Housing & Homelessness,
Land Use & Economic
Development
Oakland City Council Orientation
January 12, 2023
Agenda
• Housing & Community Development Department
• Human Services Department
• Housing and Homelessness Presentation
• Economic and Workforce Development Department
• Planning and Building Department
• Land Use and Economic Development
Housing & Community
Development Department
Housing and
Community
Development
Christina Mun, Interim Director
December 2022
Part 1 : HCD Mission & Values
Part 2 : Structure & Services
Part 3 : Key Activities & Performance
Part 4 : Top Priorities for 2023
Part 5 : Accessing HCD Services
Contents
The Housing and Community
Development Department
(HCD) is dedicated to
improving Oakland's
neighborhoods and to
ensuring all Oaklanders have
safe and affordable housing.
V i s t a E s t e ro , an H C D- F u n d e d A f f o rd ab l e H o u s i n g P ro j e c t ( M i d P e nH o u s i n g)
Mission
• Disaggregate data by race &
ethnicity whenever possible
• Target resources to Oakland’s
most vulnerable residents
• Identify & remove barriers for
Black, Indigenous, and People of
Color (BIPOC) Oaklanders
Commitment to
Racial Equity
HCD Structure and
Services
HCD
Structure &
Services
HCD develops and proposes
programs, partnerships, and
resources to further the“ 3Ps ”
of housing:
• Protecting Oaklanders from
displacement
• Preserving the existing
affordable housing stock
• Producing affordable
housing.
Rent Adjustment Program
Community Development & Engagement
Residential Lending Services
Housing Development Services
Fiscal Services
Administration
Protection
Rent Adjustment Program
(RAP)
The RAP unit enforces the City of
Oakland’s Rent Adjustment and Just
Cause for Eviction Ordinances and
provides mediation, legal petition
hearings, housing counseling and
education to tenants and property
owners.
RAP's Active Enforcement Model
Preservation
Community Development &
Engagement
(CDE)
The CDE unit acts as a program
administrator and grant manager for
Community Development Block Grant
(CDBG) and other U.S. Department of
Housing and Urban Development
(HUD) resources.
CDBG funds rebuild and revitalize
depressed neighborhoods and target
benefits to low- and moderate-income
residents and areas of Oakland.
Preservation
Residential Lending Services
(RLS)
RLS administers the CDBG-funded
loan and grant programs for the
major and minor repair and
rehabilitation of owner-occupied
and rental housing, vacant and
blighted residential properties.
Production
Housing Development
Services (HDS)
HDS produces and preserves
affordable units by funding the
development, acquisition and
rehabilitation of housing with long-
term affordability restrictions, as
well as through the opportunity to
move into homeownership.
Pictured: Affordable housing at Brooklyn Basin
Administration
Fiscal Services
The Fiscal Unit ensures department-
wide financial transparency and
integrity by providing quality fiscal
and loan management services to
local communities.
HCD Total Sources: Fund and Description Sum of FY22-23
1010 - General Fund: General Purpose 2,175,000
1870 - Affordable Housing Trust Fund 23,860,101
1885 - 2011A-T Subordinated Housing 748,351
2108 - HUD-CDBG 7,148,160
2109 - HUD-Home 3,124,987
2144 - California Housing and Community
Development 19,464,475
2413 - Rent Adjustment Program Fund 8,512,281
2826 - Mortgage Revenue 89,492
Total 65,122,847
Administration
HCD Leadership Team
HCD leadership provides strategic
direction, policy and analysis,
external relations, fiscal stewardship
and overall management of the
department.
HCD Key Activities
& Performance
16 Key Activities & Performance
PRODUCTION: Housing Production by Location
PRODUCTION: Housing Production by Income
PROTECTION: Housing Counseling & Issue -Tracking
PROTECTION: Resident Education and Outreach
PRESERVATION: Residential Rehabilitation and Preservation Affordable Housing Production
by Location & Type
In 2021, HCD invested over $70
million in 727 units via new
construction, rehabilitation, and
acquisition/conversion to
affordable housing.
Key Activities
& Performance:
Production
Housing Production by Income
In 2021, HCD funded 727 units at
varying levels of affordability,
depicted to the right.
Housing Affordability Levels
Income Category Percentages of AMI
Extremely low-
income
0-30%
Very low-income 30-50%
Low-Income 50-80%
Moderate Income 0-120%
Key Activities & Performance:
Production
Oakland's Housing
Concerns – Issue Tracking
RAP housing counselors connect
with members of the public
about housing issues and
provide information and
referrals.
RAP counselors had 4,150 total
contacts in 2021.
Key Activities & Performance:
Protection
Education & Outreach
To address housing concerns,
HCD coordinates workshops to
educate the public on policies
and ordinances.
In 2021 RAP staff offered 15
workshops and had over 940
registrants.
Recent efforts in 2022 include expanded outreach around the upcoming Rental Registry 21 Key Activities & Performance:
Protection
Preservation - Rehabilitation
HCD provides grants and loans to low- and
moderate-income property owners to
improve their homes and meet access
needs.
In 2021 HCD staff invested over $783,350 in
82 rehabilitation projects.
There is another $5.1 million in the
pipeline for 72 additional projects.
Rehabilitation Pipeline Projects:
Residents by Race/Ethnicity
Key Activities & Performance:
Preservation
HCD 2023
Top Priorities
23 Priority #1
Increase Financial Resources
and Streamline Housing
Development
Background and Challenges
Priority #1
Increase Financial Resources
for Housing Development
Solutions and Opportunities
Measure
$350M for affordable
housing
LOCAL STRATEGIES:
STATE/FEDERAL ADVOCACY:
Priority #2
Address the Homelessness
Crisis Through Homelessness
Prevention
Solutions and Opportunities
Priority #3
Address the Homelessness
Crisis Through Exits to
Permanent Housing
Background and Challenges
HCD’s Role in Increasing
Racial Equity in the Homeless
Response System Model:
• PSH for people with
extremely low incomes and
high service needs.
