DEC 2025 // HOUSING & HUMAN
SERVICES DIVISION
FINAL REPORT ON THE
ROAD HOME PLAN
TABLE OF CONTENTS
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Overview of The Road Home
C i t y o f A l a m e d a H o u s i n g S y s t e m M a p S u m m a r y o f P r o g r e s s
A p p e n d i x A
A p p e n d i x B
a. Needs Assessment and Next Steps
b. Goal 1: Secure a Housing Future for All “Alamedans”
a. Goal 2: Increase Access to Homeless Emergency
Response Services
d. Goal 3: Mobilize the Citywide Response to Homelessness a. Progress Charts
a. Data on people served through services for the
unhoused and affordable housing
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C o n t a c t I n f o r m a t i o n
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In October 2021, the City of Alameda City Council adopted The Road Home: A Five-Year Strategic Plan to Prevent and Respond to Homelessness in Alameda (“The Road Home”).
The primary purpose of The Road Home is to provide a
roadmap for the City of Alameda to prevent and reduce
first time homelessness, reduce chronic homelessness,
shorten the period of time an individual or household
remains homeless, and decrease returns to homelessness.
Through a robust stakeholder engagement process, the
city identified the main causes of housing instability and homelessness as the following:
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
O V E R V I E W O F
T H E R O A D
H O M E
01 In addition, the primary needs to prevent and end homelessness identified include the following:
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
The Road Home provides a roadmap for the City of Alameda to prevent and reduced first-time homelessness, reduce chronic homelessness, shorten the period of time an individual or household remains homeless, and decrease returns to homelessness. “
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S U M M A R Y O F
P R O G R E S S
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The city identified the necessary goals, strategies, and action steps for a city- specific plan. This strategic planning and implementation process led to a pivotal structural change in the management of homeless and housing service management. Nearly two years ago, the city developed the Housing and Human Services Division (HHS). Human services is a critical component of city government.
The creation of HHS allows Alameda to address housing concerns and support low- income residents in a focused and intentional manner led by strategic and evidence-based methods. Over the last two years, HHS has built out a strong team of professionals to lead homeless, affordable housing, and social services efforts.
Below is a description of the HHS leadership team and a summary of the goals and strategies outlined in The Road Home.
S t r a t e g y 1 . 1 : A s s e s s a n d u s e a v a i l a b l e p u b l i c a n d p r i v a t e l a n d f o r h o u s i n g .
S t r a t e g y 1 . 2 : P r o t e c t a n d e x p a n d a f f o r d a b l e h o u s i n g t h r o u g h l o c a l p o l i c y .
S t r a t e g y 1 . 3 : C o o r d i n a t e s h o r t - a n d l o n g - t e r m h o u s i n g s o l u t i o n s w i t h t h e c o u n t y a n d n e i g h b o r h i n g c i t i e s .
S t r a t e g y 2 . 1 : D e v e l o p f l e x i b l e r e s o u r c e s f o r d i v e r s i o n , p r e v e n t i o n , a n d h o u s i n g r e t e n t i o n .
S t r a t e g y 2 . 2 : P r o v i d e l o w - b a r r i e r , t e m p o r a r y h o u s i n g s o l u t i o n s .
S t r a t e g y 2 . 3 : E x p a n d o u t r e a c h a n d s u p p o r t i v e s e r v i c e s t o u n s h e l t e r e d h o u s e h o l d s .
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02 Secure a Housing Future for
All Alamedans
I n c r e a s e A c c e s s t o H o m e l e s s
E m e r g e n c y R e s p o n s e S e r v i c e s
S t r a t e g y 3 . 1 : E n g a g e t h e c o m m u n i t y o n t h e r e g i o n a l c r i s i s o f h o m e l e s s n e s s .
S t r a t e g y 3 . 2 : S t r e n g t h e n t h e h o m e l e s s r e s p o n s e s y s t e m i n f r a s t r u c t u r e .
