0 June 14, 2022
City of Vallejo City Council
Regional Action Plan (RAP)
Briefing
1 All Home is a Bay Area organization advancing regional solutions that disrupt the cycle of poverty and homelessness, redress the disparities in outcomes as a result of race, and create more economic mobility opportunities for individuals and families with extremely low-income (ELI) within the Bay Area.
We are working across regions, sectors and silos by convening, co-creating and catalyzing changes to advance coordinated, innovative service delivery of solutions across the region.
All Home - Who we are
Regional policymakers and
community stakeholders to advance
regional solutions
Innovative solutions with key
partners to fill service gaps and
enhance their work
Systems change with flexible
investments, policy advancement, and
service coordination
Co-Create CatalyzeConvene
2 Phase I: Regional Action Plan (RAP) Phase 2: Platform for Change Spring 2021 Fall 2021 - Spring 2022
Rapid
responses
Platform for Change
Regional goals for systems change to truly disrupt systemic housing insecurity and improve economic and social mobility for individuals with ELI
Regional Action Plan (RAP)
First-of-its-kind regional plan to tackle homelessness and housing insecurity by implementing a new approach to allocating housing resources and advocating for policies, programs and funding ● Roundtable of stakeholders
from all 9 Bay Area counties
including policymakers, key
affordable housing, social
equity, economic mobility, and
housing service providers
● Build upon what is working,
advocate for change and
identify solutions to reduce
homelessness
Co-creating solutions through two distinct but interrelated phases Longer-term
levers
Regional
Impact
Council
3 2022Today 2021 20242023
-10K
-10K~35K
-5K
<10K
-75%
The Regional Action Plan lays out a roadmap for
dramatically reducing the number of people experiencing unsheltered homelessness over the next three years by:
Implementing a 1-2-4 Housing System flow: a new,
integrated approach to allocating scarce housing resources Leading a coalition to advocate for policies, programs and funding to achieve this goal
Reduce unsheltered homelessness by 75% by 2024
4 1-2-4 Housing System Flow | Increasing outflow, Stemming inflow +1x Interim Housing
Fund interim housing needed to bring unsheltered people indoors immediately.
These can be short term, temporary solutions on the path to permanent exits +2X Permanent Housing Solutions
Fund two permanent housing solutions for every interim housing unit added. These can be a housing subsidy, affordable housing that allows people to flow from interim to permanent housing
+4X Homelessness Prevention
Increasing flow
Increasing flow
Stemming Inflow
Simultaneously, each unit of interim and permanent solutions should be matched with holistic prevention services for four households
Achieving 75%
Reduction
Simultaneously
invest in 3
interventions
5 • Navigation centers, Shelter beds/units
(non-congregate preferred)
• Tiny homes/modular units
• Managed RV/ Mobile home parking/safe
parking
• Rapid resolution
• Flexible subsidy pools / shallow
subsidies
• Housing Choice Vouchers
• Group or shared housing
• Modular multi-unit projects
• Permanent mobile home parks
• Financial assistance – rent/utilities,
move-in expenses
• Tenant education/counseling
• Access to legal services (as needed) –
limited or full scope
• Household support
+2x +4x
1-2-4 framework | Example of Simultaneous Investments
+1x
PreventionPermanent HousingInterim Housing
6 · https://housingequityframework.org
+4X Homelessness Prevention
Differentiating Interventions on the Prevention Continuum Eviction Prevention ● Future risk of homelessness
● Leaseholders
● 0-50% Area Median Income (AMI)
● HHs with severe rent burden
● Active eviction, landlord harassment
or habitability issues
● Highly impacted communities and
neighborhoods
Homelessness
Prevention
● Imminent risk of homelessness
● Doubled up or leaseholders
● 0-30% Area Median Income (AMI)
● HHs with a previous episode of
homelessness
● Highly impacted communities and
neighborhoods
Homelessness
Diversion
● Lost housing and either seeking shelter
or in shelter
● Presenting for homelessness assistance
● Doubled up
● 0-30% Area Median Income (AMI)
● HHs with a previous episode of
homelessness
● Highly impacted communities and
neighborhoods
Increase eligibility for services Create targeted holistic services 7 Solano County PIT count, sheltered vs. unsheltered
Sheltered
Unsheltered
City of Vallejo, 2019 PIT Count:
• 638 people experiencing homelessness (55%
of Solano County)
• 549 unsheltered (86%), 89 sheltered (14%)
• Race: White (48%), Black/African American
(47%), Pacific Islander (5%)
○ No individuals identified as Asian or
American Indian/Alaska Native
• Ethnicity: Hispanic (16%), Not Hispanic (64%)
Solano County
Homeless Population Racial inequities persist:
below are homeless demographics by
race/ethnicity:
• Native Hawaiian or Pacific Islander:
5%
• Multi-racial: 14%
• Black: 37%
• White: 39%
Of total, 16% are Hispanic/Latinx
8 1-2-4 Framework | Illustrative modeling for
Solano County
Total brought indoors until
2024
~1,151
Total new prevention
interventions
20242023
# New interventions (HHs served)
2021 2022 2025
~806 ~806
~403
No new capacity added in
2024 and 2025
Prevention interventions
Permanently housed
Interim shelter
Brought
indoors
Illustrative top down model:
Solano County view
~863
(75% of
today)
Note: "Brought indoors" defined as brought from unsheltered to housing in interim housing or housing solutions (including subsidies); Sources: San Francisco, Alameda, Contra Costa County documents and experts; Bay Area Council Economic Institute Homelessness Report
