Exhibit 1: Progress Report — Alameda City Council, November 19, 2024

Progress Report on
The Road Home
The Five-Year
Strategic Plan to Prevent and
Respond to Homelessness in
Alameda

Table of Contents
Overview of the The Road Home1|
Summary of Progress

2.1 Goal 1: Secure a Housing Future for All “Alamedans”

2.2 Goal 2 : Increase Access to Homeless Emergency Response Services

2.3 Goal 3 : Mobilize the Citywide Response to Homelessness

2.4 Needs Assessments and Next Steps

2.5 Conclusion
2|
City of Alameda Housing System Map3|
Appendix A

4.1 Progress Chart
Appendix B

5.1 Glossary of Terms
4|
5|
3 4
4 7
10 13
15 16
17 17
33 33
2 Overview of The Road Home
In October 2021, the City of Alameda adopted The Road Home: A Five-Year Strategic Plan to Prevent and Respond to Homelessness in Alameda (“The Road Home”).

Primary challenges and needs to prevent and end homelessness · Develop Policies and Opportunities to Increase Affordable Housing
· Provide Flexible and Accessible Financial Resources
·
Utilize Housing-Focused, Low-Barrier Shelter and Services · Enhance Supportive Services to Maintain Housing Retention · Expand Local Data Collection
· Ensure Funding is Sustainable and Leveraged
· Improve Communication, Coordination, and Transparency Mission
· Prevent and reduce first-time
homelessness
· Recognize and address
disparities for individuals
experiencing homelessness
· Reduce chronic homelessness
· Shorten the period of time an
individual or household
remains homeless, and
· Decrease returns to
homelessness
Iden
tified causes of housing instability and homelessness
· Lack of affordable housing
· Shortage of rental housing and increasing demand for rentals · Low wages and financial insecurity
· High cost of living and housing cost-burden
· Incomplete kitchen or plumbing facilities in housing
· Overcrowded households
· Discriminatory housing policies
· Stigma against those with mental health issues
· Barriers to housing for large families, people with disabilities, and seniors
· Hardships related to the COVID-19 pandemic
The Road Home
Goals, Strategies,
and Actions
3 This strategy focuses on how to leverage City policies and planning for the development of affordable housing. Since initiating The Road Home, the City adopted the Alameda General Plan 2040 (“General Plan”). The General Plan was adopted in November 2021 and amended in June 2022. All cities and counties in California are required to adopt a comprehensive, long-range, internally consistent plan for future development and conservation of the community. As part of the General Plan, the City has also adopted the 2023-2031 Housing Element (“Housing Element”). The Housing Element is the City’s blueprint for how and when the community will meet the housing needs of current and future members of the community, including people experiencing or at risk of homelessness.

Assess and use available public
and private land for housing1.1
Goal 1:Secure a Housing Future for All Alamedans
Summary of Progress
In the three years since The Road Home was adopted, the City made progress in almost every goal and strategy.

As part of developing and adopting the General Plan and the Housing Element, the City accomplished several action items in The Road Home, including conducting an inventory of unused, underutilized, and available properties and identifying the most suitable site s for
rehabilitation or development of permanent housing.

The most significant need identified in The Road Home was the need for more affordable housing. There were 596 affordable housing units in Alameda when The Road Home was adopted. During The Road Home planning process, more than two out of three community survey respondents agreed or strongly agreed that the existing supply of affordable housing fell short of the demand. Since 2021, 226 affordable housing units (including ownership and rentals) have been added in the City.

Since the adoption of The Road Home, the City has added approximately 1,300 affordable housing units to the affordable housing pipeline. These units are in development and when completed, the City will have more than doubled Alameda’s affordable housing supply. These units in the affordable housing pipeline include 90 Permanent Supportive Housing (PSH) units that will be operated by the Alameda Housing Authority. In addition to permanent housing, the City is also increasing its supply of temporary housing. The City expanded its emergency shelter capacity by adding 24 beds to Emergency Shelter Housing and 10 beds to the Day Center. The City also developed a city lot to open Dignity Village, which provides 47 units of interim housing and serves up to 61 people experiencing homelessness. Since Dignity Village has opened, it has housed 94 people.

Number of People
Housed by
Dignity Village
since Opening:

Number of Units in
the Affordable
Housing Pipeline:

Strategy
1,300
94 4

All residential and mixed zone districts must now permit multi-family and shared housing opportunities. The City leveraged the General Plan and the Housing Element to adopt many of the policies identified in The Road Home to ensure that the City’s long-term plans were consistent with the City’s commitment to ending homelessness in Alameda.

Protect and expand affordable
housing through local policy

1.2 Goal 1:Secure a Housing Future for All Alamedans
The City enacted a policy to provide affordable housing lottery preference points for households that live and/or work in Alameda where the City has control over filling vacant units. These preferences are based on the Housing Affordability and Displacement Report, which documented the need for a local preference and established that such a preference would not result on a disparate impact.

During interviews, Dignity Village residents shared they were residents of Alameda when they became homeless due to job loss and physical health issues, but then they struggled to find new housing in Alameda due to high housing costs.

Since becoming housed at Dignity Village, all interviewed residents expressed a desire to obtain permanent housing in Alameda because they are part of the Alameda community.

The Road Home identified a need for collaboration to achieve the City’s goals. This includes coordinating with the State, County, and other neighboring cities to share costs and secure sites for housing. In response, the City partnered with the State and County to develop and operate Dignity Village, leveraging a $12.3 million grant from the California Housing and Community Development Department’s Homekey Program to develop and operate the facility and $2.35 million from Alameda County for five years of operating expenses.

1.3 Coordinate short- and long-term
housing solutions with the county and
neighboring cities
Strategy
Strategy
5 In addition to collaborating with other entities, The Road Home also called for the City to collaborate locally with landlords by encouraging them to rent to low-income households.

To address this, the City developed a landlord incentive initiative through the Rent
Program. The Rent Program administers the City of Alameda’s Rent Ordinance, which requires landlords to register rental units and pay an annual program fee for each unit. If a landlord rents to a unit to a household with a Section 8 Housing Choice Voucher, the Rent Program provides a financial incentive to the landlord by waiving the annual fee for the unit.

Goal 1:Secure a Housing Future for All Alamedans
In The Road Home, one of the strategies for working with landlords was to incentivize absent landlords to sell or develop properties. While the City does not currently have policies to incentivize absent landlords to sell or develop properties, the City has programs to encourage landlords to repair properties and protect tenants in properties that landlords have failed to maintain. If a tenant is displaced from a rental property because of property conditions, the landlord must pay temporary tenant relocation fees until the tenant is able to reoccupy the property. If the landlord fails to meet their obligation, the Rent Program has a $100,000 fund to make payments to the tenant for up to two weeks and recoup the cost from the landlord to ensure a tenant remains safely housed while the landlord repairs the property.

The City continues to collaborate with Alameda County to ensure federal funds are allocated to support the prevention and ending of homelessness in Alameda. In September 2024, the Alameda County Board of Supervisors approved funding for the HOME Investment Partnerships Program with $306,719.22 allocated to the City of Alameda. Through 2028, the City will use funds to support the construction of new affordable housing, tenant-based rental assistance, and homeowner rehabilitation programs.
6 The City expanded the availability and amount of flexible funds to support households at-risk of or experiencing homelessness, without reducing the number of individuals served. Flexible funds are currently provided through Building Futures and St. Vincent de Paul. The City removed the previous, one-time limit of $750 per household. Instead, providers are required to serve a minimum number of people and to seek consultation with the City before distributing more than $1,500 to one household.