S t r a t e g y 3 . 3 : E n s u r e o n g o i n g s u p p o r t i v e s e r v i c e s f u n d i n g f o r a s s i s t e d h o u s h o l d s .
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M o b i l i z e t h e C i t y w i d e R e s p o n s e t o H o m e l e s s n e s s
In the five years since The Road Home was adopted, the city has made significant progress in the goals and strategy outlined in the plan.
H o u s i n g a n d H u m a n S e r v i c e s L e a d e r s h i p T e a m H H S is a d iv is io n w it h in t h e C it y M a n a g e r ’s T e a m :
A m y W o o ld r id g e , A s s is t a n t C it y M a n a g e r C ’M o n e F a lls , H H S M a n a g e r
G r e c ia M a n n a h - A y o n , A f f o r d a b le H o u s in g P r o g r a m M a n a g e r C a m ille R o d r ig u e z , H o m e le s s S e r v ic e s P r o g r a m M a n a g e r C I T Y O F A L A M E D A |
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O u r F i n a n c e
O V E R V I E W
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A. NEEDS ASSESSMENT
In 2024, the city conducted an annual Needs Assessment through two workshops with Alameda social service organizations to review the goals and strategies outlined in The Road Home. During these gatherings, the groups discussed accomplishments and identified next steps. Social service providers and leadership across the homeless services continuum expressed the difficulty and complexity of serving individuals from the street to successful permanent housing. The feedback provided during the workshops emphasized the ongoing need for more affordable housing, increased staff capacity, and funding for services. These identified needs are consistent with ongoing efforts needed to accomplish The Road Home’s goals.
Since 2019, the City of Alameda has seen a significant increase in homelessness. The 2024 Point-in-Time Count nearly doubled from 2022 as displayed in the chart below.
The next PIT Count is scheduled for January 22, 2026.
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Goal 1 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 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.
The Housing and Human Services Division has accomplished the goals and strategies outline in The Road Home strategic plan through the addition of programs, an increase in investments, addressing staff capacity, and supporting the development of affordable housing.
B. GOAL 1: SECURE A HOUSING
FUTURE FOR ALL ALAMEDANS
82 Number of units built since 2021
as part of the City’s BMR Home
Ownership program
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Since October 2021, 82 low- to moderate- income homes for sale have been built as part of the City’s Below Market Rate (BMR) Home Ownership program.
Additionally, during this time, 182 affordable rental units were added to the City’s Below Market Rate rental program as part of the city’s Inclusionary Housing Ordinance. In addition to BMR units in market price developments, HHS has invested in permanent supportive housing and housing for seniors operated by the Alameda Housing Authority. The future affordable housing pipeline will produce an estimated 816–875 units during the anticipated timeline from 2027-2029.
In response to the adopted Housing Element, the City of Alameda adopted several policies including zoning ordinances related to density bonuses and eliminating parking minimums. The current Inclusionary Housing Ordinance requires all new projects over 5 units in size to include 15% affordable housing. The City is updating the Inclusionary Housing Ordinance based on feedback from City Council and a technical working group that including Housing and Human Services (HHS) staff, housing developers, the Alameda Housing Authority, and non-profit developers.
The Road Home identified a need for collaboration to achieve the City’s goals, including coordinating with the State, County, and neighboring cities. As such, HHS has prioritized partnering with other jurisdictions and applying for available funding. On November 20, 2024, the California Department of Housing and Community Development (HCD) officially designated the City of Alameda as a Prohousing Jurisdiction under the Prohousing Designation Program with a total of 52 points, making the City eligible for funding. On September 9, 2025, the City received an award letter from the HCD for funding under the Prohousing Incentive Program. The letter constitutes a conditional commitment for an award in the amount of $1,000,000. HCD plans to issue a Standard Agreement which will allow the City of Alameda to use the funds for the Day Center Relocation project and program operations for Linnet Corner.
The city also applied for and received a $12.3 million grant from HCD’s Homekey program to develop and operate Dignity Village and a $2.35 million grant from Alameda County for five years of operating expenses. 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 allocated to the City of Alameda.
