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HomeMy WebLinkAbout8.1 Allocation of Homeless Housing, Assistance and Prevention (HHAP) Grant Fundingr DUBLIN CALIFORNIA STAFF REPORT CITY COUNCIL DATE: .Line 6, 2023 TO: Honorable Mayor and City Councilmembers FROM: Linda Smith, City Manager Agenda Item 8.1 SU B.ECT: Allocation of Homeless Housing, Assistance and Prevention (HHAP) Grant Funding Prepared by: Shaun Chilkotowsky, Heritage & Cultural Arts Manager EXECUTIVE SUMMARY: The City Council will consider allocating funding from Rounds 3 and 4 of the Homeless Housing, Assistance, and Prevention (HHAP) Grant Program. STAFF RECOMMENDATION: Receive the report, discuss, and provide direction on funding allocations. FINANCIAL IMPACT: Funding is provided by the California Interagency Council on Homelessness and administered by Alameda County. The total available funding is currently estimated at $37,393 which includes 50% of the Round 4 application. The balance of Round 4 could bring the overall total to $51,690. The City of Livermore is the fiscal agent representing the Cities of Dublin, Livermore, and Pleasanton. Livermore will receive and administer funding on behalf of Dublin. There is no impact to the City's General Fund. DESCRIPTION: Background The California Interagency Council on Homelessness (CALICH) is administering the Homeless Housing, Assistance, and Prevention (HHAP) Grant Program following the approval of California Assembly Bills AB-101 (2019), AB-83 (2020), and AB-140 (2021) authorizing $2.95 billion in appropriations to address statewide homelessness challenges. Funding is allocated to California's 13 largest cities (population 300,000 plus), 58 counties, and 44 continuums of care. Specific allocations are calculated using metrics including the most recent point -in -time counts. Page 1 of 3 1518 HHAP funding is available to local jurisdictions who, in coordination with regional partners, have developed local homelessness action plans and created established outcomes/goals. Local action plans are required to focus on reducing the number of people experiencing homelessness, increasing the rate at which people secure housing, shortening the length of time people remain homeless, reducing the number of people who return to homelessness after they are permanently housed, reducing disparities, and achieving greater equity. The County of Alameda, acting as the administrative entity for local jurisdictions within the County, develops and submits required documentation to CALICH to be considered for HHAP funding. The applications for Rounds 3 and 4 are included with this report as Attachment 1. Funding Criteria HHAP funding must support individuals who meet the federal definition of literal homelessness, or an "individual or family who lacks a fixed, regular, and adequate nighttime residence." More specifically, funding eligibility is broken down into three categories: Interim Housing (limited to newly developed, clinically enhanced congregate shelters, new or existing non -congregate shelters, and operations of existing navigation centers and shelters), Permanent Housing (delivery of permanent housing and innovative housing solutions, such as hotel/motel conversions), or Operating Subsidies (in new and existing affordable or supportive housing units and which may include operating reserves). Additionally, there are stringent reporting requirements, including the use of a Homeless Management Information System (HMIS) that is compatible with the California Department of Housing and Urban Development (HUD). HMIS allows for collection and storage of data, and reporting of information about individuals receiving services. This centralized system strengthens the ability for local providers to provide continued care and coordination to individuals experiencing homelessness. Proposed Funding Options Staff proposes four projects/organizations for consideration: the Vineyard 2.0 Project, Tri-Valley Haven Shelter Program, City Serve of the Tri-Valley, and Goodness Village. The Vineyard 2.0 is a 24-unit supportive housing development that includes amenities such as a resource center, large dining room that can convert to an overnight shelter, a kitchen designed specifically for Open Heart Kitchen's hot meal program, central shower and laundry facilities, and meeting space for community -serving programs such as health care, social services, healthy living, financial education, and housing referrals. Vineyard 2.0 is currently under construction and is scheduled to open by the end of the 2023 calendar year. The Cities of Livermore and Pleasanton have committed their respective allocations of HHAP funding for Rounds 3 and 4 to Vineyard 2.0. Tri-Valley Haven Homeless/Shelter Program, the Sojourner House, provides temporary shelter for homeless families in a safe and supportive environment. The facility includes 16 beds with three full bathrooms and laundry facilities, and is staffed 24 hours per day, seven days a week. Individuals staying at the Sojourner House collaborate with Tri-Valley Haven staff creating a pathway to solve challenges, heal trauma, and transition to being self-sufficient and moved into permanent housing. Page 2 of 3 1519 City Serve of the Tri-Valley provides care coordination across all aspects of the Human Services spectrum. City -Serve helps connect residents with necessary resources and helps bridge disconnects amongst other service providers. With these funds, City Serve of the Tri-Valley would be asked to administer a rental assistance program to individuals currently experiencing homelessness. Lastly, Goodness Village is a 28-unit, single -occupancy, permanent tiny -home community located in Livermore. The mission is to provide formerly unhoused neighbors a safe and supportive community to live independently, heal, and thrive. For Rounds 1 and 2 of HHAP funding, the City of Dublin received $8,460 and allocated it to Goodness Village as part of the Fiscal Year 2022-23 Human Services Grant Program. That made up a significant portion of the $10,000 in total grants that Goodness Village was awarded. At this juncture, Staff is seeking direction from the City Council on Dublin's allocation of HHAP funding for Rounds 3 and 4. Based on direction from the City Council, Staff will work with Alameda County to ensure funds are used in accordance with programs criteria, goals, and outcomes. STRATEGIC PLAN INITIATIVE: None. NOTICING REQUIREMENTS/PUBLIC OUTREACH: The City Council Agenda was posted. ATTACHMENTS: 1) Alameda County Applications for HHAP Funding including Local Action Plans and Program Outcomes. Page 3 of 3 1520 Attachment I California Interagency Council on Homelessness Homeless Housing, Assistance and Prevention Round 3 Application Application Information This Cognito platform is the submission portal for the Cal ICH HHAP-3 Application. You will be required to upload a full copy of the HHAP-3 Data Tables Template and enter information into the portal from specific parts of the HHAP-3 Local Homelessness Action Plan and Application Template as outlined below. Please review the following HHAP-3 resources prior to beginning this application: • HHAP-3 Notice of Funding Availability (NOFA) • HHAP-3 Local Homelessness Action Plan & Application Template and • HHAP-3 Data Tables Template Application Submission for HHAP-3 Funding Using the HHAP-3 Local Homelessness Action Plan & Application Template as a guide, applicants must provide the following information in the applicable form section (see How to Navigate this Form) to submit a complete application for HHAP-3 funding: 1. Part I: Landscape Analysis of Needs, Demographics, And Funding: the information required in this section will be provided in Tables 1. 2, and 3 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section. 2. Part II: Outcome Goals and Strategies for Achieving Those Goals: the information required in this section will be provided in Tables 4 and 5 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section, AND copy and pasted into the fields in the Outcome Goals and Strategies section of this application form. 3. Part III: Narrative Responses: the information required in this section will be provided by entering_ the responses to the narrative questions within the Narrative Responses section of this application form. Applicants are NOT required to upload a separate document with the responses to these narrative questions, though applicants may do so if they wish. The responses entered into this Cognito form will be considered the official responses to the required narrative questions. 4. Part IV: HHAP-3 Funding Plans: the information required in this section will be provided in Tables Page 1 of 14 1521 6, 7 (as applicable), and 8 of the HHAP-3 Data Tables Template file uploaded in the Document Upload section. 