9 ~$216M
5-year
cumulative cost
1-2-4 Framework | Illustrative cost modeling
for Solano County
2021 2022 2023
~$53M
2024 2025
~$64M
~$47M
~$26M ~$26M
Operating
Capital required
No new capacity added in
2024 and 2025
Illustrative top down model:
Solano County view
Note: Cost estimates based on ranges from various Bay Area sources; capital costs include construction costs and assume no la nd costs; operating costs include services provided and subsidies; no discounting applied; scenario modeled is 30%/30%/15% scenario housing 75% of unsheltered before 2024; construction timelines and funding pools assumed flexible to timeline shown; Sources: San Francisco, Alameda, Contra Costa County documents and experts; Bay Area Council Economic Institute Homelessness Report 10 ● Identify the housing gap in your
county
● Analyze current resources and
funding allocations
● Estimate costs for housing units to
support current unhoused and inflow
● Other community specific needs
● Identify holistic support systems needs: (Eviction
protection, Financial Assistance, Employment, Legal
Support)
● Re-align funding resources to identified needs
● Identify opportunities to collaborate
● Identify local opportunities and other community needs ● Funds for operations and services
● Add capacity
● Create and support flexible program
requirements and ease of access
Advocate for new resources & scale
interventions
Align resources through partnershipsEvaluate existing resources Action Steps
The Regional Action Plan was designed as an immediate response and call to action to provide housing solutions for our neighbors today. Providing a formula to reduce unsheltered homelessness, the 1-2-4 framework should be tailored to jurisdictional needs and resources 11 The lack of affordable housing and increasing homelessness, as a result, is a regional problem that no one city or county can solve on its own.
Given the number of ELI households and high cost-of-living, our region’s Homelessness Crisis today is the Tip of the Iceberg A regional approach works – e.g., public health orders were effective because Bay Area counties acted together and at the same time.
Current practices are already crossing city and county borders Why a Regional Approach?
12 Benefits of Joining the RAP
○ By endorsing the Regional Action Plan, jurisdictions are supporting a regional approach to solve the growing number of unsheltered homelessness across the region and are in support that a regional approach works.
○ Some benefits and impact of endorsing the plan include:
■ Strengthening stakeholder engagement to continue to advocate for resources and funds at the county state and federal levels
■ Collaboration with the Regional Impact Council and All Home to share resources, knowledge and support to common challenges
■ Providing additional administrative support to assist the work of local jurisdictions towards the 124 framework
13 Endorsements to date
Sonoma
Napa
Solano
Contra Costa
Alameda
Santa Clara
San
Mateo
San Francisco
Marin
Endorsed
● Contra Costa County
● San Mateo County
● Solano County
● City of Berkeley
● City of Hayward
● Sonoma County CoC
● BART
● Solano First Housing (CoC)
Heavily engaged
● Napa City and County
● Marin County
Collaborative Partners
● Sonoma County
● Santa Clara County
Building Collaboration
● Alameda County
● San Francisco County
14 Q&A
Ken Kirkey
Chief Partnership Officer
[email protected]
Irving Torres
Director of Community Engagement
[email protected]
www.allhomeca.org
To get in touch with us, please reach out to Nahema Washington at:
[email protected]
INTRODUCING ADMIRAL SECURITY SERVICES
A Security Partnership
THIS IS ADMIRAL
About Admiral
❖Established in 2004 – 18 Years in Continuous Business. ❖Admiral has been rated as a “Top Security Company” by Inc.
Magazine and list in the Inc. 500 Top Private Companies register. ❖Headquartered in Northern California.
❖Northern California ownership committed to regional growth for service strength and depth -- not for sale.
❖Mobile command center backed up with 24/7 Dispatch Center. ❖State of the Art real time guard tour, GPS, reporting system.
T echnologies and Innovations
VEHICLE GPS
TRACKING
TRACKTIK GPS
PATROL SYSTEM
REAL-TIME, ONLINE
REPORTING
24/7 DISPATCH AND
CONTROL CENTER
VOIP TIME KEEPING
SYSTEM
PROACTIVE QUALITY
CONTROL
TRAINING ACADEMY
ADVANCED
SUPERVISOR
TRAINING
Hire Local and Upskill
❖Hire local to ensure access to a close backfill workforce and support the local economy.
❖Upskill workforce with Admiral’s in-person/on site training professionals vs. merely providing links to training videos. ❖Scenario drill geared to the specific worksite (marine, civic center). ❖Invest in the workforce not only with monetary incentives, but with educational opportunities to nurture pride in meaningful work. ❖Encourage advancement and provide a platform for it
Collaborate and Convene
❖Collaborate with local law
enforcement share data. Respect
institutional knowledge.
❖ Actively review and analyze data.
❖Collaborate with City officials –
Listen and respond.
❖Suggest changes for best practices
when recognized.
❖Offer transparency and solutions.
Agree on Post Instructions
❖Identify Pain Points
❖ Agree on protocols
❖Distill to written post
instruction
❖Train to the post instruction
❖Insist on accountability
❖Correct and redress
Accounting Professionalism
❖Review billing and provide
details
❖ Promptly recognize and
correct inaccuracies
❖Investigate and resolve
disputes
❖Correct and redress
ADMIRAL AND THE CITY OF VALLEJO
A Security Partnership