Association of California Cities—Orange County€¦ · Web view2017/12/11 · This discussion...

Association of California Cities—Orange County

November Draft

Committee Work Plans 2018

At the direction of the ACC-OC Board of Directors, staff has drafted committee work plans to help guide the efforts of each individual committee. This packet includes work plans for the following committees: Infrastructure and Technology, Residential Recovery Reform, and Local Government Finance, Economic Development and


Homelessness.


C O M M I T T E E W O R K P L A N S 2 0 1 8

INFRASTRUCTURE AND TECHNOLOGY │ 2018

Purpose The Infrastructure and Technology Committee focuses on emerging infrastructure and technology policy issues, with a special focus on the areas where the two intersect. This committee is focused on disseminating useful, innovative, and timely information, as well as using that information to create tangible policy solutions and recommendations for Orange County Cities.

Structure This Committee will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under the authority of the Board, and all committee actions are subject to Board review and approval. This Committee will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the 2018 year, the committee will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The Committee will be comprised of both ACC-OC city members and ACC-OC affiliate members. The Committee will be staffed by the ACC-OC Policy Manager and the ACC-OC Policy Assistants.

Meeting Dates The Infrastructure and Technology Committee will meet Quarterly from 9:00a.m. to 10:30p.m. at The Cove at UCI

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Association of California Cities—Orange CountyJanuary 11• April 12 • July 19 • October 11 •


INFRASTRUCTURE AND TECHNOLOGY │ 2018 Autonomous and Connected Vehicles • Quarter One and Two

In cities across the nation, the potential for a mass-scale transportation revolution is quietly happening. These advancements are being driven primarily by the demand markets in the private sector, but if local governments can pose themselves to take advantage of this revolution there could be many economic benefits for local entities as well.

The potential cost savings to cities from autonomous and connected vehicles are significant. Nationwide, the cost of traffic collisions is approximately $300 billion per year. Vehicular congestion costs the U.S. economy about $124 billion per year, with an additional $50-80 billion due to associated health-care costs. The time regained from not driving is estimated to be worth $1.2 trillion per year, and other benefits could come from repurposing land from dedicated rights of way and on-street and off-street parking spaces. Some potential application of shared autonomous ownership models could transform land-use patterns in downtown cities to feature more bike lanes, wider sidewalks, or even more housing units by dramatically reducing parking requirements.

With Orange County’s proximity to policy leaders in this new field, coupled with the world-class Institute for Transportation Studies at UCI and an anticipated influx of flexible funding opportunities under SB 1, the ability to begin planning for this new technology is not only

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Association of California Cities—Orange Countypossible, but essential with maintaining Orange County’s status as a regional leader. There is no greater example of technology advancement and infrastructure needs merging together in one policy area than with autonomous vehicles.

The Infrastructure and Technology Committee will complete the following deliverables in this policy area for 2018:

Autonomous and Connected Vehicle White Paper Specific to Cities’ Planning Needs and Opportunities

A Short Informational Video That Summarizes Key Takeaways from The White Paper in An Accessible Manner for City Council Members and Staffers.


INFRASTRUCTURE AND TECHNOLOGY │ 2018 Social Media as Communication Tool: Challenges and Opportunities • Quarter Two

In the past decade, Americans’ social media usage has increased nearly tenfold, with Pew Research estimating that 65% of all adults are on at least one social media platform. This growth represents a unique opportunity, and challenge, for cities to use this technology to garner improved levels of civic engagement from residents.

These platforms represent the potential for a, low-cost way of holding virtual conversations with residents, gauging public opinion, reaching out to groups not traditionally invested in city governments such as millennials, receiving instantaneous feedback on initiatives, and even the possibility to analyze posts to make more informed decisions about city services and their distribution.

However, with new rulings regarding Freedom of Information Act requests and other legalities, there is increased scrutiny around what official

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Association of California Cities—Orange Countygovernment accounts post, as well as their employees and elected officials. These consequences can produce a well-understood level of hesitance around using the technology. However, with the right tools and guidance, social media can be viewed more as an opportunity than a challenge by local entities. The Infrastructure and Technology Committee will take on this challenge and encourage cities to fully embrace their virtual identifies and opportunities.