5. Evidence of meeting the requirement to agendize the information in Parts I and II at a meeting of the governing board will be provided as a file upload in the Document Upload section. How to Navigate this Form This application form is divided into five sections. The actions you must take within each section are described below. • Applicant Information: In this section, indicate (1) whether you will be submitting an individual or joint application, (2) list the eligible applicant jurisdiction(s), and (3) provide information about the Administrative Entity. • Document Upload: In this section, upload (1) the completed HHAP-3 Data Tables Template as an Excel file, (2) evidence of meeting the requirement to agendize the local homelessness action plan and outcome goals at a regular meeting of the governing board where public comments may be received, and (3) any other supporting documentation you may wish to provide to support your application. • Outcome Goals and Strategies: In this section, copy and paste your responses from Tables 4 and 5 of the completed HHAP-3 Data Tables Template. • Narrative Responses: In this section, enter your responses from Part III of the HHAP-3 Local Homelessness Action Plan & Application Template. • Certification: In this section, certify that the information is accurate and submit the application. Prior to the submission deadline, you can save your progress in this application and come back to it later by clicking the save button. This will provide you with a link to the saved application, and there will be an option to email that link to the email address(es) of your choosing. After submitting the application, you will not be able to make changes to your responses unless directed by Cal ICH staff. I have reviewed the HHAP-3 NOFA and application template documents Yes I am a representative from an eligble CoC, Large City, and/or County Yes Page 2 of 14 1522 Applicant Information List the eligible applicant(s) submitting this application for HHAP-3 funding below and check the corresponding box to indicate whether the applicant(s) is/are applying individually or jointly. Eligible Applicant(s) and Individual or Joint Designation Joint This application represents the joint application for HHAP-3 funding on behalf of the following eligible applicant jurisdictions: Joint Applicants Selection Eligible Jurisdiction 1 Eligible Applicant Name Alameda County Eligible Jurisdiction 2 Eligible Applicant Name CA-502 Oakland, Berkeley/Alameda County CoC Click + Add Eligible Jurisdiction above to add additional joint applicants as needed. Administrative Entity Information Funds awarded based on this application will be administered by the following Administrative Entity: Administrative Entity Alameda County Health Care Services Agency Contact Person Kerry Abbott Title Director, Homeless Care and Coordination Contact Person Phone Number (510) 914-1832 Contact Person Email Kerry.Abbott@acgov.org Page 3 of 14 1523 Document Upload Upload the completed HHAP-3 Data Tables Template (in .xlsx format), evidence of meeting the requirement to agendize the local homelessness action plan and outcome goals at a regular meeting of the governing body where public comments may be received (such as a Board agenda or meeting minutes), and any other supporting documentation. HHAP-3 Data Tables HHAP-3 Data Tables Template -FINAL Alameda County.xlsx Governing Body Meeting Agenda or Minutes Alameda County Board of Supervisors Regular Meeting Agenda 6-7-22.pdf Optional Supporting Documents May 10 BOS Agenda_HT 2026 Approval.pdf Revised - Final - Board Letter - Home Together Plan_approved.pdf Alameda County Board Letter HHAP-3 Reports 6-7-22.pdf H ome-Together-2026_Report_051022. pdf Page 4 of 14 1524 Narrative Responses Copy and paste your responses to Part III. Narrative Responses from the HHAP-3 Local Homelessness Action Plan & Application Template into the form below. Question 1 A demonstration of how the jurisdiction has coordinated, and will continue to coordinate, with other jurisdictions, including the specific role of each applicant in relation to other applicants in the region. Question 1 Response The County of Alameda serves as the HHAP administrative entity on behalf of the County and CoC and continues to partner with both the CoC and the City of Oakland on all aspects of homeless system planning, including the use of HHAP funds, as evidenced by the activities described below. County coordination efforts with the Continuum of Care and our cities to identify regional needs is built into the CoC governance structure through the use of both County and City -designated Board and committee seats and informed by core planning efforts outlined in the Home Together 2026 Community Plan. In addition, to advance the County's collaboration with external partners, the County Board of supervisors created the Office of Homeless Care and Coordination (OHCC) in late 2019. Sitting within the County Health Care Services Agency (the County Health Jurisdiction comprised of the Departments of Behavioral Health, Public Health, and Environmental Health) OHCC serves as a point of contact across the county, leveraging system strengths in contracting, service delivery and established infrastructure, to improve efficiency and coordination within the County and with external partners. With the goal of building a robust, integrated, and coordinated system of homelessness and housing services, the office works across two key objectives: 1. Planning and Coordination, which includes: a. Coordinating a planning and implementation process to incorporate System Modeling and gaps analysis in the Home Together 2026 Community Plan; b. Facilitating increased partnership with cities; c. Representing the County in the Continuum of Care and Coordinated Entry System d. Supporting countywide collaboration in areas of governance — including facilitation of the County Department Head's Homelessness Roundtable, policy development, and data sharing; and e. Working on sustainability and integration of homeless services. 2. Implementation of Service Expansions to include: a. The expansion of coordinated countywide street outreach, building on existing outreach efforts to provide low -barrier access to physical and behavioral health services, and linkages to housing and services through Coordinated Entry; b. Improving client experience and flow with increased interim housing options; and c. Improving encampment health response, to be aligned and coordinated with existing county/city outreach and sanitation services. In addition to the work of the OHCC, there are several activities undertaken by both the County and CoC to coordinate efforts to align and maximize homeless system resources. Throughout all activities, the County implements and oversees the systems (e.g. Coordinated Entry; HMIS), while the CoC convenes system stakeholders to set policy and ensure compliance with HUD. Activities include: • The County is currently coordinating with its 14 cities to establish a joint framework for allocating funding that incorporates shared and measurable performance goals, incorporates sustainability planning, and honors shared jurisdictional priorities, as captured in the Home Together 2026 Community Plan. • Monthly Coordination Meetings between the Cities of Oakland, Berkeley, Alameda County, and the CoC staffing organization to conduct system planning for permanent housing. Meetings are facilitated by HUD T.A. providers with a focus on aligning federal, state and local resources, including recent CARES Page 5 of 14 1525 Act funding within the investment framework provided by our Home Together Plan. • Our Continuum of Care's subcommittee that sets policies for our Homeless Response System (System Coordination Committee') is a coordinating body with representation from county, city, CBO leadership, and people with lived expertise with a shared goal of increasing and aligning system resources. • Regional Coordination Meetings for Coordinated Entry, including County, City, and CBO staff, with an eye to effectively allocating homeless system resources within each of the five geographic regions in Alameda County. • The County Homelessness Roundtable (County Department Leadership) ensures alignment between County Departments and staff who administer a variety of local, state, and federal funding programs dedicated to ending homelessness. Representation includes Health Care Services, Housing and Community Development, Probation, Social Services, County Administrator's Office, General Services Agency, and Public Works. • Monthly Supportive Housing Pipeline convening between City of Oakland, Oakland Housing Authority, and County staff (Health Care Services Agency and Housing and Community Development) to align funding efforts for supporting key development projects that include homeless set -aside units. Question 2 A demonstration of the applicant's partnership with, or plans to use funding to increase partnership with: • Local health care and managed care plans • Public health systems • Behavioral health • Social services • Justice entities • People with lived experiences of homelessness • Other (workforce system, services for older adults and people with disabilities, Child Welfare, education system) Question 2 Response Managed Care Plans OHCC has been actively engaged in partnership between the County and its 2 managed care plans. These partnerships were initially strengthened through our Whole Person Care (WPC) Pilot, where both MCPs contributed high-level leadership on the WPC Steering Committee as well as the Data Governance