Agenda packet — Dublin City Council, June 6, 2023 (part 8 of 9)

3. What knowledge do you have of the parks and recreational facilities in Dublin?* From the six years I have been a Dublin Resident, I have learned that the parks and recreational facilities are much more widespread than the common beliefs of maintaining the parks; such as managing programs at the Wave as well as planning the Farmerâ€™s Market every year. Through attending and volunteering at the TriValley Teen Job Fair for the past two years, I have learned that parks and recreational facilities are also in charge of the youth summer programs. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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4. What knowledge do you have of the programs offered through the Parks and Community Services Department? Have you ever participated in a program (such as J.A.W.S., Dublin L.E.A.D., J.L.P., Youth Advisory Committee - YAC) or class offered by the Parks and Community Services Department? * The majority of my knowledge of the programs offered through the Parks and Community Services department comes from my experience being a Youth Advisory Committee member for the 2021-2022 and 2022-2023 terms. I know that the department hosts and volunteers at multiple events, some of which I have volunteered at like the Harvest Fair. I moved to Dublin when I was around 11 and I did not partake in any summer programs, but my brother has and from what I have seen, the departmentâ€™s programs are executed very well.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* Currently I am the Outreach Manager for Orchestra, DHS Girls Who Code, Gael Build Club and Vice President of the All Booked Club. My positions in these clubs mainly revolve around graphic design and communication with other members meaning my weekly time commitment is manageable. I am also a part of the Gael Force Robotics Competition Team as a regular member. Piano and violin are other extracurricular events that I engage in. I have learned that through my strong time management skills, I was able to manage these extracurriculars as well as being Vice Chair of YAC for the 2022-2023 term and plan on giving the same devotion as the Parks and Community Services Commission Student Representative. (This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? I have attended all the YAC meetings for the 2021-2022 and the 2022-2023 term as a committee member where we mainly talked about the events we were hosting such as the Mental Health Forum, the Youth Hack-a-thon, and the Youth Benefit Concert. We also talked about volunteering at events like the Tri-Valley Youth Job Fair, the St. Patrickâ€™s Day Festival, the Spring Eggstravaganza, and the Harvest Fair. I was also on the ad hoc committees for the Youth Hackathon and Youth Benefit Concert both years. Overall, I was interested in how I would be able to give back to my community through volunteering and how I would make these events possible.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Provide at least two (2) Letters of Recommendation from non-family members (i.e. employer, counselor, teacher, coach, etc.). The Letters of Recommendation must be signed. You can upload your Letters of Recommendation using the file upload link below.

Upload 1st Letter of Recommendation (required)
Esha Shenoy.pdf
Upload 2nd Letter of Recommendation (required)
Esha Shenoy Letter of Rec.pdf
Upload 3rd Letter of Recommendation (optional)
Shenoy_LOR.pdf
Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1441
March 24, 2023
To Whom it May Concern,
My name is Valerie Jacob-Bohart and I have been a French teacher at Dublin High School (Ca) since August 2000. I am writing to you regarding Esha Shenoy who was is my student for level 2 and 3 and currently in Level 4 Honors.

It is with great pleasure that I am writing this character letter. While some may fill their letters listing students' particular accomplishments, I prefer to write about their character and their journey as a person while in my care. I did browse her list of accomplishments which I am sure will leave you as breathless as it did me. But when I think about Esha, I think of a person who has solid core values, is filled with love, kindness, compassion, and empathy. Esha is an altruist who knows her values and stands strong with them.

And that little twinkle in her eyes she has, it is something that makes me smile every time I see her.

Meeting people like Esha - mindful, generous, curious, open to growth - is not only an honor for me but it brings me hope. Hope for a future filled with givers like her who are doing things for the greater good instead of personal gain.

I am excited about what awaits in the future for Esha. But for now, I enjoy seeing her appreciate the present experience and see her live purposefully. Ultimately, that is the kind of person any school, institution, workplace and, most importantly a friend or family wants around.

Best,
Valerie Jacob-Bohart
www.dublinusd.org/dhs
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To whom it may concern,
It is my pleasure to recommend Esha Shenoy for the Dublin Youth Advisory Council. I have worked closely with Esha since August of 2020 where she has served as a member of the DHS Orchestra program.

Esha is one of the most dedicated members of the DHS Orchestra program. I first discovered Esha’s talent and dedication to music when she was a freshman during the virtual learning year. Esha participated actively in class, practicing her instrument, keeping her camera on, and answering questions when asked.

As a sophomore, Esha worked very hard in Orchestra and built strong friendships with those around her.

She continued to practice her instrument and arrive prepared in every rehearsal. She participated in bondings and outside music programs. At the end of the year, she toured Ireland with the DHS Orchestra and represented the school exceptionally well. On this trip, I got to know her better, and it became apparent that she is a very positive and reliable person, as well as a great friend.

This year, Esha has served on the leadership board for the Philharmonic Orchestra. She is present at every weekly meeting, and her participation is very strong. Esha’s leadership is focused on improving both the community and musicianship aspects of the Orchestra. She speaks honestly but respectfully about the progress of the class, and her ideas have been transformative in continuing to build the Orchestra program.

In conclusion, Esha’s participation in Orchestra – particularly on the leadership board – has shown me that she would be a great choice for the Dublin Youth Advisory Council. For these reasons, I strongly recommend that you accept her.

Sincerely,
Elliot Polot
Director of Orchestras
Dublin High School
www.dublinusd.org/dhs
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

2. -- At least two (2) Letters of Recommendation
The City of Dublin is looking for a motivated high schoolstudent, in junior or senior standing and living in Dublin, to serve as the Student Representative on the City's Parks and Community Services Commission ) for the 2023-2024 term, which runs fromJuly 1, 2023, to June 30, 2024. Application deadline is Friday, March 24, 2023, at 5:00 PM. LATE APPLICATIONS WILLNOT BE ACCEPTED.

Qualifications andGeneral Information
Letter of Recommendation
Your application must include two (2) letters of recommendation fromnon-family members (i.e., employer, counselor, teacher, coach, etc.) and must be signed. The letters of recommendation should be submitted with the application and must be received by the application deadline; otherwise, the application will be incomplete.

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Arya
Last Name*
Ferozy
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5770
Date Submitted: 3/23/2023
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Street Address*
City*
Dublin
State*
California
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
Dublin High School
What high school will you be attending in the 2023-2024 school year?* Senior
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Senior

1. Why are you interested in serving on the Parks and Community Services Commission?* I am interested in serving on the Parks and Community Services Commission as I hold several viewpoints on leisure which youth within Dublin, as well as adults, resonate with. The lack of significant entertainment within the city of Dublin is something that must be addressed and I feel that a higher level of investment in these programs would definitely cause beneficial change towards both the city and the people. Considering what I have brought up in the past regarding leisure, such as what I have mentioned to the Youth Advisory Committee in terms of there being a lack of investment in significant leisure activities to all within Dublin and what I have earlier mentioned in this application about the same topic, I believe that my voice would be one to represent all of the Dublin youth on this critical problem. I believe that my academic record and my current experience in leadership have provided me with the knowledge necessary to deduce solutions which would serve this commission well. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

2. What is the most important contribution you can make to the Commission?* The most important contribution to this Commission that I can make is providing input on problems within the cityâ€™s recreational and general facilities as well as promoting community involvement of teen youth. As a teenager myself, I will be able to form connections and bonds to the youth of the city, ultimately allowing me to successfully promote participation in recreational activities which this commission may advise. As a staff writer for the Dublin Shield, I can publicize community events and promote community involvement in the city of Dublin. This is something that would only be strengthened by my position on the Commission, as I would also be able to bring to light the issues described by the youth and adults of Dublin such as lack of significant entertainment like I had mentioned earlier. I ultimately believe that my input on essential city issues regarding general happiness of residents and my ability to involve the young community in voluntary work within our city makes me a strong candidate for the Commission.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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3. What knowledge do you have of the parks and recreational facilities in Dublin?* I am aware of certain community events which take place often within Dublin, such as Dublin Splatter. I have participated in such events and have taken an active role in bettering my community, something that I believe every Dublin resident should stand for. I am aware of how this commission advises the parks and recreational facilities in Dublin, and considering my stance on how Dublin should become more entertainment oriented for the benefit of itself and its citizens, I believe that I would be a significant addition as a representative of Dublinâ€™s youth which resonates with me on this issue. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

4. What knowledge do you have of the programs offered through the Parks and Community Services Department? Have you ever participated in a program (such as J.A.W.S., Dublin L.E.A.D., J.L.P., Youth Advisory Committee - YAC) or class offered by the Parks and Community Services Department? * I have managed to become aware of several programs, such as ones focused around the heritage of Dublin, cultural involvement, and ones encouraging a generally beneficial lifestyle. I believe that preservation and remembrance of the cityâ€™s cultural heritage is imperative in addition to the importance of acceptance of people from all walks of life. I have been made aware of several recreational activities within Dublin. Like I mentioned before, I have participated in previous recreational activities which may be connected to the programs which the commission may have supported, such as Splatter. I am actively doing my best to participate in programs like the Youth Advisory Committee to bring important issues to light. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* I am currently a member of several clubs in Dublin High School, serving as a member for the Two Birds club which aims to assist in the funding for a school in Sierra Leone and the Dublin Interact club which aims to involve students in community service. In addition, I am also a staff writer for the schoolâ€™s Dublin Shield which aims to create articles on student life and generally interesting topics on a wide range. I will also be popularizing the new Bay Area Youth Astronomy Society as its leader and possibly go on creating a community dedicated to photography. I will be able to devote time each month to attend Parks and Community Services Commission meetings and activities. which is necessary to the development of youth within the city.
(This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? Unfortunately, I have not recently had the opportunity to attend a recent meeting in the city. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

Upload 1st Letter of Recommendation (required)
Arya Ferozy Rod Parks and Services Commission
Rec.pdf
Upload 2nd Letter of Recommendation (required)
Arya Ferozy Halim Parks and Services Commission Letter
of Rec.pdf
Upload 3rd Letter of Recommendation (optional)
Choose File No file selected
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Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1447
All Dublin Students Will
Become Lifelong Learners

PRINCIPAL
Maureen Byrne

ASSISTANT

PRINCIPALS
Kevin Cushing
Dianne Santamorena
Andrew Waranoff
Lenni Velez
Jenn Nickl
Whitney Dwyer

DUBLIN HIGH SCHOOL

GOLD RIBBON SCHOOL
8151 Village Parkway, Dublin, CA 94568 ⧫925-833-3300⧫ FAX 925-833-3322 To whom it may concern,
Since meeting Arya Ferozy in my AP Human Geography I have gotten to know him extremely well.

Arya developed into a fine young person with great potential for personal growth and success. From the moment I meet Arya to this point, I have seen him establish the building blocks for his future and the successes he will obtain. At the outset of our first meeting, I felt as if he was a bit indecisive; however, that sentiment was soon replaced with respect and admiration for his quiet confidence. I am extremely proud of Arya’s growth over the last year. He continues to mature into an individual that has developed deep empathy and extreme perseverance as seen through his hard work and dedication to his passions.

Arya continually developed the important trait of hard work and community building since the moment I met him in AP Human Geography and each moment after. He continually fosters a desire to become an active participant in his community through this hard work. It is his work with multiple clubs and organizations at Dublin High School like the Two Birds, the Dublin Shield, Dublin Interact, and the Dublin Biomed Academy that I see massive growth and passion. I am truly in awe of the amount of maturity that occurred over this past year; most of which I believe he acquired through a sense of community that he achieved while working with each of these clubs and organizations. It has not only been Arya’s individual growth but his sense of community as a student that contributed to his individuality.

Arya shows continued dedication to working on his passions as he plans on continuing his education and pursuing degrees and/or positions in the fields of aerospace engineering, biomedical engineering, or going to medical school. The dedication shown by Arya is to be extremely commendable and evident through his achievement of a 3.8 grade point average and Academic Block D Award. This dedication to his passions has been a cornerstone of Arya's academic success. By finding his passion Arya has been able to find classes, clubs, and organizations that he can join and then help improve.

Dedication, passion, hard work, and his sense of community are just a few of the attributes that make Arya not only a wonderful student but an amazing individual and candidate.

It is with great pleasure that I write this letter of recommendation for Arya Ferozy. I know he has the ability to not only thrive and achieve at the Dublin Parks and Services Commision but repay this opportunity by tremendously adding his own hard work and dedication to the Dublin Parks and Services Commision.

Thank you for your time.

Gregory Rodriguez, M. Ed.

Dublin High School
Social Science Department
AP European History, AP Human Geography, World History
www.dublinusd.org/dhs
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Prajanya
Last Name*
Kannan
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5753
Date Submitted: 3/23/2023
1450
Street Address*
City*
Dublin
State*
California
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
The Quarry Lane School
What high school will you be attending in the 2023-2024 school year?* The Quarry Lane School
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Senior

1. Why are you interested in serving on the Parks and Community Services Commission?* I am interested in serving on the Parks and Community Services Commission for several reasons. Firstly, I am passionate about preserving the natural resources of Dublin and ensuring that they are protected for future generations. I believe that it is important for people to understand the history of Dublin and to appreciate its cultural diversity. Finally, I believe that parks and recreational areas not only provide a source of enjoyment for residents but also serve as an educational tool to increase awareness and appreciation for the natural world. By serving on the commission, I hope to promote inclusivity and encourage all members of the community to contribute to the city's wellbeing. Ultimately, I believe that serving on the Parks and Community Services Commission will allow me to lead by example and amplify the voices of those who may otherwise go unheard.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

2. What is the most important contribution you can make to the Commission?* The most significant contribution I can make to the Commission is my passion for promoting environmental awareness through events and implementing city policies. I am particularly interested in initiatives that reduce waste, encourage reuse and proper recycling practices. I am currently a Climate Leader Fellow sponsored by Stanford Democracy Lab and Rustic Pathways Foundation working on the pressing issue of waste in our community. Additionally, I believe in the importance of engaging community members in activities such as cleanups and educational programs on wildlife species, particularly for younger and older populations. Finally, I am a strong advocate for creative expression and believe that the Commission can play a vital role in showcasing the talents of our community. Through art exhibitions and other events that encourage young entrepreneurism, we can highlight the unique cultural identity of Dublin and celebrate the diversity and unique ideas of its residents. In summary, I am eager to contribute to the Commission's efforts to promote sustainability and environmental awareness, engage community members in meaningful activities, and support the creative expression in my community. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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3. What knowledge do you have of the parks and recreational facilities in Dublin?* Over the past 18 months, I have been dedicated to volunteering at Fertile Groundworks, a non-profit organization that addresses the issue of food deserts in East Bay communities. Through partnerships with the Alameda Food Bank and Open Heart Community Kitchens, we provide fresh and organic produce to low-income neighborhoods. Additionally, I founded Joybowls.org, a non-profit organization where I create terrariums as a way to preserve plant species in a portable manner while also bringing joy to the elderly and essential workers. Recently, my efforts were recognized by Dublin City Council during the Young Citizen Award ceremony. I have also contributed my time to the ecological restoration program at San Bruno Mountain, where I participated in the replanting of native species to protect endangered butterfly species. Furthermore, I have pursued various forms of creative expression, such as dancing, art, and writing, and received eight Scholastic Art and Writing Awards during my high school years. As a student researcher at ASDRP (Aspiring Scholars Directed Research Program), I work on developing solutions for Alzheimer's and Parkinson's diseases through novel drug delivery systems. I believe that my diverse experiences in these areas can add significant value to my community, and I am eager to continue serving in any way possible. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

The Dublin L.E.A.D. (Leadership, Education, and Development) program is a leadership and mentoring program for high school students that focuses on developing leadership skills and community involvement. I am not familiar with other programs, but I plan to learn more about them.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* Yes, I will be able to maintain my existing commitments while also attending regular monthly meetings. (This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? I have not attended a YAC or any other Dublin Commission meeting, but I looked at the meeting notes which are available online. I was also in the March meeting for the Dublin City Council Volunteering Awards, so I was able to get an insight into the committee.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

Upload 1st Letter of Recommendation (required)
Recommendation letter.pdf
Upload 2nd Letter of Recommendation (required)
Choose File No file selected
Upload 3rd Letter of Recommendation (optional)
Choose File No file selected
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Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1453
The Quarry Lane School
Dublin Campus:

Jr. Kindergarten-12th Grade
6363 Tassajara Rd.

Dublin, CA 94568
P (925) 829-8000 F (925) 829-4928
Pleasanton Campus East:

Infant/Toddler, PreS and PreK
3750 Boulder St.

Pleasanton, CA 94566
P (925) 846-9400 F (925) 462-1066
www.quarrylane.org
Pleasanton Campus West:

Preschool and Pre-Kindergarten
4444B Black Ave.

Pleasanton, CA 94566
P (925) 462-6300 F (925) 462-1066
“Education is a lifelong commitment”®
Counselor Recommendation for Prajanya Kannan
DISTINCTIVE QUALITIES ______________________________________________________________________________ One of my favorite things about Prajanya is her insatiable curiosity for just about everything. Whether listening to podcasts in the car, watching documentaries on Netflix, or deep diving into research in the lab, Prajanya’s inquisitive nature is typically always being nurtured. Armed with an incredibly strong work ethic and admirable self-awareness, Prajanya is the ideal student and peer. She is organized, highly proactive, and methodical in managing her tasks, using tools and apps to keep track of her very busy schedule. Whatever challenges Prajanya has faced, she refuses to let them break her spirit. No matter how far down she is pushed, like a spring, she always manages to bounce back. Her remarkable journey exemplifies her resilience in overcoming obstacles and achieving her goals.

ACADEMIC HISTORY
____________________________________________________________________________________________________________ • At QLS, students can apply for either the IB Diploma or IB Certificate program depending on their academic goals. IB Certificate students can take any combination of up to 3 IB HL or AP courses.

Prajanya is 1 of 55 seniors this year enrolled in the IB Certificate program. • For AP Chemistry, there were three teacher changes the year she took the course, which caused considerable content loss, so she did not learn this subject to the best of her ability. • Prajanya has cultivated a deep passion for neuroscience, pursuing courses at UC Berkeley’s ATDP, Coursera, and Stanford and working part-time as a student researcher at Aspiring Scholars Directed Research Program. Her performance at in her ATDP neuroscience course led to her appointment as a TA at UC Berkeley's ATDP, where she assisted the professor with course materials, grading, and mentoring students. At ASDRP, she is currently focusing on developing solutions for Parkinson's disease and recently presented her work at a conference.

ACTIVITIES, INTERESTS, AND AREAS OF IMPACT
• Prajanya loves nature and works hard to preserve it. She worked on ecological restoration projects in the San Bruno Mountains, planting native plant species that attract endangered butterflies, and spends her weekends at Fertile Groundworks, where she takes care of organic fruits, herbs, and vegetables and donates them to local food banks and community kitchens. Through this work, she is part of the solution to the food insecurity problem in the East Bay area that she is passionate about alleviating.

Additionally, she was selected as part of the Global Climate Leaders Fellowship Project. The project focuses on helping community members reduce their waste and increase their recycling and composting rates.
• Prajanya demonstrates a commitment to service through all of her activities. In response to the pandemic's impact on mental health, Prajanya founded JoyBowls, a heartwarming initiative to bring a piece of nature indoors by distributing desk terrariums to seniors in care centers, 1454
The Quarry Lane School
Dublin Campus:

Jr. Kindergarten-12th Grade
6363 Tassajara Rd.

Dublin, CA 94568
P (925) 829-8000 F (925) 829-4928
Pleasanton Campus East:

Infant/Toddler, PreS and PreK
3750 Boulder St.

Pleasanton, CA 94566
P (925) 846-9400 F (925) 462-1066
www.quarrylane.org
Pleasanton Campus West:

Preschool and Pre-Kindergarten
4444B Black Ave.

Pleasanton, CA 94566
P (925) 462-6300 F (925) 462-1066
“Education is a lifelong commitment”®
teachers, and students in the Bay Area. She has distributed over 200 terrariums and plans to give away another 100 this summer. When she ran out of space to grow plants at home, she converted the garage into a makeshift production center. She has taught herself various aspects of launching and operating the venture, including how to run a website, grow the plants needed for the terrarium at home, and package and ship glass bowls. Her experience has taught her problem-solving skills and helped her build partnerships while also making her aware of the problems faced by seniors. • Prajanya is a creative soul. A true creative force with many different passions that set her spirit free:
dancing, art, and writing. Prajanya has shown her creativity through comic art, Bollywood, and jazz dance stone painting, and designing sketches of miniature gardens. She published a photography book on spring life in Dublin, copies of which were sold to community members. As a member of the QLS Creative Media Club, she has taken photos, edited videos, and designed magazine covers for school clubs and designed merchandise, labels, and logos for organizations like Habitat for Humanity.

FINAL REFLECTION
__________________________________________________________________________________________________________________ I admire Prajanya’s ability to see beyond limits and push herself beyond her own past achievements. She has momentum and creativity like no other and the passion and intelligence to truly be a part of the change she wants to see.

Ashley R. McWilliams | College Counselor
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Anika
Last Name*
Kolan
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5655
Date Submitted: 3/12/2023
1456
Street Address*
City*
Dublin
State*
CA
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
Dublin High School
What high school will you be attending in the 2023-2024 school year?* Dublin High School
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Senior

1. Why are you interested in serving on the Parks and Community Services Commission?* I am passionateÂ about serving on the Parks and Community Services Commission of the City of Dublin because the city's parks resources have benefited my life as a Dublin resident and my national career. Professionally, I play cricket for the United States of America. I am the captain of the U.S. Women's West Coast team and the vice-captain of the U.S. Under-19 Cricket National Team. When I first picked up a ball, I spent my entire life playing the game. IÂ representedÂ the City of Dublin and my home school team in an intra-school tournament, many state tournaments within the United States, and my country, the United States of America, at international competitions in foreign nations (Mexico, Zimbabwe, South Africa). I can see how parks and the community play a larger role in encouraging young people to leave their homes and maintain an interest in sporting activities. Since I first picked up a cricket bat, the local parks have become my second home. I spent countless hours practicing in the batting cages that Dublin provided for our community, as well as countless days exercising and practicing on Dublin's beautiful fields. I would like to contribute by sharing my knowledge and experience with the Parks and Community Service departments in order to assist the committee in gaining a sporting perspective. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

2. What is the most important contribution you can make to the Commission?* My ability to provide insight into potential improvements that could be made in the future to Dublin's Parks and Community Services is the most valuable contribution that I can make to the Commission. My first experience with cricket was when I was 9 years old, and now that I am 16 years old, the parks, fields, cages, and grounds of the city have become like a second home to me. Since I was nine years old, I have attended a variety of council meetings and actively campaigned for the installation of cricket batting cages as well as cricket fields. Since I moved to Dublin ten years ago, I have been able to observe the many changes that have taken place in the city. As someone who uses Dublin's parks and community resources on a regular basis, I am able to discuss with the committee different ways in which they can be improved, and together we can devise a strategy for getting other city residents involved in using the city's resources. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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3. What knowledge do you have of the parks and recreational facilities in Dublin?* Since the age of nine, I have advocated to city councils for cricket batting cages and fields. As a youth, I played soccer, so I am familiar with all of Dublin's sports venues. I alsoÂ carryout my standard fitness runs in FSP park. I am familiar with the work required to keep parks and recreation areas in pristine condition, particularly prior to major tournaments for soccer, cricket, and outdoor volleyball. I utilized the newly constructed FSP batting cage on a daily basis in preparation for my role as the United States' representative at the World Cup. I was able to simulate an international setting by training outdoors on the synthetic turf field. Since the start of 2019, I've attended several City Council sessions. The city approved the construction of batting cages at Emerald Glen during these meetings. The FSP cricket field and batting cages were the locations of the majority of meetings I had attended. During the opening of the ground, Mayor Hernandez gave me the honor of receiving the first cricket ball. I have played on Dublin's Emerland Glen cricket pitch since its founding, and it has been gratifying to see not only cricket but also other sports (volleyball, softball/baseball) benefit from its improvement. There is always potential for enhancement, and I am confident that Dublin will become a central location for tournaments in a variety of sports throughout the bay area as a result of my contributions.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* Yes I will be able to regularly attend the monthly meetings. I represent my country at the highest level of cricket competition. I would like to use this opportunity to collaborate with the city and share my knowledge and experience regarding the grounds. (This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? The most recent YAC meeting I attended was on February 22, 2023. This was our group's most recent monthly meeting. We reviewed the latest information regarding the Dublin Benefit Concert Ad Hoc Committee, where we made significant advances in concert planning.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

Upload 1st Letter of Recommendation (required)
Anika Kolan Letter of Recommendation.pdf
Upload 2nd Letter of Recommendation (required)
Scan0021.pdf
Upload 3rd Letter of Recommendation (optional)
Anika 2023.pdf
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Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1459
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Advaith Krishna
Last Name*
Anoop Krishna
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5787
Date Submitted: 3/23/2023
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Street Address*
City*
Dublin
State*
California
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
Dublin High School
What high school will you be attending in the 2023-2024 school year?* Dublin High School
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Senior

1. Why are you interested in serving on the Parks and Community Services Commission?* I moved to Dublin when I was in 4th grade, and have now lived in the city for most of my life. Iâ€™ve used plenty of the Dublin facilities growing up, such as the Wave for swim lessons, and more importantly for me, the Emerald Glen Cricket ground and nets through the Dublin Cricket League. Iâ€™ve practically spent every waking hour of my life practicing cricket at the EG Nets, and it warmed my heart to see more developmental opportunities for cricket arise through the opening of Fallon Sports Park Phase 3 last term. For the last 8 months, Iâ€™ve formed many close bonds with fellow members of the PCS commission, and I would love to continue to contribute and cultivate the cityâ€™s parks and recreational facilities while serving as the student representative again.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

2. What is the most important contribution you can make to the Commission?* As student representative, Iâ€™d like to be a conduit for the youth of Dublin and help provide enrichment opportunities to the youth of Dublin. By engaging the younger community in different fitness, sports, or recreation programs, we can keep the student community physically and mentally active. I would also try to prioritize the preservation and improvement of our city parks, while also looking to introduce and give my thoughts on new park services that are presented to the commission. On a more personal level, Iâ€™d also like to further encourage the growth of cricket within Dublin and the rest of the Tri-Valley, and try my best to revive the Inter School Cricket Tournament that was in place just a few years prior. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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3. What knowledge do you have of the parks and recreational facilities in Dublin?* Iâ€™ve lived in Dublin for 7 years, and Iâ€™ve used a plethora of the cityâ€™s facilities while growing up in the city. Although I already played cricket prior to moving to Dublin, the nets and ground at Emerald Glen really helped take my game to the next level. I would spend more than half my week at the nets, improving my technical skills, and it helped me gain a spot on the West Coast team at the USA Cricket U-15 Nationals. Outside of cricket, Iâ€™ve also spent nearly every day after school in the Dublin Library before the pandemic hit, checking out books and using the library resources to finish my middle school homework. Now, when I don'tâ€™ have as much time to visit the library frequently, I make use of the Overdrive and Libby apps to check out the libraryâ€™s vast selection of ebooks.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

4. What knowledge do you have of the programs offered through the Parks and Community Services Department? Have you ever participated in a program (such as J.A.W.S., Dublin L.E.A.D., J.L.P., Youth Advisory Committee - YAC) or class offered by the Parks and Community Services Department? * Iâ€™ve been a part of the Dublin Youth Advisory Committee as a voting member for the 2021-2022 term, and Iâ€™m currently a student representative to both the PCS Commission and the YAC for the 2022-2023 term. Iâ€™ve been a part of multiple adhoc committees on behalf of the YAC during my tenure, and I helped run last yearâ€™s Youth Benefit Concert and Dublinâ€™s first Hack-a-Thon, and Iâ€™m currently on the ad-hoc committee for this yearâ€™s Youth Benefit Concert. Meanwhile, during my term on the PCS commission, Iâ€™ve attended events such as the opening of FSP Phase 3 and Don Biddle Park, and I also was a judge for Dublinâ€™s Annual Holiday Home Decorating Contest. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* Next year, Iâ€™ll be taking 3 Honors/AP Classes at school, although I will finish most if not all of my schoolwork during my free period. Outside of school, my only other activity is cricket: I have practices on Tuesdays and Thursdays and 7 hour games on Saturdays and Sundays. However, I have pristine attendance when it comes to PCS meetings this term, and I am sure I will be attending all the monthly meetings if I get re-elected. (This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? YAC (2/22): At the recent YAC meeting I attended, the different planning ad-hoc committees checked in with the rest of the committee, including the ad hoc committees for the Dubin Youth Benefit Concert and the Youth Hack-a-Thon PCS (3/20): At the recent PCS meeting, we received a report from Anthony Calvo about changes to reservation policies for city fields, and we also discussed the successes of the St. Patricks Day Festival, as well as possible improvements for next year. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

Upload 1st Letter of Recommendation (required)
Copy of AdvaithLetterofRec.pdf
Upload 2nd Letter of Recommendation (required)
Advaith Anoop Krishna Letter of Recommendation
S23.pdf
Upload 3rd Letter of Recommendation (optional)
Choose File No file selected
1465
Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1466
D
23 March 2023
Dear Dublin Parks and Community Services,
It is my pleasure to recommend Advaith as a student representative. I have known Advaith for this school year and really enjoy my time as his teacher in my English 3 Honors course. Advaith is an excellent student who displays success in both his academic and personal life.

One thing that stands out about Advaith in my class is his willingness to participate without being called on. He always raises his hand and has insightful things to say about whatever text we are discussing. I can also tell that his peers respect him a great deal and he gets along well with a variety of students. Advaith puts his full effort into everything we do in my class and I can always count on him to be respectful, motivated, mature, and kind.

Advaith is clearly invested in his studies but something that makes him unique is his involvement in extracurricular activities and dedication to being a student athlete. He is heavily involved in cricket outside of school and has been incredibly successful at it. As part of national tournaments he has had to balance traveling with his school work and does so with ease. He is proactive about staying on top of his studies while also being fully dedicated to his sport. Not only does Advaith participate in the sport, but he also volunteers as a coach for younger athletes.

It’s very difficult to be a student-athlete, especially while maintaining high grades with his challenging course load.

Advaith is fully invested in his studies but I can tell that he also loves being involved in the larger community and extra curricular activities. I think that he would be an awesome student representative and would take his duties very seriously. I recommend him without hesitation.

Please feel free to contact me with any questions.

Best regards,
Hannah Moreno
Hannah Moreno
English Teacher
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All Dublin Students Will
Become Lifelong Learners

PRINCIPAL
Maureen Byrne

ASSISTANT

PRINCIPALS
Lisa Diaconis
Whitney Dwyer
Andy Waranoff
Kevin Cushing
Diana Santamorena

DUBLIN HIGH SCHOOL
2017 GOLD RIBBON SCHOOL
8151 Village Parkway, Dublin, CA 94568 ⧫925-833-3300⧫ FAX 925-833-3322 March 23, 2023
To Whom It May Concern:

I have the pleasure of teaching Advaith Anoop Krishna in my AP United States History class in this 2022-2023 school year. Advaith is a wonderful student to have in the classroom. He brings a strong work ethic, dedication, and a collaborative energy with him to class every day.

Advaith impressed me right from the start of the school year. He was able to diligently complete his work and utilize the reading to acquire the content knowledge necessary for success. He maintained a very organized system and this system allowed for him to be successful in class when it came time to apply the acquired content knowledge to higher-level thinking tasks. This was especially apparent in his document analysis, a task that makes it clear which students are able to grasp the conceptual themes and the concrete details. I have seen Advaith easily collaborate with his peers, a skill that will help him be successful in any field of study.

As a student in the classroom he participates in the lessons, asks thoughtful questions, and takes his time to do an excellent job on his work. I knew very early on that I was lucky to have Advaith as a student. It is very clear that Advaith takes responsibility for his education.

I fully recommend Advaith for the position of Student Representative to the Dublin Parks and Community Services Commission
Please do not hesitate to reach out with questions.

Best Regards,
Carter Stimson
Carter Stimson
Dublin High School Social Studies Teacher
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Braden
Last Name*
Ou
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5834
Date Submitted: 3/24/2023
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Street Address*
City*
Dublin
State*
CA
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
The Quarry Lane School
What high school will you be attending in the 2023-2024 school year?* The Quarry Lane School
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Senior

1. Why are you interested in serving on the Parks and Community Services Commission?* My interest in serving on the Parks and Community Services Commission stems from my passion for maintaining and improving the quality of Dublin's parks and my commitment to representing the interests and perspectives of the city's youth.

As the president of a nonprofit organization, ABLE, I have actively participated in park clean-up initiatives, which have instilled in me the importance of preserving the beauty and functionality of Dublin's parks for everyone to enjoy. Serving on the Commission would allow me to further contribute to this goal by ensuring that our parks and recreational facilities remain safe, clean, and accessible to all residents. Having served one year on the Youth Advisory Committee and two years on the Dublin Mayor's Council, I have gained valuable insights into the needs and preferences of the youth in our community. My experience in these roles equips me to provide an excellent perspective as the youth representative on the Commission, ensuring that the voices of Dublin's younger residents are heard, and their interests are taken into account when making decisions. Furthermore, my educational background at both Dublin High and Quarry Lane School has allowed me to interact with and understand the perspectives of students from different schools in the area. This unique viewpoint enables me to represent a broader range of teens in Dublin and advocate for their needs and preferences within the Parks and Community Services Commission. In summary, my passion for maintaining Dublin's parks, my experience in youth leadership roles, and my understanding of the diverse perspectives of Dublin's youth make me an ideal candidate for serving on the Parks and Community Services Commission. I am eager to contribute to improving our community's parks and recreational facilities while ensuring that the needs of our young residents are well-represented.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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2. What is the most important contribution you can make to the Commission?* The most important contribution I can make to the Parks and Community Services Commission lies in the combination of my leadership skills, project management experience, teamwork abilities, and dedication to serving the public. These qualities, which I have honed through various roles and achievements, make me a well-rounded and strong candidate for the Commission.

My role as the president of ABLE, a nonprofit organization that won the Organization of the Year award from the City of Dublin, demonstrates my capacity to effectively lead and manage a team. This experience has allowed me to develop strong organizational and problem-solving skills, which I can apply to projects and initiatives within the Commission. In addition, my involvement as the co-project manager of the Financial Literacy Project at the Dublin Mayor's Council has taught me the value of educating youth on essential life skills. This experience has sharpened my ability to plan, execute, and evaluate educational programs, which will be invaluable in creating and implementing initiatives for the Parks and Community Services Commission.

As the software leader of my school's 100-member robotics team, I have gained hands-on experience in managing a large group and working collaboratively to achieve a common goal. This experience has further strengthened my leadership and teamwork skills, which will be instrumental in my contributions to the Commission. Lastly, my dedication to serving the public is evident through my achievement of the Gold Presidential Volunteer Service Award for over 250 hours of service. This passion for giving back to my community demonstrates my commitment to making a positive impact, ensuring that I will be a highly engaged and proactive member of the Parks and Community Services Commission. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

3. What knowledge do you have of the parks and recreational facilities in Dublin?* As an active member of the Dublin community, I have gained substantial knowledge about the parks and recreational facilities in the city. My involvement in various community activities and events has provided me with opportunities to explore and understand the wide range of parks and recreational spaces that Dublin has to offer. Some notable parks and recreational facilities in Dublin include Emerald Glen Park, which features sports fields, picnic areas, and a playground, as well as the Wave, a popular aquatic facility with swimming pools and water slides catering to people of all ages. Additionally, the Fallon Sports Park provides numerous athletic fields and courts, catering to diverse sports interests among residents. The city also offers various neighborhood parks, such as Alamo Creek Park and Shannon Park, which provide open spaces for leisure, play, and community gatherings. These parks feature playgrounds, walking paths, and picnic areas for families and residents to enjoy. Dublin's Senior Center and the Shannon Community Center are other important facilities that host a wide range of recreational and educational programs for residents of all ages. These centers provide opportunities for community engagement, learning, and personal growth, fostering a sense of belonging and connectedness among Dublin's residents.

Overall, my knowledge of the parks and recreational facilities in Dublin stems from my active engagement in the community and my genuine interest in promoting accessible, well-maintained, and diverse recreational spaces for all residents. By serving on the Parks and Community Services Commission, I aim to leverage my understanding of these facilities to advocate for continued improvement and expansion, ensuring that the needs and preferences of Dublin's residents are well-represented. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

4. What knowledge do you have of the programs offered through the Parks and Community Services Department? Have you ever participated in a program (such as J.A.W.S., Dublin L.E.A.D., J.L.P., Youth Advisory Committee - YAC) or class offered by the Parks and Community Services Department? * I have a fair understanding of the various programs offered through the Parks and Community Services Department in Dublin. I know that the J.A.W.S. program is used to teach students about water safety. The Dublin L.E.A.D. is a program designed to help teens develop leadership skills, engage in community service, and participate in local government activities. The Junior Leader Program is a program that offers teenagers the opportunity to gain hands-on experience in planning and implementing recreational activities for younger children, fostering leadership skills and a sense of responsibility. Finally, as a member of the Youth Advisory Committee, I know that the YAC provides a platform for young people to voice their opinions on community issues, participate in the decision-making process, and contribute to the betterment of the city. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* During the 2023-2024 school year, I will be involved in several activities. These include leading my nonprofit organization ABLE, serving as the software lead for my school's robotics team, and applying to serve as a project manager for the Dublin Mayor's Council. Additionally, I will be participating in an internship with Alameda County Supervisor David Haubert to teach coding.

Despite my engagement in these various activities, I am confident that I will be able to devote sufficient time each month for PCS meetings and activities. My commitment to the PCS is evident in my current term in the Youth Advisory Committee, where I have made it a priority to attend as many YAC meetings as possible. I understand the importance of being an active and involved member of the committee, and I am dedicated to balancing my responsibilities to ensure that I can contribute effectively to the PCS.
(This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? Yes, I recently attended the volunteer recognition event held on March 1st, 2023. During this event, I was excited to learn that my nonprofit, ABLE, had been nominated for the Organization of the Year award for the City of Dublin. This nomination was a significant achievement for our team, and I was eager to see if we would be awarded this prestigious honor. I was thrilled when it was announced that ABLE had indeed won the Organization of the Year award. This outcome was of great interest to me, as it validated the hard work and dedication that our team had invested in making a positive impact in the community. The recognition also serves as motivation for us to continue striving for excellence and making a difference in the lives of those we serve.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

Upload 1st Letter of Recommendation (required)
Braden Ou - PCS Recommendation Letter.pdf
Upload 2nd Letter of Recommendation (required)
Recommendation Letter sent by Ashley McWilliams.pdf
Upload 3rd Letter of Recommendation (optional)
Choose File No file selected
Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1472
The Quarry Lane School
Dublin Campus:

Jr. Kindergarten-12th Grade
6363 Tassajara Rd.

Dublin, CA 94568
P (925) 829-8000 F (925) 829-4928
Pleasanton Campus East:

Infant/Toddler, PreS and PreK
3750 Boulder St.

Pleasanton, CA 94566
P (925) 846-9400 F (925) 462-1066
www.quarrylane.org
Pleasanton Campus West:

Preschool and Pre-Kindergarten
4444B Black Ave.

Pleasanton, CA 94566
P (925) 462-6300 F (925) 462-1066
“Education is a lifelong commitment”®
Counselor Recommendation for Braden Ou

DISTINCTIVE QUALITIES
_____________________________________________________________________________________________________________________ I first met Braden after he transferred to QLS from Dublin High School in his sophomore year. The transition was a bit challenging, as it is for most of our transfer students, but Braden wasted no time getting acclimated to a new environment, including introducing himself to me within the first week. I appreciate his love of both the arts and sciences and his fusion of computer science and music activities during his free time. In addition to his impressive ability to manage an extremely rigorous course load, Braden truly enjoys getting involved in his community and seeing how his ideas and involvement can make a difference.

Braden is 1 of 55 seniors this year enrolled in the IB Certificate program.

ACTIVITIES, INTERESTS, AND AREAS OF IMPACT
• Braden has been putting his leadership skills to work the last few years both at QLS and in his local community. As the president of his nonprofit, Above and Beyond Leadership and Education (ABLE), Braden and the club members do volunteer work around the city of Dublin, tutoring students, environmental advocacy, park cleanup, and were nominated last year as the Organization of the Year by the City of Dublin. Currently, Braden is planning a youth mental health event at QLS and working alongside administration, bringing in various speakers who can stress about the importance of keeping good mental health hygiene, especially during before AP exams. • For the past few years, Braden has been increasing his involvement with the city of Dublin, working with the Mayor's Council on a project that teaches financial literacy, and as a member of the Youth Advisory Committee of Dublin, which plans out various events for the youth of Dublin like the Hackathon Braden took lead on. His most rewarding academic accomplishment though was being nominated as the Young Citizen of the Year by the city of Dublin last year. • When he’s not supporting his local city government, Braden can be found at QLS with the Robotics team, working as the Vision Lead on the team, investing 10 hours a week learn how the software, hardware, and business aspects of a robot all come together to create one final product. 1473
The Quarry Lane School
Dublin Campus:

Jr. Kindergarten-12th Grade
6363 Tassajara Rd.

Dublin, CA 94568
P (925) 829-8000 F (925) 829-4928
Pleasanton Campus East:

Infant/Toddler, PreS and PreK
3750 Boulder St.

Pleasanton, CA 94566
P (925) 846-9400 F (925) 462-1066
www.quarrylane.org
Pleasanton Campus West:

Preschool and Pre-Kindergarten
4444B Black Ave.

Pleasanton, CA 94566
P (925) 462-6300 F (925) 462-1066
“Education is a lifelong commitment”®

FINAL REFLECTION
__________________________________________________________________________________________________________________ Braden has always shown himself to be focused, attentive, and curious in the classroom and also in our interactions. He doesn’t hesitate to teach himself something new, is not shy about asking questions to understand the bigger implications of something and targets his goals with precision and a plan. He knows how to be a successful student, adapting as needed, and is more than ready and excited to join a new community where he can expand his knowledge and share it with those around him.

Ashley R. McWilliams | College Counselor |
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1. -- Dublin Resident-- Enrolled as either a Junior or Senior in high school during the 2023-24 school year-- Student Representative Information Letter

1. -- Completed Application Form

Application Submittal
Your completed application must be submitted via this online application form. Application submittals must include the following items:

Questions
Please direct questions to Liz Elliott, Recreation Supervisor, at (925) 556-4500 or email First Name*
Iris
Last Name*
Shen
Print
Student Representative to the Parks and Community Services Commission 2023-2024 Term - Submission #5773
Date Submitted: 3/23/2023
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Street Address*
City*
Dublin
State*
California
Zip*
94568
Email Address*
Phone Number*
What high school are you currently attending?*
Dublin High School
What high school will you be attending in the 2023-2024 school year?* Dublin High School
What grade (Junior or Senior only) will you be during the 2023-2024 school year?* Junior

1. Why are you interested in serving on the Parks and Community Services Commission?* If I could spend all of my weekends running, walking, and biking through Dublinâ€™s parks, I would do it. Iâ€™ve lived in Dublin for over ten years and completed all of my schooling here, and throughout my time living in Dublin, Iâ€™ve inevitably spent hundreds of hours in the parks, activities, and services offered by the city. Iâ€™ve probably seen every inch of the Iron Horse Trail and spent countless hours in camps at Shannon Community Center and playing in Emerald Glen, where I have made some of my closest friends. Weekly trips to the Farmerâ€™s Market and begging for honey straws were, albeit a little strange, highlights of my childhood. From camps to cultural learning to events, Iâ€™ve seen it all. Because of that, I want to give back to the places that have nurtured me. More than anything, I want to be able to make a real impact on the facilities in which I have spent so much of my timeâ€”and I firmly believe that I will be able to bring valuable, original ideas to the table when it comes to Dublinâ€™s Parks and Community Services. For example, I believe that more can be and should be done about getting Dublinâ€™s residents (and anyone else interested) to take the time to immerse themselves in the cityâ€™s culture and events that may not be as well known as major events like our Saint Patrickâ€™s Day celebration. As a member of Dublin High Schoolâ€™s orchestra, I would, for example, like to get even more people involved in and attending the Benefit Concert each year. In an increasingly digitally-oriented age, itâ€™s important that everyone makes an effort to stay connected and continue living healthy lifestyles. Personally, that can come in the form of hiking or biking along different trails or swimming at the Wave. In my experience, sports are a big part of many of my peersâ€™ lives, so Iâ€™d like to help make sporting equipment and facilities more accessible for those who may find it difficult to pay for equipment or access it in general. In addition, I would like to aid in facilitating more adult and family participation in fitness. Whatâ€™s more, Iâ€™ve already done my best to make personal contributions to the city, and I want to keep expanding such contributions. In the past year, Iâ€™ve undertaken a few art projects under the Parks and Community Services with temporary art projects, including the Utility Box Art and the â€œGo, Park, Readâ€ project, in an effort to add a splash of color to the city. Iâ€™ve also been able to use the Splatter festival as an opportunity to showcase my art, and I would like to help more young artists express themselves and make themselves known to the city. As an artist, Iâ€™m very aware of these art programs, some of which are open to high schoolers like myself, and I want to help extend both the programs and Dublinâ€™s knowledge of them. Overall, Iâ€™m interested in serving on the Parks and Community Services Commission in large part because I want to help shape the community that has helped shape me. I know firsthand how important it is to have opportunities offered to you by the city, so I would like not only to have a voice in extending those opportunities to others, but also to help encourage the city of Dublin to take advantage of the facilities and resources already offered, as well as create a positive change within those facilities. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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2. What is the most important contribution you can make to the Commission?* I strive to bring exceptional creativity to any activity I pursue, and this is no different. It is a firm belief of mine that any wellconstructed team needs to be composed of varied perspectives, and thatâ€™s why I think itâ€™s so cool that Dublinâ€™s councils and commissions have had youth representatives that can voice their own opinions. Because of this, I believe that as a self-proclaimed creative, I will be able to bring imaginative approaches to any of the issues or events that might be brought up.

Regarding events specifically, I want to provide activities that will get more of Dublinâ€™s residents or visitors actively involved, and I believe that given the chance, I would be able to help create fun activities that spark the interest of many participants.

Creativity can be applied in any number of ways. From designing art projects to looking at issues from a new perspective to diffusing a situation when it gets heated, creativity is necessary! On the Commission, I would be able to not only provide the perspective of a student but someone who has been very actively involved in activities offered by the Commission. Heritage, sports, culture, and arts are all aspects of Dublin that I have grown especially familiar with over the years, and I will be able to use my prior knowledge, not only to assess the current state of Dublinâ€™s recreational facilities but do so in a way that is fresh and innovative. Given extensive prior knowledge of Dublinâ€™s recreational facilities coupled with my deep personal involvement, I will use a creative methodology to ensure that all perspectives on a topic will be heard and considered. Thus, the most significant contribution I will make to the Commission is creativity, not only in perspective but in approach and execution. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

3. What knowledge do you have of the parks and recreational facilities in Dublin?* Though I am most familiar with Emerald Glen park (mostly because I live closest to it), Iâ€™ve been to most of Dublinâ€™s parks over the ten years that I have lived here, including the new Don Biddle Park. I would say, though, that I am personally most familiar with Emerald Glen, the Fallon Sports Park, and Shannon Park, though at this point I feel like I know those parks better than I know my own house (and I would consider myself a master of the monkey bars if I do say so myself). In addition, I find it great that a lot of these parks have art installations in or around them, and I appreciate them a lot even if Iâ€™ve mostly grown out of playing at parks. When I was younger, I would often swim in sessions at the Wave and nowadays I often just go there to have fun with my friends in the summer. Though I am not the most avid swimmer, Iâ€™m always open to learning more about the Wave and other sporting facilities. My family also owns a dog, and we often go to the two dog parks here in Dublin, particularly the Dougherty Hills Dog Park, since thereâ€™s also a hiking trail that we can utilize. Iâ€™d actually like to help improve the quality of these dog parks with a few more constructs that the dogs might have fun using. On the topic of hiking, that is also something that Iâ€™ve gotten my fair share of experience and knowledge in. I donâ€™t personally bike as often, but I enjoy walkable trails throughout the city; for example, on weekends I hike with my family, most often along the Tassajara Creek Trail or Iron Horse Trail. Because of this, Iâ€™ve noticed areas where some of the pavement seems uneven and places that seem very well-maintained. I've also noticed that despite guidelines, some people have not always been the most respectful of the nature of our city, and thus I would like to help motivate eco-friendliness within Dublin. In addition to these, Iâ €™ve also been to Heritage Park and Museums a fair number of times, and Iâ€™m always interested in learning more. Iâ€™ve also, more recently, been keeping up with future developments, and Iâ€™m very interested in seeing Dublin open up our own Cultural Arts Center. I would say that my knowledge encompasses most of Dublinâ€™s parks and recreational facilities, past, present, and future; but even then, Iâ€™m still learning more about our city and its activities every day! (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

4. What knowledge do you have of the programs offered through the Parks and Community Services Department? Have you ever participated in a program (such as J.A.W.S., Dublin L.E.A.D., J.L.P., Youth Advisory Committee - YAC) or class offered by the Parks and Community Services Department? * As an artist myself, I feel as if I am most aware of the art programs offered to both high school and professional artists by Parks and Community Services, but that doesnâ€™t diminish my knowledge of other programs that have been provided. I mentioned before that I worked under the cityâ€™s temporary public art program, so that is something Iâ€™m confident about in my personal knowledge. Iâ€™m also familiar with youth programs offered by the Commission; I currently serve under the Mayorâ€™s Council, which is not directly facilitated by the Parks and Community Services, but runs, I believe, in a similar way to the Youth Advisory Committee and other such programs in that it is primarily student-run, and the YAC is actually a program that Iâ€™m very interested in. Although I have not yet participated in any of the programs mentioned, I have a good base knowledge of how each of them operates, and as Iâ€™ve said before, Iâ€™m eager to continue learning about these programs.

In terms of classes, Iâ€™ve definitely spent a few summers in swimming classes offered by the department, and Iâ€™m aware of the different Cultural Arts programs that have been offered here in Dublin. I would also consider myself to know quite a bit about the programs and activities that Dublin offers, especially during summer, in which I have previously participated in everything from filmmaking to dance camps. As someone who has a younger sibling, I am also aware of some of the preschool and after-school programs that are offered by the Commission. (This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)
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5. What school and/or extracurricular activities are you currently involved in or will be involved in during the 2023- 2024 school year, and will you be able to regularly attend the monthly meetings?* I currently serve under the Mayor's Council and am hoping to return for a second term, and I'm also a member of Dublin High's Science Olympiad Team and am currently the club's Public Outreach/Relations Officer. I am also still involved in art projects and art classes, but none of these extracurriculars should have any time conflicts with the Commission's meetings every month. I have no doubt that I will be able to regularly attend the monthly meetings, if not all of them, if no issues arise. (This boxcan be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

6. Have you recently attended a YAC or other Dublin Commission or City Council meeting? If yes, what was the meeting date and what was the outcome of the item(s) you were interested in? Though I have not recently attended a meeting of Dublin's city councils, but I have been keeping up with the meeting summaries online; I found myself interested in the meeting on February 27 of this year and it was great to hear that the library has been getting more foot traffic lately.
(This box can be expanded by expanding the lower right hand corner of this box. This option may not be available for the Internet Explorer browser.)

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Application materials must be submitted via this online application form. The application deadline is 5:00 PM, Friday, March 24, 2023. Applications or letters of recommendation will not be accepted after the deadline. 1479
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DUBLIN HIGH SCHOOL
8151 VILLAGE PARKWAY, DUBLIN, CA 94568 - 925.833.3300 - FAX 925.833.3344 DHS.DUBLINUSD.ORG
March 16, 2023
To Whom It May Concern:

It is with great pleasure and confidence that I recommend Iris Shen. What I admire most about Iris is her quiet confidence. In a class with a great deal of booming personalities, Iris stands out with her thoughtful analysis and ability to inform without raising her voice. Iris is what we want our leaders to be. She is intelligent, focused, and compassionate.

Iris has the social skills and discipline necessary to work well with other students in collaborative groups. On many occasions I noticed that her help was welcomed by other less sure students in these settings. She works effectively in groups, taking leadership roles, always insisting on sharing and completing thoughtful work- skills and abilities that will serve her well in future academic and workplace settings.