• Dedicated ELI for people with
extremely low incomes and
low ongoing service needs
• Improve Communication
Priority #3
Address the Homelessness
Crisis Through Exits to
Permanent Housing
Solutions and Opportunities
Cl i f t o n H a l l , O a kl a nd’ s f i r s t H o m e ke y pr o j e ct HCD Strategies:
• New Construction NOFA: 20%+ homeless set-aside
• Homekey: rapid creation of PSH and ELI housing
• Inter-agency coordination with CAO, HSD, PBD, EWD to
hone homelessness response continuum, leverage
resources, and streamline production of PSH and ELI
housing
• Partner with OHA (operating subsidy), Alameda County
(services funding and housing application portal), and
BAHFA (funding and portal)
• Advocate for more regional, State, and Federal resources Priority #4
Promote Neighborhood
and Housing Stability
Accessing
HCD Services
30 Accessing HCD Services
For more information on City of Oakland housing policies, programs, and procedures:
Or visit our website
Oaklandca.gov/HCD
Email: [email protected]
Call: 1 (510) 238-3721
Human Services Department
Human Services
Department
Estelle Clemons
Interim Director
Human Services Department
Mission Statement
The Human Services Department promotes
the health , education and well -being of
Oakland families and adults by providing
free programs and building strong
communities through grassroots leadership
and civic engagement.
We collaborate with a diverse group of local
organizations to help address inequities,
eliminate racial disparities, and address the
emerging needs of the community.
HSD: 6 Divisions
ESTELLE CLEMONS
Interim Director
Fiscal & Budget
7.0 FTE
ANNIE FRIBERG
Acting Agency Manager
Community Housing
11.0 FTE
C’MONE FALLS
Acting HS Manager
Aging & Adult Services
43.38 FTE
SCOTT MEANS
HS Manager
Early Childhood & Family
Services
135.34 FTE
DIVEENA COOPPAN
HS Manager
Childhood & Youth Services
14.0 FTE
SCOTT KIM
Acting HS Manager/Planner
Community Action
Partnership
4.0 FTE
DWIGHT WILLIAMS
Acting HS Manager
MARTINA BOUEY
Assistant to the Director
MELISSIA FRANCISCO
Executive AssistantDESRALYNN COLE
SAMHSA Project Manager
HUMAN SERVICES:
244.16 FTE
HSD Commissions
▪ Alameda County-Oakland Community Action
Partnership (AC-OCAP)
▪ Head Start Advisory Commission
▪ Head Start Parent Oversight Council
▪ Mayor's Commission on Aging (MCOA)
▪ Oakland Fund for Children and Youth (OFCY)
• Planning and Oversight Committee
▪ Oakland Youth Commission
HSD Business Goals
• Provide high quality support systems for children, youth, families, seniors and other adults through direct services, grant making, and close collaboration and coordination
with public and community-based agencies.
▪ Develop new resources and leverage existing resources to maintain and expand strategies that address social
and racial equity for Oakland residents.
▪ Identify, plan and recommend proactive policy and
system responses to community needs and social issues
that impact the health and well-being of Oakland
residents.
Business Goals Cont'd
• Create opportunities for community engagement and voice through participatory planning and evaluation, and
participation with Boards, Commissions and community
groups.
▪ Sustain the Department’s efficient fiscal and program operations and improve and enhance service accountability through expanded performance monitoring, evaluation and continuous quality improvement.
▪ Foster staff development and acknowledgement, create a trauma informed system of care and racial dialogue.
HSD Service Summary
Division Service/Function
HSD Administration HR/ Payroll; Policy Development; Communications; Fund Development; Agenda Management; Support for Multi-Agency Initiatives; Liaison with Elected Officials & Legislative Advocacy; Resilience and Trauma Informed Systems Work
HSD Fiscal & Budget Budgeting; Audits; Grants Monitoring & Accounting; Contracting; Purchasing; Payments Community Housing Services Shelters & Transitional Housing; Health & Hygiene Interventions; Permanent Housing Interventions; Street Outreach; Employment Programming; Crisis Response Beds/Spaces; Coordinated Entry Program; liaison with EMT.
Alameda County-Oakland
Community Action Partnership
Housing and Food Security; EITC; Entrepreneurship/ Job Training & Employment; Community Development; Civic Engagement & Advocacy; Capacity Building; Board Children & Youth Services -
OFCY
Oakland Fund For Children & Youth; Summer Food Service Program; Youth Leadership & Development; Sugar Sweetened Beverage Tax Program; Planning and Oversight Commission; Youth Advisory Commission
Aging & Adult Services Senior Centers; Multi-purpose Senior Services Program (Case Management); Oakland Paratransit (OPED); Senior Companion/ Foster Grandparent Program; Senior Employee Program (ASSETS); Information and Referral; Food Distribution; Commission on Aging Early Childhood & Family
Services
Early Childhood Education; Family Services; Health Services; Nutrition Services & Food Distribution; Disability Services; Advisory Board; Parent Policy Council ReCAST A project to promote resilience and equity in communities that have recently faced civil unrest through implementation of evidence-based violence prevention, and community youth engagement programs, as well as linkages to trauma-informed services.