Committee, the latter tasked with oversight of the Social Health Information Exchange, a key development initiative supported by WPC funds. Partnership with the MCPs was further strengthened through a contractual relationship between Alameda County's Health Care Services Agency and the MCPs to deliver Health Homes -like services within its network of plan providers, ahead of the launch of Health Homes. This work paved the way for even deeper collaboration with CaIAIM planning. Specifically, the Office of Homeless Care and Coordination began engaging the plans early in 2021 to plan for a successful transition of Housing Community Support services (Housing Navigation, Housing Deposits, Housing Tenancy Sustaining Services, and Recuperative Care) that were previously offered under WPC. OHCC negotiated agreements with both plans to serve as an administrator of 3 housing community supports, to maintain its current network of housing providers and consumers being served under WPC. This involved a lot of learning and sharing of each other's respective worlds- the plans learning about Coordinated Entry and how high priority households are supported through our local system to identify, move into, and stabilize in permanent housing; our OHCC staff learning (and continuing to learn) about operating housing services in a Medi-Cal regulatory environment which has necessitated shifts in workflow and operations. Page 6 of 14 1526 We continue to meet weekly with the plans to troubleshoot CaIAIM implementation and are now partnering on HHIP as well. Public Health Systems Alameda County's public hospital system is Alameda Health System, which includes several hospitals and outpatient clinics and rehabilitation centers. The County's Health Care Services Agency, and its homeless programs in particular (including the Health Care for the Homeless Program which is part of OHCC), have a longstanding relationship with Alameda Health System that is structurally supported through the County's HRSA FQHC grant. The Federally Qualified Health Center is comprised of mobile health, street health, dental health, and clinic -based outpatient health services for people experiencing homelessness that spans both County and Alameda Health System -run and staffed sites. Behavioral Health The Office of Homeless Care and Coordination (OHCC) and our County's Behavioral Health Department are located within the same agency (Health Care Services), so we have a built-in, structural relationship that gives us many opportunities to partner. We have a standing coordination meeting twice monthly that focuses on homeless coordination between our 2 departments. We frequently discuss overlapping funding, initiatives, and policy to help align the work. Examples of this include our office's use of MHSA funds to continue supporting housing services and board and cares. We have staff in OHCC who transitioned to our office from Behavioral Health to focus on these program areas specifically. We frequently collaborate on No Place Like Home applications and awards, and our county has been quite successful in securing NPLH funding for key housing projects. Our Office oversees the service commitments made to these NPLH- funded properties and both OHCC and ACBH staff conduct joint review for services planning. Other areas of significant overlap include our shared approach to street health outreach services and the collaboration between HHAP-funded street health outreach teams and the Behavioral Health department's ACCESS (Acute Crisis Care and Evaluation for Systemwide Services) program. Furthermore, our entire agency is actively engaged in alignment and strategic planning efforts that aim to create cohesion and stronger partnerships throughout all the Health Care Services Agency. Social Services Through growing partnership with the County's Social Services Agency, they have shared redetermination dates for Medi-Cal with OHCC, affecting approximately 1,700 consumers enrolled in housing services/coordination under CaIAIM. OHCC plans to work on sharing those dates with our sub -contracted housing providers to help with outreach efforts to enroll and maintain Medi-Cal coverage. OHCC has identified a need for additional caregiver services for a subset of the homeless population (what we're referring to as `PSH Plus' or `Enhanced PSH', primarily focused on a population of older adults experiencing homelessness with additional caregiving needs). We continue to collaborate with Social Services to coordinate enrollment in IHSS as needed for this population of focus. In addition, Social Services plays a key role in our homeless system with the provision of County contracts for emergency shelter. Health Care Services Agency staff provide key input on the shelter standards, winter shelter programming, and shelter health, a program within OHCC's Health Care for the Homeless designed to bring the front door directly to shelter and other human service sites. Furthermore, our Social Services Agency receives HDAP funds from CDSS which, through MOU agreement, Health Care Services Agency administers on their behalf. This helps ensure strategic use of funds within our homeless response system. Justice Entities The Care First, Jails Last (CFJL) task force was formed by our County Board of Supervisors, and is chaired by the County's Behavioral Health Director, with the OHCC Director in an appointed seat on the task force. The goal of this task force is to develop a unified continuum across service areas for the justice - involved population. The CFJL policy affirmed that Alameda County values a comprehensive continuum of care for individuals with mental illness, substance use, and co-occurring disorders rather than incarceration. It also called for a just and equitable transformation of criminal justice, behavioral health, and Page 7 of 14 1527 wraparound services that reduce the number of people with mental illness, substance use, and co- occurring disorders in Santa Rita jail. Over the next 24 months, the task force will meet to expand upon existing policies to achieve a system that aims to provide treatment and services instead of arrest and jail to those in need in Alameda County. The committee will review data and existing interventions in order to develop plans to achieve this goal in accordance with the CFJL Policy Resolution. This newly formed Brown Act- covered body will also be informed by the Sequential Intercept Map that was developed through the multi -year Justice Involved Mental Health (JIMH) community planning process. People with lived experience of homelessness Current rounds of HHAP funding (and future planned uses) are supporting efforts within our Continuum of Care to uplift and enhance representation of individuals with lived expertise in our CoC's governance structure, including the CoC board, committees and ad hoc working groups. These funds are being used to recruit, train, and support members with lived expertise to participate fully in CoC governance. Our recently adopted governance charter calls for one-third of all CoC board seats be dedicated to people with lived expertise. A new program facilitated by our CoC support agency (`Emerging Leaders Program') supports cohorts of people with lived expertise with the needed training and mentorship to fill these seats ongoing and have access to information and decision -making, as well as technology to facilitate engagement. Through our CoC's recent Youth Homelessness Demonstration Project grant, Our Office of Homeless Care and Coordination along with other CoC partners are also collaborating closely with members of our Youth Advisor Board (YAB) that have lived experience of homelessness. Other: Survivors of Intimate Partner Violence (IPV) The CoC and OHCC meet regularly with survivor -serving agencies to develop and train staff on incorporating IPC into the County's CE system. As a result, when the homeless COVID response was developed, IPV providers were incorporated into the plan. During the height of the COVID-19 pandemic the Marina Village Inn in the City of Alameda provided 51 rooms of temporary shelter for women and children to allow for decompression of Domestic Violence shelters (to comply with COVID-19 protocols). These guests, as with other Project Roomkey guests, are now prioritized for permanent housing. The 2021 HUD -funded Emergency Housing Voucher program, also part of the COVID-19 relief effort, includes a partnership with victim services providers and a set -aside of 87 vouchers for survivors of violence. Voucher recipients will also be provided tenancy sustaining support services, including coaching for independent living and community integration. A new grant from HUD specifically for setting up Coordinated Entry to serve survivors will increase access to the rest of the homelessness response system resources. Other: Education System In 2018, the Alameda County Office of Education completed a needs assessment of McKinney Vento (MKV) that included CoC staff in strategic planning meetings to review the findings and develop a plan to address them. The MKV program is currently developing a capacity building initiative with the following key strategies: developing peer learning