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and a detailed scope of work for the project. <br />N/A <br /> <br />15. For Capital Improvement Projects (CIPs), describe land tenure status (e.g. does your agency own or lease the <br />property). If you do not have site control, describe your site control plan. <br />CDBG regulations require a "long-term lease" of a minimum of 15 years. <br />N/A <br /> <br />16. For Capital Improvement Projects (CIPs), will relocation be required if the building is occupied? <br />If yes, describe and upload your agency's relocation plan. If this is not applicable, enter "N/A". <br />N/A <br /> <br />17. For Capital Improvement Projects (CIPs), identify the project team (e.g. architect/engineer, contractor, and/or <br />consultants). <br />N/A <br /> <br />18. For Capital Improvement Projects (CIPs), has a Market Study, Property Needs Assessment and/or other <br />evaluation which identifies the need for the proposed project been completed? <br />If yes, describe and upload the study/assessment/evaluation. If this is not applicable, enter "N/A". <br />N/A <br /> <br />19. For Capital Improvement Projects (CIPs), how will this project comply with federal Davis-Bacon/Fair Labor <br />Standards Act requirements? <br />N/A <br /> <br /> <br />POLICY CONSISTENCY <br />20. Identify AT LEAST ONE Critical Human Services Need from the "City of Pleasanton Human Services Strategic <br />Plan Needs Assessment Update 2018-2022" that relates to your program/project. <br /> <br />21. Identify AT LEAST ONE critical systemic challenge from the "City of Pleasanton Human Services Strategic Plan <br />Needs Assessment Update 2018-2022" that relates to your program/project. <br /> <br />22. How will the program/project address the critical systemic challenge selection in question #22? <br />Our program tackles the systemic challenge of lack of coordination among service providers by: <br />Centralized Hub: Establishing a coordination hub for regular meetings and information sharing among service providers at our <br />quarterly Collab Lab community meetings. <br />Shared Database: Piloting a centralized database for real-time data exchange and collaboration with the Livermore Connects <br />initiative between CityServe, Tri-Valley NonProfit Alliance, Axis Health, Tri-Valley Haven and Open Heart Kitchen. <br />Needs Assessment: Our leadership is on the steering committee for the Alameda County comprehensive needs assessment <br />to identify gaps, redundancies, and collaboration opportunities. <br />Standardized Process: Introducing a standardized intake and referral process for consistency and clarity. <br />Cross-Training: Facilitating cross-training sessions to enhance understanding and collaboration among service providers. <br />Quality Improvement: Implementing continuous quality improvement to adapt to changing community needs. <br />Community Engagement: Engaging the community to raise awareness and foster a collaborative approach. <br />This approach ensures streamlined efforts, reduces duplication, and maximizes the impact of homeless intervention and crisis <br />stabilization services. <br /> <br /> <br />23. Identify AT LEAST ONE City of Pleasanton U.S. Department of Housing and Urban Development (HUD) FY 2020- <br /> Workforce Development/Unemployment <br /> Healthcare and Behavior Health <br /> Disability Services and Access <br /> Food and Nutrition <br /> Youth Services <br /> Senior Services <br /> Homeless in the Tri-Valley <br /> Services Provider Critical Initiatives <br /> Lack of consumer information about services/need for education <br /> Lack of coordination, missed opportunities for collaboration, duplication of services among service providers, and lack of <br />centralized database between service providers and public agencies <br /> Time and cost associated with obtaining services including transportation and connectivity of citizens to services