0 Att
OAKLAND LOCAL ACTION
PLAN TO ADDRESS
HOMELESSNESS
FY 2022-2023
Attachment A: Draft Oakland Local Action Plan
Oakland
Local Action Plan to Address Homelessness for FY 22-23
1 Table of Contents
Requirements of HHAP -3 Funding ............................................................................................................... 2 Oakland Local Action Plan ............................................................................................................................. 2 Background ................................................................................................................................................... 3 Alameda County Systemwide Performance Goals ....................................................................................... 4 Locally Controlled Resources ........................................................................................................................ 7 Implementation of Oakland specific funding - FY 22-23 ............................................................................. 11 Highlights/New Initiatives ....................................................................................................................... 12 FY 22-23 Implementation Plan for homeless funding by Intervention Type .......................................... 13 Making Strategic and Balanced Investments Across Strategies ............................................................. 18 Appendices .................................................................................................................................................. 20 Appendix A- Landscape Analysis- Oakland ............................................................................................. 21 Appendix B- Services Provided- Oakland ................................................................................................ 23 Appendix C- Funding Analysis- Oakland.................................................................................................. 26 Appendix D- DRAFT Outcome Goals- Alameda County .......................................................................... 30 Appendix E- DRAFT Strategies to Achieve Outcome Goals ..................................................................... 39 Appendix F: Proposed HHAP-3 Program Budget .................................................................................... 46 Appendix G: Oakland System Modeling ................................................................................................. 47 Appendix H- Homeless Response Planning Efforts ................................................................................. 48 PATH Framework ................................................................................................................................ 48 PATH Strategies ................................................................................................................................... 48 PATH Progress To Date ....................................................................................................................... 49 Impact of COVID on first two years of the PATH Framework ............................................................. 51 Centering Racial Equity in Homeless System Design Report .............................................................. 52 Home Together Plan ........................................................................................................................... 52
Oakland
Local Action Plan to Address Homelessness for FY 22-23
2 Requirements of HHAP -3 Funding
HHAP 3 is a $1 billion block grant program offered by the State of California to assist local governments in their response to the statewide homelessness crisis. These funds are a continuation of previous one-time funding from the state including Homeless Emergency Assistance Program (HEAP), and HHAP allocations 1 and 2. The funds are designed to support local jurisdictions to continue building upon what has been developed through previous rounds of State funding. HHAP funds are administered at the state level by the California Interagency Council on Homelessness (Cal ICH).
The Home Together Plan and the Oakland Local Action Plan meet the State of California’s requirement as part of the Homeless Housing Assistance Program Three (HHAP-3) application.
State regulations require that jurisdictions submit local plans that are coordinated within their jurisdiction (coordination is required between the three entities which receive HHAP funding - City of Oakland, Alameda County, and the Alameda County Continuum of Care “CoC” Everyone Home) and based on systemwide performance goals. The state has mandated that Oakland, the CoC Everyone Home, and Alameda County set the same countywide system performance goals based on countywide data. The plan needs to identify metrics and outcomes that, if met by June 2024, will unlock bonus funding from the state for all three local jurisdictions that receive HHAP funding. These goals must be publicly noticed and go before a governing body for review and input. The HHAP-3 application must be submitted to the California Interagency Council on Homelessness (Cal ICH) on or before June 30, 2022.
Oakland Local Action Plan
The Oakland Local Action Plan is an implementation plan for addressing homelessness in Oakland in FY 22-23. While the PATH Framework, crafted in late 2019, provided the overall goals, strategies and investments needed to dramatically reduce homelessness in Oakland over a five-year period1, the purpose of this Oakland Local Action Plan is to bridge the gap between those broad goals and what is achievable with resources currently allocated and expected. The Oakland Local Action Plan is intended to be a companion document to the countywide Home Together Plan and outlines Oakland’s specific role in addressing homelessness locally, which contributes to the larger countywide efforts. Oakland has approximately 50 percent of the county’s homeless population so the City of Oakland must be a leader in the work to address this crisis. While the work described in the Local Action Plan is closely aligned with the Home Together Plan, it is responsive to the specific needs of Oaklanders particularly the need to
1 Information on past homeless system planning efforts, including the City of Oakland’s PATH Framework and accomplishments to date is included in Attachment H.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
3 address the disproportionately impacted Black population. In an effort to set realistic, measurable goals, the Local Action Plan focuses primarily on strategies, resources, and expected outcomes in FY 22-23.
Along with the Home Together Plan, the Oakland’s Local Action Plan incorporates the required components for the HHAP Round 3 application, including:
• Landscape analysis that assesses the current number of people experiencing homelessness within Oakland (see Attachment A).
• Identification of the number of individuals and families served by the Oakland homelessness system, including demographic information for each intervention types (see Attachment B).
• Identification of all funds, including state, federal and local funds, currently being used, and budgeted to be used, to provide housing and homelessness-related services to persons experiencing homelessness or at imminent risk of homelessness, how this funding serves subpopulations, and what intervention types are funded through these resources (see Attachment C and Locally Controlled Resources section below). • Systemwide Performance goals and strategies to achieve these goals (Attachments D and E).
• The proposed HHAP-3 funding plan (attachment F)
Background
On a single night in January 2022, more than 5,000 people were experiencing homelessness in Oakland. Nearly two out of three (66%) of the people experiencing homelessness in Oakland are unsheltered and live outdoors or in tents or vehicles, often along our city’s streets and in our parks. These numbers represent a 24 percent increase in total homelessness in Oakland.
These numbers account for only a fraction of the people who become homeless over the course of a year. In addition to those who are included in the annual Point In Time (PIT) count, thousands more families and individuals are doubling up with family or friends or staying in other precarious circumstances, often living in situations where conflicts or overcrowded conditions can easily lead to homelessness. Hundreds of people, primarily African Americans, are falling into homelessness in Oakland each month, including vulnerable seniors, people who have been our neighbors and co-workers for many years, and families with children, many of whom are experiencing homelessness for the first time in their lives.
The main drivers of homelessness in Oakland include:
• Structural racism
• Insufficient controls on the rental housing market that create vulnerability and housing instability for tenants
• Insufficient housing units that are affordable to hous eholds with the lowest incomes, including particularly those whose incomes are below 30% AMI Oakland
Local Action Plan to Address Homelessness for FY 22-23
4 • Systemic barriers that often prohibit residents who are returning home from incarceration from living with family members and/or accessing both public and private rental housing and employment opportunities
• Inadequate pay and benefits for many of the jobs that are available in the community, and insufficient access to quality employment opportunities that pay wages that meet the cost of housing
• Preexisting substance use issues or behavioral disorders can make it harder to retain stable housing. And a lack of stable housing also exacerbates mental health and addiction issues
Alameda County Systemwide Performance Goals
The required outcome goals for HHAP 3 funding set definitive metrics for preventing and reducing homelessness between July 1, 2021 through June 30, 2024, based on system performance measures. Baseline data (from calendar year 2020) for each metric was provided to Alameda County by the State and is referenced in the description of each goal.
System-wide performance metrics required by the State include:
o Reducing the number of persons experiencing homelessness. o Reducing the number of persons who become homeless for the first time. o Increasing the number of people exiting homelessness into permanent housing. o Reducing the length of time persons remain homeless.
o Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing.
o Increasing successful placements from street outreach The following draft goals reflect broad input from Alameda County, the Continuum of Care, the City of Oakland, and other homeless system stakeholders. Additional detail on the goals set and the strategies identified to achieve those goals can be found in Attachments D and E. 1a. Reducing the number of persons experiencing homelessness:
• Goal: The annual number of people accessing services who are experiencing homelessness will increase from a baseline of 9,081 in 2020 to 17,000 in 2024. This represents an 87% increase.