Iris is not only self driven in her academics, she is also a talented writer. With her combination of intellectual skills, motivation and social maturity, she will flourish as a leader.

I giv tMole earted r~commendation.
a Hollison
Sophomore Advanced English Teacher
Teacher Librarian
Dublin High School
1481

STAFF REPORT

CITY COUNCIL

Page 1 of 4 ends

Agenda Item 6.1
DATE: June 6, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Adoption of Rates for Garbage Collection, Disposal, and Recycling Services Provided by Amador Valley Industries and Establishing the 2023-24 Annual Assessment
Prepared by: Jay Baksa, Assistant Administrative Services Director EXECUTIVE SUMMARY:

The City Council will consider adopting two separate resolutions establishing the garbage rates effective July 1, 2023 and establishing the Fiscal Year 2023-24 refuse-related property tax assessment. The proposed rates include the costs associated with the implementation of California State Senate Bill (SB) 1383, which created regulations to increase the diversion of organic waste from landfills.

STAFF RECOMMENDATION:

Conduct a public hearing, deliberate, and adopt the Resolution Approving and Establishing the Collection of Minimum Residential Garbage and Recycling Service Fees for Fiscal Year 2023-2024; and adopt the Resolution Amending the Schedule of Service Rates for Integrated Solid Waste Services.

FINANCIAL IMPACT:

The annual rate calculation for Fiscal Year 2023-24 will result in a 4.85% increase to all rates. The residential garbage and recycling service fees, which are collected on the Property Tax bill as an annual assessment, will increase by $1.97 per month on the required residential 32-gallon can to a total of $42.53 per month. The proposed Dublin commercial rate increases vary based on the service level selected. The proposed rate of $206.36 represents the average service level for a oneyard bin collected once per week. 1482

Page 2 of 4 ends

DESCRIPTION:

Background
In January 2005, the City executed an agreement with Amador Valley Industries, LLC (AVI) for service that began July 1, 2005 and continued to June 30, 2020. On June 16, 2020, the City Council approved an Amended and Restated Agreement with AVI, which extended the term to 2035, addressed capital equipment replacement needs, and started incorporating local and state requirements. In addition, as part of the amendment, a new rate model approach was agreed to that addresses annual rate adjustments, component cost separation, and regular financial reviews, to help deal with the volatility of the market in which haulers now operate.

California State Senate Bill (SB) 1383
The rate adjustment for Fiscal Year 2022-23 included two separate adjustments: the annual rate adjustment, and an adjustment to incorporate the costs associated with implementing the requirements of SB 1383, which among other changes created regulations to increase the diversion of organic waste from landfills and increased the reporting requirements for the City and AVI. As a result of these additional services and reporting requirements, the City and AVI, consistent with their obligation to “negotiate in good faith a reasonable and appropriate compensation adjustment,” have been meeting over the past year and a half to determine the best and most cost-effective way to implement these requirements. These discussions have resulted in a proposed amendment to the agreement, which has been agreed to in principle by the parties and is in final review by the City Attorney’s Office and AVI’s counsel. These reviews have taken significantly longer than originally anticipated due to the complexity of both the agreement and the requirements of SB 1383. The amendment will be presented to the City Council at a future meeting for approval. The agreed-upon costs continue to be incorporated into the rates for Fiscal Year 2023-24, as the terms of the proposed amendments were implemented starting in the prior fiscal year.

Annual Rate Adjustment
The current garbage rates became effective July 1, 2022. The agreement with AVI provides a process for addressing the compensation generated from all rate classes on an annual basis and establishes a total annual revenue requirement for AVI with the City retaining responsibility for establishing the rates for all categories. The agreement also contains a provision that rates must be reasonably forecasted to provide AVI with an appropriate level of compensation based on a formula detailed within the Agreement. The forecasting methodology compares customer counts between the two most recent calendar years to calculate revenue generation based on the level of services provided multiplied by the appropriate rates. Rates are adjusted as appropriate across all service sectors to meet the calculated revenue requirement as set forth by the rate model.

As required in the agreement, the City has provided AVI with information showing the rate calculations and assumptions. Section 5.13.1 states “…the final decision of the rate structure rests solely with the City.” The proposed rate structure for Fiscal Year 2023-24 is estimated to meet the compensation requirement of $28,197,054. This compensation is possible as a result of a proposed 4.85% average increase to all categories. A detailed description of the methodology required by the Agreement is included as Attachment 4.
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Page 3 of 4 ends

FY 2023-24 Adjustment
Attachment 5 provides a detailed comparison of the proposed rates to the current rates for service levels that represent a majority of the subscribers in the City. The proposed rates would be effective July 1, 2023.

Competitiveness of Dublin Rates with Neighboring Agencies Historically, Staff has included a comparison of the Dublin rates compared to rates charged for similar services in surrounding communities. This comparison has focused solely on the garbage rates, as historically, recycling and organic waste were seen as smaller, complimentary services.

This is no longer true with the implementation of SB 1383, as well as other regional and statewide laws. Looking specifically at garbage rates no longer offers a clear “apples-to-apples” comparison.

For example, Livermore now charges recycling at 80% of the garbage rate, Castro Valley at 71% the garbage rate, and San Ramon at 50%, whereas Dublin charges 25%. The same pattern is now occurring with Organic Waste, in which Dublin charges 50% of the garbage rate and Castro Valley charges 141% of the garbage rate, but as regulations change and options for disposal become more limited these services have become more expensive and cities are adjusting for that reality.

Overall, Dublin remains competitive, and the services offered are at least comparable to, and are often better than, the surveyed cities especially when factoring the type of service (garbage, recycling, organics, etc.), that is being provided. The current three-agency comparison is included as Attachment 6, and like last year, Staff has included Castro Valley Sanitation District as part of the average calculation in place of Pleasanton to evaluate service areas that offer similar services.

The Pleasanton costs and cost structure have become an outlier in the Tri-Valley, and when incorporating their costs into an “area average” they made it appear that Dublin was significantly higher, when in fact Dublin was very competitive with the other two cities included (Livermore and San Ramon). Pleasanton’s costs have been included for reference only but are not included in the three-agency average calculation.

Minimum Residential Garbage Service
All properties in the City are required to subscribe and have a weekly minimum garbage service (Dublin Municipal Code Section 5.32). This minimum service includes weekly curbside collection of a 32-gallon garbage container; up to two organic waste carts, including food scraps (96 gallons each); up to two recycling carts (96 gallons each); recycling collection of used oil and filters; an annual household hazardous waste drop-off event; and three on-call bulky waste pick-ups per year. Residents desiring larger garbage carts are billed directly by AVI for the incremental rate difference. The City pays AVI for the service cost of the minimum residential service with monies collected from the property tax bill.

The City Council will need to establish the annual fee, which is collected with the property tax bill for residential properties, separately from the rates for other levels of service. The proposed fee for basic residential service for Fiscal Year 2023-24 is $510.36, which is collected in two installments on the property tax bill. This equates to $42.53 per month, which is $23.64 per year ($1.97 per month) more than the rate levied in Fiscal Year 2022-23, as shown here:
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Page 4 of 4 ends

Historical Annual Fee for Minimum Garbage Service Collected with Property Tax Bill
2021-22 2022-23
Proposed
2023-24
Annual
Change
Monthly
Change
$460.68 $486.72 $510.36 $23.64 $1.97
This base rate includes $0.45 per month to cover the cost associated with the collection being included on the property tax bill. These funds are not paid to AVI but are retained by the City to offset the administrative cost in preparing the tax roll. In addition, the cost of collection and delinquencies for the basic service is expected to be covered by prior year fund balance, penalties and prior year taxes collected by the County Tax Collector, and interest on funds held prior to payment to the AVI.

Included in this Staff Report (Attachments 1-3) are the annual resolutions that, with City Council adoption, will establish the solid waste collection rates and the required minimum level of garbage service for the next fiscal year. While the proposed amendments to the agreement have been agreed to in principle and are in final review by the City Attorney’s Office and AVI’s counsel, City Staff, AVI, and HF&H, the City’s SB 1383 consultants, are continuing to meet. As with any new program as large as SB 1383, the actual costs of implementation may change, and any addition fee adjustments, if necessary, will be included in future rate adjustments.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

A notice was placed in the East Bay Times on May 27, 2023 and June 3, 2023, notifying the community of the City Council’s consideration of the proposed rates, and the City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving and Establishing the Collection of Minimum Residential Garbage and Recycling Service Fees for Fiscal Year 2023-24
2) Resolution Amending the Schedule of Service Rates for Integrated Solid Waste Services 3) Exhibit A to the Resolution – Proposed Adjustment to Garbage Company Rates 4) Methodology used for Fiscal Year 2023-24 Annual Garbage Rate Adjustment in Accordance with Agreement Between City of Dublin and Amador Valley Industries 5) Proposed vs. Current Rates
6) Local Area Rate Comparison
1485
Attachment 1
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 1 of 4 RESOLUTION NO. XX - 23

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING AND ESTABLISHING THE COLLECTION OF MINIMUM
RESIDENTIAL GARBAGE AND RECYCLING SERVICE FEES FOR FISCAL YEAR 2023- 2024
WHEREAS, the City of Dublin is mandated by the State of California, under AB 939 and SB 1016, to reduce the amount of solid waste going into the landfill; and WHEREAS, through the Mandatory Garbage Subscription Ordinance and other means, the City of Dublin is taking a proactive stance to meet the State Mandated Goals; and WHEREAS, the goal of the Mandatory Garbage Subscription Ordinance is to protect the health and welfare of the community, to provide recycling services to all residential property owners, and to equally share the costs of these programs by mandating that every residence contributes towards the cost of the service made available; and
WHEREAS, minimum service includes service described in the current Agreement with the franchised waste hauler, Amador Valley Industries (AVI); and WHEREAS, the City Council has considered this action as part of a noticed public hearing on June 6, 2023.

NOW, THEREFORE, BE IT RESOLVED that, the City Council of the City of Dublin does hereby approve and establish the collection of minimum residential services fees by the City on the property tax bill as shown in Exhibit A, which is attached hereto and hereby incorporated by reference.

BE IT FURTHER RESOLVED that City Staff are hereby authorized to undertake all administrative tasks to implement the assessments, including, but not limited to an agreement with Alameda County for collection, which may provide payment to Alameda County of its reasonable costs of collection not to exceed 1.7% of the total amount levied. {Signatures on the following page}
1486
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 2 of 4 PASSED, APPROVED AND ADOPTED this 6th day of June, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
1487
Exhibit A
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 3 of 4 City of Dublin

RESIDENTIAL MINIMUM GARBAGE / RECYCLING SERVICES
(Collected With Residential Property Tax Bills)
Basis of Fees
The City has negotiated a multi-year agreement with Amador Valley Industries (AVI) requiring a rate adjustment to the residential minimum garbage/recycling services collected with the property tax bills. The current annual fee of $486.72 per year will increase $23.64 for a total of $510.36 for Fiscal Year 2023-2024. The annual assessment equates to a monthly increase of $1.97, from $40.56 to $42.53. The Amended and Restated Agreement with AVI sets the compensation for the Agreement Year that begins July 1, 2021 and provides for annual adjustments to the rates based upon annual changes in three separate indices, two of which are maintained by the Bureau of Labor Statistics (Refuse Rate Index), plus pass-through disposal costs, for waste, recyclables and organics. The three indices account for cost changes in the following categories: growth in services; labor; and all other costs. In addition, the Agreement allows for a third-party administrator to review costs and revenue every three years to confirm reasonableness and to ensure that an industry standard level of operating margin in being maintained by AVI.

In order to determine the fee, the City estimates the total revenue required to pay AVI for the Minimum Service to all residential units that are eligible to use the service, according to the terms of the agreement. The specific factors considered in this calculation include the following components: the residential rate for Minimum Service; estimated number of housing units affected by the fee; costs associated with the collection of the fee as part of the Property Tax Bill; estimated delinquencies; estimated revenues from late payments and interest earnings; and funds available from collections in a prior year.

Affected Parcels
Chapter 5.32 of the Dublin Municipal Code requires the protection of the health, safety, and welfare of the community by requiring that all parcels obtain minimum weekly garbage service. Residential housing units are billed for the cost of Minimum Garbage Service, which is included with the annual property tax bill. This fee only applies to residential units which have individual garbage containers and are not serviced by central bins. This does include duplexes and other attached housing types, which receive individual service.

Households subject to this fee, which only receive Minimum Service, will not be billed by the Garbage Company. Amador Valley industries will bill customers each quarter for additional services, if a household selects weekly garbage collection of a container larger than the 32-gallon container included in the Minimum Service Level.

Services Provided By the Fee
Minimum service includes weekly curbside collection of: one 32 gallon garbage container; up to two 96 gallon organic waste carts; up to two 96 gallon recycling carts; 1488
Exhibit A
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 4 of 4 used oil and filters; an annual household hazardous waste drop off event; and three oncall bulky waste pick-ups per year.

Amount of the Fee
The annual amount of the assessment includes the cost of collection as well as the cost of services over the entire year. The City makes the payment to Amador Valley Industries based upon the current rate allowed for Minimum Residential Service.

TYPE OF HOUSING UNIT ANNUAL FEE
Each Single Family Residence $ 510.36
Each Condominium / Townhouse Unit $ 510.36
Each Duplex (2 Units) $ 1,020.72
Each Duplex (5 or More Units) $510.36 times the
number of units
1489
Attachment 2
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 1 of 2 RESOLUTION NO. XX - 23

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

AMENDING THE SCHEDULE OF SERVICE RATES FOR INTEGRATED SOLID WASTE

SERVICES
WHEREAS, the City of Dublin executed a Collection Service Agreement with Amador Valley Industries (AVI) on January 12, 2005; and subsequently executed five amendments to the agreement; and
WHEREAS, the Agreement requires the City Council to adopt a rate schedule, which is estimated to produce a specified revenue amount as identified in the Agreement; and WHEREAS, the City Council adopted the initial rate schedule with Resolution 68-05 at a noticed public hearing on May 3, 2005 and the Agreement provides that the City Council is responsible for establishing all rates; and
WHEREAS, on September 10, 2020, the City of Dublin executed an Amended and Restated Collection Service Agreement (Amendment) with Amador Valley Industries (AVI) extending the Collection Service Agreement for another 15-year term; and WHEREAS, the Amendment with AVI provides for an adjustment to the rates each July 1st in accordance with specified formulas; and
WHEREAS, the State of California passed Senate Bill (SB) 1383, requiring among other rules and regulations, the need to reduce the amount of organic waste being disposed in landfills, as well as an increase in the reporting requirements documenting these efforts; and WHEREAS, the parties anticipated in the Amendment that SB 1383 would require rate increases to reflect additional costs incurred by AVI arising from SB 1383, and it required the parties to negotiate in good faith on a rate adjustment. The City has met and conferred with AVI, to develop programs and costs to comply with SB 1383, which are included in the required rates; and WHEREAS, the City has calculated the required rate adjustment necessary to generate the agreed to compensation and applied not more than a 4.86% adjustment to the residential, commercial, roll-off, and other collection service rates and construction and demolition debris rates; and
WHEREAS, on June 6, 2023, the City Council conducted a noticed public hearing prior to the adoption of the new rate schedule.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby adopt the Rate Schedule attached hereto, marked Exhibit A and by reference made a part hereof.
1490
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 2 of 2 BE IT FURTHER RESOLVED that, while AVI may not charge a rate for these services in excess of the established rates, nothing shall prohibit AVI from charging a rate less than the established amount.

BE IT FURTHER RESOLVED that, upon the effective date, July 1, 2023, this resolution shall supersede all previous resolutions adopting rates for solid waste services, and the rates adopted by this resolution shall continue from year to year.

PASSED, APPROVED AND ADOPTED this 6th day of June 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

_____________________________
Mayor
ATTEST:
_________________________________
City Clerk
1491
ATTACHMENT 3
Exhibit A to the Resolution
Affected Parcels
Minimum Monthly Rate : 42.53 $ (Rate includes $0.45 retained by City for preparing tax roll / collection.) Residents may select a larger garbage container for an additional fee which is shown below:
64 Gallon Garbage Container: $35.59 per month (Total = 78.12 $ per month) 96 Gallon Garbage Container: $71.19 per month (Total = 113.72 $ per month) Second Container:

Additional Large Item Collection: $ 27.96
32 Gallon Container: $48.23 64 Gallon Container: $88.58 96 Gallon Container: $128.83 Commercial Bin Service Rates
Commercial Can Service: Offered at locations unable to accommodate a commercial bin or with volumes deemed insufficient to utilize a commercial bin. Monthly rate includes bin rental and once per week collection and disposal.

Company Minimum Residential Collection Rate: Applies separately to each single family unit as well as each unit within a duplex or other attached housing, which receives individual garbage collection services. The rate applies to the initial 32 gallons of garbage capacity, including once per week collection and disposal; Weekly Curbside Residential Recycling; and Weekly Curbside Green Waste Recycling; Large Item Collection Service; and access to an Annual HHW drop-off event. All containers are provided by the Company.

COMMERCIAL AND MULTI-FAMILY BIN SERVICES (FRONT-END-LOADER) Minimum Cost Plus
Minimum Cost Plus
Residents may request a second garbage container which will be charged at the same rate as a first container based on the size requested.
2023/2024 PROPOSED ADJUSTMENT TO GARBAGE COMPANY RATES
Chapter 5.32 of the Dublin Municipal Code requires for the protection of the health safety and welfare of the community that all parcels obtain minimum weekly garbage service. Amador Valley Industries, Inc. is the authorized garbage collection and disposal firm operating within the City. The agreement between the City of Dublin and Amador Valley Industries, Inc. provides that the City shall adopt a rate schedule which is estimated to allow the Company to achieve a fixed amount of annual revenue. Therefore, the adoption of these fees will affect all parcel owners. Rates are effective July 1, 2023.

Basis of Fees
The City has negotiated a multi-year agreement with Amador Valley Industries, Inc. The Company may request a change in rates based upon a formula which includes: changes in the Refuse Rate Index; Increased Regulatory Fees; and changes in the total tons delivered to the Landfill. In addition the Company may under specifc criteria request an extraordinary adjustment. The additional costs of each of these components has been allocated to the three classes of service:

Residential; Commercial Bin Service; and Drop Box/Compactor. per Cubic Yard
Rates shown on the following page are monthly rates based upon bin size and frequency of service. Rates include collection, disposal, and bin rental.

Residents may request additional large item collection services for a fee of :

RESIDENTIAL RATES
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ATTACHMENT 3
Exhibit A to the Resolution
Size # Times Size # Times
# Yards Per Wk # Yards Per Wk
1 1 41
1 2 42
1 3 43
1 4 44
1 5 45
1 6 46
2 1 61
2 2 62
2 3 63
2 4 64
2 5 65
2 6 66
3 1 71
3 2 72
3 3 73
3 4 74
3 5 75
3 6 76
OTHER COMMERCIAL SERVICES: Rates for additional requested services.

Container Push: $ 18.80
Lock & Key: $ 11.29
Excess Waste (Cu. Yd): $ per Cubic Yard 61.61
Excess Cart Exchange: $ 18.80
Excess Bin Exchange: $ 75.10
Excess Bin Cleaning: $ 93.81
$270.00
Additional Bin Rental Per Week: $62.39 Per Week $195.73 Per Pick-up Excess Per Yard If Filled Above Water Level $61.61 Per Cubic Yard Rate Per Cubic Yard: $58.07 Compacted: $116.14
Organic material is charged at 50% of the non-compacted or compacted rate as appropriate.

MISCELLANEOUS DROP BOX CHARGES
Relocation of Drop Box $159.59 Per Request
Weekly Drop Box Container Rental - After 1st Week $62.39 Per Week Cancel Auto Pick-up Without Notice $201.04 Per Event
Handy Hauler Extra Week Rental $62.39 Per Week
Standby Time $262.03 Per Hour
$619.08
$1,238.16
$2,527.67
$3,817.18
$5,106.69
$1,340.86
$1,804.93
$2,269.00 $6,396.20
$7,685.71
$1,444.52
$1,702.23
$2,579.02
$3,455.81
$4,332.60
$5,209.39
$464.07
$721.78
$2,630.37
$3,300.80
$1,289.51
$1,959.94
$1,494.91
$412.72
$876.79
Cost For Additional Dump:

SMALL COMPACTOR SERVICE: Rates for small compactors serviced as a commercial account on a regular route shall be billed by container size at the rate of two times the stated rate above for loose garbage.
$2,733.07
$3,971.23
Non-Compacted:

HANDY HAULER:- One-time placement and collection of a 4 cubic yard bin, including one week container rental filled no higher than water level:
$8,923.87
$2,940.39
$4,436.26
$5,932.13
$7,428.00
Organic material is charged at 50% of the Commercial Service rate.

Recycled Material is charged at 25% of the Commercial Service rate.

Base Monthly Rate Base Monthly Rate
$206.36 $825.44
DROP BOX / COMPACTOR RATES: Cost shown is on a per pick-up basis and is based upon the load not exceeding water level (Excess is charged the same rate).

Additional Miscellaneous charges may also apply.
$979.49
$1,237.20
1493
ATTACHMENT 3
Exhibit A to the Resolution
C&D Debris Box Service: Costs shown are on a per pick-up basis Material Type Cubic Yards Rate Material Type Cubic Yards Rate Concrete & Asphalt Front End Loader
Per Yard Clean $130.57 Per Yard $51.24
Clean 6 $783.42 Mixed 4 (1/2 Full) $102.48
Mixed 6 $937.61 Mixed 4 $204.96
Mixed 6 (1/2 Full) $153.72
Cardboard Mixed 6 $307.44
Per Yard Clean $26.12 Mixed 7 (1/2 Full) $179.34
Clean 20 $522.40
Clean 30 $783.60 Metal
Clean 40 $1,044.80 Metal 20 $609.21
Metal 30 $696.25
Dirt Metal 40 $870.34
Clean 6 $782.97
Mixed 6 $937.61 Stucco
Per Yard Clean $130.57
Drywall Clean 6 $783.42
Per Yard Clean $62.49 Mixed 6 $937.61
Clean 20 $1,249.80
Mixed C&D
Wood Per Yard $53.97
Per Yard Clean $26.12 Mixed 15 $809.55
Clean 20 $522.40 Mixed 20 $1,079.40
Clean 30 $783.60 Mixed 30 $1,619.10
Clean 40 $1,044.80 Mixed 40 $2,158.80

CONSTRUCTION & DEMOLITION (C&D) DEBRIS BOX SERVICES
1494
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 1 How Adjustment Factors Are Applied to Elements That Comprise Total Compensation Annually, there is a process established where a revised total compensation figure is developed. This calculation takes into consideration changes in the number of accounts serviced as well as adjustments to eight elements.

1. Collection Compensation Element

2. Commercial Recycling Incentive Element

3. Disposal Compensation Element

4. Container Compensation Element

5. Recyclable Material Diversion Compensation Element

6. Organic Waste Diversion Compensation Element

7. Vehicle and Administration Element

8. Fee Compensation Element

1. Methodology for Adjusting Rates to Reflect Changes In Collection Costs The Amendment with AVI contains a very detailed methodology for incorporating economic changes into the annual rate adjustments. Specifically, two calculations are made as part of a larger formula. The first is the Refuse Rate Index Adjustment (RRI) and the second an Annual Growth factor.

Steps Required to Calculate the RRI Factor
The weighted RRI factor cannot exceed 10%, and it is calculated based on the weighted percentage change in specific indices multiplied by the costs associated with key company expenses. The following tables provide a summary description of how these factors are interrelated:

STEP 1: INDICES USED IN RRI CALCULATION
Operating Cost Category Index Used
(To Produce A Weighted Adjustment)
% Index Change @
12/31/2022
LABOR Labor - Teamsters Union Local 70 Contract 5.13%
VEHICLE MAINTENANCE Machinery & Equipment-Parts, Attachments and Accessories (wpu11440378) 12.28%
ALL OTHER Consumer Price Index - All Urban Consumers:

San Francisco-Oakland-Hayward, CA
(CUURS49BSA0)

5.60%
The Company provides the City with their expenditures in each of these areas over Calendar Year 2022. These costs are AVI expenses and exclude disposal costs or fees paid to the City. The total costs for the year are used to determine the weighting to be applied for each of the indices. The following table shows the actual weighting used in the FY 2023-2024 calculation.
1495
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 2 STEP 2: RRI WEIGHTING FACTOR BASED ON RELATIONSHIP TO TOTAL COSTS Operating Cost Category AVI $
reported
% Total Expenses
(Weighting Factor)
LABOR $6,001,598 42.34%
VEHICLE MAINTENANCE $3,322,156 23.44%
ALL OTHER $4,849,802 34.22%
TOTAL $14,173,556 100%
As mentioned earlier, these factors are applied on a weighted basis. The index factor for each cost category is multiplied by the weighting factor. The result will produce the RRI, which per the agreement cannot exceed 10%. The following table shows the FY 2023-2024 results:

STEP 3: RRI CALCULATION (CANNOT EXCEED 10%)
[Index Change multiplied By Weighting Factor]
Operating Cost Category % Index
Change @
12/31/2022
% Total
Expenses
(Weighting
Factor)
RRI
Index Change
x
Weighting Factor
LABOR 5.13% 42.34% 2.17%
VEHICLE MAINTENANCE 12.28% 23.44% 2.88%
ALL OTHER 5.60% 34.22% 1.92%
TOTAL 4.76%
Steps Required to Calculate the Annual Growth (AG) Factor The AG factor uses a formula that compares revenue at two points in time. The “Beginning Calculated Revenue” equals the current rates multiplied by the census as of the beginning of January 2022. This is compared to the “Ending Calculated Revenue”. The Ending Calculated Revenue is equal to the current rates multiplied by the December 2022 number of accounts served. The adjustment reflects increases in the number of billed units served. The methodology is relatively straight forward. The Agreement with AVI included an exhibit which lists various service events. For example, it included the number of single family basic service units, number of commercial bins by size, and frequency of service, etc. These are then multiplied by the appropriate monthly rate. Residential service is a bundled rate for recycling and garbage and, therefore, recycling is not included in the calculation. Moreover, each single family unit is calculated at the Basic Rate regardless of whether they may have 1496
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 3 multiple recycling or green waste bins. For the purpose of calculating growth, commercial recycling bins are considered to have the same rate as commercial garbage bins with the increase in bins from year to year factored within this formula.

For the FY 2023-2024 adjustment, the Agreement provides for the calculation to be done based on the actual collection census data as of January 2022 and as of December 2022.

The rates used for this comparison are the rates in effect on July 1, 2022.

The FY 2022-2023 calculation showed that the “Beginning Calculated Revenue”, or the revenue collected by AVI for all services provided for that month, was $2,874,833 and the “Ending Calculated Revenue” was $2,956,141. This results in a FY 2023-2024 Annual Growth Factor of 2.83%. [$2,956,141 - $2,874,833 = $81,308; $81,308/$2,874,833 = 0.0283].

Per Section 5.05.1.2 of the Agreement, if the percentage change is negative, that year’s Annual Growth Factor is set at 0%.

Application of RRI and AG to Collection Compensation Element The FY 2023-2024 Collection Compensation Element as calculated was $15,770,698. In accordance with the Amended and Restated Agreement, the total Collection Compensation Element is broken into two amounts. 1) The amount that is to be included as part of the annual rate adjustment $13,573,701 (Adjusted Amount) 2) The amount that will not be adjusted annually and will be set at $840,000 for the term of the Amendment. (Set Amount).

The Adjusted Amount is first adjusted by the AG Factor [$13,573,701 * (1+.0283) =$13,957,837] and then that total is escalated by the RRI factor. [$13,957,837* (1 + .0697) = $14,930,698]. The Adjusted Amount is then added to the Set Amount ($14,930,698 +$840,000 = $15,770,698). This amount then flows into the projected total compensation shown in Section 9 of this report.

2. Methodology for Adjusting Commercial Recycling Compensation The City has agreed to provide a compensation amount to AVI for the City’s Commercial Recycling Program. This amount is escalated each year by the RRI factor, which is calculated as described above, and the growth in commercial recycling tonnage. As part of the negotiation for the Amended and Restated Agreement, the City and AVI, agreed that this element would be reset, in which a $607,266 credit is applied to the annual compensation amount as described below. The FY 2022-2023 Commercial Recycling Compensation Element final calculation was the following ($850,760 - $607,266 = $243,494).

The commercial recycling growth is calculated based on the total tonnage at the end of each calendar year over the total tonnage for the previous. In years where the total tonnage has decreased, the growth factor is set at 0%. For Calendar Year 2022, the total recycling tons collected was 3,224.51. In 2021, AVI collected 3,454.19. This results in a decrease of 6.65% 1497
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 4 (3,224.51 – 3,454.19 = (229.68); (229.68) / 3,454.19 = (6.65%)). Thus, the Commercial Recycling Growth Factor is 0.00%, as discussed above, which is added to the RRI factor with the combination of the factors used to inflate the previous year’s Commercial Recycling Program compensation amount (0.0000 + 0.0697 = 0.0697; $850,760 * 0.0697 = $59,298; $850,760 + $59,298 =$910,058). ($910,058 - $607,266 = $302,792) This amount then flows into the projected total compensation shown in Section 9 of this report.

3. Methodology for Adjusting Rates to Reflect Changes in Landfill / Disposal Costs Landfill disposal costs are established under a separate agreement between the City of Dublin and Waste Management, Inc. AVI is required to use the disposal facility designated by the City. AVI makes the payments for disposal costs and pays the price negotiated by the City under the separate agreement with Waste Management. Since these are expenses incurred by AVI, these costs must also be considered in setting the rates. The landfill component has the following two factors that impact the rates: 1) Tip Fee Factor, and 2) Annual Tonnage Factor.

Approved Tip Fee(ATF) Factor
In FY 2022-2023, the cost per ton for landfill fees will increase by $0.98 per ton as provided in the disposal agreement with Waste Management, the increase for disposal is $0.86 and $0.12 is due to increases in governmental fees. Therefore, the total disposal cost for FY 2023-2024 will be $45.55 per ton. Of this amount, $20.01 (43.9% of the per ton fee) is related to regulatory fees and $25.54 reflects the portion paid to Waste Management for landfill services.

The portion paid to Waste Management can increase only as provided in a Disposal Agreement between the City and Waste Management. The regulatory fees are levied by other agencies such as StopWaste.Org; County Local Enforcement Authority; California Department of Resources Recycling and Recovery; Household Hazardous Waste Fees; County Business License; etc. This results in an ATF Factor of 2.20%. [2023 Rate = $45.55/ton and 2022 Rate = $44.57/ton  45.55 - 44.57= 0.98; 0.98/44.57 = 0.0220].

Annual Tonnage (AT) Factor
The tonnage increase for the FY 2022-2023 adjustment is based on disposal reports for the period January 1, 2022 – December 31, 2022- and is the summation of the monthly tonnages over this period. This amount is then compared against the previous year’s disposal tonnage.

The total disposal in 2022 was 29,200.37 tons, and in 2021, it was 30,187.61 tons. This results in an AT Factor of -3.27%. [29,200.37 - 30,187.61= -987.24; -987.24/ 30,187.61 = -

0.0327].
1498
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 5 Application of ATF and AT Factors to Disposal Compensation Element The Landfill Compensation Element was $1,345,788 in 2022. In accordance with the Agreement, this amount is first adjusted by the Annual AT Factor [($1,345,788 * -0.0327 = - $44,007) + $1,345,788 = $1,301,781] and then that total is escalated by the ATF factor. [($1,301,781 * 0.0220 = $28,639) + $1,301,781 = $1,330,420]. This amount then flows into the projected total compensation shown in Section 9 of this report.

4. Methodology Addressing Container Compensation Element This element represents the amortized cost of carts and bins over the life of the agreement.

The allowed amount is modified by the AG factor. As noted above, this factor was calculated at 2.83% for the FY 2023-2024 adjustment. For the FY 2022-2023 adjustment, the amount designated for the Container Element was $399,556. Adjusting this amount by the AG Factor, there will be a $11,307 increase in the calculated amount resulting in $410,863 to be recovered from the rates in FY 2023-2024. [$399,556 * (1 + 0.0283) = $410,863].

5. Methodology Addressing the Recyclable Material Diversion Compensation Element Section 5.05.08 of the Amended and Restated Agreement prescribes the process for calculating the annual adjustment for the Recyclable Materials Diversion Compensation Element. The City shall calculate the actual tonnage of delivered recyclable material for processing in the prior calendar year by the anticipated per-ton tip fee to be charged during the subsequent Agreement Year
Calendar 2022 Recycling Tonnage = 8,789.70
Anticipated Per-Ton Tip Fee =$136.17
Recyclable Materials Diversion Compensation Element = $1,196,893 This amount then flows into the projected total compensation shown in Section 9 of this report.

6. Methodology Addressing Organic Waste Diversion Compensation Element Section 5.05.09 of the Amended and Restated Agreement and updated agreed upon amendments, agreed upon to in principle by both parties prescribes the process for calculating the annual adjustment for the Organic Waste Diversion Compensation Element.

The Organic Waste shall be broken down into two categories, Commercial Food Waste and All Other Organic Waste. The City shall calculate the actual tonnage of actual organic waste delivered for processing from both Organic Waste Types to an Organic Waste Processing Facility in the prior calendar year by the anticipated per-ton tip fee to be charged during the 1499
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 6 subsequent Agreement Year as well as the anticipated per ton costs for hauling and grinding the material.

Commercial Food Waste
Calendar 2022 Commercial Food Waste Tonnage = 2,159.14
Anticipated Per-Ton Tip Fee =$121.11
Anticipated Per-Ton Hauling Fee =$34.60
Per Ton Hauling/Disposal Fee = $155.71
Calendar 2022 Commercial Food Waste Tonnage = 2,159.14
Anticipated Per Ton Hauling/Disposal Fee=$155.71
Commercial Food Waste Cost = $336,200
All Other Organic Waste
Calendar 2022 All Other Organic Waste Tonnage = 6,815.72 Anticipated Per-Ton Tip Fee =$37.96
Anticipated Per-Ton Grinding Fee =$23.34
Anticipated Per-Ton Hauling Fee =$34.60
Per Ton Hauling/Disposal Fee = $95.90
Calendar 2022 All Other Organic Waste Tonnage = 6,815.72 Anticipated Per Ton Hauling/Disposal Fee=$95.90
All Other Organic Waste Cost = $653,627
Organic Waste Compensation Element
Commercial Food Waste =$336,200
All Other Organic Waste = $653,627
Organics Compensation Element = $989,827
This amount then flows into the projected total compensation shown in Section 9 of this report.

7. Methodology Addressing Vehicle and Administration Element 1500
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 7 Section 5.18 of the Amended and Restated Agreement states that beginning July 1, 2020 the baseline Vehicle and Administration Asset Element shall be set at $1,595,575. That amount was increased to $1,611,549 to account for additional costs associated with SB 1383. The baseline amount shall not be subject to the annual rate adjustment. The Vehicle and Administration Element can be adjusted, but only under the terms as prescribed under sections 5.18 and 5.18.1 of the Amendment.

Vehicle and Administration Baseline Compensation = $1,611,549 Sections 5.18/5.18.1 Adjustments = $0
Vehicle and Administration Element $1,611,549
This amount then flows into the projected total compensation shown in Section 9 of this report.

8. Methodology Addressing Fee Compensation Element
As part of the Agreement with the City of Dublin, AVI is required to remit franchise taxes and certain fees to the City of Dublin based on a percentage of its revenue. Therefore, as the company rates go up, the Fee Element must also be adjusted in order to recognize the fees to be paid on the new revenue.

The Fee Compensation Element shall equal:

1. (Collection + Commercial Recycling Element + Disposal + Container Elements+ Recyclable Materials + Organic Waste + Vehicle and Administration) = “base compensation”

2. “base compensation” is divided by (one (1) minus the “Current Fee Percentage”) [Where the “Current Fee Percentage” = 23.35%]

3. subtract “base compensation” from the obtained value For FY 2023-2024, the Fee Compensation Element Calculation is as follows:
($15,770,698 + $302,792 + $1,330,420 + $410,863 + $1,196,893 + $989,827 + $1,611,549) = $21,613,042 (base compensation)
$21,613,042/ (1- 23.35%) =$21,613,042/ (76.65%)
$21,613,042/ 76.65% = $28,197,054
For FY 2023-2024, the calculated fees payable to the City are:
$28,197,054– $21,613,042= $6,584,012
The adjusted total compensation for the Fee Element is shown in Section 6 below. 1501
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 8 9. City Process of Developing Rates Projected to Meet Total Compensation Prior to establishing the compensation that will be generated from the rates, an adjustment is made for grant revenues or other agreed upon amounts reducing operating costs. The amount of revenue required from the rates is partially offset by one item: a $48,875 agreed upon amount to reduce the cost of collection services for the Dublin Unified School District; therefore, $48,875 is credited against required revenue in FY 2023-2024. An additional adjustment of ($253) was included in the rate compensation model to offset less than anticipated costs in the timing of landfill fee increases, which have been paid by AVI and were not included in the FY 2022-2023 rate model.

The final step in developing the rates is to test the total annual expected revenue to the Company, when the rates are increased by different amounts. It is necessary for the adjustment to be at a level so that the total annual projected compensation to the Company will equal $28,197,054. The calculation for Fiscal Year 2023-2024 is performed using the customer subscription figures as of December 2022.

Updated Cost
Elements
FY 2022-23 FY 2023-24
(Proposed
Costs)
Absolute
Change
Percentage
Change
Collection Element $14,413,701 $15,770,698 $1,356,997 9.41% Commercial
Recycling
Compensation
Element
$243,494 $302,792 $59,298 24.35%
Disposal
Compensation
Element
$1,345,788 $1,330,420 ($15,635) (1.16%)
Container
Compensation
Element
$399,556 $410,863 $11,307 2.83%
Recycling Disposal
Element
$1,270,834 $1,196,893 ($73,941) (5.82%)
Organics Disposal
Element
$922,143 $989,827 $67,684 7.34%
Vehicle and Admin
Asset Replacement
$1,611,549 $1,611,549 $0 0.00%
1502
Attachment 4
METHODOLOGY USED FOR FISCAL YEAR 2023-2024 ANNUAL GARBAGE RATE

ADJUSTMENT IN ACCORDANCE WITH AGREEMENT BETWEEN

CITY OF DUBLIN AND AMADOR VALLEY INDUSTRIES
Report Submitted To: City Council June 06, 2023
Prepared By: Jay Baksa, Assistant Administrative Services Director 9 Element
Fee Compensation
Element
$6,155,707 $6,584,012 $428,224 6.96%
TOTAL $26,362,772 $28,197,054 $1,833,934 6.96%
1503
Attachment 5
Proposed vs. Current Rates
(Selected Service Levels Representing Most Common Subscriptions)

COMPARISON OF SELECTED RATES
Current (2022/2023) vs Proposed (2023/2024)
Proposed
Increase over
Current Proposed 2022/2023
Residential -Monthly Rates Rate 2023/2024 $ %
Minimum Residential (32) Gallon $40.56 $42.53 $1.97 4.86% 64 Gallon Residential $74.51 $78.12 $3.61 4.84%
96 Gallon Residential $108.46 $113.72 $5.26 4.85%
Sample rate categories represent 100% of residential customers Commercial -Monthly Rates
32 Gallon Cart $46.00 $48.23 $2.23 4.85%
64 Gallon Cart $84.48 $88.58 $4.10 4.85%
96 Gallon Cart $122.87 $128.83 $5.96 4.85%
1 Yard - 1 time / wk $196.81 $206.36 $9.55 4.85%
2 Yard - 1 time / wk $393.62 $412.72 $19.10 4.85%
3 Yard - 1 time / wk $590.43 $619.08 $28.65 4.85%
3 Yard - 2 times / wk $1,229.83 $1,289.51 $59.68 4.85%
4 Yard - 1 Time / wk $787.24 $825.44 $38.20 4.85%
4 Yards - 2 times / wk $1,623.45 $1,702.23 $78.78 4.85% Represents 74% of 2022 commercial customers
Drop Box - Rates Per Service
20 Yard Loose $1,107.60 $1,161.40 $53.80 4.85%
30 Yard Loose $1,661.40 $1,742.10 $80.70 4.85%
40 Yard Loose $2,215.20 $2,322.80 $107.60 4.85%
Represents 88% of 2022 non-compacted Drop Box Subscriptions 30 Yard Compacted $3,322.80 $3,484.20 $161.40 4.85%
Represents 16% of the 2022 compacted Drop Box Subscriptions Handy Hauler Available To Residents $257.51 $270.00 $12.49 4.85% 1504
Attachment 6
Proposed
Reference 3 City Dublin % Proposed Current % Increase
Residential Pleasanton Livermore Castro Valley San Ramon Average Basic Rate From Avg Rate over Prior FY 1 Can Residential (32-35 Gallon) 29.18 $ $ 40.63 $ 50.37 $ 48.36 $ 46.45 $ 42.53 -13.71% $ 40.56 4.86% 1 Can Residential (64-70 Gallon) n/a $ 60.36 $ 87.48 $ 79.63 $ 75.82 $ 78.12 3.03% $ 74.51 4.84%1 Can Residential (90-96 Gallon) $ 50.91 $ 94.26 $ 124.57 $ 126.83 $ 115.22 $ 113.72 -1.30% $ 108.46 4.85% Residential Notes:Dublin: Basic rate includes 32-gallon garbage can (weekly pick-up);Weekly 64-gallon organics can; Weekly 64-gallon curbside recycling can; lager size and/or additional organic and recycling carts available free upon request; compost give-back and 3 on-call bulky waste clean-ups per year including items such as electronic waste, household batteries, tires, white and brown goods.Livermore: Fiscal Year 2022-23 Rates (FY 2023-24 Rates not currently available); Basic rate includes 32-gallon garbage can (weekly pick-up); Weekly 96-gallon organics can; Weekly 96-gallon curbside recycling can.San Ramon: Calendar Year 2023 Rates, Basic rate includes 32-gallon garbage can (weekly pick-up); Two weekly 64-gallon green waste can supplied by Company. ; at no extra cost; Two weekly 64-gallon curbside recycling can or 96-gallon can available at no extra cost, and 3 special clean-ups per year.Castro Valley: Fiscal Year 2022-23 Rates (FY 2023-24 Rates not currently available)- 32 Gallon Service includes 32 gallon trash cart, 32 gallon green/food scrap cart and 32 gallon recycling cart. 96 Gallon service inlcudes a 96 gallon trash cart, 96 gallon green/food scrap cart and a 96 gallon recycling cart. Residents can request an additional recycling cart at no additional cost Reference 3 City Proposed % Proposed Current % Increase Commercial Pleasanton Livermore Castro Valley San Ramon Average Dublin From Avg Rate over Prior FY 1 Yard - 1 time / wk $ 130.65 $ 119.07 $214.15 $ 264.89 $ 199.37 $ 206.36 3.51% $ 196.81 4.86% 2 Yard - 1 time / wk $ 261.28 $ 238.12 $375.32 $ 491.93 $ 368.46 $ 412.72 12.01% $ 393.62 4.86% 3 Yard - 1 time / wk $ 391.94 $ 357.20 $520.81 $ 680.95 $ 519.65 $ 619.08 19.13% $ 590.43 4.86% 3 Yard - 2 times / wk $ 816.47 $ 744.19 $947.72 $ 1,362.01 $ 1,017.97 $ 1,289.51 26.67% 1,229.83 $ 4.86% 4 Yard - 1 Time / wk $ 522.59 $ 476.26 $799.52 $ 832.10 $ 702.63 $ 825.44 17.48% $ 787.24 4.86% 4 Yards - 2 times / wk $ 1,088.65 $ 992.14 $1,525.52 $ 1,664.28 $ 1,393.98 $ 1,702.23 22.11% 1,623.45 $ 4.86% Castro Valley charges 71% of the commercial rate for recycling and 145% for organicsDublin's charges 50% of the regular commercial rate for Organics and 25% for commercial recyclingSan Ramon's charges 50% of the regular commercial rate for commercial recyclingLivermore charges for recycling and organics at 80% of the regular commerical rate. Drop Box 20 Yard Loose $ 1,062.03 $ 719.33 $974.03 $ 1,549.99 $ 1,081.12 $ 1,161.40 7.43% 1,107.60 $ 4.86% 30 Yard Loose $ 1,413.40 $ 1,046.09 $1,562.79 $ 1,782.23 $ 1,463.70 $ 1,742.10 19.02% 1,661.40 $ 4.86% 40 Yard Loose $ 1,764.76 $ 1,369.99 $2,083.54 $ 2,014.22 $ 1,822.58 $ 2,322.80 27.45% 2,215.20 $ 4.86% 30 Yard Compacted $ 2,108.14 $ 2,769.63 $2,906.97 $ 2,992.75 $ 2,889.78 $$ 3,484.20 , 20.57% 3,322.80 $ 4.86% Livermore rates do not include the cost of disposal/processing, which is assesed after collection. Staff has included an estimate cost with the above for comparison.

San Ramon charges a one ton minimum; Staff has included a probable disposal cost for comparison purposes.

Every effort has been made to assure the accuracy of the information and comparison of similar levels of service according to our understanding of other agency rates.

Comparison With Proposed Rates

LOCAL AREA RATE COMPARISON
2024 Garbage Rate Comparison Survey (Prepared: May 24, 2023) 1505
Adoption of Rates for
Garbage Collection, Disposal,
and Recycling
June 6, 2023
1506
Background
• 2018 – Recycling market shift
– Selling recycling to paying $150 per ton for
disposal
• 2020 – AVI contract extension
– Capital equipment replacement
– Implementing state and local requirements
• 2022 – SB 1383 – Organics Disposal
1507
Background
• Agreement with AVI provides for an annual
rate adjustment.
• Adjustments are based on CPI Indexes,
number of billed units serviced, tonnage
collected and disposal fees
• Results in a 4.85% increase
1508
Dublin Rates
• City of Dublin Basic Residential Service -
$42.53
• Basic Residential Services is included on
Property Tax.

Current Year
Rates
Proposed
Rates
Monthly
Difference
Annual
Difference
$40.56 $42.53 $1.97 $23.64
1509
Annual Rate Adjustments
• Refuse Rate Index Adjustment (RRI)
• Based on changes to four Consumer Price Index (CPI), weighted based on AVI’s annual costs.
• Annual Growth (AG)
• Compares revenue at two points in time (Prior Year -January & December) to capture increase in number of units served. Note: If change is negative, set at 0%.
• Approved Tip Fee (ATF)
• Increase in per ton charges for landfill fees for waste. • Annual Tonnage (AT)
• Change in amount of year-over-year total refuse disposed (Garbage, Organics, Recycling).
1510
Overview of Cost Elements

1. Collections Element
• Cost associated with the collection of garbage, organics and recycling including:
• Salaries & Benefits
• Equipment Operation & Maintenance
• Material Processing
• General Administration Costs
• Operating Ratio
• Annual Adjustment Calculated
• RRI Increase (RRI) & Annual Growth (AG)
1511
Overview of Cost Elements

2. Commercial Recycling Elements
• To incentivize AVI to increase commercial recycling
• Annual Adjustment calculated
• RRI Increase (RRI) and Annual Tonnage (AT)

3. Container Compensation Element
• Represents the cost of replacing carts and bins
• Annual Adjustment calculated
• Annual Growth Factor (AG)
1512
Overview of Cost Elements

4. Waste Disposal
• City has a long term contract with Waste Management
• Annual Adjustment Calculated
• Annual Tonnage (AT) and Annual Tip Fee (ATF)

5. Recycling Disposal
• Recyclable Material processed at ACI – San Leandro
• City does not have an agreement (Pay Market Rate)
• Annual Adjustment Calculated
• Annual Tonnage (AT) and Annual Tip Fee (ATF)
1513
Overview of Cost Elements

6. Organics Disposal
• Non-Commercial Organics processed at Waste Management Central Valley Compost or Altamont Pass Organic Facility • Commercial Organics processed at Recology’s Blossom
Valley Facility
• AVI has 3-year agreement in place
• Annual Adjustment Calculated
• Annual Tonnage (AT) and Annual Tip Fee (ATF)
1514
Overview of Cost Elements

7. Vehicle and Administration Element
• To capture all costs associated with replacing 2/3rds of fleet and all other capital assets
• Costs will be reconciled once vehicles are purchased
• Not updated by annual adjustments

8. Fee Element
• Amount paid to City for franchise and administrative fee • Adjusted annually based on a percentage of AVI’s revenue 1515
Annual Rate Adjustment
Elements FY 2022-23 FY 2023-24
(Proposed)
Difference
Collection Element $14,413,701 $15,770,698 $1,356,997
Commercial Recycling
Compensation Element $243,494 $302,792 $59,298
Disposal Compensation
Element $1,345,788 $1,330,420 ($15,635)
Container Compensation
Element $399,556 $410,863 $11,307
Recycling Disposal Element $1,270,834 $1,196,893 ($73,941) Organics Disposal Element $922,143 $989,827 $67,684
Vehicle and Administration
Element $1,611,549 $1,611,549 $0
Fee Compensation Element $6,155,707 $6,584,012 $428,224 Total $26,362,772 $28,197,054 $1,833,934
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Recommendation
• Conduct the Public Hearing, Deliberate and
Approve the Resolution Amending the Schedule of
Service Rates for Integrated Solid Waste Services;
and
• Approve the Resolution Approving and Establishing
the Collection of Minimum Residential Garbage
and Recycling Service Fees for Fiscal Year 2023-
2024.
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STAFF REPORT

CITY COUNCIL

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Agenda Item 8.1
DATE: June 6, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Allocation of Homeless Housing, Assistance and Prevention (HHAP) Grant Funding
Prepared by: Shaun Chilkotowsky, Heritage & Cultural Arts Manager EXECUTIVE SUMMARY:

The City Council will consider allocating funding from Rounds 3 and 4 of the Homeless Housing, Assistance, and Prevention (HHAP) Grant Program.

STAFF RECOMMENDATION:

Receive the report, discuss, and provide direction on funding allocations.

FINANCIAL IMPACT:

Funding is provided by the California Interagency Council on Homelessness and administered by Alameda County. The total available funding is currently estimated at $37,393 which includes 50% of the Round 4 application. The balance of Round 4 could bring the overall total to $51,690. The City of Livermore is the fiscal agent representing the Cities of Dublin, Livermore, and Pleasanton.

Livermore will receive and administer funding on behalf of Dublin. There is no impact to the City’s General Fund.

DESCRIPTION:

Background
The California Interagency Council on Homelessness (CALICH) is administering the Homeless Housing, Assistance, and Prevention (HHAP) Grant Program following the approval of California Assembly Bills AB-101 (2019), AB-83 (2020), and AB-140 (2021) authorizing $2.95 billion in appropriations to address statewide homelessness challenges. Funding is allocated to California’s 13 largest cities (population 300,000 plus), 58 counties, and 44 continuums of care. Specific allocations are calculated using metrics including the most recent point-in-time counts. 1518

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HHAP funding is available to local jurisdictions who, in coordination with regional partners, have developed local homelessness action plans and created established outcomes/goals. Local action plans are required to focus on reducing the number of people experiencing homelessness, increasing the rate at which people secure housing, shortening the length of time people remain homeless, reducing the number of people who return to homelessness after they are permanently housed, reducing disparities, and achieving greater equity.

The County of Alameda, acting as the administrative entity for local jurisdictions within the County, develops and submits required documentation to CALICH to be considered for HHAP funding. The applications for Rounds 3 and 4 are included with this report as Attachment 1.

Funding Criteria
HHAP funding must support individuals who meet the federal definition of literal homelessness, or an “individual or family who lacks a fixed, regular, and adequate nighttime residence.” More specifically, funding eligibility is broken down into three categories: Interim Housing (limited to newly developed, clinically enhanced congregate shelters, new or existing non-congregate shelters, and operations of existing navigation centers and shelters), Permanent Housing (delivery of permanent housing and innovative housing solutions, such as hotel/motel conversions), or Operating Subsidies (in new and existing affordable or supportive housing units and which may include operating reserves).

Additionally, there are stringent reporting requirements, including the use of a Homeless Management Information System (HMIS) that is compatible with the California Department of Housing and Urban Development (HUD). HMIS allows for collection and storage of data, and reporting of information about individuals receiving services. This centralized system strengthens the ability for local providers to provide continued care and coordination to individuals experiencing homelessness.

