Baseline Data:
Daily Estimate of # of people experiencing unsheltered homelessness Outcome Goals July 1, 2022 - June 30, 2025
Change in # of People Change as % of Baseline Target Daily Estimate of # of people experiencing unsheltered homelessness
7,135 835 12.00% 6,300
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.
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.
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 unaccompanied youth represent (9% or 666 unaccompanied youth).
Outcome Goal #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.
*Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets].
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 Data:
Annual Estimate of # of people who become newly homeless each year
Outcome Goals July 1, 2022 - June 30, 2025
Change in # of People Change as % of Baseline Target Annual Estimate of # of people who become newly homeless each year
1682
Attachment D
4,628 1,372 30% 6,000
Describe Your Related Goals for
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.
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.
The number of Black or African American people experiencing first-time homelessness will be no greater than 2,750, or 46% by 2025.
Outcome Goal #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 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.
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 Data:
Annual Estimate of # of people exiting homelessness into permanent housing
Outcome Goals July 1, 2022 - June 30, 2025
Change in # of People Change as % of Baseline
Target Annual Estimate of # of people
exiting homelessness into permanent
housing
2,010 240 12% 2,250
Describe Your Related Goals for
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.
1683
Attachment D
With our 2020 baseline data, we did not see significant disparities in exits to housing when compared with To achieve equity in this measure for all BIPOC populations experiencing representation in our overall homeless system, so in alignment with our Home Together 2026 Community Plan to homelessness, by 2025 over 3% of housing exits will be American Indian or Alaska center race equity and reduce racial disparities, and in the absence of any one single racial group more Native; and we will maintain or improve representation in successful exits for disproportionately impacted than others (according to State HDIS data), we set an intention to reach larger people who are Asian at 3%; Black or African American at 54%; 2% Native Hawaiian percentages of all BIPOC served by the system and exiting to permanent housing, so that exits to housing align with or other Pacific Islander; and 7% for people of multiple races.
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 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.
Outcome Goal #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. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets].
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 while working on their longterm housing plans.
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, 2022 - June 30, 2025
Change in # of Days Change as % of Baseline
Target Average length of time (in # of days)
persons enrolled in street outreach,
emergency shelter, transitional housing,
safehaven projects and time prior to movein for persons enrolled in rapid rehousing and permanent housing programs
168 -16 10% 152 days
Describe Your Related Goals for
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.
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.
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).
Outcome Goal #5. Reducing the number of persons who return to homelessness within two years after exiting homelessness to permanent housing. 1684
Attachment D
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. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets].
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 Data:
% of people who return to homelessness within 2 years after having exited homelessness to permanent housing
Outcome Goals July 1, 2022 - June 30, 2025
Change in % of People Change as % of Baseline
Target % of people who return to
homelessness wihtin 2 years after having
exited homelessness to permanent housing
7% 0% 0% 7%
Describe Your Related Goals for
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.
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.
Reduce the percentage of transition age youth who return to homelessness after exiting homelessness to permanent housing from 11% to 7%.
Outcome Goal #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. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets].
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:
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, 2022 - June 30, 2025
Change in # of People Change as % of Baseline
Target Annual Estimate of # of people
served in street outreach projects who exit
to emergency shelter, safe haven,
transitional housing, or permanent housing
destinations.
44 6 14% 50
1685
Attachment D
Describe Your Related Goals for
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.
There is insufficient population data from HDIS on those included in this measure from 2018 - 2021 (n=44) to draw To achieve equity in this measure for all BIPOC populations experiencing meaningful conclusions about disproportionately impacted populations with such a small sample size. HDIS only homelessness, by 2025 at least 3% of all successful placements from street outreach provided data for a couple subpopulations but suppressed most because of the small number of people reported in will be American Indian or Alaska Native; at least 3% Asian; at least 54% Black or those categories. Where there was population data, it did not reveal noticable inequities (e.g. Black or African African American; at least 2% Native Hawaiian or other Pacific Islander; and at Americans represent 54% of our homeless system and made up 61% of successful placements from outreach; least 7% multiple races. 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. 1686
Attachment E
2 3
Table 5. Strategies to Achieve Outcome Goals
Strategy Performance Measure to Be Impacted
(Check all that apply)
Increasing investments into, or otherwise scaling up, specific interventions or program types
1. Reducing the number of persons experiencing homelessness. 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.
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.