networks across districts and common practices; written protocols and guidance documents for MKV liaisons training district and school staff; and increasing knowledge and access to resources available to districts and homeless students. Other: Public Housing Authorities Alameda County's CoC coordinates closely with the PHA's in our county. The two largest, Oakland Housing Authority (OHA) and the Housing Authority of the County of Alameda (HACA), work directly with Coordinated Entry for referrals to units with homeless preferences. County staff meet monthly with the Oakland Housing Authority to review the pipeline of housing projects with homeless units, to consider potential projects for project -based vouchers, and to problem -solve projects with funding gaps. Additionally, OHA has brought projects to the county for partnership when a services commitment would allow the project to serve people who are homeless. OHA is a Moving -To -Work authority and is able to prioritize people who are homeless for direct program referrals. County staff also collaborate closely with Page 8 of 14 1528 HACA, which has taken on a subsidy administration role for the county for large, countywide projects for housing assistance and flexible subsidies. Other: Child Welfare OHCC and the CoC have been working in collaboration with Child Welfare Services (within the County's Social Services Agency) to develop programs and initiatives under our newly awarded federal Youth Homelessness Demonstration Program Grant that provides funding for homelessness prevention efforts for youth and young adults. Question 3 A description of specific actions the applicant will take to ensure racial and gender equity in service delivery, housing placements, and housing retention and changes to procurement or other means of affirming racial and ethnic groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services. Note: These actions should be aligned with the equity -focused Outcome Goals and related strategies described in previous Parts, but should not need to be limited to those strategies. Question 3 Response Our HMIS data shows racial disparities in both first-time homelessness and returns to homelessness, with African Americans and Native Americans experiencing homelessness at a rate four times higher than Alameda County's general population. Some of the actions already embedded in our service model that we will continue to implement to address these inequities include supporting evidence -based strategies, contracting with place -based CBOs that are representative of populations experiencing homelessness, incorporating peer specialists and people with lived experience in service teams and placing additional homelessness system access points in neighborhoods with higher populations of Black and Native American residents. The majority of OHCC contracted providers are also contracted by the County Behavioral Health Department (ACBH). As such, our homeless system of care benefits from their requirement that all funded agencies participate in Trauma Informed Care (TIC) and National Culturally and Linguistically Appropriate Service Standards (CLAS) trainings. Further, all ACBH contracts require the use of a TIC approach and implementation of CLAS among providers, and all providers must include how they incorporate TIC and CLAS into their service structure in performance reports and quality improvement audits. While many counties that received Whole Person Care Funds have implemented a version of a Community Health Record (CHR), Alameda County's is one of the most comprehensive systems in the state. Our CHR has more than 600 active users representing 120 health and housing programs and includes records for more than 700,000 individuals. The Social Health Information Exchange (SHIE), the engine that powers the CHR, is unique in the state as it enables integration with other core systems, including the electronic health record, the county Homeless Management Information System (HMIS), the county jail information database, case management, and claims. Using the SHIE, we are able to identify and analyze disparate data among the County population at risk of or experiencing homelessness and use this information to develop and execute services and initiatives to ensure system -wide racial and gender equity. Moving forward, informed by the County racial equity and homeless response system modeling project, Centering Racial Equity in Homeless System Design, and included in our Home Together 2026 Community Plan, to specifically address racial disparities, we will focus efforts on decreasing short-term Rapid Re - Housing, and increasing long-term interventions like ongoing shallow subsidies that bridge the gap between earned income and the cost of housing and dedicated affordable housing for extremely low - Page 9 of 14 1529 income households with low service needs. Funded by a Domestic Violence Coordinated Entry Grant, OHCC is partnering with CBOs that provide services for survivors of intimate partner violence, sexual assault, and human trafficking to create a dedicated Coordinated Entry System (IV CES) which includes a network of access points to assist people fleeing violence to connect quickly with needed resources. We are in the process of developing a secure, stand-alone database system to allow anonymous integration for prioritization into housing. The IV CES will protect the confidentiality of survivors with safety measures to prevent further violence and include trauma -informed assessments to institute a more coordinated process where survivors are able to rebuild their lives through access to housing resources and reduce the time spent homeless and in danger. Additionally, OHCC is working with the Behavioral Health Department to establish a Behavioral Health African American Wellness HUB which, when completed, will be a physical brick and mortar site that aims to contribute to the center of Black thought, voice, and healing by offering a menu of culturally affirming practices that advance health equity and the quality of services for African Americans Question 4 A description of how the applicant will make progress in preventing exits to homelessness from institutional settings, including plans to leverage funding from mainstream systems for evidence -based housing and housing -based solutions to homelessness. Note: Such mainstream systems could include: • Physical and behavioral health care systems and managed care plan organizations • Public health system • Criminal legal system and system for supporting re-entry from incarceration • Child welfare system • Affordable housing funders and providers • Income support programs • Education system • Workforce and employment systems • Other social services and human services systems Question 4 Response OHCC sits within the Alameda County Health Care Services Agency, the County Health Jurisdiction comprised of the Departments of Behavioral Health, Public Health, and Environmental Health. As such, OHCC is uniquely poised to leverage funding and partner on initiatives with internal and external mainstream systems to prevent exits to homelessness from institutional settings. Some examples of our collaborations include: Managed Care Plans: Working with and providing guidance to the County's two managed care plans to implement the transition of Whole Person Care services to CaIAIM, with a specific focus on accessing enhanced care management and community supports funding (which includes one-time financial assistance with housing deposits) for people at -risk of homelessness. Potential Community Supports that may be implemented in future years include helping at -risk individuals exit health care settings to permanent housing through the support of Page 10 of 14 1530 housing navigators specializing in this population, who may require some ongoing nursing and homemaker services. The HHIP program through DHCS also provides additional funding through the managed care plans to support homeless system service and infrastructure needs. County Behavioral Health Department, Probation Department, Sherriff's Office and the District Attorney's Office: Using our Proposition 47 funding to provide and coordinate substance use disorder services, diversion opportunities and housing grants for the County reentry population across our systems. The County Office of Education and Center for Healthy Schools and Communities: Tracking and coordinating Mckinney Vento, Mental Health Student Services Act and Student Behavioral Health Incentive Program funds to expand the county safety -net system for youth and families and enhance coordination with our homeless system of care. County Social Services Agency, Court Appointed Special Advocates Program and the Probation Department (Juvenile Hall): Developing programs and initiatives under our newly awarded federal Youth Homelessness Demonstration Program Grant to fund homelessness prevention efforts for youth including those exiting foster care and incarceration. The County Safety -Net Hospital System, Federally Qualified Health Centers, Community Based Organizations, and Institutions of Higher Learning: Launching a Community Health Worker (CHW) Capacity Building