Proposed Funding Options
Staff proposes four projects/organizations for consideration: the Vineyard 2.0 Project, Tri-Valley Haven Shelter Program, City Serve of the Tri-Valley, and Goodness Village.

The Vineyard 2.0 is a 24-unit supportive housing development that includes amenities such as a resource center, large dining room that can convert to an overnight shelter, a kitchen designed specifically for Open Heart Kitchen’s hot meal program, central shower and laundry facilities, and meeting space for community-serving programs such as health care, social services, healthy living, financial education, and housing referrals. Vineyard 2.0 is currently under construction and is scheduled to open by the end of the 2023 calendar year. The Cities of Livermore and Pleasanton have committed their respective allocations of HHAP funding for Rounds 3 and 4 to Vineyard 2.0.

Tri-Valley Haven Homeless/Shelter Program, the Sojourner House, provides temporary shelter for homeless families in a safe and supportive environment. The facility includes 16 beds with three full bathrooms and laundry facilities, and is staffed 24 hours per day, seven days a week.

Individuals staying at the Sojourner House collaborate with Tri-Valley Haven staff creating a pathway to solve challenges, heal trauma, and transition to being self-sufficient and moved into permanent housing.
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City Serve of the Tri-Valley provides care coordination across all aspects of the Human Services spectrum. City-Serve helps connect residents with necessary resources and helps bridge disconnects amongst other service providers. With these funds, City Serve of the Tri-Valley would be asked to administer a rental assistance program to individuals currently experiencing homelessness.

Lastly, Goodness Village is a 28-unit, single-occupancy, permanent tiny-home community located in Livermore. The mission is to provide formerly unhoused neighbors a safe and supportive community to live independently, heal, and thrive. For Rounds 1 and 2 of HHAP funding, the City of Dublin received $8,460 and allocated it to Goodness Village as part of the Fiscal Year 2022-23 Human Services Grant Program. That made up a significant portion of the $10,000 in total grants that Goodness Village was awarded.

At this juncture, Staff is seeking direction from the City Council on Dublin’s allocation of HHAP funding for Rounds 3 and 4. Based on direction from the City Council, Staff will work with Alameda County to ensure funds are used in accordance with programs criteria, goals, and outcomes.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Alameda County Applications for HHAP Funding including Local Action Plans and Program Outcomes.
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Homeless Housing, Assistance and Prevention Round
3 Application
Application Information
This Cognito platform is the submission portal for the Cal ICH HHAP-3 Application. You will be required to upload a full copy of the HHAP-3 Data Tables Template and enter information into the portal from specific parts of the HHAP-3 Local Homelessness Action Plan and Application Template as outlined below.

Please review the following HHAP-3 resources prior to beginning this application:
 HHAP-3 Notice of Funding Availability (NOFA)
 HHAP-3 Local Homelessness Action Plan & Application Template and  HHAP-3 Data Tables Template
Application Submission for HHAP-3 Funding
Using the HHAP-3 Local Homelessness Action Plan & Application Template as a guide, applicants must provide the following information in the applicable form section (see How to Navigate this Form) to submit a complete application for HHAP-3 funding:

1. Part I: Landscape Analysis of Needs, Demographics, And Funding: the information required in this section will be provided in Tables 1, 2, and 3 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section.

2. Part II: Outcome Goals and Strategies for Achieving Those Goals: the information required in this section will be provided in Tables 4 and 5 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section, AND copy and pasted into the fields in the Outcome Goals and Strategies section of this application form.

3. Part III: Narrative Responses: the information required in this section will be provided by entering the responses to the narrative questions within the Narrative Responses section of this application form. Applicants are NOT required to upload a separate document with the responses to these narrative questions, though applicants may do so if they wish. The responses entered into this Cognito form will be considered the official responses to the required narrative questions.

4. Part IV: HHAP-3 Funding Plans: the information required in this section will be provided in Tables

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Attachment 1
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6, 7 (as applicable), and 8 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section.

5. Evidence of meeting the requirement to agendize the information in Parts I and II at a meeting of the governing board will be provided as a file upload in the Document Upload section.

How to Navigate this Form
This application form is divided into five sections. The actions you must take within each section are described below.
 Applicant Information: In this section, indicate (1) whether you will be submitting an individual or joint application, (2) list the eligible applicant jurisdiction(s), and (3) provide information about the Administrative Entity.
 Document Upload: In this section, upload (1) the completed HHAP-3 Data Tables Template as an Excel file, (2) evidence of meeting the requirement to agendize the local homelessness action plan and outcome goals at a regular meeting of the governing board where public comments may be received, and (3) any other supporting documentation you may wish to provide to support your application.
 Outcome Goals and Strategies: In this section, copy and paste your responses from Tables 4 and 5 of the completed HHAP-3 Data Tables Template.
 Narrative Responses: In this section, enter your responses from Part III of the HHAP-3 Local Homelessness Action Plan & Application Template.
 Certification: In this section, certify that the information is accurate and submit the application.

Prior to the submission deadline, you can save your progress in this application and come back to it later by clicking the save button. This will provide you with a link to the saved application, and there will be an option to email that link to the email address(es) of your choosing.

After submitting the application, you will not be able to make changes to your responses unless directed by Cal ICH staff.

I have reviewed the HHAP-3 NOFA and application template documents Yes
I am a representative from an eligble CoC, Large City, and/or County Yes

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Applicant Information
List the eligible applicant(s) submitting this application for HHAP-3 funding below and check the corresponding box to indicate whether the applicant(s) is/are applying individually or jointly.

Eligible Applicant(s) and Individual or Joint Designation Joint
This application represents the joint application for HHAP-3 funding on behalf of the following eligible applicant jurisdictions:

Joint Applicants Selection
Eligible Jurisdiction 1
Eligible Applicant Name
Alameda County
Eligible Jurisdiction 2
Eligible Applicant Name
CA-502 Oakland, Berkeley/Alameda County CoC
Click + Add Eligible Jurisdiction above to add additional joint applicants as needed.

Administrative Entity Information
Funds awarded based on this application will be administered by the following Administrative Entity:

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Document Upload
Upload the completed HHAP-3 Data Tables Template (in .xlsx format), evidence of meeting the requirement to agendize the local homelessness action plan and outcome goals at a regular meeting of the governing body where public comments may be received (such as a Board agenda or meeting minutes), and any other supporting documentation.

HHAP-3 Data Tables
HHAP-3 Data Tables Template-FINAL_Alameda County.xlsx
Governing Body Meeting Agenda or Minutes
Alameda County Board of Supervisors Regular Meeting Agenda 6-7-22.pdf Optional Supporting Documents
May 10 BOS Agenda_HT 2026 Approval.pdf
Revised - Final - Board Letter - Home Together Plan_approved.pdf Alameda County Board Letter HHAP-3 Reports 6-7-22.pdf
Home-Together-2026_Report_051022.pdf

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Narrative Responses
Copy and paste your responses to Part III. Narrative Responses from the HHAP-3 Local Homelessness Action Plan & Application Template into the form below.

Question 1
A demonstration of how the jurisdiction has coordinated, and will continue to coordinate, with other jurisdictions, including the specific role of each applicant in relation to other applicants in the region.

Question 1 Response
The County of Alameda serves as the HHAP administrative entity on behalf of the County and CoC and continues to partner with both the CoC and the City of Oakland on all aspects of homeless system planning, including the use of HHAP funds, as evidenced by the activities described below.

County coordination efforts with the Continuum of Care and our cities to identify regional needs is built into the CoC governance structure through the use of both County and City-designated Board and committee seats and informed by core planning efforts outlined in the Home Together 2026 Community Plan.

In addition, to advance the County’s collaboration with external partners, the County Board of supervisors created the Office of Homeless Care and Coordination (OHCC) in late 2019. Sitting within the County Health Care Services Agency (the County Health Jurisdiction comprised of the Departments of Behavioral Health, Public Health, and Environmental Health) OHCC serves as a point of contact across the county, leveraging system strengths in contracting, service delivery and established infrastructure, to improve efficiency and coordination within the County and with external partners. With the goal of building a robust, integrated, and coordinated system of homelessness and housing services, the office works across two key objectives:

1. Planning and Coordination, which includes:
a. Coordinating a planning and implementation process to incorporate System Modeling and gaps analysis in the Home Together 2026 Community Plan;
b. Facilitating increased partnership with cities;
c. Representing the County in the Continuum of Care and Coordinated Entry System d. Supporting countywide collaboration in areas of governance – including facilitation of the County Department Head’s Homelessness Roundtable, policy development, and data sharing; and e. Working on sustainability and integration of homeless services.

2. Implementation of Service Expansions to include:
a. The expansion of coordinated countywide street outreach, building on existing outreach efforts to provide low-barrier access to physical and behavioral health services, and linkages to housing and services through Coordinated Entry;
b. Improving client experience and flow with increased interim housing options; and c. Improving encampment health response, to be aligned and coordinated with existing county/city outreach and sanitation services.

In addition to the work of the OHCC, there are several activities undertaken by both the County and CoC to coordinate efforts to align and maximize homeless system resources. Throughout all activities, the County implements and oversees the systems (e.g. Coordinated Entry; HMIS), while the CoC convenes system stakeholders to set policy and ensure compliance with HUD. Activities include:
• The County is currently coordinating with its 14 cities to establish a joint framework for allocating funding that incorporates shared and measurable performance goals, incorporates sustainability planning, and honors shared jurisdictional priorities, as captured in the Home Together 2026 Community Plan. • Monthly Coordination Meetings between the Cities of Oakland, Berkeley, Alameda County, and the CoC staffing organization to conduct system planning for permanent housing. Meetings are facilitated by HUD T.A. providers with a focus on aligning federal, state and local resources, including recent CARES

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Act funding within the investment framework provided by our Home Together Plan. • Our Continuum of Care’s subcommittee that sets policies for our Homeless Response System (‘System Coordination Committee’) is a coordinating body with representation from county, city, CBO leadership, and people with lived expertise with a shared goal of increasing and aligning system resources. • Regional Coordination Meetings for Coordinated Entry, including County, City, and CBO staff, with an eye to effectively allocating homeless system resources within each of the five geographic regions in Alameda County.
• The County Homelessness Roundtable (County Department Leadership) ensures alignment between County Departments and staff who administer a variety of local, state, and federal funding programs dedicated to ending homelessness. Representation includes Health Care Services, Housing and Community Development, Probation, Social Services, County Administrator’s Office, General Services Agency, and Public Works.
• Monthly Supportive Housing Pipeline convening between City of Oakland, Oakland Housing Authority, and County staff (Health Care Services Agency and Housing and Community Development) to align funding efforts for supporting key development projects that include homeless set-aside units.

Question 2
A demonstration of the applicant’s partnership with, or plans to use funding to increase partnership with:
 Local health care and managed care plans
 Public health systems
 Behavioral health
 Social services
 Justice entities
 People with lived experiences of homelessness
 Other (workforce system, services for older adults and people with disabilities, Child Welfare, education system)
Question 2 Response
Managed Care Plans
OHCC has been actively engaged in partnership between the County and its 2 managed care plans.

These partnerships were initially strengthened through our Whole Person Care (WPC) Pilot, where both MCPs contributed high-level leadership on the WPC Steering Committee as well as the Data Governance Committee, the latter tasked with oversight of the Social Health Information Exchange, a key development initiative supported by WPC funds. Partnership with the MCPs was further strengthened through a contractual relationship between Alameda County’s Health Care Services Agency and the MCPs to deliver Health Homes-like services within its network of plan providers, ahead of the launch of Health Homes. This work paved the way for even deeper collaboration with CalAIM planning. Specifically, the Office of Homeless Care and Coordination began engaging the plans early in 2021 to plan for a successful transition of Housing Community Support services (Housing Navigation, Housing Deposits, Housing Tenancy Sustaining Services, and Recuperative Care) that were previously offered under WPC. OHCC negotiated agreements with both plans to serve as an administrator of 3 housing community supports, to maintain its current network of housing providers and consumers being served under WPC. This involved a lot of learning and sharing of each other’s respective worlds- the plans learning about Coordinated Entry and how high priority households are supported through our local system to identify, move into, and stabilize in permanent housing; our OHCC staff learning (and continuing to learn) about operating housing services in a Medi-Cal regulatory environment which has necessitated shifts in workflow and operations.

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We continue to meet weekly with the plans to troubleshoot CalAIM implementation and are now partnering on HHIP as well.

Public Health Systems
Alameda County’s public hospital system is Alameda Health System, which includes several hospitals and outpatient clinics and rehabilitation centers. The County’s Health Care Services Agency, and its homeless programs in particular (including the Health Care for the Homeless Program which is part of OHCC), have a longstanding relationship with Alameda Health System that is structurally supported through the County’s HRSA FQHC grant. The Federally Qualified Health Center is comprised of mobile health, street health, dental health, and clinic-based outpatient health services for people experiencing homelessness that spans both County and Alameda Health System-run and staffed sites.

Behavioral Health
The Office of Homeless Care and Coordination (OHCC) and our County’s Behavioral Health Department are located within the same agency (Health Care Services), so we have a built-in, structural relationship that gives us many opportunities to partner. We have a standing coordination meeting twice monthly that focuses on homeless coordination between our 2 departments. We frequently discuss overlapping funding, initiatives, and policy to help align the work. Examples of this include our office’s use of MHSA funds to continue supporting housing services and board and cares. We have staff in OHCC who transitioned to our office from Behavioral Health to focus on these program areas specifically. We frequently collaborate on No Place Like Home applications and awards, and our county has been quite successful in securing NPLH funding for key housing projects. Our Office oversees the service commitments made to these NPLHfunded properties and both OHCC and ACBH staff conduct joint review for services planning. Other areas of significant overlap include our shared approach to street health outreach services and the collaboration between HHAP-funded street health outreach teams and the Behavioral Health department’s ACCESS (Acute Crisis Care and Evaluation for Systemwide Services) program.

Furthermore, our entire agency is actively engaged in alignment and strategic planning efforts that aim to create cohesion and stronger partnerships throughout all the Health Care Services Agency.

Social Services
Through growing partnership with the County’s Social Services Agency, they have shared redetermination dates for Medi-Cal with OHCC, affecting approximately 1,700 consumers enrolled in housing services/coordination under CalAIM. OHCC plans to work on sharing those dates with our sub-contracted housing providers to help with outreach efforts to enroll and maintain Medi-Cal coverage.

OHCC has identified a need for additional caregiver services for a subset of the homeless population (what we’re referring to as ‘PSH Plus’ or ‘Enhanced PSH’, primarily focused on a population of older adults experiencing homelessness with additional caregiving needs). We continue to collaborate with Social Services to coordinate enrollment in IHSS as needed for this population of focus.

In addition, Social Services plays a key role in our homeless system with the provision of County contracts for emergency shelter. Health Care Services Agency staff provide key input on the shelter standards, winter shelter programming, and shelter health, a program within OHCC’s Health Care for the Homeless designed to bring the front door directly to shelter and other human service sites.

Furthermore, our Social Services Agency receives HDAP funds from CDSS which, through MOU agreement, Health Care Services Agency administers on their behalf. This helps ensure strategic use of funds within our homeless response system.

Justice Entities
The Care First, Jails Last (CFJL) task force was formed by our County Board of Supervisors, and is chaired by the County’s Behavioral Health Director, with the OHCC Director in an appointed seat on the task force. The goal of this task force is to develop a unified continuum across service areas for the justiceinvolved population. The CFJL policy affirmed that Alameda County values a comprehensive continuum of care for individuals with mental illness, substance use, and co-occurring disorders rather than incarceration. It also called for a just and equitable transformation of criminal justice, behavioral health, and

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wraparound services that reduce the number of people with mental illness, substance use, and cooccurring disorders in Santa Rita jail.

Over the next 24 months, the task force will meet to expand upon existing policies to achieve a system that aims to provide treatment and services instead of arrest and jail to those in need in Alameda County. The committee will review data and existing interventions in order to develop plans to achieve this goal in accordance with the CFJL Policy Resolution. This newly formed Brown Act- covered body will also be informed by the Sequential Intercept Map that was developed through the multi-year Justice Involved Mental Health (JIMH) community planning process.

People with lived experience of homelessness
Current rounds of HHAP funding (and future planned uses) are supporting efforts within our Continuum of Care to uplift and enhance representation of individuals with lived expertise in our CoC’s governance structure, including the CoC board, committees and ad hoc working groups. These funds are being used to recruit, train, and support members with lived expertise to participate fully in CoC governance. Our recently adopted governance charter calls for one-third of all CoC board seats be dedicated to people with lived expertise. A new program facilitated by our CoC support agency (‘Emerging Leaders Program’) supports cohorts of people with lived expertise with the needed training and mentorship to fill these seats ongoing and have access to information and decision-making, as well as technology to facilitate engagement.

Through our CoC’s recent Youth Homelessness Demonstration Project grant, Our Office of Homeless Care and Coordination along with other CoC partners are also collaborating closely with members of our Youth Advisor Board (YAB) that have lived experience of homelessness.

Other: Survivors of Intimate Partner Violence (IPV)
The CoC and OHCC meet regularly with survivor-serving agencies to develop and train staff on incorporating IPC into the County’s CE system. As a result, when the homeless COVID response was developed, IPV providers were incorporated into the plan.

During the height of the COVID-19 pandemic the Marina Village Inn in the City of Alameda provided 51 rooms of temporary shelter for women and children to allow for decompression of Domestic Violence shelters (to comply with COVID-19 protocols). These guests, as with other Project Roomkey guests, are now prioritized for permanent housing. The 2021 HUD-funded Emergency Housing Voucher program, also part of the COVID-19 relief effort, includes a partnership with victim services providers and a set-aside of 87 vouchers for survivors of violence. Voucher recipients will also be provided tenancy sustaining support services, including coaching for independent living and community integration.

A new grant from HUD specifically for setting up Coordinated Entry to serve survivors will increase access to the rest of the homelessness response system resources.

Other: Education System
In 2018, the Alameda County Office of Education completed a needs assessment of McKinney Vento (MKV) that included CoC staff in strategic planning meetings to review the findings and develop a plan to address them. The MKV program is currently developing a capacity building initiative with the following key strategies: developing peer learning networks across districts and common practices; written protocols and guidance documents for MKV liaisons training district and school staff; and increasing knowledge and access to resources available to districts and homeless students.

Other: Public Housing Authorities
Alameda County’s CoC coordinates closely with the PHA’s in our county. The two largest, Oakland Housing Authority (OHA) and the Housing Authority of the County of Alameda (HACA), work directly with Coordinated Entry for referrals to units with homeless preferences. County staff meet monthly with the Oakland Housing Authority to review the pipeline of housing projects with homeless units, to consider potential projects for project-based vouchers, and to problem-solve projects with funding gaps.

Additionally, OHA has brought projects to the county for partnership when a services commitment would allow the project to serve people who are homeless. OHA is a Moving-To-Work authority and is able to prioritize people who are homeless for direct program referrals. County staff also collaborate closely with

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HACA, which has taken on a subsidy administration role for the county for large, countywide projects for housing assistance and flexible subsidies.

Other: Child Welfare
OHCC and the CoC have been working in collaboration with Child Welfare Services (within the County’s Social Services Agency) to develop programs and initiatives under our newly awarded federal Youth Homelessness Demonstration Program Grant that provides funding for homelessness prevention efforts for youth and young adults.

Question 3
A description of specific actions the applicant will take to ensure racial and gender equity in service delivery, housing placements, and housing retention and changes to procurement or other means of affirming racial and ethnic groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services.

Note: These actions should be aligned with the equity-focused Outcome Goals and related strategies described in previous Parts, but should not need to be limited to those strategies.

Question 3 Response
Our HMIS data shows racial disparities in both first-time homelessness and returns to homelessness, with African Americans and Native Americans experiencing homelessness at a rate four times higher than Alameda County’s general population.

Some of the actions already embedded in our service model that we will continue to implement to address these inequities include supporting evidence-based strategies, contracting with place-based CBOs that are representative of populations experiencing homelessness, incorporating peer specialists and people with lived experience in service teams and placing additional homelessness system access points in neighborhoods with higher populations of Black and Native American residents.

The majority of OHCC contracted providers are also contracted by the County Behavioral Health Department (ACBH). As such, our homeless system of care benefits from their requirement that all funded agencies participate in Trauma Informed Care (TIC) and National Culturally and Linguistically Appropriate Service Standards (CLAS) trainings. Further, all ACBH contracts require the use of a TIC approach and implementation of CLAS among providers, and all providers must include how they incorporate TIC and CLAS into their service structure in performance reports and quality improvement audits.

While many counties that received Whole Person Care Funds have implemented a version of a Community Health Record (CHR), Alameda County’s is one of the most comprehensive systems in the state. Our CHR has more than 600 active users representing 120 health and housing programs and includes records for more than 700,000 individuals. The Social Health Information Exchange (SHIE), the engine that powers the CHR, is unique in the state as it enables integration with other core systems, including the electronic health record, the county Homeless Management Information System (HMIS), the county jail information database, case management, and claims. Using the SHIE, we are able to identify and analyze disparate data among the County population at risk of or experiencing homelessness and use this information to develop and execute services and initiatives to ensure system-wide racial and gender equity.

Moving forward, informed by the County racial equity and homeless response system modeling project, Centering Racial Equity in Homeless System Design, and included in our Home Together 2026 Community Plan, to specifically address racial disparities, we will focus efforts on decreasing short-term Rapid ReHousing, and increasing long-term interventions like ongoing shallow subsidies that bridge the gap between earned income and the cost of housing and dedicated affordable housing for extremely lowPage 9 of 14 1529
income households with low service needs.

Funded by a Domestic Violence Coordinated Entry Grant, OHCC is partnering with CBOs that provide services for survivors of intimate partner violence, sexual assault, and human trafficking to create a dedicated Coordinated Entry System (IV CES) which includes a network of access points to assist people fleeing violence to connect quickly with needed resources. We are in the process of developing a secure, stand-alone database system to allow anonymous integration for prioritization into housing. The IV CES will protect the confidentiality of survivors with safety measures to prevent further violence and include trauma-informed assessments to institute a more coordinated process where survivors are able to rebuild their lives through access to housing resources and reduce the time spent homeless and in danger.

Additionally, OHCC is working with the Behavioral Health Department to establish a Behavioral Health African American Wellness HUB which, when completed, will be a physical brick and mortar site that aims to contribute to the center of Black thought, voice, and healing by offering a menu of culturally affirming practices that advance health equity and the quality of services for African Americans Question 4
A description of how the applicant will make progress in preventing exits to homelessness from institutional settings, including plans to leverage funding from mainstream systems for evidence-based housing and housing-based solutions to homelessness.

Note: Such mainstream systems could include:
 Physical and behavioral health care systems and managed care plan organizations  Public health system
 Criminal legal system and system for supporting re-entry from incarceration  Child welfare system
 Affordable housing funders and providers
 Income support programs
 Education system
 Workforce and employment systems
 Other social services and human services systems
Question 4 Response
OHCC sits within the Alameda County Health Care Services Agency, the County Health Jurisdiction comprised of the Departments of Behavioral Health, Public Health, and Environmental Health. As such, OHCC is uniquely poised to leverage funding and partner on initiatives with internal and external mainstream systems to prevent exits to homelessness from institutional settings. Some examples of our collaborations include:

Managed Care Plans:

Working with and providing guidance to the County’s two managed care plans to implement the transition of Whole Person Care services to CalAIM, with a specific focus on accessing enhanced care management and community supports funding (which includes one-time financial assistance with housing deposits) for people at-risk of homelessness. Potential Community Supports that may be implemented in future years include helping at-risk individuals exit health care settings to permanent housing through the support of

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housing navigators specializing in this population, who may require some ongoing nursing and homemaker services. The HHIP program through DHCS also provides additional funding through the managed care plans to support homeless system service and infrastructure needs.

County Behavioral Health Department, Probation Department, Sherriff’s Office and the District Attorney’s Office:

Using our Proposition 47 funding to provide and coordinate substance use disorder services, diversion opportunities and housing grants for the County reentry population across our systems.

The County Office of Education and Center for Healthy Schools and Communities: Tracking and coordinating Mckinney Vento, Mental Health Student Services Act and Student Behavioral Health Incentive Program funds to expand the county safety-net system for youth and families and enhance coordination with our homeless system of care.

County Social Services Agency, Court Appointed Special Advocates Program and the Probation Department (Juvenile Hall):

Developing programs and initiatives under our newly awarded federal Youth Homelessness Demonstration Program Grant to fund homelessness prevention efforts for youth including those exiting foster care and incarceration.

The County Safety-Net Hospital System, Federally Qualified Health Centers, Community Based Organizations, and Institutions of Higher Learning: Launching a Community Health Worker (CHW) Capacity Building Planning Initiative, funded by the California Health Care Foundation, to recruit, employ and retain black and brown people with lived experience (systems involvement), including lived experience of homelessness, as CHWs throughout the County Health System.

Question 5
Specific and quantifiable systems improvements that the applicant will take to improve the delivery of housing and services to people experiencing homelessness or at risk of homelessness, including, but not limited to, the following:
(I) Capacity building and workforce development for service providers within the jurisdiction, including removing barriers to contracting with culturally specific service providers and building the capacity of providers to administer culturally specific services.
(II) Strengthening the data quality of the recipient’s Homeless Management Information System. (III) Increasing capacity for pooling and aligning housing and services funding from existing, mainstream, and new funding.
(IV) Improving homeless point-in-time counts.
(V) Improving coordinated entry systems to strengthen coordinated entry systems to eliminate racial bias, to create a youthspecific coordinated entry system or youth-specific coordinated entry access points, or to improve the coordinated entry assessment tool to ensure that it contemplates the specific needs of youth experiencing homelessness.

Question 5 Response
System improvements we are now able to implement using the Community Health Record (CHR) and the Social Health Information Exchange include: 1) the ability to conduct comprehensive population analysis such as accessing homelessness information alongside healthcare utilization to identify homeless

Page 11 of 14 ends

1531
consumers that need specialty care for outreach and care coordination; 2) the ability to perform patient matching from different sectors of data enabling us to analyze services and care needs to better respond to health disparities; 3) the ability to conduct system-level analysis of services and outcomes to identify successful interventions, and support organizations with capacity development to improve care; 4) the ability to immediately and effectively take action to mitigate risk to the homeless population during pandemic situations, and 5) the ability to identify consumer program eligibility and connect consumers to services.

The Continuum of Care is working in partnership with the HMIS Lead to update and implement new data quality policies and procedures that strengthen the five pillars of data quality identified (timeliness, completeness, accuracy, consistency, and coverage). A workgroup meets regularly to implement these changes in concert with HMIS user agency liaisons, and our Continuum of Care is actively participating in HUD technical assistance focused on HMIS improvements that include a data quality workstream.

OHCC, as the County’s centralized coordinating entity on homelessness, is uniquely situated to continue building capacity to both identify and analyze existing funding resources as well as support efforts to obtain new funding. OHCC is increasing capacity to do this work by using admin funds to expand staffing models.

The results of these efforts are evidenced by commitments made to provide supportive services funding for new housing projects coming online through the leveraging of CalAIM Housing Community Supports, as one example. The continued partnership with our County’s two Medi-Cal managed care plans is also helping to ensure health care funds can be leveraged to support the homeless system.

As previously mentioned, OHCC has been awarded IPV and YHDP grants, both of which are being leveraged to create population specific (IPV Survivors and Transition Age Youth) coordinated entry systems, add access points and improve assessment tools to ensure that it contemplates the specific needs of these populations experiencing homelessness.

To improve our adult point-in-time count methodology, we recruited more individuals to participate in the count and are increasingly incorporating people with lived experience, alongside known and trusted community providers, into our street count teams. These teams are generally comprised of at least one guide with lived experience of homelessness and up to three community volunteers. Guides assist the team in navigating their assigned count area and identifying locations where unsheltered individuals are likely to be encountered and providing additional support in identifying people experiencing homelessness for inclusion in the tally.

While our core PIT methodology remains unchanged, this year Alameda County implemented an additional methodology to better gather information about families experiencing unsheltered homelessness.

Providers and school districts working directly with unsheltered families contacted these families in the week following the PIT Count to ask where that family slept the night of the PIT Count. This direct outreach and data collection improved our tracking of families and led to a higher count of families overall than previous counts due to the expanded methodology.

Further, the County has instituted a dedicated youth count to improve the representation of unaccompanied children and transition-age youth under the age of 25 experiencing homelessness. To conduct the count service providers recruit youth with lived experience of homelessness and knowledge of where to locate other young people experiencing homelessness to serve as youth guides. In 2022 Covenant House Oakland, Youth UpRising, UC Berkeley Suitcase Clinic, YEAH! Covenant House, REACH Ashland Youth Center, Beyond Emancipation, VOICES Youth Center, and the Alameda County Youth Action Board led the recruitment of youth guides and of their staff to accompany and transport youth guides during the count. Youth guides were compensated for their time, including time spent in training immediately prior to deployment. We aim to increase the number of these teams in the next count.

Question 6

Page 12 of 14 ends

1532
Evidence of connection with the local homeless Coordinated Entry System.

Question 6 Response
Alameda County’s Health Care Services Agency (Office of Homeless Care and Coordination) is both the administrative entity for HHAP funds, as well as the Management Entity for the CA-502 Oakland, Berkeley/Alameda County CoC’s Coordinated Entry System. This dual role helps ensure strong connectivity between HHAP funds and Coordinated Entry. As with all funds, including HHAP, the County requires that any contract utilizing county-administered homeless funding utilize Coordinated Entry for program access and referral. This is included in contract language.

Outreach teams are another example of how HHAP-funded programs connect closely with Coordinated Entry: Outreach services in Alameda County are covered by countywide Health Care for the Homeless Street Health outreach teams and supplemented by Coordinated Entry Access points as well as by citycontracted outreach. These teams include community health workers, social workers, navigators, and licensed medical staff to ensure they can triage immediate need and connect people to appropriate services. They distribute resources and provide basic medical care at the sites where unsheltered people are living. They coordinate closely with coordinated entry in every geographic zone to provide housing problem solving, connect people to crisis and housing assessments, and prioritization for housing resources. They also support the early steps of our CE workflow, prior to assessment and prioritization, including screening, HMIS data entry, and Housing Problem Solving.

HHAP funds have also been (and will continue to be) used to support CE access points (housing resource centers) and ‘front door’ services directly connected with CES. With our newest youth access point, we now have 12 access points across the County, with staff providing housing problem solving, flexible funds, crisis and housing assessment, and program referral.

One final example- HHAP funds are supporting consumers who are not eligible/enrolled in Medi-Cal managed care, but are prioritized for housing through CE, to receive CalAIM Housing Community Support services, specifically Housing Navigation and Tenancy Sustaining Services. We engaged our managed care partners early on to ensure that we could use CE prioritization to refer people to available Housing Community Support slots. This model allows for close alignment between anyone prioritized for a housing resource being able to begin working immediately with a housing navigator so they can access that resource as soon as its available. And the HHAP funds ensure that we can serve everyone who has been prioritized, regardless of insurance status.

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1533

Certification
I certify that all information included in this Application is true and accurate to the best of my knowledge.

Yes

Page 14 of 14 ends

1534
Table 1. Landscape Analysis of Needs and Demographics
People Experiencing
Homelessness
Source and
Date Timeframe of Data
Population and Living Situations
TOTAL # OF PEOPLE EXPERIENCING HOMELESSNESS 19404 APR CY 2021 # of People Who are Sheltered (ES, TH, SH) 2612 2022 PIT Count # of People Who are Unsheltered 7135 2022 PIT Count
Household Composition
# of Households without Children 14333 APR CY 2021
# of Households with At Least 1 Adult & 1 Child 1214 APR CY 2021 # of Households with Only Children 116 APR CY 2021
Sub-Populations and Other Characteristics
# of Adults Who are Experiencing Chronic Homelessness 6695 APR CY 2021 # of Adults Who are Experiencing Significant Mental Illness 7284 APR CY 2021 # of Adults Who are Experiencing Substance Abuse Disorders 3297 APR CY 2021 # of Adults Who are Veterans 1113 APR CY 2021
# of Adults with HIV/AIDS 386 APR CY 2021
# of Adults Who are Survivors of Domestic Violence 2925 APR CY 2021 # of Unaccompanied Youth (under 25) 1408 APR CY 2021
# of Parenting Youth (under 25) 135 APR CY 2021
# of People Who are Children of Parenting Youth 167 APR CY 2021 Gender Demographics
# of Women/Girls 8675 APR CY 2021
# of Men/Boys 10055 APR CY 2021
# of People Who are Transgender 79 APR CY 2021
# of People Who are Gender Non-Conforming 43 APR CY 2021 Ethnicity and Race Demographics
# of People Who are Hispanic/Latino 3201 APR CY 2021
# of People Who are Non-Hispanic/Non-Latino 15468 APR CY 2021 # of People Who are Black or African American 10649 APR CY 2021 # of People Who are Asian 469 APR CY 2021
# of People Who are American Indian or Alaska Native 622 APR CY 2021 # of People Who are Native Hawaiian or Other Pacific Islander 328 APR CY 2021 # of People Who are White 5020 APR CY 2021
# of People Who are Multiple Races 1342 APR CY 2021
1535

-
Table 2. Landscape Analysis of People Being Served
Household Composition
# of Households without Children
Permanent
Supportive
Housing
(PSH)
1951
Rapid
Rehousing
(RRH)
1929
Transitional
Housing
(TH)
797
Intermin Housing or
Emergency Shelter
(IH / ES)
4187
Diversion Services
and Assistance
(DIV)
1635
Homelessness
Prevention Services &
Assistance (HP)
307
Outreach and
Engagement
Services
(O/R)
3546
Other: CE Enrollment
2846
Source(s) and Timeframe of Data
Q8A, APR 1/1/21-12/31/21
# of Households with At Least 1 Adult
& 1 Child 231 363 78 231 272 10 15 375 Q8A, APR 1/1/21-12/31/21 # of Households with Only Children 0 2 2 81 0 0 19 1 Q8A, APR 1/1/21-12/31/21 Sub Populations and Other
Characteristics
# of Adults Who are Experiencing
Chronic Homelessness 1455 1236 411 1921 1177 24 1855 1967 Q26b, APR 1/1/21-12/31/21 # of Adults Who are Experiencing
Significant Mental Illness 1720 855 432 1105 1030 109 1651 1818 Q13a.1., APR 1/1/21-12/31/21 # of Adults Who are Experiencing
Substance Abuse Disorders 879 341 154 569 549 18 850 955 Q13a.1., APR 1/1/21-12/31/21 # of Adults Who are Veterans 195 485 88 153 52 102 124 95 Q25a, APR 1/1/21-12/31/21 # of Adults with HIV/AIDS 141 40 9 20 53 1 56 96 Q13a.1, APR 1/1/21-12/31/21 # of Adults Who are Survivors of
Domestic Violence 575 348 152 372 556 39 440 964 Q14a., APR 1/1/21-12/31/21 # of Unaccompanied Youth (under
25) 47 102 174 364 115 8 761 223 Q27, APR 1/1/21-12/31/21 # of Parenting Youth (under 25) 0 38 35 25 46 0 0 61 Q27b, APR 1/1/21-12/31/21 # of People Who are Children of
Parenting Youth 0 50 48 26 61 0 0 83 Q27b, APR 1/1/21-12/31/21 Gender Demographics
# of Women/Girls 1362 1412 402 2048 1104 172 1494 1997 Q10a, Q10b, APR 1/1/21-12/31/21 # of Men/Boys 1563 1778 618 3139 1211 165 2038 1815 Q10a, Q10b, APR 1/1/21-12/31/21 # of People Who are Transgender 15 12 9 29 7 2 18 18 Q10a, Q10b, APR 1/1/21-12/31/21 # of People Who are Gender NonConforming 1 4 10 13 8 2 12 17 Q10a, Q10b, APR 1/1/21-12/31/21 Ethnicity and Race Demographics
# of People Who are Hispanic/Latino 445 599 159 915 422 47 617 648 Q12b, APR 1/1/21-12/31/21 # of People Who are NonHispanic/Non-Latino 2494 2590 874 4296 1792 290 2969 3064 Q12b, APR 1/1/21-12/31/21 # of People Who are Black or African
American 1565 1762 679 2790 1184 237 1957 2112 Q12a, APR 1/1/21-12/31/21 # of People Who are Asian 73 79 22 149 56 9 87 98 Q12a, APR 1/1/21-12/31/21 # of People Who are American Indian
or Alaska Native 91 90 30 197 45 13 152 100 Q12a, APR 1/1/21-12/31/21 # of People Who are Native Hawaiian
or Other Pacific Islander 44 53 24 122 56 5 66 70 Q12a, APR 1/1/21-12/31/21 # of People Who are White 877 930 190 1610 674 61 1070 997 Q12a, APR 1/1/21-12/31/21 # of People Who are Multiple Races 290 261 78 322 148 10 227 257 Q12a, APR 1/1/21-12/31/21 1536

i l l " " i l i
Table 3. Landscape Analysis of State, Federal and Local Funding Funding Program
(choose from drop down opt ons)
Fiscal Year
(se ect al that apply)
Total Amount
Invested into
Homelessness
Interventions Funding Source*
Intervention Types Supported with Funding
(select all that apply)
Brief Description of Programming
and Services Provided
Populations Served
(please x the appropr ate popu at on[s])
Homekey (via HCD)
FY 2021-2022
$ 75,519,074.00 State Agency
Non-Congregate Shelter/
Interim Housing
Utilizing Homekey R1, 2, to purchase hotels
as well as scattered side residential homes
to convert to perm. shared housing. Interim
Housing is provided in the meantime, with
a plan for those residents to stay as the site
is converted to housing in the near future.

Of the County's award, $2,496,000 used for
operating subsidies; $27,049,500 in capital
awards used to purchase sites in 2021.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Permanent Supportive and
Service-Enriched Housing X People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
complications to COVID
population, including seniors
Emergency Solutions Grants (ESG) -
via HCD
FY 2021-2022
$760,432.00 State Agency
Non-Congregate Shelter/
Interim Housing
State ESG grant is awarded annually and is
$365,315 for the current grant year. We
anticipate an increase with the most
recent application submitted for $395,117.

We have not estimated beyond the next
grant cycle. State ESG funds are used to
support emergency shelter and provide
rental assistance via RRH programs that are
attached to shelter as one possible exit
strategy.

ALL PEOPLE

EXPERIENCING

Federal ESG funds are used to support
emergency shelter and provide rental
assistance via RRH programs that are
attached to shelter as one possible exit
strategy.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Rental Assistance People Exp Chronic
Homelessness Veterans Parenting Youth
Administrative Activities People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Emergency Solutions Grants - CV (ESGCV) - via HUD
FY 2021-2022
$5,769,334.00 Federal Agency
Rental Assistance The bulk of ESG-CV funds have been used to support exits from Project Roomkey
Operation Safer Ground sites to permanent
housing in the community ('Project
Roomkey Housing Transitions' program). In
most instances, ESG-CV funds bridge
housing to PSH, and the emergency
housing vouchers specifically. For those
that cannot transition to EHV or other PSH
opportunities, the ESG-CV funds will be
backfilled with other sources to provide
ongoing subsidies.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Administrative Activities People Exp Chronic Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other : High risk of
complications to COVID
population, including seniors
Emergency Solutions Grants - CV (ESGCV) - via HCD
FY 2021-2022
$11,748,000.00 State Agency
Rental Assistance The bulk of ESG-CV funds have been used to support exits from Project Roomkey
Operation Safer Ground sites to permanent
housing in the community. In most
instances, ESG-CV funds bridge housing to
PSH, and the emergency housing vouchers
specifically. For those that cannot transition
to EHV or other PSH opportunities, the ESGCV funds will be backfilled with other sources to provide ongoing subsidies. State
ESG-CV funds also funded Shelter
Operations for Project Roomkey site

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Non-Congregate Shelter/
Interim Housing
People Exp Chronic
Homelessness Veterans Parenting Youth
Administrative Activities People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other : High risk of
complications to COVID
population, including seniors
No Place Like Home (NPLH) - via HCD
FY 2021-2022
$32,000,975.00 State Agency
Amount represents total round 3 NPLH
awards; County is still awaiting round 4
notification (county allotment should be
$21M). Funds will be issued as deferred
payment loans to developers working in
conjunction with counties to acquire,
design, construct, rehabilitate, and
preserve PSH. Funds don't include rental
assistance, however some of these units
may be connected to PBVs.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Administrative Activities X People Exp Chronic
Homelessness Veterans Parenting Youth
Permanent Supportive and
Service-Enriched Housing X People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Homeless Housing, Assistance and
Prevention Program (HHAP) - via Cal
ICH
FY 2021-2022
$150,128,618.00 State Agency
Systems Support Activities Diversion and Homelessness
Prevention
Due to the one-time nature, and the end of
whole person care and HEAP, most of these
funds have continued expanding critical
countywide services, including street
health outreach, housing navigation, and
housing tenancy sustaining services.

They've also been leveraged as part of
planned CE access point expansion, with
housing problelm solving and flexible
financial assistance. Interim housing
X

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Administrative Activities Outreach and Engagement People Exp Chronic Homelessness Veterans Parenting Youth
FY 2023-2024 Non-Congregate Shelter/
Interim Housing
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 Rental Assistance People Exp Substance
Abuse Disorders X Unaccompanied Youth
Other (please enter
here )
Project Roomkey and Rehousing - via
CDSS
FY 2021-2022
$15,441,996.00 State Agency
Systems Support Activities Project Roomkey grant (2 allocations) has been used to support non-congregate
shelter operations for our hotel sites
throughout the pandemic, as well as
services to help rehouse those hotel guests
into permanent housing in the community.

Specific set asides have lso supported
services for those Roomkey guests who are
part of our TAY system as well as impacted
by gender-based violence.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Non-Congregate Shelter/
Interim Housing
People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other (high vulnerability
to COVID)
1537

FEMA Public Assistance Program
Category B - via FEMA
FY 2021-2022
$19,450,474 Federal Agency
Non-Congregate Shelter/
Interim Housing
Estimate only based on amount billed. No
FEMA funds for Project Roomkey have
been received to date, and there may be
additional funds discounted. Expenses
billed to FEMA include PRK hotel leases,
nursing and caregiving costs, security, and
transportation. Not included is shelter
operator contracts which aren't FEMAreimbursable and have been supported by both PRK and ESG-CV grants.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Systems Support Activities People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other (high vulnerability
to COVID)
CalWORKs Housing Support Program
(HSP) - via CDSS
FY 2021-2022
$13,282,116.00 State Agency
Systems Support Activities Program supports families to obtain or keep permanent housing. Funds are used for the
following: rental assistance, security
deposits, utilities, moving costs, hotel
vouchers, landlord recruitment, case
management, outreach and placement,
legal services, and credit repair.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Rental Assistance People Exp Chronic
Homelessness Veterans Parenting Youth
FY 2023-2024 Administrative Activities People Exp Severe Mental Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other: families with
children
Housing and Disability Advocacy
Program (HDAP) - via CDSS
FY 2021-2022
$17,421,518.00 State Agency
Systems Support Activities Permanent Supportive and
Service-Enriched Housing
Current amount reflects re-appropriated,
competitive and non-competitive funds in
FY 21/22. HDAP funds support a flexible
housing subsidy pool to secure long-term
subsidies and placements for HDAP clients;
benefits advocacy, housing support and
navigation for clients awaiting PSH; and
safe-haven emergency housing.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Non-Congregate Shelter/
Interim Housing X People Exp Chronic
Homelessness Veterans Parenting Youth
FY 2023-2024 Rental Assistance People Exp Severe Mental Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 Outreach and Engagement People Exp Substance Abuse Disorders Unaccompanied Youth X Other homeless, disabled Continuum of Care Program (CoC) -
via HUD
FY 2021-2022
$36,211,689.00 Federal Agency
Systems Support Activities The HUD CoC grants focus primarily on PSH rental assistance (and accompanying
services) for formerly homeless households
already in housing, with some funding
focused on RRH and TH, including for some
subpopulations of focus. X

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Rental Assistance X People Exp Chronic
Homelessness Veterans Parenting Youth
Non-Congregate Shelter/
Interim Housing
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
Administrative Activities People Exp Substance
Abuse Disorders X Unaccompanied Youth X
Other (Gender-Based
Violence)
Emergency Housing Vouchers (EHVs) -
via HUD
FY 2021-2022
$ 61,714,285.00 Federal Agency
Rental Assistance 875 Housing Choice Vouchers
awarded. Our CE prioritization policy
for COVID resources was used to
match vulnerable households in
Project Roomkey to permanent
subsidies.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 X People Exp Chronic
Homelessness Veterans Parenting Youth
FY 2023-2024 People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 People Exp Substance
Abuse Disorders X Unaccompanied Youth X
Other (Gender-Based
Violence)
Other (enter funding source under
dotted line)
Health Resources and Services
Administration (HRSA)
FY 2021-2022
$15,600,000.00 Federal Agency
Systems Support Activities Funds the Health Care for the Homeless program which provides
shelter health, FQHC services for
homeless and disabled, street health
outreach, and mobile health services. X

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Administrative Activities People Exp Chronic Homelessness Veterans Parenting Youth
FY 2023-2024 Outreach and Engagement People Exp Severe Mental Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 Non-Congregate Shelter/
Interim Housing
People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Local General Fund
(County General Fund)
FY 2021-2022
$27,875,000 Local Agency
Outreach and Engagement Rental Assistance
County Maintenance of Effort budget
across several departments (Probation,
Social Services, Community Development,
Health Care) estimated using 2021 final
budget, with approximately 25% of
homeless funding in the County coming
from local sources.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Non-Congregate Shelter/
Interim Housing
Permanent Supportive and
Service-Enriched Housing
People Exp Chronic
Homelessness Veterans Parenting Youth
Diversion and Homelessness
Prevention
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
Systems Support Activities People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Other (enter funding source under
dotted line)
CalAIM (Medi-Cal)
FY 2021-2022
$33,318,300.00 State Agency
Systems Support Activities DHCS funding through Medi-Cal Managed Care Plans for CalAIM Housing Community
Supports (Housing Navigation, Housing
Tenancy and Stability services, and
Housing Deposits) for managed care
enrollees. Actual funding will depend on #
served and insurance status. Amount
estimated based on projected # MCP
enrollees served in CY 2022.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Administrative Activities X People Exp Chronic Homelessness Veterans Parenting Youth
FY 2023-2024 People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Home Safe - via CDSS
FY 2021-2022
$3,591,071.00 State Agency
Systems Support Activities
Provides short-term supports, case
management, and housing
navigation assistance to prevent
homelessness among APS clients,
victims in a substantiated case of
fraud, abuse, or self-neglect, and at
risk of housing insecurity.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Rental Assistance People Exp Chronic
Homelessness Veterans Parenting Youth
Diversion and Homelessness
Prevention
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other (APS clients
including older adults)
1538

Local General Fund
(City General Funds)
FY 2021-2022
$18,342,989.00 Local Agency
Systems Support Activities Permanent Supportive and
Service-Enriched Housing
Amounts based off of FY 20/21 city
local funding allocations from all 14
cities in Alameda County. Since FY
21/22 isn't closed out, unable to pull
final allocation numbers for current
fiscal year.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Administrative Activities Diversion and Homelessness
Prevention
People Exp Chronic
Homelessness Veterans Parenting Youth
Non-Congregate Shelter/
Interim Housing Outreach and Engagement People Exp Severe Mental Illness People Exp HIV/ AIDS
Children of Parenting
Youth
Rental Assistance People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Other (enter funding source under
dotted line)
(City direct allocations from State and
Federal sources)
$54,269,385
Systems Support Activities Permanent Supportive and
Service-Enriched Housing
Cities: Amounts based off of FY 20/21
city direct funding allocations from
State and Federal sources combined.

Since FY 21/22 isn't closed out, unable
to pull final allocation numbers for
current fiscal year.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Administrative Activities Diversion and Homelessness
Prevention
People Exp Chronic
Homelessness Veterans Parenting Youth
Non-Congregate Shelter/
Interim Housing Outreach and Engagement People Exp Severe Mental Illness People Exp HIV/ AIDS
Children of Parenting
Youth
Rental Assistance People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
Emergency Rental Assistance (ERA) -
via Treasury
FY 2021-2022
$50,800,000 Federal Agency
Rental Assistance
Includes amounts allocated to the
County, and cities of Fremont and
Oakland. Not all funds will support
individuals who are likely to become
homeless if they lose their housing.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Administrative Activities People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other: at risk of
homelessness
California COVID-19 Rent Relief
Program - via HCD
FY 2021-2022
$53,000,000 State Agency
Rental Assistance
Includes amounts allocated to the
County, and cities of Fremont and
Oakland. Not all funds will support
individuals who are likely to become
homeless if they lose their housing.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
Administrative Activities People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth X
Other: at risk of
homelessness
HOME Program - via HCD
FY 2021-2022
$ 2,200,000.00 State Agency
Rental Assistance All HOME funds used for tenant-based
rental assistance this current fiscal
year. Future uses may change.

Amounts estimated for 4 years based
on current annual award amount. Not
all funds will support individuals who
are currently homeless (includes at-risk
populations, including low and very
low-income families).

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 People Exp Chronic
Homelessness Veterans Parenting Youth
FY 2023-2024 People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 People Exp Substance
Abuse Disorders Unaccompanied Youth x
Other: at risk of
homelessness; low and
very low-income
households
Community Development Block Grant
(CDBG) - via HUD
FY 2021-2022
$ 1,348,884.00 Federal Agency
Outreach and Engagement CDBG funds currently used across several different interventions,
including facility enhancements, to
support people experiencing
homelessness, people at risk of
homelessness, seniors, and people
who are homeless with HIV/AIDS.

Amounts estiamted for 4 years based
on current annual award amount.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 Systems Support Activities
People Exp Chronic
Homelessness Veterans Parenting Youth
FY 2023-2024 Non-Congregate Shelter/
Interim Housing
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
FY 2024-2025 People Exp Substance
Abuse Disorders Unaccompanied Youth x
Other: seniors, Homeless
w/ HIV/AIDS, homeless,
low-income
Other (enter funding source under
dotted line)
Youth Homelessness Demonstration
Program (YHDP)
FY 2022-2023
$ 16,422,396.54 Federal Agency
Systems Support Activities Non-Congregate Shelter/
Interim Housing
Youth Homelessness Demonstration
Program funds awarded by HUD to
the CA-502 CoC support the
development and implementation of
an in-depth plan to meet the needs of
youth at-risk of or experiencing
homelessness and to work towards
ending youth homelessness in the
community. Amount estimated over 4

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2023-2024 Administrative Activities Rental Assistance People Exp Chronic Homelessness Veterans X Parenting Youth
FY 2024-2025 Diversion and Homelessness
Prevention
People Exp Severe Mental
Illness People Exp HIV/ AIDS X
Children of Parenting
Youth
Outreach and Engagement People Exp Substance
Abuse Disorders X Unaccompanied Youth
Other (please enter
here )
$ -

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
People Exp Chronic
Homelessness Veterans Parenting Youth
People Exp Severe Mental
Illness People Exp HIV/ AIDS
Children of Parenting
Youth
People Exp Substance
Abuse Disorders Unaccompanied Youth
Other (please enter
here )
* NOTE: Private funder(s) option here could include philanthropy, resources from managed care plans organizations, corporate funders, or other private sources of funding 1539

Table 4. Outcome Goals
Outcome Goal #1a: Reducing the number of persons experiencing homelessness.

Baseline Data:

Annual estimate of number of people accessing services who are experiencing homelessness
Outcome Goals July 1, 2021 - June 30, 2024
Decrease/Increase in # of People
Decrease/Increase as % Change from
Baseline
9,081 Increase of 7,919 (17,000 total) Increase of 87%
Optional Comments
HDIS data shows the number of people served in our system to be much lower than local HMIS data, which shows over 19,000 people served in our homeless response system in 2021. Reasons for this discrepancy include that Coordinated Entry data was not included in our HDIS baseline data, but we have reason to believe it will show up in future HDIS data (due to local changes in HMIS). Therefore, while 17,000 is an increase from the HDIS baseline, it is a reduction from what we believe is the real number of those served in our homeless response system and what will eventually be reflected in the State's HDIS data. This increase in # served also reflects expanded access to services throughout our system and more coverage of people experiencing homelessness by our local HMIS. Given this, we anticipate a flattening of the curve by 2024.