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.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Increasing investments into, or otherwise scaling up, specific interventions or program types
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.
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). Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Strengthening the quality or performance of housing and/or services programs
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.
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. 1687
Performance Measure to Be Impacted Strategy (Check all that apply) Strengthening systemic efforts and processes, such as coordinated entry and assessment processes, landlord engagement efforts, housing navigation strategies, 4 and other systemic improvements Description 1. Reducing the number of persons experiencing 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 2. Reducing the number of persons who become homeless for the first time. 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.
3. Increasing the number of people exiting homelessness into permanent housing.
Timeframe
July 1, 2022 - June 30, 2025 4. Reducing the length of time persons remain homeless.
Entities with Lead Responsibilities
5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.
OHCC as CE Management Entity
Measurable Targets
Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth. 6. Increasing successful placements from street outreach.
Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
Attachment E
5 6
Strategy Performance Measure to Be Impacted
(Check all that apply)
Increasing investments into, or otherwise scaling up, specific interventions or program types
Description 1. Reducing the number of persons experiencing 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. Currently, Alameda County has two Homekey projects awarded that will become supportive housing but are currently used as interim housing to
2. Reducing the number of persons who become homeless for the first time. align with this strategy. 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, 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.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Expanding and strengthening cross-system partnerships and/or collaborative planning
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 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
1688
Attachment E
Add 1,285+ new supportive housing subsidies to our homelessness response system.
Add 520+ new (additional) supportive housing subsidies for older adults.
6. Increasing successful placements from street outreach.
Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
8 Strategy Performance Measure to Be Impacted
(Check all that apply)
Other equity-focused strategies
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.
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 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
HCD, OHCC
Measurable Targets
Add 3,320 dedicated affordable housing subsidies available to households in the homelessness response system.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Building the capacity of homelessness response system to utilize resources, implement best practices, and/or achieve outcomes
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.
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.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Improving data quality, data systems, and/or data analyses to better inform decision-making
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.
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
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Attachment E
OHCC, County Housing & Community Development
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.
Measurable Targets
Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023.
Strategy Performance Measure to Be Impacted
(Check all that apply)
Improving data quality, data systems, and/or data analyses to better inform decision-making
1. Reducing the number of persons experiencing homelessness.
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. 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.
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.
Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
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Table 6. Funding P an Strategic ntent l I
E g b e Use Category
n ended to be Suppor ed
w th HHAP 4
Approx mate % o TOTAL
HHAP 4 ALLOCAT ON to be
sed on h s E g b e Use
(%)
App ox ma e % o TOTAL HHAP
4 ALLOCAT ON to be used
under h s E gible Use as par
of the Youth Set As de?
(%)
Act v t es to be Supported w th HHAP 4 How s th s a strateg c use of HHAP 4 resources that w address needs and gaps w th n the homelessness response system? How were these decis ons to invest HHAP 4 nto these act v t es n ormed by the p anned uses of other state, oca and/or edera und ng sources (as documented n the Landscape Ana ys s n Par I)?
1. Rapid rehousing 19.4% 0%
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).
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 w ithin 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.
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 w ho 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.
3. Street outreach 13.2% 1.9%
HHAP-4 funds w ill continue to be used to support tw o 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.
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 their is broad access to all available housing resources across the system and to ensure an available touchpoint to the system for everyone experiencing homelessness.
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.
4. Services coordination 14.6% 0%
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 readiness, interviews with landlords, identifying appropriate housing opportunities, 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.
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.
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.
5. Systems support 11.9% 3.2%
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 incuding direct support for the Youth Advisory Board (YAB).
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 prioritze this use of HHAP to ensure adequate infrastructure to support housing people.
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.
7. Prevention and
diversion 14.1% 0%
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.
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 w ith more access points to the system so that w e 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.
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.
8. Interim sheltering
(new and existing) 22.4% 5%
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, w e 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.
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.
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.
10. Administrative (up to
7%) 4.5% 0%
Administrative/indirect expenses including contracting, finance, IT, and administrative staff costs for positions that support contracting with HHAP funds.