HSD Funding Sources FY 22-23
Total Budget
$ 143,731,113
Voter Initiative
Funding $ 31,671,979
22%
Federal Funding
$ 43,700,719
30%
General Funds
$ 19,562,237
14%
County Funding
$ 4,039,733
3%
State Funding
$ 41,543,462
29%
Overhead Waivers
$ 3,212,983
2%
Snapshot of Achievements FY21-22
▪ 4 Senior Centers provided case management services, social activities, and food distribution to over 3,200 Seniors
▪ Information and Assistance programs for seniors provided information, referral and follow up services to support more than 4,000 vulnerable Oakland seniors during the pandemic ▪ AC-OCAP funding allowed for 17,680 individuals to receive food assistance ▪ 4,560 Oakland low-wage earners received free tax preparation services through AC-OCAP’s signature ▪ Earned Income Tax Credit (EITC) Campaign resulting in $8,523,000 being returned into the pockets of Oakland’s low-income households
▪ OFCY Request for Proposal for the FY2022-2025 grant cycle was released in January 2021 and resulted in 149 programs being funded for approximately $19M for FY22-23 ▪ The Head Start program is funded to serve 674 children 0-5 years of age and expectant parents Achievements Cont’d FY21-22
▪ MSSP supported more than 500 seniors that
assisted with health and daily living activities that
enabled them to continue living independent
and dignified lives
▪ 2,339 clients were served in homeless & housing
programs; 589 in Permanent Housing
▪ 258 AC-OCAP Families Received Transitional
Housing/Emergency Shelter and 50 Families
Obtained/Maintained Permanent Housing
HSD: Challenges & Opportunities
Challenges:
▪ CHS Funding Cliff
▪ Staffing
▪ Funding for building and maintenance
(HS, Senior Centers, CHS buildings)
Opportunities:
▪ CalAim Health Expansion
▪ Head Start Mobile Learning Unit
▪ Oakland HRA App
Thank You
https://www.oaklandca.gov/departments/human-services
Housing and Homelessness
Presentation
Homelessness
and Housing
Estelle Clemons , Interim Director, Oakland HSD
Christina Mun , Interim Director, Oakland HCD
LaTonda Simmons , Assistant City Administrator
Presentation Overview
1. Introductions
2. Oakland's Unhoused Population
• Racial Equity Imperative
3. Framing: Oakland's PIPP Approach
• Prevention/Intervention/Permanent Placements
4. Prevention Overview
5. Intervention Overview
• Homelessness Administrator – encampment management
• Human Services Department – stabilization overview
6. Permanent Placement Overview
7. City Council Engagement & Opportunities
8. How to Access City Services
"Homelessness is among the biggest
issues facing Oakland."
- 2022 Homelessness Services
Performance Audit
Oakland's Unhoused Population
Oakland's Unhoused Population
Oakland's Unhoused Population
Our collective equity goal : reduce racial disparities in homelessness Oakland's Unhoused Population
City of Oakland's 3 -pronged " PIPP " approach:
Prevention, Intervention, and Permanent Placement to reduce homelessness Oakland's Homelessness Service Spectrum
Roles & Responsibilities
Which City agencies are involved in addressing homelessness? Homelessness
Administrator (CAO)
Human Services
Department (HSD)
Housing &
Community
Development
(HCD)
Housing &
Community
Development
(HCD)
Oakland's Homelessness Service Spectrum
Homelessness
and Housing
Homelessness Prevention
Oakland's Homelessness Services: Prevention
Oakland's Homelessness Services: Prevention
Oakland's Homelessness Services: Prevention
Oakland's Homelessness Services: Prevention
HCD's goal is to target Oakland
residents most at-risk of
becoming homeless through an
upcoming RFP in 2023.
Building from previous initiatives...
• Oakland Housing Secure
• Keep Oakland Housed
• Emergency Rental Assistance
Program (ERAP)
Homelessness
and Housing
Homelessness Intervention
Oakland's Homelessness Services: Intervention
STABILIZE
Oakland's proactive intervention strategy
is moving people from the streets and
encampments to innovative programs
like community cabins and Safe RV
parking sites, and from the traditional
shelter model to rapid rehousing
programs
• Encampment management (CAO)
• Services & stabilization (HSD)
Oakland's Homelessness Services: Intervention
ENCAMPMENT MANAGEMENT POLICY
The purpose of this policyis to assist all
Oaklanders, sheltered and unsheltered, andto
manage the adverse impacts of homeless
encampments by balancing the interests of
all residents (i.e. unhoused, housed, business
community), focusing encampment actions
on mitigating negative outcomes relatedto public
health and safety for those most harmed by these
conditions. This includes implementing managed
encampments, where possible, to better manage
the conditions on the streets.
Wood St. Encampment, courtesy of Monterey Herald
Oakland's Homelessness Services: Intervention
ENCAMPMENT MANAGEMENT POLICY -
This policy aims to:
1. Designate high-sensitivity areas, where unmanaged encampmentscause unreasonably high levels of health and safety impacts due to the nature of the location;
2. Designate low-sensitivity areas, where enforcement will not be prioritized.
3. Establish findings that will prompt EMT intervention;
4. Provide guidance on addressing unreasonable health and safety risks andpromote voluntary compliance;
5. Serve as a pathway to connect unhoused residents to shelter and services from the encampments prior and during actions;
6. Promote strategies centered in principles of equity and harm reduction to address non- compliance.
Encampment Management
Structural Considerations for
Moving Individuals into Housing
• Increasing the inventory of transitional
and permanent supportive housing
• Improving both the levels of outreach, system
navigation, and outcomes
• Ensuring individuals are connected to County,
State, and Federal resources
• Alignment and Tracking System Performance
Metrics (SPMs)
Encampment Management
Under the 2020 Encampment Management Policy, the City conducted over 7,361 interventions commencing January 2021 through September 2022. *In April 2021, the City’s increased support of multi -departmental support which enabled OPW to increase garbage runs by over 100%. In addition, hygiene placements increased over 50% resulting in the maximum number of porta potty placements more than 60 encampments.
EMT Intervention Jan 2021 through Sep 2022
Closures, partial, re-closures and cleanings 361
Regular Site Garbage Pick-ups and Containerized
Garbage Runs and hygiene services 7,000 (approximately)* Totals 7,361
Actions Taken Across the City
Encampment Management
Coordinated Entry System (CES)
A Coordinated Entry System (CES) is an evidence-based strategy that focuses on housing and service coordination designed to link homeless people to the most appropriate housing solution based on their needs.
The U.S. Department of Housing and Urban Development requires all projects funded under Continuums of Care (CoC) to utilize CES.
The goals of an effective Coordinated Entry system are to:
• quickly identify homeless people,
• prevent homelessness whenever possible,
• appropriately assess the needs of consumers that request help, and • connect them to housing and services quickly.