The State’s system performance metrics are similar to, but not exactly the same as, system wide performance goals defined by HUD.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
5 • Justification: State HDIS data shows the number of people served in our homelessness response system to be much lower than local HMIS data, which indicates that over 19,000 people were served in our homeless response system in 2021. Therefore, while 17,000 is an increase from the HDIS baseline, it is a reduction from what we believe is the true number of those served in our homeless response system and what will eventually be reflected in the State’s HDIS data. This increase in number served also reflects expanded access to services throughout our system and more coverage of people experiencing homelessness by our local HMIS. Given this, our goal conveys that we anticipate slowing the rate of growth of people experiencing homelessness in Alameda County by 2024.
1b. Reducing the number of persons experiencing unsheltered homelessness on a daily basis:
• Goal: No more than a 28% increase (between 2020 and 2024) in the numbers of people experiencing unsheltered homelessness.
• Justification: With this rate of increase, the number of people experiencing unsheltered homelessness on a daily basis in Alameda County will increase from 6,312 in 2020 to 8,100 in 2024. However, between 2018 and 2020, unsheltered homelessness has increased by 68% in Alameda County. The goal set for this measure represents a significant decrease in the rate that unsheltered homelessness has been growing; a proposed 28% increase between 2020 and 2024.
2. Reducing the number of persons who become homeless for the first time:
• Goal: No more than a 51% increase (between 2020 to 2024) in the numbers of people becoming homeless for the first time.
• Justification: With this rate of increase the annual number of persons who will become homeless for the first time in Alameda County will increase from a 2020 baseline of 3,967 to 6,000 in 2024. However, between 2018 and 2020 the rate of people becoming homeless for the first time increased by 69%. The goal set for this measure represents a significant decrease in the rate that people become homeless for the first time; a proposed 51% increase (an 18% reduction) by 2024.
3. Increasing the number of people exiting homelessness into permanent housing:
• Goal: The annual number of people exiting homelessness into permanent housing will increase from a baseline of 1,813 in 2020 to 1,950 in 2024. This represents an 8% increase.
• Justification: It should be noted that this data point does not reflect the total number of people who will end their homelessness by moving into permanent housing in a year, but instead demonstrates the number of people who are housed outside of the system’s housing resources and therefore no longer receiving any type of post-housing support.
4. Reducing the length of time persons remain homeless:
• Goal: The average length of time people remain homeless in Alameda County in 2024 will remain unchanged from the 2020 baseline of an average of 152 days.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
6 • Justification: 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 between 2020 and 2024 is far below what local data shows, and as such is a decrease/ reduction for this measure.
5. Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing:
• Goal: There will be no increase (between 2020 and 2024) in the annual percentage of people who return to homelessness after exiting homelessness to permanent housing.
The rate of returns to homelessness will remain at or under the current 9% rate. • Justification: This measure has remained relatively stable over time and would require a longer timeframe (than 2024) 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 and levels of attrition.
6. Increasing successful placements from street outreach:
• Goal: Successful placements from street outreach in Alameda County will increase from a 2020 baseline of 24 people successfully placed in exits from street outreach to 48 in 2024. This represents a 100% increase.
• Justification: We believe we can aim high for this goal as we expect an 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 Coordinated Entry, which will also positively impact this measure.
7. Underserved and/or disproportionately impacted populations that Alameda County will focus on related to the outcome goals above. Goals include:
• The ratio of people who are Black or African American will increase as a portion of total persons served by our homeless response system from 51% in 2020 to 59% in 2024. This goal is intended to ensure that, by 2024, Black/African Americans, a population that is over-represented in our county’s homeless population, are increasingly being served in our homeless response system and being matched with housing exits. • The proportion of unaccompanied youth (ages 18-24) who are unsheltered will be reduced from 9.3% of the total unsheltered population in 2020 to 7% of the unsheltered population in 2024.
• The average length of time that families with children remain homeless will decrease by 13% from a baseline of 230 days in 2020 to 200 days in 2024.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
7 Locally Controlled Resources
The table below outlines the FY 22-23 resources available to address homelessness in the Human Services Department of the City of Oakland. The use of these funds will contribute to meeting the countywide system performance goals defined above. Some of these funds will be spent over multiple years as is indicated below. This chart does not include homeless specific resources which are part of the City Administrator’s budget, Housing and Community Development budget or Public Works budget. Those funds are discussed elsewhere in this report
Table 1- all HSD funds
FY 22-23
Human Services Funding To Address Homelessness
Funding Source
Planned Uses
Amount for 22-
23 One
Time/On
going
Date Funds are
Expected To Be Spent
City of Oakland Funds- Flexible uses
Measure Q (fund
2244)
Street Outreach,
Employment Programs,
Henry/Holland ongoing
funding, Oakland PATH
Rehousing Initiative
(OPRI) Services, Motel
Vouchers, and Hope
Housing Lease.
$6.00M On going 6/30/23
Community Housing
Expenditures in
GPF (fund 1010)
Street Outreach, Svc in
permanent housing,
match for federal grants,
Homeless Services Staff
$2.09M
On going 6/30/23
Measure W (fund
2277)
Exit Resources – LM
Lodge
$2.2M One Time 6/30/23
Federal HUD Funds- Restricted uses
Community
Development Block
Grants -CDBG (fund
2108)
Homeless Services Staff,
Shelter Services
$1.14M On going 6/30/23
Continuum of Care
Grants -COC (fund
2103)
Rapid Rehousing,
Transitional Housing and
Supportive Services
$5.6M On going Various within FY 22-23
Emergency Solutions
Grants- ESG (fund
2103)
Rapid Rehousing, Street
Outreach, Shelter
$0.66M On going 6/30/23
Oakland
Local Action Plan to Address Homelessness for FY 22-23
8 Housing Opportunities
for Persons with AIDS-
HOPWA (fund 2103)
Housing Assistance for
low-income persons
living with HIV/AIDS.
$3.23M On going 6/30/25
Alameda County Funds- Restricted uses
County Grants (fund
2160)
Winter Shelter $0.13M On going 6/30/23
County Grants (fund
2160)
Housing Fast Support
Network -Transitional
Housing
$0.36M On going 6/30/23
State Funds – Flexible Uses
Homeless Housing
Assistance Program-
Round 1
Youth GI $0.95M One Time 6/30/23
Homeless Housing
Assistance Program-
Round 2
HK Operating reserve;
youth GI
$9.31M One Time 6/30/24
Homeless Housing
Assistance Program-
Round 3
HK operating reserve,
interim beds, RV spaces,
hygiene
$24.1M One Time 6/30/24
Encampment
Resolution Funds
Interim shelter $4.7M One Time 6/30/24
Oakland Housing Authority Funds- Restricted
uses
Oakland Path
Rehousing Initiative
(OPRI)
Housing placement,
subsidies, and supportive
services
$4.21 On Going 6/30/23
Transitional Housing
(TH) Operations –
OHA-LHAP
Transitional Housing
Operations funding
$0.33 On Going 6/30/23
Total $65.23
For the 2022-2023 fiscal year (FY), the Human Services Department has a budget of approximately $65.25 million through a combination of federal, state, county, and city funds (see Chart 1 below). One-time State HHAP (Homeless Housing Assistance and Prevention) and State ERF (Encampment Resolution) funds account for 59% of the total operating budget.