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.
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.
Total: 100% 10%
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Table 7. Demonstrated Need
Complete ONLY if you selected Interim Housing/Congregate/Non-Congregate Shelter as an activity on the Funding Plans tab.
Demonstrated Need
# of available shelter beds 3229
# of people experiencing unsheltered homelessness in the homeless point-in-time count 7135 Shelter vacancy rate (%) in the summer months 52%
Shelter vacancy rate (%) in the winter months 36%
% of exits from emergency shelters to permanent housing solutions 36% 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 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. 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. 1692
Homeless Housing, Assistance
& Prevention (HHAP)
Funding Rounds 3 & 4
June 6, 2023
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HHAP Funding Overview
• California Interagency Council on Homelessness. AB-101 (2019), AB-83 (2020), AB-140 (2021) • HHAP Rounds 1 & 2 - $950 million in grant funding to fund regional coordination and collaboration in response to homelessness. Expand and develop the capacity to address immediate challenges • HHAP Round 3 & 4 - $2 billion in grant funding to continue efforts to end and prevent homelessness • Funding to 13 Largest Cities. 58 Counties. 44 Continuums of Care • Alameda County – Administrative entity for the Tri-Valley. Livermore is in the County Vendor Pool and coordinates a regional contract
• HHAP Rounds 1 & 2 - $8,460 to Goodness Village as part of the FY2022-23 Human Services Grant Program
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HHAP Funding Rounds 3 & 4
• Dublin Allocation - $37,393. Eligible for an additional $13,897. Total $51,690 • Eligible Expenses per CALICH:
– Rapid Rehousing – rental subsidies and incentives to landlords, including security deposits – Operating Subsidies – new and existing affordable/supportive housing units, emergency shelters, navigation centers – Street Outreach – assist persons experiencing homelessness with access to housing/services – Services Coordination – access to programs that promote housing stability – Systems Support – assist in partnerships to maintain a regional housing delivery system – Delivery of Permanent/Innovative Housing – hotels and motel conversions – Shelter Diversion – access to permanent housing, including rental subsidies – Interim Sheltering – newly developed congregate, new and existing non-congregate, and operations of existing based on need • 7% of funding – Administrative Costs
• 10% of funding –Youth Set Aside
• Obligation Deadline – Met no later than May 31, 2025 (bonus funding) 1695
HHAP Funding Options
& Next Steps
• Four Proposed Options:
• Vineyard 2.0 Project (Operations)
• 24-unit supportive housing development
• Tri-Valley Haven Shelter (Operations)
• 16-bed temporary shelter
• City Serve of the Tri-Valley (Rental Assistance)
• Rental assistance to those currently experiencing homelessness • Goodness Village (Operations)
• 28-unit single occupancy, permanent tiny home community • Based on City Council direction, Staff will begin working with Staff from Alameda County, NPO, and City of Livermore for disbursement
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Questions?
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STAFF REPORT
CITY COUNCIL
Agenda Item 8.2
DATE: June 6, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Discussion on Mayor and City Council Term Limits Prepared by: John Bakker, City Attorney & John Stefanski, Assistant to the City Manager
EXECUTIVE SUMMARY:
The City Council will receive a report on Mayor and City Council Term Limits. At the March 11, 2023 City Council Team Building Meeting, the City Council directed Staff to prepare an item for discussion on Term Limits.
STAFF RECOMMENDATION:
Receive the report, discuss, and provide direction as needed.
FINANCIAL IMPACT:
There is no financial impact associated with a discussion item. Should the City Council request, at a later date, the inclusion of term limits on the ballot, there would be costs associated with a consolidated election as described below.
DESCRIPTION:
At the March 11, 2023 City Council meeting, the City Council discussed the upcoming transition to district-based elections starting in 2024. Specifically, concerns were raised around whether the total eight-year term limit could impact the ability to recruit Council and Mayoral candidates and whether the City Council should evaluate changes to the term limits. The Council asked to review term limits for other local agencies and to hold a future discussion regarding the City’s current term limit policy.