As of Fiscal Year 24-25, the availability of flexible funds is being expanded to provide funding for households at risk of homelessness, not just households currently experiencing homelessness.

Develop flexible resources for diversion,
prevention, and housing retention

2.1 Goal 2: Increase Access to Homeless Emergency Response Services People with lived experience of homelessness continue to identify a financial insecurity as a major barrier to housing stability in Alameda. Since the adoption of The Road Home, the City has launched two new programs to address
financial insecurity and prevent homelessness.

The City launched the Guaranteed Income Pilot Program, Rise Up Alameda, to provide ongoing financial assistance for homelessness prevention. Rise Up Alameda provides $1,000 per month to 150 low-income Alameda households over a two-year period. The City used $4.6 million in American Rescue Plan Act (“ARPA”) funding to launch the program in 2023. Participation was open to all Alameda residents over 18 years of age with a household income at or below 50% of the Average Median Income (“AMI”). Applicants were selected through a lottery and those selected included both housed and unhoused residents of Alameda.

Strategy
The Mastick Senior Center Senior Rent Relief
Program was developed and approved by City
Council to prevent homelessness and
displacement by offering affordable rent in the
two units at the Mastick Senior Center to
seniors who are low-income, meaning they earn
less than 80% of the Area Median Income.
low-income
households
enrolled in
guaranteed
income pilot
program
150
7 Since the implementation of The Road Home, the City has four times as many beds in its temporary housing supply with over 100 beds added. The Midway Shelter continues to provide 25 beds for women and their children experiencing homelessness and domestic violence. The Day Center Overnight added 17 emergency overnight beds; Emergency Supportive Housing added 24 beds; and Dignity Village added 61 beds. The City is continuing to expand shelter capacity by relocating the Day Center to a larger site, which may provide additional nightly beds once the project is complete.

All units are low barrier because housing providers are required to commit to Housing First principles as part of their contract with the City.

Provide low-barrier, housing-
focused temporary housing

2.2 Goal 2: Increase Access to Homeless Emergency Response Services In addition to increasing the supply of temporary
beds, the City has met its goal to expand non-
congregate facilities. In Dignity Village, residents
have their own private bathroom that preserves
the dignity of residents. In interviews, Dignity
Village residents shared that individual units
with a bathroom and a locking door help them to
feel safe. Though the units are individual, the
residents shared they still feel a strong presence
of community. Residents described checking on
their neighbors if someone is sick or working
together to keep common areas clean. Residents
also noted the importance of on-site laundry
facilities, food, security, housing navigation, and
case management.

Strategy
Provider # of Beds Prior to 2021 # of Bed
in 2024
Day Center Overnight 7 17
Dignity Village N/A 61
Emergency Shelter Housing N/A 24
Midway Shelter 25 25
Total 32 127
“You’ve got
everything y
ou need
here to make a
home.” - Dignity
Village Resident
8 The City met its goal to expand temporary housing for underserved populations. Dignity Village has five units set aside for Transition Age Youth (TAY) and serves single men, who were identified as an underserved population in the development of the Strategic Plan.

Expand outreach and supportive
services to unsheltered households

2.3 Goal 2: Increase Access to Homeless Emergency Response Services Strategy
The City has also met its goal to integrate behavioral health services into temporary housing through Dignity Village. In partnership with Alameda Family Services, a full-time clinician provides one-on- one counseling and de-escalation services for Dignity Village residents. From May 2024, when the program launched, to August 2024, 26 residents have received onsite individual counseling. In the same period of time, the clinician also provided de-escalation services 15 times. The program continues to expand by adding group mental health services, workshops, and staff training opportunities.

The City expanded outreach to unsheltered households through the Homeless Outreach Team,
which provides daily, seven days a week local outreach throughout the year to residents experiencing homelessness and is staffed by individuals with lived experience of homelessness.

Number of People
Served at the
Day Center since
2020:

The City offers behavioral health outreach through the Community Assessment Response & Engagement (CARE) Team staffed through a collaboration between the Alameda Fire Department and Alameda Family Services providing support and case management. While this program provides a critical service to people experiencing homelessness, the CARE team provides a 24/7 alternative response to all non-criminal individuals facing a mental health crisis.

During The Road Home’s development, p
eople with lived experience expressed a gap in meeting their basic needs, particularly shower and laundry services. One person with lived experience said, “Sometimes they say there are going to be some, but then there are funding issues and then showers stop.” At the time The Road Home was adopted, shower services were only available once a week.

Shower and hygiene services are now available twice a week through collaborating services providers; at the Day Center through WeHOPE’s Dignity on Wheels and at Christ Episcopal Community Church.

With the City's project to relocate Day Center Services, the City is working to identify funds to include showers and laundry in the new location for ongoing, daily access. 1,226
9 Local faith-based organizations continue to provide essential services for people experiencing homelessness through the Dine and Connect Program, which began 2019. The Interfaith Coalition coordinates volunteers to prepare and distribute meals through partnerships with organizations like The Village of Love and Building Futures every Monday.

Engaging the community on the
regional crisis of homelessness

3.1 Goal 3: Mobilize the Citywide Response to Homelessness The City also works with faith-based organizations to provide warming shelter beds during the coldest months of the year from December through April and tripled the number of participating organizations from one to three during the 2023-24 season. The Winter Warming Shelter provides 20 beds, thanks to City and community funding, and through the Winter Warming Services program, Building Futures provides supportive hotel stays for up to seven individuals who are over 65 or with chronic health issues.

Recently, the Social Service and Human Relations Board (SSHRB) conducted the 2023 Community Needs Assessment for the City of Alameda. The SSHRB surveyed Alameda residents to determine the scope of the community needs and to evaluate and publicize resources to meet those needs. The SSHRB also holds a public hearing on priority public service needs and incorporated comments that it received from 12 local service organizations into a final report.

The most significant mobilization of the community was through volunteerism during the Point in Time Count (“PIT Count”). At 5:00 AM on January 2024, 76 community members met in teams to survey and count individuals experiencing homelessness, as part of a biennial Point in Time Count required by HUD. The City and its partners had engaged in a comprehensive pre-count process to identify areas in Alameda where individuals and families were likely to encamp. City staff reached out personally to volunteers to interview them regarding their interest in participating and three mandatory training sessions were offered. Teams were assigned intentionally and included a team member who had prior experience working with people experiencing unsheltered homelessness. The large turnout and dedication of volunteers ensured a thorough and accurate count in Alameda.

Strategy
community
volunteers for
the Point in
Time Count
76 10

One of the challenges in developing The Road Home was a lack of city-specific data regarding homelessness and the services the City provides. There was a clear need for increased participation in data collection, specifically through participation in the Homeless Management Information System (HMIS).

Strengthen the Homelessness
Response System

3.2 Goal 3: Mobilize the Citywide Response to Homelessness All programs serving people experiencing homelessness in the City now fully participate in HMIS. To expand access and participation for local programs, the City of Alameda has applied to and been accepted as an Alameda County Limited Access Program (LAP), which will allow the City limited access in the Coordinated Entry System to support housing and crisis intakes for people experiencing homelessness.

The Coordinated Outreach Team (COT) is a
biweekly meeting of direct service teams to
coordinate individual cases, share resources,
and problem-solve.