Describe Your Related Goals for
Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Describe the trackable data goal(s) related to this
Outcome Goal:

Black and African American people experiencing homelessness are the largest population of people represented in our homeless system. This population has been consistently over-represented, compared to their representation in the general population. The Black and African American population is approximately 11% of Alameda County, but 53% of those experiencing homelessness (according to HDIS data). We also see that this percentage has gradually increased over time. It is imperative that we take steps to address the disproportionate impact and increase people served to eventually reduce the percentage to align with what we see in the general population. We have a baseline of 4,793 Black or African Americans served in our homeless system in CY 2020 (an increase of 32% from 2018-2020), and a goal of serving 10,000 Black or African American individuals in 2024, which would be an increase of 109% from 2020. At this rate in 2024 Black or African American people would comprise 59% of those receiving homeless services. In this instance, we want this population to be higher than in 2020, to reflect serving this group at a higher rate than in 2020.

Ensuring that people who are Black or African American are increasingly being served in our homeless response system ensures being matched with housing exits. Since we expect to be closer to a total population of 17,000 people experiencing homelessness in 2024, we will set our goal based on % of population at that time.

People who are Black or African American as a % of total persons served by our homeless response system. Our
target will be to increase this percentage represented in homeless system programs to reach 59% of total
population served by 2024.
1540

Outcome Goal #1b: Reducing the number of persons experiencing unsheltered homelessness on a daily basis Baseline Data:

Daily Estimate of # of people experiencing unsheltered
homelessness
Outcome Goals July 1, 2021 - June 30, 2024
Reduction in # of People Reduction as % Change from Baseline 6,312 Increase of 1,788 (8,100 total) 28% Increase
Optional Comments
From 2018-2020 our CoC experienced a 63% increase in unsheltered homelessness and we continue to see an upward trajectory, in both number and % of the unsheltered homeless population, according to our 2022 PIT Count data. If we continue with the current trajectory, we would expect our unsheltered population to grow to 10,303 in 2024. We are setting a goal to decrease the current rate of increase in unsheltered homelessness, and to have no more than 8100 people unsheltered in 2024. This goal (8,100 unsheltered in 2024) would be an INCREASE of 28% between 2020 and 2024, which is less than half of our current rate of increase for this measure (63%). Rationale for this goal includes the impact of the increase in shelter capacity as a result of one-time COVID resources, which has and continues to lead to increases in sheltered homelessness. In addition, as COVID regulations are lifted, shelter capacity may expand back toward pre-COVID levels, also increasing capacity for shelter.

Describe the trackable data goal(s) related to this
Outcome Goal:

Our latest PIT Count (2022) shows that unaccompanied youth households (ages 18-24) that are unsheltered comprise 9.3% of our CoC's total unsheltered population, which is higher than the percentage this population represents within our total homeless system (8%). This overrepresentation of youth in unsheltered homelessness is also consistent with data from our 2019 PIT Count which shows youth represented at 9% of the unsheltered population. We have seen this number reduced in the past (between 2017 and 2019), and believe that with targeted interventions including expanded access to Coordinated Entry through youth access points (and through our CoC's YHDP projects), as well as interim housing for youth which is coming online this year, we can once again impact this number.

Our goal is to bring the # of unaccompanied youth (ages 18-24) who are unsheltered down by 2.3% to 7% of the
unsheltered population in 2024. This decrease would be a full percentage point lower from the current percent of the total homeless population that unaccompanied
youth currently represent.
1541

Outcome Goal #2: Reducing the number of persons who become homeless for the first time.

Baseline Data:

Annual Estimate of # of people who become homeless for the first time
Outcome Goals July 1, 2021 - June 30, 2024
Reduction in # of People Reduction as % Change from Baseline 3,967 Increase of 2,033 (6000 total) 51% Increase
Optional Comments
Our CoC doesn't currently anticipate an influx in prevention resources, however, we do foresee that due to lifting of eviction moratoria we will likely see a future increase in first-time homelessness. HDIS data shows that between 2018 and 2020 our CoC saw a 69% increase in first time homelessness. At this rate of increase, we would expect to see approx. 6,700 people becoming homeless for the first time in 2024. Homelessness response system modeling and projections included in our Home Together 2026 Plan also project an increase in first time homelessness in 2022 and 2023, with eventual stabilizing in 2024 and a slight decrease by 2026. For these reasons, we propose to slow this upward trajectory of the rate of first time homelessness, from 69% to 51% between 2020 and 2024. This goal would result in 6,000 people becoming homeless for the first time in 2024 instead of 6,699, which would be the projection at our current rate of increase.

Describe the trackable data goal(s) related to this
Outcome Goal:

Between 2018-2020, the growth in first time homelessness among the Black or African American population in our CoC was 45%. The percentage of Black or African American people who became homeless for the first time in CY 2020 was 1,951, or 49% of the total number of people experiencing homelessness for the first time, well above the representation of Black or African American in the general county population (11%). We are proposing to reduce first time homelessness for black or African American people in our homeless response system through current problem solving and flexible financial assistance resources targeted to achieve greater race equity. Instead of growth at 45%, we are proposing to slow the growth rate to 41% in 2024, so that no more than 2,750 of those becoming homeless for the first-time are Black or African American.

The percentage change in the rate of increase of persons who become homeless for the first time who are Black or African American will slow from 45% to 41% between 2020 and 2024.
1542

Outcome Goal #3: Increasing the number of people exiting homelessness into permanent housing.

Baseline Data:

Annual Estimate of # of people exiting homelessness into permanent housing
Outcome Goals July 1, 2021 - June 30, 2024
Increase in # of People Increase as % Change from Baseline 1,813 Increase of 137 (1950 total) 8% Increase
Optional Comments
Most of the housing inventory in our system's pipeline for the next few years will show up in HMIS as PSH, meaning that people who are housed with these resources won't be counted as 'system exits'. While we anticipate the number of people exiting homelessness to continue to grow, most of this growth will not be captured by this measure, given that, for the State/HDIS, only those that are exited/housed without any ongoing homelessness response system resources will be counted. We anticipate a smaller increase for those exiting to housing outside of our system, as our resources and attention are going toward pathways where people are supported with system resources to maintain their housing. In addition, given planned increases in shelter to reduce unsheltered homelessness, our system will have a growing number of people in shelter that need housing exits.

Describe the trackable data goal(s) related to this
Outcome Goal:

In alignment with our Home Together 2026 Community Plan to center race equity and reduce racial disparities, and in the absence of any one single group disproportionately impacted according to the State HDIS data, we will set an intention to reach larger percentages of all BIPOC served by the system and exiting to permanent housing, so that it aligns with BIPOC representation in the overall homeless system.

To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2024 at least 4% of housing exits should be American Indian or Alaska Native; 3%
Asian; 53% Black or African American; and 2% Native
Hawaiian or other Pacific Islander; and 7% with multiple races.
1543

Outcome Goal #4: Reducing the length of time persons remain homeless.

Baseline Data:

Average length of time (in # of days) persons enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move-in for persons enrolled in rapid rehousing and permanent housing programs"
Outcome Goals July 1, 2021 - June 30, 2024
Decrease in Average # of Days Decrease as % Change from Baseline 152 0 0%
Optional Comments
The State's HDIS data shows an 11% decrease in days homeless over a 3-year period. However, our local data shows a large discrepancy in the average length of time that people in Alameda County remain homeless (HMIS data shows 229 days is the average length of time homeless in CY 2021). Due to this variation in data that is not well explained, the fact that historically this measure has been difficult to impact, that outliers for this measure can impact the average for the entire population, and that, due to conditions related to the COVID-19 pandemic, people have and continue to spend longer than typical durations in ES, our goal is to maintain the current average length of time people remain homeless, and to prevent any large increases in this measure.

Describe the trackable data goal(s) related to this
Outcome Goal:

Currently, the average length of time that families in the homelessness response system remain homeless is much higher than for households without children. This could be attributable to families spending more time in programs such as interim housing/transitional housing/etc., while awaiting permanent housing. At the current rate of increase, State HDIS data shows that length of time families remain homeless would be 235 days by 2024. Our goal is to bring this number down to less than 200 days by 2024, a 13% decrease in length of time, as opposed to the current trend of a 2% increase.

Reduce the average length of time that families with
children remain homeless. Target goal is less than 200 days that families remain homeless by 2024. This is a 13%
decrease in average length of time that families remain homeless from the 2020 HDIS baseline (230 days).
1544

Outcome Goal #5: Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

Baseline Data:
% of people who return to homelessness after having exited homelessness to permanent housing
Outcome Goals July 1, 2021 - June 30, 2024
Decrease in % of People who return
to Homelessness Decrease as % Change from Baseline

8.64% 0% (holds at 9%) 0%
Optional Comments
Alameda County proposes to maintain (not increase) our approximately 9% rate of returns to homelessness as we look to increase the total number of people exiting the system to permanent housing. This measure has had 0% change between 2018 and 2020. There will always be some level of attrition across housing exits, and we've seen this % remain steady through the years. Our focus is on increasing the number of exits from homelessness, but shifts in housing retention are small and difficult to impact significantly, especially as we increase housing exit resources for those who don't require intensive ongoing services. A 9% rate of returns to homelessness is also aligned with the projection from our recently updated homelessness system model, detailed in the Home Together 2026 Community Plan.

Describe the trackable data goal(s) related to this
Outcome Goal:

Returns to homelessness for veterans are currently at 14% (and have seen an increase of 7% between 2018-2020), which is well above the system-wide rate of 9%. Our goal is to decrease veterans' returns to homelessness, so they're more in line with the rate of returns to homelessness in the overall homeless system. We believe that decreasing returns to homelessness for veterans from 14% to 9% can be accomplished with continued partnership with our local VA office to sustain housing for veterans through programs like HUD-VASH and SSVF.

Reduce the percentage of veterans who return to
homelessness after exiting homelessness to permanent
housing from 14% to 9%, a decrease of 5%.
1545

Outcome Goal #6: Increasing successful placements from street outreach.

Baseline Data:

Annual # of people served in street outreach projects who exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations.

Outcome Goals July 1, 2021 - June 30, 2024
Increase in # of People Successfully
Placed from Street Outreach Increase as % of Baseline
24 24 (48 total) 100% Increase
Optional Comments
State HDIS data shows that successful placements from Street Outreach programs have increased by 71% between 2018 and 2020. At this rate of increase we would expect to reach 41 successful placements from Street Outreach by 2024. However, we believe we can aim higher as we expect an expansion of outreach teams using HMIS in our CoC beginning FY 2022/2023.

There are more street health outreach teams who are also participating in housing problem solving and front door services as part of Coordinated Entry which should also positively impact this measure.

Describe the trackable data goal(s) related to this
Outcome Goal:

There was insufficient population data from HDIS on those included in this measure for 2018 - 2020. However, we do know that 14 out of 24 (58%) successful placements from street outreach were for white people. While this is not a large enough sample size to show up in the HDIS baseline numbers for the breakdown of additional races, we can conclude that only 10 out of 24 people in this category (42%) were not white. This conclusion does not align with the representation of BIPOC both in the overall homeless system and in the general population. Therefore, in the absence of a larger sample size to draw conclusions from regarding disproportionate impacts, and in alignment with the aim of our Home Together 2026 Community Plan to center racial equity and reduce racial disparities, we will set an intention to reach larger percentages of all BIPOC served by street outreach and exiting to successful placements, so that it aligns with BIPOC representation in the overall homeless system.

To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2024 at least 4% of
successful placements from street outreach should be
American Indian or Alaska Native; 3% Asian; 53% Black or African American; and 2% Native Hawaiian or other
Pacific Islander; and 7% with multiple races.
1546

Table 5. Strategies to Achieve Outcome Goals
Strategy Performance Measure to Be Impacted
(Check all that apply)
Description

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Prevent Homelessness: Focus resources for prevention on people most likely to lose their homes (Home Together Plan, Goal 1, Strategy 2)- Implement and expand shallow subsidies availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless.

Track progress on this goal area through system performance measures and corresponding measures of increased racial equity.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities
Office of Homeless Care and Coordination (system connection); Alameda County Behavioral Health (Care First, Jails Last); Social Services Agency (workforce Measurable Targets
Add 830 shallow subsidies for households in our homelessness response system. 1547
Performance Measure to Be Impacted
(Check all that apply)

Strategy
Description 1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by adding resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities
OHCC as Coordinated Entry Management Entity
Measurable Targets
Increase current flexible funding for Housing Problem Solving by 20% from CY 2022 contract amounts (an increase of $100,000).

Increase the centralized Housing Assistance Fund by 20% from CY 2022 levels (an increase of $200,000).
1548
Performance Measure to Be Impacted
(Check all that apply)

Strategy
Description 1. Reducing the number of persons experiencing homelessness.

Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by offering Housing 2. Reducing the number of persons who become homeless for the Problem Solving training and funding to all CE access point providers and outreach staff first time. throughout the system so that providers can quickly assist people when and where they seek help.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities
OHCC as Coordinated Entry Management Entity
Measurable Targets
Facilitate at least one Housing Problem Solving training per year available to all CE providers. 1549
Performance Measure to Be Impacted
(Check all that apply)

Strategy
Description

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Connect people to shelter and needed resources: expand access in key neighborhoods and continue improvements to Coordinated Entry (Home Together Plan, Goal 2, Strategy 1).

Activities include expanding neighborhood-based access points to the system's housing and shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness; and continue to track and evaluate the impact of updates to CES to ensure impacts are effective and support reductions in racial disparities.

Timeframe
July 1, 2021 - June 30, 2024
Entities with Lead Responsibilities
OHCC as CE Management Entity
Measurable Targets
Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth. 5 Strategy Performance Measure to Be Impacted

1. Reducing the number of persons experiencing homelessness. (Check all that apply) Description 2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Connect people to shelter and needed resources: Significantly increase the availability of shelter, especially non-congregate models, to serve vulnerable households and to reduce unsheltered homelessness (Home Together Plan, Goal 2, Strategy 4). New shelter will be primarily non-congregate and include access to support services; as new housing comes online, transition non-congregate shelters into permanent housing or remove these beds from the system as demand is reduced.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities
OHCC, County Housing & Community Development, County Social Services Agency Measurable Targets
Add 975 temporary additional non-congregate shelter beds to serve vulnerable adults, and families with children.
1550
Performance Measure to Be Impacted
(Check all that apply) 1. Reducing the number of persons experiencing homelessness.

1. Reducing the number of persons experiencing homelessness.

Strategy
Description 2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Home Together Plan, Goal 3, Strategy 1). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; and creating a new model of supportive housing for older/frail adults with more intensive health service needs.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities
County Housing & Community Development, OHCC
Measurable Targets
Add 575+ new supportive housing subsidies to our homelessness response system.

Add 300+ new (additional) supportive housing subsidies for older adults. 7 Strategy Performance Measure to Be Impacted
(Check all that apply)
Description 2. Reducing the number of persons who become homeless for the first time.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by providing affordable housing without time limits for approximately 30% of adult only households and 28% of family households in the homeless system (over a five-year period).

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities

HCD, OHCC
Measurable Targets
Add 1,570 dedicated affordable housing subsidies available to households in the homelessness response system.

1. Reducing the number of persons experiencing homelessness. 1551
Performance Measure to Be Impacted
(Check all that apply)

1. Reducing the number of persons experiencing homelessness.

Strategy
Description

2. Reducing the number of persons who become homeless for the first time.

Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by adding capacity 3. Increasing the number of people exiting homelessness into within the system to support new dedicated affordable units including staff for new local permanent housing. operating subsidy program, additional CE staffing and lighter and variable supportive services. Monitor race and ethnicity for those matched to dedicated affordable housing opportunities in the homeless system to ensure BIPOC populations are represented at or above their prevalence in the homeless system. 4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Timeframe
July 1, 2022 - June 30, 2024
Entities with Lead Responsibilities

HCD, OHCC
Measurable Targets
Launch a Local Operating Subsidy Pool operated by HCD with support from OHCC in 2023. 9 Strategy Performance Measure to Be Impacted first time. (Check all that apply) 3. Increasing the number of people exiting homelessness into Description permanent housing.

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving HMIS coverage; and improving data quality and regularly reviewing system and program outcomes data disaggregated by race.

Timeframe
July 1, 2021 - December 31, 2023
Entities with Lead Responsibilities
OHCC, County Housing & Community Development
Measurable Targets
Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023.

2. Reducing the number of persons who become homeless for the first time.
1552
permanent housing. (Check all that apply)

Reducing he number t of persons es nm o homeless o
# Strategy
Description

3. Increasing the number of people exiting homelessness into Performance Measure to Be Impacted

4. Reducing the length of time persons remain homeless.

5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.

6. Increasing successful placements from street outreach.

Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 512346Focused RedIncr Reducing the number Reducing Increas ucingoningeqhe length of time persons remai he the succes uitynumb numb gsoals r ful p erer of persons who return oflacements of people exit elated to persons who beco underserved popul experi from ing homelessness treet outreach ncingh to homelessness af e homel melessateions and ss f r into nesstheter Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving the tracking of resources and inventory (e.g. development of a supportive housing pipeline tool) to support evaluation and reporting.

Timeframe
July 1, 2021 - December 31, 2023
Entities with Lead Responsibilities
OHCC
Measurable Targets
Develop tracking tools and provide one quarterly update on the Home Together Community Plan in CY 2022.
1553

-
i
Table 6. Funding Plans
Activity to be funded by
HHAP 3
(choose from drop down opt ons)
Eligible Use Categories Used to Fund Activity

1. Rapid rehousing 2. Operating
subsidies 3. Street outreach 4. Services
coordination 5. Systems support 6. Delivery of permanent housing

7. Prevention and
diversion

8. Interim sheltering
(new and existing)

9. Shelter
improvements to
lower barriers and
increase privacy

10. Administrative (up
to 7%)
Total Funds
Requested: Description of Activity
Administrative Activities $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,276,686.85 $ 1,276,686.85 Indirect costs applied to HHAP Grant
administration, related contract
administration and programming
Rental Assistance $ 4,000,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,000,000.00 $2,000,000 rental assistance for onetime (housing deposits, landlord incentives) and $2,000,000 shortterm/ongoing uses (incl. bridge housing previously funded by ESG-CV
for consumers who have exited
Project Roomkey)
Diversion and
Homelessness
Prevention
$ - $ - $ - $ - $ - $ - $ 3,229,798.00 $ - $ - $ - $ 3,229,798.00 Housing Problem Solving at CE access points
Outreach and
Engagement $ - $ - $ 5,055,323.00 $ - $ - $ - $ - $ - $ - $ - $ 5,055,323.00 street health outreach teams
($4,391,988); outreach through CE
access points ($463,335); TAY outreach
and engagement at TAY access point
($200,000)
Systems Support
Activities $ - $ - $ - $ 2,485,745.00 $ 1,864,935.34 $ - $ - $ - $ - $ - $ 4,350,680.34 Services Coordination for housing
navigation and tenancy supportive
services once housed. Systems
Support for supportive housing
pipeline coordination (1 FTE for 2
years, $351,878), emerging leaders
program for people with lived
experience ($150,000), data analysis
(1 FTE for 1 year, $171,776), and youth
program coordination (1 FTE for 2
years, $351,878) and support for Youth
Action Board ($389,403.34). $450,000
for HMIS System Administration
Non-Congregate
Shelter/ Interim Housing $ - $ - $ - $ - $ - $ - $ - $ 5,300,000.00 $ - $ - $ 5,300,000.00 Existing interim housing projects in
collaboration with city partners
($3,800,000), as well as operational
support for TAY shelter ($1,500,000)
launched under previous rounds of
HHAP.
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Totals: $ 4,000,000.00 $ - $ 5,055,323.00 $ 2,485,745.00 $ 1,864,935.34 $ - $ 3,229,798.00 $ 5,300,000.00 $ - $ 1,276,686.85 $ 23,212,488.19 Explanation of How the Proposed Use of Funds Will Complement Existing local, state, and federal funds and equitably close the gaps identified in the Local Landscape Analysis HHAP-3 funds, as with other rounds of HHAP, will be braided with local and HUD funds to continue supporting our CE access points through diversion efforts that include a robust housing problem solving program. Alameda County continues to expand access points to be community/neighborhood-based, and to build a more diverse network of providers who are neighborhood-based and trusted in the community. Our CE process was recently updated to help close equity gaps in who is prioritized for resources, while the access point network supports access in under-served/under-represented communities. HHAP funds are proposed to continue supporting housing tenancy sustaining services through CalAIM Housing Community Supports. Alameda County has implemented a model by which anyone prioritized for housing should be able to receive these housing community support services (housing navigation, housing deposits, tenancy sustaining services) regardless of insurance status. We have found that there is a large segment of our population who are either not on managed care at particular points in time, or are ineligible. By braiding HHAP with Medi-Cal funding, we can ensure full coverage of services for our homeless population. Tenancy sustaining services, in particular, are critical for Black or African American populations who disproportionately return to homelessness after being housed. Our Centering Race Equity in Homeless System Design Report (system modeling) also showed us that, amongst other things, we need flexible rental assistance with varying levels of support attached, to meet the needs of BIPOC communities which has led to greater investment in shallow subisides, using RRH resources as bridge housing, and so on. HHAP funds will continue to support these uses of rental assistance through established programs like our Housing Assistance Fund. 1554
Table 7. Demonstrated Need
Complete ONLY if you are selected Non-Congregate Shelter / Interim Housing as an activity on the Funding Plans tab.

Demonstrated Need
# of available shelter beds 2937
# of people experiencing unsheltered homelessness in the homeless point-in-time count 6312 Shelter vacancy rate (%) in the summer months 49%
Shelter vacancy rate (%) in the winter months 46%
% of exits from emergency shelters to permanent housing solutions 39.18% Describe plan to connect residents to permanent housing.

Shelter vacancy rates are artificially high due to maintaining pre-COVID inventory levels in HMIS (per discussion with HUD) even though up to 50% of beds in existing congregate shelter sites have been offline due to decompression in 2021. Inventory/total beds were not reduced in our HIC per community decision, so vacancy rates reflect all of the beds that remain unavailable in congregate settings. Since this may end up being a long-term situation, our CoC will be revisiting whether to remove those beds from HMIS in the future. The goal for use of new HHAP funds is to support more non-congregate shelter options that can replace beds no longer in use, as well as increase beyond existing inventory. All shelter residents are connected to our Coordinated Entry system- those interested in crisis resources are put in the crisis queue which is used to fill shelter beds, and those who screen as high priority are assessed further for matching to permanent housing. Most new interim housing programs coming online also include flexible funding/exit resources in their program budgets to support housing exits for those who aren't prioritized for a housing subsidy through CE. The community's goal in bringing on more non-congregate shelter, as discussed in our Home Together 2026 Community Plan, is to invest in sites that can eventually be converted to permanent housing (the Roomkey to Homekey model) with an assumption that resources for unsheltered homelessness will eventually decrease over our 5 year plan as we increase exits to permanent housing.
1555

HOMELESS HOUSING, ASSISTANCE AND PREVENTION PROGRAM (HHAP) - Round 3

BUDGET TEMPLATE

APPLICANT INFORMATION
CoC / Large City / County Name:

Administrative Entity Name:

CA-502 CoC// Alameda County
Alameda County Health Care Services Agency
Applying Jointly? Y/N
Total Allocation
Y
$ 23,212,488.19

HHAP FUNDING EXPENDITURE PLAN
ELIGIBLE USE CATEGORY FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 TOTAL Initial Remainder Rapid rehousing
Rapid rehousing: youth set-aside
Operating subsidies
Operating subsidies: youth set-aside
Street outreach
Street outreach: youth set-aside
Services coordination
Services coordination: youth set-aside
Systems support
Systems support: youth set-aside
Delivery of permanent housing
Delivery of permanent housing: youth set-aside
Prevention and shelter diversion
Prevention and shelter diversion: youth set-aside
Interim sheltering
Interim sheltering: youth set-aside
Shelter improvements to
lower barriers and increase privacy
Shelter improvements: youth set-aside
$ - $ 2,000,000.00 $ 1,500,000.00 $ 500,000.00
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ 2,427,662.00 $ 2,527,661.00 $ 100,000.00 $ -
$ - $ - $ 100,000.00 $ 100,000.00 $ -
$ - $ 1,242,873.00 $ 1,242,872.00 $ - $ -
$ - $ - $ - $ - $ -
$ - $ 1,015,342.34 $ 501,878.00 $ 347,715.00 $ -
$ - $ 565,342.34 $ 175,939.00 $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ 3,229,798.00 $ - $ -
$ - $ - $ - $ - $ -
$ - $ 407,434.44 $ 4,892,565.56 $ - $ -
$ - $ - $ 1,500,000.00 $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 4,000,000.00 $ 2,092,565.56 $ 1,907,434.44
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ 5,055,323.00 $ 2,195,994.00 $ 2,859,329.00
$ 200,000.00 $ - $ 200,000.00
$ 2,485,745.00 $ - $ 2,485,745.00
$ - $ - $ -
$ 1,864,935.34 $ 1,034,588.05 $ 830,347.29
$ 741,281.34 $ 584,588.05 $ 156,693.29
$ - $ - $ -
$ - $ - $ -
$ 3,229,798.00 $ - $ 3,229,798.00
$ - $ - $ -
$ 5,300,000.00 $ 407,434.44 $ 4,892,565.56
$ 1,500,000.00 $ - $ 1,500,000.00
$ - $ - $ -
$ - $ - $ -
Administrative (up to 7%) $ - $ 72,540.00 $ 72,540.00 $ 702,296.35 $ 429,310.50 $ 1,276,686.85 $ 72,540.00 $ 1,204,146.85 TOTAL FUNDING ALLOCATION $ 23,212,488.19 $ 5,803,122.05 $ 17,409,366.14 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 TOTAL
Youth Set-Aside (at least 10%) $ - $ 565,342.34 $ 1,775,939.00 $ 100,000.00 $ - $ 2,441,281.34 $ 584,588.05 $ 1,856,693.29 COMMENTS:

A majority of HHAP3 funds will be used to continue supporting projects funded by prior rounds of HHAP: Coordinated Entry Access Points; Street Health Outreach teams; Housing Navigation and Tenancy Sustaining Services; Rental Assistance, both onetime support and bridge housing; potential new projects may be funded for interim sheltering- projects will be selected based on a procurement process through our Housing Vendor Pool and must meet certain criteria based on our Home Together Plan. Alameda County partners with each city in its jurisdiction (14 cities) to allocate project funds for interim sheltering using PIT Count methodology to ensure adequate resources are available based on need. Youth funds will continue funding projects launching under rounds 1 and 2, including a TAY shelter/navigation center in mid-county and access points/housing resource centers connecting youth to CE. In addition, HHAP3 will provide systems support funding for our Youth system as it continues to grow, including coordination staff and support to the Youth Action Board (youth with lived expertise to participate in designing our youth system). 1556
TOGETHER 2026
5-year plan to end homelessness in Alameda County
1557

Contents
Acknowledgements
Executive summary
Background and introduction
Homelessness in Alameda County
Racial disparities in the homeless population
Special populations
Homelessness response system needs analysis and modeling Building a system where people are rehoused quickly
Additions to housing inventory
Additions to shelter inventory
New investment needed
Goals and strategies
1 — Prevent homelessness for our residents
2 — Connect people to shelter and needed resources
3 — Increase housing solutions
4 — Strengthen coordination, communication and capacity Specifc needs and resources for special populations
Transition age youth
Veterans
Older adults
People impacted by intimate partner violence (IPV)
People with behavioral health needs
People impacted by criminal justice system involvement
Resources, gaps and allocation plan
Conclusion
Appendices
Appendix A — Glossary of terms
Appendix B — Detail on County allocation plan
Appendix C — System modeling overview and update
Appendix D — System modeling 5-year dashboards for adult and family households Without addressing the
impact of racism in our
society, homelessness
will continue to 3 disproportionately impact
5 African Americans and
10 other people of color.

Creating a mix of housing 13 and services in order to 16 16 reduce these enormous
racial disparities is a major 17 focus of this Plan. 18 21 22
23 24
25 28
31 33
35 36
38 39
40 41
42 43 All of the photographs of people
and of housing featured in this
47 Plan were generously provided by
photographer Steven Texeira or by 49 providers in our community. Every 50 person and building featured is from
53 Alameda County and individuals
55 pictured provided their permission
59 for the photograph to be used.
1558

Acknowlegements
We would like to acknowledge all of those who contributed to developing the Home Together 2026 Community Plan.

First and foremost, we acknowledge all of the people whose lives have been impacted by homelessness in Alameda County and beyond. The Home Together 2026 Community Plan is a critical step towards ending homelessness and its associated adverse impacts.

The Home Together 2026 Strategic Planning Committee was co-chaired by Kerry Abbott of the Alameda County Ofce of Homeless Care and Coordination (OHCC) and Chelsea Andrews of EveryOne Home (EOH). The Committee included homelessness service providers, people with lived experience, Healthcare for the Homeless Community Consumer Advisory Board members, racial equity advisors, homelessness and housing advocates, Youth Action Board members, city and county staf, representatives from all Board of Supervisors ofces, EveryOne Home staf, CoC leadership, and Abt Associates, a HUD technical assistance provider.

The process for the original Centering Racial Equity in Homeless System Design (CRE) report which this plan operationalizes was chaired by Mayor Libby Schaaf of Oakland, Alameda County Health Care Services Agency Director Colleen Chawla, and Doug Biggs, then Chair of the EveryOne Home CoC Committee. The Racial Equity Analysis was initiated by Darlene Flynn, Director, City of Oakland Department of Race and Equity. Focus groups were supported by Susan Shelton, Alameda County Public Health staf members, and EveryOne Home staf and consultants. [Additional contributors to the CRE are listed in that report.]
Stephanie Reinauer, Joyce MacAlpine and Kristy Greenwalt with Abt Associates, a HUD technical assistance provider, conducted the initial CRE needs analysis and provided support and guidance with the system modeling and Home Together 2026 planning. For the update, Dashi Singham, Katie Haverly, Tirza White, Joanne Karchmer and Nisha Behrman participated in modeling update considerations.

The Plan development team within the Health Care Services Agency’s Ofce of Homeless Care and Coordination consisted of Colleen Chawla, Aneeka Chaudhry, Kerry Abbott, Suzanne Warner, Martha Elias, Jennifer Lucky, and consultant Katharine Gale. Jennifer Beales designed the fnal version of this report.
1559

Members of the Strategic
Planning Committee
• Kerry Abbott — Alameda County HCSA Ofce
of Homeless Care and Coordination, Co-Chair
• Jamie Almanza — Bay Area Community
Services (BACS)
• Chelsea Andrews — EveryOne Home, Co-Chair
• Erin Armstrong — Ofce of Alameda County
Supervisor Nate Miley
• Gloria Bruce — East Bay Housing
Organizations (EBHO)
• Sharon Cornu — St. Mary’s Center
• Ginny De Martini — Ofce of Alameda County
Supervisor Richard Valle
• Emile Durette — Alameda County Social
Services Agency
• Cathy Eberhardt — Race Equity Action
Lab Participant
• Darlene Flynn — City of Oakland
• Donald Frazier — Building Opportunities for
Self-Sufciency
• Sabrina Fuentes — Health for the Homeless
Community Consumer Advisory Board
• Nashi Gunasekara — Family Violence
Law Center
• Katie Haverly — EveryOne Home
• Melissa Hernandez — Ofce of Alameda
County Supervisor David Haubert
• Arlene Hipp EveryOne Home Emerging
Leaders Program
• Emma Ishii — Ofce of Alameda County
Supervisor Keith Carson
• Jessica Lobedan — City of Hayward
• Ramiro Montoya — East Bay Housing
Organizations (EBHO)
• Hannah Moore — ALL IN Alameda County
• Tunisia Owens — Family Violence Law Center
• Natasha Paddock — Alameda County
Community Development Agency, Housing
and Community Development Department
• Fina Perez — Alameda County Department
of Probation
• Tara Reed — Abt Associates
• Jonathan Russell — Bay Area Community
Services (BACS)
• Jared Savas — Ofce of Alameda County
Supervisor Dave Brown
• Susan Shelton — EveryOne Home
Leadership Board
• Lara Tannenbaum — City of Oakland
• James Vann — Homeless Action Working
Group (HAWG)
• Liz Varela — Building Futures with Women
and Children
• Vivian Wan — Abode Services
Many people took the time to read the draft
Plan, which was posted and circulated widely
for public comment, and provide thoughtful
feedback and suggestions. The fnal version
refects many of these suggestions and
others will be used in the creation of local
implementation plans, annual updates and
other communications stemming from the
Plan’s adoption.

The Health Care Services Agency team invited
all county Mayors to meet and discuss the
plan and received important feedback in
these sessions. The City County Homelessness
Technical Working Group, made up of City
Manager staf, city Homelessness Policy
leads, and county staf from OHCC, HCD, and
Supervisors’ staf, met regularly to develop
a shared framework for resource allocation
under the plan and presented the plan and
the allocation framework to joint sessions of
the Board of Supervisors and the county’s
Mayors. These joint sessions were noticed
public meetings.

Thank you to the countless other CoC partners
in Alameda County for their contributions to
the Home Together 2026 Community Plan, and
for their dedication and tireless work towards
ending homelessness in Alameda County.
1560
Executive
summary
5 Home Together 2026 1561

This Home Together 2026
Community Plan (the Plan) lays
out the goals, strategies and
investments needed to dramatically
reduce homelessness in Alameda
County by 2026 and combat racial
disparities in homelessness by
fully centering equity. The Plan’s
overarching goals and time frame
align with Alameda County’s Vision
2026, which holds as one of its
primary objectives to “ensure the
availability of diverse and afordable
housing for all residents with the
goal of eliminating homelessness in
Alameda County.”
Alameda County
Alameda County is home to more than 1.6
million residents and includes 14 cities and
six unincorporated communities. Nonproft
organizations, public entities, and a range of
interested parties, including those with direct
experience of homelessness, work together in
a Continuum of Care (the Oakland-BerkeleyAlameda County Continuum of Care, or CoC) to seek new resources and coordinate housing and
services funding for addressing homelessness.

The CoC is led by a representative Leadership
Board, supported by a number of committees
and stafed by EveryOne Home.

The County’s Ofce of Homeless Care and
Coordination (OHCC), formed in early 2020
within the Health Care Services Agency,
participates in CoC Leadership and coordinates
with residents, providers, other County agencies
and local jurisdictions around strategic planning
and service delivery. Cities across Alameda
County participate in the CoC and dedicate
local resources to funding, siting and supporting
shelters, housing, and services within their
communities. This Plan seeks to serve as
a playbook for all of these parties working
together, recognizing that each jurisdiction will
need to make specifc decisions regarding the
resources under their authority. Specifc annual
action plans are developed for the county and
for cities in conjunction with this framework.

Foundations
for this plan
This Plan builds upon many sources and eforts,
particularly the 2020 Centering Racial Equity in
Homeless System Design report (CRE) prepared
by partners in the Continuum of Care and
informed by a homelessness response system
needs analysis and focus groups with persons
of color who have experienced homelessness.

The CRE process modeled what an optimal
system to respond to all homelessness and
reduce racial disparities would look like and
what gaps need to be flled. The Plan is also
responsive to requirements laid out in the
California Comeback Plan to draw down key
state housing and health funding. It is informed
by and consistent with other local and regional
eforts, including the All Home Regional Action
Plan, Plan Bay Area 2050 and local city plans
to address homelessness. Companion county
and city-specifc plans that align with the Home
Together 2026 Community Plan will speak to
the specifc roles of local jurisdictions in coleading eforts to address homelessness, and the key roles of County agencies, community
partners and specifc resources.

The community of Alameda County adopts
this plan and vision at a time when the future is
uncertain. New resources received, both onetime and ongoing, provide the groundwork for supporting this plan and its outcomes,
but alone are not enough to realize its vision.

The response to COVID-19 has shown that
this community can pull together and work
at speeds we have not seen before, a strong
foundation to build from.
1562

However, we face continuing challenges
including uncertainties from COVID-19,
unpredictable housing markets, future state,
federal and local budgets, and a strained
public and non-proft sector with signifcant
capacity needs. All of these challenges require
continuing the current level of unprecedented
collaboration and coordination, building on
the progress made to unify the community
response and forge an aligned response
system centered in racial equity.

Estimated number of
housing solutions, by
type, needed by 2026
4,195 Additional supportive
housing units
3,190 New supportive housing units
for older/frail adults
10,070 New dedicated affordable units
or subsidies
5,240 New shallow subsidies
1,645 Additional rapid rehousing slots
24,340 Total units & subsidy slots
Source: CA-502 System Model, Abt Associates, 1/20/2022
Homelessness in
Alameda County
On any given night over 8,000 people
experience homelessness in Alameda County,
a number that grows to approximately 15,000
people over the course of a year. More than 90%
of homeless households in Alameda County are
adults without minor children.

The homeless population does not refect the
demographics of the county. Dramatic racial
disparities exist in Alameda County as in the
nation, in which African Americans experience
homelessness at more than four times their
representation in the population (47% vs.
11%). Native Americans, multiracial people
and Hawaiian Native/Pacifc Islanders are also
vastly overrepresented in homelessness, among
those newly homeless, and in the rates at
which they return to homelessness even after
getting housing. These disparities call out the
need to invest, both more and diferently, in
creating solutions that meet the needs of those
overrepresented. Special populations such as
transition age youth, veterans, older adults,
survivors of intimate partner violence, people
with behavioral health needs and people who
have had involvement with the criminal justice
system have additional risks and vulnerabilities
leading to homelessness and require targeted
resources and responses specifc to their needs.

Homelessness
response system
needs analysis
A systemwide needs analysis conducted
in 2019-20 and updated in 2021 points to
signifcant gaps in the current homelessness
response system in the type and availability
of housing resources to help people leave
homelessness. Today, only an estimated 36%
of those experiencing homelessness can be
supported to end their homelessness with
local resources or are able to fnd housing
on their own. Each year, thousands of people
remain homeless and new people who become
homeless join them. Without signifcant efort
and investment this trajectory will continue,
and homelessness will continue to grow in
Alameda County.

Importantly, focus groups with local
stakeholders and people of color who have
experienced homelessness and research on
racial equity strategies informed the needs
analysis. This expertise was used to develop the
proposed new program models and pathways
out of homelessness through new investments
at every level. Housing investments needed to
address the deep disparities include:
• Create signifcant additional afordable
housing dedicated specifcally for people
experiencing homelessness
• Develop supportive housing for people who
need increased supports, such as older and
frail adults
• Grow the supply of transitional housing
for youth
• Fund shallow and fexible rental assistance to
fll gaps for people with limited incomes
1563

• Expand current program models such as
Rapid Rehousing and supportive housing1
• Expand targeted behavioral health services
throughout the system
• Improve and expand targeted homelessness
prevention
The 2021 update to the analysis explored
diferent scenarios related to anticipated
new homelessness and levels of investment
to determine what will be required to fll
signifcant system gaps. The scenario selected
for this Plan seeks to reduce new entries to
homelessness by prevention when possible,
and to create a more robust response system
with enough housing resources at the end
of fve years to provide a pathway out of
homelessness to every person who does enter
the homelessness response system.

This Plan uses the term “supportive housing” to refer to all housing types that include ongoing subsidy and continuously available services, often referred to as “permanent supportive housing” or “PSH” in other contexts.

Building a system
where people are
rehoused quickly
Overall, increased investment in prevention
and the addition of more than 24,000 housing
opportunities in a variety of program models
are needed to reach a point within fve years
at which the number of people who become
homeless in a year and the number who are
able to leave homelessness in that time are in
balance. These 24,000+ interventions include
everything from short-term support to prevent
homelessness to ongoing rental subsidies and
supportive housing with services.

In addition to the signifcant need for
housing, because 79% of people experiencing
homelessness in Alameda County are
unsheltered, the Home Together 2026
Community Plan proposes a signifcant increase
in shelter in the frst two years, followed by
a slow decline in shelter as more housing
resources become available and less shelter
is needed. Some added shelter will be able to
be converted to much needed housing in later
years, as has been demonstrated by successful
Project Roomkey to Project Homekey transitions,
which have created new permanent housing by
renovating hotels used as shelters during the
COVID-19 pandemic. By Year 5 the amount of
shelter needed on an ongoing basis is expected
to be slightly less than what is available today if
all housing resources are in place.

The total cost of increasing the shelter and
housing inventory over the coming fve years
to fully meet the need would be approximately
$2.5 billion. This includes roughly $430 million
for additional shelter capacity, $1.68 billion
for permanent housing such as dedicated
afordable housing and supportive housing, and
Impact of increased investment
on homeless system outcomes
16,000
12,000
8,000
4,000
0 Year 1 Year 2 Year 3 Year 4 Year 5
(2022) (2023) (2024) (2025) (2026)
Annual HH in the system
HHs served in pathways to housing
Unmet needs
Source: CA-502 System Model, Abt Associates, 1/20/2022
$388 million for prevention, rapid rehousing
and shallow (more limited) subsidies. This does
not include the one-time development costs
for acquiring or constructing new buildings, but
covers operations and services, and subsidies
to help people rent existing housing. The new
investments should be made in alignment
with the household types experiencing
homelessness; roughly 10% ($194 million) is
needed for expanded inventory and resources
for households with minor children, and 90%
($2.3 billion) for the inventory and resources to
serve adult only households, including transition
age youth (ages 18–24 years). A range of
federal, state and locally generated resources
are needed to fll the gap. Without a signifcant
federal investment in targeted Housing Choice
Vouchers or similar rental assistance, meeting
the dedicated afordable housing goal will be
particularly challenging.
1564

Goals and strategies
To reach the expansion goals while decreasing
racial disparities, the Home Together 2026
Community Plan recommends specifc action
steps in four categories.

Taken together, the signifcant increase in
investment and the creation of new program
models and pathways out of homelessness
will lead to decreases in new homelessness,
improved racial equity in outcomes, shorter
lengths of time being homeless, and a reduced
rate at which people return to homelessness.

The Home Together 2026 Community Plan
adopts bold, ambitious, and measurable
goals for Alameda County, both for reducing
homelessness and for achieving greater equity.

To bring these new programs and solutions into
being will take every partner committing every
available dollar from various sources in ways
that uphold performance and invest in working
and desired models. With these commitments
and agreements for joint accountability we will,
by 2026, be home, together.
1 Prevent
homelessness
for our residents

1. Address racial disparities in
mainstream/upstream systems to
prevent racially disproportionate infow
into homelessness

2. Focus resources for prevention on
people most likely to lose their homes

3. Rapidly resolve episodes of
homelessness through Housing
Problem Solving

4. Prevent racially disproportionate
returns to homelessness
3 Increase
housing
solutions

1. Add units and subsidies for supportive
housing, including new models for frail/
older adults

2. Create dedicated afordable housing
subsidies for people who do not need
intensive services

3. Create shallow subsidies for those who
can exit or avoid homelessness with
more limited assistance

4. Add new slots of rapid rehousing for
those who can pay full rent over time

5. Ensure new housing funding is
distributed across the county according
to need

6. Reduce entry barriers to housing and
ensure racial equity in referrals and
placements
2 Connect people
to shelter and
needed resources

1. Expand access in key neighborhoods
and continue improvements to
Coordinated Entry

2. Lower programmatic barriers to crisis
services such as prevention, problem
solving, and shelter

3. Prevent discharge from mainstream
systems to homelessness

4. Signifcantly increase the availability
of shelter, especially non-congregate
models, to serve vulnerable adults and
families with children and to reduce
unsheltered homelessness

5. Provide accessible behavioral health
services to people with serious mental
illness or substance use needs and
who are unsheltered, in shelter, or in
supportive housing programs
4 Strengthen
coordination,
communication
and capacity

1. Use data to improve outcomes and
track racial equity impacts

2. Improve messaging and information
availability

3. Build infrastructure to support and
monitor new and expanded programs
1565
10 Home Together 2026
Background and
introduction
1566

This Home Together 2026
Community Plan (the Plan) lays
out the goals and strategies
needed to dramatically reduce
homelessness in Alameda
County by 2026 and combat
racial disparities in homelessness
through fully centering equity.

Foundations
for this Plan
The Plan builds on a variety of processes and
planning that occurred during the last two
years, including:
• The racial equity analysis and homelessness
response system modeling process detailed
in the January 2021 Centering Racial Equity in
Homeless System Design (CRE) report2
• The Racial Equity Action Lab (convened
by the Bay Area Regional Health Inequities
Initiative), which centered lived expertise
input and process recommendations on
implementing the CRE
• The Home Together Plan framework adopted
by the Alameda County Board of Supervisors
in August of 2020
The Plan’s overarching goals and time frame
align with Alameda County’s Vision 2026,
which holds as one of its primary objectives
to “ensure the availability of diverse and
afordable housing for all residents with the
goal of eliminating homelessness in Alameda
County.” The Plan includes fve-year targets
for the creation of signifcant quantities of new
housing and shelter in order to meet the unmet
need of all people experiencing homelessness
in Alameda County by 2026 in line with the
recommendations in the CRE report. In addition,
this Plan is responsive to requirements laid out
in the California Comeback Plan to draw down
key state housing and health funding. It is also
informed by and consistent with other local and
regional eforts, including the All Home Regional
Action Plan, and Plan Bay Area 2050.

A forthcoming companion Home Together
County Implementation Plan speaks to the
specifc role of the county in co-leading
eforts to address homelessness with cities
and community partners, and the roles of
specifc County agencies and resources. This
Implementation Plan will lay out yearly goals
consistent with the Plan and be used to track
and report progress. Cities within Alameda
County have participated in the community
process to inform this overarching Plan and
are encouraged to develop and adopt similar
jurisdictional implementation plans to align with
the Home Together 2026 Community Plan.

The initial Centering Racial Equity report and
this Plan were supported by in-depth needs
analyses conducted by Abt Associates, a
HUD-funded technical assistance provider.

The recommendations were informed by
an extensive community input process
which included participation from system
leaders, homeless program participants,
service providers and other partners in the
homelessness response system. The process
included research using local data and multiple
focus groups with people of color who were
currently or recently homeless regarding their
race-impacted experiences. The CRE report
resulted in recommendations for signifcant
system additions but did not include action
steps to implement the recommendations.
2 For more detail on the stakeholders involved in the CRE, the process of developing pathways and recommendations, please see the Centering Racial Equity in Homeless System Design report, available at https:// everyonehome.org/centering-racial-equity.
1567

Updating the
homelessness
response system
needs analysis
As the Home Together 2026 Community Plan
was developed it became clear that some
updating to the original needs analysis was
necessary. The COVID-19 pandemic, which
began shortly after the CRE report was
completed, has changed the landscape of
resources, and some data used from 2019
was able to be updated with more complete
information from the countywide Homeless
Management Information System (HMIS).

While some updates were made, there was a
strong commitment to maintain the critical
assumptions and decisions that were widely
discussed in the CRE planning process.

To consider changes and updates to the
homelessness response system modeling, a
planning group was jointly convened by the
Alameda County Ofce of Homeless Care and
Coordination (OHCC) and EveryOne Home
(EOH), which stafs the CoC. The Strategic
Planning Implementation Committee met bi-
weekly from July 2021 to November 2021 to
inform the Home Together 2026 Community
Plan. The group included city and county staf,
people with lived experience of homelessness,
service providers, nonproft organizations,
advocates, and CoC Leadership Board
members.
3 Various technical staf also met with
Abt Associates, a HUD technical assistance
provider, to review updates to the homelessness
response system modeling.
3 See Acknowledgements for list of Home Together Contributors, including the Strategic Planning Committee members.
12 Home Together 2026
Pathways out of
homelessness recognize
diferent levels of need — from those who can
resolve their homelessness
on their own, to those who
will need shelter, interim
support and ongoing
subsidies and services in
order to remain housed.
1568
13 Home Together 2026
Homelessness in
Alameda County
1569

Alameda County’s most recently
published full Point in Time
Count (PIT) was conducted in
2019 and estimated a total of
8,022 persons were experiencing
homelessness on a single day.4
Based on an annualization of the
PIT, it is estimated that 15,786
people in 13,135 households
experienced homelessness in
Alameda County in 2019.5
4 Alameda County conducts a homeless Point in Time (PIT) count every two years. Due to COVID-19, the scheduled PIT count for 2021 was postponed to 2022.
5 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.

Homelessness occurs across the county, Households of one or more adult(s) though it is concentrated most in the north experiencing homelessness together without and mid portions.6 More than three-fourths any minor children (“adult only”) are estimated of people experiencing homelessness (78%) at 12,005 annually and make up 91% of report residing in Alameda County before households that are homeless over a year. Most becoming homeless.7 such households are a single individual.

TABLE 1
Annual estimates and geographic distribution of people and households experiencing homelessness in Alameda County
Geographic regions
in Alameda County
Estimated
people
experiencing
homelessness
annually
Estimated
households
experiencing
homelessness
annually
Households
with only
adults
Households
with minor
children
Households
with only
children
Mid-County
(Alameda, Hayward,
San Leandro,
Unincorporated)
2,920 2,430 2,221 182 27
North County
(Albany, Berkeley,
Emeryville)
2,605 2,167 1,981 163 24
Oakland 8,004 6,659 6,087 499 73
Tri-City (Fremont,
Newark, Union City)
1,579 1,313 1,201 99 14
Tri Valley (Dublin,
Livermore,
Pleasanton)
679 565 516 42 6
Total 15,786 13,135 12,005 985 144
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. 6 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
7 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
1570

People of color make
up more than two out
of three (69%) people
experiencing homelessness
in Alameda County. Most
disproportionately afected
are people identifying as
Black or African American,
and American Indian or
Alaska Native.

Families with minor children are estimated at
985 households annually, representing 7.5%
of all homelessness households.8 Child-only
households (unaccompanied children, under
age 18, who are homeless without any adults)
represented less than 1% of the county’s
homeless population.9
People who identify as male make up more
than 60% of the homeless population. Nearly
three-fourths of the homeless population
is between the ages of 25-59, though a
growing percentage of people experiencing
homelessness are seniors (14%) and nearly
10% are between 18 and 24, referred to as
transition age youth (TAY).10
8 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
9 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
10 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.

TABLE 2
Gender of people
experiencing homelessness
61% Male identifying
35% Female identifying
2% Transgender
2% Non-binary
TABLE 3
Age of people
experiencing homelessness
4% Under 18
9% 18-24
73% 25-59
14% 60 and older
Source: EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
1571
Racial disparities
in the homeless
population
While homelessness is widespread in Alameda
County, it disproportionately impacts people of
color, especially African Americans. The 2019
Point in Time Count shows that people of color
make up more than two out of three (69%)
people experiencing homelessness in Alameda
County. The groups most disproportionately
afected are people identifying as Black or
African American, and American Indian or
Alaska Native. Black people account for 47%
of the homeless population, compared to 11%
of the general population in Alameda County.

Native Americans make up four percent of
the homeless population, compared with one
percent of county residents. Homelessness also
disproportionately afects Native Hawaiians/
Pacifc Islanders and Multiracial people in
Alameda County.11
Households with only adults are more
disproportionately likely to be Black (58%) in
comparison with the general population of
Alameda County (11% Black).12
11 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
12 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
FIGURE 1
Racial distribution of general population and homeless population (2019) 60%
50% 50%
40%
30%
20%
10%
0%
African American/
Black
American Indian/
Native Alaskan
Asian Multiracial Native Hawaiian
or Pacifc Islander
White Hispanic/
Latinx
11%
47%
1% 4%
32%
2% 5%
14%
1% 2%
31%
22%
17%

Alameda County General Population Homeless Population
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

The many specifc needs and experiences of
people of color experiencing homelessness are
described in the CRE report, often in the words
of people who have experienced homelessness.

Without addressing the impact of racism in
our society, homelessness will continue to
disproportionately impact African Americans
and other people of color. Creating a mix of
housing and services in order to reduce these
enormous racial disparities is a major focus of
this Plan.

Special populations
Several special populations who experience
homelessness merit particular attention due
to their specifc or additional vulnerabilities,
overrepresentation in the homeless population,
and/or dedicated resources for addressing their
needs. These include transition age youth, older
adults, veterans, people with behavioral health
needs, people impacted by intimate partner
violence and people impacted by the criminal
justice system. The Specifc needs and resources
for special populations section covers key
resources available to meet the needs of these
specifc groups.
1572
17 Home Together 2026
Homelessness
response system
needs analysis
and modeling
1573

People experiencing
homelessness have a variety of
needs, but the one commonality
among all is the need for a home.