Current Policy
Current regulations governing Mayor and City Council Term Limits were approved by Dublin voters in November 1996. As a result, the City Council adopted Ordinance 18-96 confirming this vote and adding Section 2.08.050 to the Dublin Municipal Code. Under this ordinance, the term 1698
limits are as follows:
“No person shall serve as Councilmember for more than two (2) consecutive terms, nor shall any person serve as Mayor for more than four (4) consecutive terms. In addition: (A) no person who has served as a Councilmember for one (1) term shall serve more than two (2) terms as Mayor if the terms as Councilmember and Mayor are consecutive; (B) no person who has served as Councilmember for two (2) consecutive terms shall serve a consecutive term as Mayor; (C) no person who has served as Mayor for three (3) or four (4) consecutive terms shall serve a consecutive term as a Councilmember; (D) no person who has served as Mayor for two (2) consecutive terms shall serve more than one (1) succeeding consecutive term as Councilmember; (E) no person who has served consecutive terms as Mayor and Councilmember shall serve more than one (1) more consecutive term as Mayor; and (F) no person who has served consecutive terms as Mayor and Councilmember shall serve another consecutive term as Councilmember. As used herein, a person shall be considered to have served a term of office as a Councilmember if such person has served as a Councilmember for two (2) years plus one (1) day and a person shall be considered to have served a term of office as Mayor if such person has served as Mayor for one (1) year plus one (1) day.”
Term Limits in Neighboring Jurisdictions
Term Limits for the Mayor and City Council vary among the Cities in Alameda County and the TriValley Region. A summary of these term limits can be found in the table below:
Maximum Consecutive Years Served by Position &
Total Maximum Consecutive Years Served on City Council
Jurisdiction Mayor Councilmember Total District Based Elections Danville - - - No
Dublin 8 8 8 Yes
Fremont 8 8 16 Yes
Hayward - - - No
Livermore 8 8 16 Yes
Newark - - - No
Pleasanton 8 8 16 Yes
San Leandro 8 8 16 Yes
San Ramon 8 - 8 (Mayor only) Yes
Union City 12 12 12 Yes
A sample of the regulations, or lack thereof, for these cities can be found below:
Jurisdiction Term Limit
Danville None
Fremont Mayor—No mayor who has served terms comprising eight (8) consecutive years as mayor shall be qualified for further service in that office until he or she has a break in service in that office of at least four (4) years.
City Council—No Councilmember who has served terms comprising eight (8) 1699
consecutive years as a councilmember shall be qualified for further in that office until he or she has a break in service in that office of at least four (4) years.
The disqualifications imposed by this section shall not prevent a person who is disqualified from serving as mayor from serving as a councilmember or a person who is disqualified from serving as a councilmember from serving as mayor. However, any person who has served terms comprising sixteen (16) consecutive years in the offices of mayor and councilmember shall be disqualified from further service in either office until he or she has a break in service from both offices of at least four (4) years.
Time spent in office while serving less than a full term shall not be counted in computing consecutive years in any office.
Time spent in office prior to the enactment of this section shall not be counted in computing consecutive years in any office.
In computing the number of years served, full, four-year (4) terms shall count as four (4) years of service even though the period encompassed by such terms may not be exactly four years in duration.
The term of office for the mayor and each councilmember shall be four (4) years.
Fremont Municipal Code 2.05.100; 110
Hayward None
Livermore Mayor—No person who has served terms totaling eight (8) consecutive years as mayor shall be qualified for further service in that office until he or she has a break in service in that office of at least two (2) years.
The office of the mayor shall be an elective office, and the term thereof shall be two (2) years.
City Council—No person who has served terms totaling eight (8) consecutive years as a Council member shall be qualified for further service in that office until he or she has a break in service in that office of at least two (2) years.
The disqualifications imposed by this section shall not prevent a person who is disqualified from serving as mayor from serving as Council member or a person who is disqualified from serving as a Council member from serving as mayor. However, any person who has served terms totaling sixteen (16) consecutive years in the offices of mayor and Council member shall be disqualified from further service in either office until he or she has a break in service from both offices of at least two (2) years.
As used in this section, a person shall be considered to have served a “term” of office if such person has served one-half of a full term of office plus one (1) day.
