNITY PLAN TO END HOMELESSNESS WAS APPROVED BY THE DESTINATION:HOME LEADERSHIP BOARD IN NOVEMBER. IT LAYS OUT A COMPREHENSIVE STRATEGY TO RESPOND TO HOMELESSNESS, AND INCLUDES THREE STRATEGIES-‐-‐ DISRUPT SYSTEMS, BUILD THE SOLUTION, AND SERVE THE PERSON. THE PLAN IS ACCOMPANIED BY AN ANNUAL IMPLEMENTATION DOCUMENT THAT INCLUDES ANNUAL GOALS, OUTCOMES, AND TACTICS TO ACHIEVE THE PLAN. REQUEST (WHAT WILL BE PRESENTED?): DESTINATION:HOME REPRESENTATIVES WILL BE AT THE MEETING TO PRESENT THE COMMUNITY PLAN. RELEVANCE TO THE CITIES ASSOCIATION: AFFORDABLE HOUSING AND HOMELESSNESS IS A PRIORITY FOR MANY CITIES IN SANTA CLARA COUNTY. WITH ONE OF THE HIGHEST POPULATIONS OF HOMELESS RESIDENTS IN THE NATION, SANTA CLARA COUNTY CITIES NEED TO COME TOGETHER TO RESPOND TO THIS REGIONAL ISSUE. WHAT ACTION IS REQUESTED OF THE CITIES ASSOCIATION? DESTINATION:HOME IS REQUESTING THAT THE CITIES ASSOCIATION ENDORSE THE PLAN. MATERIALS TO BE SENT TO SUPPORT PRESENTATION: THE COMMUNITY PLAN TO END HOMELESSNESS AND THE ACCOMPANYING ANNUAL IMPLEMENTATION DOCUMENT.
COMMUNITY PLAN TO END HOMELESSNESS
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ABOUT THIS PLANThis plan exists to create a community-wide roadmap to ending homelessness for the next five years. This plan will guide governmental actors, nonprofits, and other community members as they make decisions about funding, programs, priorities, and needs. This plan was created in April-August 2014 after and through a series of community summits related to specific homeless populations and homeless issues in Santa Clara County, including summits related to:
An implementation body will use this plan as a guide to create an annual community action plan that will provide the “how” to this plan’s “what.” In 2014, the annual action plan has been heavily informed by the information provided by community members at the summits.
Youth Families Veterans North County South County Environmental advocates
Discharging institutions (health care, mental health, corrections)
Nonprofit board members Disruptive thinking about housing
WHAT WE WANT
WHO WE ARE
A community in which all residents have access to appropriate and affordable housing and the support they need to retain it. We can end homelessness.
WE KNOW HOW.
ENDHOMELESSNESS
LAW ENFORCEMENT
PRIVATE FOUNDATIONS
ORGANIZATIONS
ENVIRONMENTALADVOCATES CI
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DESTINATION: HOME
PUBLIC TRANSIT
HEA
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CAR
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SBENEFITS
CASE WORKERS
J
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HOUSING DEVELOPERS
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LSFAITH BASEDLOCAL CITIES
EDUCATION
EMPLOYERS
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COMMUNITY PLAN TO END HOMELESSNESS
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OUR VISION: No one lives outside.It can happen to anyone: a job loss; a medical condition; missing a rent payment; falling behind and finding that you
have nothing to fall back on. There are many ways someone can become homeless and only one way to really solve it.
Homelessness doesn’t end when we clear out an encampment or when we hand out blankets. Homelessness ends when
everyone has a home.
In our community, a public-private partnership has been formed and already started removing traditional institutional
barriers, creating new ways to provide accessible and affordable housing and defying convention in finding homes for many
people, but there is still more to be done. It is time for our successes to be brought to scale.
Silicon Valley doesn’t give up when there’s a challenge. We solve it.
Over the last decade, Santa Clara County has gradually organized around a community-wide effort to address
homelessness. In 2003, the City of San Jose completed a Homeless Strategy designed to eliminate chronic homelessness
by focusing on prevention, rapid rehousing, wraparound services and proactive efforts. That led to Santa Clara County’s
2005 Ten Year Plan to End Homelessness, and the 2008 Blue Ribbon Commission culminating in the establishment of
Destination: Home as the public-private partnership vehicle to implement these strategies, resulting in a 2011 campaign
geared towards ending chronic homelessness. Time and results have taught us that of the strategies laid out in 2003,
access to housing is what works.
We can end homelessness. We know how. Move people into homes and align the support services they need to be
successful and the cycle of homelessness stops.