Best Practices in Social Media White Paper with Special Emphasis on the Following Areas:

o Branding o Emergency Response Uses o Community, Education, and Transparency o Guidelines of Use for Employees and Elected Officialso Case Studies o Code of Conduct Polices

A Short Informational Video That Summarizes Key Takeaways from the White Paper in an Accessible Manner for City Council Members and Staffers.


INFRASTRUCTURE AND TECHNOLOGY │ 2018 Addressing the Digital Divide in Orange County • Quarter Three and Four

As economic trends continue to shift in favor of those that are “tech-ready”, cities should begin thinking about shifting mindsets around digital infrastructure and digital skills from a "nice to have" investment to something that is essential to economic and social development. Investing in digital skills and digital infrastructure is essential to attracting new businesses and staying competitive in the long term. Small businesses increasingly need low-cost, high-speed digital infrastructure.

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Association of California Cities—Orange CountyThe conversation around the digital divide in cities tends to focus around in the idea of access to municipal Wi-Fi, but a single-minded focus on municipal Wi-Fi is misplaced. To maximize investments in digital infrastructure, local governments local

governments should focus on increasing the speed of their broadband networks. A 2011 study demonstrated that doubling the broadband speed for an economy increases GDP by 0.3%. Furthermore, in a 2012 survey, 90% of professionals in economic development

organizations agreed that a broadband speed of at least 25-50 Mbps is needed to attract new business to a city. Since first offering its fiber optic service in 2012, Chattanooga, Tenn. has generated $400 million in new business investments and 6,000 new jobs. Additionally, fiber optic networks generate significant revenue, allowing cities to cover operating expenses and pay down initial costs. In 2014, Chattanooga brought in $93.6 million in revenue from its more than 50,000 fiber optic subscribers.


The Digital Divide in Orange County White Paper An ACC-OC Special Forum that Highlights the Finding from the White Paper with

Leading Industry Experts A Short Informational Video That Summarizes Key Takeaways from the White

Paper in an Accessible Manner for City Council Members and Staffers. Association of California Cities—Orange CountyC O M M I T T E E W O R K P L A N S 2 0 1 8

Residential Recovery Reform Task Force │ 2018 Purpose Residential Recovery Reform Task Force will help broaden the work already being done by community-based groups, while also providing an opportunity to collaborate regionally on an issue that

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Association of California Cities—Orange Countydisproportionately affects Orange County and our many cities. The Task Force will work to build a coalition of interested parties throughout California and other states who are facing a similar problem. This Task Force will focus not only on local solutions to the growing sober living home problem, but also on long term state and federal solutions.

Structure This Committee will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under the authority of the Board, and all committee actions are subject to Board review and approval. This Committee will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the 2018 year, the committee will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The

Committee will be comprised of both ACC-OC city members and ACC-OC affiliate members. The Committee will be staffed by the ACC-OC Policy Manager, Legislative Affairs Director, and the Communications Specialist.

Meeting Dates The Sober Living Homes Task Force will meet the

Quarterly, from 1:00p.m. to 2:30p.m. in Newport Beach

February 7 • May 9 • September 5• November 6


Residential Recovery Reform Task Force │ 2018 Advocacy • On-Going

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Association of California Cities—Orange CountySober Loving Homes and Facilities reform as a policy issue is unique because it requires multipronged legislation solutions at both the State and Federal level. As such, this Task Force will be focused on creating more local flexibility by increasing regulatory oversight, strengthening zoning authority, and supporting licensing and registration mechanisms.

Across the county, laws at the federal level have propelled the proliferation of sober living residences in cities and neighborhoods because of the protections that were enacted by the federal Fair Housing Act (FHA) and the Americans with Disabilities Act (ADA). These laws have been interpreted to extend protections to residential recovery facilities, by classifying

those recovering from Alcohol or Other Drug (AOD) abuse as disabled.