Federal HUD (Housing and Urban Development) funding, comprised of multiple grants, also Oakland
Local Action Plan to Address Homelessness for FY 22-23
9 accounts for 24% of the total operating budget. City funds account for 16% and County funds make up the remaining 1%.2
Chart 1- Sources Of Funding For Homelessness -Human Services Department
Approximately 37% percent of the total funds ($23.4 million) are part of the City’s ongoing homelessness funding and approximately 63 percent ($39.8 million) are one-time funds with an end date in the next 12-24 months (see Chart 2 below). The one-time funding is comprised largely of 1) State HHAP (Homeless Housing Assistance and Prevention) Round 2 and Round 3 funds which will be largely expended by the end of FY 22-23 and 2) State Encampment Resolution funds (ERF) which will be largely expended by early FY 23-24. This means that any programs that are implemented using these funds will face a potential funding cliff when the funding is exhausted. However, additional one-time HHAP and ERF funds are expected (but not guaranteed) in FY 23-24.
2 In addition to direct County resources given to the City of Oakland, there are many more inves tments from the County that more broadly support homeless services. These include investments in affordable housing development that are allocated countywide, as well as Permanent Supportive Housing (PSH) programs such as Shelter plus Care. County behavioral health and substance abuse services also provide significant services to homeless individuals
$10,411,943
$37,340,812
$15,020,361
$495,899
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
City State Federal County
FY 22-23 Source of Funds
Oakland
Local Action Plan to Address Homelessness for FY 22-23
10 Chart 2 - One Time vs On Going Funds
Chart 3 below illustrates the amounts proposed to spend on each type of intervention and reflects funds from the Human Services Department, along with significant investments of the Housing and Community Development Department, City Administration’s homelessness unit, and private funds that impact the Oakland system. Each intervention type is discussed in more detail in the tables below.
one time
63%
on going
37%
One Time vs On-going
Oakland
Local Action Plan to Address Homelessness for FY 22-23
11 Chart 3- Uses Of Funds
• Other-Directed initiatives: $3 Million in Housing Opportunities for People With AIDS (HOPWA); $2 Million in HHAP Youth set aside funding that is not allocated • Permanent housing: includes funding from HSD and from HCD. • Outreach: Includes funds from HSD and CAO
• Prevention: includes funds from HCD and Keep Oakland Housed
Implementation of Oakland specific funding - FY 22-23
Over the next fiscal year these resources will be implemented to strategically maximize every homeless funding dollar. This includes a focus on:
➢ Investing in interventions which are in alignment with PATH Framework strategies and Home Together Strategies and contribute to meeting the HHAP 3 system performance goals defined above
➢ Maintaining investments across the continuum of homeless response (prevention, emergency response, housing)
➢ Prioritizing ongoing long-term strategies with ongoing funding ➢ Aligning specific programs with allowable funding sources $0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50Millions
Intervention Type
FY 22-23 Proposed Use of Funds Across City Departments
Oakland
Local Action Plan to Address Homelessness for FY 22-23
12 ➢ Ensuring one-time funds with varied ending dates can be fully spent down in a timely manner
Highlights/New Initiatives
The charts below provide details on what is expected to be achieved in FY 22 -23 with existing funding. Some highlights of this upcoming work include:
Expansion of the Oakland PATH Rehousing Initiative (OPRI) program.
Since 2010, the OPRI strategy has successfully housed more than 650 formerly homeless Oakland residents with subsidies provided by the Oakland Housing Authority, and services funded by the City. For many years, OPRI assisted 100 homeless households per year, including individuals in encampments, youth 18-24 who are exiting the foster care or juvenile justice systems, and young adults ages 18-35, who are at high risk of being perpetrators or victims of violence. In FY 21-22 the program expanded to serve 40 homeless family households. In FY 22- 23 the program will expand again to serve 40 households who are exiting Community Cabins and are willing and able to work. In addition to housing subsidies, the expanded program will provide both housing navigation services and workforce services to assist participants in obtaining and maintaining housing and employment.
Youth Guaranteed Income Pilot
Forty-five homeless transitional aged youth ( TAY) will receive a monthly stipend for up to 24 months. Youth will receive supportive services financial coaching, housing support and workforce support. The City of Oakland’s pilot will be part of a national homeless Transitional Aged Youth (TAY) guaranteed income/direct cash transfer evaluation (including New York City, Los A ngeles, and the State of Minnesota) led by the University of Chicago’s Chapin Hall, an independent policy research center that provides public and private decision -makers with rigorous research to support them in improving the lives of children, families and communities.
Capacity Building with a focus on racial equity
In FY 22-23 cohort two of a capacity building initiative for new providers will begin with the continued goals of:
• Expanding contracts to a larger number and percentage of provider organizations led by, and specifically serving, communities that have been underrepresented or poorly served. • Expanding contracts to more programs located in, or deeply connected to, areas with significant populations of targeted racial or ethnic groups.
FY 22-23 will also launch a new program providing a yearlong series of professional development workshops to homeless services staff with a focus on strengthening the capacity of homeless services professionals to become more aware of the impact of systemic and structural racial inequities on their work and the people they serve.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
13 Expanding and Improving the Homeless Family System (funding pending a competitive award) The Human Services Department has applied for funding from the State to strengthen and expand the existing homeless family system . The new funding would expand the current inventory of interim housing for families by 17 recovery -focused interim housing units (a 29% increase in family interim housing capacity). This expansion would fund three new small BIPOC- led transitional housing providers and expand culturally responsive services in the family homelessness respon se system . Two of these providers completed Cohort 1 of the capacity building initiative described above. The new funding would also create mental health and workforce staff positions to serve all programs in entire family system and work with families as they move from the streets to housing.
FY 22-23 Implementation Plan for homeless funding by Intervention Type
Intervention: Interim Housing/Spaces PATH Framework Strategy Supported Description:
Emergency shelter, Community Cabins/Pallet
Shelter, Transitional Housing Safe RV Parking
spaces. Some program types include modest
investments in exit resources. ☐Ensure fewer people become homeless ☒Address impacts of unsheltered
homelessness
☒Maintain, improve, and expand crisis
response beds
☒Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$28,800,9993
(ESG, CDBG, CoC HHAP, Measure Q, State
Encampment Resolution Funding)
Expected Outcomes
• FY 22-23 – Maintain1263 interim beds
and 130 Safe RV Parking spaces.
• Open 93 new interim beds4 and up to 126
new Safe RV Parking spaces 5
• Transition one Cabin site (Oak St) to serve
only women
• 1000 people exit interim interventions to
permanent housing
3 Excludes Lake Merritt Lodge which does not currently have funding allocated after June 30, 2022 4 50 new beds at Wood st with State ERF funding; 43 new beds in Lao workforce transitional housing 5 66th Ave RV Safe Parking 126 spaces
Oakland
Local Action Plan to Address Homelessness for FY 22-23
14 Intervention: Outreach PATH Framework Strategy Supported Description:
Street based engagement, connection to
interim beds and other resources, linkage to
the Coordinated Entry System, support to the
Encampment Management Team; 4 FTE City
outreach staff
☐Ensure fewer people become homeless
☒Address impacts of unsheltered
homelessness
☐Maintain, improve, and expand crisis
response beds
☒Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$2,063,6536 (ESG, Measure Q, General Fund)
Expected Outcomes
o Contact with 8000 unduplicated
people
o 200 people assisted to move from
streets to indoor location
o Support Encampment Management
Operations (# TBD) with intensive
outreach prior to and during each
intervention
Intervention: Hygiene PATH Framework Strategy Supported Description:
Portable toilets, wash stations, garbage
pickup, mobile showers, encampment
cleaning supplies
☐Ensure fewer people become homeless
☒Address impacts of unsheltered
homelessness
☐Maintain, improve, and expand crisis
response beds
☐Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$2,250,000 (General Fund, Measure Q,
HHAP)
Expected Outcomes
o Maintain a minimum of 65 street-
based hygiene sites and 7 program
6 Includes $750,000 in CAO funds for outreach, $743,000 in HSD funds for contracted outreach; $595,468 for HSD outreach staff
Oakland
Local Action Plan to Address Homelessness for FY 22-23
15 sites with portapotties and wash
stations
o Maintain a minimum of 35 shower
sessions/week around the City
Intervention: Permanent Housing Strategies PATH Framework Strategy Supported Description:
Capitalized operating reserves for future
HomeKey projects; long term housing
subsidies and supportive services through the
OPRI program; supportive services to
individuals in permanent supportive housing
at the California and Harrison hotels; Youth
Guaranteed Income Pilot7- direct cash
transfers and supportive services
☐Ensure fewer people become homeless
☐Address impacts of unsheltered
homelessness
☐Maintain, improve, and expand crisis
response beds
☒Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☒Increase the supply of ELI and PSH
Funding Sources And Amounts
$44,633,961 (HHAP, HUD, General Fund,
Measure Q, HCD NOFA)
Expected Outcomes
o support the creation of approximately
40 new HomeKey units with operating
funds
o 275 households8 will be supported to
maintain housing for 12 months or
longer
o 40 additional people will obtain
permanent housing and employment
through OPRI expansion- to serve
people leaving community cabins who
are ready, willing and able to work
o 45 homeless youth ages 18-24
provided with direct cash transfers
and services for 24 months. At least
36 participating youth will be
permanently housed by the end of 12
months.