The Collaborating and Advancing Resources,
Efforts, and Supports for Alameda's Homeless
Team (CARES Team) brings together
leadership from a wide range of Alameda non-
profit organizations for a monthly meeting as
well as quarterly visits to community service
providers. Participation is written into City
contracts to ensure participation in COT and
CARES meetings, as well as collaboration to
ensure shared resources and coordination
among providers.

The Needs Assessment brings together
executives, middle management, and direct
service teams for ongoing meetings to review
existing services, identify service gaps and
needs as well as provide an opportunity for
continued connection and relationship
building.

Strategy
The City has ensured there are regular provider meetings to share resources and improve coordination. 11 The Road Home highlighted the need for workforce development programming for households who have experienced homelessness. A key metric of success was to ensure that at least five individuals were matched with job placement or education opportunities annually.

Ensure ongoing supportive services
funding for assisted households

3.3 Goal 3: Mobilize the Citywide Response to Homelessness The Alameda Point Collaborative (APC)’s Workforce Development Program regularly matches 20 to 25 individuals with employment opportunities annually. APC provides employment services and on the job training to residents of the supportive housing program, as well as encouraging residents to be hired for APC’s construction and reconstruction projects through labor agreements.

Strategy
The City, Dignity Village, and its Resident Advisory Board are also developing workforce support through the Senior Community Service Employment Program (SCSEP), a community service and work-based job training program for older adults funded by the US Department of Labor. Qualified individuals receive up to four years of on-the-job training and 20 hours of paid work per week paid at the prevailing local minimum wage. Moreover, the operator of Dignity Village is seeking to become an eligible job site so residents participating in the program can participate in paid work onsite where they live. *Alameda Point Collaborative website
12 More Permanent and Temporary
Housing Solutions
Needs Assessments and Next Steps
Despite the City nearly doubling its capacity to shelter and house its residents over the last few years, unsheltered homelessness is increasing, and the need for investment remains.

This year, the City conducted an annual Needs Assessment by first meeting with the directors of Alameda service organizations and then meeting with direct services staff to review the goals and strategies outlined in The Road Home, discuss accomplishments, and identify next steps. Over 20 individuals representing 10 organizations attended the meetings. Social service providers and leadership across the board expressed the difficulty and complexity of serving individuals from the street to successful permanent housing. Individuals come to services with extraordinary trauma.

The system of services has many working pieces with
administrative requirements, staff turnover, and often times complex formulas to qualify individuals for services in systems that do not naturally collaborate or bridge individual needs from one provider to the next. Directors and service providers credit the City for their approach to services and their remarkable ability to collaborate and foster cooperation. The City also conducted a focus group with some Dignity Village residents as part of The Road Home update.

Feedback emphasized the ongoing need for more affordable housing, staff capacity, and funding for services which is consistent with ongoing efforts needed to accomplish The Road Home’s goals.

In interviews, Dignity Village residents shared that the biggest barrier is a lack of available, affordable, and permanent housing. Many people experiencing unsheltered homelessness are eager for housing, but there is a lack of availability. Others shared that they struggled to access available housing because it is unaffordable, especially when on a fixed income, such as Supplemental Security Income.
13 More Staff, Training, and
Compensation
Needs Assessments and Next Steps
Both directors and service providers also identified a need for increased temporary and permanent housing, especially for specific populations that need more housing opportunities. They identified the need for family shelter and housing for large families. Service providers said that large families were the hardest population to find housing for and serve. Large families were also identified as a population with high barriers to housing in the development of The Road Home.

As part of increasing housing opportunities, especially for seniors, The Road Home encourages the City to consider long-term flexible funding for those identified at risk of losing their housing when a small monthly subsidy that would eliminate the risk. This is consistent with strategies being implemented by the City, including the guaranteed income pilot Rise Up Alameda. Directors identified the guaranteed income pilot as one of the City’s successful housing interventions that they hope to see serve more people in the future. A need for flexible funds and subsidies is also consistent with the feedback from directors and service providers in the Needs Assessment that there need to be more preventative resources.

When The Road Home was developed, it was clear that
additional staffing and training was required to be
successfully implemented. For the City to implement
the plan, the City successfully secured an additional
staff member to support the coordination of local
housing and supportive services. However, for
Alameda to continue adding supportive housing beds
and services, additional staff and training is needed for City staff. As the City is undertaking new strategies,
such as leveraging state and federal funding sources for the development and operation of housing solutions,
the City needs highly skilled staff who understand the
complexities of administering funds and reporting.

Directors and service providers also identified a need for increased housing opportunities for seniors. Seniors also need assistance with aging in place. Senior homeowners struggle with maintaining their homes and need assistance with house repairs so that they can continue to remain stably housed. Serving seniors was a need identified in the development of The Road Home. One of The Road Home strategic actions that remains to be implemented is to survey the needs of senior residents aging in place to ensure physical and mental well-being and housing stability.

Service providers emphasized there is still not
enough staff, or support for staff, to meet the
needs of clients. Directors also highlighted the need
for outreach workers and case managers who can
follow an individual through housing, including
providing them with the resources they need to
remain stably housed. It is challenging to retain
employees if they are hired for low hourly rates
that are not commiserate with the highly skilled
and challenging work that they do. In addition to
compensation, service providers expressed a need
for more benefits and resources to support their
mental health in the workplace. Moreover, staff
must develop the skills and expertise necessary to
implement the goals of The Road Home.
14 More Community Outreach
and Education
Needs Assessments and Next Steps
The Road Home asked the City to launch an outreach initiative to help Alameda residents learn about services and housing, demographics and data, outcomes and success, and opportunities to get involved.

Supper & Support was piloted from January to June 2024 in collaboration with Alameda Free Library (AFL) and the SSHRB. For six months, the program covered themes including: housing resources, homelessness, diversity and inclusion, senior services, and job readiness. Food was provided and sponsored by the Friends of the Alameda Free Library. Thirty-five people participated over the 6-month program. While it was a successful pilot and well-received by the participants, it ended due to a lack of ongoing funding. To achieve outreach goals for The Road Home, additional and ongoing funding must be allocated.

Service provider leadership and staff emphasized the need for ongoing community outreach and education. This should include venues to share concrete details on the process for connecting someone to housing, the successes and challenges that arise during that process, as well as opportunities for community members to volunteer and get involved. The Road Home provides strategic direction on how to inform residents, employees, and businesses about specific local needs and the work Alameda is doing to meet those needs.

Conclusion
The City of Alameda has made tremendous strides in implementing The Road Home. The City has made progress in almost every strategic action and achieved significant success in areas including:
· Adding to the affordable housing pipeline,
· Increasing temporary housing opportunities,
· Ensuring housing opportunities are low-barrier and respectful of individual dignity, · Leveraging County, state, and federal funding to achieve strategic goals, · Increasing outreach and services for people experiencing homelessness, and , · Increasing coordination and cooperation among providers.

Despite the City’s success, more work is needed to end homeless ness in Alameda.