Planning Initiative, funded by the California Health Care Foundation, to recruit, employ and retain black and brown people with lived experience (systems involvement), including lived experience of homelessness, as CHWs throughout the County Health System. Question 5 Specific and quantifiable systems improvements that the applicant will take to improve the delivery of housing and services to people experiencing homelessness or at risk of homelessness, including, but not limited to, the following: (I) Capacity building and workforce development for service providers within the jurisdiction, including removing barriers to contracting with culturally specific service providers and building the capacity of providers to administer culturally specific services. (II) Strengthening the data quality of the recipient's Homeless Management Information System. (III) Increasing capacity for pooling and aligning housing and services funding from existing, mainstream, and new funding. (IV) Improving homeless point -in -time counts. (V) Improving coordinated entry systems to strengthen coordinated entry systems to eliminate racial bias, to create a youthspecific coordinated entry system or youth -specific coordinated entry access points, or to improve the coordinated entry assessment tool to ensure that it contemplates the specific needs of youth experiencing homelessness. Question 5 Response System improvements we are now able to implement using the Community Health Record (CHR) and the Social Health Information Exchange include: 1) the ability to conduct comprehensive population analysis such as accessing homelessness information alongside healthcare utilization to identify homeless Page 11 of 14 1531 consumers that need specialty care for outreach and care coordination; 2) the ability to perform patient matching from different sectors of data enabling us to analyze services and care needs to better respond to health disparities; 3) the ability to conduct system -level analysis of services and outcomes to identify successful interventions, and support organizations with capacity development to improve care; 4) the ability to immediately and effectively take action to mitigate risk to the homeless population during pandemic situations, and 5) the ability to identify consumer program eligibility and connect consumers to services. The Continuum of Care is working in partnership with the HMIS Lead to update and implement new data quality policies and procedures that strengthen the five pillars of data quality identified (timeliness, completeness, accuracy, consistency, and coverage). A workgroup meets regularly to implement these changes in concert with HMIS user agency liaisons, and our Continuum of Care is actively participating in HUD technical assistance focused on HMIS improvements that include a data quality workstream. OHCC, as the County's centralized coordinating entity on homelessness, is uniquely situated to continue building capacity to both identify and analyze existing funding resources as well as support efforts to obtain new funding. OHCC is increasing capacity to do this work by using admin funds to expand staffing models. The results of these efforts are evidenced by commitments made to provide supportive services funding for new housing projects coming online through the leveraging of CaIAIM Housing Community Supports, as one example. The continued partnership with our County's two Medi-Cal managed care plans is also helping to ensure health care funds can be leveraged to support the homeless system. As previously mentioned, OHCC has been awarded IPV and YHDP grants, both of which are being leveraged to create population specific (IPV Survivors and Transition Age Youth) coordinated entry systems, add access points and improve assessment tools to ensure that it contemplates the specific needs of these populations experiencing homelessness. To improve our adult point -in -time count methodology, we recruited more individuals to participate in the count and are increasingly incorporating people with lived experience, alongside known and trusted community providers, into our street count teams. These teams are generally comprised of at least one guide with lived experience of homelessness and up to three community volunteers. Guides assist the team in navigating their assigned count area and identifying locations where unsheltered individuals are likely to be encountered and providing additional support in identifying people experiencing homelessness for inclusion in the tally. While our core PIT methodology remains unchanged, this year Alameda County implemented an additional methodology to better gather information about families experiencing unsheltered homelessness. Providers and school districts working directly with unsheltered families contacted these families in the week following the PIT Count to ask where that family slept the night of the PIT Count. This direct outreach and data collection improved our tracking of families and led to a higher count of families overall than previous counts due to the expanded methodology. Further, the County has instituted a dedicated youth count to improve the representation of unaccompanied children and transition -age youth under the age of 25 experiencing homelessness. To conduct the count service providers recruit youth with lived experience of homelessness and knowledge of where to locate other young people experiencing homelessness to serve as youth guides. In 2022 Covenant House Oakland, Youth UpRising, UC Berkeley Suitcase Clinic, YEAH! Covenant House, REACH Ashland Youth Center, Beyond Emancipation, VOICES Youth Center, and the Alameda County Youth Action Board led the recruitment of youth guides and of their staff to accompany and transport youth guides during the count. Youth guides were compensated for their time, including time spent in training immediately prior to deployment. We aim to increase the number of these teams in the next count. Question 6 Page 12 of 14 1532 Evidence of connection with the local homeless Coordinated Entry System. Question 6 Response Alameda County's Health Care Services Agency (Office of Homeless Care and Coordination) is both the administrative entity for HHAP funds, as well as the Management Entity for the CA-502 Oakland, Berkeley/Alameda County CoC's Coordinated Entry System. This dual role helps ensure strong connectivity between HHAP funds and Coordinated Entry. As with all funds, including HHAP, the County requires that any contract utilizing county -administered homeless funding utilize Coordinated Entry for program access and referral. This is included in contract language. Outreach teams are another example of how HHAP-funded programs connect closely with Coordinated Entry: Outreach services in Alameda County are covered by countywide Health Care for the Homeless Street Health outreach teams and supplemented by Coordinated Entry Access points as well as by city - contracted outreach. These teams include community health workers, social workers, navigators, and licensed medical staff to ensure they can triage immediate need and connect people to appropriate services. They distribute resources and provide basic medical care at the sites where unsheltered people are living. They coordinate closely with coordinated entry in every geographic zone to provide housing problem solving, connect people to crisis and housing assessments, and prioritization for housing resources. They also support the early steps of our CE workflow, prior to assessment and prioritization, including screening, HMIS data entry, and Housing Problem Solving. HHAP funds have also been (and will continue to be) used to support CE access points (housing resource centers) and 'front door' services directly connected with CES. With our newest youth access point, we now have 12 access points across the County, with staff providing housing problem solving, flexible funds, crisis and housing assessment, and program referral. One final example- HHAP funds are supporting consumers who are not eligible/enrolled in Medi-Cal managed care, but are prioritized for housing through CE, to receive CaIAIM Housing Community Support services, specifically Housing Navigation and Tenancy Sustaining Services. We engaged our managed care partners early on to ensure that we could use CE prioritization to refer people to available Housing Community Support slots. This model allows for close alignment between anyone prioritized for a housing resource being able to begin working immediately with a housing navigator so they can access that resource as soon as its available. And the HHAP funds ensure that we can serve everyone who has been prioritized, regardless of insurance status. Page 13 of 14 1533 Certification certify that all information included in this Application is true and accurate to the best of my knowledge. Yes Page 14 of 14 1534 le 1. Landscaalysis of Needsand Demographi eop e xpenencung ource an Homelessness Date Timeframe of Data TOTAL # OF PEOPLE EXPERIENCING HOMELESSNESS # of People Who are Sheltered (ES, TH, SH) # of People Who are Unsheltered 19404 2612 7135 APR CY 2021 2022 PIT Count 2022 PIT Count # of Households without Children # of Households with At Least 1 Adult & 1 Child # of Households with Only Children 14333 1214 116 APR CY 2021 APR CY 2021 APR CY 2021 Sub -Populations and Other Charac # of Adults Who are Experiencing Chronic Homelessness # of Adults Who are Experiencing Significant Mental Illness # of Adults Who are Experiencing Substance Abuse Disorders # of Adults Who are Veterans # of Adults with HIV/AIDS # of Adults Who are Survivors of Domestic Violence # of Unaccompanied Youth (under 25) # of Parenting Youth (under 25) # of People Who are Children of Parenting Youth 6695 7284 3297 1113 386 2925 1408 135 167 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 # of Women/Girls # of Men/Boys # of People Who are Transgender # of People Who are Gender Non -Conforming 8675 10055 79 43 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 Ethnicity and Race Demographics # of People Who are Hispanic/Latino # of People Who are Non-Hispanic/Non-Latino # of People Who are Black or African American # of People Who are Asian # of People Who are American Indian or Alaska Native # of People Who are Native Hawaiian or Other Pacific Islander # of People Who are White # of People Who are Multiple Races 3201 15468 10649 469 622 328 5020 1342 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 APR CY 2021 1535 •ble2 Landsca •e Anal - - eo•IeBein•Serve Permanent Supportive Housing Rapid Transitional Intermin Housing or Diversion Servic Rehousing Housing Emergency Shelter and Assistanc (RRH) (TH) (IH / ES) (DIV) Homelessness Prevention Services & Assistance (HP) Outreach and Engagement Services Other. CE Enrollment Source(s) and Timeframe of Dat Household Composition # of Households without Children # of Households with At Least 1 Adult 8 1 Child # of Households with Only Children 1951 1929 797 231 0 363 2 78 2 4187 231 81 Sub Populations and Other Characteristics # of Adults Who are Experiencing Chronic Homelessness # of Adults Who are Experiencing Significant Mental Illness # of Adults Who are Experiencing Substance Abuse Disorders # of Adults Who are Veterans # of Adults with HIV/AIDS 1455 1720 1236 855 879 341 1635 272 0 411 1921 1177 432 1105 1030 154 569 549 195 485 88 153 52 141 40 20 53 # of Adults Who are Survivors of Domestic Violence 575 348 152 372 556 # of Unaccompanied Youth (under 25) 47 102 174 364 115 # of Parenting Youth (under 25) 0 38 35 25 46 # of People Who are Children of Parenting Youth 0 50 # of Women/Girls # of Men/Boys # of People Who are Transgender # of People Who are Gender Non - Conforming 1362 1412 1563 1778 15 1 12 4 48 26 402 2048 1104 618 3139 10 29 13 1211 7 8 307 10 0 3546 15 19 2846 375 1 Q8A, APR 1/1/21-12/31/21 Q8A, APR 1/1/21-12/31/21 Q8A, APR 1/1/21-12/31/21 24 1855 1967 Q26b, APR 1/1/21-12/31/21 109 1651 1818 Q 13a.1., APR 1/1/21-12/31/21 18 850 955 Q13a.1., APR 1/1/21-12/31/21 102 124 95 Q25a, APR 1/1/21-12/31/21 56 96 Q 13a.1, APR 1/1/21-12/31/21 39 440 964 Q14a., APR 1/1/21-12/31/21 761 223 Q27, APR 1/1/21-12/31/21 ., 0 61 Q27b, APR 1/1/21-12/31/21 0 83 Q27b, APR 1/1/21-12/31/21 172 1494 1997 Q10a,Q10b,APR 1/1/21-12/31/21 165 2038 1815 Q10a,Q10b, APR 1/1/21-12/31/21 2 18 18 Q 10a, Q 10b, APR 1/1/21-12/31/21 2 12 17 Q 10a, Q 10b, APR 1/1/21-12/31/21 Ethnicity and Race Demographics # of People Who are Hispanic/Latino # of People Who are Non- Hispanic/Non-Latino 2494 # of People Who are Black or African 445 599 2590 American 1565 1762 # of People Who are Asian # of People Who are American Indian or Alaska Natve 91 90 # of People Who are Native Hawaiian or Other Pacific Islander 44 53 # of People Who are White # of People Who are Multiple Races 73 79 877 930 290 261 159 874 915 4296 422 1792 679 2790 1184 22 149 56 30 197 45 24 122 56 190 1610 674 78 322 148 47 617 648 Q12b, APR 1/1/21-12/31/21 290 2969 3064 Q12b, APR 1/1/21-12/31/21 237 1957 2112 Q12a, APR 1/1/21-12/31/21 87 98 Q12a, APR 1/1/21-12/31/21 13 152 100 Q12a, APR 1/1/21-12/31/21 5 66 70 Q12a, APR 1/1/21-12/31/21 61 1070 997 Q12a, APR 1/1/21-12/31/21 10 227 257 Q12a, APR 1/1/21-12/31/21 1536 Total Amount Invested into Funding Program Fiscal Year Homelessness (choose from drop down opt ons) (se ect el thatapply) Interventions Funding Source. Intervention Types Supported with Funding select ail that a. .l Brief Description of Programming Populations Served and Services Provided .lease x the a. .ro.r ate .o.0 at on s 1 Homekey (via HCD) Emergency Solutions Grants (ESG) - via HCD Emergency Solutions Grants (ESG) - via HUD Emergency Solutions Grants - CV (ESG CV) - via HUD FY 2021-2022 FY 2021-2022 FY 2022-2023 FY 2021-2022 FY 2022-2023 FY 2021-2022 FY 2022-2023 Non -Congregate Shelter/ Interim Housing Permanent Supportive and $ 75,519,074.00 State Agency Service-Ennchetl Housing $760,432.00 State Agency Non -Congregate Shelter/ Interim Housing Rental Assistance Administrative Activities Non -Congregate Shelter/ Interim Housing Rental Assistance $370,184.00 Federal Agency Administrative Activities $5,769,334.00 Federal Agency Rental Assistance Administrative Activities FY 2021-2022 Rental Assistance Emergency Solutions Grants - CV (ESG FY 2022 2023 Non -Congregate Shelter/ CV) - via HCD Interim Housing $11,748,000.00 State Agency FY 2021-2022 Administrative Activities No Place Like Home (NPLH) - via HCD Administrative Activities $32,000,975.00 State Agency Permanent Supportive and Service-Ennchetl Housing FY 2021-2022 Systems Support Activities Homeless Housing, Assistance and Prevention Program (HHAP) - via Cal FY 2022-2023 Administrative Activities ICH $150,128,618.00 State Agency Non -Congregate Shelter/ FY 2023-2024 Interim Housing FY 2024-2025 Rental Assistance FY 2021-2022 Systems Support Activities Project Roomkey and Rehousing - via Non -Congregate Shelter/ CDSS Interim Housing $15,441,996.00 State Agency Diversion and Homelessness Prevention Outreach and Engagement Utiluing Homekey RI, 2, to purchase hotels as well as tattered side residential homes to convert to perm. shared housing. Interim Housing is provided in the meantime. with a plan for those residents to stay as the site is converted to housing in the near future. Of the Countys award $2,496,000 used for operating subsidies; $27.049.500 in capital awards used to purchase sites in 2021. State ESG grant is awarded annually and is $365,315 for the current grant year. We anticipate an increase with the most recent application submitted for $395,117. We have not estimated beyond the next grant cycle. State ESG funds are used to support emergency shelter and provide rental assistance via RRH programs that are attached to shelter as one possible exit nrnteav Federal ESG is awarded annually and is currently $185,092 annually We have not estimated beyond the next grant cycle. Federal ESG funds are used to support emergency shelter and provide rental assistance via RRH programs that are attached to shelter as one possible exit ,strategy. e bulk of ESG-CV funds have been used to support exits from Project Roomkey un Safer Ground sites to permanent housing in the community ('Project Roomkey Housing Transitions program). In most instances. ESG-CV funds budge housing to PSH, and the emergency ,trig vouchers specifically. For those that cannot transition to EHV or other PSH opportunities. the ESG-CV funds will be backflled with other sources to provide ongoing subsidies Inctbulk of ESG-CV funds have been used to support exits from Project Roomkey Safer Ground sites to permanent housing in the community In most instances, ESG-CV funds bridge housing to PSH, and the emergency housing vouchers specifically For those that cannot transition �.. EHV or other PSH opportunities, the ESG- CV funds will be backiilled with other sources to provide ongoing subsidies State ESG-CV funds also funded Shelter Operations for Project Roomkey site Amount represents total round 3 NPLH nwards; County is still awaiting round 4 otification (county allotment should be $21M). Funds will be issued as deferred payment loans to developers waking in conjunction with counties to acquire, design, construct, rehabilitate, and - erve PSH Funds don't include rental assistance, sssist��anccee,, however some of these units Due to the one-h natures and the end of whole person care and HEAP, most of these funds have continued expanding critical countywide services, including street health outreach, housing navigation, and housing tenancy sustaining services. They've also been leveraged as part of oanned CE access point expansion, with housing problelm solving and flexible pr T:o Roomkey gran# (2 allocaflons) has been sed to support non -congregate shelter operations for our hotel sites throughout the pandemic, as well as services to help rehouse those hotel guests into permanent housing in the community. Specific set asides have Iso supported services for those Roomkey guests who are part of our TAY system as well as impacted by gender -based violence. ALL PEOPLE X EXPERIENCING HOMELESSNESS TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic Homelessness Veterans People Exp Severe Menta Illness People Exp HIV/ AIDS People Exp Substance Abuse Dborders Unaccompanied Youth X Parenting Youth Children of Parenting Youth complicafions to COVID Population, including seniors TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic ALL PEOPLE Homelessness Veterans Parenting Youth X EXPERIENCING People Exp Severe Menial Children of Parenting HOMELESSNESS Illness People Exp HIV/ AIDS Youth ALL PEOPLE X EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE X EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS People Exp Substance Abuse Disorders Unaccompanied Youth Other (please enter here ) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Dborders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Menial Children of Parenting Illness People Exp HIV/ AIDS Youth Other: High risk of People Exp Substance complications to COVID Abuse Disorders Unaccompanied Youth x population, including seniors TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth Other: High risk of People Exp Substance complications to COVID Abuse Dborders Unaccompanied Youth X population, including seniors TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic X Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting X Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth Other (please enter here) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (please enter Abuse Dborders X Unaccompanied Youth here ) TARGETED POPULATIONS (please 'X'all that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Dborders Unaccompanied Youth X Other (high vulnerability to COVID) 1537 FEMA Public Assistance Program Category B - via FEMA CaIWORKs Housing Support Program (HSP) - via CDSS Housing and Disability Advocacy Program (HDAP) - via CDSS Continuum of Care Program (CoC) - via HUD Emergency Housing Vouchers (EHVs) - via HUD Other (enter funding source under dotted line) Health Resources and Services Administration (HRSA) Local General Fund (County General Fund) Other (enter funding source under dotted line) CaLAIM (Medi-Cal) Home Safe - via CDSS FY 2021-2022 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 $19,450,474 Federal Agency $13,282,116.00 State Agency $17,421,518.00 State Agency $36,211,689.00 Federal Agency $ 61,714,285.00 Federal Agency $15,600,000.00 Federal Agency $27,875,000 Local Agency $33,318,300.00 State Agency $3,591,071.00 State Agency Non -Congregate Shelter/ Interim Housing Systems Support Activities Systems Support Activities Rental Assistance Administrative Activities Systems Support Activities Non -Congregate Shelter/ Interim Housing Rental Assistance Outreach and Engagement Systems Support Activities Rental Assistance Non -Congregate Shelter/ Interim Housing Administrative Activities Rental Assistance Systems Support Activities Administrative Activities Outreach and Engagement Permanent Supportive and Service -Enriched Housing Non -Congregate Shelter/ Interim Housing Outreach and Engagement Rental Assistance Non -Congregate Shelter/ Permanent Supportive and Interim Housing Service -Enriched Housing Diversion and Homelessness Prevention Systems Support Activities Systems Support Activities Administrative Activities Systems Support Act le Rental Assistance Diversion and Homelessness Prevention Estimate only based on amount billed. No FEMA funds for Project Roomkey have ved to date, and there may be additional funds discounted Expenses billed to FEMA include PRK hotel leases, nursing and caregiving costs, security, and transportation. Not included is shelter reimbursable and have been supported by bnMPRK Ccnnh Program suppando�amiVies to obtain or keep permanent housing Funds are used for the .ullowinyb rental assistance. secunty deposits, utilities, moving costs, hotel vouchers, landlord recruitment, case X management, outreach and placement, legal services, and credit repair Current amount reflects re -appropriated, competitive and non-competitive funds in y. ..I/22. HDAP funds support a flexible housing subsidy pool to secure long -tern subsidies and placements for HDAP clients; benefits advocacy. housing support and navigation for clients awaiting PSH, and safe -haven emergency housing. the HUD CoC grants focus primarily on PSH rental assistance (and accompanying services) for formerly homeless households already in housing, with some funding focused on RRH and TH. including for some x subpopulations of focus ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS 875 Housing Choice Vouchers awarded. Our CE prioritization policy for COVID resources was used to match vulnerable households in ALL PEOPLE Project Roomkey to permanent X EXPERIENCING subsidies. HOMELESSNESS Funds the Health Care for the Homeless program which provides shelter health, FQHC services for homeless and disabled, street health ALL PEOPLE outreach, and mobile health services. X EXPERIENCING HOMELESSNESS County Maintenance of Effort budget across several departments (Probation. Social Services, Community Devebpment, Health Core) estimated using 2021 final budget, with approximately 25%of homeless funding in the County coming from local sources. DHCS funding through Medi-Cal Managed Care Plans for CalAIM Housing Community Supports (Housing Navigation. Housing Tenancy and Stability services, and Housing Deposits) fa managed care enrollees. Actual funding will depend on N -rved and insurance status Amount estimated based on projected # MCP enrollees served in CY 2022. Provides short-term supports, case management, and housing ALL PEOPLE navigation assistance to prevent EXPERIENCING homelessness among APS clients, HOMELESSNESS victims in a substantiated case of fraud, abuse, or self -neglect, and at risk of housing insecurity. TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Other (high vulnerability Unaccompanied Youth X to COVID) TARGETED POPULATIONS (please 'X" all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other. families with Abuse Disorders Unaccompanied Youth x children TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic X Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth X Other homeless, disabled TARGETED POPULATIONS ()please 'X" all that apply ) People Exp Chronic X Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (Gender -Based Abuse Disorders X Unaccompanied Youth X Violence) TARGETED POPULATIONS (please 'X" all that apply) People Exp Chronic X Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (Gender -Based Abuse Disorders X Unaccompanied Youth x Violence) TARGETED POPULATIONS ()please '57 all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (please enter Abuse Disorders Unaccompanied Youth here ) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic ALL PEOPLE Homelessness Veterans Parenting Youth X EXPERIENCING People Exp Severe Mental Children of Parenting HOMELESSNESS Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth Other (please enter here ) TARGETED POPULATIONS (please 'X" all that apply ) People Exp Chronic ALL PEOPLE X Homelessness Veterans Parenting Youth X EXPERIENCING People Exp Severe Mental Children of Parenting HOMELESSNESS Illness People Exp HIV/ AIDS Youth People Exp Substance Other (please enter Abuse Disorders Unaccompanied Youth here ) TARGETED POPULATIONS (please 'Van that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (APS clients Abuse Disorders Unaccompanied Youth x including older adults) 1538 Local General Fund (City General Funds) Other (enter funding source under dotted line) (City direct allocations from State and Federal sources) Emergency Rental Assistance (ERA) - via Treasury California COVID-I9 Rent Relief Program - via HCD HOME Program - via HCD Community Development Block Grant (CDBG) - via HUD Other (enter funding source under dotted line) Youth Homelessness Demonstration Program IYHDPI FY 2021-2022 FY 2021-2022 FY 2021-2022 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2022-2023 FY 2023-2024 FY 2024-2025 $18,342,989.00 Local Agency $54,269,385 $50,800,000 Federal Agency $53,000,000 State Agency 2,200,000.00 State Agency Systems Support Activities Administrative Activities Non -Congregate Shelter/ Interim Housing Rental Assistance Systems Support Activities Administrative Activities Non -Congregate Shelter/ Interim Housing Rental Assistance Rental Assistance Administrative Activities Rental Assistance Administrative Activities Rental Assistance Outreach and Engagement Systems Support Activities 1,348,884.00 Federal Agency Non -Congregate Shelter/ Inlnrim Hn enn Systems Support Activities Permanent Supportive and Service -Enriched Housing Diversion and Homelessness Prevention Outreach and Engagement Permanent Supportive and Service -Enriched Housing Diversion and Homelessness Prevention Outreach and Engagement Non -Congregate Shelter/ Interim Housing Administrative Activities Rental Assistance $ 16,422,396.54 Federal Agency Diversion and Homelessness Prevention Outreach and Engagement Amounts based off of FY 20/21 city cal funding allocations from all 14 cities in Alameda County. Since FY 21/22 isn't closed out, unable to pull final allocation numbers for current fiscal year. ALL PEOPLE X EXPERIENCING HOMELESSNESS Cities. Amounts based off of FY 20/21 city direct funding allocations from X State and Federal sources combined. Since FY 21/22 isn't closed out, unable to pull final allocation numbers for current fiscal year. Includes amounts allocated to the County, and cities of Fremont and Oakland. Not all funds will