A term of office for a member of the City Council shall be four (4) years.
Livermore Municipal Code Section 2.04.040
Newark None
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Pleasanton Mayor— A mayor shall serve no more than four (4) consecutive terms and a person who has been appointed or elected to mayor for more than one year shall serve no more than three additional terms.
The mayor shall hold office for a term of two years from and after the date and time at which the mayor was declared elected and was installed and shall hold office until his or her successor is elected and qualified.
Councilmember—A council member (other than mayor) shall serve no more than two consecutive terms and a person who has been appointed or elected to council for more than two years shall serve no more than one additional term.
Each such council member shall hold office for a term of four years from and after the date and time at which he or she was declared elected and was installed and shall hold office until his or her successor is elected and qualified.
Pleasanton Municipal Code Section 2.04.015
San Leandro Mayor—No person shall be eligible for the office of Mayor who has served two, complete four-year terms as Mayor immediately prior to the term for which such person seeks election or appointment.
Councilmember—No person shall be eligible for the office of Council Member who has served two, complete four-year terms as Council Member immediately prior to the term for which such person seeks election or appointment.
Council Members and the Mayor shall hold office for four years. The term of office shall commence on January 1 following the election.
San Leandro City Charter, Article II, Sections 235, 365, 270 San Ramon Mayor--The mayor shall be elected for a two-year term on the first Tuesday following the first Monday of each even-numbered year and shall be limited to such number of terms as are specified in the Charter of the city. No elected Mayor shall serve for more than four two-year terms except that a cumulative total of nine years may be served if one of those terms was lengthened as the result of change the date of the general municipal election.
San Ramon City Charter Article III. San Ramon Municipal Code Section A4-2.A Union City Mayor and Councilmember--Neither the Mayor nor any member of the City Council shall serve in the same office for more than three (3) consecutive terms. For purposes of this chapter, the office of Mayor and the office of City Councilmember are distinct offices. At any municipal election after the expiration of two (2) years following said consecutive elective terms, a former Councilmember or Mayor may again seek election to City Council or as Mayor.
For purposes of applying this chapter, any time in office served for a partial term, whether appointed or elective, shall not be considered.
Union City Municipal Code Section 2.07.020-2.07.030
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Ballot Measure Timeline
Any changes to the City’s term limits would require a vote of Dublin citizens. Should the City Council wish to initiate a ballot measure revising or repealing the existing term limits, in the March 5, 2024, Presidential Primary Election, it must meet Alameda County’s December 8, 2023 deadline for filing a resolution requesting consolidation with the Presidential Primary Election and setting forth the ballot question. To meet that deadline, the City Council would need to adopt (by a 2/3 vote) a Resolution (1) calling for an election, (2) requesting consolidation with the Presidential Primary Election, and (3) setting forth the Ballot for the measure. To meet this deadline, such action would take place at the November 7, 2023, City Council meeting.
The City Council may also consider submitting a ballot measure consolidated with a later election, like the November 5, 2024 Presidential Election.
Effective Date
If the ballot measure passes, changes to the term limits would be considered adopted upon the date the vote is declared by the City Council and would go into effect ten (10) days after that date.
Election results are typically certified several weeks after the election, the vote would likely be declared at an April 2024 City Council meeting.
Costs
According to the Alameda County Registrar of Voters, participation in the Countywide Consolidated Primary Election costs between $7-$9 per voter. Using the number of registered voters for the November 2020 Election (34,207), Staff estimates the cost of placing a ballot measure to be between $239,449 and $307,863.
Alternatives
At this juncture, Staff is seeking feedback from the City Council on any potential changes to the City’s current term limits. The City Council could opt to (1) remove term limits, (2) amend current term limits, or (3) take no further action and leave the current term limits in place.
When comparing with neighboring jurisdictions, the City’s term limit structure is the most limiting. Should the City Council seek to amend the current term limit structure, staff would recommend aligning with the term limit structures of these jurisdictions and increasing the total maximum years served to either 12 (Union City) or 16 (Pleasanton, Livermore).
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
None.
1702
Mayor and City Council
Term Limits
June 6, 2023
1703
Background
• City will be transitioning to District-Based Elections in 2024.