To fully achieve The Road Home’s strategic goals, the City must:
· Increase temporary and permanent housing solutions,
· Increase staffing, training, and compensation, and
· Increase community outreach and education.
15 City of Alameda
Housing System Map
Barriers to Housing
Racism
Prejudice – lack of
compassion
Mental Health
Substance Use
Disorder
Physical health
Housing costs
Poverty
Eviction
Family/Domestic
Violence
Island Resource
Isolation
Prevention & Diversion
Outreach
Basic Services
Emergency Shelters
Permanent Supportive Housing
Affordable Housing Community
Based Housing
(Fair Market)
Information and Referral
Homeless Outreach Team
City Community
Outreach Specialist
Housing Resource Center
for Mid-County CARE
(Community Assessment
Response & Engagement)
Team
Coordinated Entry System
Housing
Resource Center
for Mid-County
Limited Access
Point
Homeless
Hotline
2-1-1
Guaranteed Income
Rent Program
Flexible Funding Homeless
Prevention Pilot Program
(coming soon)
Day Center
Showers and Laundry
Dine & Connect
Alameda Food Bank
Mastick Senior Center
Alameda Free Library
Alameda Unified School District
McKinney-Vento Program
County-level Mobile Health
Day Center
Overnight beds (17)
Safe Parking
Safe Sheltering
(FEMA Trailers)
Emergency Supportive
Housing (24 beds)
Dignity Village (61 beds)
Midway Shelter (25 beds)
Winter Warming Shelter
and Services (20 + 4 beds)
Community Clinic &
Mental Heath - McKay
Avenue- upcoming
Bessie Coleman
Alameda Point
Collaborative
Alameda Housing
Authority - upcoming
Alameda Housing
Authority
Corsair Flats
The Starling
16 Steps Actions Status Notes
Short-Term Collaborate with the Planning
Building and Transportation
Department as they conduct an
inventory of unused, underutilized,
and available properties that would
be appropriate for rehabilitation
or development for permanent
housing purposes.

Completed as part of the City of Alameda's Housing
Element that was adopted on November 15, 2022.

Medium-Term Identify the most suitable sites for
rehabilitation or development of
permanent housing and initiate
planning.

Completed as part of the City of Alameda's Housing
Element that was adopted on November 15, 2022.

Evaluate and determine the City’s
role in owning or managing City-
owned properties.

The City Council is conducting a study session to
focus on how land in Alameda Point can be utilized
to support resididential development.

Long-Term Assess housing sites’ proximity
to amenities to support affordable
housing (e.g., transit, parks, food).

Completed as part of the City of Alameda's Housing
Element that was adopted on November 15, 2022.

Requires
New Funding
Rehabilitate vacant or underutilized
properties to create permanent
supportive housing.

There are 90 units of Permanent Supportive Housing
(PSH) currently in the affordable housing pipeline.

Estuary I, which is scheduled to be completed in the
summer of 2025, will add 44 units to the PSH supply.

Estuary II, which is scheduled to be completed in
2027, will add an additional 46 units of PSH.

Secure City-owned housing sites
to be owned by the City or the
Alameda Housing Authority in order
to obtain and maintain affordable
housing for all Alamedans.

There are 90 units of Permanent Supportive Housing
(PSH) currently in the affordable housing pipeline,
all of which will be owned by the Alameda Housing
Authority. In addition to PSH, there are 494 to 599
affordable housing units to be owned by the Alameda
Housing Authority that will be completed between
2025 and 2029.

Explore master lease, lease to
own, or create agreements with
existing lodging in the community
(e.g., motels) to create PSH.

The City explored opportunities to master lease or
purchase existing lodging within the community to
create PSH, but based on what was learned during
that process the City is re-evaluating whether this is
most efficient strategy to develop PSH.

GOAL 1:

Secure a Housing Future for All Alamedans
St r a t e g y 1.1
Assess and Use Available Public and Private Land for Housing Icon
Legend
Complete In Progress To Do
Steps Actions Status Notes
Short-Term Adopt the specific policy directions
in the draft General Plan to support
and prioritize the reduction of
homelessness in Alameda.

Completed as part of the City of Alameda's Housing
Element that was adopted on November 15, 2022.

Evaluate current City policies to
identify any rules or programs in
place that inhibit development
of affordable housing. Identify
changes that would reverse the
negative impacts of those policies.

Adopted as part of the General Plan 2040. Policy
revisions include permitting multi-family and shared
housing opportunities for individuals experiencing
homelessness in all residential zoning districts and in all mixed-use zoning districts.

Consider revisions to City policies
to expand and streamline, by-
right, a wide variety of resources,
services, and housing for people
experiencing homelessness,
including the development of rent
controlled apartment buildings,
multi-family housing units, in-law
units, and Accessory Dwelling Units
(ADUs).

As part of the City’s Housing
Element continue to update, identify
and implement opportunities to
streamline City approvals for
housing and service locations for
formally and currently homeless
households (e.g., year-round
overnight shelter, community
cabins, safe parking, and
permanent supportive housing).

GOAL 1:

Secure a Housing Future for All Alamedans
St r a t e g y 1.2
Protect and Expand Affordable Housing Through Local Policy Steps Actions Status Notes
Long-Term Develop a local policy that
prioritizes placement in new
housing developments to
households who live or work in the
city, as permitted by law.

Where the City of Alameda has control over filling
units, the City has implemented a preference for
households that live and/or work in the City. These
preferences are based on the May 2021 Housing
Affordability and Displacement Report, which
documented the need for a local preference and also
established that these preferences would not result
in a disparate impact.

Evaluate the need for a local
policy that prioritizes households
who were displaced from the city
for placement into new housing
developments.

At this time, the City of Alameda does not have a
local policy that prioritizes households who were
displaced from the City for placement into new
housing developments. However, the Rent Program
has collected data for households who have been
displaced from their homes through a no-fault
termination of tenancy. If the City adopts such a
policy, the Rent Program can leverage that data for
implementation.

Steps Actions Status Notes
Short-Term Identify cost-sharing opportunities
for partnership with the County, or
other cities within the County, to
secure sites for housing.

The City of Alameda has identified a cost-sharing
opportunity with Alameda County to support the
operation of Dignity Village. Alameda County has
contributed $2.35 million to cover five years of
operating services.

As contracts permit, and in
alignment with County and other
cities, require existing and new
permanent housing providers to
commit to being low-barrier and
adhere to Housing First principles
to receive ongoing funding from the
City.

All of the City's contracts with housing providers
require that the providers commit to being low-barrier
and adhere to Housing First principles.

Ensure the City’s plans are in step
with the County’s homelessness
strategic plan.

The City of Alameda continues to align plans with
The Road Home strategic plan.

Long-Term Leverage County-level programs,
and expand locally as needed,
to educate landlords about laws
against discriminating against
applicants based on source of
income.

The Rent Program regularly provides workshops
to educate landlords on federal, state, and local
laws, including source of income discrimination.

In addition to workshops, the Rent Program
participates in an annual seminar on fair housing,
which includes information on source of income
discrimination. Finally, the Rent Program engages in
outreach to professional organizations that represent
landlords operating in the City of Alameda and
provide informational presentations, which includes
education on the rent control ordinance, just cause
protections, and source of income discrimination.

Incentivize absent landlords to
sell or develop properties (e.g.,
vacancy tax or other similar
efforts, including County-level
approaches).

While the City of Alameda does not currently have
policies to incentivize absent landlords to sell or
develop properties, the City has programs protect
tenants who have been displaced when a landlord
must make repairs. If a tenant is displaced from a
rental property because of property conditions, the
landlord must pay temporary tenant relocation fees
until the tenant is able to reoccupy the property. If
the landlord fails to meet their obligation, the Rent
Program has flexible funds to make payments to the
tenant for two weeks and recoup the cost from the
tenant to ensure a tenant remains safely housed
while the landlord repairs the property.

GOAL 1:

Secure a Housing Future for All Alamedans
St r a t e g y 1.3
Coordinate Short- and Long-Term Housing Solutions with the County and Neighboring Cities
Steps Actions Status Notes
Requires
New Funding
Work with the County and/or
neighboring cities to create or build
on existing a landlord incentive
programs to secure rental units
for households experiencing
homelessness.

