notice and agenda cities association board...

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

IN SANTA CLARACOUNTY

2015-2020


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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

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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


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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


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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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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.

*


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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


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SERVE THE PERSONGIVE PEOPLE WHAT THEY NEED, NOT WHAT WE HAVE. MORE EFFECTIVE, MORE EFFICIENT, MORE HUMANE.


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%


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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%


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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


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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.

DESTINATIONHOMESCC.ORG

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

#StrongerCommunity #WorkingTogether

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.

SAMPLE COMPLETED PROJECTS: Silicon Valley Talent Partnership

SVTP Proprietary

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]

notice and agenda cities association board...

Documents