• March Council Team Building
– Discussion around current term limits impacting the ability to recruit Council Candidates.
• Requested a review of term limits for other agencies and discussion regarding the current City policy.
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Current Policy
• Current regulations governing term limits were
approved by voters in November 1996.
– “No person shall serve as Councilmember for more than two (2) consecutive terms, nor shall any person serve as Mayor for more than four (4) consecutive terms…”
• CouncilmemberTerm: 2 years plus 1 day
• Mayor Term: 1 year plus 1 day
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How Does Dublin Compare?
Maximum Consecutive Years Served by Position &
Total Maximum Consecutive Years Served on City Council
Jurisdiction Mayor Councilmember Total District Based Elections Danville - - - No
Dublin 8 8 8 Yes
Fremont 8 8 16 Yes
Hayward - - - No
Livermore 8 8 16 Yes
Newark - - - No
Pleasanton 8 8 16 Yes
San Leandro 8 8 16 Yes
San Ramon 8 - 8 (Mayor only) Yes
Union City 12 12 12 Yes
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Ballot Measure Process
• Changes to term limits requires vote of Dublin citizens.
Key Milestone Date
Last regular Council Meeting to adopt Resolution that:
(1) Calls for an election
(2) Requests consolidation with Presidential Primary Election (3) Sets forth the ballot for the measure
November 7, 2023
County deadline to file resolution requesting consolidation with Presidential Primary Election
December 8, 2023
Presidential Primary Election March 5, 2024
• November 5, 2024, Presidential Election is an alternative option. 1707
Conclusions
• When comparing with neighboring jurisdictions, the
City’s term limit structure is the most limiting.
• Options for the Council to Consider:
– Leave current term limits in place.
– Amend current term limits.
– Remove term limits.
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Next Steps
• Staff is seeking feedback on any potential changes to current term limit structure.
– Should the Council wish to amend the current structure, staff would recommend aligning with the term limit structures of neighboring jurisdictions in the Tri-Valley or Union City. 1709
Questions and Comments
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June 6, 2023
SB 343
Senate Bill 343 mandates supplemental materials
that have been received by the City Clerk’s office that relate to an agenda item after the agenda packets
have been distributed to the City Council be available
to the public.
The attached documents were received in the City
Clerk’s office after distribution of the June 6, 2023,
Regular City Council meeting agenda packet.
Item 8.2
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STAFF REPORT
CITY COUNCIL
Agenda Item 8.2
DATE: June 6, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Discussion on Mayor and City Council Term Limits Prepared by: John Bakker, City Attorney & John Stefanski, Assistant to the City Manager
EXECUTIVE SUMMARY:
The City Council will receive a report on Mayor and City Council Term Limits. At the March 11, 2023 City Council Team Building Meeting, the City Council directed Staff to prepare an item for discussion on Term Limits.
STAFF RECOMMENDATION:
Receive the report, discuss, and provide direction as needed.
FINANCIAL IMPACT:
There is no financial impact associated with a discussion item. Should the City Council request, at a later date, the inclusion of term limits on the ballot, there would be costs associated with a consolidated election as described below.
DESCRIPTION:
At the March 11, 2023 City Council meeting, the City Council discussed the upcoming transition to district-based elections starting in 2024. Specifically, concerns were raised around whether the total eight-year term limit could impact the ability to recruit Council and Mayoral candidates and whether the City Council should evaluate changes to the term limits.
The Council asked to review term limits for other local agencies and to hold a future discussion regarding the City’s current term limit policy.
