06 Attachment 1 - Laserfiche WebLink

City of Pleasanton 2018 - 2022 Strategic Plan — Human Services Needs Assessment • Tri -Valley Anti -Poverty Collaborative: The Tri -Valley Anti -Poverty Collaborative is a cross -sector collaboration formed to address issues of hidden poverty in the Tri -Valley Area. • Tri -Valley School Health Initiative: Serves as a gateway to make contact and engage with under- served communities, to provide health screenings, linkages, and health care enrollment opportunities toyouth and families in the Tri -Valley: The initiative aims to establish the health fair as an annual event that increases. youth and family's access to culturally -relevant prevention services, and strengthens the continuum of school -linked health supports throughout the Tri -Valley. Commission members also identified a need to include public agencies, volunteer organizations and faith - based organizations in the, alliance. The commission believes that by prioritizing collaboration and information sharing, this effort will ensure that local public agencies (such as schools, the health department, etc.) are connected with what is happening on the ground in the community, and that such knowledge will inform their provision of services. This alliance also connects service providers with faith -based organizations from which volunteers may be recruited. Measures of Success (planning)- Identify planning) Identify networking groups to partner with to raise awareness about, and understanding of, available public and non-profit services • Assign commission members to attend meetings Measures of Success (implementation) • Number of jointly sponsored campaigns, activities, proposals, etc. . . . I • Member feedback • Regular updates from designated staff and commissioners on progress of outreach coordination Strategic Action #4: Prepare to update 2021 Eastern. Alameda County Human Services Needs Assessment (EACHSNA) The commission has expressed their intention to be more data driven in their decision making and funding . recommendations. Much of this data has come from the EACHSNA, which was last completed in 2011. The data gathered was derived from, census information, surveys of hard to reach populations, providersurveys, focus groups, and key informant interviews. This.vital data takes time, planning and budgeting. In this action, the commission will take. steps to use the 2020 census data to update the EACHSNA in 2021. The commission and city staff will partner with Dublin and Livermore to prepare for an updated Needs Assessment. Measures of Success: • Audit�the 2011 EACHSNA for effectiveness and usefulness with Livermore, Dublin and key service providers to determine a scope for the RFP • Add RFP.scope and cost estimates to 2 -year budget • Draft iRFP for firm to conduct EACHSNA. I THE CITY OF - - - PL£ASAN'TONe September S, 2018 10 I