Over the last two years, our coordinated effort proved that a Housing First model works in Santa Clara County. It
demonstrated what national experts have known for years: it’s cheaper to permanently house someone than to continually
care for them while they live on the street. Lasting inter-agency partnerships have been forged and a new table of local
leadership emerged to tackle our toughest barriers. With the momentum of this short term campaign, a singular question
presented itself, “How many people should we leave on the streets?” The immediate and definitive answer our leaders
delivered was, “None.”
Ten years of progress has brought Santa Clara County to this point in time. We have new collaborative cross sector
partnerships. We have a track record of success with a new housing system. We have new tools to engage both public and
private sector funders. The public is demanding a real solution to homelessness and we are dedicated to delivering one. It’s
time to reimagine homes and rebuild lives. We can end homelessness. This is how we start.
The Destination: Home Leadership Board:
Chris Block
Jan Bernstein Chargin
Louis Chicoine
Leslye Corsiglia
Frederick J. Ferrer
Shannon Giovacchini
Eleanor Clement Glass
Beau Goldie
Gary Graves
Katherine Harasz
John A. Sobrato
Ben Spero
Ted Wang
COMMUNITY PLAN TO END HOMELESSNESS
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HOW CHANGE WILL HAPPEN:
Secure the right amount of funding needed to provide housing and services to those who are homeless and those at risk of homelessness.
Adopt an approach that recognizes the need for client-centered strategies with different responses for different levels of need and different groups, targeting resources to the specific individual or household.
1 2 3DISRUPT SYSTEMS
BUILD THE SOLUTION
SERVE THE PERSON
Develop disruptive strategies and innovative prototypes that transform the systems related to housing homeless people.
OUR TARGETS:CHRONICALLY HOMELESS:2,518
VETERANS: CHILDREN, YOUTH, AND FAMILIES:
>2,333Will Be Housed
Will Be Housed
Will Be Housed
One represents 100 people
In the 2013 Santa Clara County Point In Time (PIT) count, there were 2518 chronically homeless people, not including veterans.
In the 2013 PIT count, 1,266 unaccompanied youth under the age of 25 were identified, of which 164 (13%) were under 18. Also, there were 1,067 homeless individuals living in 349 families with at least one child under 18.
In the 2013 PIT count, 718 veterans were homeless.
718
COMMUNITY PLAN TO END HOMELESSNESS
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SERVE THE PERSON WHAT WE ARE DOING HOW WE WILL DO IT 2015 2020
TRANSFORMTHE WAY
GOVERNMENTRESPONDS TO
HOMELESSNESS
Rethink how government organizes to respond to homelessness
Independent, siloed responses from each government system, each focused on one piece of the puzzle (e.g., health care, income)
Regionally coordinated resources and funding with all systems accountable for moving people into housing
Ensure people leaving systems do not become homeless
Some homeless people leave systems (corrections, hospitals, mental health, foster care) without a next step in place
At discharge, all individuals have a plan for permanent housing and none are discharged to the streets
Increase access to benefits for people who are homeless or at risk of homelessness
In 2013, 35% of homeless people received no government benefits
Homeless and at-risk individuals access all income and service benefits for which they are eligible
DISRUPT SYSTEMS
INCLUDETHE PRIVATE
SECTORAND THE
COMMUNITY INTHE SOLUTION
Increase awareness People in the privatesector and communityoften see homelessness as an intractable and remote problem
Community members will understand their role in responding to homelessness and know it is solvable
Increase and align private resources
Overall, private funding is unpredictable and working towards diverse goals
There is a coordinated funding strategy across the community, increasingfunding, working towards the same goals, and relying on best practices
Provide opportunitiesfor the business sector to address homelessness
Businesses, oftenunintentionally, createbarriers to ending homelessness
Businesses are partners in housing and employing people who are homeless
Collaborate with community organizations
Some community groups target their resources to short-term responses
Informed community groups partner with other sectors to support efforts that endhomelessness
Engage with the environmental community to reduce the environmental impacts ofhomelessness
Unsheltered homelessness negatively impacts the environment and waterways and reduces the value of acommunity resource
This community has restored the environment, providing employment/housing opportunities for those formerly living in encampments
ACT FAST. STOP MANAGING ANDSTART ENDING HOMELESSNESS.