The Rent Program operates a landlord incentive
program that waives a unit's annual Rent Program
fee if the landlord rents the unit to a tenant with a
Section 8 Housing Choice Voucher. The Emergency
Supportive Housing program receives a waiver.

Metrics
Short-T erm
By 2023, implement a preference to
prioritize those who live or work in
the city for all new supportive and
affordable housing developments
as permitted by law
Where the City of Alameda has control over filling
units, the City has implemented a preference for
households that live and/or work in the City. These
preferences are based on the May 2021 Housing
Affordability and Displacement Report, which
documented the need for a local preference and also
established that these preferences would not result
in a disparate impact.

Medium-T erm
By the end of 2024, develop at least
one landlord incentive program. The
program will help secure market
rate units that can be subsidized
through City, County, state, or
federal funding.

By 2026, develop at least one hous-
ing pilot project in partnership with
the County or a neighboring city.

The project will be targeted partially
or in whole at housing people expe-
riencing homelessness in the city.

By 2026, ensure that 120 new PSH
units are purchased, built, or reha-
bilitated for people experiencing
homelessness.

The Rent Program operates a landlord incentive
program that waives a unit’s annual Rent Program
fee if the landlord rents the unit to a tenant with a
Section 8 Housing Choice Voucher.

In May 2023, the City of Alameda opened Dignity
Village, which provides 61 beds in 47 units to people
experiencing homelessness. The City leveraged
financial resources from the state to build Dignity
Village and financial resources from the County to
support operations.

There are 90 units of Permanent Supportive Housing
(PSH) currently in the affordable housing pipeline.

Estuary I, which is scheduled to be completed in the
summer of 2025, will add 44 units to the PSH supply.

Estuary II, which is scheduled to be completed in
2027, will add an additional 46 units of PSH.

Steps Actions Status Notes
Short-Term Develop a process to work with the
Alameda Unified School District’s
McKinney-Vento Program Liaison
to ensure early identification of
families facing housing instability.

The Alameda Unified School District (AUSD)'s
McKinney-Vento Program Liaison attends meetings
with participating service providers every other week.

This work is also being expanded with the Early
Childhood Learning Network (ECLN), which will work
with the McKinney-Vento Program Liaison to identify
children passing from pre-school into AUSD who
may need additional supports.

Collaborate with College of
Alameda to identify transition age
youth experiencing homelessness.

Dignity Village has five units set aside for Transition Age Youth (TAY). The City has been engaged with
the College of Alameda to fill the units with students
who may be struggling. This work has lead to an
ongoing conversation with the College of Alameda
about students' housing needs. The City continues
to speak with the College of Alameda about services
that are available for students.

Medium-Term Survey the needs of senior
residents aging in place to ensure
physical and mental well-being
and housing stability. Consider
long-term flexible funding for those
identified at risk of losing their
housing when a small monthly
subsidy would eliminate the risk.

This is an ongoing goal and strategy in this
implementation of The Road Home.

Requires
New Funding
Expand the availability and
amount of flexible funds to support
homeless and at-risk households
through both one-time and short-
term, recurring financial assistance
to solve acute housing crises and
emergencies. The current one-time
limit is set at $750.

The City has removed the $750 cap. Flexible funds
are currently available through Building Futures and
St. Vincent de Paul. Providers are required to serve a
minimum number of people and to seek consultation
with the City before distributing more than $1,500
to one household. The availability of flexible funds
will be expanded to provide funding for households
at risk of homelessness, not just households
currently experiencing homelessness. The City has
also launched a pilot guaranteed income program
to provide ongoing financial assistance for low
income residents. One hundred and fifty residents
were selected through a lottery to receive $1,000 a
month for 24 months in a pilot program. Participating
residents include individuals who are housed and
unhoused.

GOAL 2: Increase Access to
Homeless Emergency Response Services
St r a t e g y 2.1
Develop Flexible Resources for Diversion, Prevention, and Housing Retention Icon
Legend
Complete In Progress To Do
Steps Actions Status Notes
Short-Term Assess the need for, and feasibility
of, ongoing non-congregate shelter
facilities, in consideration of the
COVID-19 pandemic and other
learned benefits of non-congregate
spaces.

The City has expanded non-congregate shelter
facilities with the opening of Dignity Village. Dignity Village residents have their own private space,
including a private bathroom, which preserves the
dignity of residents and results in benefi
ts including
less turnover. Emergency Supportive Housing has
also expanded shelter capacity, adding 24 beds
and four trailers to the shelter supply.

As contracts permit, require
existing and new temporary
housing providers to commit to
being low-barrier and adhere to
Housing First principles in order to
receive funding from the City.

All of the City's contracts with housing providers
require that the providers commit to being low-barrier
and adhere to Housing First principles.

Long-Term Enact a citywide Emergency
Ordinance to facilitate the rapid
implementation of temporary
shelter and other housing
policies that prevent and end
homelessness.

In October 2018, the City adopted Resolution No.
15424 which declared a shelter crisis to pursue
funding and and rapid implementation of housing
policies that prevent and end homlessness.

St r a t e g y 2.2
Provide Low-Barrier, Temporary Housing Solutions
GOAL 2: Increase Access to
Homeless Emergency Response Services
Steps Actions Status Notes
Requires
New Funding
Expand low-barrier shelter
capacity, incorporating Housing
First principles to existing shelters,
and to any new or expanded
shelters (e.g., allow partners, pets,
possessions; not require sobriety
or mental health counseling to
enter).

The City has expanded year-round, low-barrier
shelter capacity. The Day Center now has 17 beds
and Emergency Supportive Housing has 24 beds.

The City is continuing to expand shelter capacity by
relocating the Day Center to a larger site, which will
provide additional beds as well as safe parking. All
providers are required to commit to being low-barrier
and adhere to Housing First principles as part of their contract with the City. Dignity Village, Emergency
Supportive Housing, and the Day Center have pet
friendly policies.

Ensure access to shelter is full-
time (24/7), year-round, and
housing-focused (e.g., provides
supportive services and case
management to help people
transition to permanent housing).

Dignity Village and Emergency Supportive Housing
operate full-time and are contracted to provide case
management and housing navigation services.

Prioritize new shelter development
for underserved populations (e.g.,
single men).

Dignity Village is able to accommodate single
men, who have been identified as an underserved
population. Dignity Village also has units set aside
for Transition Age Youth (TAY). Another underserved
population in the City of Alameda has been families
experiencing homelessness. Midway is currently
updating their residential and service buildings to
continue to serve women and children in need of
emergency shelter.

Integrate behavioral health ser-
vices (e.g., mental health, alcohol,
and substance use services) into
major shelters, providing more
wrap around services than are
currently provided
In February 2024, Alameda Family Services began
providing a full-time counselor at Dignity Village. The counselor provides one-on-one and deescalation
services for residents, with a goal of also offering
group mental health services and workshops. The
counselor also provides training and counseling for
Dignity Village staff to support their interactions with residents.

Steps Actions Status Notes
Short-Term Define and publicize clear roles and
rules of engagement of entities who
may encounter the unsheltered
community, including homeless and
health outreach teams, Fire and
Police Departments, Community
Development, Recreation and
Parks, and Public Works.