Fair housing law requires states and cities to make reasonable accommodations for the disabled by not limiting their ability to reside in a home, or enact laws that would treat those recovering from substance abuse any

differently than another residence based on the residents who live within a single home. These federal laws have unintentionally left cities and states with little to no recourse to address the bad actors in the industry.

The Sober Living Homes Task will complete the following deliverables in this policy area for 2018:

Continued Advocacy Efforts on AB 572 Advocacy for Newly Introduced State and Federal Legislation, Including

Submission of Position Letters, Legislative Action Alerts, and Coalition Building. Continued Support and Advocacy Efforts for H.R. 472 Increase Membership in The Coalition for Sober Living Homes Reforms to Align

Advocacy Efforts with Cities and Counties Outside of California. This Is an Issue That Transcends the Regional Boundaries of Orange County and Will Require Collaboration Amongst Multiple, National Entities.

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Residential Recovery Reform Task Force │ 2018 Communications and Education • On-Going

As with most difficult policy issues, the willingness of elected officials to engage on a topic is directly related to how much pressure the public is placing on them for solutions. While many residents in Orange County are angered by the negative effects that sober living homes have on their quality of residential life, they may not be particularly knowledgeable about the underlying constraints regarding local regulation or the exploitation of patients within these facilities.

ACC-OC has the ability to act as a neutral, third party entity when it comes to disseminating information to both elected officials and residents. This is a critical role for the Association to play, since many cities, both in Orange County and beyond, feel

that even discussing the issue will open them up to frivolous lawsuits and other legal issues.

Therefore, in consultation with ACC-OC’s Communication Specialist, the Task Force will seek to increase the level or knowledge and interest about sober living home

regulation and reform both in Orange County and across the nation through the Association’s Coalition for Sober Living Homes Reform.


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Association of California Cities—Orange County Creation of The Coalition for Sober Living Homes Reform Website Which Will

Serve as The Hub for The Association’s Communications, Legislative, And Policy Activities on The Topic

Engaging National and Local News Organizations to Continue Covering the Issue as a Way to Improve Over Understanding and Engagement on The Topic

Editorials Regarding the Impact of These Facilities on Neighborhoods, Including Investigative Testimonials About Patients and Their Treatment Within These Facilities

Communication and Educational Materials for Elected Officials, Staffers, And Residents, Including Fact Sheets, White Papers, And Educational Videos.


Residential Recovery Reform Task Force │ 2018 Policy • On-Going

Because of the nature of sober living home and facility regulation, it is critical that the Task Force begin identifying and engaging industry partners to create non-legislative solutions to this growing problem. By identifying “good actors”, the Task Force will work with these individuals to address some of the operational concerns that many local government communities face.

ACC-OC has the ability to act as a neutral, third party entity when it comes to disseminating information to both elected officials and residents. This is a critical role for the Association to play, since many cities, both in

Orange County and beyond, feel that even discussing the issue will open them up to frivolous lawsuits and other legal issues. By completing research, creating a center for best practices on the Coalition’s website, and making policy solutions accessible through multiple channels such as fact sheets, white papers, informational

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Association of California Cities—Orange Countyvideos, symposiums, and more, the Task Force will begin to create incremental adjustments while waiting for long-term federal policy solutions.


Creation of a Voluntary, Countywide Registration Program for Sober Living Homes with Six Beds and Under

A Nationwide Study and White Paper of What Cities, Counties, and States Are Doing to Create Policy Solutions at The Regional Level

Creation of Orange County’s Sober Living Home Best Practices for Being a Good Neighbor

A roundtable event Where Sober Living Home Operators Can Engage with City Officials to Dialogue About On-Going Community Issues and Find Practical and Individualized Solutions to Those Issues.

Working with Insurance Providers to Create Standards of Care for Eligibility of Insurance Payment.



LOCAL GOVERNMENT FINANCE │ 2018

Purpose The Local Government Finance committee began as a working group to address the multitude of issues surrounding pension reform, infrastructure financing, and financial sustainability. As problems facing human resources and city finance continue

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Association of California Cities—Orange Countyto evolve, the Local Government Finance committee will be at the forefront discussing these topics and proposing innovative policy solutions to them.