The CRE process identifed that
Alameda County’s homelessness
response system does not have
the interventions needed to
permanently rehouse all people
experiencing homelessness,
and that reducing disparities
and improving outcomes for
the racial and ethnic groups
most impacted by homelessness
will require new types of
housing programs, increasing
all programs’ availability, and
improving program design
and delivery.

Opportunities identifed to increase racial
equity in the homelessness response
system include:13
• Increasing the availability of homeless housing
and subsidy models for people with extremely
low incomes and a range of service needs;
• Creating a variety of more fexible resources,
including homelessness prevention and rapid
resolution resources, and targeting these
resources to those who can resolve their
homelessness without ongoing supports;
• Increasing access to housing and other
programs by lowering entry and participation
barriers that unnecessarily impact privacy or
independence, and ensuring resources are
spread throughout the county; and
• Communicating clearly about available
resources, eligibility criteria and the process
for accessing resources.

It is important to note that adding enough
housing opportunities to efectively end
homelessness will not address the larger crisis
of afordability or meet the rental housing
gap for low-income households. The need
for more housing and greater afordability at
a wide range of income levels is critical and
remains, even if this plan is fully funded. An
“optimal” homelessness response system is not
necessarily an “optimal” or racially equitable
housing system, which would require a much
larger and more universal response, such as
Housing Choice Vouchers and afordable
units for everyone who is income-qualifed.

Stakeholders for this Plan believe that safe,
stable, and afordable housing should be
available to all who need it, a goal that can only
be reached with a national commitment.

Building a system
where people are
rehoused quickly
The CRE process identifed a set of “pathways”
in an optimal homelessness response system
to allow every homeless person to end their
homelessness and reduce racial disparities
in homelessness. These pathways out of
homelessness recognize diferent levels of
need — from those who can resolve their
homelessness on their own, to those who will
need shelter, interim support and ongoing
subsidies and services in order to remain
housed. The pathways envisioned for adults
and for families are somewhat diferent, based
on diferent vulnerabilities and economic
needs, but all are designed to respond to the
root causes of homelessness and barriers to
housing stability. Among the critical pathways
envisioned is the addition of signifcant
afordable housing targeted specifcally to
those who are experiencing homelessness.

These resources must be available in a highperforming homelessness response system to end homelessness for Black and Native
American adults, who encounter the greatest
barriers to housing, are vastly over-represented
among those who experience homelessness,
and disproportionately return to homelessness
once housed.14 [The original model and specifc
pathways for diferent population groups can be
reviewed in the CRE report.]
14 For more detail about the CRE process to develop these pathways see Appendix A, C and D in the 2021 Centering Racial Equity in Homeless System Design Report. https://everyonehome.org/centering-racial-equity/ 13 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
18 Home Together 2026 1574

The homelessness response system model
used in the CRE process was updated in 2021
to inform the Home Together 2026 Community
Plan. Most of the original assumptions were
retained, particularly regarding the types
and proportions of needed new housing and
program models.

Updates to the system model included:

1. The decision to propose more shelter in
addition to housing, to rapidly reduce
unsheltered homelessness. This was not
contemplated in the original system
modeling but was highly recommended
by the Strategic Planning Committee and
jurisdictional partners;

2. Updates to the length of time people are
anticipated to spend in shelter to refect
current conditions and impacts of future
investments more accurately;

3. Updates to certain cost assumptions based
on current data; and

4. The decision to model for a modest
decrease in new entries into homelessness
by the end of the planning period, with an
increased investment in prevention.

The recommendations that follow refect the
decisions above, including to work toward
making prevention resources available before
people lose their housing to reduce new
homelessness over time. If new homelessness
increases beyond the modeling predictions,
the gap between what the system is able to
ofer and what is needed to serve all homeless
households will be greater, and more costly
to fll. [See Appendix C for a description of
diferent scenarios considered and Appendix D
for comprehensive system model data outputs].

Homelessness
continues to grow
unless we invest
in prevention and
housing
Every year new people experience
homelessness in Alameda County, but the
homelessness response system does not
currently have enough capacity to keep
up with annual infow. This means that the
increasing homeless population includes newly
homeless people along with many people who
became homeless in a prior year but could
not get the assistance they needed to end
their homelessness. In 2020 to 2021, just 36%
(4,358) of adult only households experiencing
homelessness exited homeless services, and
64% (7,647) remained in the homelessness
response system. For households with minor
children, 33% (321) of households exited the
system in 2020-2021, while 67% (664) of
households remained.15
15 HMIS Jul 1, 2020 to June 30, 2021. Data used in the CA-502 System Model, Abt Associates, 1/20/2022.

FIGURE 2
Impact of investment level
on unmet need
20,000
15,000
10,000
5,000
000 Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
(2021) (2022) (2023) (2024) (2025) (2026)
Current trajectory, current investments
Reduction in newly homeless,
current investments
Reduction in newly homeless,
increased investments
Source: CA-502 System Model, Abt Associates, 1/20/2022
Figure 2 illustrates that without signifcant
changes in both approach and rate of
investment, homelessness is likely to grow
dramatically (orange line). Even if the
community successfully achieves a modest
decrease in new homelessness over time,
the current level of investment will not be
enough to meet the need, and homelessness
will remain high (blue line). However, with
a signifcant increase in investment into the
homelessness response system and a modest
decrease in new homelessness, by year 5 (2026)
the homelessness response system would be
able to serve all of the need among homeless
households, leaving no annual unmet need
(green line).16
16 This is the point at which the system is right-sized, though recurring resources are still needed to address new infow each year and to continue supporting ongoing system operations.
1575

TABLE 4 Increased
Impact of investments on unmet need over 5 years investments result in people fnding
housing quickly, not
Year 0
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
New homeless 4,000 4,800 5,300 5,300 4,700 4,300
Annual HH in the system 13,000 14,000 14,700 14,400 12,600 9,200 remaining homeless HHs served in pathways 4,700 5,600 6,500 7,400 8,310 9,200 Figure 3 shows that with the modeled increase to housing in investment and a modest decrease in new
homelessness over time, in 5 years (by 2026) Unmet need 8,300 8,400 8,200 7000 4,200 0 the total number of homeless households
that need to be served annually by Alameda
County’s homelessness response system
decreases by over 3,800 from 2021. In this
scenario there is capacity to serve and assist
9,200 households into permanent housing
by the homelessness response system in
year 5 (2026). This is estimated to efectively
eliminate unmet need (sometimes referred to as
“functional zero”). Having no unmet need does
not mean that new people do not continue to
become homeless, but rather that for every new
household that becomes homeless there are the
appropriate resources available to help them
back into housing within an average of 90 days.

Table 4 shows numerically how these decreases
in infow and increases in capacity might
occur over time, until the need is equal to the
resources available.
% unmet need 64% 60% 56% 49% 33% 0%
Source: CA-502 System Model, Abt Associates, 1/20/2022
FIGURE 3
Impact of increased investment
on homeless system outcomes
16,000
12,000
8,000
4,000
0 Year 1 Year 2 Year 3 Year 4 Year 5
(2022) (2023) (2024) (2025) (2026)
Annual HH in the system
HHs served in pathways to housing
Unmet needs
Source: CA-502 System Model, Abt Associates, 1/20/2022
1576
“Something like [Rapid
Re-Housing] would do me
good. I’m a commercial
truck driver. It would put
me in a position that
would help me. I would
not have to worry about
rent for six months. I could
get my bank account, my
necessities… I would be
able to regroup.”
CRE Focus Group Participant,
Latino man, age 50-64
21 Home Together 2026

—
Additions to
housing inventory
To meet the reduction targets, a combination of
new subsidy slots and housing units is needed.

Table 5 details the specifc inventory growth in
diferent program models and housing types
needed to meet existing and anticipated future
need among homeless households.

TABLE 5
Table 5 also shows that in 2021 (the baseline
year, or Year 0) Alameda County had 3,215
supportive housing units and 535 Rapid
Rehousing slots for households experiencing
homelessness, and in order to serve all of
the current and projected need of homeless
households, our system will need an inventory
of 25,910 permanent housing units and short
and long-term subsidies by year 5 (2026) of the
implementation plan.
5-Year homelessness response system inventory needs
Baseline
inventory (2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Prevention & rapid resolution 56 140 160 190 260 230
Crisis response beds (emergency
shelter, transitional housing,
safe haven)
1,785* 2,760 3,410 3,140 1,810 1,390
TH for youth 153 100 120 140 200 170
Rapid re-housing 535 1,180 1,370 1,560 2,180 1,940
Permanent housing resources
Supportive housing (PSH) 3,215 3,790 4,500 5,290 6,490 7,410 Supportive housing (PSH) for 0 520 1,090 1,690 2,530 3,190 older/frail adults
Dedicated affordable housing 0 1,570 3,320 5,240 7,870 10,070 Shallow subsidies 0 830 1,740 2,750 4,090 5,240
*Note that a decreased inventory of shelter is refected here, and in the 2021 system modeling, to account for shelter decompression that occurred due to COVID-19 regulations. Source: CA-502 System Model, Abt Associates, 1/20/22 1577

—
Additions to shelter
inventory
In addition to the signifcant expansion of
housing resources, reducing unsheltered
homelessness will require short-term growth
in shelter availability. This Plan includes an
immediate surge in shelter during the frst two
years, followed by a leveling of and then small
decrease in shelter beds (orange line). This
strategy, when combined with the addition
of housing modeled above, results in a rapid
and then sustained decline in unsheltered
homelessness (blue line). It is important to note
that the estimated result, efectively ending
unsheltered homelessness in Alameda County,
only occurs when both housing and shelter
capacity grow.
22 Home Together 2026
FIGURE 4 “The people that bring food
help. And outreach people Impact of shelter increase on do a good job. Showers unsheltered homelessness* and laundry are very 6,000 helpful.”
5,000
4,000 CRE Focus Group Participant,
White woman, age 25-39 3,000
2,000
1,000
0 Year 1 Year 2 Year 3 Year 4 Year 5
(2022) (2023) (2024) (2025) (2026)
Unmet need-unsheltered
Shelter and crisis beds
*For Adult Only Households | Source: CA-502 System Model, Abt Associates, 1/20/2022
1578

TABLE 6
5-year operations cost for homelessness response system inventory* Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
5-year
total
Prevention & rapid resolution $2,502,000 $3,022,000 $3,533,000 $5,055,000 $4,680,000 $18,792,000 Crisis response (shelter/interim) $85,667,000 $109,121,000 $103,566,000 $61,480,000 $48,402,000 $408,236,000 Transitional for youth $3,796,000 $4,549,000 $5,344,000 $7,777,000 $7,107,000 $28,573,000 Rapid re-housing $26,166,000 $31,374,000 $36,824,000 $52,978,000 $48,683,000 $196,025,000 Supportive housing (PSH) $95,786,000 $117,213,000 $142,068,000 $179,312,000 $210,917,000 $745,296,000 Supportive housing-seniors &
medically fragile
$15,630,000 $33,557,000 $53,819,000 $83,004,000 $107,846,000 $293,856,000 Dedicated affordable housing $33,099,000 $72,010,000 $116,971,000 $180,761,000 $238,329,000 $641,170,000 Shallow subsidies $9,050,000 $19,666,000 $31,881,000 $48,613,000 $64,196,000 $173,406,000 Total $271,696,000 $390,512,000 $494,006,000 $618,980,000 $730,160,000 $2,505,354,000 *Operations only, not development. | Source: CA-502 System Model, Abt Associates, 1/20/2022 New investment
needed
The total cost of scaling up both the shelter
and housing inventory over the coming fve
years is an estimated $2.5 billion. This includes
roughly $430 million for additional shelter
capacity, $1.68 billion for permanent housing
such as dedicated afordable and supportive
housing, and $388 million for prevention,
rapid rehousing and shallow (more limited)
subsidies. These estimates include the ongoing
operations of programs and buildings, and
the services and subsidies to help people rent
existing housing. They do not include the onetime development costs for constructing or acquiring new buildings.

The investments need to align with the
household types in the homeless population:
roughly 10% ($194 million) for households
with minor children and 90% ($2.3 billion) for
the resources to serve adult only households,
including transition age youth.

Based on the system modeling, costs should
drop substantially in years six and beyond, or
whenever the unmet need is eliminated, as only
those newly becoming homeless or returning to
homelessness after housing need to be served.

Services outside
the model
Although not represented in in the system
modeling, there are many critical services and
resources that serve people during the time
they are unhoused. These include Coordinated
Entry, street outreach, housing navigation and
landlord liaison programs, among others. These
programs contribute to outcomes such as
shortening the length of time that households
remain homeless, improving health outcomes
and behavioral health support, and increasing
exits to housing. Some increases in these
services are anticipated within this Plan as well.
1579
24 Home Together 2026
Goals and
strategies
1580

Drawing from the CRE
recommendations to reduce
racial disparities, the need
for resources demonstrated
by the system model and the
feedback of people experiencing
homelessness, the Home
Together 2026 Community
Plan calls for a focus on four
primary goal areas. Each area
below includes goals and action
steps that align with the system
model and overall homelessness
reduction strategy.

These core goal areas largely correspond to
critical system performance measures required
by HUD and by the State of California, which
will be tracked and reported on annually. In
addition, the Alameda County community
has determined to also measure its impact on
rates of unsheltered homelessness and racial
disparities in homelessness. Specifc targets
for reductions and improvements for each of
the system performance measures below will
be set in consultation with the community and
with the State of California during FY 21–22 and
adopted as an addendum to this Plan.
1 Prevent homelessness
for our residents
Many of the people experiencing homelessness
in Alameda County have been homeless for
long periods of time or have had multiple
episodes of homelessness. However, every year
people experience homelessness for the frst
time and seek assistance from the homelessness
response system, which lacks adequate
resources to meet the needs of people who are
already homeless. Data from the 2019 PIT count
indicates approximately 31% of the people who
are homeless at a point in time have become
homeless for the frst time.

Racial disparities among newly homeless
households are even more extreme than
among the homeless population overall,
especially for African Americans, Native
Americans, Native Hawaiian and Pacifc
Islanders and multiracial people.

TABLE 7
Racially disparate rates of new homelessness
African
Americans
Native
Americans
Multiracial Native HI/
Pacifc Islander
Percent of county population 11% 1% 5% 1%
Percent of newly homeless 58% 5% 6% 2%
Rate of new homelessness 5.3x 5x 1.2x 2x
compared to population
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. 1581

1 Prevent homelessness
for our residents
Prevention assistance is typically administered
outside the homelessness response system
and covered by social service and community
development funding streams. Research shows
that while many low-income people experience
housing crises that could lead to homelessness,
people who are most likely to become homeless
have specifc risk factors including extremely
low incomes, histories of homelessness, and
living in highly impacted neighborhoods.17 To
be efective, resources to prevent homelessness
must target those with the greatest likelihood
of becoming homeless. To reduce new incidents
of homelessness, we must direct resources to
those closest to becoming homeless who also
lack assistance, and to those who have lost
housing but can recover it with timely support.

TABLE 8
Disparities in rates of return to
homelessness, FFY 2019
18% System average
21% African Americans
23% Native Hawaiian/Pacifc
Islanders
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

To address racial disparities
in new homelessness and
returns to homelessness,
programs will be targeted
and tailored to specifc
household needs and the
county’s providers and
administrators will target
and track these disparities.

Another contributing factor to continuing
homelessness is that some households
assisted into permanent housing through
the homelessness response system may lose
their housing again when program resources
run out or circumstances change. Returns to
homelessness in Alameda County are higher
among African Americans and Native Hawaiian/
Pacifc Islanders.
17 Center for Evidence-based Solutions to Homelessness. Homelessness Prevention, A Review of the Literature. January 2019.

The Home Together 2026 Community Plan
proposes to reduce the rates of return to
homelessness by half, from 21% in 2022 (Year
1 of the Plan) to 9% in 2026 (Year 5 of the
Plan).18 To address racial disparities in new
homelessness and returns to homelessness,
programs will be targeted and tailored to
specifc household needs and the county’s
providers and administrators will target and
track these disparities.
18 Source: Adult Only Household Model. CA-502 System Model, Abt Associates. 1/20/22. Note rates are for Adult Only households.
1582

Four activity areas specifcally targeting reductions
in new homelessness and returns to homelessness
STRATEGY 1
Address racial disparities in mainstream/
upstream systems to prevent racially
disproportionate infow into homelessness.

1. Partner with school districts, social services
agencies, child welfare, community health
organizations and others to connect people
to prevention and economic supports in a
timely manner and through trusted sources.

2. Work with criminal justice institutions to
create housing planning and homelessness
prevention resources.

3. Ensure that workforce services are accessible
to and structured to support people whose
housing is unstable.

STRATEGY 2
Focus resources for prevention on people most
likely to lose their homes.

1. Work with government and private funders
to increase targeted prevention for people
most likely to become homeless. Highlight
risk factors including extremely low incomes,
histories of homelessness, and living in
neighborhoods with high rates of poverty
and evictions.

2. Tailor outreach and prioritization to reach
those at highest risk and coordinate these
eforts in all areas of the county.

3. Implement and expand shallow subsidy
availability for people with fxed or
limited income with housing insecurity to
relieve rent burden and reduce the risk of
becoming homeless.
27 Home Together 2026
STRATEGY 3
Rapidly resolve episodes of homelessness
through Housing Problem Solving.

1. Add resources to fexible funding pools
for Housing Problem Solving, a practice
of helping people newly homeless or on
the verge of homelessness to identify
rapid solutions to their situation with light
fnancial support.

2. Ofer Housing Problem Solving training
and funding throughout the system so that
providers can quickly assist people when and
where they seek help.

STRATEGY 4
Prevent racially disproportionate returns
to homelessness.

To reduce disparities based on race, learnings
from the CRE process demonstrate that
providing ongoing or renewed support to
people who have been homeless will improve
equitable housing outcomes. Some specifc
areas highlighted as efective include:

1. Target time-limited Rapid Rehousing
resources to serve households with an
ability to increase income. Given the high
cost of rent in Alameda County, time-limited
resources should be matched with people
who have a feasible plan to pay market-rate
rent or identify a replacement subsidy.

2. Partner with educational, vocational and
employment services to ensure that people
moving toward employment have strong
support in obtaining and maintaining
employment. Build connections to
educational programs with career pathways,
supported employment for people who
are formerly homeless, and job placement
assistance for people seeking new roles.

3. Establish a fexible funding pool for
preventing homelessness, including a shallow
subsidy option.

4. Review and evaluate methods for
determining types of housing placements
to ensure high rates of success and avoid
unsustainable housing placements.

5. Provide additional support services,
such as behavioral health care and case
management, in existing sites and programs
for people who have transitioned from
homelessness to permanent housing.

Progress on this goal area will be tracked
using two system performance measures
and corresponding measures of increased
racial equity.

System Performance Measure: Reduce
the number who become homeless for the
frst time.

Racial Equity Measure: Reduce the racial
disparities among people overrepresented within
who becomes homeless for the frst time: African
Americans, Native Americans, Multi-racial people,
and Native Hawaiian/Pacifc Islanders.

System Performance Measure: Reduce the
number of persons who return to homelessness
after exiting homelessness.

Racial Equity Measure: Reduce the racial
disparities among people overrepresented within
who returns to homelessness: African Americans,
and Native Hawaiian/Pacifc Islanders. 1583

2 Connect people to shelter
and needed resources
People experiencing homelessness need access
to shelter and critical service supports while
in crisis and while in the transition to housing.

This will require expanding and supporting
the network of agencies that serve as entry
points for the homelessness response system
and provide housing problem solving and
housing navigation services. It necessitates
reducing the barriers to entry to services for
people experiencing homelessness. It will also
require continued collaboration between local
cities and the county to provide more robust
and responsive services for both sheltered and
unsheltered people experiencing homelessness.

In 2020 and 2021, Alameda County’s
homelessness response system signifcantly
expanded access points and undertook
improvements to the Coordinated Entry
process which connects people experiencing
homelessness to shelter and housing. Changes
were made to increase the availability of
Housing Problem Solving services targeting
creative housing solutions and allowing
Housing Resource Centers (designated
access points) to support everyone who
is experiencing homelessness who access
their services. A separate crisis queue and
process for shelter and transitional housing
resources was recently established to shorten
the time people in need wait for shelter.

Greater transparency was built into the new
process, with access points providing real-time
communication to participants about available
Continued oversight and improvement of
the Coordinated Entry system is a priority
for the future, and monthly Regional
Housing Coordination meetings and
Learning Communities are currently focused
on improving coordination of care and
increasing collaboration.

While this Plan focuses primarily on expanding
housing availability to end homelessness, it
also plans for a signifcant increase in shelter
to provide homeless households safe places to
be of the street and to connect to the rest of
the homelessness response system’s resources.

During the 2019 PIT Count, nearly 80% of
the population experiencing homelessness in
Alameda County was unsheltered. During the
COVID-19 pandemic the community rapidly
stood up over 1,200 temporary shelter units
in non-congregate settings such as hotels and
trailers. People sheltered in these sites were
connected to housing at much higher rates than
those in traditional (congregate) shelter and
unsheltered settings.19
An analysis of the unsheltered population using
homelessness data and health system data
indicates at least 48% of unsheltered people
contacted by a street outreach program have
one or more vulnerabilities such as advanced
age, a health or mental health condition, and/
or barriers to housing like eviction history or
criminal justice system contacts. Vulnerable
unsheltered people in the county are also
more likely to be African American than any
other race or ethnic group. Shelter resources
will be added to the portfolio of resources
in the county for vulnerable adult only and
family households, while still focusing most of
the homelessness response system resources
on housing additions to ensure homeless
households can move quickly from shelter to
housing. It is the goal of the Home Together
2026 Community Plan to gradually repurpose
non-congregate shelter sites to be used as
housing as the immediate need for additional
shelter capacity subsides.

Behavioral health services are a critical
component of service delivery in all areas of
the homelessness response. Eforts are being
made to increase clinical support available
through Street Health, Shelter Health, and other
teams as part of Health Care for the Homeless
programs, in housing planning, and in tenancy
sustaining services, in order to prevent returns
to homelessness. Connections to mental health
services are built into pathways to housing in
the homelessness response system through
emergency shelter, Rapid Re-Housing and
supportive housing.
housing resources, their likelihood of receiving
19 Zeger, Cody. Evaluating Project Roomkey in Alameda County: Lessons from a match, and support to identify and pursue a Pandemic Response to Homelessness. May, 2021. Available at: https:// appropriate next steps. homelessness.acgov.org/reports. 1584

Five activity areas specifcally helping to connect people experiencing homelessness to shelter and needed resources STRATEGY 1
Expand access in key neighborhoods and
continue improvements to Coordinated Entry.

1. Expand neighborhood-based access
points to the system’s housing and shelter
resources in places where people are most
likely to lose housing or are currently
experiencing homelessness.

2. Add access point outreach staf to connect
people to these services in the feld.

3. Set up monthly training for 211 operators.

4. Develop the capacity for 211 to track and
follow up with people seeking resources.

5. Continue to track and evaluate the impact
of updates to the Coordinated Entry System
to ensure impacts are efective and support
reductions in racial disparities.

STRATEGY 2
Lower programmatic barriers to crisis
services such as prevention, problem solving
and shelter.

1. Ensure that emergency shelters reduce
unnecessary program requirements that
discourage use or exclude people who
need shelter.

2. Add additional resources such as laundry
facilities, storage options, hygiene, harm
reduction, health care and safety resources
and available services that meet needs of
sheltered and unsheltered people.
29 Home Together 2026

3. Prioritize using a harm reduction approach
and making eforts to meet the specifc
and varied needs of people experiencing
unsheltered homelessness. Improve
communication to advertise the availability
of resources for households experiencing
homelessness.

4. Provide training systemwide on
diversity, equity, and inclusion, harm
reduction, housing strategies, and other
foundational topics.

STRATEGY 3
Prevent discharge from mainstream systems to
homelessness.

1. Increase medical and mental health respite
by 300 beds and include resources for
rehousing. Stabilize and expand the board
and care portfolio through new state funding
and land trust to correspond with needs
identifed in the behavioral health system
gaps analysis.

2. Implement an exit strategy for all unhoused
criminal justice clients that includes shelter,
housing, and supportive and behavioral
health services.20

3. Connect transition age youth leaving
foster care to youth-dedicated rapid and
supportive housing programs through
ongoing resources targeted to youth nearing
exit from foster care.
20 Evidence indicates a promising model in low-barrier non-congregate shelter for people exiting criminal justice settings, paired with housing navigation and tenant-based vouchers.

STRATEGY 4
Signifcantly increase the availability of shelter,
especially non-congregate models, to serve
vulnerable adults and families with children and
to reduce unsheltered homelessness.

1. Add 1,625 temporary additional shelter beds
to serve vulnerable adults and families with
children. New shelter should be primarily
non-congregate and include access to
support services including behavioral health
and health care to provide more supportive
environments for residents.

2. As new housing comes online, transition
non-congregate shelters into permanent
housing or remove these shelter beds from
the system as demand is reduced.

3. Ensure health and safety conditions in
shelter programs through countywide
standards and track and monitor input by
shelter residents.

STRATEGY 5
Provide accessible behavioral health services to
people with serious mental illness or substance
use needs who are unsheltered, in shelter, or in
supportive housing programs.

1. Ensure crisis response and support is
accessible for unsheltered people, and that
mental health and harm reduction services
are available for people in shelters and other
programs in the homelessness response
system.

2. Allocate resources towards increased
behavioral and support services that will
help people who are in permanent housing
to maintain their housing. 1585

Progress on this goal area will be tracked
using the two measures above related
to new and returning homelessness, and
these two measures of reductions in
unsheltered homelessness.

System Performance Measure: Increase
successful placements from street outreach to
indoor locations.

Racial Equity Measure: Monitor for racial
disparities in placements from street outreach
and address any disparities.

Additional Measure: Reduce the number of
people who are unsheltered at a point in time.

Racial Equity Measure: Reduce the racial
disparities among people overrepresented
among those who are unsheltered.

Vulnerable unsheltered
people in the county
are more likely to be
African American. Shelter
resources will be added to
vulnerable adult only and
family households, while
focusing most resources on
housing additions to ensure
homeless households can
move quickly from shelter
to housing.
1586

—
3 Increase housing
solutions
Both the homelessness response system
modeling and interviews with people
experiencing homelessness indicate that
the single most important step to reduce
homelessness dramatically and permanently is
to create permanent housing opportunities for
people experiencing homelessness throughout
the county.

New projects to increase inventory include
expansions in pathways and resources to
exit homelessness such as Rapid Rehousing
and supportive housing, as well as signifcant
investment in newer program models such
as dedicated afordable housing and shallow
subsidies that provide people with housing that
allows them independence and autonomy — a
strategy recommended to be more efective in
reducing racial disparities.

TABLE 9
Estimated number of
housing solutions, by type,
needed by 2026
4,195 Additional supportive housing
needed
3,190 New supportive housing for
older/frail adults
10,070 New dedicated affordable
5,240 New shallow subsidies
“It [supportive housing]
will put me in a basic
stable environment,
compared to something
temporary. It would help
me work on my longterm issues. Go back to
the root.”
CRE Focus Group Participant,
Latino man, age 25–39
At publication of this Plan, a pipeline of new
subsidies and housing projects in development
are expected to increase available inventory by
approximately 1,500 units in the frst two years,
but resources must be identifed for thousands
more units in order to achieve the inventory
goals set forth in this Plan. New one-time
resources are anticipated from both the federal
and state governments which will assist with
this goal, but ongoing local resources will be
needed to meet the ambitious targets that are
necessary to bend the curve.
1,645 Additional rapid rehousing slots
24,340 Total units and subsidy slots
Source: CA-502 System Model, Abt Associates, 1/20/22
1587

Six activity areas are planned to grow the
housing inventory and increase access to it
STRATEGY 1
Add units and subsidies for supportive housing,
including new models for frail/older adults.*

1. Expand the supply of supportive housing
subsidies and units through prioritization
and matching strategies, and new
development funding.

2. Create a new model of supportive housing
for older/frail adults with more intensive
health service needs.

3. Provide services funding for supportive
housing and supportive housing for frail/
older adults through expansions of Medi-Cal
enrollment and the California Advancing and
Innovating Medi-Cal (CalAIM) program.

STRATEGY 2
Create dedicated affordable housing subsidies
for people who do not need intensive services.

1. The CRE report and system model
includes providing afordable housing
without time limits for approximately 30%
of the adult only households and 28% of
family households in the homelessness
response system.

2. Add capacity within the homelessness
response system to support new dedicated
afordable units including staf for a new
fexible local operating subsidy program,
additional Coordinated Entry stafng and
lighter and variable supportive services.
*See Table 9 for numbers of units.

STRATEGY 3
Create shallow subsidies for those who can
exit or avoid homelessness with more limited
assistance.

1. Develop shallow subsidies that provide
fxed levels of support for those who are
precariously housed or who have been
previously homeless and need longer term
but limited support.

STRATEGY 4
Add new slots of Rapid Rehousing for those
who can pay full rent over time.

1. Couple Rapid Rehousing resources with
expansions in employment programs.

STRATEGY 5
Ensure new housing funding is distributed
across the county according to need.

1. The numbers of people and the signifcant
subpopulations in each region are
diferent. As much as possible, housing
resources should be distributed based on
the regional needs.

STRATEGY 6
Reduce entry barriers to housing and ensure
racial equity in referrals and placements.

Progress on this goal area will be tracked
using two system performance measures
and corresponding measures of increased
racial equity.
• System Performance Measure: Increase the
number of people exiting homelessness into
permanent housing.
• Racial Equity Measure: Monitor for any
emerging disparities and maintain racial
equity within people exiting homelessness into
permanent housing.
• System Performance Measure: Reduce the
length of time persons remain homeless.
• Racial Equity Measure: Monitor for racial
disparities in length of time homeless and
address disparities.
1588

4 Strengthen coordination,
communication and capacity
This plan emerges at a time of great uncertainty.

While new resources to expand Alameda
County’s homelessness response system are
anticipated, how much will become available
when, and what may happen with COVID-19 and
other factors which may impact homelessness,
are unknown. For this reason, this Plan must
be closely tracked and refned over time
and its projections will be updated as new
resources become available. A communitywide commitment to improve and use the community’s HMIS data for tracking and
accountability is a central tenet of the Plan.

Improved communication about eforts
to reduce homelessness and impacts are
also key to keeping the buy-in of partners
and the confdence of the community. This
includes expanding the range of partners
from other systems of care that overlap with
the homelessness response system (such
as health care, child welfare, and criminal
justice), and ensuring that both housed and
unhoused people have access to the best
information about current and anticipated
homeless resources.

Finally, the network of homeless programs and
providers will have to be strengthened and will
need to grow to reach the goals of the Home
Together 2026 Community Plan. Alameda
County benefts from a strong network of
nonproft agencies committed to addressing
homelessness and delivering services and
housing to those in need. But these agencies
are stretched to close to capacity, are often
under resourced, and do not fully represent the
communities that experience homelessness.

Support will be needed to help these partners
recruit and retain staf. In particular, resources
must be targeted to strengthen providers
and partners and to expand contracts for
organizations that serve, employ and are led
by historically marginalized communities and
Black, Indigenous and People of Color.
33 Home Together 2026
The network of
homeless programs and
providers will have to be
strengthened and will need
to grow to reach the goals.

In particular, resources
must be targeted to
strengthen providers and
partners and to expand
contracts for organizations
that serve, employ and
are led by historically
marginalized communities
and Black, Indigenous and
People of Color.
1589

Three activity areas are planned to expand data, track equity, improve messaging and build capacity and infrastructure STRATEGY 1
Use data to improve outcomes and track racial
equity impacts.

1. Improve HMIS coverage and confdence in
HMIS to be the primary method for future
data tracking.

2. Consider increasing the frequency of the PIT
Count to annual (currently biennial) so that
impacts to both sheltered and unsheltered
homeless populations are able to be tracked
and monitored more quickly.

3. Improve tracking of resources and inventory
to support ongoing evaluation and reporting.

4. Improve data quality and regularly review
system and program outcome data
disaggregated by race.

5. Work to incorporate a Results Based
Accountability framework systemwide
when tracking and measuring
performance metrics.

STRATEGY 2
Improve messaging and information availability.

1. Centralize homeless related resource
information and provide regular system
updates to a wide variety of partners.

2. Provide an annual Home Together 2026
Community Plan update on progress and
challenges with proposed modifcations to
the following year’s action plan.

3. Complete a full inventory of current and
anticipated resources for all key partners
in order to identify gaps in funding and
strategies to fll these gaps.

STRATEGY 3
Build infrastructure to support and monitor
new and expanded programs.

1. Develop and strengthen career pathways in
housing and service provider organizations.

2. Provide support to service providers, clinics,
outreach teams and nonproft organizations
serving homeless populations to improve
their ability to hire, train and retain staf.

3. Prioritize supporting the advancement
of people with lived experience of
homelessness in our county’s systems
of care.

4. Expand provider networks to incorporate
historically marginalized communities and
more organizations led by and serving
communities of color and support increased
capacity within these networks.

5. Ensure public and community agencies have
stafng to meet expanded contracting and
capacity needs.

6. Ensure behavioral health services are
accessible and resources are available to
smaller service provider organizations.

There are no state required system
performance measures that correspond to
this goal area. The community will use the
improved data collection process to track
progress on all the other outcomes for this
Plan. The partners will also track resources
and investments to meet the Plan goals and to
identify outstanding gap areas.

In addition, community partners will collect
data to track the capacity of system partners
and especially to expand resources for provider
organizations serving historically marginalized
communities and communities of color.

The sum of the activities undertaken in this
Plan are expected to result in:
• System Performance Measure: Reduce
the number of persons experiencing
homelessness.
• Racial Equity Measure: Reduce the
overrepresentation of African Americans,
Native Americans, Multi-racial people and
Native Hawaiian/Pacifc Islanders among
persons experiencing homelessness.
1590
35 Home Together 2026
Specifc needs
and resources
for special
populations
1591

Several special populations
who experience homelessness
merit attention due to their
particular vulnerabilities,
overrepresentation in the
homeless population, and/or
specifc needs and resources
for addressing their needs.

These include transition age
youth, veterans, older adults,
people impacted by intimate
partner violence, people
with behavioral health needs
and people impacted by the
criminal justice system.

The housing pathways and resources described
above are intended to meet the needs of all of
Alameda County’s homeless populations. Some
resources are specifcally targeted to certain
subpopulations such as supportive housing for
older/frail adults, and transitional housing for
young adults in a transitional period of life.

Needs assessments conducted for each of
these populations point to certain additional
needs that the strategies of this Plan seek
to encompass within the overall framework
of increases in housing, shelter capacity and
services inventory.

Transition age youth
Youth ages 18-24 comprised 9% of the overall
population experiencing homelessness
in Alameda County in the 2019 PIT count
(702 individuals). Unaccompanied children,
under age 18, represented less than 1% of the
homeless population (29 individuals).21 These
numbers represent a point in time and only
include youth who were counted as sheltered
in the homelessness response system or as
unsheltered. During the 2019-2020 school year,
public schools in Alameda County reported
4,445 homeless students, a number that
includes young people under 18 who were
doubled up or in hotel settings as well as those
in shelter or unsheltered situations.22
21 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
22 Alameda County Youth Homelessness Demonstration Program. Application July, 2021.

TABLE 10
Characteristics of Alameda
County homeless youth
Characteristic % of general
population
% of
homeless TAY
population
AfricanAmerican
11% (Alameda
County Youth)
63%
LGBTQ 10% (Alameda
County)
42%
Experiencing
mental health
issues
25%
(California)
43%
Source: Alameda County Youth Homelessness Demonstration Program.

Application July, 2021.

Youth who experience homelessness in
Alameda County are very disproportionately
African American, identify as LGBTQ and
experience behavioral health issues at much
higher rates than county or state residents.23
The 2019 PIT Count shows that 82% of TAY
experiencing homelessness in Alameda County
are unsheltered.24
Transition Age Youth (TAY) experiencing
homelessness have particular needs due to their
stage of development, and often include youth
who have been impacted by the foster care
system, the juvenile justice system, or both.
23 Alameda County Youth Homelessness Demonstration Program. Application July, 2021.
24 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
1592

—
Youth report a need for greater access to all
resources, increased supports to maneuver
through and transition from program to
program within the homelessness response
system, and increased youth development
trainings for service providers. Youth and
providers have indicated that the homelessness
response system should be improved to be
more welcoming to youth, that stronger housing
and employment connections for youth are
needed so that youth can fnd and sustain
housing, and that increased access to youth
dedicated permanent housing and long-term
subsidies would signifcantly build capacity to
serve youth.

In work done to identify the specifc needs
of youth for Alameda County’s application to
HUD’s Youth Homelessness Demonstration
Program (YHDP), the following issues
were identifed as contributing to youth
homelessness in Alameda County:25
• Lack of afordable housing
• Lack of supports and resources to successfully
transition out of institutional systems such as
foster care and the juvenile justice system and
into permanent housing
• Stigma, trauma and marginalization that
creates barriers to accessing resources and
maintaining housing
• Risk of return to homelessness from timelimited programs, especially for AfricanAmerican and parenting youth • Symptoms related to PTSD or other
mental health issues that make it difcult
to navigate the homelessness system and
maintain stable housing
• Lack of safety at home or in home
communities due to gender identity or
sexual orientation
• High risk for commercial and sexual
exploitation
• Unique challenges afecting the ability of
unaccompanied immigrant youth to maintain
safe and stable housing
• The impacts of racism, discrimination, and
institutional racism for youth of color and
Black and Native American youth in particular
Resources for youth
Currently, some shelter and housing inventory is
set aside to meet young people’s unique needs,
and Alameda County’s homelessness response
system model for adult only households also
includes specifc pathways for TAY.26
Additional resources currently available for
TAY in Alameda County include the THP-Plus
program and dedicated Continuum of Care
grants.27 The State of California requires that
communities set aside at least eight to ten
percent (in diferent funding rounds) of their
Homeless Housing, Assistance and Prevention
(HHAP) funds for the needs of Transition Age
Youth. Alameda County and the CoC have
used initial HHAP funding on increasing system
access, additional interim housing, and services
paired with housing subsidies dedicated to TAY.
26 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
27 Transitional Housing Program for young adults who exited foster care (including those supervised by Probation) on or after their 18th birthday and are not yet 24 years of age.
“I was trying to go to
school but also needed
to fnd housing, so I went
to transitional housing. I
dropped out of school and
[am] trying to work full
time and fnd housing.”
CRE Focus Group Participant,
Black man, age 18–24
25 Alameda County Youth Homelessness Demonstration Program. Application July, 2021.
1593
38 Home Together 2026
In September 2021, the U.S. Department of
Housing and Urban Development (HUD)
awarded Alameda County CoC a $6.5 million
Youth Homelessness Demonstration Program
(YHDP) grant. The funding will be used to
create an in-depth plan and establish programs
to meet the needs of youth at-risk of or
experiencing homelessness and to work towards
ending youth homelessness in the community.

Veterans
Historically, veterans have experienced
homelessness at much higher rates than
their proportion of the population. Recent
resources and eforts have brought down the
population of homeless veterans, however,
they continue to be a signifcant part of
the population. During the 2019 PIT Count
in Alameda County, 692 veterans were
experiencing homelessness, representing
9% of the county’s homeless population. Of
those, 690 were single individuals, and 79% of
veterans were unsheltered.28
Veterans experience additional needs and
challenges based on their veteran status and,
for many, their experiences in the military are
linked to conditions such as Post-Traumatic
Stress Disorder (PTSD). In the 2019 PIT
Count survey, unsheltered veterans most
frequently cited mental health issues as the
primary cause of their homelessness (18%),
while sheltered veterans most frequently
cited a rent increase (13%) as the primary
cause of their homelessness. Unsheltered
veterans attributed their homelessness to
job loss at nearly twice the rate as sheltered
veterans (15% and 8% respectively).

Resources for veterans
The U.S. Department of Veterans Afairs (VA)
provides a broad range of benefts and services
to veterans of the U.S. Armed Forces. These
benefts may involve diferent forms of fnancial
assistance, including monthly cash payments to
disabled veterans, health care, education, and
housing benefts. Assistance to obtain these
resources is critical, and not all veterans qualify.

In addition to these supports, the VA and
HUD partner to provide targeted housing
and support services to veterans currently
experiencing homelessness or at risk of
experiencing homelessness. These include the
VASH (Veterans Afairs Supportive Housing)
and SSVF (Supportive Services for Veteran
Families) programs which provide permanent
subsidies with services, and transitional
subsidies, shallow subsidies and prevention
support to veterans and their families. These
resources provide a critical piece of the
homelessness response system for most
veterans, though some must still rely on general
population resources as they are precluded
from accessing VA supports based on discharge
status or length of service.
28 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
1594

—
—
Older adults
Data from the 2019 PIT Count found that 14%
of Alameda County’s homeless population was
over the age of 60. Thirteen percent (13%) of
2019 PIT Count survey respondents indicated
that they were between 50 and 64 years old
when they frst experienced homelessness, and
3% were over the age of 65.29
Recent national research predicts that
the number of older adults experiencing
homelessness will increase signifcantly over the
next decade.30 This population has unique and
often complex needs that require consideration
in homelessness response system design.31
Geriatric conditions are common among
older adults experiencing homelessness, and
their health and risk of adverse impacts are
comparable to housed adults who are 20 years
older.32 Services and housing that address
geriatric conditions are needed for older
homeless adults.
29 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
30 “The Emerging Crisis of Aged Homelessness: Could Housing Solutions Be Funded by Avoidance of Excess Shelter, Hospital, and Nursing Home Costs?” (2019) | Culhane et al | University of Pennsylvania. https://aisp. upenn.edu/wp-content/uploads/2019/01/Emerging-Crisis-of-AgedHomelessness-1.pdf 31 Geriatric Conditions in a Population-Based Sample of Older Homeless Adults (2017) | Kushel et al | The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757–766. https://academic.oup.com/gerontologist/ article/57/4/757/2631974
32 Geriatric Conditions in a Population-Based Sample of Older Homeless Adults (2017) | Kushel et al | The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757–766. https://academic.oup.com/gerontologist/ article/57/4/757/2631974
Resources for older adults
Recognizing that older adults often have
additional and specifc service needs,
supportive housing for older/frail adults is
included as a future inventory need for the
homelessness response system as a more
service-intensive version of supportive housing
for formerly homeless adults who can no
longer live independently. Stakeholders in
the CRE process determined that our ideal
homelessness response system should include
enough inventory to serve 10% of adult only
households with supportive housing for older/
frail adults.33 In addition, the model recognizes
that many older adults live on fxed incomes
which are often low and stagnant compared to
housing costs. Dedicated afordable housing
for older adults can ensure that many formerly
homeless older adults will be able to live
independently on fxed incomes. Alameda
County‘s homelessness response system
model includes pathways out of homelessness
for older adults through access to dedicated
afordable housing from both sheltered and
unsheltered homeless living situations.
“I frst became homeless
when I was 59. I had a bad
heart attack and couldn’t
work. I had savings, then
the money ran out and I
had no place to go.”
CRE Focus Group Participant,
Black man, age 50–64
33 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
“I am still looking [for
housing] and two years
into it…. Antioch and other
places are miles away. I
built a life here for myself
and want to stay here. I
want to be close to my son
and grandsons. Nothing
has come up in Oakland.

Participant 30, Black woman,
age 65+
1595

People impacted
by intimate partner
violence (IPV)
Histories of domestic violence and partner
abuse (referred to in this plan as intimate
partner violence) are prevalent among
individuals experiencing homelessness and
can be the primary cause of homelessness.

Survivors of intimate partner violence (IPV)
often lack the fnancial resources required
for housing, as their employment history or
dependable income may be limited.

For individuals in families with children
surveyed in the 2019 PIT Count, the most
frequently reported cause of homelessness
was family or domestic violence (26%). Six
percent (6%) of respondents from the 2019
Homeless PIT Count survey reported currently
experiencing domestic violence or abuse.

There was no diference observed between
unsheltered and sheltered respondents (6%
each). Domestic violence did vary by gender,
as 4% of male respondents reported current
experience compared to 10% of females.

While there were very few transgender and
gender non-conforming respondents, 8% and
3% reported currently experiencing domestic
violence, respectively.

Twenty-six percent (26%) of 2019 PIT Count
survey respondents reported a history of ever
experiencing physical, emotional, or sexual
abuse by a relative or by a person with whom
they have lived, such as a spouse, partner,
sibling, parent, or roommate. This also varied by
gender, with 17% of male, 40% of female, 39% of
transgender, and 16% of gender non-conforming
respondents experiencing domestic violence in
their lifetime.

Persons feeing or impacted by intimate partner
violence (IPV) have similar needs to others
experiencing homelessness when it comes to
housing and services but have other needs and
circumstances that make their engagement with
the homelessness response system even more
challenging. Most victims of IPV often do not
have access to unmonitored technology, making
seeking help and client follow-ups difcult.

The COVID-19 pandemic has impacted IPV
providers and programs signifcantly and the
population feeing violence that they serve.
• Crisis hotlines have seen a 30-70% increase
in calls34
• Some providers are reporting increases of up
to 150% in requests for mental health services
(from 44,000 to 109,000)
• To address health concerns and follow
COVID-19 protocols, shelter capacity including
in domestic violence shelters has been
decreased, and leaving some providers to
serve between 30-50% fewer clients
These impacts have made access to the kind
of support survivors need, including temporary
crisis assistance, afordable housing, and
supportive housing even more difcult. The
Alameda County Health Care Services Agency’s
Ofce of Homeless Care and Coordination,
Building Futures, Family Violence Law Center,
and Eden I&R 211 have created a program
design to establish a parallel and connected
Coordinated Entry System for survivors of
domestic violence, sexual assault, and human
trafcking in Alameda County so they can
better access needed support services, health
care, and housing resources to begin to live a
life free from abuse and homelessness.
34 Family Violence Law Center. Presentation to the Alameda County Board of Supervisors. ”Gender-Based Violence COVID-19 Coordinated Response.” October 25, 2021.

Resources for survivors of
intimate partner violence (IPV)
Resources for programs that meet the needs
of survivors of IPV include dedicated shelters
and transitional programs. Since COVID-19,
Project Roomkey was created to use hotels to
provide non-congregate shelter for people who
are homeless and at high risk for complications
from the disease. The Marina Village Inn in
the City of Alameda provided 51 rooms of
temporary shelter for women and children to
allow for decompression of Domestic Violence
shelters (to comply with COVID-19 protocols).

These guests, as other Roomkey guests, are
now prioritized for permanent housing.

The 2021 HUD-funded Emergency Housing
Voucher program, also part of the COVID-19
relief efort, includes a partnership with victim
services providers and a set-aside of 87
vouchers for survivors of violence. Voucher
recipients will also be provided tenancy
sustaining support services, including coaching
for independent living and community
integration. A new grant from HUD specifcally
for setting up Coordinated Entry to serve
survivors will increase access to the rest of the
homelessness response system resources.
1596

People with
behavioral
health needs
According to the 2019 PIT Count, adults with
serious mental illness (SMI) comprised nearly
one-third (32%) of Alameda County’s homeless
population, compared to 29% in 2017 and 18%
in 2015. As refected in the overall homeless
population, close to 80% of homeless adults
with SMI were unsheltered. The most frequently
reported health conditions among survey
respondents were psychiatric or emotional
conditions (39%), followed by post-traumatic
stress disorder (30%) and substance use
(30%). Twelve percent (12%) of PIT Count
survey respondents cited the primary event or
condition that led to their current homelessness
as mental health issues, and 10% said substance
use issues. Twenty-one percent (21%) indicated
that mental health services might have helped
them retain their housing and 38% cited the
need for behavioral health services (e.g., mental
health and substance use counseling).

Structural racism and racial disparities in
homelessness contribute to and exacerbate
mental health needs. A wide body of research
points to links between racial discrimination and
negative efects on mental health.35 Additional
research also links the adverse impacts of
experiencing homelessness such as stress,
anxiety, isolation, and sleep loss to worsening
35 American Public Health Association. Structural Racism is a Public Health Crisis. APHA Policy Statement. October 24, 2020. https://www.apha. org/policies-and-advocacy/public-health-policy-statements/policydatabase/2021/01/13/structural-racism-is-a-public-health-crisis mental health problems.36 An analysis of people
experiencing unsheltered homelessness in
Alameda County that had encounters with
street outreach indicates that nearly half (48%)
are particularly vulnerable due to advanced
age and/or one or more health or behavioral
health conditions including mental health and
substance use disorders.37
California’s Department of Health Care
Services (DHCS) recently conducted a needs
assessment for behavioral health care services
statewide and surveyed consumers and family
members on needed housing supports. Many
of the comments corresponded closely to the
Alameda County CRE report fndings. Unmet
needs cited as priorities included:
• Additional housing capacity, due to low
vacancy rates and lack of afordability
• Additional supportive housing options
for adults that provide wraparound
behavioral health services, such as Full
Service Partnerships
• Additional capacity in longer-term adult
residential facilities, sober living and
recovery residences
• Eforts to address barriers to building or
siting housing for individuals living with
mental health issues and individuals living
with substance use disorders (SUD), and to
ensuring that housing providers are willing to
accept behavioral health clients38
36 Mental health problems are often a consequence—not a cause—of homelessness. KALW San Francisco. Published December 7, 2016. https:// www.kalw.org/show/crosscurrents/2016-12-07/mental-health-problemsare-often-a-consequence-not-a-cause-of-homelessness#stream/0 37 From a 2021 Analysis of SHIE and HMIS data for unsheltered persons with a street outreach contact.
38 State of California Department of Health Care Services, Assessing the Continuum of Care for Behavioral Health Services in California Data, Stakeholder Perspectives, and Implications, January 10th, 2022 Resources for those with
behavioral health needs
Alameda County (through Alameda County
Behavioral Health and Berkeley Mental Health)
receives specifc funding to meet the needs
of homeless and formerly homeless people
with behavioral health needs. This includes
Mental Health Services Act (MHSA) funding,
which supports 13 Full Service Partnership
contracts (representing $31m) with behavioral
health providers. Full Service Partnerships
provide intensive services and supports and
coordinate access to housing, education, and
employment for formerly homeless people
with severe mental illness (SMI). The State’s
No Place Like Home program provides funding
for housing dedicated for people with SMI
and Alameda County has secured $129m. For
several years the Whole Person Care program
provided signifcant support for housing and
for navigation and tenancy sustaining services.

As this resource transitions to CalAIM, Alameda
County is working with health plans to continue
to provide these community-based services
and to provide some of the clinical and other
supports for supportive housing.
1597

People impacted
by criminal justice
system involvement
Nine percent (9%) of respondents to the 2019
Homeless PIT Count survey reported being on
probation at the time of the survey, and 3%
reported being on parole.

Homelessness and incarceration are often
correlated. Individuals without stable
housing are at greater risk of criminal justice
system involvement, particularly those with
mental health issues, veterans, and youth.

Individuals with past incarceration face
signifcant barriers to exiting homelessness
due to stigmatization and policies afecting
their ability to gain employment and access
housing opportunities. Research has found
that formerly incarcerated people were
almost ten times more likely to experience
homelessness than the general public.39
Structural racism and widespread racial
discrimination have resulted in stark racial
disparities in the criminal justice system as
people of color are more often targeted,
profled and arrested for minor ofenses,
especially in high poverty areas. A criminal
history can be a barrier to securing both
housing and employment, and rates of
homelessness among people exiting jails
and prisons is high as they often face
signifcant challenges accessing safe and
afordable housing.40
39 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.
40 National Alliance to End Homelessness. Homelessness and Racial Disparities. https://endhomelessness.org/homelessness-in-america/whatcauses-homelessness/inequality/ Focus groups of people with lived experience
of homelessness convened to inform Alameda
County’s original homelessness response
system model (detailed in the CRE report)
discussed how incarceration impacted their
ability to fnd and keep housing. While
incarceration is a barrier to housing and
employment for anyone, the well-documented
mass incarceration of Black, Latinx, and other
people of color means that incarceration is a
barrier to housing that is disproportionately
impacting people of color. Focus group
participants also highlighted the impact of
structural racism in systems such as mass
incarceration, and how involvement in these
systems makes it difcult to increase income.41
Resources for formerly
incarcerated people
Currently, the Probation Department
receives direct funding for Rapid Rehousing
and transitional housing programs for
people re-entering the community from
incarceration (reentry).