Oakland's Homelessness Services: Intervention
STABILIZATION INTERVENTIONS
Oakland's Homelessness Services: Intervention
Intervention Type Description
Coordinated Entry System Assessment for housing placement in Alameda County Crisis Response Beds Winter Shelters, COVID response trailers, Community Cabins, Safe RV Parking
Emergency Shelter Homeless shelters, hotel/motel vouchers to provide temporary shelter Health & Hygiene Portable toilets, wash stations, mobile showers Housing Navigation Housing support to get connected and remained housed Special Needs Oakland Path Re-entry Initiative (OPRI), Housing Opportunities for Persons Living with AIDS (HOPWA)
Permanent Housing Interventions Permanent Supportive Housing, Rental Subsidies, Homeless Prevention Rapid Rehousing Rapidly connects families and individuals to permanent housing Homeless Mobile Outreach
Program (HMOP)
Encourages people in encampments to seek case management, income, health and housing assistance referrals
Transitional Housing Housing with case management services for families, up to 24 months Homelessness Services: Programs & Partners
Intervention Programs Community Partners
Raid Rehousing OPRI, PATH, North County Abode Services, First Place for Youth, Building Futures for Women and Children, Roots Community Health Clinic, St. Mary's Center, Homeless Action Center, Covenant House of CA, East Oakland Community Project
Permanent Supportive
Housing (PSH)
PATH/individuals with serious
mental health issues
Lifelong Medical Care
Transitional Housing (TH) Tiny House Village, OHYHC Youth Spirit Artworks, Covenant House, East Oakland Community Project, Lao Community Development
Emergency Shelter (ES) Family, PATH, CDBG, Seniors, TAY East Oakland Community Project, Saint Vincent de Paul, Housing Consortium of the East Bay, Covenant House of CA
Crisis Response Beds Winter Shelters, COVID response
trailers, Community Cabins, Safe RV
Parking
Housing Consortium of the East Bay, Root Community Health Clinic, Family Bridges, Operation Dignity, Building Opportunities for Self-Sufficiency
Health & Hygiene Porta Potties, Mobile Showers TBS Site Services, Clean Site Services, United, Roots Community Health Center, Urban Alchemy, WeHOPE (Dignity on Wheels) Outreach Housing Navigation Eden I&R, Operation Dignity Special Needs Housing Opportunities for People
With Aids (HOPWA)
Alameda County, Contra Costa County
TH/RRH Hybrid HFSN, MCFIT, Families Bay Area Community Services, East Oakland Community Project Homelessness Services: Program Impact & Outcomes
Workforce Programs enrolled 143 clients
Outreach & Engagement Services provided services to 1,819 clients Homelessness & Housing Programs
served 2,339 clients
481
300
380
67 112
0 100
200
300
400
500
600
Permanent Housing Temporary/Stable Housing Homelessness Institutional Settings Unknown Program Exit Destinations
1340
Exited Program
999
Still in Program
Total year-round shelter capacity – 1,209
beds/units
Oakland's Homelessness Services: Intervention
Homelessness and
Housing
Permanent Placement
Oakland's Homelessness Services:
Permanent Placement
Strategy Agency
Creation of new homeless set-aside units for Coordinated Entry referrals
• Permanent Supportive Housing (PSH)
• Dedicated Extremely Low-Income (ELI) units with
service connection
Housing & Community
Development Department
Rapid Re-Housing Human Services Department
Emergency Housing Vouchers, Section 8, and other rental subsidies Oakland Housing Authority Permanent Placement relies on Coordinated Entry Systems for targeted access to housing units.
Current placement strategies include:
Permanent Placement:
Housing Development Progress
Guiding Plans and Studies:
• HCD Strategic Action Plan
• Housing Element
• PATH plan
• AllHome 1-2-4
• County homelessness
studies and PIT count
AFFORDABLE HOUSING PRODUCTION AND PRESERVATION PROGRESS, 2015-2021 Permanent Placement:
HCD Permanent Housing Capital Sources
Capital Sources for AH Production FY21-22 Budget FY22-23 Budget Affordable Housing Impact Fees (1870) 7,644,567 8,202,605 Jobs Housing Impact Fees (1870) 3,382,198 2,847,524
Boomerang (1870) 3,440,648 5,926,142
HOME and HOME-ARP (2109) 12,269,644 2,642,594
Excess Redevelopment Bond (5610) 3,900,000 0
Low-Mod Income Asset Fund (2830) 0 0
CalHOME Loan Repayments 0 0
Measure KK (5331 and 5333) 0 0
Local Housing Trust Fund (2144) 4,500,000 4,500,000
HODAG (2826) 1,577,870 0
Measure U (TBD) 0 0
Total 36,714,927 24,118,865
Permanent
Placement:
Affordable
Housing Pipeline
Permanent Placement:
Life of an Affordable Housing Project
Notice of Funding
Availability (NOFA)
Developer identifies and acquires site,
engages community, and works with
an architect to secure entitlements
NOFA process applies City priorities to
award funds, e.g. depth of affordability,
readiness, anti-displacement.
Council approves awards. NOFAs
provide public with complete data and
transparency. City is often the first
public lender .
Developers compete for other public
funds and secure private financing.
Developers secure building
permits, enter into construction
contracts.
Construction starts within 180 days of
tax credit award from State.
Property manager coordinates lease up
with City and County.
Permanent Placement:
HCD NOFAs for Permanent Housing
• Homekey: Rapid acquisition/conversion or new construction of homeless units • New Construction: Creation of multifamily affordable rental o Scoring prioritizes projects with more dedicated ELI and PSH units, neighborhoods experiencing displacement, and emerging developers. • Acquisition & Conversion to Affordable Housing : converts market rate rental to affordable, with set-aside for coops and land trusts
• Preservation: supports rehab needs of existing portfolio buildings Notices of Funding Availability (NOFAs) are Oakland HCD's tool to administer funds for housing development.