Structure This Committee will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under the authority of the Board, and all committee actions are subject to Board review and approval. This Committee will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the 2018 year, the committee will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The

Committee will be comprised of both ACC-OC city members and ACC-OC affiliate members. The Committee will be staffed by the ACC-OC Policy Manager and the ACC-OC Policy Assistants.

Meeting Dates The Local Government Finance Committee will meet every other month on the fourth Tuesday of

each Month, from 10:00a.m. to 11:30p.m. in Newport Beach February 14 • April 25 • July 25• October 24


Local Government Finance │ 2018 Communications Plan • Quarter One and Two

During the last fiscal year, state payments to CalPERS totaled $5.4 billion, nearly double the $3.2 billion paid just six years ago. Per pension experts, state payments will continue to rise, totaling approximately $6 billion

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Association of California Cities—Orange Countythis fiscal year. Additionally, the increase in payments requires local governments to pay a higher share resulting in higher tax rates, cuts in programs and labor, deficit spending, and in some cases bankruptcy. Since 2010, Orange County cities Costa Mesa and Fountain Valley have reduced their labor force by more than 10% and even denied funding requests from city agencies. Reducing city staff and services has not stopped the relentless growth in pension costs and cities still find themselves unable to pay their unfunded pension liabilities. Over the last year cities in Orange County (Newport Beach, Huntington Beach, Laguna Beach, Fountain Valley, and Costa Mesa) have all increased annual payments to CalPERS. To fund these increased payments OC cities have raised taxes, made significant cuts to labor and programs, set up trusts, or employed a combination of methods.

Despite the seriousness of this fiscal challenge, there is not a wide spread understanding of the complexity of this issue. This creates a lack of urgency from decision makers, since they have been given little context as to how quickly this will become a pressing issue for their city. ACC-OC’s own, internal research has shown that a multitude of Orange County Cities will experience increases in their obligatory pension payments in the ten of millions of dollars over the

next five years. An increase that some Orange County Cities won’t survive. As such, it is critical that the Local Government Finance Committee create a communication plan around this issue that can be implemented in the first two quarters of 2018.The Local Government Finance Committee will complete the following deliverables in this policy area for 2018:

Interactive fact sheet geared toward helping elected officials and the public understand the pension crisis for their city and Orange County in general. ACC-OC will also provide Talking Points that summarize these facts.

A Pension Alert that will operate similar to ACC-OC’s existing Leg Alerts, to help notify members of important decisions, deadlines, and actions surrounding pension reform at the Administrative and State level.

Creation of “Pension Champions” that will help spread the message of reform through editorials and interviews with news media. These champions will be a broad group to highlight the diversity of stakeholders impacted by this issue including: elected officials, city managers, public agency members, union leadership, ACC-OC, and other statewide organizations.

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Local Government Finance │ 2018 Engagement of CalPERS Board • Quarter One and Two

While a coordinated communications strategy around this issue, is one of the first necessary steps in creating an environment for reform, it is also critical that ACC-OC engage with the CalPERS Board of Administration. In the long term, legislative fixes, like PEPRA will be necessary to both create a new benefit structure, while also providing more flexibility to individual cities attempting to solve the issue at the bargaining table. However, there is not one “big fix” that will make this problem go away overnight. Rather, it will be a multitude of little fixes both through

legislation, but also through administrative changes by the CalPERS Board. In order to effectively advocate for those changes it is necessary that ACC-OC, through the Local Government Finance Committee, begin developing working relationships with Board member. CalPERS is overseen by a 13-member Board of Administration whose members are elected,

appointed, or ex officio. Unlike the legislature this is not a region-based Board that represent specific areas, but rather specific groups and industries. This can make it challenging when attempting to develop relationships since there is only one member of the Board dedicated to local government entities.