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COMMUNITY PLAN TO END HOMELESSNESS
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RentIncreases
Job Loss
DISRUPT SYSTEMSWHAT WE ARE DOING HOW WE WILL DO IT 2015 2020
THE BESTHOMELESSSYSTEM OF
CARE
Coordinate housing and services to connect each individual with the right housing solution
Homeless people may call many providers and sit on several waiting lists before they get housed and many families become homeless when it could be avoided
People who are homeless or at risk of homelessness get connected directly to the right resource for them
Respond to systembarriers and service gaps by making the best use of existing assets
There are many homeless programs and responses in this community, but no great way of knowing what works best, with lots of people still living outside
Community-wide, outcome-based decisions about the best programs andstructures to meet community needs are made and implemented
Partner across public and private sectors to improve systemic coordination
The private and public sectors operate independently, resulting in a patchwork of funding, priorities, and outcomes
Private sector and public sector funding is mutually supportive, creating a system of care that’s internally consistent
Increase provider capacity Homeless providerswant to end homelessness, but may not have the resources to do that
All homeless providers have sufficient resources to successfully implement programs that end homelessness
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Managing Homelessness
Ending Homelessn ess
* Housing First centers on providing people experiencing
homelessness with housing as quickly as possible – and then providing services
needed to maintain their housing. This approach has the benefit of being consistent
with what most people experiencing homelessness want and seek help to achieve.
*
COMMUNITY PLAN TO END HOMELESSNESS
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Ending Homelessn ess
UNIQUE APPROACHES TO UNIQUE POPULATIONS
BUILD THE SOLUTIONSCALE THE RESOURCES TO MEET THE NEED.
WHAT WE ARE DOING HOW WE WILL DO IT 2015 2020
CREATE NEWHOMES AND
OPPORTUNITIESFOR HOMELESSMEN, WOMEN,AND CHILDREN
Create 6,000 housingopportunities
There are approximately 6,000 people in our three target populations who do not have homes
People who are homeless have 6,000 more housing opportunities available to them
Fund supportive services for the new housing opportunities
People who are homeless, even if they have housing, often cannot maintain it without case management, health care, and financial services
Each of the 6,000 newtenants has access to the services that will allow him or her to maintain housing
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Affordable Homes
PermanentSupportive Housing
Converted Motels
TinyHouses
COMMUNITY PLAN TO END HOMELESSNESS
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SERVE THE PERSONGIVE PEOPLE WHAT THEY NEED, NOT WHAT WE HAVE. MORE EFFECTIVE, MORE EFFICIENT, MORE HUMANE.
WHAT WE ARE DOING HOW WE WILL DO IT 2015 2020
DIFFERENTRESPONSES
FORDIFFERENTLEVELS OF
NEED
Provide permanentsupportive housing toend chronic homelessness
Many disabled peoplewho have lived outside,sometimes for years, need housing that responds to their conditions
Chronically homeless people can access permanent supportive housing with intensive case management and wrap-around services
Expand rapid rehousing resources to respond to episodic homeleness
Some people in ourcommunity experience repeated bouts of homelessness and are not able to stabilize with the resources available to them
Households with barriers to housing can access a temporary housing subsidy and step down services that are structured to end homelessness for that household for good
Prevent homelessnessbefore it happens
There are not enoughresources availableto help people avoidhomelessness, or avoid homelessness again
Households at risk of homelessness have access to homeless prevention resources: housing stability services, emergency rental assistance, financial literacy, & landlord/tenant assistance and employment assistance and employment support services: child care, transportation, job training & placement
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Source: Applied Survey Research. (2013). Santa Clara County Homeless Census & Survey. Watsonville, CA. For more detail or to view the comprehensive report, please visit www.appliedsurveyresearch.org.
51%14%
12% 17%
4%
Mental illness*Substance abuseChronic physical illnessPhysical disabilityDevelopmental disability
* Mental illness includes PTSD, depression, and other mental illnesses including bipolar and schizophrenia. Note: Multiple response question, numbers will not total to 100%.
UNIQUE CHALLENGES of 2013survey respondentsreported a uniquechallenge.
64%
COMMUNITY PLAN TO END HOMELESSNESS
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WHAT WE ARE DOING HOW WE WILL DO IT 2015 2020
UNIQUEAPPROACHESFOR UNIQUE
POPULATIONS
Create bridges and supports for populations who struggle to function within the homeless system of care
Certain populations have specific barriers to accessing the resources available to them to end their homelessness:• Veterans• Persons living with
HIV/AIDS• Persons with serious
mental ilness• People with diabilities
Resources support all homeless subpopulations to access housing and make best use of their specific benefits, employment, housing opportunities, and access to food and healthcare
Structure housing and services to meet the needs of young people experiencing homelessness
Youth, children, and families are failed by several systems of care when they become homeless, and young people are underserved by a homeless system designed to meet adult needs
Systems of care work together to support housing and services that meet the needs of families, children, and youth, including robust prevention programs
Make resources available in all parts of the County
North & South County do not have many housing options, nor adequate access to county services, and transportation is limited
Housing and services are available to people living in North & South County, in their communities
SERVE THE PERSON3
Source: Applied Survey Research. (2013). Santa Clara County Homeless Census & Survey. Watsonville, CA. For more detail or to view the comprehensive report, please visit www.appliedsurveyresearch.org.