The City will continue to use funds to support the construction of new affordable housing, tenant-based rental assistance, and low-income unit rehabilitation programs.
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B. GOAL 2: INCREASE ACCESS
TO HOMELESS EMERGENCY
RESPONSE SERVICES
The City of Alameda has a priority to
invest in supporting the health and well-
being of Alameda residents residing on
the street and other places not meant for
habitation. The City of Alameda displayed
this support through the development of
the Housing and Human Services (HHS)
Division which is tasked with supporting
some of the most vulnerable Alameda
residents. HHS has since opened four
shelter programs, three year-round and
one seasonal winter program. HHS also
manages outreach and engagement
services. HHS initiated outreach services
through contracts with nonprofits
providing outreach services through two
street outreach workers. HHS recently
transitioned outreach services to an
internal five-person Engagement Team
(ET). This transition focuses on
engagement services across the island
supporting residents who are homeless
and at risk of becoming homeless. Direct
services are currently available Monday
through Saturday including two service
days a week scheduled at the Alameda
Free Library.
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HHS also developed a homeless prevention program in 2025. This program is managed by the ET with a focus on providing individualized case management services and flex fund to assist with rental arrears and other expenses impacting a resident’s ability to maintain their housing. The ET works closely with a nonprofit provider to manage these funds.
HHS provides a first step of shelter services through what is currently referred to as the Day Center. This program site provides access to a day center with case management services, safe parking for individuals residing in their passenger vehicles, and overnight congregate shelter. This program is a low-barrier program, meaning there are no programmatic requirements to receive access to shelter and services. This program is accessible to all homeless households in Alameda. The second low-barrier shelter is the winter warming shelter. Access to this program has increased over the years. Initially, this program was open for three months. In FY 25/26, this shelter will be open for 5 months with on-site case management services. The case management services will support the continuum of care by identifying alternate long-term shelter options or permanent housing options for individuals utilizing the temporary winter shelter program.
HHS also manages the Emergency Supportive Housing (ESH) program. This program provides a transitional housing support model allowing participants to stay in the program for up to two-years. HHS assesses and refers clients into this program as appropriate. Lastly, HHS applied to and was awarded the State Homekey grant which allowed the City to open a new shelter program named Dignity Village with 64 additional beds. Dignity Village and ESH both provide and expect program participants to engage in supportive services relevant to their unique needs.
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A c c o r d i n g t o W i k i p e d i a , a n a n n u a l r e p o r t i s a c o m p r e h e n s i v e r e p o r t o n a
c o m p a n y ' s a c t i v i t i e s t h r o u g h o u t t h e p r e c e d i n g y e a r . A n n u a l r e p o r t s a r e i n t e n d e d t o g i v e s h a r e h o l d e r s a n d o t h e r i n t e r e s t e d p e o p l e i n f o r m a t i o n .
HHS & AHA partner
together to provide a full
continuum of care.
As is discussed in the following section,
HHS partners closely with local and
regional agencies to support the
homeless population. A critical
partnership is that with the Alameda
Housing Authority (AHA). In addition to
other housing developments, AHA helps support a full continuum of care. HHS partners with AHA to ensure clients in the shelter programs are connected to AHA housing opportunities.
Over the last four years, the City of Alameda has gone from limited support options for the homeless population to developing a full continuum of care. HHS provides initial contact through both street outreach and access to case management services through engagement services office hours at the Alameda Free Library and an open line to reach out and request engagement services. The continuum continues through resource and shelter connection and is closed out through matches to permanent housing and aftercare support to ensure households maintain their housing and do not return to homelessness.
In September 2025, the Housing and Human Services Division (HHS) initiated an Engagement Team supporting housing insecure households in Alameda.