7 Youth Guaranteed Income Pilot will come to Council for authorization in summer 2022 8 Includes 135 existing households in permanent supportive housing: 140 existing households in OPRI Oakland
Local Action Plan to Address Homelessness for FY 22-23
16 o 124 new deeply affordable/homeless
units will come online in FY 22-23,
including 44 through HomeKey Round
29 o 392 households will be permanently
housed from Safer Ground hotels
using Emergency Housing Vouchers
(EHVs) from Oakland Housing
Authority. (Many of these households
were previously housed using ESG-CV
rapid rehousing funding as a bridge
between COVID response hotels and
permanent housing.)
Potential Outcome
o Additional 575 units pending
identification of capital funding such
as HomeKey round 3
Intervention: Rapid Rehousing PATH Framework Strategy Supported Description:
Short term (1-3 months) and medium term
(6-12 months) rental subsidies and
supportive services to assist people to find
and sustain permanent housing.
☐Ensure fewer people become homeless
☐Address impacts of unsheltered
homelessness
☐Maintain, improve, and expand crisis
response beds
☒Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$4,507,44410 (HUD CoC, ESG, Measure W,
Measure Q)
Expected Outcomes
217 households supported to obtain and
maintain housing11
9 Balance of 80 units being brought to the City Council for authorization in June 2022 10 Includes $2.2 Million in Measure W set aside for Lake Merritt Lodge exits whenever that program closes 11 Includes 92 households exiting the Lake Merritt Lodge whenever that program closes Oakland
Local Action Plan to Address Homelessness for FY 22-23
17 Intervention: System Support PATH Framework Strategy Supported Description:
Cohort two of a capcity building initiative for
small BIPOC led organizations to support
their ability to contract with the city and
provide homeless services; professional
development training program to strengthen
the capacity of homeless services
professionals to become more aware of the
impact of systemic and structural racial
inequities on their work and the people they
serve; Part time (20 hrs/week) data
consultant to support enhanced data
management with a focus on data
disaggregated by race
☐Ensure fewer people become homeless
☐Address impacts of unsheltered
homelessness
☒Maintain, improve, and expand crisis
response beds
☒Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$600,000 (Measure Q, HHAP 3)
Expected Outcomes
• Serve 10-12 new small BIPOC led
organizations in the capacity building
program. Extend homeless services
contracts to between 1-3 of these
organizations.
• Up to 45 homeless services staff will
complete the yearlong anti-racist
professional development training.
• Creation of internal facing data
dashboard to track progress of all
grantees by month. All data
disaggregated by race. Racially
disaggregated data will inform
funding recommendations for FY 23-
24. Intervention: Homeless Prevention PATH Framework Strategy Supported Description: Any combination of financial
assistance, housing stability services, and legal
services for people at risk of homelessness.
Using a screening tool, services are targeted
☒Ensure fewer people become homeless
☐Address impacts of unsheltered
homelessness
Oakland
Local Action Plan to Address Homelessness for FY 22-23
18 towards those most likely to become
homeless if not for this assistance.
☐Maintain, improve, and expand crisis
response beds
☐Return people to housing as quickly as
possible
☐People who have been homeless have
the incomes and supports they need to
avoid returning to homelessness
☐Increase the supply of ELI and PSH
Funding Sources And Amounts
$1,111,476 from various public funds
Expected Outcomes
• Support 3310 households to maintain
their housing
Making Strategic and Balanced Investments Across Strategies The implementation actions outlined above highlight the importance of investing across the full continuum of programs that address homelessness. Providing someone with a bed in an interim housing program offers a critical stepping-stone toward housing stability but alone is insufficient. Preventing vulnerable residents from becoming homeless and expanding the supply of deeply affordable and supportive housing, are necessary elements for solving homelessness.
In the PATH Framework, Centering Racial Equity Report and the Home Together Plan, system modeling has informed the estimates of the programs and inventory needed to achieve an optimal homeless system that has the capacity to serve all of the existing need within 5 years.
Oakland’s programs and services were included within the county’s larger system modeling effort and are not discussed in detail in this report. However, using the same system modeling assumptions about pathways and outcomes but using Oakland specific data has resulted in some Oakland specific data modeling which can be found in Appendix F.