EmploymentAssistanceRent/Mortgage
Assistance
42%34%
Mental HealthServices
Alcohol/DrugCounseling
24% 21%
WHAT MIGHT HAVE PREVENTED RESPONDENTS’ HOMELESSNESS OBSTACLES TO SECURINGPERMANENT HOUSING
No housing availability 18%
Bad credit 21%
No money for moving costs 30%
No job/ income 54%
COMMUNITY PLAN TO END HOMELESSNESS
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THANK YOU!Each summit was attended by a variety of stakeholders that donated their time to
ensure that this plan includes input from the full community.
PLANNING PARTNERS INCLUDED:
Abode Services
ACT for Mental Health
Audubon Society
Bill Wilson Center
California Water Boards
Office of SupervisorDave Cortese
California Youth Connection
Catholic Charities of Santa Clara County
City of Gilroy
City of Milpitas
City of Morgan Hill
City of San Jose
City of Sunnyvale
The Commonwealth Club
Community Solutions
Community Technology Alliance
Community Working Group
The David & Lucille Packard Foundation
Destination: Home
Downtown Streets Team
Family Supportive Housing, Inc.
Gilroy Compassion Center
Goodwill of Silicon Valley
Office of Assemblyman Rich Gordon
Greenbelt Alliance
The Health Trust
HomeAid Northern California
HomeFirst
Hospital Council of Northern California
Housing Authority of the County of Santa Clara
Housing Trust Silicon Valley
InnVision Shelter Network
Kaiser Permanente
Law Foundation of Silicon Valley
Purissima Hills Water District
Restore Coyote Creek
St. Joseph’s Family Center
St. Mary Parish Gilroy
San Jose State University
Santa Clara Adult Education
Santa Clara County Office of Reentry Services
Santa Clara County Creeks Coalition
Santa Clara Valley Medical Center
Santa Clara Valley Water District
Office of Supervisor Joe Simitian
The County of Santa Clara
Second Harvest Food Bank
Silicon Valley Children’s Fund
Silicon Valley Community Foundation
Silicon Valley Community Partnership
Sobrato Philanthropies
South County Collaborative
Stanford Hospital
Sunnyvale Community Services
Swords to Plowshares
United Way Silicon Valley
Valley Homeless Healthcare Program
Veterans Administration, Palo Alto Healthcare System
Water and Power Law Group PC
West Valley Community Services
COMMUNITY PLAN TO END HOMELESSNESS
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Taking this plan forward, THE 2014 IMPLEMENTATION GROUP INCLUDES:
Alison Brunner, Law Foundation of Silicon Valley
Beth Leary, Family Supportive Housing
Chris Elias, Santa Clara Valley Water District
Eileen Richardson, Downtown Streets Team andCommunity Technology Alliance
Elise Cutini, Silicon Valley Children’s Fund
Ellen Clear, The David and Lucile Packard Foundation
Erin Gilbert, Charles and Helen Schwab Foundation
Erin O’Brien, Community Solutions
Frederick J. Ferrer, The Health Trust
Javier Aguirre, Santa Clara County Office of Reentry Services
Jeff Ruster, City of San Jose Work2Future
Jennifer Loving, Destination: Home
Jenny Niklaus, HomeFirst
Julie Gantenbein, Water & Power Law Group PC
Karae Lisle, InnVision Shelter Network
Kate Severin, Department of Veterans Affairs
Katherine Harasz, Housing Authority of the County of Santa Clara
Kevin Zwick, Housing Trust Silicon Valley
Ky Le, County of Santa Clara
Leslye Corsiglia, City of San Jose
Louis Chicoine, Abode Services
Michael Fallon, San Jose State Universtiy
Michael Fox, Goodwill Industries
Poncho Guevara, Sacred Heart Community Services
Rick Williams, Sobrato Family Foundation
Roberta Rosenthal, Department of Veterans Affairs
Sara Doorley, Valley Healthcare for the Homeless
Shiloh Ballard, Silicon Valley Leadership Group
Sparky Harlan, Bill Wilson Center
Our gratitude to each of you for your work and dedication
to ending homelessness together.