In May 2020, the Alameda County Board of
Supervisors directed the Alameda County
Health Care Services Agency Behavioral Health
Department to develop a plan to reduce
the number of incarcerated individuals with
behavioral health conditions within the jail. The
multi-year plan, estimated to cost $50 million,
includes extensive stakeholder engagement,
internal county department research, and
consultation. One primary area of focus is to
strengthen connections between and across
sectors to close any gaps and improve post41 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome. org/centering-racial-equity/
release service participation. Strategies
include expansion of access to urgent care and
crisis services, expansion of forensic linkage
programs, and development of a Transition
Age Youth Full Service Partnership. The plan
will prioritize the care of “high utilizers” of
county behavioral health and county forensic
services to ensure that justice involved people
are connected to appropriate treatment and
facilities, and are able to access short term
housing, permanent housing and board and
care facilities.
1598
43 Home Together 2026
Resources,
gaps and
allocation
plan
1599

Today, homelessness in Alameda
County is addressed through a
wide variety of both homelesstargeted and general population resources from federal, state, and
local government funds as well
as private sources. In FY 20-21,
the estimated Maintenance of
Efort (MOE) budget for funds
identifed and allocated toward
the homelessness response
system just for the county
exceeded $110 million.

FIGURE 5
FY 20-21 homelessness budget by County department and category

BY DEPARTMENT BY CATEGORY
HCSA
$49.9M
SSA
$27.1M
CDA
$30.1M
Probation
$4.4M 4%
24%
45%
Coordinated
system
$12.6M
Providing
shelter/
housing
$56.7M
Outreach to
Unsheltered
$2.2M
Health/
supportive
services
$31.8M
Preventing
homelessness
$8.2M
51%
29%
11%
2%
7%
TOTAL BUDGET: $111.5M
This does not include funding that cities invest
directly in their own eforts or in nonproft
programs, nor private dollars that nonproft
organizations raise. It is estimated that all
together the resources in the homelessness
response system annually are over $184 million,
apart from one-time COVID funds.

In FY20-21, Cities across Alameda County
collectively allocated $73 million in
funding to address homelessness across
the categories of shelter and housing,
coordinated system, health and supportive
services, outreach, and prevention.

To achieve the needed level of expansion will
take a signifcant investment of new resources.

Some of these resources could come from
increases in federal supports and from state
investment in expanding afordable housing and
ending homelessness.

With resources from a notable budget
surplus, the State of California has recently
committed to a one-time investment of more
than $12 billion over two years to tackle the
homelessness crisis.42 As a result, Alameda
County and the City of Oakland anticipate
new funds from the state Homeless Housing,
Assistance and Prevention (HHAP) grant,
and potentially from Project Homekey and
other new programs such as the Encampment
Resolution Funds and Family Homelessness
Challenge Grants.
42 Governor Newsom Signs Historic Housing and Homelessness Funding Package as Part of $100 Billion California Comeback Plan. (July 19, 2021). https://www.gov.ca.gov/2021/07/19/governor-newsom-signs-historichousing-and-homelessness-funding-package-as-part-of-100-billioncalifornia-comeback-plan/ 1600

TABLE 11
City allocations to address homelessness in FY 20/21
City DIRECT Federal/
State/County
General fund Total FY 20-21 % of total
Oakland $20,220,000 $8,130,000 $28,350,000 15.35%
Berkeley $20,729,241 $4,458,540 $25,187,781 13.64%
Fremont $7,750,806 $1,847,336 $9,598,142 5.20%
Hayward $3,944,207 $2,030,740 $5,974,947 3.23%
These new funds will build on investments
already in the inventory pipeline for homeless
housing units from the state’s No Place Like
Home program and Alameda County’s Measure
A1, which contribute to new housing units set to
open in the frst few years of the Plan.

Due to the advent of COVID-19, a range of
one-time funds to provide shelter and housing
have also already been put to work. The
federal FEMA program, state Project Roomkey
and matching local funds opened hundreds
of hotel rooms for people impacted by or
at risk of COVID-19, and the state’s Project
Alameda $936,971 $189,856 $1,126,827 0.61% Homekey and federal Emergency Housing Vouchers have helped transition some of these
Livermore $456,661 $490,547 $947,208 0.51% hotels to permanent housing while providing Union City $190,726 $341,132 $531,858 0.00% housing vouchers for 900 people experiencing homelessness. The investment from these
Albany $395,000 $53,000 $448,000 0.24% programs has expanded capacity for more than 1,400 people in permanent housing, just from
San Leandro $258,206 $121,000 $379,206 0.21% the initial allocations through 2021.

Emeryville $0 $368,500 $368,500 0.20% This unprecedented infusion of funding will help Pleasanton $0 $275,000 $275,000 0.15%
to jump start the Plan goals for both housing
and shelter expansion, but the one-time nature
Dublin $0 $37,338 $37,338 0.02% of most the funding and the growing gap in the later years of the plan still leave a signifcant
Total City $54,881,818 $18,342,989 $73,224,807 39.64%
Total County $111,500,000 60.36%
Total funding $184,724,807 100%
gap that will need to be flled. Locally generated
resources will be needed along with sizeable
expansions in federal resources. In particular,
it will be extremely challenging to meet the
dedicated afordable housing goal in this Plan
without a signifcant expansion of federal
Housing Choice Vouchers with specifc targets
for people currently experiencing and at high
risk of homelessness.
1601

In addition to the need for signifcantly more
funding and resources to expand housing and
program capacity, resources will need to be
distributed throughout the County, aligned to
these joint goals and with built-in accountability.

In 2021, representatives from cities and County
agencies proposed a method for allocating
funds that pass through the county, intended
for homelessness response. [See Appendix B]
Because the county is a direct recipient of
many funds and has the ability to support
eforts throughout the entire geography,
Alameda County and CoC partners will
coordinate a countywide efort to leverage
city and county resources. The cities will play
a critical role, both through the provision
of local, and some dedicated federal and
state resources, and as overseers of land use
planning for shelters and permanent housing.

Together these partners will work to align
eforts and stretch both the existing resources
and new funding as it emerges.

Project funding through this collaborative
allocation plan will be directed to programs
meeting the performance goals outlined in
this Plan, and programs that show a plan for
targeted capacity in small, emerging and/or
BIPOC led (and serving) agencies, and new
innovative programs.

Completing a full inventory of current and
anticipated resources is a next step to access
state funding and to track investments in
the Plan. Resource tracking will be reported
annually. The county and city partners will
create plans with two-year cycles including
anticipated investments and timelines for unit
and program creation, which will be updated
and reported during each two-year cycle.

FIGURE 6
FY 20–21 City homelessness
funding by category
Shelter &
Housing
Coordinated
System*
Health &
Supportive
Services
Outreach
Prevention
67%
13%
6%
4%
10%
1602
Conclusion
47 Home Together 2026 1603

The Home Together 2026
Community Plan is the result of
bold visioning and commitment
across all county stakeholders
to look critically at what is
happening today in Alameda
County’s homelessness response
system, and to recognize
that without signifcant
new investment and efort,
homelessness will not decrease
and will in fact continue to grow.

The human cost of continued
widespread homelessness, and
the vast racial disparities among
those most impacted, are not
acceptable. The situation requires
unprecedented coordination,
commitment, and investment.

To reverse the trend and make dramatic
progress on reducing homelessness, the Home
Together 2026 Community Plan adopts bold,
ambitious, and measurable goals, both for
reducing homelessness and for achieving
greater racial equity. The Plan builds from
results of system modeling and racial equity
analysis to lay out new program models and
pathways to help people back into housing.

To bring these new programs and solutions
into being will take committing every available
dollar from the county and its partners in
ways that uphold performance and invest in
working and desired models. The countywide
allocation plan envisions alignment between
the county, cities, and other funders to make
these investments possible.

The community adopts this Plan and vision
at a time when the future is uncertain. New
resources, both one time and ongoing, received
in 2021 and anticipated in the future provide the
foundation for achieving the Plan, but alone are
not enough to realize its vision. The response to
COVID-19 has shown that the community can
pull together and can work at speeds we have
not seen before; a strong foundation to build
from. However, we face continuing challenges
including uncertainties from COVID-19,
unpredictable housing markets and future state,
federal and local budgets, and an overtaxed
public and non-proft sector with signifcant
capacity needs.

These opportunities and challenges
require sustaining a level of unprecedented
collaboration and coordination, building
on the progress made during the last two
years and through COVID-19 to unify the
community response and to build an aligned
response system. With these commitments and
agreements for joint accountability we will, by
2026, be home, together.
48 Home Together 2026
The human cost of
continued widespread
homelessness, and the
vast racial disparities
among those most
impacted, are not
acceptable. The situation
requires unprecedented
coordination, commitment,
and investment.
1604
49 Home Together 2026
Appendices
1605

APPENDIX A
Glossary of Terms
Key Terms and Defnitions
Adult Only Household: Represents one or more
adult(s) experiencing homelessness together
without minor children.

BIPOC: Black, Indigenous and People of Color
Continuum of Care (CoC): A regional
or local planning body that coordinates
housing and services funding for homeless
families and individuals.

Coordinated Entry System: Alameda County’s
Coordinated Entry System is used to connect
residents experiencing homelessness to
resources in our county’s homelessness
response system.

Emergency Shelter: Any facility that
provides temporary shelter for people
experiencing homelessness.

Homeless Management Information System
(HMIS): 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.

First time homelessness (or new
homelessness): A person or household who
has lost housing and become homeless for the
frst time.

Homelessness Response System Model:

A model for the optimal homelessness
response system that efectively and
equitably allocates resources and prioritizes
investments to end homelessness.

Homeless: People who are residing in
emergency shelter, transitional housing, on
the street, or in another place not meant for
human habitation.

Household with minor children: Represents one
or more adult(s) experiencing homelessness
together with minor children.

Housing Inventory Count (HIC): Required
by HUD, the HIC is a point-in-time inventory
of all of the dedicated beds and units within
a Continuum of Care’s homeless services
system, categorized by type of project and
population served.

Infow: The number of people entering the
homeless services system each year. Infow is
not synonymous with the number of people
newly experiencing homelessness, as it also
captures people with previous episodes of
homelessness and homeless people with unmet
needs carrying over from the previous year.

Non-congregate Shelter: Locations where each
individual or household has living space that
ofers some level of privacy such as hotels,
motels, or dormitories.

Housing Choice Vouchers: Funded by the
U.S. Department of Housing and Urban
Development, Housing Choice Vouchers
assist low-income families, or those with
disabilities, in fnding safe and afordable
housing in the private market. Local Public
Housing Agencies issue Housing Choice
Vouchers to qualifed families.

Housing Navigation: Housing Navigation
involves helping a household that is homeless
develop a housing plan, address the barriers
identifed during the plan, and acquire
documentation and complete forms required
for housing.

Housing Pathway: The set of programs
and resources expected to be used by a
household experiencing homelessness in order
to be temporarily sheltered and to become
permanently housed. The modeling for the
Home Together 2026 Community Plan uses
assumptions about a variety of diferent
housing pathways to determine the resource
needs and gaps.

Housing Problem Solving: Housing Problem
Solving is an approach to help homeless
households use their strengths, support
networks, and community resources to fnd
housing; a person-centered, housing-focused
approach to explore creative, safe, and
cost-efective solutions to quickly resolve a
housing crisis.

Housing Resource Center: Dedicated Housing
Resource Centers (also referred to as “Access
Points”) are located throughout Alameda
County and are locations where people
experiencing homelessness can connect with
available resources and services.

Long-Term Subsidy: A housing subsidy of
long-term (more than fve years) or unlimited
duration that continues typically as long as
the receiving household remains eligible
based on income.

Older Adults: Adults aged 55 and older; also
referred to as Seniors.
1606

Permanent Supportive Housing (PSH):

Permanent subsidized housing based on
income and services to keep tenants in stable
housing. In this Plan PSH is referred to as
supportive housing.

Point in Time (PIT) Count: An unduplicated
one-night estimate of both sheltered and
unsheltered homeless populations (to be
distinguished from the number of people
experiencing homelessness annually).

Project Homekey: Through Project Homekey the
state awards funding that allows municipalities
to purchase and rehabilitate hotels, motels,
vacant apartment buildings and other
properties, and convert them into permanent,
long-term housing.

Project Roomkey: Established in March 2020
as part of the state response to the COVID-19
pandemic, the purpose of Project Roomkey is
to provide non-congregate shelter options for
people experiencing homelessness, protect
human life, and minimize strain on health care
system capacity.

Racial Equity: The systemic fair treatment of
people of all races that results in equitable
opportunities and outcomes for everyone. All
people are able to achieve their full potential
in life, regardless of race, ethnicity, or the
community in which they live.

Racism: A belief that race is a fundamental
determinant of human traits and capacities
and that racial diferences produce an
inherent superiority or inferiority of a
particular race; behavior or attitudes that
refect and foster this belief.

Rapid Re-Housing (RRH): Time-limited rental
subsidy and support services with the intention
of the household taking over lease and
sustaining on their own.

Sheltered homelessness: A person experiencing
homelessness who is living in a supervised
publicly or privately operated shelter
designated to provide temporary living
arrangement.

Results Based Accountability: A framework
that uses a data-driven, decision- making
process to help communities and organizations
identify population level results and monitor
their programs’ performance in order to
determine how to improve their impact on the
clients they serve.

Returns to homelessness: The rate at which
people who have been homeless and become
rehoused lose that housing and return to the
homelessness response system.

Shallow Subsidy: A housing subsidy that
is typically less than the amount of a full
or deep subsidy such as a Housing Choice
Voucher, and which is usually calculated at a
fat monthly amount or a specifc percent of
rent. Shallow subsidies can be time limited or
can be indefnite.

Street Health Outreach: Street Health Outreach
teams provide access to care that meets
the unique needs of people experiencing
homelessness through regularly scheduled
outreach services ofered to unsheltered people
living in homeless encampments, vehicles, and
RVs. Street Health Outreach teams engage
people living on the streets with highly
accessible, patient-centered care. They strive to
build relationships that lead to long-term health
through connections to primary care, social
services, housing, and other resources.

Structural Racism: A system in which public
policies, institutional practices, cultural
representations, and other norms work in
various, often reinforcing ways to perpetuate
racial group inequity.

System Performance Measure: Measures
defned by HUD to evaluate and improve
homeless assistance programs by
understanding how programs are functioning
as a whole and identifying where improvements
are necessary.

Transition Age Youth (TAY): Youth between the
ages of 18 and 24.

Unsheltered homelessness: A person with a
primary nighttime residence that is a public
or private place not designed for or ordinarily
used as a regular sleeping accommodation
for human beings, including a car, park,
abandoned building, bus or train station,
airport, or camping ground.
1607

Acronyms used in the Home
Together 2026 Community Plan
BIPOC: Black, Indigenous and People of Color
CoC: Continuum of Care
CRE: Centering Racial Equity (from the
report Centering Racial Equity in Homeless
System Design)
DHCS: California’s Department of Health
Care Services
EOH: EveryOne Home
ES: Emergency Shelter
FFY: Federal Fiscal Year
HCSA: Health Care Services Agency
HHAP: Homeless Housing, Assistance and
Prevention Program
HIC: Housing Inventory Count
HMIS: Homeless Management
Information System
HRC: Housing Resource Center
HUD: US Department of Housing and
Urban Development
IPV: Intimate Partner Violence
LGBTQ: Lesbian, gay, bisexual, transgender,
queer/questioning
OHCC: Alameda County’s Ofce of Homeless
Care and Coordination
PIT: Point-In-Time
PSH: Permanent Supportive Housing
PTSD: Post-traumatic stress disorder
RBA: Results Based Accountability
RRH: Rapid Re-Housing
SH: Safe Haven
SMI: Serious Mental Illness
SUD: Substance Abuse Disorder
TAY: Transition Age Youth
TH: Transitional Housing
THP: Transitional Housing Program
UIY: Unaccompanied Immigrant Youth
VA: U.S. Department of Veterans Afairs
YHDP: Youth Homelessness
Demonstration Program
1608

APPENDIX B
Detail on County
Allocation Plan
Framework for City-County
partnership on resources to end
homelessness
Adopted on February 24, 2022 at the joint
meeting of Alameda County Board of
Supervisors and Alameda County Mayors
Preamble:

The Alameda County Board of
Supervisors and Mayors across the
county’s fourteen cities are committed to
ending homelessness. We recognize that
homelessness is a regional problem that
requires a regional solution, with coordinated
leveraging of city and county resources.

Alameda County is the jurisdiction best
equipped to coordinate an overall, countywide
efort, for the following reasons:
• While cities have increased local spending on
homelessness to historic levels over the past
several years, many of the largest sources
of real and potential funding to address
homelessness are administered primarily
at the county level, including Continuum of
Care (CoC) and other federal funding; state
Homeless Housing, Assistance, and Prevention
(HHAP); and other dedicated health and social
services funding.
• In California, counties are the seat of the social
safety net system and administer Medi-Cal,
mental health, public health, and substance
use disorder programs, CalFresh, and other
federal and state welfare benefts. Ending
homelessness, especially for people with
high needs, requires a holistic, whole-person
approach that draws on all these programs.
• Alameda County administers a Social
Health Information Exchange and
associated Community Health Record that
facilitates whole-person care through data
and care coordination across housing and
health care providers.
• Alameda County manages the Coordinated
Entry System, the federally-mandated
mechanism for allocating homeless housing,
shelter, and services.
• Alameda County administers the Homeless
Management Information System (HMIS), the
source of data for homelessness response
system outcomes reporting to the federal and
state governments.

The cities also play a critical role in ending
homelessness through the provision of local
and dedicated federal and state resources, and
as overseers of land use planning for shelters
and permanent housing. Cities have innovated
programs and services and their capacity to
fund/augment programs must be considered
alongside local and regional priorities.

This document provides a framework to
address shared jurisdictional priorities and
resource capacity while acknowledging
the county as the leader in coordinating
regional funding initiatives aimed at
ending homelessness. The framework
is built on a countywide strategic plan
to address homelessness and to reduce
racial and ethnic inequities among people
experiencing homelessness.

Framework:

Federal regulations and state law (AB 140)
now both tie homeless funding levels to
demonstrated progress toward reduction
of homelessness using Federal System
Performance Measures (HUD measures).

Alameda County partners plan to meet
these requirements by executing the
Home Together 2026 Community Plan, the
Community’s strategic plan to implement the
recommendations in the Centering Racial Equity
in Homeless System Design report.

Existing programs/projects:
• In order to be eligible for homelessness
funding that originates or passes through
Alameda County, a homelessness program
must demonstrate how it meets the
measurable performance goals outlined in
the Home Together 2026 Community Plan.

Alameda County, through its procurement
mechanisms and based on funding
regulations, makes the fnal determination of
program eligibility for county-administered
funding, which will be allotted to each CoCdefned region of the county proportionally to that region’s share of the county’s overall
homeless population as per the most recent
federal Point-In-Time Count (PIT).
• To best leverage city resources during each
funding cycle, the county will provide to
representatives from each region-city a
list or “menu” of the services or programs
it will be considering for county-allocated
funding: specifcally, the existing (or new)
types of projects the county plans to
invest in either because they clearly meet
the recommendations in the Centering
Racial Equity report/Home Together 2026
Community Plan, or because they are
meeting clear performance thresholds in
reducing homelessness.
1609

• A city or region43 can recommend programs to
be considered for county-administered funds.

Projects must:
— Demonstrate how they already meet
performance goals in the Home Together
2026 Community Plan; OR
— Show a plan for targeted capacity (for
small, emerging and/or BIPOC led (and
serving) agencies or new, innovative
programs), AND
— Agree to:
» Participate in county referral systems that
prioritize vulnerable people for the most
intensive services;
» Use a “Housing First” approach;
» Provide data in HMIS or, for domestic
violence service providers, an equivalent
data system
• Programs and referrals will refect consumer
choice and geographic ties.
43 A “region” can be either:
a. The grouping of cities and unincorporated areas of the county as currently defned by the CoC for the purposes of Coordinated Entry implementation; OR
b. Two or more cities that, by formal MOU or contract, decide to partner together to provide a particular service or administer a particular program. • Projects currently receiving countyadministered funding that meet performance benchmarks will receive priority consideration
(within applicable procurement guidelines)
for future County administered funding, with
the goal of preventing disruptions in service.

Similarly, if a city’s direct allocation of state or
federal resources is one-time or discontinued,
projects funded by such sources that meet
performance benchmarks will also receive
priority consideration to prevent service
disruption and any reduction in
systemwide capacity.
• If a program is not found to be eligible
for funding or fails to meet performance
benchmarks, the city and county work
together on a transition plan for impacted
participants.
• When measuring the performance of a
candidate program/project, the county will:
— Utilize data entered into the Homeless
Management Information System (HMIS) as
the chief data source.
— Weight programs by vulnerability of the
population the project serves. This could
be accomplished by, among other things,
cross-walking the households in the
project’s roster to their vulnerability score
on Coordinated Entry assessments or to
other information on vulnerability recorded
in the Social Health Information Exchange.

New projects/programs:
• Cities or regions will be primarily responsible
for “seed funding” for new projects. If the
new project/program can meet a benchmark
performance measure consistent with the
Home Together 2026 Community Plan over
the ensuing two years, the county agrees to
prioritize it for future funding or match, if
consistent with procurement requirements.
• The county agrees, at the request of the
city or region, to consult with the city/
region before it launches a new program, in
order to confer on how that program can
be best positioned to become eligible for
future funding.
• If the County is successful in drawing down
HHAP “bonus funding” pursuant to AB 140,
the county may use some of its “bonus funds”
from the state:
— To match new city proposed programs/
projects in the future;
— To make targeted eforts to resolve
encampments in the most-impacted census
tracts in the county.
1610

APPENDIX C
System modeling
overview and update
In 2019-2020 through the process of developing
the Centering Racial Equity in Homeless System
Design (CRE) report and recommendations
for Alameda County’s homelessness response
system, Abt Associates, a HUD technical
assistance provider, worked with local CoC
stakeholders to model an optimal homelessness
response system through a system modeling
process. Data on system usage was
analyzed and extensive focus groups were
conducted with people with lived expertise
and representing populations served by the
homelessness response system in order to
develop recommendations about pathways
to housing and system inventory needs for
various household types and subpopulations.

More on this system modeling process and
recommendations can be found in the 2021
Centering Racial Equity in Homeless System
Design report and appendices.

The homelessness response system model
developed for the CRE process was updated
in 2021 to inform the Home Together 2026
Community Plan. Updates to the system
model included:
• The decision to propose more shelter in
addition to permanent housing, to rapidly
reduce unsheltered homelessness. This
was not addressed in the original system
modeling but was highly recommended
by the Strategic Planning Committee and
jurisdictional partners;
• The decision to model for a decrease in new
entries into homelessness by the end of the
planning period, with an increased investment
in prevention;
• Updates to length of time spent in shelter to
more accurately refect current conditions and
impacts of future investments; and
• Updates to certain cost assumptions based on
current data.

System Modeling data updates
In order to conduct this system modeling
update, Abt Associates worked with local
partners from the Alameda County CoC
including the Alameda County Health Care
Services Agency’s Ofce of Homeless Care
and Coordination, EveryOne Home and
All Home. The following table details the
indicators reviewed by the Data Committee
for the 2021 modeling update and refects
any changes to the data used to inform the
updated system model.

System Modeling data
update notes
• Unless new data was available and could
be justifed for use, data, assumptions, and
estimates used in the system modeling
update maintained what was used for original
Alameda County homelessness response
system modeling (more detail available in the
CRE report).
• All indicators used were defned for
households with adults only as well as
households with minor children.
• Housing inventory was only “counted” in the
model when it has been occupied/leased up.
• Dashboard tables were presented in rounded
numbers where possible.
• Turnover is calculated in the model and
only new/recurring investments are added
to the model.
• The system model only captures resources
dedicated to the homelessness response
system; it does not account for services and
resources from behavioral health, criminal
justice, child welfare systems, etc. unless
resources are dedicated for individuals
experiencing homelessness.
1611

Annual estimates and geographic distribution of people
and households experiencing homelessness in Alameda County Indicator Data used in original
system modeling
Data used in
2021 update
Data source Data timeframe Justifcation
Number of homeless
households (HH) in the
homelessness response
system
• 12,005 adult only
(AO) HH
• 985 HH with children
Same Annualized PIT
Count
2019 (PIT Count) • In original System modeling
stakeholders agreed on using
annualized PIT count to ensure that
unsheltered were accounted for.
• Since more recent PIT Count data
was not available, the 2019 annualized
estimate was used in the system
modeling update.

Annual percentage of
households remaining
homeless
Baseline was 63% for
AO and HH with minor
children
• AO HH: 64%
• HH with minor
children: 67%
HMIS • Updated System Model:

FY 2021
• Original System Model:

PIT self-reported data
on length of time
homeless
Rates were calculated based on
numbers served (in the current
data set).

HH served that led to an
exit from the system
37% served used for both
AO and HH with minor
children
• AO HH: 36%
• HH with minor
children: 33%
• Updated system
model: July 1,
2020–June 20,
2021
HMIS From the original System Model “63%
homeless more than a year” this was
used to get to the 37% exited as the
diference — 63% remained and the
• Original system
model: 2019
rest exited.

Annual % increase in
homeless households
(returns to homelessness
+ frst time homeless)
20% • 20% (Year 1)
• 10% (Year 2)
• 0% (Year 3)
• -10% (Year 4)
• -10% (Year 4)
2017 + 2019 PIT
Count
County FY (July–June) • Estimate was developed for the
original model, looking at the rate of
PIT increase 2015–2017 (39%) and
2017–2019 (42%). This was used to
estimate an annual increase of 20%.
• In the update, a more specifc
growth and decline rate were used
that assumes continuing increases
in the frst years followed by
modest declines.
% of baseline HH that
are considered frst time
homeless
• AO HH: 45%
• HH with minor children:
43%
• AO HH: 31%
• HH with minor
children: 26%
• 2021 update used
HMIS
• Original System
Modeling used
2019 PIT Count
• July 1, 2020–June 30,
2021 (HMIS)
• 2019
HMIS data provided a more detailed
and accurate look at new homelessness.
data
1612

Indicator Data used in original
system modeling
Data used in
2021 update
Data source Data timeframe Justifcation
Shelter cost assumptions $70/ bed night for $85/ bed night Estimate of costs n/a • Congregate shelter cost estimate congregate shelter is used as an taking congregate remains unchanged from 2019 system estimate for all and non-congregate modeling.
shelter units shelter costs into
account • Non-congregate shelter is new to
our homelessness response system
as of 2020.

Baseline length of • AO HH: 90 days • AO HH: 5 • For 2021 update, For 2021 update: July Changed to use more refective LOS shelter stay (LOS) • HH with minor Children:
90 days
months
• HH with minor
children: 7
estimate is based
on HMIS data for
“leavers”
2019–June 2020 data instead of the target stay.
months • For 2019 model,
90 days was an
aspirational LOS
Shelter inventory 1,335 Emergency Shelter • AO HH: 1648 • 2021 data: 2021 Housing Inventory Count • Includes non-congregate shelter Units units HIC + additional (1/27/2021) additions.
• HH with minor inventory • Leaves out all seasonal shelter. children: 137
units
• 2019 data: 2019
HIC + additional
inventory
• Reduces some of the capacity in the
congregate shelters (per changes due
to COVID-19).
• Does not include transitional housing.

Housing inventory • 8% turnover rate Same FFY 2019 HMIS, APR report Rates for PSH based on current turnover rate used for Permanent information and did not change.

Supportive Housing Rates for new program models were
(PSH) predictions based on estimates for PSH.
• 5% turnover rate
used for Dedicated
Afordable and Shallow
Subsidy programs
1613

System Modeling
scenario updates
The scenarios in the original system modeling
compared two diferent system responses that
considered anticipated need throughout the
system as well as existing racial disparities.

The updated system modeling used the
information about current homelessness
response system outcomes and the suggested
pathways out of homelessness designed by
the CRE process to make estimates about the
programs and inventory needed to achieve an
optimal homelessness response system that
has the capacity to serve the needs of everyone
experiencing homelessness within the next
fve years. The update used this information to
explore three potential scenarios that respond
to various external infuences:

SCENARIO 1
Steady continued increases in the annual
number of people experiencing homelessness:

Growth at the same level as the four years
prior to 2019 PIT Count (on average 20%
increase in new homelessness per year).

To meet the needs of all households in the
homelessness response system takes a very
signifcantly increased response.

SCENARIO 2
Dramatic increase in the number of
people experiencing homelessness: New
homelessness grows at an unprecedented rate
(20% to 40%) in Year 1 of the model (2022)
due to the impacts of COVID-19 and as eviction
moratoria are lifted, and then rates of infow
into homelessness continue as predicted
in Scenario 1 (20% annual increase in years
2 and beyond). Meeting this need takes an
extraordinary level of response that is not likely
to be achievable over a fve-year period.

SCENARIO 3
Gradual decrease in the number of new people
experiencing homelessness: New homelessness
experiences a similar increase to the past
several years in Year 1 (2022) (a 20% increase
in new homelessness), and then begins to
decrease to a 10% increase in new homelessness
in Year 2 (2023) and continues to decrease by
-10% in Years 4 (2025) and 5 (2026). Meeting
this need takes a signifcantly increased
response including a focus on prevention,
though the total resources needed are not as
large as in Scenario 1 and Scenario 2.

The system modeling outputs for this Plan
focus on Scenario 3 [see Appendix D, System
modeling 5-year dashboards for adult and
family households], as this scenario refects the
community’s understanding of the importance
of making prevention resources available before
people lose their housing and addressing
homelessness before it starts whenever possible
to reduce the rate of new homelessness. If new
homelessness increases beyond the modeling
predictions, the gap between what our existing
system is able to ofer and what is needed to
serve all homeless households in our system will
be greater, and more costly to fll.
1614

APPENDIX D 5-year inventory needs, households with adults only System modeling
5-year dashboards
Baseline
inventory
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Prevention & rapid resolution 53 130 152 173 244 216
for adult and family Crisis response (ES, TH, SH) 1,648 2,562 3,221 2,964 1,652 1,253 households
The system modeling was conducted as two
separate models, based on household types and
diferent assumptions about likely pathways,
and then brought together in a summarized
form. Unless otherwise noted, the Home
Transitional housing for youth 153 104 121 138 195 173
Rapid re-housing 427 1,120 1,305 1,488 2,100 1,857
Supportive housing (PSH) 2,736 3,351 4,054 4,837 6,013 6,914 Supportive housing (PSH) for 0 521 1,086 1,691 2,532 3,194 older/frail adults
Dedicated affordable housing 0 1,459 3,085 4,869 7,359 9,411 Together 2026 Community Plan presents the Shallow subsidies 0 677 1,432 2,260 3,416 4,368 information in summary form covering both
household types, adult only households and
households with minor children.

The following tables show the initial system
modeling by household type using the scenario
which includes a modest projected decrease in
new homelessness over 5 years and a signifcant
increase in investment into the homelessness
response system (resulting in an estimated 0%
unmet need by Year 5).44
Total permanent housing units
needed annually
2,736 6,008 9,657 13,657 19,320 23,887
New units needed each year 3,272 3,649 4,000 5,663 4,567 44 Source: CA-502 System Model, Abt Associates, 1/20/22 1615

5-year inventory costs (operations only, not development), households with adults only Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution $2,340,000 $2,818,080 $3,303,643 $4,799,257 $4,375,978 $17,636,958 Crisis response (ES, TH, SH) $79,550,100 $103,012,412 $97,636,961 $56,050,994 $43,788,652 $380,039,119 Transitional housing for youth $3,796,000 $4,548,995 $5,343,753 $7,777,484 $7,107,025 $28,573,258 Rapid re-housing $24,920,000 $29,907,338 $35,124,277 $51,057,669 $46,504,054 $187,513,338 Supportive housing (PSH) $84,780,300 $105,643,186 $129,828,804 $166,235,357 $196,878,728 $683,366,375 Supportive housing (PSH) for
older/frail adults
$15,630,000 $33,557,400 $53,819,457 $83,003,543 $107,846,254 $293,856,654 Dedicated affordable housing $30,201,300 $65,775,285 $106,926,307 $166,456,524 $219,257,783 $588,617,200 Shallow subsidy $6,770,000 $14,749,600 $23,976,340 $37,327,554 $49,162,225 $131,985,719 Total $247,987,700 $360,012,295 $455,959,543 $572,708,383 $674,920,700 $2,311,588,621 5-year investment impact dashboard, households with adults only Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from n/a 21% 18% 15% 12% 9%
previous year
Increase in new homelessness n/a 20% 10% 0% -10% -10%
Number new homeless 3,722 4,466 4,912 4,912 4,421 3,979 Annual HHs in the system 12,005 13,028 13,666 13,421 11,750 8,651 HHs served in pathways to 4,358 5,213 6,068 6,923 7,778 8,633 housing
Unmet need 7,647 7,815 7,598 6,498 3,972 19
Unmet need — sheltered 2,605 3,799 3,249 1,986 9
Unmet need — unsheltered 6041 5,210 3,799 3,249 1,986 9 % served in pathways to 36% 40% 44% 52% 66% 100%
housing
% unmet need 64% 60% 56% 48% 34% 0%
1616

5-year inventory needs, households with adults and children Baseline Inventory (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 3 9 11 12 13 15
Crisis response (ES, TH, SH) 137 197 191 180 160 132
Rapid re-housing 108 56 64 72 79 87
PSH 479 435 444 456 473 493
Dedicated affordable housing 0 112 234 366 506 655
Shallow subsidies 0 149 312 487 675 873
Total permanent housing units needed annual 479 696 990 1,309 1,654 2,021 New units needed each year 217 294 319 345 367
5-year inventory costs (operations only, not development), households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution $162,000 $203,940 $229,154 $255,698 $303,887 $1,154,680 Crisis response (ES, TH, SH) $6,116,850 $6,108,467 $5,929,370 $5,428,668 $4,613,010 $28,196,365 Rapid re-housing $1,246,000 $1,466,720 $1,699,562 $1,920,741 $2,178,704 $8,511,726 Supportive housing (PSH) $11,005,500 $11,570,196 $12,239,391 $13,076,555 $14,038,359 $61,930,001 Dedicated affordable housing $2,897,440 $6,235,187 $10,045,047 $14,304,037 $19,071,578 $52,553,289 Shallow subsidies $2,279,700 $4,916,808 $7,904,872 $11,285,138 $15,033,309 $41,419,827 Total $23,707,490 $30,501,318 $38,047,396 $46,270,836 $55,238,847 $193,765,887 5-year investment impact dashboard, households with adults and children Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from previous year
Increase in new homelessness
Number new homeless
Annual HHs in the system
HHs served in pathways to housing
Unmet need
% served in pathways to housing
% unmet need
256
985
321
664
33%
67%
8%
20%
307
997
373
624
37%
63%
8%
10%
338
992
425
567
43%
57%
8%
0%
338
939
477
462
51%
49%
8%
-10%
304
804
529
275
66%
34%
8%
-10%
274
591
581
10 98%
2%
61 Home Together 2026 1617

Estimates of Total new units needed by year 5 by geography, households with only adults inventory needs and
All CoC East Mid- North Oakland South
County County County County investment impact by
geography
The breakdown of annual households in
the homeless response system is based on
the geographic distribution from the 2019
PIT count. The corresponding estimates
PIT % by geo.

Supportive housing (PSH)
Supportive housing (PSH) for
older/frail adults
Dedicated affordable housing
Shallow subsidy
100%
4,178
3,194
9,411
4,368

4.3%
180
137
405
188

18.5%
773
591
1741
808

16.5%
689
527
1553
721

50.7%
2118
1619
4772
2214

10.0%
418
319
941
437 of household composition and household
needs are based on the assumptions that
households in each geographic region have
similar compositions and needs. In the future,
additional data collection might inform
a more nuanced understanding of needs
in each community, for example, whether
some communities have higher percentages
Total units needed 21,150 909 3,913 3,490 10,723 2,115
Entire CoC 5-year inventory needs, households with only adults Year 0
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
of families with children, or whether some Prevention & rapid resolution 53 130 152 173 244 216 communities have a higher percent of
people who need supportive housing. This Crisis response (ES, TH, SH) 1,648 2,562 3,221 2,964 1,652 1,253 homelessness response system modeling Transitional housing for youth 153 104 121 138 195 173 assumes the rates of infow and rates of
returns to homelessness are consistent
across Alameda County’s sub-geographies.

Without detailed baseline inventory data
disaggregated by region, it is also difcult to
predict the number of additional units that
would be needed in each sub-geography. The
estimations in this Appendix are based on an
even distribution according to the 2019 PIT
Count, and should not be taken as precise
predictions of units needed in each jurisdiction.

Rapid re-housing 427 1,120 1,305 1,488 2,100 1,857
Supportive housing (PSH) 219 834 971 1,107 1,563 1,382
Supportive housing (PSH) for 0 521 607 692 976 864
older/frail adults
Dedicated affordable housing 0 1,459 1,699 1,938 2,734 2,420 Shallow subsidy 0 677 789 899 1,269 1,123
Total shelter inventory 1,801 2,666 3,342 3,102 1,847 1,426 Total housing inventory 699 4,741 5,523 6,297 8,886 7,862 1618

East County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 4.3% 4.3% 4.3% 4.3% 4.3%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 560 588 577 505 372
Annual exits 224 261 298 334 371
Annual remaining 336 327 279 171 1
% unmet need 60% 56% 48% 34% 0%
East County 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 6 7 7 10 9
Emergency shelter 110 139 127 71 54
Transitional housing 4 5 6 8 7
Rapid re-housing 48 56 64 90 80
Supportive housing (PSH) 36 42 48 67 59
Supportive housing (PSH) for older/frail adults 22 26 30 42 37 Dedicated affordable housing 63 73 83 118 104
Shallow subsidy 29 34 39 55 48
Total shelter inventory 115 144 133 79 61
Total housing inventory 204 237 271 382 338
1619

Mid-County CoC 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 18.5% 18.5% 18.5% 18.5% 18.5%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 2,410 2,528 2,483 2,174 1,600 Annual exits 964 1,123 1,281 1,439 1,597
Annual remaining 1,446 1,406 1,202 735 3
% unmet need 60% 56% 48% 34% 0%
Mid-County CoC 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 24 28 32 45 40
Emergency shelter 474 596 548 306 232
Transitional housing 19 22 26 36 32
Rapid re-housing 207 241 275 389 344
Supportive housing (PSH) 154 180 205 289 256
Supportive housing (PSH) for older/frail adults 96 112 128 181 160 Dedicated affordable housing 270 314 359 506 448
Shallow subsidy 125 146 166 235 208
Total shelter inventory 493 618 574 342 264
Total housing inventory 877 1022 1165 1644 1454
1620

North County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 16.5% 16.5% 16.5% 16.5% 16.5%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 2,150 2,255 2,214 1,939 1,427 Annual exits 860 1,001 1,142 1,283 1,424
Annual remaining 1,290 1,254 1,072 655 3
% unmet need 60% 56% 48% 34% 0%
North County CoC 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 21 25 29 40 36
Emergency shelter 423 531 489 273 207
Transitional housing 17 20 23 32 29
Rapid re-housing 185 215 246 347 306
Supportive housing (PSH) 138 160 183 258 228
Supportive housing (PSH) for older/frail adults 86 100 114 161 143 Dedicated affordable housing 241 280 320 451 399
Shallow subsidy 112 130 148 209 185
Total shelter inventory 440 551 512 305 235
Total housing inventory 782 911 1039 1466 1297
1621

Oakland 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 50.7% 50.7% 50.7% 50.7% 50.7%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 6,605 6,929 6,804 5,957 4,386 Annual exits 2,643 3,076 3,510 3,943 4,377
Annual remaining 3,962 3,852 3,295 2,014 9
% unmet need 60% 56% 48% 34% 0%
Oakland 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 66 77 88 124 110
Emergency shelter 1,299 1,633 1,503 838 635
Transitional housing 53 61 70 99 88
Rapid re-housing 568 662 754 1,065 941
Supportive housing (PSH) 423 492 561 792 701
Supportive housing (PSH) for older/frail adults 264 308 351 495 438 Dedicated affordable housing 740 861 983 1,386 1,227
Shallow subsidy 343 400 456 643 569
Total shelter inventory 1352 1694 1573 936 723
Total housing inventory 2404 2800 3193 4505 3986
1622

South County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 10.0% 10.0% 10.0% 10.0% 10.0%
Households returning from previous year 21% 18% 15% 12% 9% Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 1,303 1,367 1,342 1,175 865 Annual exits 521 607 692 778 863
Annual remaining 782 760 650 397 2
% unmet need 60% 56% 48% 34% 0%
South County 5-year inventory needs, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 13 15 17 24 22
Emergency shelter 256 322 296 165 125
Transitional housing 10 12 14 20 17
Rapid re-housing 112 131 149 210 186
Supportive housing (PSH) 83 97 111 156 138
Supportive housing (PSH) for older/frail adults 52 61 69 98 86 Dedicated affordable housing 146 170 194 273 242
Shallow subsidy 68 79 90 127 112
Total shelter inventory 267 334 310 185 143
Total housing inventory 474 552 630 889 786
1623

Total new units needed by year 5 by geography, households with adults & children All CoC East County Mid-County North County Oakland South County PIT % by geo. 100% 4.3% 18.5% 16.5% 50.7% 10.0%
Supportive housing (PSH) 60 3 11 10 30 6
Dedicated affordable housing 655 28 121 108 332 66
Shallow subsidy 873 38 161 144 443 87
Total units needed 1588 68 294 262 805 159
Entire CoC 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 100% 100% 100% 100% 100%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual HH in the system 997 992 939 804 591
Annual exits 373 425 477 529 581
Annual remaining 624 567 462 275 10
% unmet need 63% 57% 49% 34% 2%
1624

East County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 4.3% 4.3% 4.3% 4.3% 4.3%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 43 43 40 35 25
Annual exits 16 18 21 23 25
Annual remaining 27 24 20 12 0
% unmet need 63% 57% 49% 34% 2%
East County 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 0 0 1 1 1
Emergency shelter 8 8 8 7 6
Rapid re-housing 2 3 3 3 4
Supportive housing (PSH) 2 2 2 2 2
Dedicated affordable housing 5 6 6 7 7
Shallow subsidy 6 7 8 9 10
Total shelter inventory 8 8 8 7 6
Total housing inventory 16 18 20 22 24
1625

Mid-County CoC 5-year investment impact dashboard, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 18.5% 18.5% 18.5% 18.5% 18.5%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 184 183 174 149 109
Annual exits 69 79 88 98 108
Annual remaining 115 105 85 51 2
% unmet need 63% 57% 49% 34% 2%
Mid-County CoC 5-year inventory needs, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 2 2 2 2 3
Emergency shelter 36 35 33 30 24
Rapid re-housing 10 12 13 15 16
Supportive housing (PSH) 7 8 9 10 11
Dedicated affordable housing 21 24 26 29 32
Shallow subsidy 28 31 35 39 43
Total shelter inventory 36 35 33 30 24
Total housing inventory 67 77 86 95 105
1626

North County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 16.5% 16.5% 16.5% 16.5% 16.5%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 164 164 155 133 98
Annual exits 62 70 79 87 96
Annual remaining 103 93 76 45 2
% unmet need 63% 57% 49% 34% 2%
North County CoC 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 1 2 2 2 2
Emergency shelter 33 32 30 26 22
Rapid re-housing 9 11 12 13 14
Supportive housing (PSH) 6 7 8 9 10
Dedicated affordable housing 18 21 24 26 29
Shallow subsidy 25 28 32 35 38
Total shelter inventory 33 32 30 26 22
Total housing inventory 60 69 77 85 93
1627

Oakland 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 50.7% 50.7% 50.7% 50.7% 50.7%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 505 503 476 408 300
Annual exits 189 216 242 268 295
Annual remaining 316 287 234 139 5
% unmet need 63% 57% 49% 34% 2%
Oakland 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 5 6 6 7 8
Emergency shelter 100 97 91 81 67
Rapid re-housing 28 32 37 40 44
Supportive housing (PSH) 19 22 24 27 29
Dedicated affordable housing 57 65 73 81 88
Shallow subsidy 76 86 97 107 118
Total shelter inventory 100 97 91 81 67
Total housing inventory 184 211 236 262 287
1628

South County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT 10.0% 10.0% 10.0% 10.0% 10.0%
Households returning from previous year 8% 8% 8% 8% 8%
Increase in new homelessness 20% 10% 0% -10% -10%
Annual households in the system 100 99 94 80 59
Annual exits 37 43 48 53 58
Annual remaining 62 57 46 27 1
% unmet need 63% 57% 49% 34% 2%
South County 5-year inventory needs, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution 1 1 1 1 2
Emergency shelter 20 19 18 16 13
Rapid re-housing 6 6 7 8 9
Supportive housing (PSH) 4 4 5 5 6
Dedicated affordable housing 11 13 14 16 17
Shallow subsidy 15 17 19 21 23
Total shelter inventory 20 19 18 16 13
Total housing inventory 36 42 47 52 57
1629
74 Home Together 2026
© 2022 Alameda County. All rights reserved. (05-22)
1630

Homeless Housing, Assistance and Prevention Round
4 Application
Application Information
Application Due Date: 11/29/2022
This Cognito platform is the submission portal for the Cal ICH HHAP-4 Application. You will be required to upload a full copy of the HHAP-4 Data Tables Template and enter information into the portal from specific parts of the HHAP-4 Local Homelessness Action Plan and Application Template as outlined below.

Please review the following HHAP-4 resources prior to beginning this application:
 Homeless Housing, Assistance, and Prevention Program Statute  HHAP-4 Local Homelessness Action Plan & Application Template and  HHAP-4 Data Tables
Application Submission for HHAP-4 Funding
Using the HHAP-4 Local Homelessness Action Plan & Application Template as a guide, applicants must provide the following information in the applicable form section (see below) to submit a complete application for HHAP-4 funding:

1. Part I: Landscape Analysis of Needs, Demographics, And Funding: the information required in this section will be provided in Tables 1, 2, and 3 of the HHAP-4 Data Tables file uploaded in the Document Upload section.

2. Part II: Outcome Goals and Strategies for Achieving Those Goals: the information required in this section will be provided in Tables 4 and 5 of the HHAP-4 Data Tables file uploaded in the Document Upload section, AND copy and pasted into the fields in the Outcome Goals and Strategies section of this application form.

Cognito form will be considered the official responses to the required narrative questions.

4. Part IV: HHAP-4 Funding Plans and Strategic Intent Narrative: the information required in this section will be provided in Tables 6 and 7 (as applicable), of the HHAP-4 Data Tables file uploaded in the Document Upload section, AND copy and pasted into the fields in the Funding Plan Strategic Intent section of this application form.

5. Evidence of meeting the requirement to agendize the application at a meeting of the governing board will be provided as a file upload in the Document Upload section.

How to Navigate this Form
This application form is divided into seven sections. The actions you must take within each section are described below.
 Applicant Information: In this section, indicate (1) whether you will be submitting an individual or joint application, (2) list the eligible applicant jurisdiction(s), and (3) provide information about the Administrative Entity.
 Document Upload: In this section, upload (1) the completed HHAP-4 Data Tables as an Excel file, (2) evidence of meeting the requirement to agendize the application at a regular meeting of the governing board where public comments may be received, and (3) any other supporting documentation you may wish to provide to support your application.  Part I. Landscape Analysis: In this section, answer the questions confirming that Tables 1, 2, and 3 have been completed and included in the HHAP-4 Data Tables file uploaded in the previous section.
 Part II. Outcome Goals and Strategies: In this section, copy and paste your responses from Tables 4 and 5 of the completed HHAP-4 Data Tables.
 Part III. Narrative: In this section, enter your responses from Part III of the HHAP-4 Local Homelessness Action Plan & Application Template.
 Part IV. HHAP-4 Funding Plan Strategic Intent Narrative: In this section, enter your responses from Tables 6 and 7 of the completed HHAP-4 Data Tables file, and answer the narrative questions.
 Certification: In this section, certify that the information is accurate and submit the application.

After submitting the application, you will not be able to make changes to your responses unless directed by Cal ICH staff.

I have reviewed the HHAP-4 statute, FAQs, and application template documents Yes
I am a representative from an eligible CoC, Large City, and/or County Yes
1632

Applicant Information
List the eligible applicant(s) submitting this application for HHAP-4 funding below and check the corresponding box to indicate whether the applicant(s) is/are applying individually or jointly.

Eligible Applicant(s) and Individual or Joint Designation Joint
This application represents the joint application for HHAP-4 funding on behalf of the following eligible applicant jurisdictions:

Administrative Entity Information
Funds awarded based on this application will be administered by the following Administrative Entity:

Administrative Entity
Alameda County Health Care Services Agency
Contact Person
Kerry Abbott
Title
Director, Homeless Care and Coordination
Contact Person Phone Number
(510) 914-1832
Contact Person Email
[email protected]
*Agreement to Participate in HDIS and HMIS
By submitting this application, we agree to participate in a statewide Homeless Data Integration System, and to enter individuals served by this funding into the local Homeless Management Information System, in accordance with local protocols.
1633

Document Upload
Upload the completed HHAP-4 Data Tables (in .xlsx format), evidence of meeting the requirement to agendize the application at a regular meeting of the governing body where public comments may be received (such as a Board agenda or meeting minutes), and any other supporting documentation.

HHAP-4 Data Tables
data_tables_r4_Alameda County_rev.xlsx
Governing Body Meeting Agenda or Minutes
Board of Supervisors Regular Meeting Agenda 11-08-22.pdf Optional Supporting Documents
Board Letter_Regular Meeting 11-08-22_Item 9.pdf
1634

Part I. Landscape Analysis of Needs, Demographics, and
Funding
Table 1 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section.

Yes
Table 2 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section.

Yes
Table 3 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section.

Yes
1635

Part II. Outcome Goals and Strategies for Achieving Those Goals Copy and paste your responses to Tables 4 and 5 from the HHAP-4 Data Tables into the form below. All outcome goals are for the period between July 1, 2022 and June 30, 2025.

Table 4: Outcome Goals
Name of CoC
CA-502 Oakland, Berkeley/Alameda County CoC
1a. Reducing the number of persons experiencing
homelessness.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda County CoC] will show [16,000] total people accessing services who are experiencing homelessness annually, representing [6,154] [more] people and a [63%] [increase] from the baseline.

Goal Narrative
HDIS baseline data shows the number of people served in our system to be much lower than local HMIS data, which shows 21,511 persons served in FY 21-22, our most recent annual measurement period. We are still trying to understand this significant discrepancy. One potential reason could be that Coordinated Entry data in HDIS appears quite low, and more CE entries should appear in future HDIS data pulls.

Therefore, while 16,000 is an increase from HDIS baseline, it is a reduction from what we believe to be the true number of those currently served by our homeless response system. If we reference our HMIS data which reflects our local understanding of the severity of the problem (and also aligns with annual projections of people experiencing homelessness based on a one-morning snapshot provided by the 2022 PIT Count), then we are proposing to decrease the number of persons experiencing homelessness from 21,511 (true baseline) to 16,000, a decrease of 5,511 persons or 26%. This goal is also predicated on the notion that the discrepancies between HDIS and HMIS data will eventually resolve itself so that future HDIS data pulls are comparable to our local situation. While we aim to lower this number overall, the 16,000 also reflects that we hope to have everyone experiencing homelessness in our community accessing and receiving services from our homeless response system and included in HMIS. The balancing of reducing homelessness while ensuring greater coverage of who is known to our system is included in this goal. In HHAP-3 goal setting for 2024, we anticipated a similar reduction from over 19,000 people in our local HMIS baseline to 17,000, an 11% reduction using local numbers (although it appeared as an 87% increase from HDIS data that we couldn't substantiate). Similarly, our goal appears as an increase from HDIS data, but is set using our homeless system numbers that we're able to substantiate.

Goals set for 2025 are more ambitious, proposing a 26% instead of 11% decrease in our local situation.

This decrease is in the context of continually increasing PIT Count numbers, that saw an overal 73% increase in homelessness from 2017 to 2022. While there are new housing opportunities for people experiencing homelessness in the pipeline, a reduction in homelessness cannot be realized without significant prevention efforts to stop the inflow of people becoming homeless, which hovers at a rate of 2.5 to 3 for every one person exiting homelessness. Prevention strategies have been articulated in the Home Together Plan but lack funding to implement.