Current Policy
Current regulations governing Mayor and City Council Term Limits were approved by Dublin voters in November 1996. As a result, the City Council adopted Ordinance 18-96 confirming REVISED – June 6, 2023
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this vote and adding Section 2.08.050 to the Dublin Municipal Code. Under this ordinance, the term limits are as follows:
“No person shall serve as Councilmember for more than two (2) consecutive terms, nor shall any person serve as Mayor for more than four (4) consecutive terms. In addition: (A) no person who has served as a Councilmember for one (1) term shall serve more than two (2) terms as Mayor if the terms as Councilmember and Mayor are consecutive; (B) no person who has served as Councilmember for two (2) consecutive terms shall serve a consecutive term as Mayor; (C) no person who has served as Mayor for three (3) or four (4) consecutive terms shall serve a consecutive term as a Councilmember; (D) no person who has served as Mayor for two (2) consecutive terms shall serve more than one (1) succeeding consecutive term as Councilmember; (E) no person who has served consecutive terms as Mayor and Councilmember shall serve more than one (1) more consecutive term as Mayor; and (F) no person who has served consecutive terms as Mayor and Councilmember shall serve another consecutive term as Councilmember. As used herein, a person shall be considered to have served a term of office as a Councilmember if such person has served as a Councilmember for two (2) years plus one (1) day and a person shall be considered to have served a term of office as Mayor if such person has served as Mayor for one (1) year plus one (1) day.” Term Limits in Neighboring Jurisdictions
Term Limits for the Mayor and City Council vary among the Cities in Alameda County and the Tri-Valley Region. A summary of these term limits can be found in the table below:
Maximum Consecutive Years Served by Position &
Total Maximum Consecutive Years Served on City Council
Jurisdiction Mayor Councilmember Total District Based Elections Danville - - - No
Dublin 8 8 8 Yes
Fremont 8 8 16 Yes
Hayward - - - No
Livermore 8 8 16 Yes
Newark - - - No
Pleasanton 8 8 16 Yes
San Leandro 8 8 16 Yes
San Ramon 8 - 8 (Mayor only) Yes
Union City 12 12 12 Yes
A sample of the regulations, or lack thereof, for these cities can be found below:
Jurisdiction Term Limit
Danville None
Fremont Mayor—No mayor who has served terms comprising eight (8) consecutive years as mayor shall be qualified for further service in that office until he or she has a break in service in that office of at least four (4) years. 1713
City Council—No Councilmember who has served terms comprising eight (8) consecutive years as a councilmember shall be qualified for further in that office until he or she has a break in service in that office of at least four (4) years.
The disqualifications imposed by this section shall not prevent a person who is disqualified from serving as mayor from serving as a councilmember or a person who is disqualified from serving as a councilmember from serving as mayor.
However, any person who has served terms comprising sixteen (16) consecutive years in the offices of mayor and councilmember shall be disqualified from further service in either office until he or she has a break in service from both offices of at least four (4) years.
Time spent in office while serving less than a full term shall not be counted in computing consecutive years in any office.
Time spent in office prior to the enactment of this section shall not be counted in computing consecutive years in any office.
In computing the number of years served, full, four-year (4) terms shall count as four (4) years of service even though the period encompassed by such terms may not be exactly four years in duration.
The term of office for the mayor and each councilmember shall be four (4) years.
Fremont Municipal Code 2.05.100; 110
Hayward None
Livermore Mayor—No person who has served terms totaling eight (8) consecutive years as mayor shall be qualified for further service in that office until he or she has a break in service in that office of at least two (2) years.
The office of the mayor shall be an elective office, and the term thereof shall be two (2) years.
City Council—No person who has served terms totaling eight (8) consecutive years as a Council member shall be qualified for further service in that office until he or she has a break in service in that office of at least two (2) years.
The disqualifications imposed by this section shall not prevent a person who is disqualified from serving as mayor from serving as Council member or a person who is disqualified from serving as a Council member from serving as mayor.
However, any person who has served terms totaling sixteen (16) consecutive years in the offices of mayor and Council member shall be disqualified from further service in either office until he or she has a break in service from both offices of at least two (2) years.
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As used in this section, a person shall be considered to have served a “term” of office if such person has served one-half of a full term of office plus one (1) day.
A term of office for a member of the City Council shall be four (4) years.
Livermore Municipal Code Section 2.04.040
Newark None
Pleasanton Mayor— A mayor shall serve no more than four (4) consecutive terms and a person who has been appointed or elected to mayor for more than one year shall serve no more than three additional terms.
The mayor shall hold office for a term of two years from and after the date and time at which the mayor was declared elected and was installed and shall hold office until his or her successor is elected and qualified.
Councilmember—A council member (other than mayor) shall serve no more than two consecutive terms and a person who has been appointed or elected to council for more than two years shall serve no more than one additional term.