Despite this reality, the Local Government Finance Committee will complete the following deliverables in this policy area for 2018

Establish and set up one on one meetings with at least half of all CalPERS Board Members by the end of Quarter Two

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Association of California Cities—Orange County Ensure that there is ACC-OC and Orange County City representation at all

CalPERS Board of Administration meetings speaking with a unified voice on issues impacting the State and Orange County.

o Create a “Pension Advocate” for each city Ensure that the CalPERS leadership team is a part of our annual Sacramento

Advocacy Trip as a way to continue developing ACC-OC relationship and broadening the number of elected officials that have access to them.


Local Government Finance │ 2018 Legislative Advocacy • On-going

While critical that ACC-OC engage with the CalPERS Board of Administration, in the long term, legislative fixes, like PEPRA will be necessary to both create a new benefit structure, while also providing more flexibility to individual cities attempting to solve the issue at the bargaining table. There are a multitude of areas that could allow for legislative proposals such as Cost of Living Adjustments, PERPRA 2.0, and

transparency issues around investment. It is critical that ACC-OC be at the forefront of engaging the Legislature and the Governor’s Office on this issue. CalPERS is overseen by a 13-member Board of Administration whose members are elected, appointed, or ex officio. Unlike the legislature this is not a region-based Board that represent specific areas, but rather specific groups and industries. This can make it challenging when attempting to

develop relationships since there is only one member of the Board dedicated to local government entities. Despite this reality, the Local Government Finance Committee will complete the following deliverables in this policy area for 2018:

Solicit and refine bill ideas from ACC-OC Membership on pension reform legislation

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Association of California Cities—Orange County Engage Orange County Legislative Delegation on the issue of pension reform.

Begin educating and enlisting their assistance for both authoring and supporting pension reform bills.

Identify legislative partners from surrounding areas and organizations. Specially:o Legislators from the LA, Inland Empire, and San Diego Region o Union leadership from throughout the state o Statewide organization focused on fiscal responsibility and/or local

government issues

Association of California Cities—Orange CountyC O M M I T T E E W O R K P L A N S 2 0 1 8

Economic Development Committee │ 2018 Purpose Since the dissolution of redevelopment agencies in California, cities have struggled to find ways to revitalize parts of their communities The Economic Development Committee will focus on identifying emerging economic trends and impacts in the Orange County region, and will work collaboratively to create innovative policy responses to those trends.. The Economic Development Committee will release white papers, case studies, and host forums in order to educate local leaders on best practices in the policy area of economic development.

Structure This Committee will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under

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Association of California Cities—Orange Countythe authority of the Board, and all committee actions are subject to Board review and approval. This Committee will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the 2018 year, the committee will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The Committee will be comprised of both ACC-OC city members and ACC-OC affiliate members. The Committee will be staffed by the ACC-OC Policy Manager.

Meeting Dates The Economic Development Committee will meet on a Quarterly basis on the following dates: March 15• June 14 • September 27• November 29


Economic Development Committee │ 2018 Internet Sales Tax • Quarter One and Quarter Two

Under Current law, online retailers are only required to collect sales tax in states where they have a physical presence, such as a storefront or a distribution center. This specific loophole has cost the State and estimated $17.2 billion dollars in lost revenue in 2016 alone. Since brick and mortar retailers have been on the decline, it is especially critical that Orange County cities begin addressing this issue

head on. As more and more residents continue to purchase items online, the taxes that would normally be collected on these purchases are not going back to the county in which the sale originated from, but rather the county. where the purchased item is being distributed from. This revenue model places Orange County at a

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Association of California Cities—Orange Countysevere disadvantage, with millions of sales tax dollars being lost annually in the region. As a self-help county, Orange County relies heavily on these dollars to help fund multitudes of projects including transportation and infrastructure improvement. The Economic Development Committee will the first two quarters of 2018.

The Economic Development Committee will complete the following deliverables in this policy area for 2018:

Creation of a White Paper analysis the impact of internet sales tax issues on Orange County, California, and cities across the United States. Discussion of best practices and possible policy/legislative solutions other states have taken to address the issue.