Baseline Change in # of Change as % of Target Annual Estimate of # of people Data People Baseline accessing services who are experiencing 9,846 6,154 63% homelessness
16,000
Decrease/Increase in # of People
1636

Increase
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Black and African American people experiencing homelessness represent the largest population of people in our homeless system. This population has consistently been over-represented compared to their representation in the general population. Current HDIS data shows 54% of those served by our homeless system are Black or African American, compared to approximately 11% of Alameda County residents. This percentage has gradually increased over time. It is imperative that we take steps to address the disproportionate impact, and increase people served (and housed) to reduce this over-representation so it aligns more closely with the general population. Baseline for CY 2021 shows 5,318 Black or African Americans served by our homeless system. Our goal is to serve 9,400 Black or African American persons in 2025, which would be a decrease of 6% relative to our 2024 goal, but would represent 59% of all persons served, which is commensurate with our HHAP-3 goal to serve this population at a rate that is greater than the general and homeless system population. We strive to increase this population served to reflect greater access to resources and housing exits.

Describe the trackable data goal(s) related to this Outcome Goal:

People who are Black or African American as a % of total persons served by our homeless response system. Our target is to increase this percentage represented in homeless system programs and services to reach 59% of the total population served by 2025 (or 9,400 Black or African American individuals served), to ensure there is over-representation in services received and exits to housing. 1b. Reducing the number of persons experiencing homelessness on a daily basis
Goal Statement
By the end of the performance period, data for the [Alameda County CoC] will show [6,300] total people experiencing unsheltered homelessness daily, representing [835] [fewer] people and a [12%] [reduction] from the baseline.

Goal Narrative
Since our 2017 PIT Count, our CoC has experienced an 85% increase in unsheltered homelessness (3,863 unsheltered in 2017; 6,312 in 2019; and 7,135 in 2022). However, if we remove the 2017 number of unsheltered and focus on the more recent counts from 2019 and 2022, then we see a 13% increase in the unsheltered population, which changes our 2025 projections to 8,232 people predicted to be unsheltered at that time. While the absolute numbers of unsheltered homeless continue to increase and are projected to keep increasing in the 2024 PIT Count based on current trend lines, the % of unsheltered to sheltered has decreased from 79% unsheltered in 2019 to 73% in the 2022 PIT Count. We believe this number/percentage would likely be higher if it weren't for the many Roomkey units that were still available during the 2022 PIT. With the loss of Roomkey units and the current trajectory, we'd expect continued increases in the unsheltered population. However, our Home Together Plan calls for significant and temporary investment in shelter to help slow down this increase, and to provide temporary housing while more permanent housing makes its way through the pipeline. Without significant funding, however, we cannot realize our goal of adding 1,625 units of shelter to our inventory by 2023 as called for in the Plan 1637

(which would bring our total to 3,410 shelter units). Without ongoing funding, it is difficult to expand and sustain inventory, knowing that future operating and leasing costs do not have a funding source. Our biggest source of recurring funding is through HUD, and much of our HUD CoC package supports ongoing rental assistance for people already in permanent housing. However, our Home Together Plan calls for a number of activities that support efforts to increase the production of low-barrier shelter and interim housing, including lowering progammic barriers to crisis services, ensuring that existing shelter inventory can be maximally utilized, and increasing medical and mental health respite by 300 beds and including resources for rehousing exits.

For these reasons, we anticipate being able to reverse this trend, and start to change direction in 2024 and beyond. This includes adjusting our previous HHAP-3 goal from 8,100 unsheltered to a new goal of 7,000 by 2024, representing our first decrease in the next PIT Count. Our goal(s) represents stabilization so that, while unsheltered homelessness is predicted to temporarily increase, the addition of new shelter and interim housing can slow down this trajectory and reverse direction by 2025 as more shelter and housing is brought online. Our 2025 goal to have no more than 6,300 people unsheltered represents a 12% decrease from baseline, and a 10% reduction from our HHAP-3 adjusted goal of 7,000. We are proposing a significant reduction from the 2025 projection of 8,232 unsheltered to 6,300. This also represents a 22% decrease from our original HHAP-3 goal of 8,100. We continue to partner with cities to use each round of HHAP funding to bring on more units of interim housing, although it can take a few years to see projects finalized and sustainability of these projects when one-time funding ends remains a top concern.

Baseline Change in # of Change as % of Target Daily Estimate of # of people Data People Baseline experiencing unsheltered homelessness 7,135 835 12% 6,300
Decrease/Increase in # of People
Decrease
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Our latest PIT Count (2022) shows that unaccompanied youth households (ages 18-24) that are unsheltered comprise 9.3% of our CoC's total unsheltered population, which is higher than the percentage this population represents within our total homeless system (8%). This overrepresentation of youth in unsheltered homelessness is also consistent with data from our prior 2019 PIT Count which shows youth represented as 9% of the unsheltered population. We have seen this number reduced in the past (between 2017 and 2019) and believe that with targeted interventions including expanded access to Coordinated Entry through youth access points (a focus of YHDP), as well as interim housing for youth, we can once again impact this number. We are proposing a 20% decrease relative to our 2024 goal, with strategies informed by our youth coordinated community plan developed under YHDP.

Describe the trackable data goal(s) related to this Outcome Goal:

Our goal is to bring the # of unaccompanied youth who are unsheltered down by 2.3% to 7% of the unsheltered population in 2025, or no more than 441 (of the 6,300 goal set for total unsheltered homelessness) unaccompanied youth experiencing unsheltered homelessness. This decrease would be two full percentage points lower than the current percentage of the total homeless population that 1638

unaccompanied youth represent (9% or 666 unaccompanied youth).

2. Reducing the number of persons who become newly
homeless.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda County CoC] will show [6,000] total people become newly homeless each year, representing [1,372] [more] people and a [30%] [increase] from the baseline.

Goal Narrative
Our community doesn't currently anticipate an influx in prevention resources, and like many others, are challenged with how to build out an effective and resourced prevention arm connected to our homeless response system. We foresee that due to the lifting of eviction moratoria when the local health emergency ends, and the wind down of one-time COVID resource-funded rental assistance (e.g. Emergency Rental Assistance Program (ERAP), which received over 11,000 applications in the County, not including the large cities of Oakland and Fremont that received their own applications. Of the 8,556 households that were approved for funding through the County, about 2/3 of these households are below 30% AMI, increasing their risk for falling into homelessness once supports are lifted) we anticipate seeing future increases in first-time homelessness, although likely not immediately, as evictions and loss of housing are just one step in a chain of events that contribute to eventual homelessness. HDIS data shows first-time homelessness increased by 17% between 2020 and 2021 (3967 to 4628), surpassing our 2021 target of where we'd need to be to meet our HHAP-3 2024 goal (4475 in 2021). At our current rate of increase, we would expect to see approx. 7,667 people become homeless for the first time in 2025. Homeless system modeling and projections in our Home Together 2026 Plan also project an increase in first-time homelessness in 2022 and 2023, with eventual stabilizing in 2024 and slight decreases thereafter (contingent on our Plan being sufficiently resourced with new funding over a five-year period, resulting in an additional 24,000 new units and subsidies). For these reasons, we propose to slow this upward trajectory of the rate of first time homelessness. This goal would result in 6,000 people becoming homeless for the first time in 2025 instead of 7,667, a decrease of 22%, and a stabilizing of our 2024 estimate. We hope to achieve this through identification of new prevention funding, building on existing partnerships with other mainstream/institutional settings exiting people to the homeless system (e.g. criminal justice system, hospitals, etc.) and leveraging data from multiple systems to help identify those most likely to become homeless through key screening indicators.

Baseline Change in # of People Change as % of Target Annual Estimate of # of Data 1,372 Baseline people who become newly homeless
4,628 30% each year
6,000
Decrease/Increase in # of People
Increase
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness 1639

Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

The number of Black or African American people who became homeless for the first time in CY 2020 was 1,951 or 49% of the total number of people experiencing homelessness for the first time, well above the representation of Black or African American people in the general population (11%). The number of Black or African American people who became homeless for the first time in CY 2021 was 2,451 or 53%, an even greater disparity compared to the representation of Black or African American people in the general population. We are proposing to reduce first time homelessness for Black or African American people through housing problem solving and flexible financial assistance resources targeted to achieve greater race equity. Instead of continued growth in this subpopulation, we are proposing to slow the growth rate so that no more than 2,750 of those becoming homeless for the first time in 2025 are Black or African American. This would be a redirection in 2025 from the currently projected 51% of first-time homeless or 3,920 people, who are Black or African American. We are proposing a reduction from the projected 51% to no more than 46%, a decrease of 5% of the first-time homeless population.

Describe the trackable data goal(s) related to this Outcome Goal:

The number of Black or African American people experiencing first-time homelessness will be no greater than 2,750, or 46% by 2025.

3. Increasing the number of people exiting homelessness into permanent housing.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda County CoC] will show [2,250] total people exiting homelessness into permanent housing annually, representing [240] [more] people and a [12%] [increase] from the baseline.

Goal Narrative
We saw an 11% increase in housing exits between 2020 and 2021 (1,813 to 2,010 exits), due to new housing resources coming online. However, most of our future housing inventory will show up in HMIS as PSH enrollments with ongoing services (and therefore not system exits), meaning that people who are housed with these resources will be enrolled in PSH ongoing and will not impact this measure since they aren't considered an exit from the system. As we increase tenancy sustaining service slots through CalAIM, we anticipate that everyone housed through Coordinated Entry will be enrolled in these services ongoing (which is the goal) to support housing retention and homelessness prevention, but will continue to be active/enrolled in our system. For this reason, while we anticipate the number of overall housing exits to continue increasing, there is concern that much of this growth will not be captured by this measure.

Although it is not entirely clear the population that is exiting to housing outside of the system without ongoing supports, since we don't have our arms around people once they have exited, our projection tool shows us that this type of housing exit continues to steadily increase. We therefore project a 12% increase in system exits to housing from our 2021 baseline (an additional 240 exits), and a 15% increase from our 2024 projected goal of 1,950 system exits to housing. Based on updated baseline data, we believe we can surpass our HHAP-3 2024 goal with further steady increases. While we are optimistic about bringing more housing online, the impact of increased housing exits will continue to be offset by the inflow into our system which averages at a rate of 2.5-3 people becoming homeless for every 1 person who exits. Without permanent funding to work on prevention, increasing total housing exits alone will not move our system to functional zero.
1640

Current projections in our Home Together Plan include 1,447 units of PSH coming online over the next two fiscal years (through June 2024), but as noted, our projected goal does not include all the people who will move from homelessness to permanent housing due to our understanding of the limitations with the methodology for this measure. Our Home Together Plan also articulates that with significant additional funding and resources, we could increase exits from our system to more than 6,000 households annually by 2024. The Plan calls for the addition of over 24,000 new housing opportunities (both units and subsidies) by 2026, if funding can be identified. These projects to increase inventory would include expansions in rapid rehousing and supportive housing, as well as significant investments in newer program models for our community such as dedicated affordable housing and shallow subsidies that provides housing that allows people independence and autonomy with economic supports, a strategy recommended to be more effective in reducing racial disparities in our community.

We have seen success with focused smaller-scale programs that serve families in rapid rehousing (e.g.

CalWORKS HSP), or OPRI (Oakland PATH Rehousing Initiative) that provides sponsor-based rental assistance and supportive services to people living on the street or in emergency shelters, and people exiting foster care or the criminal justice system. The OPRI partnership includes City of Oakand, the Oakland Housing Authority, Alameda County, and multiple non-profit agencies. Bringing programs like this to scale through increased subsidy and service slots would greatly impact our system.

In addition, there are a number of efforts over the past year that have launched to increase exits from our homeless response system to permanent housing: 1) funding housing navigation and housing stability services through CalAIM so that people can more easily access available housing and receive supports to stay housed; 2) procuring funds for operating subsidies that will add financial support to dedicated affordable units through a new local operating subsidy pool; and 3) local jurisdictions (cities) within the County are dedicating funding towards new supportive housing and rapid rehousing programs, are setting aside dedicated affordable units for homeless households, and have launched shallow subsidy programs.

Baseline Change in # of Change as % of Target Annual Estimate of # of people Data People Baseline exiting homelessness into permanent 2,010 240 12% housing
2,250
Decrease/Increase in # of People
Increase
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

With our 2020 baseline data, we did not see significant disparities in exits to housing when compared with representation in our overall homeless system, so in alignment with our Home Together 2026 Community Plan to center race equity and reduce racial disparities, and in the absence of any one single racial group more disproportionately impacted than others (according to State HDIS data), we set an intention to reach larger percentages of all BIPOC served by the system and exiting to permanent housing, so that exits to housing align with BIPOC representation in the overall homeless system. With the 2021 baseline data, we continue to see racial groups mostly represented in alignment with their overall representation in the homeless system. However, there are some areas for improvement, including American Indian or Alaska Natives who comprise 3.4% of our homeless population but only represent 2.7% of housing exits from our system. Other racial groups are within a one percentile difference between their representation in the homeless system and system exits to housing. Also, because we know that Black or African American 1641

people in particular are hugely overrepresented in the homeless system (54% compared to 11% of the general County population) we will continue to focus on access to housing problem solving and flexible financial assistance at the front door of our homeless system (access points/housing resource centers) so that there is greater access and opportunities for BIPOC populations to exit to housing without having to enter the homeless system and experience long waits for system resources.

Describe the trackable data goal(s) related to this Outcome Goal:

To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2025 over 3% of housing exits will be American Indian or Alaska Native; and we will maintain or improve representation in successful exits for people who are Asian at 3%; Black or African American at 54%; 2% Native Hawaiian or other Pacific Islander; and 7% for people of multiple races.

4. Reducing the length of time persons remain homeless.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda County CoC] will show [152] days as the average length of time that persons are enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move-in for persons enrolled in rapid rehousing and permanent housing programs annually, representing [16] [fewer] people and a [10%] [reduction] from the baseline.

Goal Narrative
The State's HDIS baseline data for this measure is significantly lower than what local HMIS data demonstrates (HMIS data shows that 229 days was the average length of time people remained homeless in Alameda County in CY 2021). Therefore, maintaining the average length of time that people in Alameda County remain homeless at 152 days (our CY 2020 baseline) between 2021 and 2025 is far below what local data shows, and as such is a significant decrease/reduction for this measure. The projection tool used to support goal setting for 2024 and 2025 shows that we're currently projected to reach 164 days as the average length of time someone remains homeless by 2025, only a modest reduction from current baseline. We believe we can take this goal further but cannot see moving the needle beyond what we already established in HHAP-3 which is a maintenance of effort for this data point which we haven't been able to substantiate locally. For further comparison, our HMIS data for this sytem performance measure across Fiscal Year 2021-2022 shows 226 days as the average length of time, similar to what we pulled locally for CY 2021.

We know that housing in the pipeline doesn't come online all at once, and that so long as the inflow into homelessness continues at the current rate (which seems likely given all that happens upstream on someone's way to becoming homeless), there will not be enough housing to exit people from the system swiftly without a significant long-term investment in new housing. Given this constraint, there will continue to be issues with flow through the system. PIT Count data also shows a large number of our homeless population is impacted with health and mental health disabilities (49% report psychiatric or emotional conditions; 34% report chronic health conditions; and 33% report physical disabilities), which impacts the time people are waiting for appropriate resources, as we need more housing with enhanced services for older adults, and persons who are medically fraile and/or with behavioral health impairments. New models in our system show great promise is providing these more intensive on-sight services so that people can stay housed in the community but require funding to be brought to scale. We also have very little turnover in PSH (which currently makes up the majority of our homeless housing) which is a strength of the system and speaks to our commitment to ensure ongoing services available to everyone for as long as needed, but also means that without new housing brought to scale, there is very little flow with existing inventory.

We also see that lengths of stay in some types of interim housing have increased which can be a benefit, as the consumers in those programs are given the supports they need while housing plans are developed and implemented. With the continued move to reduce shelter barriers, people are willing to stay longer 1642

while working on their long-term housing plans.

Baseline Data Change in # Change as % of Target Average length of time (in # 168 of Days Baseline of days) persons enrolled in street 16 10% outreach, emergency shelter,
transitional housing, safehaven
projects and time prior to move-in
for persons enrolled in rapid
rehousing and permanent housing
programs
152
Decrease/Increase in # of Days
Decrease
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Updated HDIS baseline data shows the average length of time families with minor children remain homeless continues to be much higher than for households without children (236 days vs. 146 days). This number for families continues to increase based on past data. Our projected performance indicates that if nothing changes, we are on pace to reach an average of 251 days that families with minor children stay homeless by year 2025. While this data could be attributable to families spending more time in programs such as interim housing/transitional housing/etc., our goal is to bring this number down to less than 200 days by 2025, a 15% decrease in length of time from current baseline, and a 20% reduction from our projected performance in 2025 (251 days vs. 200 days) reversing the current trend of increases.

Describe the trackable data goal(s) related to this Outcome Goal:

Reduce the average length of time that families with children remain homeless. Target goal is less than 200 days that families remain homeless by 2025. This is an 15% decrease from the 2021 HDIS baseline (236 days).

5. Reducing the number of persons who return to homelessness within two years after exiting homelessness to permanent housing.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda County CoC] will show [7%] of people return to homelessness within 2 years after having exited homelessness to permanent housing, representing [0] [fewer or more] people and a [0%] [reduction or increase] from the baseline. 1643

Goal Narrative
This measure has remained relatively stable over the years (usually always at or under 10%, but not much variation from there) and would require a longer timeframe (beyond 2025) to achieve significant reductions.

This goal represents a focus on increasing the number of people experiencing homelessness who exit to housing, while managing ongoing housing retention with some expected levels of attrition. We don't anticipate major levers impacting this relatively stable data point, and would go so far as to postulate that the 7% seen in the State's CY 2021 data may be more of an outlier that will regress to the mean over time.

While it's great to see a decrease from HDIS CY 2020 numbers, we wouldn't expect to continue seeing reductions as there is some level of margin/tolerance in any system. DHCS is setting its performance measures for HHIP at no more than 15% returns to homelessness for their population of formerly homeless managed care members who exit to housing, and between this threshold and those set locally in response to tracking this data with HUD over a longer period of time, we have no reason to believe it would be possible to further suppress returns below 7%. As a community, we have dedicated a lot of funding to ensuring that most people exiting to homeless housing through our system have ongoing tenancy sustaining/housing stability services for as long as needed, and we attribute bringing those services to scale through Medi-Cal funding as part of CalAIM, as a key strategy to stay at or below 10% locally with returns to homelessness. However, continued authorizations of these services to cover a long period of time once housed is at the discretion of the Managed Care Plans, and it's not yet clear how the policies they may set around future approval of these services could impact whether some people in housing lose those supports and consequently lose their housing as well. We are continuining to advocate locally for long-term coverage through CalAIM, as well as at the State level to make tenancy sustaining services a covered Medi-Cal benefit, which would promote housing retention for a large group of people.

Baseline Change in % of Change as % of Target % of people who return to Data People Baseline homelessness wihtin 2 years after having 7% 0% 0% exited homelessness to permanent housing
7%
Decrease/Increase in # of People
Decrease
Optional Comments
The Decrease/Increase fields above would not allow for a neutral/no change option which is what we're proposing when it comes to maintaining our returns to homelessness at no more than 7%.

Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Returns to homelessness for transition age youth (ages 18-24) is currently at 11%, much higher than the system average of 7%. Our goal is to decrease unaccompanied youth returns to homelessness, so they're more in line with the rate of returns to homelessness in the overall homeless system. Unaccompanied youth ages 18-24 comprise approximately 6.6% of our homeless system according to CY 2021 data. There should be adequate supports in place to ensure housing retention for this group in line with the rest of our homeless system, so that their returns look similar to the overall system (which we target to be at 10% or lower), if not stronger. This calls for reducing returns by 1% each year to get to 7% in 2025. We believe that decreasing returns to homelessness for transition age youth from 11% to 7% can be accomplished with continued partnership between our County, Continuum of Care, and Youth Action Board, and with the infusion of new YHDP funds deployed to activities called for in the Youth Coordinated Community Plan. 1644

Describe the trackable data goal(s) related to this Outcome Goal:

Reduce the percentage of transition age youth who return to homelessness after exiting homelessness to permanent housing from 11% to 7%.

6. Increasing successful placements from street outreach.

Goal Statement
By the end of the performance period, HDIS data for the [Alameda CoC] will show [50] total people served in street outreach projects exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations annually, representing [6] [more] people and a [14%] [increase] from the baseline.

Goal Narrative
State HDIS data shows that successful placements from street outreach have increased by 214% since 2018 through 2021 (14 to 44 placements), with the biggest increase during that period realized between 2020 to 2021. We believe we can continue increasing this goal (as we projected in HHAP-3) as we expect expansion of outreach teams using HMIS in our CoC beginning FY 2022/2023. In addition, there are an increased number of street health outreach teams participating in housing problem solving and front door services as part of our Coordinated Entry, which will also positively impact this measure. Using HHIP funds from DHCS, we are also partnering with our managed care plans to support data collection and expansion of people served by street heath outreach teams, which should support an increase in successful placements over the next few years. However, we're striving to ensure we keep this goal realistic, as successful placements depend on availability of both interim and permanent housing, and the system is therefore reliant on an increase in shelter options that can be accessible by street outreach, which will require new funding investments to realize (as discussed in Goal 1b). As street outreach is often the first encounter/touchpoint to the homeless response system, there are still many people encountered by outreach teams who are not yet ready to consent to data entry in HMIS which has also artificially limited the number of people receiving services through this access point.

Baseline Data Change in # of Change as % of Target Annual # of people served in 44 People Baseline street outreach projects who exit to 6 14% emergency shelter, safe haven,
transitional housing, or permanent
housing destinations.
50 Decrease/Increase in # of People
Increase
Optional Comments
Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

There is insufficient population data from HDIS on those included in this measure from 2018 - 2021 (n=44) to draw meaningful conclusions about disproportionately impacted populations with such a small sample size. HDIS only provided data for a couple subpopulations but suppressed most because of the small 1645

number of people reported in those categories. Where there was population data, it did not reveal noticable inequities (e.g. Black or African Americans represent 54% of our homeless system and made up 61% of successful placements from outreach; people with significant mental illness represent 30% of our system and made up 50% of succesful placements). However, as prioritized in our Home Together Plan, we have an intention to ensure that the population served by street outreach teams with successful exits aligns with BIPOC representation in the overall homeless system. In alignment with our Home Together 2026 Community Plan to center racial equity and reduce racial disparities, we will set goals to reach larger percentages of all BIPOC served by street outreach and exiting to successful placements, so that it aligns with BIPOC representation in the overall homeless system.

Describe the trackable data goal(s) related to this Outcome Goal:

To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2025 at least 3% of all successful placements from street outreach will be American Indian or Alaska Native; at least 3% Asian; at least 54% Black or African American; at least 2% Native Hawaiian or other Pacific Islander; and at least 7% multiple races.

Table 5: Strategies to Achieve Outcome Goals
Strategy 1
Type of Strategy
Increasing investments into, or otherwise scaling
up, specific interventions or program types
Description
Prevent Homelessness: Focus resources for prevention on people most likely to lose their homes (Home Together Plan, Goal 1, Strategy 2)- Implement and expand shallow subsidies availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless.

Track progress on this goal area through system performance measures and corresponding measures of increased racial equity.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
Office of Homeless Care and Coordination (system connection); Alameda County Behavioral Health (Care First, Jails Last); Social Services Agency (workforce development) Measurable Targets
Add 1,740 shallow subsidies for households in our homelessness response system.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time.

5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 2
Type of Strategy
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Increasing investments into, or otherwise scaling
up, specific interventions or program types
Description
Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by adding resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC as Coordinated Entry Management Entity
Measurable Targets
Increase current flexible funding for Housing Problem Solving by 20% from CY 2022 contract amounts (an increase of $100,000).

Increase the centralized Housing Assistance Fund by 20% from CY 2022 levels (an increase of $200,000).

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time.

5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 3
Type of Strategy
Strengthening the quality or performance of housing
and/or services programs
Description
Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by offering Housing Problem Solving training and funding to all CE access point providers and outreach staff throughout the system so that providers can quickly assist people when and where they seek help.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC as Coordinated Entry Management Entity
Measurable Targets
Facilitate at least one Housing Problem Solving training per year available to all CE providers.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

2. Reducing the number of persons who become homeless for the first time. 1647

5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 4
Type of Strategy
Strengthening systemic efforts and processes, such
as coordinated entry and assessment processes,
landlord engagement efforts, housing navigation
strategies, and other systemic improvements
Description
Connect people to shelter and needed resources: expand access in key neighborhoods and continue improvements to Coordinated Entry (Home Together Plan, Goal 2, Strategy 1). Activities include expanding neighborhood-based access points to the system's housing and shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness; and continue to track and evaluate the impact of updates to CES to ensure impacts are effective and support reductions in racial disparities.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC as CE Management Entity
Measurable Targets
Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

6. Increasing successful placements from street outreach

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 5
Type of Strategy
Increasing investments into, or otherwise scaling
up, specific interventions or program types
Description
Connect people to shelter and needed resources: Significantly increase the availability of shelter, especially non-congregate models, to serve vulnerable households and to reduce unsheltered homelessness (Home Together Plan, Goal 2, Strategy 4). New shelter will be primarily non-congregate and include access to support services; as new housing comes online, transition non-congregate shelters into permanent housing or remove these beds from the system as demand is reduced. Currently, Alameda County has two Homekey projects awarded that will become supportive housing but are currently used as interim housing to align with this strategy.

Timeframe
1648

July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC, County Housing & Community Development, County Social Services Agency Measurable Targets
Add 1625 temporary additional non-congregate shelter beds to serve vulnerable adults, and families with children.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

6. Increasing successful placements from street outreach

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 6
Type of Strategy
Expanding and strengthening cross-system
partnerships and/or collaborative planning
Description
Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Home Together Plan, Goal 3, Strategy 1). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; and creating a new model of supportive housing for older/frail adults with more intensive health service needs.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
County Housing & Community Development, OHCC
Measurable Targets
Add 1,285+ new supportive housing subsidies to our homelessness response system.

Add 520+ new (additional) supportive housing subsidies for older adults.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 7
Type of Strategy
Other equity-focused strategies
Description
Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by providing affordable housing without time 1649

limits for approximately 30% of adult only households and 28% of family households in the homeless system (over a five-year period).

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
County HCD, OHCC
Measurable Targets
Add 3,320 dedicated affordable housing subsidies available to households in the homelessness response system.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 8
Type of Strategy
Building the capacity of homelessness response
system to utilize resources, implement best
practices, and/or achieve outcomes
Description
Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by adding capacity within the system to support new dedicated affordable units including staff for new local operating subsidy program, additional CE staffing and lighter and variable supportive services. Monitor race and ethnicity for those matched to dedicated affordable housing opportunities in the homeless system to ensure BIPOC populations are represented at or above their prevalence in the homeless system.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities

HCD, OHCC
Measurable Targets
Launch a Local Operating Subsidy Pool operated by HCD with support from OHCC in 2023. Support 42 housing opportunities through Local Pool by 2025.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

3. Increasing the number of people exiting homelessness into permanent housing.

4. Reducing the length of time persons remain homeless.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
1650

Strategy 9
Type of Strategy
Improving data quality, data systems, and/or data
analyses to better inform decision-making
Description
Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving HMIS coverage; and 2) improving data quality and regularly reviewing system and program outcomes data disaggregated by race.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC, County Housing & Community Development
Measurable Targets
Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.

Strategy 10
Type of Strategy
Improving data quality, data systems, and/or data
analyses to better inform decision-making
Description
Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving the tracking of resources and inventory (e.g. development of a supportive housing pipeline tool) to support evaluation and reporting.

Timeframe
July 1, 2022 - June 30, 2025
Entities with Lead Responsibilities
OHCC
Measurable Targets
Develop tracking tools and provide annual updates on the Home Together Community Plan beginning in FY 2022 - 2023.

Performance Measure(s) to Be Impacted (Check all that apply)

1. Reducing the number of persons experiencing homelessness.

7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
1651

Click + Add Strategy above to add additional strategies as needed. 1652

Part III. Narrative Responses
Copy and paste your responses to Part III. Narrative Responses from the HHAP-4 Local Homelessness Action Plan & Application Template into the form below.

Question 1
[50220.8(b)(3)(D)] My jurisdiction (e.g., City, County, CoC) collaborated with other overlapping jurisdictions to develop the strategies and goals related to HHAP-4
Q1
Yes
Question 2
[50220.8(b)(3)(D)] My jurisdiction (e.g., City, County, CoC) consulted with each of the following entities to determine how HHAP-4 funds would be used:

Public agencies (governmental entities)
Yes
Private sector partners (philanthropy, local businesses, CBOs, etc.) No
Service providers (direct service providers, outreach, shelter providers, etc.) Yes
Local governing boards
Yes
People with lived experience
Yes
Other
No
a. Please describe your most notable coordination and collaborative processes with these entities.

Most notably, the City of Oakland and Alameda County continue to strengthen their partnership, particularly as there have been changes in city staff at the leadership level this past year. To that end, we are meeting with new staff from both the Human Services Department and the City Administrator’s Office on a weekly and biweekly basis, with several ad-hoc meetings to develop our HHAP-4 goals and approach. Our regular coordination meetings span a range of collaborative areas, including street outreach and encampment response, housing services, Roomkey/Homekey, Coordinated Entry, policy and planning including new initiatives such a CalAIM and HHIP, and housing development/capital projects. Agenda building is collaborative, and this time is held to ensure information sharing, alignment, and identification of next steps with overlapping projects. In regard to HHAP, youth specific conversations have also been held to ensure that use of funds is complementary, especially given that a majority of youth providers are based out of Oakland where we see the greatest percentage of the County’s homeless population. Both jurisdictions share a commitment to coordinate the use of funds beyond just HHAP to integrate interim and 1653

permanent housing resources through joint adoption of our coordinated community plan, Home Together 2026, which details out resources and funding needed at both County and city levels.

Question 3
[50220.8(b)(3)(B) and 50220.8(b)(3)(E)] My jurisdiction (e.g., City, County, CoC) is partnering or plans to use any round of HHAP funding to increase partnership with:

People with lived experience
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
Yes
Social services (CalFresh, Medi-cal, CalWORKs, SSI, VA Benefits, etc.) Yes
Is this partnership formal or informal?
Informal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
No
Justice entities
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
1654

No
Workforce system
Yes
Is this partnership formal or informal?
Informal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
No
Services for older adults
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
No
Services for people with disabilities
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
1655

Yes
Child welfare system
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
No
Education system
Yes
Is this partnership formal or informal?
Informal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
No
Local Homeless Coordinated Entry System
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
1656

Yes
Other (please specify)
Yes
Is this partnership formal or informal?
Formal partnering
Is this partnership current or planned?
Current
Do HHAP Funds Support This Partnership?
Yes
Other response
Managed Care Plans
a. Please describe your most notable partnership with these groups (e.g. MOUs, shared funding, data sharing agreements, service coordination, etc.)
Data Sharing Agreements, contracts, MOUs, shared funding, and service coordination are all in place with both of our managed care plans regarding their members experiencing homelessness who are eligible for CalAIM housing services. This relationship was initially developed through Whole Person Care partnership, but has been strengthened significantly through CalAIM as it is becoming a key program in our homeless system. We are now working closely on HHIP investments to achieve system-level outcomes. As a result, our managed care plan partners now participate in our CoC committees, and we have several weekly and monthly coordination meetings focused on homelessness, including weekly operational meetings for Housing Community Supports; biweekly planning meetings for HHIP investments; monthly leadership meetings for overall CalAIM strategy; and CalAIM Stakeholder Committee meetings bimonthly to ensure alignment. HHIP has also created stronger data sharing processes as the managed care plans are reliant on county-level data coming from HMIS and our Social Health Information Exchange. MOUs already existed to share this information, but now the data being shared is increasing in scope to meet the performance requirements of HHIP. One additional example of notable partnership is with our local PHAs.

Although not specifically called out in the table, the issuance of Emergency Housing Vouchers (EHV) called for partnership and MOUs with 4 housing authorities in our county to issue 875 vouchers. This effort called on use of our COVID-prioritization to refer residents exiting Project Roomkey, all handled by our Coordinated Entry matching and referral team; included targeted set-asides for special populations (TAY and the gender-based violence community); pairing services through County-provided housing navigation and tenancy sustaining services; and landlord liaison services to help support voucher uptake. These partnerships included data sharing to capture matching, referrals, application submissions, vouchers issued and leased up, all with an eye to ensuring race equity throughout the process. 1657

Question 4
[50220.8(b)(3)(B) and 50220.8(b)(3)(E)] My jurisdiction (e.g., City, County, CoC) is strengthening its partnership, strategies, and resources across:

Managed care plans and resources (such as the Housing and Homelessness Incentive Program [HHIP])
Yes
Data Sharing Agreement Established
Physical and behavioral health care systems and resources Yes
Data Sharing Agreement Established
Public health system and resources
Yes
Other (please explain)
Public health system and resources response
Data Sharing being explored through use of our Social Health Information Exchange instead of 1:1 between each County department.
a. Please describe your most notable coordination, planning, and/or sharing of data/information that is occurring within these partnerships.

While many counties that received Medi-Cal Whole Person Care Funds implemented a version of a Community Health Record (CHR), Alameda County’s is one of the most comprehensive systems in the state. Our CHR has more than 600 active users representing 120 health and housing programs and includes records for more than 700,000 individuals. The Social Health Information Exchange (SHIE), the engine that powers the CHR, is unique in the state as it enables integration with other core systems, including the electronic health record, the county Homeless Management Information System (HMIS), the county jail information database, case management, and claims. Using the SHIE, we are able to identify and analyze disparate data among the County population at risk of or experiencing homelessness and use this information to develop and execute services and initiatives to ensure system-wide racial and gender equity. Some functions of this infrastructure we are able to benefit from include: 1) the ability to conduct comprehensive population analysis such as accessing homelessness information alongside healthcare utilization to identify and homeless consumers that need specialty care for outreach and care coordination; 2) the ability to perform patient matching from different sectors of data enabling us to analyze services and care needs to better respond to health disparities; 3) the ability to conduct system-level analysis of services and outcomes to identify successful interventions, and support organizations with capacity development to improve care; 4) the ability to immediately and effectively take action to mitigate risk to the homeless population during pandemic situations; and 5) the ability to identify consumer program eligibility and connect them to services. These functions have all become critical in launching partnership-driven programs between the County Health Care Service Agency and our Managed Care Plan partners for CalAIM and now HHIP, where the sharing of data and information about Health Plan members experiencing homelessness is required.

Question 5
[50220.8(b)(3)(F)] Please select what actions your jurisdiction will take to ensure racial/ethnic/gender groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services:
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[50220.8(b)(3)(F)] Please select what actions your jurisdiction will take to ensure racial/ethnic/gender groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services:

Disaggregating administrative data for use in decision making processes Modifying procurement processes
Ensuring those with lived experience have a role in program design, strategy development, and oversight Developing workgroups and hosting training related to advancing equity a. Please describe the most notable specific actions the jurisdiction will take regarding equity for racial/ethnic/gender groups.

Addressing Racial Disparities: Our HMIS data shows racial disparities in both first-time homelessness and returns to homelessness, with African Americans and Native Americans experiencing homelessness at a rate four times higher than Alameda County’s general population. Some of the efforts embedded in our service model that we will continue to implement to address these inequities include supporting evidencebased strategies, contracting with place-based CBOs that are representative of populations experiencing homelessness, incorporating peer specialists, multi-lingual and people with lived experience in service teams and prioritizing the delivery of services in neighborhoods with higher populations of Black and Native American residents. In addition, OHCC funds multiple efforts within our jurisdiction to uplift and enhance the representation of individuals with lived expertise in our CoC’s governance structure, including the CoC board, committees and ad hoc working groups. These funds are used to recruit, train and support members with lived expertise to participate fully in CoC governance. The County’s recently adopted governance charter calls for one-third of all CoC board seats be dedicated to people with lived expertise. A new program facilitated by our CoC support agency (‘Emerging Leaders Program’) supports cohorts of people with lived expertise with the needed training and mentorship to fill these seats ongoing and have access to information and decision-making, as well as technology to facilitate engagement.

Through our CoC’s recent Youth Homelessness Demonstration Project grant, our Office of Homeless Care and Coordination along with other CoC partners are also collaborating closely with members of our Youth Advisor Board (YAB) that have lived experience of homelessness.

Question 6
[50220.8(b)(3)(G)] My jurisdiction (e.g., City, County, CoC) has specific strategies to prevent exits to homelessness from institutional settings in partnership with the following mainstream systems:

Physical and behavioral health care systems and managed care plan organizations Yes, formal partnering
Yes, leveraging funding
Public health system
Yes, informal partnering
Criminal legal system and system for supporting re-entry from incarceration Yes, formal partnering
Yes, leveraging funding
Child welfare system
Yes, formal partnering
Affordable housing funders and providers
Yes, formal partnering
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Yes, leveraging funding
Income support programs
Yes, formal partnering
Education system
Yes, informal partnering
Workforce and employment systems
Yes, informal partnering
Other (please specify)
No
a. Please describe the most notable specific actions the jurisdiction will take to prevent exits to homelessness from institutional settings
To provide people exiting from institutions with the care they needed during the pandemic, Alameda County launched an enhanced care housing program, leveraging funding from our Whole Person Care pilot to provide on-site clinical services at one of our Roomkey-to-Homekey hotels. Once the site was up and running, to ensure continuity of care, the County identified and began to use established benefit programs with sustainable funding streams to address the full spectrum of this population’s care needs.

The initiative implements a novel sustainable funding approach that integrates existing programs including the Medi-Cal Home and Community Based Alternatives (HCBA) waiver program, Medi-Cal Assisted Living Waiver (ALW) program, and hospice/palliative care services to create a comprehensive set of services that IHF can access in a stable housing environment.

The model of care at our enhanced care site provides integrated wrap-around medical and social services for people who are medically fragile and/or struggle with serious mental illness, building services around these residents and anticipating the inevitable disease progression rather than forcing high-needs individuals through fragmented systems of care that have historically failed to meet their needs. Services provided at current sites include personal care, home health nursing, case management, site-level care coordination and medical directorship that provides onsite care management for unstable and high-needs residents.

OHCC is seeking to expand this model through applying for additional HUD funding.

Question 7
[50220.8(b)(3)(H)] Specific and quantifiable systems improvements that the applicant will take to improve the delivery of housing and services to people experiencing homelessness or at risk of homelessness, including, but not limited to, the following:
(I) Capacity building and workforce development for service providers within the jurisdiction, including removing barriers to contracting with culturally specific service providers and building the capacity of providers to administer culturally specific services.

HCSA is recognized by the State of California as a leader in capacity building and workforce development for service providers. Examples of our innovative workforce development work include:

Alameda County Health Pipeline Partnership (ACHPP) is a consortium of pathway programs and organizations that aims to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth.

HCSA has served as the facilitator of the consortium since 2007. Our County Safety-net hospital system and HCSA have been longstanding partners in this pipeline consortium. Members comprise fifteen different organizations that provide short-term and long-term opportunities to youth in middle school through college 1660

and graduate students from underserved communities throughout Alameda County.

The Health Coach Program (HCP) - HCP was founded by HCSA in 2014 and is the first healthcare apprenticeship program to be certified by the State in the Northern California region. The purpose of the program is to employ residents with lived experience in healthcare positions that directly benefit populations with poor health outcomes. Since its inception HCP has trained 70 apprentices all of whom have matriculated to institutes of higher learning or acquired health-related positions that provide a living wage with CBO service providers throughout the county.

PEERS provides leadership development, empowerment, job training, and support for people with mental health and/or substance use recovery experience who are interested in joining the behavioral health field as Peer Support Specialists within Alameda County.

Building on this experience, HCSA has recently been awarded a California Health Care Foundation Community Health Worker and Promotor (CHW/P) Workforce Capacity‐Building Collaborative Project grant. Under this opportunity, HCSA will convene a diverse cadre of stakeholders with the objective of creating a plan to:
· Enhance the capacity of health and social service systems to provide linguistically and culturally responsive services, thereby improving health outcomes in the region. · Scale the CHW/P workforce in the County with an emphasis on leveraging new state and federal CHW/P opportunities, including Medi‐Cal CHW benefit, CalAIM, and other state and local initiatives. · Develop financially sustainable, evidence‐based models that strengthen the integration of the CHW/P workforce into the County’s health and social service safety net. · Connect CHW/Ps to high‐quality jobs with transferable skills, pathways for professional growth, and wages that support them in thriving.

In regard to equitable contracting, HCSA has begun revamping our procurement processes and how we think of contracting, standing up a new Community Coalitions model in a way that encourages partnerships among smaller, grassroots organizations with deep ties to specific communities and other, larger community-based organizations (CBOs).

HCSA laid the groundwork for new community roles by creating an Outreach and Health Education Network through contracts with 19 CBOs over the first two years of the pandemic. Each contract was administered and monitored separately, and a learning community supported sharing of resources and strategies across partner organizations. Based on community listening sessions, HCSA staff redesigned the next procurement for this work to allow for greater community participation and voice. Starting with a $12.2M investment in Community Resilience (CR) Coalitions reaching towards vaccine equity and community resilience and recovery after the pandemic’s losses, Alameda County’s model emphasizes investment and trust in the lived experiences of community members and the grassroots wisdom of community-based organizations over traditional procurement and contracting. CR Coalitions are beginning their work by ensuring equitable access to vaccine and will continue with other activities designed to address the social and structural determinants of health at individual, community, and population levels.

Over time, Coalitions can link populations to quality care and promote individual and community wellness through health education, linkages to needed resources like financial assistance, and meaningful community engagement.
(II) Strengthening the data quality of the recipient’s Homeless Management Information System.

Beginning in 2020, all participating agencies are required to identify an “Agency Liaison” for HMIS. The Agency Liaison is responsible for working with the HMIS Lead to identify and correct data quality issues.

The Agency Liaisons also attend monthly meetings to review data quality and performance.

Alameda County convenes monthly meetings of Agency Liaisons, provides ongoing trainings to support 1661

agencies to improve and maintain data quality, and runs systemwide reports for review by HMIS Oversight, CoC, and other CoC Committees as requested. The County also presents data quality reports to the CoC’s HMIS Oversight Committee on a quarterly basis, and to the CoC Board on a semi-annual basis.

The CoC includes the Alameda County data quality standards as part of the evaluation and scoring criteria for the annual HUD CoC Local Competition for funding. The CoC also collaborates with funders to include data quality standards in program contracts and monitoring, as well as performance incentives and reporting requirements for funding. Our community has also been engaged with HUD Technical Assistance providers (ICF) regarding HMIS data quality over the past few years for support in building out and implementing our Data Quality Plan.
(III) Increasing capacity for pooling and aligning housing and services funding from existing, mainstream, and new funding.

Homelessness is a countywide problem with an unequal distribution across our 14 cities and unincorporated areas. In response, resources and new investments continue to be deployed across five regions to reflect need and proportion of unhoused residents across the County: North (Berkeley, Emeryville, Albany), Oakland (Oakland and Piedmont), Mid (Alameda, Hayward, San Leandro, Unincorporated Areas), South (Fremont, Newark, Union City), and East (Dublin, Pleasanton, Livermore).

As new funding becomes available, and following the County’s previous approach, the 2022 PIT Count will be used to determine regional allocations, and the County, local cities, and the Continuum of Care will collaboratively plan and review programming and projects in each region. Cities can also apply to an Innovation and Acceleration Fund for special investments in capacity-building or acceleration of new projects. The regional approach fosters alignment with methods previously used to administer State funds, including Homeless Emergency Assistance Program (HEAP) and Housing and Homelessness Assistance Program (HHAP). Layered with our community’s System Modeling, regional coordination prioritizes localized interventions within the context of a countywide system. Further, Alameda County is a participant in the Bay Area’s Regional Action Plan which provides a practical framework, adopted across our 9 counties, with the goal of reducing homelessness by 75% through aligning future federal and state investments.

In addition, the County continues to pool available resources from across County departments that receive funding dedicated toward homelessness, to see critical projects over the finish line. For example, this includes aligning CalAIM Medi-Cal revenue to support the provision of services at new supportive housing sites, including Homekey units; using HHIP funding in partnership with our Managed Care Plans to invest in new housing development by establishing a local operating subsidy pool out of county HCD where HDAP, HHIP, and other funding sources can be committed to competitively-bid housing projects in need of operating funds; and using MHSA to support capital development of housing projects with other local funds committed.
(IV) Improving homeless point-in-time counts.

The 2022 Street Count methodology followed an established, HUD-approved approach commonly called a blitz method followed by a sample survey. Very significantly, a change was made in the use of GPS enabled smartphones in data collection using an ESRI Survey 123 application developed and customized by Applied Survey Research (ASR) to conform to HUD data collection requirements. The application was also a tool to document compliance with the COVID-19 safety precautions established by the PIT Count Planning Committee. Also, improvements were made in pre-Count planning efforts to deploy Count teams virtually, wherever possible, thereby avoiding the need for centralized deployment centers where COVID19 transmission risks would be greater.

Planning has already begun to continue and build upon these improvements for the next PIT Count. In addition, our Managed Care Plan partners have committed to making one-time HHIP investments in PIT Count data collection and reporting for our 2024 Count. 1662

(V) Improving coordinated entry systems to strengthen coordinated entry systems to eliminate racial bias, to create a youth-specific coordinated entry system or youth-specific coordinated entry access points, or to improve the coordinated entry assessment tool to ensure that it contemplates the specific needs of youth experiencing homelessness.
* System improvements include collecting client preferences related to what cities within the County they want to live in and what type of housing they are willing to accept (i.e. shared, SRO, studio etc.). Using this data to match people to housing that aligns their self-stated preferences will more quickly connect people to permanent housing resources they want and create a more efficient system for matching by reducing the number of times people are matched and decline because the opportunity does not meet their needs or preferences. This is expected to launch at the end of Q1 of CY 23. · Alameda County has a robust matching and referral team that ensures housing resources are effectively matched to people based on need using a dynamic housing queue with banded threshold scoring that maps to differing levels of need. For example, a PSH priority list is generated from the highest scores on the housing queue along with other threshold indicators such as chronic homelessness and disability.

Other permanent housing resources such as RRH wouldn’t require the same level of scoring for vulnerabilities/housing barriers given that its intended to serve a different population of people experiencing homelessness.
· Alameda County currently has one physical access point location that specifically serves transitional age youth that opened this year. This is expected to expand to 2 physical access points by the end of Q2 CY

23. There is also an increase in staff positions for Coordinated Entry specialists, including hiring peer specialists, in order to better serve the TAY population through housing problem solving services and Coordinated Entry assessments and referrals. TAY can access services through these access points regardless of where they live within the County and all services can be provided by phone or virtually depending on the preferences of the client.
· Alameda County’s Coordinated Entry System looks at referrals to permanent housing resources disaggregated by race and ethnicity on a regular basis in order to quickly identify equity issues. To date, Alameda County has been serving Black/African American/African people at higher rates than the rates observed in the 2022 PIT Count.
· Alameda County is piloting connecting CalAIM Housing Navigation services to Access Points more directly in 2023. This includes an expansion of housing navigation slots and matching people more quickly and efficiently from the housing queue to a housing navigator connected to an access point in their region that serves the subpopulation that the individual is a part of. In most cases this will be the access point where they received housing problem solving services and a Coordinated Entry assessment. This is being done in order to shorten the amount of time people are waiting to get matched to navigation and to facilitate improved warm hand-offs, which we hope will ultimately lead to people securing housing more quickly.
· A third-party evaluator was hired to analyze the Coordinated Entry Assessment tool and found that there were not significant differences in scoring distribution between TAY without minor children when compared to other adults or between TAY with minor children and other adults with minor children. · Alameda County will be working with organizations serving domestic violence, intimate partner violence, gender-based violence and trafficking survivors to create access points specifically to serve the unique needs of these households. Tracking will be done in a HMIS-comparable database; however, housing problem solving services will be a key component of their work, along with coordinated entry assessments that can be de-identified for the purposes of matching and referral to permanent housing resources matched through Coordinated Entry.

The Coordinated Entry System began collecting data on individuals’ last permanent address (including if 1663

they stayed with family or friends for 30 days or more before becoming literally homeless). This data will be analyzed alongside regional data (like Urban Institute data) in order to look at the effects of adding a scored question to the Coordinated Entry assessment to target households from areas most impacted by economic disparities and displacement, our hypothesis is that this may be another means to further advance racial equity in our Coordinated Entry System.

Question 8
*Responses to these questions are for informational purposes only.

What information, guidance, technical assistance, training, and/or alignment of resources and programs should Cal ICH and other State Agencies prioritize to support jurisdictions in progressing towards their Outcome Goals, Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness, and/or would otherwise help strengthen local partnerships, coordination, planning, and progress toward preventing and ending homelessness? Information, Guidance, and Technical Assistance
Technical assistance related to goal setting (generally) Trainings on topics of equity
Alignment of Resources and Programs
In the space below, please describe what Cal ICH and other State Agencies should prioritize related to alignment of resources and programs, strengthening partnerships and collaborations, or any other ways that State can support communities’ progress:

Untitled
There are too many related but different goal-setting and goal-obtaining processes in place that don’t align well (and may differ still from local efforts already established and developed over years and with multiple stakeholders involved). For example, our community adopted a strategic plan to drastically reduce homelessness over a five-year period, which includes setting system performance goals to gauge progress and inform our efforts to achieve race equity. However, Cal ICH requires through HHAP-3 and HHAP-4 that we track progress against system performance measures they selected using baseline data that we are not able to substantiate through our own HMIS, and therefore will look much different than what we are tracking and reporting publicly as part of our coordinated community plan. HHIP through DHCS is using a set of system performance measures to look at progress for managed care plan members and is defining those measures differently than either effort described above. In addition, HUD requires reporting on system performance measures where progress is used to inform NOFO competitiveness but using a universe of data in HMIS that isn’t reflected in the State’s efforts. This makes planning, tracking, and communicating out to stakeholders tenuous to say the least. 1664

Part IV. Funding Plan Strategic Intent Narrative
Question 1
Eligibe Use 1
Eligible Use Category Intended to be Supported
with HHAP-4

1. Rapid rehousing
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

19.40% Youth Set Aside? (%)

0.00%
Activities to be Supported with HHAP-4
Rental assistance dollars and housing deposits to secure units which is made available centrally across providers in our system, as well as funding to bridge subsidy gaps for people in RRH or RRH/bridge to PSH housing. Funds are also used to cover people rental assistance costs including housing deposits for people enrolled in our Housing Community Supports program through CalAIM but are not enrolled in managed care (and therefore not Medi-Cal billable).

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
Our Home Together 2026 Community Plan identifies (and quantifies) the need for flexible rental assistance resources for a variety of individuals and households that may not be able to fully take over the rent within established timeframes for rapid rehousing, and who won't likely be prioritized for an ongoing subsidy through our homeless response system. Using HHAP-4 resources to bridge these rental assistance and housing deposit gaps for this population is critical. Shallow subsidies and flexible financial assistance have also been identified as key strategies for achieving greater race equity in recognition that not everyone needs PSH to end their homelessness, and rental assistance/financial supports is key in addressing the economic factors that contribute to someone's homelessness.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
ESG-CV funds were used to support our Project Roomkey Housing Transitions program that provided housing exits to PRK guests through rapid rehousing and bridge housing rental assistance. However, as ESG-CV funds are both exhausted and expiring, there are some individuals who continue to require rental assistance support who have not been able to transition to a longer-term subsidy. HHAP-4 funds will be leveraged to fill those critical gaps as needed. Similarly, HHAP-4 funds are made available to complement the CalAIM Housing Community Supports program for people who are moving into housing and need rental assistance support but are not enrolled in managed care Medi-Cal.