Current NOFAs include:
Permanent Placement:
HCD NOFAs for Permanent Housing
Permanent Placement:
Housing Project – Foon Lok West
Address: 311 9th Avenue
Developed by MidPen Housing Corporation on land owned by City and Oakland Housing Authority (OHA) • 130 affordable housing units, 26 PSH units
• OHA provided nearly $10 million & 65 Project-Based Section 8 vouchers • Subject land required remediation by master developer, and development timeline experienced significant delay due to CEQA lawsuit, 2008 recession and Redevelopment dissolution Stage Date
Concept 2003
Land Use Approvals 2006
Site Control 2014-2016
City Development Funding Committed 2019
Full Funding Commitment 2020
Construction Start August 2020
Construction Completion and Lease-up August 2022
Development Timeline to Lease Up: 19 years
Permanent Placement:
Housing Project – Aurora Apartments
Address: 3737 Martin Luther King Jr. Way
Developer: Affirmed Housing
• 44 housing units
• 43 PSH units, with 100% Project-Based Section 8
vouchers
• Received tax credit award before state tightened
criteria for Bay Area developers
Stage Date
Site Control 2017
Land Use Approvals 2018
City Development Funding Committed 2019
Full Funding Commitments 2019
Construction Start January 2020
Construction Completion and Lease-up October 2021
Photo?
Development Timeline to Lease Up: 4 years
Permanent Placement:
Housing Project – Homekey/Cliffton Hall
Stage Date
Concept: State Homekey NOFA
released
July 2020
Land Use Approvals N/A
City Development Funding
Commitment
August 2020
Site Control (acquisition) November 2020
Full Funding Commitment November 2020
Construction Start and Initial
Occupancy
December 2020
Lease up March 2021
Construction Completion January 2023
Development Timeline to Lease Up: 6 months
Address: 5268 Broadway
Developer: City (Operators are EOCP and SAHA)
• 61 housing units (20 family shelter units and 41 perm senior units)
• $6.96M for Operating subsidy from City/State
• City direct acquisition of the former CCA dorm
Permanent Placement:
Housing Project – Acquisition /Conversion
Stage Date
Concept – Tenant Organizing 2020
Site Control 2021
Land Use Approvals (CEQA still required
for ACAH)
April 2021
City Development Funding Committed September
2021
Full Funding Commitment 2021
Closed Financing June 2022
Rehabilitation Start - PROJECTED February
2023
Rehabilitation Completion – PROJECTED January 2024
Development Timeline to Completion: 3+ years
Address: 1534 29th Avenue
Developer: Oakland Community Land Trust (OakCLT)
• 14 housing units
• Community land trust ownership – existing tenants
worked with OCLT to organize purchase
• $2.1 million of City Measure KK funds
• $2.2 million from Local Initiative Support Corporation (LISC)
Permanent Placement:
New Perm Housing Funding Strategies
Capital opportunities:
• Secure competitive resources like LHTF and Homekey
• Establish a strategic Measure U bond spending plan that relies on data and community engagement
• Support developers pursuing competitive State funds like CCE, MHP, etc. • Coordinate with EWD to leverage City -owned sites
Operating opportunities:
• Create local operating subsidy (e.g. PLHA, Prohousing funds) • Leverage partnerships: OHA, HSD, Alameda County HCD, HCSA, BAHFA • State and federal advocacy
Economic conditions will require nimble, responsive, and strategic use of resources.
Homelessness and
Housing
Council Engagement &
Opportunities
City Council Engagement & Opportunities
Council and City engage with one another to:
• INCREASE deeply affordable housing
• ADVOCATE for funding focused on local homelessness programs • REDUCE systematic racial barriers
City Council and administration must partner to further Oakland's housing goals City Council Engagement & Opportunities
Opportunities for Further Engagement
• Funding and guidance for homelessness services
• Explore innovative funding mechanisms for permanent housing solutions • Advocate at the County and regional levels
o Advocate for local Oakland preference in coordinated entry systems o Increase services and other funding for operations
o Participate in regional bodies like MTC/ABAG and BAHFA o Bond Measure U – HCD developing spending plan for $350 million City Council and administration must partner to further Oakland's housing goals How to Access City Services
To contact Human Services Department Community Homeless Services Division:
Email: [email protected]
Call: 1 (510) 986-2721
Visit: oaklandca.gov/topics/community-housing-services
For more information on the City of Oakland's Encampment Management Policy:
Visit: oaklandca.gov/topics/encampment-management-team
To access Housing & Community Development services:
Email: [email protected]
Call: 1 (510) 238-3721
Visit: oaklandca.gov/hcd
Economic and Workforce
Development Department
Economic and Workforce
Development Department
Overview
Alexa Jeffress
Director
Economic and Workforce Development
January 2023
EWD Department Responsibilities
• Business Development – sustain, attract and grow businesses; increase investment in Oakland
• Workforce Development – staffs the Oakland Workforce
Development Board (OWDB) to oversee workforce investments in the City
• Cultural Affairs – manages the City’s cultural arts programming, including cultural grant -making and public art.
EWD Department Responsibilities, cont.
• Public/Private Development – negotiates and implements development on City -owned land
• Real Estate Asset Management – provides leasing, asset management, appraisal, acquisition, and disposition for all City properties
• Special Activity Permits Division – promotes equitable ownership and employment opportunities within the cannabis industry; issues permits for special events and film production.
Economic Updates
COVID Impacts
• 2020 12% unemployment
• Unemployment now at 3.4%
• Low -wage industries –retail,
restaurant and hospitality
recovering more slowly
• Racial and geographic
disparities in employment
persist
Industrial
Hotel Development
• 2225 Telegraph (The Moxy)
• 1431 Jefferson (Marriott)
• 2401 Broadway (Kissel Uptown)
Marriott, 1431 Jefferson
2401 Broadway
Moxy, 2225 Telegraph
More data at Quarterly Economic
Dashboard
https://www.oaklandca.gov/resources/quarterly-economic-dashboard
Business Development
• Business attraction, retention,
expansion strategies
• Administer 11 Community Benefit and
Business Improvement Districts (BIDs)
• Neighborhood Business Assistance
Program oaklandca.gov/BizHelp
• Façade and Tenant Improvement
program
• Technical Assistance, Local Contractor
Training Programs, and other small
business support
Workforce Development
• Oversees City workforce investments, including approx. $4M annually in Federal Workforce Innovation and Opportunity Act (WIOA) funds. • Staffs the Oakland Workforce Development Board (OWDB) • Coordinates and/or supports citywide job training initiatives, including the State -funded Oakland Forward youth workforce program, the Mayor’s youth summer jobs program and the West Oakland Job Resource Center.