An ACC-OC Special Forum that Highlights the Finding from the White Paper with Leading Industry Experts



Economic Development Committee │ 2018 Amazon RFP and Lessons Learned • Quarter One

On Thursday, September 7th, Amazon took the unusual step in announcing its intent place its new corporate headquarters out to bid to any city in the United States. Looking for a diverse population, good school, and adequate housing, Amazon

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Association of California Cities—Orange Countypromised to transform its new home with an infusion of innovation and thousands of jobs paying on average well about 100,000 annually. As of October of 2017, two Orange County cities (Irvine and Huntington Beach) have indicated their desire and intent to submit an RFP for Amazon’s consideration. Regardless of the outcome of these two bids, the process of attempting to land a tech and innovation giant in Orange County will be incredibly revealing in terms of what Orange County has to offer businesses and what we must work on in order to be competitive in the future. By analyzing the Amazon RFP the committee is hopeful that it will be able to highlight the lessons our cities, and regions can learn from the process. The Economic Development Committee will complete the following deliverables in this policy area for 2018:

Creation of a Case Study analysis that reviews different components of the Amazon RFP from a regional lens; seeking to answer questions regarding the County’s ability to offer adequate workforce housing, reliable transportation networks, and meet the education needs of large companies. A special emphasis will be placed on key recommendations the county must consider to make itself competitive to businesses.

An ACC-OC Special Forum that Highlights the Finding from the Case Study with Leading Industry Experts



Economic Development Committee │ 2018 Workforce Development • Quarter Three and Four

Central to any strong, regional economy, is the ability for a region’s workforce to meet the local demand of regional needs. This deals not only with ensuring that colleges are aligning their

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Association of California Cities—Orange Countydegree programs with regional economic needs, but that there is also special attention given to helping close the skills gap that exists for those re-entering the workforce, attempting to move out of low income jobs, or individuals who have previously experienced homelessness. The ability to drive our local economies will depend on specific and intentional workforce development.

There can be a disconnect that exists, between cities and entities considered to be traditional proponents of workforce development such as, community colleges, universities, and trade schools. While cities may not be the proper place for actual workforce development training to occur, they have an obligation to be working with their partners in the private, non-profit, and education sector to ensure that regional and city workforce needs are being met. By serving as the hub for this activity, cities will be

better able to respond to changing needs in the economy, while also improving the quality of life for their residents and communities.

The Economic Development Committee will complete the following deliverables in this policy area for 2018:

Host a roundtable discussion between city leaders, nonprofit organizations, and business leaders to discuss opportunities for collaboration in order to address workforce development needs.

Begin working with homelessness service providers to ensure workforce development and training is occurring as part of the continuum of care, and work to connect workforce development non-profits with homelessness advocacy groups.

Partner with UCI and CSUF on their annual economic outlook report to highlight workforce needs within the region. Have report include numbers on where gaps exists and how best to address them.


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Association of California Cities—Orange CountyHomelessness Task Force │ 2018 Purpose This task force brings together a countywide coalition of Orange County cities, the County of Orange, service providers, advocates, faith-based organizations, civic organizations, businesses, non-profits, and individuals working to end homelessness. The task force identifies and defines solutions to the structural and fundamental issues related to homelessness facing cities throughout the county. In addition to county-wide issues the Homelessness Task Force also focuses on sub-regional issues and policy solutions.

Structure This Task Force will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under the authority of the Board, and all Task Force actions are subject to Board review and approval. This Task Force will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the 2018 year, the

Chair will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The Task Force will be comprised of both ACC-OC city members, ACC-OC affiliate members, and relevant stakeholders. The Task Force will be staffed by the ACC-OC Policy Manager.

Meeting Dates The Homelessness Task Force will meet on a Quarterly

basis on the following dates: March • June• September • November


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Association of California Cities—Orange CountyHomelessness Task Force │ 2018 Regional Permanent Supportive Housing Business Plans • Quarter One and Two

In 2016, the Association of California Cities--Orange County partnered with United Way Orange County, Jamboree Housing, and UCI on the Cost of Homelessness study which analyzed the economic costs to homelessness in Orange County. The study released five key recommendations that ranged from public relations initiatives, mapping of resources, and streamlining of resources to those designated as “chronically homeless.” One of the key recommendations from the study was the development of specific numeric goals for the creation of housing unit types needed for the varying homeless populations. This recommendation focused on multiple types of housing capacity, including emergency shelters, permanent supportive housing (PSH), and rapid rehousing. This recommendation is especially important to local governments who have land use authority and often have the ability to create incentives for increasing housing stock and shelter capacity.