Since the adoption of the strategic plan, the
Community Development Department has been
split into two new departments: Housing and
Human Services, and Base Reuse and Economic
Development. Each department has a clearly defined
role and collaborates with the following entities in
ongoing meetings: Fire and Public Departments,
Recreation and Parks, Public Works, service
providers, West Alameda Business Association,
and Downtown Alameda Business Association. To
help the public understand the roles of each entity,
the City produced a "Who to Call" flyer to help
residents understand who to contact if someone is
experiencing a housing crisis.

Continue to ensure diversity of
street outreach staff to include
people with lived experience by
lowering barriers to employment
and recruitment.

The Homeless Outreach Team is staffed by
individuals who identify as Black, Indigenous,
and people of color (BIPOC) and as having lived
experience of homelessness.

Medium-Term Assess the cost and impact to
develop a local “Ambassador”
program. An Ambassador program
would provide local outreach to
unhoused residents, hospitality and
safety services for the community,
maintenance and cleaning of
public spaces, and employment
opportunities for those with lived
experience of homelessness.

The City assessed the cost of a local "Ambassador"
program, but found it to be cost-prohibitive. As a
more effective alternative, the Homeless Outreach
Team provides local outreach to unhosed residents
and employs individuals with lived experience of
homelessness and a second full time worker was
approved by Council July 2023.

Requires
New Funding
Coordinate existing and new
hygiene, shower, and laundry
service providers so services are
available daily.

Implement trainings on best practic-
es for nonprofit providers and City
staff, including trauma-informed
care, critical time intervention,
motivational interviewing, and use
of technology.

The City has offered a workshop series of trauma-in-
formed care for service providers with additional one-
on-one coaching to help service providers implement
the training in practice.

St r a t e g y 2.3
Expand Outreach and Supportive Services to Unsheltered Household GOAL 2: Increase Access to
Homeless Emergency Response Services
Steps Actions Status Notes
Expand behavioral health outreach
teams (e.g., mobile crisis).

The City of Alameda's Community Assessment
Response & Engagement (CARE) team is led by
the Alameda Fire Department and provides a 24/7
alternative response to individuals facing a mental
health crisis and exhibiting noncriminal behaviors.

Metrics
Short-T erm
By the end of 2022, expand year-
round, low-barrier shelter capacity
to serve an additional 10 individuals
experiencing homelessness; then
create capacity for thirty additional
individuals yearly through 2026.

By 2023, double the cap on one-
time flexible funding grants from
$750 to $1,500 without reducing the
number of individuals served.

The City has expanded year-round, low-barrier
shelter capacity to serve an additional 10
individuals experiencing homelessness, completing
the 2022 goal. The Day Center now has 17 beds
and Emergency Supportive Housing has 24 beds.

Medium-T erm
The 2025 PIT Count will show 115
or fewer unshelterd individuals in
the city, representing a 50% reduc-
tion from the 2019 PIT Count
By 2026, provide daily shower and
hygiene services accessible to
people experiencing homelessness
in the City
On January 25, 2024, the City of Alameda
participated in the Point in Time Count (PIT Count).

The City documented 155 individuals experiencing
sheltered homelessness and 300 individual
experiencing sheltered homelessness for a total
of 455 individuals experiencing homelessness in
Alameda. This number did not include families
and individuals who shelter with family or friends
and lack a fixed, regular, and adequate nighttime
residence.

Shower services are now available twice a week,
which is an increase from once a week at the
time the strategic plan was adopted. Shower and
hygiene services are currently available through the
Christ Episcopal Church Shower Program and the
Mobile Shower and Laundry Services Collaboration
between Village of Love and WeHOPE’s Dignity on
Wheels. With the City’s project to relocate the Day
Center, the City is working to identify enough funds
to include showers and laundry in the new Day
Center facility for ongoing, daily access.
continues
Steps Actions Status Notes
Short-Term Consult and partner on an ongoing
basis with local faith-based
organizations to leverage their
strengths in building community,
providing essential services,
and coordinating volunteers and
resources.

Local faith-based organizations assist in building
community, providing essential services, and
coordinating volunteers and resources through
the Dine and Connect Program. The Dine and
Connect Program is an interfaith coalition that has
been providing meals since 2019. The coalition
coordinates volunteers to prepare and distribute
meals through partnerships with Village of Love
and Building Futures. The City works with Dine
and Connect to provide additional resources,
including staffing, to support their mission. Faith-
based organizations also provide essential services,
including warming shelters and shower services.

The number of faith-based organizations providing
warming shelters has increased from one to four.

Requires
New Funding
Design an ongoing education
and participation campaign for
Alameda residents, employees,
and businesses to inform the
community about specific local
needs and the work the City
is doing to meet those needs.

Highlight City programs and
services, data-driven best
practices, opportunities for
community members to get
involved, and examples of impact
and success.

The Road Home Progress Report is the first step in
informing the community about the work the City is
doing to meet local needs, including highlighting City
progams and services.

St r a t e g y 3.1
Engage the Community on the Regional Crisis of Homelessness GOAL 3:

Mobilize the Citywide Response to Homelessness
Icon
Legend
Complete In Progress To Do
Steps Actions Status Notes
Create resident- and business-
focused initiatives that match local
employers with individuals facing
housing instability. Initiatives can
include training, in addition to
offering employment, scholarship,
mentorship, or housing
opportunities.

Dignity Village has begun participating in the
Senior Community Service Employment Program
(SCSEP), a community service and work-based
job training program for older adults funded by the
US Department of Labor. Participating individuals
receive up to four years of on-the-job training and 20
hours of work per week paid at the prevailing local
minimum wage. Applications are submitted through
Self-Help for the Elderly, which helps participating
individuals find job placements. Dignity Village is
currently applying to be a job site so that residents
will be able to work where they are living. In addition to Dignity Village, Alameda Point Collaborative
(APC) operates a Workforce Development program,
which provides employment services and on the
job training to individuals who have experienced
homelessness and are now residents of APC's
supportive housing program. APC also has a
Standards of Reasonableness policy that of all new
jobs created at APC, 25% will be held by residents
of the supportive housing program. Finally, APC is
currently involved in construction and reconstruction
projects with labor agreements that encourage hiring
residents of the supportive housing program for the
sites.
continues
Steps Actions Status Notes
Short-Term Ensure local programs that
primarily serve people experiencing
homelessness can access and
fully participate in the County-led
Coordinated Entry System and
can enter data into the Countywide
HMIS.

All programs serving people experiencing
homelessness can access and fully participate in
the Coordinated Entry System and HMIS. To expand
access and participation for local programs, the
City of Alameda has been accepted to participate in
the County's new Limited Access Program (LAP),
which will allow programs not part of Coordinated
Entry to have limited access to support intakes for
people experincing homelessness. There are also
opportunities for increasing staff capacity and training in the ongoing implementation of this strategy.

Center racial equity and the voices
of people with lived experience
of homelessness in homeless
services design. In practice, this
involves lowering barriers to
entry to outreach, shelter, and
housing interventions; as well as
emphasizing the goals of each
individual and their unique barriers
to housing stability.

The City has included lived experience voices in
an interview panel for the Emergency Supportive
Housing/Interim Supportive Housing provider(s) .

Dignity Village also has a Resident Advisory Board
that advises on services and programs for Dignity
Village.

Add additional monthly provider
meetings (one for executives and
the other for providers) to bring
together executive leadership,
middle management, and direct
service teams to share resources
and improve coordination.