Cultural Affairs
▪ Manages the Cultural Funding Grant program with over
$1.5M in annual grants to individual artists, arts
organizations, and festivals
▪ Oversees Public Art in private development and capital improvement projects
▪ Staffs the Cultural Affairs Commission, the Public Art Advisory Committee, and the Funding Advisory
Committee
▪ In 2021-2022 launched the Cultural Strategists program and Creative Economies of Belonging arts jobs program.
Special Activity Permits
▪ Regulates cannabis businesses, cabarets, massage
parlors, mobile food vending, second-hand dealers,
sound amplification, special events and film
production.
▪ Oakland was the first jurisdiction in the country to
launch a Cannabis Equity Program in 2017, to
support those impacted by the War on Drugs.
▪ In 2022 launched the first Equity Week celebration
from November 14-18, in partnership with Visit
Oakland and their Cannabis Trail
Public/ Private Development
• 7 sites with active development
agreements; 4 with exclusive
negotiation agreements; 3 with
proposals to be approved by Council.
• 16 sites declared as surplus land by the
City Council for future development.
• Manages Oakland Renaissance New
Markets Tax Credits.
• Responsible for winding down the
Oakland Redevelopment Successor
Agency (ORSA).
New Samuel Merritt University Campus
at City Center – breaking ground 2023
Real Estate
• Leasing, asset management, appraisal, acquisition, disposition, and commercial/ residential relocation services for all City properties. • Oversees a City real estate portfolio of over 1,100 owned properties and approx. 170 leases.
• Manages complex real estate transactions, including leasing and acquiring land for homeless intervention programs, community serving programs, and permanent supportive housing.
LEARN MORE
BUSINESS2OAKLAND.COM
Planning and Building Department
Planning &
Building
Department
William A. Gilchrist, FAIA
Director
Planning and Building Department
Department Responsibilities
• Engage the Community to create a Vision Development
• Establish and Enforce Codes/Ordinances for Development • Address Disparities in Development and Enforcement
• Process Applications and Permits
• Manage CEQA
• Process Applications and Coordinate Projects with other Departments and Agencies: OPW, OFD, EDWD, HCD, DOT,
OPR, BART, Port, Alameda County, etc.
Planning and Building Codes
• Oakland Planning Code (Title 17 of the Oakland Municipal Code) • Oakland Building Codes (Title 15 of the Oakland Municipal Code) Department Organization
Director
Deputy Director CBO
Building Bureau
Deputy Director
Planning Bureau
Assistant Director
Administration
& Operations
Title 15 of OMC Title 17 of OMC
Budget
Personnel
Technical Operations
213 Budgeted Positions; 150 Filled *
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Planning Bureau
• Primary laws, codes and policies
for Land -Use:
• General Plan
• Zoning and Application Review
• Specific and Area Plans
• Neighborhood Plans
115
Planning Bureau Organization
PLANNING
BUREAU
STRATEGIC PLANNING
• General Plans
• Specific Plans
• Interagency Planning
• Research/Analysis
• Planning Grants
• Text Changes to Title
17 DEVELOPMENT
PLANNING
• Planning Commission
• Major Project
Reviews
• Landmarks Advisory
• CEQA/EIR
• DAs
ZONING
• Zoning
Determinations
• Zoning
Interpretations
• Permit Processing
General Plan
• State-mandated, long-range
planning document
• Policies and maps provide
general framework for
development
• Not parcel-specific
• Ensure community development is
just and fair.
• Encourage high quality and high-
density mixed-use growth along
commercial corridors.
• Preserve and enhance existing
residential neighborhoods.
• Develop the Waterfront for public use.
• Preserve industrial land to provide
jobs for Oakland residents.
• Create a vibrant Downtown for all
Oaklanders.
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General Plan Policies
• The City of Oakland is updating its
Housing Element for the next 8 years
(2023-2031) as part of Phase 1 of the
2045 General Plan Update process. The
statutory deadline to adopt the
Housing Element is January 31, 2023.
• Phase 1 of 2045 General Plan Update
process also includes an update of the
Safety Element and creation of city’s
first Environmental Justice Element.
Pending Updates
to the General
Plan
• Phase 2 of 2045 General Plan Update process
is anticipated to begin in Fall 2023 and includes
the following:
– Updates to the Land Use and Transportation
Element (LUTE), Open Space, Conservation,
and Recreation (OSCAR) Element, Noise
Element
– Creation of the City's first "Infrastructure and
Capital Facilities" element to include policies
for infrastructure and capital improvements
in the other General Plan elements.
– Updates to the Zoning Code
Pending Updates to the
General Plan
Specific Plans
• Implement the General Plan and Specific Plans.
• Create parcel-specific regulations based on General
Plan maps and policies.
• Refine General Plan to the specific character of an area. • May be more restrictive than General Plan.
120
Specific and Area Plans
121
Specific Plans Completed
• Central Estuary Area Plan
• West Oakland Specific Plan
• Lake Merritt Station Area Plan
• Broadway Valdez District Specific Plan
• International Boulevard Transit Oriented Plan
• Coliseum Area Specific Plan
122
Lake Merritt – Chinatown Specific Plan
123
Lake Merritt Station Area Plan
Lake Merritt – Chinatown Specific Plan
Lake Merritt
Planned Unit Development
126
This first building to be
constructed under Lake Merritt
BART PUD, is called "Building B“
97-foot, 4-inch-tall building
up to 97 residential units (100%
affordable),
3,235 square feet of ground-floor
commercial space, and related
ancillary uses.
The walkway between Building B
and Building A is "The Paseo".
Horizontal improvements linked
to the construction of the
affordable housing in Building B.
Land Use Decision Making Process
• Projects requiring discretionary land use permits are submitted as an application to PBD and routed to Planning Bureau staff for review according to applicable zoning, subdivision and environmental review regulations.
• Projects subject to design review are also evaluated according to applicable design standards and guidelines.
• Depending on the size and type of land use project, decisions on discretionary land use permits are made by either the Planning Director, Zoning Manager, or Planning Commission.