System modeling can help drive future decision making about where to allocate existing and new homeless resources. An ideal funding ratio for Alameda County follows the Regional All Home (allhomeca.org) recommendations for Oakland stating that for every one interim housing beds created, three units of deeply affordable housing should be created and four households should be prevented from becoming homeless (1:3:4). Over time, this ideal ratio should create a system with adequate prevention resources and adequate affordable housing options available so that the average length of stay in a crisis response bed can be shortened to ensure that bed serves more than one person per year and so that additional people may be immediately re-housed from the street without a shelter stay.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
19 System modeling shows that there is still a huge discrepancy between what is needed to end homelessness in Oakland and Alameda County and the resources available. The Home Together Plan calls for an investment of $2.5 Billion over the next five years. The Oakland Local Action Plan recommends strategies and investments using existing funding but the work to secure additional funding and end homelessness for more Oakland residents must continue.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
20 Appendices
Oakland
Local Action Plan to Address Homelessness for FY 22-23
21 Appendix A- Landscape Analysis- Oakland
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 4,071 2019 PIT
# of People Who are Sheltered
(ES, TH, SH) 861 2019 PIT
# of People Who are
Unsheltered 3,210 2019 PIT
Household Composition
# of Households without Children 3,414 2019 PIT
# of Households with At Least 1
Adult & 1 Child 64 2019 racial equity system modeling
# of Households with Only
Children 21 2019 PIT
Sub-Populations and Other Characteristics
# of Adults Who are
Experiencing Chronic
Homelessness
865 2019 PIT
# of Adults Who are
Experiencing Significant Mental
Illness
1236 2019 PIT
# of Adults Who are
Experiencing Substance Abuse
Disorders
1009 2019 PIT
# of Adults Who are Veterans 361 2019 PIT
# of Adults with HIV/AIDS 127 2019 PIT
# of Adults Who are Survivors of
Domestic Violence 238 2019 PIT
# of Unaccompanied Youth
(under 25) 468 2019 PIT
# of Parenting Youth (under 25) 12 2019 PIT
# of People Who are Children of
Parenting Youth 14 2019 PIT
Gender Demographics
Oakland
Local Action Plan to Address Homelessness for FY 22-23
22 # of Women/Girls 1462 2019 PIT
# of Men/Boys 2451 2019 PIT
# of People Who are
Transgender 62 2019 PIT
# of People Who are Gender
Non-Conforming 96 2019 PIT
Ethnicity and Race Demographics
# of People Who are
Hispanic/Latino 529 2019 PIT
# of People Who are Non-
Hispanic/Non-Latino 3542 2019 PIT
# of People Who are Black or
African American 2,836 2019 PIT
# of People Who are Asian 48 2019 PIT
# of People Who are American
Indian or Alaska Native 173 2019 PIT
# of People Who are Native
Hawaiian or Other Pacific
Islander
23 2019 PIT
# of People Who are White 469 2019 PIT
# of People Who are Multiple
Races 522 2019 PIT
Oakland
Local Action Plan to Address Homelessness for FY 22-23
23 Appendix B- Services Provided- Oakland
Table 2. Landscape Analysis of People Being Served
Permane
nt
Supportiv
e
Housing
(PSH)
Rapid
Rehousi
ng
(RRH)
Transition
al
Housing
(TH)
Interim
Housing
or
Emergen
cy Shelter
(IH / ES)
Outreach
and
Engageme
nt Services
(O/R)
Other:
RV
Safe
Parkin
g
Source(s
) and
Timefra
me of
Data
Household
Composition
# of
Households
Total
166 194 452 1,413 1,560 173
FY 20-21
APRs by
interventi
on type
# of
Households
without
Children
153 129 412 1,347 1,506 173
FY 20-21
APRs by
interventi
on type
# of
Households
with At Least 1
Adult & 1
Child
13 65 40 53 6 0
FY 20-21
APRs by
interventi
on type
# of
Households
with Only
Children
0 0 0 0 2 0
FY 20-21
APRs by
interventi
on type
Sub-
Populations
and Other
Characteristic
s
# of Adults
Who are
Experiencing
Chronic
Homelessness
58 16 263 705 968 85
FY 20-21
APRs by
interventi
on type
# of Adults
Who are
Experiencing
Significant
Mental Illness
107 114 259 471 813 78
FY 20-21
APRs by
interventi
on type
# of Adults
Who are
Experiencing
Substance
Abuse
Disorders
30 17 40 72 208 11
FY 20-21
APRs by
interventi
on type
Oakland
Local Action Plan to Address Homelessness for FY 22-23
24 # of Adults
Who are
Veterans
3 8 11 47 70 5
FY 20-21
APRs by
interventi
on type
# of Adults
with HIV/AIDS 1 3 9 38 32 3
FY 20-21
APRs by
interventi
on type
# of Adults
Who are
Survivors of
Domestic
Violence
40 28 62 130 190 3
FY 20-21
APRs by
interventi
on type
# of
Unaccompani
ed Youth
(under 25)
0 8 79 60 57 4
FY 20-21
APRs by
interventi
on type
# of Parenting
Youth (under
25)
0 6 7 10 0 0
FY 20-21
APRs by
interventi
on type
# of People
Who are
Children of
Parenting
Youth
0 5 9 11 0 0
FY 20-21
APRs by
interventi
on type
Gender
Demographic
s
# of
Women/Girls 66 122 184 534 618 67
FY 20-21
APRs by
interventi
on type
# of
Men/Boys 104 87 274 878 892 106
FY 20-21
APRs by
interventi
on type
# of People
Who are
Transgender
1 1 5 11 5 1
FY 20-21
APRs by
interventi
on type
# of People
Who are
Gender Non-
Conforming
0 0 3 1 1 0
FY 20-21
APRs by
interventi
on type
Ethnicity and
Race
Demographic
s
# of People
Who are 11 34 60 198 163 56 FY 20-21
APRs by
Oakland
Local Action Plan to Address Homelessness for FY 22-23
25 Hispanic/Latin
o
interventi
on type
# of People
Who are Non-
Hispanic/Non-
Latino
180 295 478 1,316 1,319 114
FY 20-21
APRs by
interventi
on type
# of People
Who are
Black or
African
American
143 248 394 1024 1,040 50
FY 20-21
APRs by
interventi
on type
# of People
Who are
Asian
3 3 5 29 23 3
FY 20-21
APRs by
interventi
on type
# of People
Who are
American
Indian or
Alaska Native
2 4 11 51 36 4
FY 20-21
APRs by
interventi
on type
# of People
Who are
Native
Hawaiian or
Other Pacific
Islander
1 0 5 20 21 4
FY 20-21
APRs by
interventi
on type
# of People
Who are
White
29 38 77 282 291 99
FY 20-21
APRs by
interventi
on type
# of People
Who are
Multiple Races
12 36 45 99 49 6
FY 20-21
APRs by
interventi
on type
Oakland
Local Action Plan to Address Homelessness for FY 22-23
26 Appendix C- Funding Analysis- Oakland
Funding
Program
Fisc
al
Year
Total
Amount
Invested
into
Homelessne
ss
Intervention
s
Fundin
g
Sourc
e*
Intervention Types
Supported with Funding
Brief
Description
of
Programmi
ng and
Services
Provided
Population
Served
Other
(please
enter
funding
source)
FY
2022-
2023
$6,290,000 Local
Agenc
y
Outreach
and
Engageme
nt
Measure Q:
Street
Outreach,
Family
Shelter,
Transitional
Housing
operating
support,
Oakland
PATH
Rehousing
Initiative
(OPRI)
Services
(partnered
with
Oakland
Housing
Authority
housing
subsidy
funds), Motel
Vouchers,
emergency
food
distribution
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Non-
Congregat
e Shelter/
Interim
Housing
Permanent
Supportive
and
Service-
Enriched
Housing
Administrati
ve Activities
Local
General
Fund
FY
2022-
2023
$
2,090,000.00
Local
Agenc
y
Outreach
and
Engageme
nt
General
Purpose
Funds:
Street
Outreach,
Svc in
permanent
housing,
match for
federal
grants,
Homeless
Services Staff
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Permanent
Supportive
and
Service-
Enriched
Housing
Administrati
ve Activities
Community
Developme
nt Block
FY
2022-
2023
$
1,140,000.00
Federal
Agenc
y
Administrati
ve Activities
shelter
operations,
city staff
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Oakland
Local Action Plan to Address Homelessness for FY 22-23
27 Grant
(CDBG) -
via HUD
Non-
Congregat
e Shelter/
Interim
Housing
time/admin,
thanksgiving
dinner
Continuum
of Care
Program
(CoC) - via
HUD
FY
2022-
2023
$
5,600,000.00
Federal
Agenc
y
Non-
Congregat
e Shelter/
Interim
Housing
transitional
housing/rapi
d rehousing
programs for
singles and
families;
rapid
rehousing for
families;
rapid
rehousing for
TAY;
transitional
housing for
TAY
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Rental
Assistance
Emergency
Solutions
Grants
(ESG) - via
HUD
FY
2022-
2023
$
660,000.00
Federal
Agenc
y
Non-
Congregat
e Shelter/
Interim
Housing
operating
support for
singles and
family
shelter, rapid
rehousing
support for
families,
street
outreach,
services for
TAY OPRI
program
(with
housing
subsidies
provided by
Oakland
Housing
Authority);
City
staff/admin
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Rental
Assistance
Outreach
and
Engageme
nt
Administrati
ve Activities
Other
(please
enter
funding
source)
FY
2022-
2023
$
3,230,000.00
Federal
Agenc
y
TBD HOPWA-
uses TBD
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
AND LIVING
WITH HIV/AIDS
FY
2023-
2024
FY
2024-
2025
Other
(please
enter
FY
2021-
2022
$
4,210,000.00
Federal
Agenc
y
Non-
Congregat
e Shelter/
OHA:
housing
subsidy
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Oakland
Local Action Plan to Address Homelessness for FY 22-23
28 funding
source)
Interim
Housing
funds for
OPRI
(families,
singles, TAY,
workforce);
operating
subsidies for
family and
singles TH
Rental
Assistance
Other
(please
enter
funding
source)
FY
2022-
2023
$
510,000.00
Local
Agenc
y
Non-
Congregat
e Shelter/
Interim
Housing
Alameda
County:
support for
adult TH
program
(match to
CoC funds),
winter shelter
SINGLE ADULTS