The Coordinated Outreach Team (COT) is a biweekly
meeting of direct service teams to coordinate
cases and share resources. The Collaborating and
Advancing Resources, Efforts, and Supports for
Alameda's Homeless Team (CARES Team) brings
executives together for a monthly meeting as well as
quarterly visites to providers. Participation is written into City contracts to ensure participation in COT and
CARES meeting, as well as collaboration to ensure
shared resources and coordination among providers.

The City of Alameda is also supporting a Needs
Assessment Workgroup, which will bring together
executives, middle management, and direct service
teams for periodic meetings.

Develop an annual or biennial work
plan with prioritized action steps to
guide implementation. Regularly
provide updates on progress made
on Strategic Plan goals, strategies,
and metrics, and refine action steps
as needed.

This is an ongoing goal and strategy in this
implementation of The Road Home.

St r a t e g y 3.2
Strengthen the Homeless Response System Infrastructure
GOAL 3:

Mobilize the Citywide Response to Homelessness
Steps Actions Status Notes
Medium-Term Conduct local City homeless
surveys (through PIT counts
or other means) to collect
demographic data (e.g.,
age, gender, race/ethnicity,
veteran, disabled) about people
experiencing homelessness in the
city.

The Point in Time (PIT) Count was completed on
January 25, 2024, which included surveys to collect
demographic data about people experiencing
homelessness in the City of Alameda.

Develop a local “by-name list” that
records all known households
in need of housing and services
in the city. The by-name list can
supplement Countywide HMIS
data, as not everyone seeks formal
assistance through the County. Use
the by-name list to structure the
City’s response to homelessness.

Train and coordinate providers to
use the local “by-name” list and
target services to places where
people who are living unsheltered
are staying.

A by-name list was developed with the opening of
Dignity Village to ensure that the most vulnerable
people experiencing homelessness in the City of
Alameda would be able to access the new units.

Lead by the Coordinated Outreach Team (COT) and
supported by City staff, the City of Alameda was
succcessful in developing a by-name list for Dignity
Village's opening over the period of a year prior to
the opening of the project.

Prioritize local funds toward
activities that serve as a source of
match for new and existing federal,
state, and County funding.

The City of Alameda regularly puts local funds
towards activities that serve as a source of match.

For example, Alameda used local funds to match
funds from the County, state, and federal government
for the development and operation of Dignity Village.

In July 2023, the City added a
full-time Management Analyst
staff position and a part-time case
management position to support
the work of Housing and Human
Services.

In July 2023, the City added a full-time Management
Analyst staff position and a part-time case
management position to support the work of Housing
and Human Services.

Requires New
Funding
Expand the use of the local
Homeless Hotline to operate 24/7
as the publicly available contact
point that supports unhoused and
housed residents in need of case
management or behavioral health
services, shelter or housing, or
public works/sanitation/safety
support.

The Homeless Hotline currently operates Monday
through Friday from 9:00am to 5:00pm. After hours,
211 serves as a contact point. Eden I & R collects
call data and helps the City recognize trends
and track City-wide needs. This strategy is being
reviewed to determine whether 24/7 is the best use
of resources when it is not intended to serve as an
emergency line.

Steps Actions Status Notes
Short-Term Require all local housing and rental
assistance providers to annually
assess whether any of their tenants
who have received past financial
support need additional support to
prevent re-entry into homelessness.

This is an ongoing goal and strategy in this
implementation of The Road Home.

Medium-Term Identify a partner to build
out workforce development
programming specifically for
households who are unhoused
(or formerly unhoused) who have
secured or maintained housing with
a one-time grant or ongoing rental
subsidy/voucher.

Requires
New Funding
Invest in (or prioritize, at a
minimum) local funding for case
management, physical health,
behavioral health, and substance
use services for households
receiving financial assistance.

This is an ongoing goal and strategy in this
implementation of The Road Home.

St r a t e g y 3.3
Ensure Ongoing Supportive Services Funding for Assisted Households GOAL 3:

Mobilize the Citywide Response to Homelessness
Metrics
Short-T erm
By the end of 2022, the City will
launch its first outreach initiative to
help residents learn about services
and housing, demographics and
data, outcomes and success, and
opportunities to get involved.

By 2022 and annually thereafter,
match five individuals experiencing
homelessness or who have re-
cently experienced homelessness
to business and/or community-led
initiatives that lead to job placement
or education opportunities.

By the end of 2022, ensure 90%
participation in the Countywide
HMIS, from City, County, and
nonprofit providers who primarily
service individuals experiencing
homelessness.

Supper & Support was piloted from January to June
2024 in collaboartion with Alameda Free Library
(AFL) and the Social Service Human Relations
Board (SSHRB). For six months, the program
covered themes including: housing resources,
homelessness, diversity and inclusion, senior
services, and job readiness. Food was provided
and sponsored by the Friends of the Alameda Free
Library. 35 people participated over the 6 month
program. Additional funding is needed to restart the
Supper & Support program.

Alameda Point Collaborative (APC) operates the
Workforce Development Program, which provides
employment services and on the job training to
individuals who have experienced homelessness
and are now residents of APC’s supportive
housing program. Every year, APC matches 20-25
individuals with employment opportunities.

All programs serving people experiencing
homlessness participate in Countywide HMIS.

The City has been accepted to participate in the
County’s new Limited Access Program (LAP),
which will allow programs not part of Coordinated
Entry to have limited access to support intakes for
people experiencing homelessness.

Appendix B: Glossary of Terms
Affordable Housing is generally defined as housing on which the household is paying no more than 30% of gross income for housing costs. If a household is paying more than 30% of their gross income for housing costs, the household is considered cost-burdened. The U.S. Department of Housing and Urban Development (“HUD”) has established guidelines for determining what is affordable for extremely low-, very low, and low-income households, HUD uses the Area Median Income (“AMI”) to determine if a household is extremely low-, very low-, or low-income. AMI is defined below.

Ambassador Program is a program which would provide local outreach to unhoused residents, hospitality and safety services for the community, maintenance and cleaning of public spaces, and employment opportunities for those with lived experience of homelessness.

Area Median Income (“AMI”) is the midpoint of a given area’s income distribution, which is calculated by the U.S. Department of Housing and Urban Development (“HUD”) every year. This means that half of the households in a region earn more than the median and half earn less. AMI is used to determine if a household is extremely low-, very low-, or low-income as defined by HUD. For the 2024 Fiscal Year, the income limits in the City of Alameda are:

Area Median
Income
2024 Income
Limit Category
Persons in the Household
1 2 3 4 5 6
$155,700
Extremely
Low-Income
$32,700 $37,400 $42,050 $46,700 $50,450 $54,200
Very Low-In-
come
$54,500 $62,300 $70,100 $77,850 $84,100 $90,350
Low-Income $84,600 $96,650 $108,750 $120,800 $130,500 $140,150 At risk of homelessness is a status given to individuals and their families who have unstable housing and inadequate income and resources.

Behavioral Health describes the connection between a person’s behaviors and the health and well- being of the body and mind.

Case management includes assessment, planning, facilitation, care coordination, evaluation and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed.

City of Alameda “By-Name” List would be a complete and inclusive list of every person experiencing homelessness in the City of Alameda. It would include information collected and shared with the individual’s consent like their name, history, health considerations, and housing needs. 33 Collaboration Advancing Research, Efforts, and Supports for Alameda’s Homeless (CARES) Team is the primary homeless outreach team that coordinates programs and organizations serving people experiencing homelessness. The Team provides a regular, organized method of coordination, bringing together social service providers, first-responders, and organizations and provides a unified City-lead face to homeless services in Alameda.