This team supports both homeless households and households at-risk of becoming homeless. This work is supported through collaborations with partner agencies. HHS holds a twice-monthly outreach collaboration meeting between City, County, and nonprofit partners to discuss support plans for clients and troubleshoot challenging situations. The intention of the meetings is to ensure clients are best supported with rapid transition from the street and shelter programs into permanent housing. Additional partnerships include meeting regularly with Alameda County’s Health Care for the Homeless, shelter providers, AHA, and Mid-County partners. Alameda Family Services meets regularly with HHS to collaborate on challenging cases and is further partnering with HHS through the Alameda Fire Department–led Community Assessment Response & Engagement team (CARE) and the addition of an on-site social worker at the Alameda Free Library. HHS also utilizes County services when additional support is needed through their Mobile Access Team and behavioral health services.
The City developed the CARE Team in 2021. While this team supports all Alameda residents experiencing a mental health crisis, it is a critical tool to support homeless residents who may experience a mental health crisis and may need immediate support.
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C. GOAL 3: MOBILIZE THE
CITYWIDE RESPONSE TO
HOMELESSNESS
T o t a l P e o p l e S e r v e d : 1 , 3 4 8 *
C h i l d r e n ( > 1 8 ) A d u l t s ( 1 8 – 5 4 )
S e n i o r s ( 5 5 + )
A d u l t s ( 1 8 – 5 4 )
6 2 . 5 %
S e n i o r s ( 5 5 + )
2 4 . 7 %
C h i l d r e n ( > 1 8 )
1 2 . 9 %
NUMBER OF PEOPLE SERVED THROUGH HHS
UNHOUSED SERVICES OCTOBER 1, 2021–
OCTOBER 31, 2025
See Appendix B, table 2 for more data.
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* 3 persons decline to give their age
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A P P E N D I X A
04 Strategy 1.1: Assess and Use Available Public and Private Land for Housing Actions Status
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.
Complete
Identify the most suitable sites for
rehabilitation or development of permanent
housing and initiate planning.
Complete
Evaluate and determine the City’s role in
owning or managing City- owned properties.Complete
Assess housing sites’ proximity to amenities
to support affordable housing (e.g., transit,
parks, food).
Complete
Rehabilitate vacant or underutilized
properties to create permanent supportive
housing.
This is an ongoing need and is dependent on
adequate funding. Funding resources will
continue to be sought to support the increase of
permanent housing and rehabilitation of vacant
properties.
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.
Complete—the Housing Authority completed
and opened Estuary I and Linnet Corner.
Explore master lease, lease to own, or create
agreements with existing lodging in the
community (e.g., motels) to create PSH.
Ongoing. This was previously thought to be an
infeasible action. HHS is currently exploring
opportunities for hotel conversion through
County and State funding opportunities.
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A. PROGRESS CHARTS
Strategy 1.2: Protect and Expand Affordable Housing Through Local Policy Actions Status
Adopt the specific policy directions in the draft General Plan to support and prioritize the reduction of homelessness in Alameda.
Complete
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.
Complete
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).
Complete and ongoing
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).
Ongoing
Develop a local policy that prioritizes placement in new housing developments to households who live or work in
the city, as permitted by law.
Complete
Evaluate the need for a local policy that prioritizes
households who were displaced from the city for placement into new housing developments.
This is infeasible. There is
not a platform in place that
collects data that would
allow the City to assess the
need for this type of
program. This has been an
ongoing conversation
throughout the county.
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Strategy 1.3: Coordinate Short- and Long-Term Housing Solutions with the County and Neighboring Cities
Actions Status
Identify cost-sharing opportunities for
partnership with the County, or other cities
within the County, to secure sites for
housing.
Ongoing
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.
Complete and ongoing.
Ensure the City’s plans are in step with the
County’s homelessness strategic plan.
Ongoing—Alameda County is actively
undergoing a new strategic planning process
named Home Together.
Leverage County-level programs, and
expand locally as needed, to educate
landlords about laws against discriminating
against applicants based on source of
income.
Ongoing—HHS continues to leverage County
services and programs. HHS has recently
expanded these services by adding a
prevention service program.
Incentivize absent landlords to sell or
develop properties (e.g., vacancy tax or other
similar efforts, including County-level
approaches).