Eligibe Use 2
Eligible Use Category Intended to be Supported
with HHAP-4

3. Street outreach
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

13.20% Youth Set Aside? (%)
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1.90%
Activities to be Supported with HHAP-4
HHAP-4 funds will continue to be used to support two key programs that serve as front doors to our system: 1- street health outreach teams covering 14 zones across the County (each zone serves approximately 500 unsheltered residents with a staffing ratio of approx. 1:140). Services include outreach and engagement, urgent medical triage, and housing services (including CE assessments, housing problem solving, and connection to available resources); and 2) outreach and coordination services through Coordinated Entry Access Points (formerly called Housing Resource Centers). There are currently 12 CE access points countywide, including one specific to TAY. All access points fund staff that provide light-touch outreach and coordination services for everyone in their assigned region, including outreach and engagement, housing problem solving and CE assessments, connection to other resources, and support locating people when a match to a resource becomes available.

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
Investment in street outreach teams and Coordinated Enty access points is critical to ensuring a functioning homeless response system that can identify people experiencing homelessness, engage them in the system, triage immediate needs, and maintain contact while working to resolve their homelessness. These teams are essential to ensuring that there is broad access to all available housing resources across the system and to ensure an available touchpoint to the system for everyone experiencing homelessness.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
The programs supported by these HHAP Street Outreach funds serve as another example of how HHAP funds are being braided with other more stable funding sources to ensure everyone can be served. With Street Health Outreach, our Health Care for the Homeless's HRSA grant along with some MHSA comes together to provide a baseline of funding, but it is not sufficient to cover costs for teams operating in all 14 zones, so HHAP funds are leveraged to cover the remaining teams. With the outreach staff at Coordinated Entry Access Points, we have a HUD CoC CES grant that provides annual funding for approximately 25% of total access point expenses, with HHAP contributing specific funding for the outreach services. Previously, our Whole Person Care pilot funded outreach encounters as part of our Coordinated Entry system, but with the end of WPC, HHAP funds were installed to take over this funding.

Eligibe Use 3
Eligible Use Category Intended to be Supported
with HHAP-4

4. Services coordination
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

14.60% Youth Set Aside? (%)

0.00%
Activities to be Supported with HHAP-4
As with prior rounds of HHAP, HHAP-4 funds continue to be built out to support the local match for CalAIM/Medi-Cal funded housing services for people who are not in managed care. Currently, we have approx. 2,000 people receiving housing navigation and tenancy sustaining services in our system, and have plans to scale up these services in 2023 to over 3,000 people/service slots. Service coordination provided includes navigating people to access available housing, including supporting document 1666

readiness, interviews with landlords, identifying appropriate housing opprtunities, etc. and tenancy sustaining services which focus on housing support plans to increase housing retention and ensure people are connected to their communities and other provision of services as needed to ensure housing stability.

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
Approximately 26% of the population thus far is not billable to Medi-Cal because they are either ineligible, have lost connection, or are in Fee for Service which CalAIM doesn't cover. Alameda County set a local intention, aligned with our values, that everyone should have access and consideration for resources, regardless of their insurance status. As such, that means that we prioritize people for housing navigation and tenancy sustaining services based on our housing queue for Coordinated Entry. Those individuals receive service coordination to help them access and maintain housing, regardless of whether they are in managed care. As such, this requires ongoing identification of funds to support these critical funding gaps for services.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
Similar to the description for how this is a strategic use of funds, HHAP dollars are being leveraged with Medi-Cal to ensure funding coverage for everyone receiving services, and the use of HHAP funding in this area is critical for bringing CalAIM and HHIP programs to scale, while acknowledging that not everyone in our homeless system can maintain steady managed care Medi-Cal enrollment.

Eligibe Use 4
Eligible Use Category Intended to be Supported
with HHAP-4

5. Systems support
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

11.90% Youth Set Aside? (%)

3.20%
Activities to be Supported with HHAP-4
System Support funds continue to be used across a variety of activities, including supportive housing pipeline coordination, CoC infrastructure including our Emerging Leaders Program (supporting people with lived expertise to participate in our CoC), CE data reporting, HMIS infrastructure expansion, and infrastructure support for building out our Youth system of care including direct support for the Youth Advisory Board (YAB).

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
Our use of HHAP-4 funds on systems support activities is strategic as it is often the only funding source we have that can be used on infrastructure/capacity/and coordination activities (most of our other funding is restricted to various categories of direct service). As identified in our Home Together Plan, one of our four community goals is to 'strengthen coordination, communication and capacity' in order to effectively administer resources and ensure movement through the system to the identified housing pathways. This goal has been historically underfunded within homeless systems, so we continue to prioritize this use of HHAP to ensure adequate infrastructure to support housing people.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of 1667

other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
As noted, there is not a lot of other funding available for this purpose, so a majority of these system needs have been built into HHAP for the time being. As with the majority of HHAP-funded activities, these funds are often braided with others (e.g. System Support funds for HMIS are paired with local general fund, and HUD CoC grant funding to expand system admin services with our HMIS vendor, build out HMIS trainings, and expand licensure). Because we don't see year over year increases in some of our stable funding such as general fund or HUD grants, the HHAP dollars are leveraged to continue expanding the system and fill in those funding gaps. We continue to apply for HUD CoC expansion grants to provide long-term funding for these efforts, in which case, if funds were awarded, then HHAP dollars could be repurposed to other areas of the system.

Eligibe Use 5
Eligible Use Category Intended to be Supported
with HHAP-4

7. Prevention and diversion
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

14.10% Youth Set Aside? (%)

0.00%
Activities to be Supported with HHAP-4
As with the previous 3 rounds of HHAP, a significant portion of funds are invested in prevention and diversion activities at the front door of the homeless system, including our Coordinated Entry Access points and 2-1-1 Information and Referral. Each round of HHAP has provided complimentary funding for 1 year of access point contracts to provide prevention/diversion activities including housing problem solving, an activity provided to all residents seeking services prior to enrollment in Coordinated Entry, and paired with flexible financial assistance as needed.

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
One of the greatest needs of our system is being able to rapidly resolve someone's homelessness at the front door of the system, or prevent their homelessness through problem solving activities and the administration of one-time flexible financial assistance. Our goal is to build out this practice with more access points to the system so that we don't automatically assess and enroll people in Coordinated Entry where we know housing exits are limited and prioritized for those with the highest needs. If we can provide rapid resolution, then our crisis and housing queues won't be as long and our need for shelter will also decrease.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
As most other funding resources are tied to interim housing/permanent housing/supportive services, HHAP is one of the few sources that supports front-door activities that compliment the federal HUD funding for Coordinated Entry, allowing those funds to support foundational CE requirements, while HHAP allows for expansion of those services to build out the role of access points in our system.

Eligibe Use 6
Eligible Use Category Intended to be Supported
with HHAP-4
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8. Interim sheltering (new and existing)
Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

22.40% Youth Set Aside? (%)

5.00%
Activities to be Supported with HHAP-4
Previously, we utilized operating subsidies to support interim housing projects in partnership with our 14 city jurisdictions, providing funds in this category to each city based on their proportion of the homeless population using PIT Count data. With the addition of the Interim Sheltering Category in HHAP-3, we shifted the majority of this funding to this category to more adequately match the intended uses and provide flexibility in supporting the variety of interim housing projects in each region. Funds will continue to support many of the same projects supported in earlier rounds, including navigation centers, tiny homes, safe parking sites, and emergency shelter. We continue to meet with our city partners for planning and coordination. There is also a new TAY shelter slated for opening in Spring 2023 (operator:

Covenant House) that will continue to receive HHAP youth funds to support this critical project.

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
As discussed in Table 4 Outcome Goals, our Home Together Plan calls for new funding to provide a temporary surge of shelter to address the unsheltered crisis in our community. We believe this surge could be temporary in that once the system has enough permanent housing to exit to, the need for shelter will decrease. Our Home Together Plan calls for an addition of 1,625 shelter units over the next two years to help address the current unsheltered population. While HHAP-4 funds will only sustain for a year the projects the interim housing that has been brought online the past few years through today, these funds are critical to maintain that inventory and allow for expansion in cities that are proposing new projects.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
Other funding will need to be identified to pair with HHAP funds to support new interim housing projects that have come online, including some cities that are braiding HHAP with city general funds. As our federal HUD CoC package has shifted substantially over the years away from funding shelter and transitional housing (in favor of bringing on more PSH and RRH), ongoing stable funding for interim housing is one of our system's biggest gaps. The County's Social Services Agency provides a bed night rate to longstanding shelter programs using County General Fund, and we continue to partner with them in the hopes of expanding the County's local funds to support additional beds and higher bed night rates to make shelter budgets whole.

Table 7. Demonstrated Need
# of available shelter
beds
3,229
# of people
experiencing
unsheltered
homelessness in the
homeless point-in-time
count
1669

7,135
Shelter vacancy rate
(%) in the summer
months

52.00%
Shelter vacancy rate
(%) in the winter
months

36.00%
% of exits from
emergency shelters to
permanent housing
solutions

36.00%
Describe plan to connect residents to permanent housing.

Shelter vacancy rates continue to be artificially high due to maintaining pre-COVID inventory levels in HMIS/HIC (per discussion with HUD) even though up to 50% of beds in existing congregate shelter sites have been offline since COVID decompression and temporary facility closures began in 2020 (many programs have not yet returned to their full capacity at pre-COVID levels). Inventory/total beds were not reduced in our HIC per community decision, so vacancy rates reflect all of the beds that remain unavailable in congregate settings. Since this may end up being a long-term situation, our CoC will revisit whether to remove those beds from HMIS in the future, so that are occupancy rates don't appear artifically low compared to actual available inventory. Also impacting the vacancy rate is the fact that we still have some shelter programs where people coming in are not reflected through the Coordinated Entry crisis queue and aren't recorded in HMIS. We would like to see all shelters enrolled in HMIS and using CE, but there are still a few whose inventory is added manually to the HIC/HMIS bed inventory, but utilization isn't captured there. These are usually privately-funded/faith-based programs that in the absence of County funding don't have the same program requirements.

The goals for use of HHAP funds is to support more non-congregate shelter options that can offset beds no longer in use, as well as increase interim housing in general, beyond existing levels. Shelter residents are connected to our Coordinated Entry system- those interested in crisis resources are put in the crisis queue which is used to fill shelter and other interim housing beds, and those who screen as high priority are assessed further for matching to permanent housing. Most new interim housing programs coming online include flexible funding/exit resources in their program budgets to support housing exits for those who aren't prioritized for a housing subsidy through CE. The community's goal in bringing on more noncongregate shelter, as discussed in our Home Together 2026 Community Plan, is to invest in sites that can eventually be converted to permanent housing (the Roomkey to Homekey model) with an assumption that resources for unsheltered homelessness will eventually decrease over our 5 year plan as we increase exits to permanent housing. Our System Modeling plans for a one-time shelter surge (which, if funded, would add 1,625 shelter units temporarily to our system) to address the current large numbers of unsheltered people, while housing capacity is built up in parallel.

Eligibe Use 7
Eligible Use Category Intended to be Supported
with HHAP-4

10. Administrative (up to 7%)
1670

Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the

4.50% Youth Set Aside? (%)

0.00%
Activities to be Supported with HHAP-4
Administrative/indirect expenses including contracting, finance, IT, and administrative staff costs for positions that support contracting with HHAP funds.

How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system?
Use of funds to cover administrative expenses is required to effectively administer any grant program and funding for any program of this size. We administer approximately 50 contracts each year that include HHAP funding. If we don't adequately support staff capacity and infrastructure to administer funds at this scale, then we risk not being able to utilize the funding within the given timeframes.

How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)?
Our use of admin/indirect funds has been fairly consistent across all revenue sources regardless of the origin, as required to administer the associated funding and provide program oversight and contract monitoring and evaluation as well as required grant reporting.

Question 2
Please describe how the planned investments of HHAP-4 resources and implementation of the activities to be supported will:

Help drive progress toward achievement of the Outcome Goals and Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness (as identified in Part II above):

Planned investments of HHAP-4 funds include continued support in a few key areas of our homeless system, most notably Coordinated Entry access points, street health outreach teams, housing support services (housing navigation and tenancy sustaining services), and regional interim housing projects (these represent the majority of funding, although there are other critical activities supported by these funds). Each of these programs contributes significantly to overall system performance and outcome projections during the goal-setting process. Coordinated Entry access points and their associated prevention/diversion/outreach activities directly impact goals such as 1b and 6 (unsheltered homelessness and successful placements from outreach) since resources at the front door of the system can help connect people to shelter, and housing through problem solving and financial assistance, thereby impacting exits to housing (#3), and length of time in the system (#4). Continued support of access points is critical to ensuring flow through the system. Similarly, funding for our street health outreach teams impacts these same goal areas as another essential front door to the system (impacting unsheltered homelessness, successful placements, and housing exits). Our housing services/coordination programs have direct impact in two key goal areas: providing housing navigation supports consumers with housing exits to supportive housing prioritized for those with the most barriers to housing (although these aren’t necessarily captured in the methodology for goal 3 since they stay enrolled in a PSH project) and supporting housing retention (and therefore preventing returns to homelessness) for those prioritized for PSH and receiving ongoing tenancy sustaining services. We currently provide housing navigation and tenancy sustaining services to approximately 2,000 people and hope to expand services to over 3,000 in 2023.

Help address racial inequities and other inequities in the jurisdiction’s homelessness response 1671

system:

Our Coordinated Entry system was redesigned the last few years to make key changes in response to system inequities with race, particularly Black or African American people experiencing homelessness (11% in the general population versus 54% in the County’s homeless system). As mentioned above, HHAP is a key funding source for our CE access points as well as street health outreach teams. The design and expansion of all access points as well as street health outreach teams and the associated CE workflows/functions they provide are meant to address the overrepresentation of Black or African American people experiencing homelessness in our County by ensuring more neighborhood-based access points, adding and eliminating assessment questions based on how the assessment tool behaved in response to different racial groups, and adding more resources and ‘up front’ housing problem solving and flexible funding to specifically address economic barriers to homelessness that were identified by our BIPOC populations with lived expertise.

Be aligned with health and behavioral health care strategies and resources, including resources of local Medi-Cal managed care plans:

Our HHAP-4 funding plan aligns well with the homeless system investments that our Medi-Cal managed care plans have made through HHIP and CalAIM. For example, HHIP funds are being used to incentivize provider capacity building by funding gaps in provider costs to recruit, hire, train, and onboard staff who can then build up to a full caseload for CalAIM Housing Community Supports. The HHIP funds support capacity-building for CalAIM, while HHAP funds are leveraged to cover services for the portion of our homeless population that are not eligible or enrolled in managed care (currently at 26% in our community although efforts are underway to lower this number as more people become eligible for managed care).

There are also some service coordination expenses incurred by providers for housing navigation and tenancy sustaining services that are not covered through CalAIM billing that are supported with HHAP funding (e.g. housing deposits, back rent, utility start-up, etc. totaling above $5,000; furniture and household items needed for move-in). Similarly, we are working in close partnership with our managed care plans (MOUs that detail our work together under HHIP are currently being finalized) to develop a Medi-Cal billable model for some of the services provided by street health outreach teams, as they are not a covered part of CalAIM ECM or Community Supports. However, not all of their services can be transitioned to a billing structure, and HHAP-4 will fund those portions that cannot.

Support increased exits to permanent housing among people experiencing homelessness:

As previously mentioned, Alameda County has a large CalAIM Housing Community Supports program and chose to operate this program with local match funding as well to ensure everyone can be served based on CE priority, not based on who happens to be a managed care plan member. The HHAP funds that support additional housing navigation in our County directly impact the number of people that can access housing opportunities through our system. We have found that if people don’t have an assigned navigator working with them, then even if a housing opportunity is made available, the majority of the time they are unable to access it on their own, due to the extensive documentation, paperwork, landlord interviews, etc. that are required to secure a unit. Ensuring services and coordination helps people move through the system much quicker than without that support. We have also seen that a lot of our interim housing programs have stronger exits to housing than for people who are living on the streets, reinforcing the use of HHAP-4 funds to support regional interim housing projects that can ‘hold’ people and work with them on housing exit plans with greater success. Furthermore, although it’s been discussed throughout our application, the use of HHAP funds toward CE access points includes funding the housing problem solving, and flexible financial assistance provided at the front door to our system. We are hopeful that by providing more of this type of intervention, we can more quickly return people to housing who don’t require more intensive system resources.

HHAP-4 funds also continue to support system resources for coordinating our supportive housing pipeline and working in close partnership with the City of Oakland specifically on their homeless housing pipeline.

Coordination of these projects coming online as well as the site-based services provided by the County will continue to support housing exits and are a key component of our Home Together 2026 Community Plan 1672

(to strengthen this type of collaboration and coordination through mutual tracking of data and outcomes related to housing development).
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Certification
I certify that all information included in this Application is true and accurate to the best of my knowledge.

Yes
1674

-
Attachment A
Table 1. Landscape Analysis of Needs and Demographics
People Experiencing Source and
Homelessness Date Timeframe of Data
Population and Living Situations
TOTAL # OF PEOPLE EXPERIENCING HOMELESSNESS 21511 APR County FY (CFY) 2021-2022 # of People Who are Sheltered (ES, TH, SH) 2612 2022 PIT Count # of People Who are Unsheltered 7135 2022 PIT Count
Household Composition
# of Households without Children 16067 APR CFY 2021-2022 # of Households with At Least 1 Adult & 1 Child 1247 APR CFY 2021-2022 # of Households with Only Children 113 APR CFY 2021-2022 Sub Populations and Other Characteristics
# of Adults Who are Experiencing Chronic Homelessness 6605 APR CFY 2021-2022 # of Adults Who are Experiencing Significant Mental Illness 8125 APR CFY 2021-2022 # of Adults Who are Experiencing Substance Abuse Disorders 4053 APR CFY 2021-2022 # of Adults Who are Veterans 1237 APR CFY 2021-2022
# of Adults with HIV/AIDS 453 APR CFY 2021-2022
# of Adults Who are Survivors of Domestic Violence 3107 APR CFY 2021-2022 # of Unaccompanied Youth (under 25) 101 APR CFY 2021-2022 # of Parenting Youth (under 25) 147 APR CFY 2021-2022
# of People Who are Children of Parenting Youth 184 APR CFY 2021-2022 Gender Demographics
# of Women/Girls 9680 APR CFY 2021-2022
# of Men/Boys 11125 APR CFY 2021-2022
# of People Who are Transgender 85 APR CFY 2021-2022
# of People Who are Gender Non-Conforming 57 APR CFY 2021-2022 Ethnicity and Race Demographics
# of People Who are Hispanic/Latino 3621 APR CFY 2021-2022 # of People Who are Non-Hispanic/Non-Latino 17087 APR CFY 2021-2022 # of People Who are Black or African American 11793 APR CFY 2021-2022 # of People Who are Asian 526 APR CFY 2021-2022
# of People Who are American Indian or Alaska Native 737 APR CFY 2021-2022 # of People Who are Native Hawaiian or Other Pacific Islander 336 APR CFY 2021-2022 # of People Who are White 5529 APR CFY 2021-2022
# of People Who are Multiple Races 1477 APR CFY 2021-2022 *If data is not available, please input N/A in the cell and explain why the data is not available below:
1675

Attachment B
Table 2. Landscape Analysis of People Being Served
Permanent
Supportive
Housing
(PSH)
Rapid
Rehousing
(RRH)
Transitional
Housing
(TH)
Interim Housing or
Emergency Shelter
(IH / ES)
Diversion Services
and Assistance
(DIV)
Homelessness
Prevention Services &
Assistance (HP)
Outreach and
Engagement
Services
(O/R)
Other: Coordinated Entry Source(s) and Timeframe of Data Household Composition
# of Households without Children 2078 1999 788 4271 3539 319 3770 5384 APR County FY (CFY) 2021-2022 # of Households with At Least 1 Adult
& 1 Child 231 377 81 255 364 4 20 504 APR CFY 2021-2022 # of Households with Only Children 2 1 2 84 1 0 18 2 APR CFY 2021-2022 Sub-Populations and Other
Characteristics
# of Adults Who are Experiencing
Chronic Homelessness 1531 1071 364 1921 2331 10 2053 3533 APR CFY 2021-2022 # of Adults Who are Experiencing
Significant Mental Illness 1774 870 398 1245 2197 43 1827 3354 APR CFY 2021-2022 # of Adults Who are Experiencing
Substance Abuse Disorders 905 400 171 717 1237 10 1044 1910 APR CFY 2021-2022 # of Adults Who are Veterans 225 528 97 165 122 144 131 210 APR CFY 2021-2022 # of Adults with HIV/AIDS 166 50 19 56 112 0 60 174 APR CFY 2021-2022 # of Adults Who are Survivors of
Domestic Violence 609 377 165 502 1175 26 535 1755 APR CFY 2021-2022 # of Unaccompanied Youth (under
25) 41 100 172 361 237 12 731 419 APR CFY 2021-2022
# of Parenting Youth (under 25) 0 35 35 0 59 0 1 77 APR CFY 2021-2022 # of People Who are Children of
Parenting Youth 0 43 44 34 81 0 1 101 APR CFY 2021-2022 Gender Demographics
# of Women/Girls 1418 1432 384 2056 2121 139 1558 3153 APR CFY 2021-2022 # of Men/Boys 1650 1878 629 3221 2407 195 2200 3627 APR CFY 2021-2022 # of People Who are Transgender 18 10 6 22 11 3 20 24 APR CFY 2021-2022 # of People Who are Gender NonConforming 2 5 12 16 14 2 14 28 APR CFY 2021-2022 Ethnicity and Race Demographics
# of People Who are Hispanic/Latino 459 566 179 947 849 42 670 1200 APR CFY 2021-2022 # of People Who are NonHispanic/Non-Latino 2623 2752 837 4252 3558 293 3139 5437 APR CFY 2021-2022 # of People Who are Black or African
American 1656 1897 639 2796 2389 236 2092 3753 APR CFY 2021-2022 # of People Who are Asian 79 69 23 152 108 8 81 162 APR CFY 2021-2022 # of People Who are American Indian
or Alaska Native 90 90 42 202 138 16 166 218 APR CFY 2021-2022 # of People Who are Native Hawaiian
or Other Pacific Islander 45 48 21 106 95 3 70 116 APR CFY 2021-2022 # of People Who are White 915 943 203 1450 1276 61 1130 1783 APR CFY 2021-2022 # of People Who are Multiple Races 298 264 85 331 292 10 247 457 APR CFY 2021-2022 *If data is not available, please input N/A in the cell and explain why the data is not available below:
1676

i l t l t i i " " i l i
Attachment C
Table 3. Landscape Analysis of State, Federal and Local Funding Funding Program
(choose from drop down opt ons)
Fiscal Year
(se ec al hat apply)
Total Amount
Invested into
Homelessness
Interventions
# of Vouchers
( f appl cable) Funding Source*
Intervention Types Supported with Funding
(select all that apply)
Brief Description of Programming and
Services Provided
Populations Served
(please x the appropr ate popu at on[s])
Bringing Families Home (BFH) - via
CDSS
FY 2021-2022 $ 887,778.00
State Agency
Rental Assistance/Rapid
Rehousing Funds awarded in FY 21/22 ($2,663,334) to
Alameda County's Social Services Agency
through the children's welfare system.

Funds estimated to be spent evenly over
the 3-year grant term (through FY 23/24).

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 887,778.00 Systems Support Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 887,778.00 People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (Families with Minor
children)
CalAIM Community Supports (In Lieu
of Services) - via DHCS
FY 2021-2022 $ 11,255,660.00 n/a
State Agency
Permanent Supportive and
Service-Enriched Housing Primarily PSH - services, with some Housing Navigation. More than half is for tenancy
sustaining services to support people more
long-term with housing retention once
housed. The projected increase in funds
each year is to reflect growing capacity
to serve more people over time.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 11,255,660.00 n/a x People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 14,632,358.00 n/a People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 19,022,065.00 n/a People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (please enter
here )
California COVID-19 Rent Relief
Program - via HCD
FY 2021-2022 $ 53,000,000.00
State Agency
Rental Assistance/Rapid
Rehousing Includes amounts allocated to the County,
and cities of Fremont and Oakland. Not all
funds supported individuals who were
likely to become homeless if they lost their
housing. These are 1x funds expected to
be fully expended within the fiscal year.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$ - Administrative Activities People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (at risk of
homelessness)
CalWORKs Housing Support Program
(HSP) - via CDSS
FY 2021-2022 $ 9,129,463.00
State Agency
Rental Assistance/Rapid
Rehousing RRH and Supportive Services for families
on CalWORKS - RRH rental assistance
(60%) to RRH services (40%). Funds are
projected based on renewable/base
grant amounts.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 9,129,463.00 Systems Support Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 9,129,463.00 Administrative Activities People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 9,129,463.00 People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (Families with
Minor children )
Community Care Expansion - via
CDSS
FY 2022-2023 $ 37,239,855.98 State Agency Permanent Supportive and Service-Enriched Housing
Residential care options for seniors and
adults with disabilities. Funds support
acquisition, rehab, and construction of
adult and senior care facilities, communitybased residential care facilities, including PSH and recuperative care sites, for a total
of 5 projects with estimated project
budgets/timelines. The largest projects are
BACS ($19.4M) and APC ($15.5M) where
it's anticipated funds will be used this FY for
acquisition.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2023-2024 $ 2,330,894.83 Systems Support Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2024-2025 $ 1,661,983.38 People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (Seniors, Adults w/
disabilities)
Community Development Block Grant
(CDBG) - via HUD
FY 2021-2022 $ 337,221.00
Federal Agency
Permanent Supportive and
Service-Enriched Housing Renewable CDBG funds currently used across several different interventions,
including facility enhancements, to
support people experiencing
homelessness, people at risk, seniors, and
people who are homeless with HIV/AIDS.

Amounts estimated based on current
annual allocation.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 337,221.00 Outreach and Engagement People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 337,221.00 Systems Support Activities People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 337,221.00 Interim Housing/ Congregate/
Non-Congregate Shelter
People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (seniors, homeless
w/ HIV/AIDS, homeless,
low-income)
Community Development Block Grant
- CV (CDBG-CV) - via HUD
FY 2021-2022 $ 10,000,000.00
Federal Agency
Permanent Supportive and
Service-Enriched Housing
1x funds used to support both Homekey
sites awarded to Alameda County ($5M
each) in FY 21/22 only.
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$ - X People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (please enter
here )
Continuum of Care Program (CoC) -
via HUD
FY 2021-2022 $ 39,150,229.00
Federal Agency
Systems Support Activities Interim Housing/ Congregate/ Non-Congregate Shelter
The HUD CoC grants focus primarily on PSH
rental assistance (and accompanying
services) for formerly homeless households
already in housing, with some funding
focused on RRH and TH, including some
grants with specific subpopulations of
focus.
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 40,087,543.00 Administrative Activities X People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 40,087,543.00 Permanent Supportive and
Service-Enriched Housing
People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 40,087,543.00 Rental Assistance/Rapid
Rehousing
People Exp Substance
Abuse Disorders
X Unaccompanied Youth X Other (gender-based
violence)
Emergency Housing Vouchers (EHVs) -
via HUD
FY 2021-2022 $ 61,714,285.00 875
Federal Agency
Permanent Supportive and
Service-Enriched Housing Rental assistance subsidies administered through partnering housing authorities for
people experiencing homelessness.

People exiting Project Roomkey hotels
were prioritized for vouchers, along with
set-aside subsidies for survivors of genderbased violence and youth. Funds represent estimated value of rental
assistance vouchers at average
unit/household size, although tenant
contributions will vary. Decreasing value
represents some attrition whereby voucher
will turnover
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 57,499,199.33 815 People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 54,727,737.93 776 People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 53,085,905.79 753
People Exp Substance
Abuse Disorders
X Unaccompanied Youth X Other (gender-based
violence)
FY 2021-2022 $ 11,498,000.00 Rental Assistance/Rapid
Rehousing
The bulk of ESG-CV funds were used to support
exits from Project Roomkey Safer Ground sites
to permanent housing in the community In
X TARGETED POPULATIONS (please "x" all that apply )
1677

Attachment C
Emergency Solutions Grants - CV (ESG-
CV) - via HCD FY 2022-2023 $ 250,000.00
State Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
to permanent housing in the community. In
most instances, ESG-CV funds bridge housing
to PSH, and the emergency housing vouchers
specifically. For those that cannot transition to
EHV or other PSH opportunities, the ESG-CV
funds will be backfilled with other sources to
provide ongoing subsidies. State ESG-CV funds
also funded Shelter Operations for Project
Roomkey site expenses not reimbursable by
other sources.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
People Exp Chronic
Homelessness
Veterans Parenting Youth
$- Administrative Activities People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ -
People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (High risk of
complications to COVID
population, including
seniors)
Emergency Solutions Grants - CV (ESG-
CV) - via HUD
FY 2021-2022 $ 5,419,334.00
Federal Agency
Rental Assistance/Rapid
Rehousing
The bulk of ESG-CV funds were used to support
exits from Project Roomkey Safer Ground sites
to permanent housing in the community. In
most instances, ESG-CV funds bridge housing
to PSH, and the emergency housing vouchers
specifically. For those that cannot transition to
EHV or other PSH opportunities, the ESG-CV
funds will be backfilled with other sources to
provide ongoing subsidies. State ESG-CV funds
also funded Shelter Operations for Project
Roomkey site expenses not reimbursable by
other sources.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 350,000.00 Administrative Activities People Exp Chronic Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ -
People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (High risk of
complications to COVID
population, including
seniors)
Emergency Solutions Grants (ESG) -
via HUD
FY 2021-2022 $ 185,092.00
Federal Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
Federal ESG funds are used to support
emergency shelter and provide rental
assistance via RRH programs that are
attached to shelter as potential exit
strategies.
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 185,092.00 Rental Assistance/Rapid
Rehousing
People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 185,092.00 Administrative Activities People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 185,092.00 People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (please enter
here )
Emergency Solutions Grants (ESG) -
via HCD
FY 2021-2022 $ 365,315.00
State Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
State ESG funds are used to support
emergency shelter and provide rental
assistance via RRH programs that are
attached to shelter as potential exit
strategies.
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 365,315.00 Rental Assistance/Rapid
Rehousing
People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 365,315.00 Administrative Activities People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 365,315.00 People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (please enter
here )
Encampment Resolution Funding - via
Cal ICH
FY 2021-2022 $-
State Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
Round 1 funds awarded to City of
Oakland to address the Wood Street
encampment on Caltrans property. Funds
are meant to support encampment
services, operations, and development.

The response model includes outreach
services, building a new community cabin
site (up to 100 beds), and navigation
services to help people transition from the
cabins (interim housing) to permanent
housing in the community. Beds will be
brought on in 2 cohorts of 50, spanning
calendar year 2023.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 2,365,650.00 Outreach and Engagement People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 2,365,650.00 People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ -
People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other
(unsheltered/encampme
nt residents)
Family Homelessness Challenge
Grants - via Cal ICH
FY 2022-2023 $ 2,001,152.00
State Agency
Interim Housing/ Congregate/
Non-Congregate Shelter Grant awarded to City of Oakland. Will create 17 units of additional transitional
housing for families. Amount was allocated
in FY 21/22, but funds intend to be spent in
FY 22/23 to the best of our knowledge.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$ - People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (Families with Minor
Children)
FEMA Public Assistance Program
Category B - via FEMA
FY 2021-2022 $ 19,450,474.00
Federal Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
Estimate only based on 1x amount billed (and
there are no plans to bill further). Funds are to
reimburse activities during FY 21/22. No FEMA
funds for Project Roomkey have been
received to date, and there may be
additional funds discounted. Expenses billed to
FEMA include PRK hotel leases, nursing and
caregiving costs, security, and transportation.

Not included is shelter operator contracts
which aren't FEMA-reimbursable and have

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$- Systems Support Activities People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (high vulnerability
to COVID)
HOME Program - via HCD
FY 2021-2022 $ 550,000.00
State Agency
Rental Assistance/Rapid
Rehousing
HOME funds used for tenant-based rental
assistance in FY 21/22. Future uses may
change.Amounts estimated for future
fiscal years based on current annual
award amount. Not all funds will support
individuals experiencing homelessness
(includes at-risk populations, including low
and very low income families.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 550,000.00 Administrative Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 550,000.00 People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 550,000.00
People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (at risk of
homelessness; low and
very low-income
households)
HOME Program - via HUD
FY 2021-2022 $ 3,303,811.00
Federal Agency
Rental Assistance/Rapid
Rehousing
HOME Pgm award $3,303,811:

Approximately $500,000 for TBRA; $330,000
admin and the rest ($2,473,811) rental
housing development

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 3,303,811.00 Administrative Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 3,303,811.00 Permanent Supportive and
Service-Enriched Housing
People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 3,303,811.00
People Exp Substance
Abuse Disorders
Unaccompanied Youth x Other (at risk of
homelessness; low and
very low-income
households)
Home Safe - via CDSS
FY 2021-2022 $ 598,511.83
State Agency
Systems Support Activities Provides short-term supports, case management, and housing navigation
assistance to prevent homelessness
among APS clients victims in cases of

ALL PEOPLE

EXPERIENCING
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 1,496,279.58 Rental Assistance/Rapid
Rehousing
People Exp Chronic Veterans Parenting Youth
Homelessness
1678
State Agency Diversion and Homelessness among APS clients, victims in cases of EXPERIENCING People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting FY 2023-2024 $ 1,496,279.60 fraud, abuse, or self-neglect, and at risk of HOMELESSNESS Prevention Illness Youth housing insecurity. Administered by County Social Services Agency. People Exp Substance Unaccompanied Youth X Other (APS clients $ - Abuse Disorders including older adults) Permanent Supportive and $75,519,074 awarded to jurisdictions w/in AC.

FY 2021-2022 $ 2,006,686.00 Of the County's award, $2,496,000 used for X TARGETED POPULATIONS (please "x" all that apply ) Service-Enriched Housing operating subsidies; $27,049,500 in capital Interim Housing/ Congregate/ People Exp Chronic Veterans Parenting Youth Homekey (via HCD) FY 2022-2023 $ 417,771.00 awards used to purchase sites in FY 2020/2021.

Non-Congregate Shelter ALL PEOPLE Utilizing Homekey R1, 2 to purchase hotels as Homelessness State Agency well as scattered side residential homes to EXPERIENCING People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - convert to perm. shared housing. Interim HOMELESSNESS Illness Youth Housing is provided in the meantime, with a People Exp Substance Unaccompanied Youth Other (please enter plan for those residents to stay as the site is $ - Abuse Disorders here ) converted to housing in the near future.

Funds revised to reflect first three rounds of
FY 2021-2022 $ 26,962,930.80 Administrative Activities Outreach and Engagement funding allocated to County/CoC/City of x TARGETED POPULATIONS (please "x" all that apply ) Homeless Housing, Assistance and Oakland ($102.9M total). Funds per fiscal year Interim Housing/ Congregate/ People Exp Chronic Veterans Parenting Youth Prevention Program (HHAP) - via Cal FY 2022-2023 $ 37,614,155.81 Systems Support Activities reflect best estimates of spending (most Non-Congregate Shelter county contracts supported by HHAP are not ALL PEOPLE Homelessness ICH State Agency Diversion and Homelessness on a fiscal year). Due to the one-time nature EXPERIENCING People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting FY 2023-2024 $ 33,897,024.60 Prevention and end of whole person care and HEAP, most HOMELESSNESS Illness Youth of these funds have continued expanding People Exp Substance Unaccompanied Youth Other (please enter Permanent Supportive and critical countywide services. They've also been FY 2024-2025 $ 3,197,508.00 Abuse Disorders here ) leveraged as part of palnned CE access point Service-Enriched Housing expansion, with housing problem solving.

Permanent Supportive and FY 2021-2022 $ - HDAP funds include some renewable funds x TARGETED POPULATIONS (please "x" all that apply ) Service-Enriched Housing and some competitively awarded (1x). Funds Housing and Disability Advocacy Interim Housing/ Congregate/ support a flexible housing subsidy pool to People Exp Chronic Veterans Parenting Youth FY 2022-2023 $ 4,759,823.00 Program (HDAP) - via CDSS secure long-term subsidies and placements for ALL PEOPLE Non-Congregate Shelter Homelessness State Agency HDAP clients (therefore use of funds is loosely EXPERIENCING People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting FY 2023-2024 $ 8,938,404.00 Outreach and Engagement estimated based on housing projects HOMELESSNESS supported); benefits advocacy, housing Illness Youth
support and navigation for clients awaiting People Exp Substance Unaccompanied Youth Other (please enter FY 2024-2025 $ 3,723,290.00 Systems Support Activities PSH. Abuse Disorders here ) One-time Investment funding from FY 2022-2023 $ 775,000.00 Systems Support Activities Outreach and Engagement TARGETED POPULATIONS (please "x" all that apply ) Alameda County's 2 MCPs to support X
Housing and Homelessness Incentives homeless system strategies tied to People Exp Chronic Veterans Parenting Youth FY 2023-2024 $ 15,555,000.00 Administrative Activities ALL PEOPLE Program - via DHCS achieving HHIP measures. Each MCP has Homelessness State Agency EXPERIENCING Interim Housing/ Congregate/ a different timeline for paying out on People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - HOMELESSNESS Non-Congregate Shelter deliverables, but expected revenue is Illness Youth budgeted for activities between the two Permanent Supportive and People Exp Substance Unaccompanied Youth Other (please enter $ - fiscal years indicated. Service-Enriched Housing Abuse Disorders here ) Interim Housing/ Congregate/ All budgeted county funds must be spent FY 2021-2022 $ 27,800,000.00 Administrative Activities x TARGETED POPULATIONS (please "x" all that apply ) Non-Congregate Shelter during the fiscal year for which they are allocated. Therefore, all FY 21/22 funds Rental Assistance/Rapid People Exp Chronic Veterans Parenting Youth Local General Fund FY 2022-2023 $ - represented here are for FY 21/22 activities ALL PEOPLE Rehousing Homelessness Local Agency only. Future allocations dependent on the EXPERIENCING People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting FY 2023-2024 $ - Outreach and Engagement Board of Supervisors will also be for HOMELESSNESS Illness Youth activities/contracts in that fiscal year only. People Exp Substance Unaccompanied Youth Other (please enter County of Alameda Emergency Shelters ($7,172,995) + FY 2024-2025 $ - Systems Support Activities Transitional Housing & Support Services Abuse Disorders here ) Permanent Supportive and Represents Rounds 3 and 4 of funding, which FY 2021-2022 $ 16,333,387.75 support 9 housing projects. Therefore use of x TARGETED POPULATIONS (please "x" all that apply ) Service-Enriched Housing funds is loosely estimated as individual project People Exp Chronic Veterans Parenting Youth No Place Like Home (NPLH) - via HCD FY 2022-2023 $ 16,333,387.75 timelines and budgets are still being finalized. ALL PEOPLE Funds will be issued as deferred payment loans Homelessness State Agency EXPERIENCING to developers working in conjunction with People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting FY 2023-2024 $ 16,333,387.75 HOMELESSNESS x counties to acquire, design, construct, Illness Youth rehabilitate, and preserve PSH. People Exp Substance Unaccompanied Youth Other (please enter FY 2024-2025 $ 16,333,387.75 Abuse Disorders here ) Interim Housing/ Congregate/ PRK funds used to support non-congregate FY 2021-2022 $ 11,792,317.00 TARGETED POPULATIONS (please "x" all that apply ) Non-Congregate Shelter shelter operations for our hotel sites throughout the pandemic,as well as Project Roomkey and Rehousing - via Diversion and Homelessness People Exp Chronic Veterans Parenting Youth FY 2022-2023 $ 200,000.00 services to help rehouse those hotel guests ALL PEOPLE CDSS Prevention Homelessness State Agency into permanent housing in the community. EXPERIENCING Rental Assistance/Rapid People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - Specific set asides have also supported HOMELESSNESS Rehousing Illness Youth services for those PRK guests who are part People Exp Substance Unaccompanied Youth X Other (high vulnerability of our TAY system as well as those Grant Round 2 $ - Systems Support Activities impacted by gender-based violence. Abuse Disorders to COVID) PATH funds are budgeted for the year in FY 2021-2022 $ 273,692.00 Outreach and Engagement TARGETED POPULATIONS (please "x" all that apply ) which they are expended, and support Providing Access and Transforming chronically homeless adults, with SMI and People Exp Chronic Veterans Parenting Youth $ - Systems Support Activities Health (PATH) Initiative - via DHCS high needs as defined by Alameda X Homelessness County's CoC. PATH dollars support costs ALL PEOPLE People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - State Agency associated with operating a housing EXPERIENCING X Illness Youth navigation team for individuals with SMI HOMELESSNESS People Exp Substance Unaccompanied Youth Other (please enter that are chronically homeess and high Abuse Disorders here ) $ - need. The team focuses on high priority individuals with housing case
management/housing navigation until
Permanent Supportive and FY 2021-2022 $ 18,342,989.00 Systems Support Activities TARGETED POPULATIONS (please "x" all that apply ) Amount based off of prior fiscal year X Service-Enriched Housing funding allocations from all 14 cities in Diversion and Homelessness People Exp Chronic Veterans Parenting Youth Local General Fund $ - Administrative Activities Alameda County. Similar to County ALL PEOPLE Prevention Homelessness Local Agency General Funds, City General Funds are EXPERIENCING Interim Housing/ Congregate/ People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - Outreach and Engagement typically allocated for the year in which HOMELESSNESS Non-Congregate Shelter Illness Youth they are to be expended and wouldn't Rental Assistance/Rapid expect to rollover. People Exp Substance Unaccompanied Youth Other (please enter City General Funds $ - Rehousing Abuse Disorders here ) FY 2022-2023 $ 6,700,000.00 Systems Support Activities TARGETED POPULATIONS (please "x" all that apply ) Other (enter funding source under Rental Assistance/Rapid RRH/TH + Peer Navigation + CES Youth People Exp Chronic Veterans x Parenting Youth FY 2024-2025 $ 3,350,000.00 ALL PEOPLE dotted line) Rehousing Access + HMIS. Amounts shown are based Homelessness Federal Agency EXPERIENCING Diversion and Homelessness on when funds are planned to be People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting $ - HOMELESSNESS Prevention expended for this two-year grant. Illness Youth Attachment C
1679

Attachment C
Youth Homelessness Demonstration
Program $ - Outreach and Engagement People Exp Substance Abuse Disorders
x Unaccompanied Youth x Other (Transition Age
Youth )
Other (enter funding source under
dotted line)
Oakland Housing Authority
FY 2021-2022 $ 1,000,000.00
Local Agency
Rental Assistance/Rapid
Rehousing Augments CalWORKS HSP grant, for
families in HSP living in Oakland, and is an
annual budget subject to continued
agreement and fund availability with
OHA.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$ - People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ - People Exp Substance
Abuse Disorders
Unaccompanied Youth x Other (Families with
Children )
Other (enter funding source under
dotted line)
MHSA (Mental Health Services Act)
FY 2021-2022 $ 13,187,513.00
State Agency
Administrative Activities OHCC, in partnership with Alameda County Behavioral Health, oversees MHSAfunded programs for people who are homeless + SMI, including shelter beds,
permanent supportive housing rental
subsidies and units, and outreach and
navigation services. Funds shown are for
annual fiscal year expenditures, and may
be renewed subject to annual MOU
renewal and fund availability.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 13,187,513.00 Interim Housing/ Congregate/ Non-Congregate Shelter
People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 13,187,513.00 Permanent Supportive and
Service-Enriched Housing X People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 13,187,513.00 Outreach and Engagement
People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (Transition Age
Youth )
Other (enter funding source under
dotted line)
Mental Health Block Grant - SAMHSA
FY 2021-2022 $ 985,529.00
Federal Agency
Systems Support Activities Funds support the Trust Health Center (an FQHC clinic for homeless and disabled,
with focus on behavioral health needs;
Housing Navigation services for MH
population, St. Mary's Center). Funds
shown are for annual fiscal year
expenditures, and may be renewed
subject to annual MOU renewal and fund
availability.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 985,529.00 X People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 985,529.00 X People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 985,529.00
People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (Transition Age
Youth )
Other (enter funding source under
dotted line)
Mental Health Block Grant - ARPA
FY 2021-2022 $ 767,200.00
State Agency
Interim Housing/ Congregate/
Non-Congregate Shelter
One-time funds used to support enhanced
staffing a Casa Maria, a 17 bed lowbarrier non-congregate emergency shelter. Target population is individuals
with SMI, often with co-occurring disorders
and a history of chronic homelessness.

Individuals at the site are supported to
obtain long-term permanent housing.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
$ - X People Exp Chronic
Homelessness
Veterans Parenting Youth
$ - X People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
$ -
People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (Transition Age
Youth )
Other (enter funding source under
dotted line)
HOPWA
FY 2021-2022 $ 446,000.00
Federal Agency
Rental Assistance/Rapid
Rehousing Funds are awarded to City of Oakland
and County has a contract to administer
some portion as a provider. Oakland
currently issuing RFP to select new
providers for future rounds of funding.

Annual (renewable) allocation shown
intended to be spent each grant cycle.

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 446,000.00 People Exp Chronic
Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 446,000.00 People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 446,000.00 People Exp Substance
Abuse Disorders
Unaccompanied Youth X Other (homeless persons
with HIV/AIDS )
Other (enter funding source under
dotted line)
Health Resources and Services
Administration (HRSA)
FY 2021-2022 $ 4,714,972.00
Federal Agency
Outreach and Engagement
HRSA grant funds the Health Care for the
Homeless Program which provides shelter
health, FQHC services for homeless and
disabled consumers, street health
outreach, and mobile health services.
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 4,714,972.00 Administrative Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ 4,714,972.00 Systems Support Activities People Exp Severe Mental Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ 4,714,972.00 Interim Housing/ Congregate/ Non-Congregate Shelter
People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (Transition Age
Youth )
Other (enter funding source under
dotted line)
HCH Medi-Cal and Other Program
Revenue (MAA)
FY 2021-2022 $ 810,896.50
State Agency
Systems Support Activities Health Care for the Homeless Program revenue from MAA billing that is applied
toward staff and administrative expenses
related to running the HCH program and
shelter heallth services in Alameda County.

Additional revenue for direct clinical services,
administrative activities and staffing for
homeless services at Alameda Health System.

Funds earned each year are budgeted and
applied to current and next year's budgeted
expenses (e.g. $1,621,793 was earned in FY
21/22; breakdown between fiscal years is an
estimate and will vary based on actual
x

ALL PEOPLE

EXPERIENCING

HOMELESSNESS
TARGETED POPULATIONS (please "x" all that apply )
FY 2022-2023 $ 810,896.50 Administrative Activities People Exp Chronic Homelessness
Veterans Parenting Youth
FY 2023-2024 $ - People Exp Severe Mental
Illness
People Exp HIV/ AIDS Children of Parenting
Youth
FY 2024-2025 $ -
People Exp Substance
Abuse Disorders
Unaccompanied Youth Other (Transition Age
Youth )
* NOTE: Private funder(s) option here could include philanthropy, resources from managed care plans organizations, corporate funders, or other private sources of funding 1680
Attachment D
Table 4. Outcome Goals
Outcome Goal #1a: Reducing the number of persons experiencing homelessness.

Goal Statement:

By the end of the performance period, HDIS data for the [Alameda County CoC] will show [16,000] total people accessing services who are experiencing homelessness annually, representing [6,154] [more] people and a [63%] [increase] from the baseline. *Please be sure to copy and paste the goal statement from this application template to Cognito, and only update the fields in [brackets].

Goal Narrative:

HDIS baseline data shows the number of people served in our system to be much lower than local HMIS data, which shows 21,511 persons served in FY 21-22, our most recent annual measurement period. We are still trying to understand this significant discrepancy. One potential reason could be that Coordinated Entry data in HDIS appears quite low, and more CE entries should appear in future HDIS data pulls. Therefore, while 16,000 is an increase from HDIS baseline, it is a reduction from what we believe to be the true number of those currently served by our homeless response system. If we reference our HMIS data which reflects our local understanding of the severity of the problem (and also aligns with annual projections of people experiencing homelessness based on a one-morning snapshot provided by the 2022 PIT Count), then we are proposing to decrease the number of persons experiencing homelessness from 21,511 (true baseline) to 16,000, a decrease of 5,511 persons or 26%. This goal is also predicated on the notion that the discrepancies between HDIS and HMIS data will eventually resolve itself so that future HDIS data pulls are comparable to our local situation. While we aim to lower this number overall, the 16,000 also reflects that we hope to have everyone experiencing homelessness in our community accessing and receiving services from our homeless response system and included in HMIS. The balancing of reducing homelessness while ensuring greater coverage of who is known to our system is included in this goal. In HHAP-3 goal setting for 2024, we anticipated a similar reduction from over 19,000 people in our local HMIS baseline to 17,000, an 11% reduction using local numbers (although it appeared as an 87% increase from HDIS data that we couldn't substantiate).

Similarly, our goal appears as an increase from HDIS data, but is set using our homeless system numbers that we're able to substantiate. Goals set for 2025 are more ambitious, proposing a 26% instead of 11% decrease in our local situation. This decrease is in the context of continually increasing PIT Count numbers, that saw an overal 73% increase in homelessness from 2017 to 2022. While there are new housing opportunities for people experiencing homelessness in the pipeline, a reduction in homelessness cannot be realized without significant prevention efforts to stop the inflow of people becoming homeless, which hovers at a rate of 2.5 to 3 for every one person exiting homelessness. Prevention strategies have been articulated in the Home Together Plan, but lack funding to implement.

Baseline Data:

Annual estimate of number of people accessing services who are experiencing homelessness
Outcome Goals July 1, 2022 - June 30, 2025
Change in # of People Change as % of Baseline
Target Annual Estimate of # of people
accessing services who are experiencing
homelessness
9,846 6154 63% 16,000
Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment:

Describe the trackable data goal(s) related to this Outcome Goal:

Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds.

Black and African American people experiencing homelessness represent the largest population of people in our homeless system.

This population has consistently been over-represented compared to their representation in the general population. Current HDIS data shows 54% of those served by our homeless system are Black or African American, compared to approximately 11% of Alameda County residents. This percentage has gradually increased over time. It is imperative that we take steps to address the disproportionate impact, and increase people served (and housed) to reduce this over-representation so it aligns more closely with the general population. Baseline for CY 2021 shows 5,318 Black or African Americans served by our homeless system. Our goal is to serve 9,400 Black or African American persons in 2025, which would be a decrease of 6% relative to our 2024 goal, but would represent 59% of all persons served, which is commensurate with our HHAP-3 goal to serve this population at a rate that is greater than the general and homeless system population. We strive to increase this population served to reflect greater access to resources and housing exits.

Outcome Goal #1b. Reducing the number of persons experiencing homelessness on a daily basis.

Goal Statement:

By the end of the performance period, data for the [Alameda County CoC] will show [6,300] total people experiencing unsheltered homelessness daily, representing [835] [fewer] people and a [12%] [reduction] from the baseline.
*Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets]. 1681

Attachment D
Goal Narrative:

Since our 2017 PIT Count, our CoC has experienced an 85% increase in unsheltered homelessness (3,863 unsheltered in 2017; 6,312 in 2019; and 7,135 in 2022). However, if we remove the 2017 number of unsheltered and focus on the more recent counts from 2019 and 2022, then we see a 13% increase in the unsheltered population, which changes our 2025 projections to 8,232 people predicted to be unsheltered at that time. While the absolute numbers of unsheltered homeless continue to increase, and are projected to keep increasing in the 2024 PIT Count based on current trend lines, the % of unsheltered to sheltered has decreased from 79% unsheltered in 2019 to 73% in the 2022 PIT Count. We believe this number/percentage would likely be higher if it weren't for the many Roomkey units that were still available during the 2022 PIT. With the loss of Roomkey units and the current trajectory, we'd expect continued increases in the unsheltered population. However, our Home Together Plan calls for significant and temporary investment in shelter to help slow down this increase, and to provide temporary housing while more permanent housing makes its way through the pipeline. Without significant funding, however, we cannot realize our goal of adding 1,625 units of shelter to our inventory by 2023 as called for in the Plan (which would bring our total to 3,410 shelter units). Without ongoing funding, it is difficult to expand and sustain inventory, knowing that future operating and leasing costs do not have a funding source. Our biggest source of recurring funding is through HUD, and much of our HUD CoC package supports ongoing rental assistance for people already in permanent housing. However, our Home Together Plan calls for a number of activities that support efforts to increase the production of low-barrier shelter and interim housing, including lowering progammic barriers to crisis services, ensuring that existing shelter inventory can be maximally utilized, and increasing medical and mental health respite by 300 beds and including resources for rehousing exits.

Dublin City CouncilJune 6, 2023

Dublin City Council
June 6, 2023