Continuum of Care (CoC) is the group organized to carry out the responsibilities prescribed in the CoC Program Interim Rule for a defined geographic area. The City of Alameda is part of EveryOne Home, the Oakland, Berkeley/Alameda County Continuum of Care (CoC).

Coordinated Entry System (CES) provides a centralized approach to connect the region’s most vulnerable homeless residents to housing through a single community-wide assessment tool and program matching system.

Congregate Shelters are facilities with overnight sleeping accommodations, in shared quarters, the primary purpose of which is to provide temporary shelter for the homeless.

Cost burden is the ratio of housing costs to household income. For renters, housing cost is gross rent (contract rent plus utilities). For owners, housing cost is “select monthly owner costs,” which includes mortgage payment, utilities, association fees, insurance, and real estate taxes.

Day Center or day services offer showers, internet access, case management, housing navigation, and other supportive services during traditional daytime hours. In most cases these services are free.

Emergency Ordinance is an ordinance declared by the City Council to be necessary on a faster timeline and with less process for the health, safety, and wellness of the community.

Emergency Shelter is any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for the homeless in general or for specific populations of the homeless. Shelter may include year-round emergency shelters, winter and warming shelters, navigation centers and transitional housing. These types of shelter have varying hours, lengths of stay, food service, and support services.

Flexible Funds have increasingly been permitted and encouraged as an allowable expense by federal, state, and County funders. Flexible funds can be used for different purposes. They can pay for costs that will result in an immediate solution of a housing crisis. They can bridge the gap while permanent housing is secured. They can cover household needs that will help people keep their housing. Flexible funding can be used to purchase grocery cards, gas cards, certificates or licenses to work, car repair, furniture, pest extermination, storage, essential minor repairs to make living space more habitable, transportation vouchers/passes, costs for birth certificates or other documents, bus or train tickets, shipping belongings, housing application fees, credit checks, rental deposits, past due rent, one-month rent on new units, utility deposit, and/or utility payments.

General Plan is a statement of goals, objectives, policies, and actions that describe the community’s priorities for the next 20 years. California State law requires that every city adopt and maintain an up to date, internally consistent General Plan. The City’s current General Plan has not been comprehensively updated since 1990, and many new and important challenges are facing the Alameda community.
34 Homeless is defined by the U.S. Department of Housing and Urban Development (HUD) in four categories:
(1) individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter, or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided; (2) individuals and families who will imminently lose their primary nighttime residence; (3) unaccompanied youth
and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition; and (4) individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member.

Homeless Hotline
connects individuals who are currently homeless, or at risk of becoming homeless with homeless services and programs in the city. The telephone line can be reached by calling (510) 522-HOME (4663) Monday through Friday from 9:00 a.m. to 5:00 p.m.

Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.

Homeless System of Care is another way of describing the Continuum of Care (CoC) and the network of partners who come together to work to support people experiencing homelessness or at risk of homelessness. The Homeless System of Care is visually depicted in this Progress Report’s system map.

Housing and Urban Development (HUD), U.S. Department of, is the federal agency responsible for national policy and programs that address housing needs, improve and develop communities, and enforce fair housing laws.

Housing Choice Vouchers (HCVs), formerly known as the Section 8 program, are long-term rental subsidies funded by HUD and administered by Public Housing Authorities that can be used to help pay for rent.

Housing Element is the City’s plan to meet the housing needs of everyone in the community and is incorporated into the City’s General Plan, or blueprint for how the city will grow and develop.

Housing Element Updates are required every five years by the California Department of Housing and Community Development to guide the creation of housing policy in Alameda.

Housing First is a well-accepted, national, evidenced-based best practice that eliminates barriers to housing, ensuring individuals and families can exit homelessness as quickly as possible. Housing First is an approach to quickly and successfully connect households experiencing homelessness to permanent housing without preconditions and barriers to entry, such as sobriety, treatment or service participation requirements. Supportive services are offered on a voluntary basis to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry.
35 Landlord incentive programs provide education and incentives to landlords to make it more likely they will rent to people experiencing homelessness. They can provide funding to support risk mitigation (compensating landlords if tenants harm their premises) and financial incentives that make landlords more likely to rent to people transitioning out of homelessness.

Local preference is a housing policy that ensures affordable housing units developed in the city would be first made available to local residents and/or workers (to the extent permitted by law) to help address displacement and increase the availability of affordable housing.

Low-barrier shelters are emergency shelters that have removed most requirements/obstacles for entry into the program so that households are more likely go indoors to connect to services rather than stay on the street. For example, unhoused residents are allowed to bring their pets and possessions, to live with their partners, and do not have to exit the shelter each morning. They are not expected to abstain from using alcohol or other drugs, so long as they do not engage in these activities in common areas of the shelter and are respectful of other residents and staff.

McKinney-Vento Act is a federal statute that has a more expansive definition of homelessness than the HUD definition. The Act requires schools to track students experiencing homelessness.

For public education programs up through high school, homelessness includes people experiencing homelessness under the HUD definition, but also includes youth who are couch surfing or doubled-up (e.g., with multiple families sharing the same space).

Non-congregate shelters provide overnight sleeping accommodations with individual quarters, such as hotels, motels, and dormitories.

People with lived experience is a term used to refer to people who have lived through the experience of homelessness and have first-hand knowledge of what it feels like to live unsheltered and/or to move through the homeless system of care.

Point-in-Time (PIT) Count is a biennial process required of CoCs by HUD to count the number of people experiencing homelessness on a single night in January. The PIT count provides a snapshot of data available on the size and characteristics of the homeless population in a CoC over time.

Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support.

Prevention is a strategy intended to target people who are at imminent risk of homelessness (whereas diversion usually targets people as they are initially trying to enter shelter).

Rapid Rehousing (RRH) provides rental housing subsidies and tailored supportive services for up to 24-months, with the goal of helping people to transition during that time period to more permanent housing.
36 Rent Program administers the Alameda Rent Ordinance, a section of the municipal code that regulates residential rental units in the City of Alameda. Among its main provisions, the Rent Ordinance: regulates and limits rent increases for most rental units; regulates and limits the grounds for which a landlord may terminate a tenancy, and may require relocation payments for tenants who are displaced from a rental unit through no fault of their own; and requires landlords to register rental units and pay an annual program fee.

Shared housing is a living arrangement between two unrelated people who choose to live together to take advantage of the mutual benefits it offers.

Social Services and Human Relations Board (SSHRB) was established in the City Charter and Ordinance to assess and report to the City Council the social service needs of the people of Alameda and to encourage the formation of private social welfare organizations to serve those unmet needs.

Street outreach involves multi-disciplinary teams who work on the streets or in encampments to engage with people experiencing homelessness who may be disconnected or alienated from services and supports that are offered at an agency.

Supportive services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program.

Transition Age Youth (TAY) are persons between age 18 and 24 who are transitioning from childhood to adulthood.

Transitional Housing provides temporary housing accommodations and supportive services. While many households benefit most from direct connections to permanent housing programs such as RRH or PSH (which are often more cost-effective over the long term), transitional housing can also be an effective support in the intermediary. Certain subpopulations, such as people fleeing domestic violence and transitional age youth, can meaningfully benefit from a transitional housing environment. 37 Thank you for your attention!
If you have any further questions or concerns don’t hesitate to contact us! https://www.alamedaca.gov/
Departments/Housing-and-
Human-Services
[email protected]
(510) 747 - 6890

Alameda City CouncilNovember 19, 2024

Alameda City Council
November 19, 2024