Ongoing—Feasibility in question due to
funding availability.
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.
Complete. 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.
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Metrics for Strategy 1
Metric Status
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.
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.
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.
By 2026, develop at least one housing pilot
project in partnership with the County or a
neighboring city. The project will be targeted
partially or in whole at housing people
experiencing homelessness in the city.
HHS has leveraged County funds to support
and enhance winter warming shelter
services. The County funding has added five
additional beds, added case management
services to support participants’ transition to
housing, and hotel voucher funds.
Alameda County recently released an RFP
for Measure W funds to support permanent
supportive housing. HHS is working with
partner agencies to explore options to utilize
these funds in Alameda to add affordable
housing units to the City.
By 2026, ensure that 120 new PSH units are
purchased, built, or rehabilitated for people
experiencing homelessness.
North Housing PSH I, also known as Estuary
I, was completed in September 2025, adding
44 units to the PSH supply. North Housing
PSH II (i.e. Estuary II) is scheduled to be
completed in 2027 and will add an additional
46 units of PSH, totaling 90 units. The City
also supported the development of
Rosefield Village through an investment of
HOME funds. This development was
completed in 2022 and added 92 units of
affordable housing.
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Strategy 2.1: Develop Flexible Resources for Diversion, Prevention, and Housing Retention
Actions Status
Develop a process to work with the Alameda
Unified School District’s (AUSD) McKinney-
Vento Program Liaison to ensure early
identification of families facing housing
instability.
Complete and ongoing. HHS works in close
partnership with AUSD. This includes
working directly with AUSD’s McKinney -
Vento coordinator to support homeless
families in Alameda.
Collaborate with College of Alameda (COA)
identify transition age youth experiencing
homelessness.
Ongoing – HHS has met with COA to discuss
the needs of their students. A pathway has
been developed to share and connect
students to resources.
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.
HHS is working with the Social Services
Human Relations Board (SSHRB) to ensure
Alameda is an age friendly city. SSHRB and
HHS are currently conducting listening
sessions to understand the City’s needs. HHS
also collaborates closely with the Mastick
Senior Center. The City plans to apply for
Alameda County resources that will further
enhance this collaboration and the ability to
connect seniors to services.
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.
Complete – HHS has initiated a homeless
prevention program. This includes the
development of a flexible fund to support
households at risk of homelessness to
maintain their housing and individualized
case management services to support these
households.
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Strategy 2.2: Provide Low-Barrier, Temporary Housing Solutions Actions Status
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.
Ongoing – Dignity Village was opened
through the support of both City
investments and State funding. This
provided 47 units of non-congregate shelter.
The 2025 winter season expands winter
shelter services by adding 5 additional beds
for a total of 25 beds and extending the
term of the season shelter by an additional
month. Plans for the upgraded overnight
shelter at Alameda Point are moving forward
with a construction team selected to develop
the site. This site will add 12 additional beds
to the housing stock. Funding is needed to
further increase the amount of non-
congregate shelter.
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.
Complete
Enact a citywide Emergency Ordinance to
facilitate the rapid implementation of
temporary shelter and other housing
policies that prevent and end homelessness.
This item will be reviewed as part of the
upcoming strategic plan.
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).
Complete
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).
Ongoing—three of the four Alameda
managed shelters are year round. The
winter shelter is expanding to an original
term of 3 months to a 5 month term.
Increased funding is needed to further
expand the term of this program. Additional
programs that Alameda funds, such as
Midway Shelter, are full-time.
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Strategy 2.2 (Continued): Provide Low-Barrier, Temporary Housing Solutions Actions Status
Prioritize new shelter development for
underserved populations (e.g., single men).
HHS developed Dignity Village, opened
Emergency Supportive Housing, expanded
the winter shelter program, and is in process
of expanding the first step overnight shelter
program.
Integrate behavioral health services (e.g.,
mental health, alcohol, and substance use
services) into major shelters, providing more
wrap around services than are currently
provided.