REQUEST TO MAKE A PRESENTATION TO THE CITIES ASSOCIATION
BOARD OF DIRECTORS
NAME OF ORGANIZATION: Silicon Valley Talent Partnership BACKGROUND INFORMATION: Silicon Valley Talent Partnership creates, sources, and manages innovative and meaningful pro-bono partnerships between private sector volunteers and civic agencies, capitalizing on the unique opportunity to restore local government’s capacity to innovate, enhance service delivery, and improve the quality of life of residents and communities across Silicon Valley.
REQUEST (WHAT WILL BE PRESENTED?): Silicon Valley Talent Partnership requests to present an introduction pitch to the members of the Cities Association of Santa Clara County Board of Directors. Silicon Valley Talent Partnership will share an update on completed, current, and future projects and invite the cities to engage on partnerships to revitalize civic engagement. RELEVANCE TO THE CITIES ASSOCIATION: Silicon Valley Talent Partnership values the regional and local leadership of the Cities Association to improve the quality of life and services throughout Santa Clara County. Through our local and regional partnerships in Silicon Valley, we have engaged 113 volunteers from Harvard Business School Community Partners and from 39 companies such as eBay, Paypal, Yahoo, McKinsey & Company, EY, Hootsuite, Apigee, and McAfee. Our volunteers contributed 2,601 hours, which provided $372,922 worth of services to our public sector partners including the City of San José, City of Santa Clara, and Santa Clara Valley Transportation Authority (VTA). We recently received the Outstanding Community Partner Award on December 5, 2014 at Work2Future Community Builder Awards ceremony. We value the opportunity to engage the Cities Association to restore cities’ capacity to innovate, improve government services and improve the quality of life for all residents and communities. Our scalable projects include the library summer reading app, Small Business Ignite, Ending Hunger, and Youth Employment Partnerships. We will work collaboratively with city governments to scope and develop meaningful projects.
WHAT ACTION IS REQUESTED OF THE CITIES ASSOCIATION? Silicon Valley Talent Partnership requests the opportunity to engage with city governments throughout Santa Clara County to revitalize civic engagement through pro-bono cross-sector partnerships. Silicon Valley Talent Partnership requests the opportunity to follow up and engage the Mayor and City Manager on collaboration. MATERIALS TO BE SENT TO SUPPORT PRESENTATION Silicon Valley Talent Partnership Introduction Deck
SVTP connects our region’s private sector talent with civic institutions
It bolsters the capacity of public agencies’ through innovative pro bono project partnerships with private-
sector volunteers
The Silicon Valley Talent Partnership is a public-private partnership co-founded by the City of San Jose and the
Silicon Valley Leadership Group.
SVTP has enlisted premier pro bono advisory support and funding
Advisory Board (in development)
Pro Bono Partners
§ McKinsey & Company § Accenture § Edelman § Morgan Lewis § Harvard Business School
Launch Funding Partners
§ Ernst & Young § IBM § PWC § Adobe § Stryker § AT&T
§ McKinsey & Company
§ eBay § Cisco § Comcast § Knight Foundation
SVTP Metrics Dashboard
14 Completed Projects
125 Volunteers
2726 Volunteer Hours
$400,000 Total Volunteer Value
*We use Time Valua-on Reference table from Taproot to calculate value of our volunteer’s -me.
Library Summer Reading App
Helped San Jose Library create a summer reading app (IOS, Android and Web App) to
increase literacy retenEon during the summer.
6 Volunteers
400 Total Volunteer Hours
$46,070 Total
Volunteer Value
eBay
City of San Jose
Volunteers from eBay
City of Santa Clara Marketing & Branding
Created a Santa Clara MarkeEng and Brand Study to help the city of Santa Clara on an effort to make Santa Clara the choice city to
live, work, play and learn.
12 Total Volunteers
500 Total Volunteer Hours
$95,625 Total
Volunteer Value
HBS CP
City of Santa Clara
HBS CP Volunteers
Small Business Ignite Jan 2015: Business Planning, Accounting & Tax Planning
29 small businesses from San Jose participated in the Business Planning,
Accounting & Tax workshops.
8 Total Volunteers
70 Total Volunteer
Hours
$10,000 Total
Volunteer Value* (still verifying)
E&Y
City of San Jose OED, Business
Office Space SJ Downtown Association
What Small Busineses Learned:
“Value statement and SWOT Analysis in business planning”
“Importance of mission statement in focusing my plan”
“Profit margin guidelines, importance of being honest with cost”
“How to account for bad batches get qualified advisers”
“Resources, tools, good example from others in the group”
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SVTP Proprietary
Lea H. King, Executive Director, [email protected] Angdembey, Engagement Manager, [email protected]
Yan Yin K. Choy, Operations Manager, [email protected]