Environmental Protection
State of California law:
• California Environmental
Quality Act (CEQA)
City of Oakland laws:
• Creek Protection/
Water Quality
• Tree Protection
• Green Building
California Environmental Quality Act
(CEQA)
• Requires consideration of environmental
consequences before approving plans,
policies or projects.
• Under CEQA
– Determine whether the project falls under
a statutory or categorical exemption from
CEQA; or
– If not exempt, oversee preparation of a
negative declaration, mitigated negative
declaration, or Environmental Impact
Report (EIR).
PERMITTED USES
Example of a Permitted Use Table
Historic Preservation and
Landmarks Advisory Board
• The Landmarks Preservation Advisory Board
– Identifies Historic Landmarks in Oakland, conducts
design review hearings on historic properties, and
advises the Planning Commission and City Council on
preservation.
• Historic Preservation
– Oakland's historic buildings and neighborhoods
among most notable in California.
– Rich multicultural legacy provides opportunity for
historic celebration across race and class
– Department documents and tracks Designated
Landmarks & Historic Properties
Before After
• Architectural Style
• Window Style and Trim
• Window Composition
• Materials
• Detailing (such as brackets)
• Depth (with roof overhang and porch)
Design Review
132
133
Council Role with Planning Commission
City Council
Planning
Commission
Planning Bureau
Staff
Zoning Changes
General Plan Changes
Appeals of PC Determinations
Development Agreements
Special Districts & Designations
Changes to text or map for Title 17;
Confirmation of Mayoral Nominees
Zoning Changes
General Plan Changes
Appeals of Staff Determinations
Development Agreements
Special Districts & Designations
Hearing support
Direction to Study or Analyze Land Use;
Recording of Planning Commission Rulings
& Recommendation as directed
Building Bureau Duties
• Plan Review staff review submitted plans and
construction documents in order to verify the
description of work, for which a permit will be
issued, is in compliance with the adopted
Building Codes.
• Inspection staff conduct site visits to confirm
work is performed according to the approved
plans and minimum code requirements.
• Code Enforcement staff enforces proper
maintenance pf private property, existing
structures and buildings and that complaints
and violations are documented and
addressed.
135
Building Bureau Organization
BUILDING
BUREAU
ENGINEERING/
PLAN CHECK
• Building Plan
Review
• Site Plan Review
• Compliance with
Title 15, Section
15.04 INSPECTIONS
• New Construction
(Rehab and
Renovation,
included)
• Code Enforcement
• The Building Bureau is in the process of improv
several areas of service including:
• Becoming fully staffed and preparing for
several staff that will retire within the following
year
• Refining coordination with fellow Department
Divisions and staff to more fully utilize
technology and clear communications to
enhance customer service and interaction
with the general public.
• Implementation of a Pro-active Rental
Inspection Program and flexibility with
Accessory Dwelling Units and Joint LiveWork
Quarters in order to ensure structures are safe
to occupy and on a path towards full
code compliance.
Building Bureau
Operations
Code Enforcement
• Property Blight
– It is unlawful for any person or corporation
whether as owner or occupant in possession
of the property to maintain any property in a
blighted condition per OMC Chapter 8.24.
– A blighted property (i.e., residential,
commercial, or industrial properties) is one
that exhibits a lack of maintenance,
livability, and appearance that does not
promote the health, safety, and general
welfare of the community.
• Building Maintenance
– It is unlawful for any person, firm, or
corporation to erect, construct, enlarge,
alter, repair, move, improve, convert,
demolish, equip, use, occupy or maintain
any building, structure, portion thereof, or
real property or cause or allow the same to
be done in violation of this Chapter 15.08 of
the OMC.
Code Enforcement
• Zoning
– It is unlawful to establish,
substitute, expand,
construct, alter, move,
paint, maintain or
otherwise change any
structure, or create or
change lot lines, except in
conformity with the
Oakland General Plan per
Chapter 17 of the OMC
Section17.010.30.
Code
Enforcement
Code Enforcement
• Graffiti
– It is unlawful and a violation of
the OMC Chapter 8.10 for any
person owning property to
permit or allow any Graffiti to
remain on any walls,
temporary or permanent
structures, places, or other
surfaces located on such
property when the Graffiti is
visible from the street or other
public or private property.
Administration and Operations
• Permit Application Intake
• Fee Collection
• Department Level IT Support and Management
• Budget Management
• Personnel Management
142
Administrative & Operations Organization
PERMIT COUNTER
• Application Intake
• Public Guidance
• Application Routing
• Permit Issuance
DIGITAL SERVICES
• Data Analytics
• Accela
• Website
• ITD Liaise
• Information
Management
ADMINISTRATION
& OPERATIONS
ADMINISTRATIVE
• HR Liaise
• Budget Liaise
• Fees and Cashier
• Records
Permitting Processes
• In Person Permitting Services
Available for Walk Ins and By
Appointment
• Online Permitting Services
Available for Homeowners,
Developers, and Business Owners,
including for Green Infrastructure
– Available in English, Spanish, and
Chinese
• Engaged in Reimagining One Stop
Permitting (ROSP) Initiative to
improve overall customer
experience in working with the City
on permitting processes
QUESTIONS?
144
LEARN MORE
Planning and Building webpage:
OAKLANDCA.GOV/PLANNINGANDBUILDING
Land Use and Economic
Development
Economic
Development /
Major Projects
Bill Gilchrist , Director
Planning & Building Department
Alexa Jeffress , Director
Economic & Workforce Development Department
Citywide Goals
Economic & Workforce Development –
Role in Land Use and Major Projects
• Business Development – site location, permit navigation • Workforce Development - community benefits agreements • Cultural Affairs – public art in private development and capital improvement projects
• Public/Private Development - negotiates and implements major developments on City -owned land
• Real Estate Asset Management - provides leasing, asset management, appraisal, acquisition, and disposition for all City properties; manages interim uses of public land
Planning & Building Department –
What We Do
Primary laws, codes and policies that we create and use for Land -Use and Development:
• General Plan
• Zoning
• Specific and Area Plans
• Neighborhood Plans
• Building Codes: Plan Review, Inspection and Enforcement Planning Commission
The Oakland Planning Commission is charged to promote the orderly growth and development of the City through:
• Studies
• Decisions on Development Proposals
• Policy, Case and Text recommendations to the City Council City Council Role
Building
• Amendment to the Oakland Municipal Code (Chapter 15)
Planning
• Amendment to the Oakland Municipal Code (Chapter 17)
• Decisions on Development Proposals
• Receive Study, Case or Text recommendations from the
Planning Commission for final determination
-Public/Private Development on City Land
-Approve ENAs and DDAs, Community Benefit Agreements
Economic Development
and Land Use
Three types of projects that drive Economic Development and Land Use:
1. Public – City facilities, public infrastructure and capital improvement projects
2. Private – Development on private land
3. Public/Private – Partnerships between public agencies and private landowners/ developers to advance City priorities • State -mandated,
long -range planning
document
• Policies and maps
provide general
framework for
development
• Not parcel -specific
General Plan
General Plan Policies –
Economic Development Impacts
• Encourage high quality and high -density mixed -use growth along commercial corridors.