Complete and ongoing.
In 2024, mental health services were added
on-site to the three year-round shelter
programs managed by the City of Alameda
through a partnership with Alameda Family
Services.
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Strategy 2.3: Expand Outreach & Supportive Services to Unsheltered Households Actions Status
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.
Complete and ongoing
Continue to ensure diversity of street
outreach staff to include people with lived
experience by lowering barriers to
employment and recruitment.
Complete and ongoing
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.
Complete – The Emergency Supportive
Housing Program supports a work training
program for program participants to
support their peers with accessing
resources.
Coordinate existing and new hygiene,
shower, and laundry service providers so
services are available daily.
Ongoing – HHS works with Dignity on
Wheels to provide weekly showers and
partners with Christ Church to connect
homeless households to showers. Through
the redevelopment of the Day Center
program, HHS will provide daily showers to
the homeless community. This is currently
slated to be available fall of 2026.
Implement trainings on best practices for
nonprofit providers and City staff, including
trauma-informed care, critical time
intervention, motivational interviewing, and
use of technology.
Alameda County provides these trainings
free of charge in a collaborative setting for
all providers in the full county continuum.
New staff and new providers are connected
to these trainings.
Expand behavioral health outreach teams
(e.g., mobile crisis). Complete
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Metrics for Strategy 2
Metric Status
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.
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 26 beds.
Dignity Village has 62 beds and winter
warming shelter has 25 beds as of FY 25/26.
The Day Center will increase to 30 beds in
2026. By late 2026, there will be a total of
143 shelter beds.
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 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 2025 PIT Count will show 115 or fewer
unsheltered individuals in the city,
representing a 50% reduction from the 2019
PIT Count
This goal will be reevaluated in the
upcoming 2026 – 2030 strategic plan. There
are varying factors impacting the Point-in-
Time Count. Data will show an increase of
individuals matched to shelter programs and
permanent housing.
By 2026, provide daily shower and hygiene
services accessible to people experiencing
homelessness in the City
Shower services are now available three
times a week, 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. The new Day Center,
slated for mid-2026, will provide showers
and laundry services 7-days a week.
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Strategy 3.1: Engage the Community on the Regional Crisis of Homelessness Actions Status
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.
Complete and ongoing – HHS works in
partnership with Christ Church to operate
an annual winter warming shelter with
donated dinners and breakfast coordinated
by the church. This collaboration has led to
the increase of the term of the program and
amount of meals provided to the
community. HHS also works with the faith
community to provide a weekly meal
through the dine and connect program.
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 City Manager’s Office Communications
Division supports this work. HHS works in
partnership with this division to inform and
educate the community.
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.
HHS operates with the Social Service Human
Relations Board (SSHRB) and the Alameda
Collaborative for Children, Youth, and their
Families (ACCYF) to collaborate with
residents and agencies to enhance access to
services and employment.
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Strategy 3.2: Strengthen the Homeless Response System Infrastructure Actions Status
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.
Complete
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.
This is an ongoing practice.
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.
Complete
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.
HHS implemented The Road Home Strategic
Plan. HHS is working with a consultant to
develop a new strategic plan focused on
years 2026 -2030 that will direct the activities
of HHS. HHS will conduct a regular review of
the strategic plan to ensure HHS stays on
track with it’s goals and to ensure the goals
remain relevant.
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.
Complete and ongoing.
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Strategy 3.2 (Continued): Strengthen the Homeless Response System Infrastructure Actions Status
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.
HHS holds collaborative meetings with
service providers to ensure clients receive
services relevant to their needs. This
includes case conferencing with service
provider to discuss the progress of housing
plans of each client in the program. It also
includes outreach case conference to ensure
clients residing on the street are matched to
services and receiving the support they need
to be successful.
Prioritize local funds toward activities that
serve as a source of match for new and
existing federal, state, and County funding.
Complete and ongoing.
Secure an additional staff member to
support the coordination of local housing
and supportive services, implementation of
the Strategic Plan and report on objective
system performance measures.