Studies have shown that one of the most effective approaches to addressing homelessness in communities is the “housing first” model. The Federal government has recently adopted a “housing first” model, which prioritizes and supports the Permanent Supportive Housing approach to homelessness. As such, many funds and grants from the federal and state government are limited to this type of housing stock creation. Additionally, when cities prioritize the creation of permanent supportive housing units, it creates opportunities to work collaboratively with local service providers and non-profits to bring in the necessary wrap-

around services to support formerly homeless individuals. Identifying the ways that Orange County Cities can increase the stock of Permanent Supportive Housing units available will position the region to increase its potential funding opportunities, while also focusing on how to best utilize the multitude of non-profit services available throughout the County. As such the Homelessness Task Force will complete the following in this policy area for 2018:

A comprehensive study that analyzes the approximate number of PSH units that are needed countywide. Create a steering committee for the study that brings together a wide range of stakeholder from the government, non-profit, and community sectors.

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Association of California Cities—Orange County The development of countywide business plans that utilizes the number of PSH

needed from the study mentioned above. These business plans will base a city’s’ “share” of housing units upon their population and additional mitigating factors. Finally, these business plans will identify monetary resources in the form of grants, vouchers, etc. to help control costs and increase feasibility of development.

Continue to bring together key stakeholders to discuss the findings and implementation of the study’s recommendations.

Homelessness Task Force │ 2018 Prop 63, Mental Health Services Act Case Study • On Going

In November 2004, California voters passed Proposition 63, the Mental Health Services Act, (MHSA) with 53.4% of the vote. Prop 63 allows the California Department of Mental Health (DMH) to provide increased funding, personnel and other resources to support county mental health programs. The Act addresses a broad continuum of prevention, early intervention and service needs and the necessary infrastructure, technology and training elements that will effectively support this continuum of prevention. Funds deposited into the MHSF are distributed to counties by the State Controller’s Office (SCO) on a monthly basis. Counties expend the funds for the required components consistent with a local plan, which is subject to a community planning process that includes stakeholders and is approved by the County Board of Supervisors. According to the State Controller’s reporting, as of August 2017, Orange County was allocated $34,806,193.48 to their MHSF fund, that is the second highest gross allocation across all counties (second to Los Angeles). This number only includes the 2017 allocation given to the County of Orange, not the millions of additional dollars the County has on-hand.

The County of Orange has implemented a self-imposed five-year budget distribution to ensure that costs and budgets are being maintained. While from a fiscal perspective this may seem prudent, this means cities

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Association of California Cities—Orange Countyhave difficulty obtaining allocations from the County of Orange to address mental health issues in their communities. This is especially important given the increase in homelessness generally and homeless individuals with mental health issues specifically, throughout Orange County. This is compounded by the lack of a County hospital which in other regions has served as a hub of services for homeless populations.

The Homelessness Task Force will complete the following deliverables in this policy area for 2018:

Development of an in-depth analysis of how the County of Orange utilizes and distributes is Prop 63 monies. The analysis will also review how comparable counties throughout the State of California utilizes their Prop 63 monies for comparison

Support the County of Orange and the healthcare system working to develop crisis stabilization units in all regions of the County.

Key recommendation of what changes are necessary at the state level to free up dollars for a a comprehensive regional solution that provides support and resources to the municipalities


Homelessness Task Force │ 2018 Workforce Development • Quarter Three and Four

Central to any strong, regional economy, is the ability for a region’s workforce to meet the local demand of regional needs. This deals not only with ensuring that higher education is aligning their degree programs with regional economic needs, but that there is also special attention given to helping close the skills gap that exists for those re-entering the workforce, attempting to move out of low income jobs, or individuals who have previously experienced homelessness. The ability to ensure that previously homeless individuals have the skills necessary to become self-sufficient will be critical to long term success of prevention of relapse back into homelessness.