Homeless
Housing,
Assistance
and
Prevention
Program
(HHAP) - via
Cal ICH
FY
2022-
2023
$
945,000.00
State
Agenc
y
Permanent
Supportive
and
Service-
Enriched
Housing
HHAP 1:
Youth
Guaranteed
Income pilot
UNACCOMPANI
ED YOUTH
FY
2023-
2024
Homeless
Housing,
Assistance
and
Prevention
Program
(HHAP) - via
Cal ICH
FY
2022-
2023
$
9,310,000.00
State
Agenc
y
Permanent
Supportive
and
Service-
Enriched
Housing
HHAP 2:
HomeKey
operating
support;
Youth
Guaranteed
Income pilot
UNACCOMPANI
ED YOUTH AND
HOMEKEY
POPULATION TO
BE DETERMINED
FY
2023-
2024
Homeless
Housing,
Assistance
and
Prevention
Program
(HHAP) - via
Cal ICH
FY
2022-
2023
$
24,066,822.52
State
Agenc
y
Non-
Congregat
e Shelter/
Interim
Housing
Administrati
ve Activities
HHAP 3:
community
cabins/palle
t shelters, RV
Safe Parking
sites,
Emergency
shelter
(COVID
response),
TAY TH,
encampme
nt based
portapotties,
wash
stations and
mobile
showers,
HomeKey
operating
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
FY
2023-
2024
Permanent
Supportive
and
Service-
Enriched
Housing
Outreach
and
Engageme
nt
Systems
Support
Activities
Oakland
Local Action Plan to Address Homelessness for FY 22-23
29 subsidies,
capacity
building
initiative
focused on
small, Black
led agencies
Encampme
nt
Resolution
Grants - via
Cal ICH
FY
2022-
2023
$
4,731,300.00
State
Agenc
y
Non-
Congregat
e Shelter/
Interim
Housing
Encampmen
t Resolution
Funding-
prepare site
for 100
people;
serve 50 ppl
in year 1 with
these funds
ALL PEOPLE
EXPERIENCING
HOMELESSNESS
Homekey
(via HCD)
FY
2022-
2023
TBD State
Agenc
y
Permanent
Supportive
and
Service-
Enriched
Housing
TBD ALL PEOPLE
EXPERIENCING
HOMELESSNESS
FY
2023-
2024
Oakland
Local Action Plan to Address Homelessness for FY 22-23
30 Appendix D- DRAFT Outcome Goals- Alameda County
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 Black/African 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.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
31 Americans 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.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
32 Outcome Goal #1b: Reducing the number of persons experiencing 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 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 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:
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, 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.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
33 which is coming online this year, we can once again impact this number.
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%
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 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:
Oakland
Local Action Plan to Address Homelessness for FY 22-23
34 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.
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%
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 Your Related Goals for
Underserved Populations and Populations Disproportionately Impacted by Homelessness Oakland
Local Action Plan to Address Homelessness for FY 22-23
35 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:
(Pending data on re-entry population) (Pending data on re-entry population)
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, safe haven
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 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
Describe the trackable data goal(s) related to this
Outcome Goal:
Oakland
Local Action Plan to Address Homelessness for FY 22-23
36 to this Outcome Goal and how this focus has
been informed by data in your landscape
assessment:
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).
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 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
Describe the trackable data goal(s) related
to this Outcome Goal:
Oakland
Local Action Plan to Address Homelessness for FY 22-23
37 how this focus has been informed by data in your
landscape assessment:
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%.
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%
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 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:
Oakland
Local Action Plan to Address Homelessness for FY 22-23
38 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.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
39 Appendix E- DRAFT Strategies to Achieve Outcome Goals Strategy 1
Description
Prevent Homelessness for our residents: address racial disparities in mainstream/upstream systems to prevent racially disproportionate inflow into homelessness (Goal 1, Strategy 1 in Home Together 2026 Plan). Activities include partnering 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; working with criminal justice institutions to create housing planning and homelessness prevention resources; and ensuring that workforce services are accessible to and structured to support people whose housing is unstable.
Timeframe
July 1, 2021 - 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 development)
Measurable Targets
Decrease racial disparities from 2021 baseline for people experiencing homelessness as well as those who become homeless for the first time.
Performance Measure to Be Impacted
1. Reducing the number of persons experiencing homelessness
2. Reducing the number of persons who become homeless for the first time.
7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
Strategy 2
Description
Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Goal 1, Strategy 3 in Home Together 2026 Plan). Activities include adding resources to flexible funding pools for Housing Problem Solving, a practice Oakland
Local Action Plan to Address Homelessness for FY 22-23
40 of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support; and offering housing problem solving training and funding throughout the system so that providers can quickly assist people when and where they seek help.
Timeframe
July 1, 2021 - June 30, 2024
Entities with Lead Responsibilities
OHCC as Coordinated Entry Management Entity
Measurable Targets
% increase in number of people exiting the homeless system to positive housing destinations through housing problem solving interventions.
Performance Measure to Be Impacted
2. Reducing the number of persons who become homeless for the first time.
5. Reducing 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
Description
Connect people to shelter and needed resources: expand access in key neighborhoods and continue improvements to Coordinated Entry (Goal 2, Strategy 1 in Home Together 2026 Plan). 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; add access point outreach staff to connect people to these services in the field; develop the capacity for 211 to track and follow up with people seeking resources; 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
Oakland
Local Action Plan to Address Homelessness for FY 22-23
41 Entities with Lead Responsibilities
OHCC as CE Management Entity
Measurable Targets
Increase successful placements from street outreach to sheltered situations; reduce the number of people who are unsheltered at a point in time.
Performance Measure to Be Impacted
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 4
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 (Goal 2, Strategy 4 in Home Together 2026 Plan).
Add 1,625 temporary shelter beds to serve vulnerable adults and families with children. 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; and ensure health and safety conditions in shelter programs through countywide standards and track and monitor input by shelter residents.
Timeframe
July 2021 - June 2022
Entities with Lead Responsibilities
County Leadership (Health Care Services, Social Services, Probation, General Services, Housing & Community Development) Measurable Targets
Reduce the number of people experiencing unsheltered homelessness.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
42 Performance Measure to Be Impacted
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
Description
Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Goal 3, Strategy 1 in Home Together 2026 Plan). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; creating a new model of supportive housing for older/frail adults with more intensive health service needs; and providing services funding for supportive housing through expansions of Medi- Cal enrollment and the CalAIM program.
Timeframe
July 2021 - June 2024
Entities with Lead Responsibilities
County HCD, OHCC
Measurable Targets
Increase the number of supportive housing units annually; increase the number of consumers receiving CalAIM (Medi-Cal) funded housing services.
Performance Measure to Be Impacted
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.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
43 Strategy 6
Description
Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Goal 3, Strategy 2 in HT Plan). Activities include providing affordable housing without time limits for approximately 30% of adult only households and 28% of family households in the homeless system; add 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.
