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PAGE 12 VI. METHODS Leveraging the guiding theoretical frameworks and values, the EACHSNA update used quantitative and qualitative methods to meet the needs assessment objectives. The process also involved substantial intentionality and involvement of the voice of Tri- Valley community members throughout. The overall approach included four phases: 1 landscape scan; 2 advisory group development; 3 qualitative and quantitative data collection; and 4) analysis of findings. Foundational Steps: Gathering Input and Establishing Advisory Groups Landscape Scan JSI started the project with an initial landscape scan guided by interviews, engaging individuals at a community event, and creation of a social services inventory. The goals of the landscape scan included: 1.Establishing a preliminary understanding of the context in which human services are provided in the Tri-Valley and the people and organizations giving and receiving them. 2.Creating a social services inventory of human services in the Tri-Valley. 3.Identifying individuals for the project’s advisory groups – Steering Committee, Community Liaison and EAPAC. 4.Establishing connections with organizations to facilitate recruitment for focus groups and interviews. Individual’s names, events, and organizations were initially provided by the core city staff and the Human Services Joint Commission. Interviewees also connected the JSI Project Team with additional Tri-Valley organizations and individuals who they thought should be involved in the project (i.e., snowball sampling). The JSI Project Team interviewed individuals from different human service sectors and who serve a diverse range of communities within the Tri-Valley. During the landscape scan, the team interviewed 13 executives, staff members, and volunteers from nonprofits, county agencies, and schools. These conversations consisted of questions focused on: •The identification of the most pressing issues in the community. • • • Whether the individual was part of the previous needs assessment work or the implementation of emergent recommendations. The identification of priority populations and organizational or individual contacts through whom they might be engaged. Whether they had any reports or other data that could help inform this needs assessment. Notes were taken during the interview and coded independently by two JSI Project Team members to identify significant themes. These initial findings were presented to the Steering Committee and at the Dublin, Livermore, and Pleasanton City Council meetings. They were also used to develop subsequent interview and focus group guides, particularly for the nonprofit focus groups. The JSI Project Team also attended La Familia’s Dia de los Muertos Community Event. At this event, JSI talked with community members and residents in English and Spanish about what they loved and what they would change about their community. After collecting this preliminary information and gaining input from the Joint Commission and at City Council meetings, JSI recruited members and developed the EAPAC and the Steering Committee. These committees informed data collection efforts, identified priority populations, and helped reach individuals and organizations. Joint Commission and City Council Meetings At the beginning of the project, the JSI Project Team met with each Human Services Commission and City Council to present the needs assessment approach, gather feedback, and refine priority populations from city leadership. The table below includes the dates of each of these meetings. EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS Page 70 of 554