Complete and ongoing.
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.
HHS contracted with Eden I & R to provide a
homeless hotline from 9 am – 5 pm Monday
through Friday. Calls received during this
time frame were routed to City of Alameda
staff for follow-up. Calls outside of that
timeframe were rerouted to the general 211
line. City of Alameda staff did not receive
information about these after-hours calls.
This program was funded through the
General Fund. HHS has discontinued this
service for a more streamlined cost efficient
process. Requests for homeless services are
now submitted through the City’s SeeClickFix
platform. Requests can also be submitted
through the HHS phone line and e-mail
address.
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Strategy 3.3: Ensure Ongoing Supportive Services Funding for Assisted Households Actions Status
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 action requires additional research
and staff capacity to determine the
feasibility of providers to conduct this
requirement and confirm how compliance
can be monitored.
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.
HHS is funding workforce programming
through the Emergency Supportive Housing
program. Households in this program who
are excelling in their program are provided
on-the-job workforce development at the
homeless programming site referred to as
the Day Center.
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.
Complete and ongoing.
| C I T Y O F A L A M E D A
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Metrics for Strategy 3
Metric Status
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.
Supper & Support was piloted from January
to June 2024 in collaboration 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. In 2025, Dignity Village
operated two resource fairs to connect
residents to resources and services. The
summer of 2025, HHS partnered with
Alameda County to provide information and
access to services at a coordinated county-
wide resource fair held at the Oakland
Coliseum. HHS will continue to identify
opportunities for outreach and resource
fairs to support the homeless and low-
income population.
By 2022 and annually thereafter, match five
individuals experiencing homelessness or
who have recently experienced
homelessness to business and/or
community-led initiatives that lead to job
placement or education opportunities.
Alameda Point Collaborative (APC) utilized
the Community Development Block Grant to
operate the Workforce Development
Program, which provided employment
services and on the job training to
individuals who have experienced
homelessness and are now residents of
APC’s supportive housing program. Annually,
APC matched 20-25 individuals with
employment 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.
All City of Alameda programs serving people
experiencing homelessness participate in
Countywide HMIS.
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APPENDIX B
04 Development Number of
affordable units
Year Completed/
Estimated Owner Type
Estuary 45 2025 Alameda Housing Authority Rental
Linnet Corner 64 2025 Alameda Housing Authority Rental
Estuary II 46 2027 Alameda Housing Authority Rental
The Poplar 50–60 2028 Alameda Housing Authority Rental
North Housing Block B 50-60 2029 Alameda Housing Authority Rental North Housing Block C 200-250 2029 Alameda Housing Authority Rental North Housing Block D 140-175 2029 Alameda Housing Authority Rental Rosefield Village 92 2022 Alameda Housing Authority Rental Alta Star Harbor 24 2023 Strada Rental
The Launch 49 2023 LS-Alameda Marina, LLC Rental
Alameda Landing - Bay 37
Phase I 26 2022 Pulte Sale
Alameda Landing - Bay 37
Phase II 7 2023 Pulte Sale
Alameda Landing - Bay 37
Phase III 8 2024 Pulte Sale
LandSea 25 2023 LandSea Homes Sale
Skyline (formerly
Pennzoil/Grand &
Clement)
16 2026 Trumark Sale
Main Street RESHAP 324 TBD MidPen Housing Rental
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A. DATA
TABLE 1. BELOW MARKET RATE HOUSING IN THE CITY OF ALAMEDA FROM 2021-2025 AND BEYOND
| C I T Y O F A L A M E D A
P A G E | 3 0
5 0 % A M I
4 5 1 8 0 % A M I
3 7 7
6 0 % A M I
1 0 9
1 2 0 % A M I
4 5
DIAGRAM 1. NUMBER
OF RENTAL BELOW
MARKET RATE (BMR)
UNITS BY INCOME
LEVEL (MIN)*
*2 Alameda Housing
Authority Properties are
designated as 60% AMI as a
special condition.