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Association of California Cities—Orange CountyThere can be a disconnect that exists, between cities and entities considered to be traditional proponents of workforce development such as, community colleges, universities, and trade schools. While cities may not be the proper place for actual workforce development training to occur, they have an obligation to be working with their partners in the private, non-profit, and education sector to ensure that regional

and city workforce needs are being met. By serving as the hub for this activity, cities will be better able to respond to changing needs in the economy, while also improving the quality of life for their residents and communities.

The Homelessness Task Force will complete the following deliverables in this policy area for 2018:

Host a roundtable discussion between city leaders, nonprofit organizations, and business leaders to discuss opportunities for collaboration in order to address workforce development needs.

Begin working with homelessness service providers to ensure workforce development and training is occurring as part of the continuum of care, and work to connect workforce development non-profits with homelessness advocacy groups.

Partner with UCI and CSUF on their annual economic outlook report to highlight workforce needs within the region. Have report include numbers on where gaps exists and how best to address them.


Public Safety Working Group │ 2018 Purpose This working group brings together a countywide coalition of Orange County cities, public safety leaders and officers, and

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Association of California Cities—Orange Countyrelevant stakeholders to address issues arising from public safety operations and their interactions and relationships with elected leaders and the general public. This Working Group will serve as place where major issue in this policy area can be addressed, research on best practices can be conducted, and dialogue amongst municipal leaders can take place.

Structure This Working Group will operate as a subsidiary of the ACC-OC Board of Directors. The will operate under the authority of the Board, and all Working Group actions are subject to Board review and approval. This Working Group will be chaired by a person appointed by the ACC-OC Board of Directors. This person must meet the qualifications set forth in the ACC-OC Policy on Committee Chairship. At the first meeting of the

2018 year, the Chair will elect a Vice-Chair from the membership who will serve in the absence of the chair. The Vice-Chair must meet the same qualification as the Chair. The Task Force will be comprised of both ACC-OC city members, ACC-OC affiliate members, and relevant stakeholders. The Task Force will be staffed by the ACC-OC Policy Manager.

Meeting Dates The Homelessness Task Force will meet on a Quarterly

basis on the following dates: February • May• July •October

Public Safety Working Group │ 2018 Emerging Issues• Quarters One-Four

In 2016, the Association of California Cities--Orange County hosted a successful Public Safety Forum with local Police Chiefs,

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Association of California Cities—Orange Countyrepresentatives from the Orange County Sherriff’s Department, and statewide Police Association leaders. This forum focused on the practical ways local elected officials can assist their public safety officers and what strategies cities and Associations like ACC-OC can best advocate for officers in Sacramento. This discussion was well received by the ACC-OC membership, with many members calling for additional forums to discuss these issues in greater detail.

Following this Forum, the ACC-OC staff has worked with a group of Police Chiefs to discuss what a Public Safety Working Group could focus on in 2018, and what public safety issues should be of special concern to local elected officials and city staff. These discussions lead to the creation of the work plan outline below and each item will be accomplished through a series of forums during each quarter of the 2018 year. These forums will be Orange County specific, but will bring in best practices from outside the county and the State of California.

As such the Public Safety Working Group will complete the following deliverables in this policy area for 2018:

A forum that focuses on labor and contract negotiations, as well as staffing, recruitment, and retention issues that many municipal law enforcement agencies are experiencing. This forum will also incorporate the work of the Local Government Finance Committee is bringing about pension stabilization reforms, in which Public Safety plays are large role.

A forum that focuses on the regionalization of resources throughout Orange County in order to improve the utilization of scarce resources, including the financial resources of Orange County Cities. This forum will bring in best practices from neighboring cities, counties, and states.

A forum that focuses on the public safety response to homelessness and mental health issues. As the role of public safety continues to change, more and more officers find themselves a connector role between homeless individuals and the continuum of care. Understanding these challenges and nuisances will be critical to the success of long term homelessness response and prevention.

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