• Preserve and enhance existing residential neighborhoods. • Develop the Waterfront for public use.
• Preserve industrial land to provide jobs for Oakland residents. • Create a vibrant Downtown.
Specific and Area Plans
Specific and Area Plans –
Economic Development Impacts
• Define clear, place -based vision for development
• Allow streamlined entitlement process, relying on the Plans’ approved Environmental Impact Reports (EIRs) for faster approval • Provide a significant amount of certainty for developers Zoning Regulations
• Implement the General Plan and Specific Plans
• Create parcel -specific regulations based on General Plan maps and policies
• Refine General Plan to the specific character of an area • May be more restrictive than General Plan
Corridor and Sub-Area Plans
International Blvd. Transit-Oriented-
Development Plan
International Blvd. Corridor – Economic
Development Programs and Projects
• Fruitvale Transit Village IIB – 100% Affordable Transit -Oriented Development Project at Fruitvale BART (complete in Fall 2023)
• Bus Rapid Transit (BRT) Business Assistance (BAF) Grants • 3050 International – 100% Affordable Housing with Health Clinic (LDDA)
Specific Plan in Progress
Downtown &
Adjacent Specific
Plan Areas
• Will serve approx. 1,300
students and employ 300
staff and teachers.
• New campus will include:
• Center for Community
Engagement
• Publicly accessible plaza
with programming and
fitness area
New Samuel Merritt University Campus
East Oakland Neighborhoods Initiative
Transformative Climate Communities
Grant- $28.2M for East Oakland
• Five projects in a five -square -mile area
in deep East Oakland.
• Community –led projects include tree
planting, Scraper Bike clinic, Aquaponics
Farm and food hub and more.
• 95 th and Int’l (ACTS Cherry Hill
Apartments) – 55 deeply affordable units
with health clinic (under construction).
EWD Public/Private Development (PPD) -
Unwinding Redevelopment
• Oakland Redevelopment Successor Agency (ORSA ):
Redevelopment dissolution in 2012; led to creation of ORSA • Long Range Property Management Plan (LRPMP) : City retained sites for government use or development, including Oakland Army Base and Coliseum Area
• Bond Spending Plan : Authorizes the appropriation and allocation of former redevelopment bond funds and program revenue
Public/Private Development Projects –
Focus on Affordable Housing
Over 500 affordable units on City land in the pipeline:
▪ 236 affordable units under construction at Fruitvale
IIB and 95th and Int’l
▪ 76 affordable units under an active Lease Disposition and Development Agreement (LDDA) at 3050
International Blvd.
▪ 202 affordable and workforce housing units in the
Exclusive Negotiation Agreement (ENA) phase at 12th
Street Remainder (Parcel 1) and 73rd and Foothill
(Black Cultural Zone Hub)
Public/Private Development Projects
– Other Major Projects
Other major real estate deals to advance cultural and economic development:
• Henry J Kaiser Convention Center under construction with opening expected in 2023.
• Proposed Museum of Jazz Arts on Fire Alarm Building site in ENA phase, with extension coming to Council in 2023
Oakland Army Base Redevelopment
Redevelopment Status:
• 2012 Gateway Industrial District established
• 2019 City Completed Public Improvements
• 2022 Warehousing component fully built out by
Prologis ( World’s largest industrial developer)
• 2022 City/CWS entered Disposition Development
Agreement (DDA) for new recycling facility
• 2023 City/CASS to enter DDA to relocate recycling
• 2023 Implement Lease/DDA with OMSS for
construction of truck services
• Ongoing litigation regarding bulk terminal
City owns ~130 acres of the former Oakland Army Base that was deeded to the City from the Army through an economic development conveyance.
Coliseum Complex Redevelopment
• City owned an undivided 50/50
interest with the County
• County sold their portion to
Oakland A’s
• City Council authorized Exclusive
Negotiating Agreement (ENA) with
AASEG in 2021 for the City’s interest
Surplus Land Disposition
• View interactive map of 1,100 City -owned sites at: http://arcg.is/1nLvSu • 16 sites were declared as Surplus Land by City Council in 2020; two more (Police Administration Building and Clay Street Garage) in 2021 • Per State Surplus Land Act, sites will be prioritized for affordable housing development
• First 5 sites have already had Notices of Availability issued • 5-7 years – Typical Development Schedule after project selection • Working with HCD, HSD and City Administrator to lease vacant sites for interim uses to address homelessness
Upcoming Council Actions –
Spring 2023 Legislative Session
• General Plan – Housing Element
• Downtown Specific Plan
• Brooklyn Basin Development Agreement Amendment
• ENA Extension Museum of Jazz Arts/ Fire Alarm Building • 12th St Remainder Parcel 1 - LDDA (100% Affordable Housing) • 12th St Remainder Parcel 2 - ENA (100% Affordable Housing) • 1911 Telegraph – ENA (Mixed Use/ Mixed -Income Housing) • Barcelona Parcel/ Oak Knoll – ENA (Workforce Housing)
LEARN MORE
EWDD: WWW.BUSINESS2OAKLAND.COM
PBD: OAKLANDCA.GOV/PLANNINGANDBUILDING
QUESTIONS?