Timeframe
July 1, 2021 - June 30, 2024
Entities with Lead Responsibilities
HCD, OHCC
Measurable Targets
Increase the number of dedicated affordable housing subsidies; launch a local operating subsidy program with dedicated funding.
Performance Measure to Be Impacted
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
Description
Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Goal 4, Strategy 1 in HT Plan). Activities include improving HMIS coverage; considering increasing the frequency of the PIT Count to annual; improve tracking of resources and inventory to support evaluation and reporting; improving data quality and regularly review Oakland
Local Action Plan to Address Homelessness for FY 22-23
44 system and program outcome data disaggregated by race; and work to incorporate an RBA framework systemwide when tracking and measuring performance metrics.
Timeframe
July 1, 2021 - June 30, 2024
Entities with Lead Responsibilities
HCD, OHCC
Measurable Targets
Expansion of participating HMIS organizations and users; improve availability of system performance measures disaggregated by race.
Performance Measure to Be Impacted
1. Reducing the number of persons experiencing homelessness.
7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
Strategy 8
Description
Strengthen coordination, communication, and capacity: Improve messaging and information availability (Goal 4, Strategy 2 in HT Plan). Activities include centralizing homeless resource information and regular system updates to partners; providing an annual Home Together plan update on progress and challenges; complete a full inventory of current/anticipated resources for all key partners in order to identify gaps in funding and strategies to fill these gaps.
Timeframe
July 1, 2021 - June 30, 2024
Entities with Lead Responsibilities
CoC, OHCC
Oakland
Local Action Plan to Address Homelessness for FY 22-23
45 Measurable Targets
Availability of annual reporting demonstrating performance toward goals in the Home Together 2026 Community Plan; availability of a centralized inventory of homeless system resources updated in real-time.
Performance Measure to Be Impacted
1. Reducing the number of persons experiencing homelessness.
7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
46 Appendix F: Proposed HHAP-3 Program Budget
Intervention Type
(HHAP categories) Intervention -sub type Population Vendor Program Name $ amount Interim Shelter Cabins/Pallets SINGLES HCEB 3rd/Peralta-PSA $900,000 Interim Shelter Cabins/Pallets SINGLES HCEB Lakepoint Cabins $1,650,000 Interim Shelter Cabins/Pallets SINGLES Operation Dignity MCC N $900,000 Interim Shelter Cabins/Pallets SINGLES Operation Dignity MCC S $900,000 Interim Shelter Cabins/Pallets SINGLES Operation Dignity NCC $900,000 Interim Shelter Cabins/Pallets SINGLES Family Bridges Oak CC $900,000 Interim Shelter Cabins/Pallets SINGLES Roots Roots PSA $925,000 Interim Shelter Consultant ALL Stevan Alvarado Prop Mgt support $50,000 system support Consultant Jeweld Legacy Capacity Building $250,000 Interim Shelter Emergency Shelter SINGLES HCEB HomeBase $950,000 Interim Shelter Emergency Shelter SINGLES SVDP SVDP shelter $1,400,000 outreach hygiene ALL encampment supplies hygiene $250,000 outreach hygiene ALL Clean site portapotties $390,000
outreach hygiene ALL TBS portapotties $135,000
outreach hygiene ALL United portapotties $225,000
outreach hygiene ALL Dignity on Wheels showers $750,000 outreach hygiene ALL Roots showers $150,000
outreach hygiene ALL Urban Alchemy showers $350,000
Permanent Housing Operating Subsidy TBD TBD
HomeKey -operating
subsidy $2,085,167
Interim Shelter RV Safe parking SINGLES TBD 66th Ave $1,765,525 Interim Shelter RV Safe parking SINGLES HCEB 71st ave safe parking $850,000 Interim Shelter RV Safe parking SINGLES HCEB High st safe parking $850,000 Interim Shelter RV Safe parking SINGLES BOSS wood st RV $1,043,484 Interim Shelter SECURITY TBD TBD SECURITY $200,000
Interim Shelter TH TAY YSA YSA Tiny Homes $503,337
Unprogrammed unprogrammed TAY TBD
Unprogrammed Youth
Set Aside $1,903,345
Interim Shelter utilities SINGLES EBMUD EBMUD $100,000
Interim Shelter utilities SINGLES PG&E UTILITIES/LEASES/TAXES $550,000
TOTAL $21,825,858
Oakland
Local Action Plan to Address Homelessness for FY 22-23
47 Appendix G: Oakland System Modeling
The Table below is based on the modeling assumptions made as part of the countywide Home Together Plan modeling but uses Oakland specific inventory numbers. It shows what is needed over the next 5 years to meet the need of addressing homelessness within Oakland
Oakland- Five Year System Modeling
Intervention
Type
Baseline
Inventory
(2021)
Total
Needed
Year 1
(2022)
Total
Needed
Year 2
(2023)
Total
Needed
Year 3
(2024)
Total
Needed
Year 4
(2025)
Total
Needed
Year 5
(2026)
HP/Rapid
Resolution
29 140 160 190 260 230
Crisis
Response*
1,132 2,760 3,410 3,140 1,810 1,390
TH for Youth 113 113 120 140 200 170
Rapid Re-
Housing
239 1,180 1,370 1,560 2,180 1,940
PSH 1,330 3,790 4,500 5,290 6,490 7,410
PSH-Seniors 0 520 1,090 1,690 2,530 3,190
Dedicated
Affordable Hsg
0 1,570 3,320 5,240 7,870 10,070
Shallow
Subsidy
195 830 1,740 2,750 4,090 5,240
*crisis response includes shelter, community cabins, RV Safe parking
The Chart below shows the impact on the homeless system if the investments in the model above were realized.
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Homeless Households
Annual HH in the System HHs served in pathways to housing Unmet need Oakland
Local Action Plan to Address Homelessness for FY 22-23
48 Appendix H- Homeless Response Planning Efforts
Over the past several years, there have been several processes at the City and County levels to strategically model homelessness response – what resources are needed, in what amounts and at what costs, in order to end unsheltered homelessness in our community in the next five years.
These efforts, described in more detail below, include the City’s Five-Year PATH Framework from 2019, the 2020 countywide Centering Racial Equity in Homeless System Design Report, and the countywide Home Together Plan adopted by the Alameda County Board of Supervisors in May 2022.
PATH Framework
In December 2019, the City developed the Five Year Permanent Access to Housing (PATH) Framework which set out priorities, strategies, and recommendations focused on addressing the growing homelessness crisis in Oakland. The PATH Framework groups these strategies into three major buckets:
➢ Prevention strategies to keep people from becoming homeless. ➢ Emergency strategies to shelter and rehouse households and improve health and safety on the street.
➢ Housing development strategies to create Extremely Low Income (ELI) and Permanent Supportive Housing (PSH) units prioritized for individuals and families experiencing homelessness.
PATH Strategies
Specifically, the following strategies were prioritized:
• Ensure fewer people become homeless
• Address impacts of unsheltered homelessness
• Maintain, improve, and expand crisis response beds
• Return people to housing as quickly as possible
• People who have been homeless have the incomes and supports they need to avoid returning to homelessness
• Increase the supply of ELI and PSH
All strategies in the framework are grounded in a commitment to addressing equity by eliminating racial disparities in the rates at which people experience homelessness, and rates they exit to stable housing . In Oakland, African Americans are disproportion ately impacted by homelessness due to long standing structurally racist practices such as red lining and employment discrimination. Over 70 percent of individuals who are homeless in Oakland are African American, despite African Americans only accounting f or 24 percent of the City’s Oakland
Local Action Plan to Address Homelessness for FY 22-23
49 population. To that end, any plan aimed at addressing homelessness in Oakland must be approached from a lens acutely attuned to the needs of the African American community.