Each such council member shall hold office for a term of four years from and after the date and time at which he or she was declared elected and was installed and shall hold office until his or her successor is elected and qualified.
Pleasanton Municipal Code Section 2.04.015
San Leandro Mayor—No person shall be eligible for the office of Mayor who has served two, complete four-year terms as Mayor immediately prior to the term for which such person seeks election or appointment.
Councilmember—No person shall be eligible for the office of Council Member who has served two, complete four-year terms as Council Member immediately prior to the term for which such person seeks election or appointment.
Council Members and the Mayor shall hold office for four years. The term of office shall commence on January 1 following the election.
San Leandro City Charter, Article II, Sections 235, 365, 270 San Ramon Mayor--The mayor shall be elected for a two-year term on the first Tuesday following the first Monday of each even-numbered year and shall be limited to such number of terms as are specified in the Charter of the city. No elected Mayor shall serve for more than four two-year terms except that a cumulative total of nine years may be served if one of those terms was lengthened as the result of change the date of the general municipal election.
San Ramon City Charter Article III. San Ramon Municipal Code Section A4-2.A Union City Mayor and Councilmember--Neither the Mayor nor any member of the City Council shall serve in the same office for more than three (3) consecutive terms. 1715
For purposes of this chapter, the office of Mayor and the office of City Councilmember are distinct offices. At any municipal election after the expiration of two (2) years following said consecutive elective terms, a former Councilmember or Mayor may again seek election to City Council or as Mayor.
For purposes of applying this chapter, any time in office served for a partial term, whether appointed or elective, shall not be considered.
Union City Municipal Code Section 2.07.020-2.07.030
Ballot Measure Timeline
Any changes to the City’s term limits would require a vote of Dublin citizens. Should the City Council wish to initiate a ballot measure revising or repealing the existing term limits, in the March 5, 2024, Presidential Primary Election, it must meet Alameda County’s December 8, 2023 deadline for filing a resolution requesting consolidation with the Presidential Primary Election and setting forth the ballot question. To meet that deadline, the City Council would need to adopt (by a 2/3 vote) a Resolution (1) calling for an election, (2) requesting consolidation with the Presidential Primary Election, and (3) setting forth the Ballot for the measure. To meet this deadline, such action would take place at the November 7, 2023, City Council meeting.
The City Council may also consider submitting a ballot measure consolidated with a later election, like the November 5, 2024 Presidential Election.
Effective Date
If the ballot measure passes, changes to the term limits would be considered adopted upon the date the vote is declared by the City Council and would go into effect ten (10) days after that date. Election results are typically certified several weeks after the election, the vote would likely be declared at an April 2024 City Council meeting.
Costs
According to the Alameda County Registrar of Voters, participation in the Countywide Consolidated Primary Election costs between $7-$9 per voter. Using the number of registered voters for the November 2020 Election (34,207), Staff estimates the cost of placing a ballot measure to be between $239,449 and $307,863.
Alternatives
At this juncture, Staff is seeking feedback from the City Council on any potential changes to the City’s current term limits. The City Council could opt to (1) remove term limits, (2) amend current term limits, or (3) take no further action and leave the current term limits in place.
When comparing with neighboring jurisdictions, the City’s term limit structure is the most limiting. Should the City Council seek to amend the current term limit structure, staff would 1716
recommend aligning with the term limit structures of these jurisdictions and increasing the total maximum years served to either 12 (Union City) or 16 (Pleasanton, Livermore).
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
None.
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June 6, 2023
Mayor Hernandez
Vice-Mayor McCorriston
Council-member Josey
Council-member Hu
Council-member Qaadri
Sent via Email Only
Dear Mayor Hernandez and Council Members,
I am writing to express support from Local 55 regarding potential changes to the Mayor and City Council elections. I believe the proposed recommendations in the report will help ensure transparency, fairness, and accountability in our local government and bring term limits in-line with other communities in the surrounding areas.
Local 55 would encourage any term limit changes to be presented to the voters during the March primary elections. This is good governance and would not confuse the electorate during the November general election cycle.
Thank you for taking the time to consider this matter, and I look forward to positive change moving forward.
Sincerely,
Sean Burrows
President
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