5 0 % A M I
5 4 6
8 0 % A M I
3 8 7
6 0 % A M I
1 0 9
1 2 0 % A M I
4 5
DIAGRAM 2. NUMBER
OF RENTAL BELOW
MARKET RATE (BMR)
UNITS BY INCOME
LEVEL (MAX)*
*2 Alameda Housing
Authority Properties are
designated as 60% AMI as a
special condition.
1 2 0 % A M I
3 8
8 0 % A M I
2 2
5 0 % A M I
2 2
| C I T Y O F A L A M E D A
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DIAGRAM 3. NUMBER OF OWNERSHIP BELOW MARKET RATE (BMR)
UNITS BY INCOME LEVEL
“The Housing and Human Services Division has accomplished the goals and strategies outline in The Road Home strategic plan through the addition of programs, an increase in investments, addressing staff capacity, and supporting the development of affordable housing.”
Category Number of Clients Percentage
Total Number of
Persons Served 1348*
Number of Adults (Age
18 or over) 1172 87%
Number of Children
(Under Age 18) 173 13%
Number of TAY (age 18–
24) 93 7%
Number of Seniors 55+ 332 25%
Number of Veterans 44 3%
Number of Chronically
Homeless Persons 737 55%
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TABLE 2. NUMBER OF PEOPLE SERVED THROUGH HHS UNHOUSED
SERVICES OCTOBER 1, 2021 – OCTOBER 31, 2025
*3 individuals declined to give their age
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D I A G R A M 4 . A G E D E M O G R A P H I C S O F P E O P L E E X P E R I E N C I N G H O M E L E S S N E S S T o ta l P e rso n s S e rv e d
O
v e r 1 8 Y e a rs
U
n d e r 1 8 Y e a rs
T A
Y (1 8 – 2 4 )
S e n io rs (5 5 + Y e a rs)
0 2 0 0
4 0 0
6 0 0
8 0 0
1 0 0 0
1 2 0 0
1 4 0 0
1 3 4 8
1 1 7 2
1 7 3 9 3
3 3 2
N o n - C h r o n i c a l l y H o m e l e s s ( 4 7 % ) C h r o n i c a l l y H o m e l e s s ( 5 3 % ) 0 2 0 0
4 0 0
6 0 0
8 0 0
6 1 1
7 3 7
D I A G R A M 5 . C H R O N I C H O M E L E S S N E S S S T A T U S C I T Y O F A L A M E D A |
P A G E | 3 4
D I A G R A M 6 . V E T E R A N S T A T U S O F P E O P L E E X P E R I E N C I N G H O M E L E S S N E S S D
a y C e n te r
M
id w
a y S h e lte r
S a fe P a rk in g
D
ig n ity V illa g e
E S H
*
F E M
A
T ra ile rs
0 1 0 0
2 0 0
3 0 0
4 0 0
5 0 0
6 0 0
7 0 0
6 0 3
2 3 2
8 8 7 6 4 0
2 D I A G R A M 7 . P E R S O N S S E R V E D P E R S H E L T E R S I T E N o n -v e te r a n s
9 6 .7 %
V e te r a n s
3 .3 %
* Emergency Supportive Housing
C I T Y O F A L A M E D A |
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2 0 2 3 2 0 2 4 2 0 2 5
0 5
1 0
1 5
2 0
5 2 0
1 9
D I A G R A M 8 . N U M B E R O F P E O P L E P E R M A N E N T L Y H O U S E D B Y D I G N I T Y V I L L A G E * 2025 is up until October 31, 2025
| C I T Y O F A L A M E D A
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Housing and Human Services Main Line: 510-747-6890
For affordable housing opportunities: [email protected] For unhoused services: [email protected]
For more information regarding the Housing and Human Services Division’s programs and services, visit: https://www.alamedaca.gov/Departments/ Housing-and-Human-Services
For more information about this report, please contact:
C’Mone Falls, Housing and Human Services
Manager([email protected])
C O N T A C T
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