PATH Progress To Date
The PATH Framework’s strategies have informed much of the City’s work over the past three years. A summary of that work is in the table below.
Table 1:
PATH Strategy Accomplishments FY19-20, FY 20-21, FY 21-22 Fewer people become homeless
each year
Since FY 19-20 the City of Oakland and Keep Oakland Housed KOH), have supported over 21,000 households with
prevention/anti displacement funding. This includes a large increase in funding during FY 20/21 and FY 21/22 due to COVID specific resources. These efforts are detailed below:
• FY 19-20 - $2,913,300 in City anti displacement funds and private funds supported 3635 households
• FY 20-21- $43,547,013.30 in CARES, ERAP, State ERA,
private and other public funds supported 10,966
households
• FY 21-22- $33,041,689.47 in CARES, ERAP, State ERA,
and other public funds are projected to support
approximately 6,725 households by program year-
end
More people return to housing as
quickly as possible
• $4.7 million in ESG-CV to rapidly rehouse 176 Project Roomkey clients for up to two years until they are
able to transition to ELI or PSH units (see EHV
numbers in housing section below).
• Expanded the OPRI program to serve 40 families in
units with long term Oakland Housing Authority
subsidies and city funded services
• Added a rapid rehousing component to existing
transitional housing programs to support more rapid
exits to permanent housing.
Maintain, improve and expand
crisis response beds
Over the past 3 fiscal years, the number of Oakland funded interim beds/spaces has increased by over 800 beds/spaces for a total of 1523 beds/spaces. This includes the addition of:
• Cabin/pallet sites (Mandela North, Mandela South,
Oak St, Lakepoint, 3rd/Peralta)
Oakland
Local Action Plan to Address Homelessness for FY 22-23
50 • Safe RV parking sites (High St, 71st Ave, Beach st, Wood st)
• COVID response shelters (HomeBase, Lake Merritt
Lodge)
• Family shelter beds (Family Matters)
• Youth shelter beds (YEAH!)
• Youth transitional housing (YSA Tiny Homes)
People who have been homeless
have the incomes and supports
they need to avoid returning to
homelessness
• Transitioned Miller Community Cabins to be workforce
focused- serving people ready, willing and able to work • Supported several low barrier work opportunity
programs to employ unsheltered people
• New 18-month shallow subsidy pilot launched in 2021
as a targeted prevention strategy to help recently
housed households maintain housing. Project 195
households served by the end of FY 21-22.
Expand the supply of deeply
affordable and supportive housing
for Oakland’s most vulnerable
residents
Over the past 3 years, the following new Extremely Low
Income/Homeless units were funded:
• 2019 – 135 units
• 2020- 165 units, of which 62 were from HomeKey Round
1 • 2021-190 units, of which 80 were from HomeKey Round 1 • 123 people housed using Emergency Housing Vouchers
(EHVs) from Oakland Housing Authority
Address impacts of unsheltered
homelessness on sheltered and
unsheltered neighbors
• 2nd public works crew added to address encampments
• Increased encampment-based hygiene services to
approximately 60 sites (portapotties, wash stations,
garbage pick-up)
• Mobile showers – up to 35 sessions/week
• New Encampment Management Policy passed by Council
in October 2020
• Expanded outreach by 6.5 FTE to focus on supporting the work of the Encampment Management Team (total
contracted outreach staffing now at 11.5 FTE)
Racial Equity Evaluation and
Capacity Building to eliminate
racial disparities in the rates at
which people experience
homelessness, and rates they exit
to stable housing
Launched a capacity building initiative to support the
development of healthy, sustainable community-based
organizations that are able to successfully bid, receive, and execute contracts from the City and other government
agencies. Goals were to:
Oakland
Local Action Plan to Address Homelessness for FY 22-23
51 • Expand contracts to a larger number and percentage of provider organizations led by, and specifically
serving, communities that have been
underrepresented or poorly served.
• Expand contracts to more programs located in, or
deeply connected to, areas with significant
populations of targeted racial or ethnic groups.
To date, four of the participating agencies have successfully been qualified under the Human Services Department’s RFQ for homeless services and 2 participating agencies have been selected for funding.12
Together, the strategies and interventions above have supported the following system wide outcomes:
Fiscal Year Total Number
of People
Served in
Oakland
Funded
Programs
Number of
People Who
Exited from
Programs
% Exits to
Permanent
Housing
% Exits to
Interim
Housing
2019-2020 4901 2455 27% 14%
2020-2021 4250 1950 40% 22%
2021-2022* 3412 612 37% 34%
*July 1, 2021-December 31, 2021
Impact of COVID on first two years of the PATH Framework Shortly after the creation of the PATH Framework, the COVID pandemic began and dramatically changed the landscape of homeless services priorities and funding. Unprecedented increases in funding allow ed many actions within the PATH priorities to quickly move forward (ex:
prevention/anti displacement strategies (ERAP), increasing interim beds (RoomKey and other programs), increasing exit resources (federal emergency housing vouchers) , increasing the creation of permanent housing units for people who are homeless (HomeKey), and increasing street based hygiene services). At the same time, the pandemic had a negative impact on the day-to-day functioning of homelessness programs and on people experiencing ho melessness.
Some of these impacts include:
12 Funding is dependent on the City receiving a funding award under the State’s Family Homelessness RFP. Awards will be announced at the end of June 2022.
Oakland
Local Action Plan to Address Homelessness for FY 22-23
52 ▪ Multiple pauses in intake/exits at congregate living sites due to periodic COVID 19 outbreaks and transmission mitigation interventions. This impacted the total number of people who were served as well as bed and unit utilization. ▪ Eligible residents were transferred to the County-operated Safer Ground programs, which gave them an increased opportunity to quarantine safely. However, these exits were not considered permanent housing (they are considered emergency shelter in the HMIS system) and the rate of exits to permanent housing went down and exits to homelessness (shelter) went up.
▪ Many clients lost employment or saw a reduction in their hours because of the economic shutdown, impacting their ability to maintain or increase income. ▪ Programs struggled to connect clients to service agencies to obtain things like SSI benefits, birth certificates, etc. because of office closures or limited hours of operation.
Centering Racial Equity in Homeless System Design Report13 The 2021 Centering Racial Equity in Homeless System Design report (CRE) sought to • Identify and address factors leading to the over-representation of people of color in the population of people experiencing homelessness. • Understand how facets of the homeless system benefit or burden people of color and pinpoint opportunities to advance racial equity within the system. • Formulate key elements of a model homeless system, including optimal types and quantities of housing units and service programs
• Develop recommendations to more effectively and equitably allocate resources, prioritize investments, and advance proactive, targeted strategies to end and prevent homelessness.
The report was informed by both data (system modeling) and extensive interviews 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 filled.
Home Together Plan14
Building on the CRE report, the Home Together 2026 Community Plan lays out the goals, strategies and investments needed to dramatically reduce homelessness by 2026 and combat racial disparities in homelessness through fully centering equity. The Home Together 2026 Community Plan has been informed by public comment, a Strategic Planning Committee representing people with lived expertise, County agencies and departments, local cities, community organizations, and homeless service providers. Home Together 2026 is also
13 2021-Centering-Racial-Equity-in-Homeless-System-Design-Full-Report-FINAL.pdf (everyonehome.org) 14 Home-Together-2026_Report_051022.pdf (acgov.org)
Oakland
Local Action Plan to Address Homelessness for FY 22-23
53 informed by and consistent with other state, local and regional efforts to address homelessness. 15
15 Alameda County, Health Care Services, Office of Homeless Care and Coordination website