support individuals who are likely to become homeless if they lose their housing. Includes amounts allocated to the County, and cities of Fremont and Oakland. Not all funds will support individuals who are likely to become homeless if they lose their housing. All HOME funds used for tenant -based rental assistance this current fiscal year. Future uses may change. Amounts estimated for 4 years based VWent annual award amount. Not all funds will support individuate who are currently homeless (includes at -risk populations, including low and very low-income families). CDBG funds currently used across several different interventions, including facility enhancements, to support people experiencing homelessness, people at risk of homelessness, seniors, and people who are homeless with HIV/AIDS. Amounts esfiaomted for 4 years s� b laIsed South Homelessness lemonstration Program funds awarded by HUD to the CA-502 COC support the development and implementation of in-depth plan to meet the needs of youth at -risk of or experiencing homelessness and to work towards ending youth homelessness in the community. Amount estimated over 4 ' NOTE' Private funder(s) option here could include philanthropy, resources from managed care plans organizations, corporate funders, or other private sources of funding ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth Other (please enter here ) TARGETED POPULATIONS lvlease'V' all that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Other (please enter Abuse Disorders Unaccompanied Youth here ) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Other, at risk of Unaccompanied Youth x homelessness TARGETED POPULATIONS (please 'k" all that apply ) People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Dborders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting Youth Other. at risk of homelessness TARGETED POPULATIONS (please 'k'all that apply ) People Exp Chronic Homelessness Veterans People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth Parenting Youth Other, at risk of homelessness; low and very low-income x households TARGETED POPULATIONS ()please 'k" all that apply) ness Homee�H as.ere mood Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth u' uth" Youth w/ HIV/AIDS, homeless, low-income TARGETED POPULATIONS ()please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Dborders X Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting X Youth Other (please enter here ) TARGETED POPULATIONS (please'k" all that apply ) People Exp Chronic Homelessness Veterans Parenting Youth People Exp Severe Mental Children of Parenting Illness People Exp HIV/ AIDS Youth People Exp Substance Abuse Disorders Unaccompanied Youth Other (please enter here) 1539 Table 4. Outcome Goals Outcome Goal #1a: Reducing the number of persons experiencing homelessness. Baseline Data: Annual estimate of number of people accessing services who are experiencing homelessness 9,081 Decrease/Increase in # of People Outcome Goals July 1, 2021 - June 30, 2024 Decrease/Increase as % Change from Baseline Increase of 7,919 (17,000 total) Increase of 87% 1 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: Black and African American people experiencing homelessness are the largest population of people represented in our homeless system. This population has been consistently over -represented, compared to their representation in the general population. The Black and African American population is approximately 11 % of Alameda County, but 53% of those experiencing homelessness (according to HDIS data). We also see that this percentage has gradually increased over time. It is imperative that we take steps to address the disproportionate impact and increase people served to eventually reduce the percentage to align with what we see in the general population. We have a baseline of 4,793 Black or African Americans served in our homeless system in CY 2020 (an increase of 32% from 2018-2020), and a goal of serving 10,000 Black or African American individuals in 2024, which would be an increase of 109% from 2020. At this rate in 2024 Black or African American people would comprise 59% of those receiving homeless services. In this instance, we want this population to be higher than in 2020, to reflect serving this group at a higher rate than in 2020. Ensuring that people who are Black or African American are increasingly being served in our homeless response system ensures being matched with housing exits. Since we expect to be closer to a total population of 17,000 people experiencing homelessness in 2024, we will set our goal based on % of population at that time. Describe the trackable data goal(s) related to this Outcome Goal: People who are Black or African American as a % of total persons served by our homeless response system. Our target will be to increase this percentage represented in homeless system programs to reach 59% of total population served by 2024. 1540 Outcome Goal #1 b: Reducing the number of persons experiencing unsheltered homelessness on a daily basis Baseline Data: Daily Estimate of # of people experiencing unsheltered homelessness 6,312 Outcome Goals July 1, 2021 - June 30, 2024 Reduction in # of People Increase of 1,788 (8,100 total) Reduction as % Change from Baseline 28% Increase Optional Comments From 2018-2020 our CoC experienced a 63% increase in unsheltered homelessness and we continue to see an upward trajectory, in both number and % of the unsheltered homeless population, according to our 2022 PIT Count data. If we continue with the current trajectory, we would expect our unsheltered population to grow to 10,303 in 2024. We are setting a goal to decrease the current rate of increase in unsheltered homelessness, and to have no more than 8100 people unsheltered in 2024. This goal (8,100 unsheltered in 2024) would be an INCREASE of 28% between 2020 and 2024, which is less than half of our current rate of increase for this measure (63%). Rationale for this goal includes the impact of the increase in shelter capacity as a result of one-time COVID resources, which has and continues to lead to increases in sheltered homelessness. In addition, as COVID regulations are lifted, shelter capacity may expand back toward pre-COVID levels, also increasing capacity for shelter. Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Our latest PIT Count (2022) shows that unaccompanied youth households (ages 18-24) that are unsheltered comprise 9.3% of our CoC's total unsheltered population, which is higher than the percentage this population represents within our total homeless system (8%). This overrepresentation of youth in unsheltered homelessness is also consistent with data from our 2019 PIT Count which shows youth represented at 9% of the unsheltered population. We have seen this number reduced in the past (between 2017 and 2019), and believe that with targeted interventions including expanded access to Coordinated Entry through youth access points (and through our CoC's YHDP projects), as well as interim housing for youth which is coming online this year, we can once again impact this number. Describe the trackable data goal(s) related to this Outcome Goal: Our goal is to bring the # of unaccompanied youth (ages 18-24) who are unsheltered down by 2.3% to 7% of the unsheltered population in 2024. This decrease would be a full percentage point lower from the current percent of the total homeless population that unaccompanied youth currently represent. 1541 utcome 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 3,967 Increase of 2,033 (6000 total) Reduction as % Change from Baseline 51% Increase I 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. 1 Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness 7 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: 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. Describe the trackable data goal(s) related to this Outcome Goal: The percentage change in the rate of increase of persons who become homeless for the first time who are Black or African American will slow from 45% to 41% between 2020 and 2024. 1542 utcome Goal #3: Increasing the number of people exiting homelessness into permanent housing Baseline Data: Annual Estimate of # of people exiting homelessness into permanent housing 1,813 Outcome Goals July 1, 2021 - June 30, 2024 Increase in # of People Increase of 137 (1950 total) Increase as % Change from Baseline 8% Increase Optional Comments Most of the housing inventory in our system's pipeline for the next few years will show up in HMIS as PSH, meaning that people who are housed with these resources won't be counted as 'system exits'. While we anticipate the number of people exiting homelessness to continue to grow, most of this growth will not be captured by this measure, given that, for the State/HDIS, only those that are exited/housed without any ongoing homelessness response system resources will be counted. We anticipate a smaller increase for those exiting to housing outside of our system, as our resources and attention are going toward pathways where people are supported with system resources to maintain their housing. In addition, given planned increases in shelter to reduce unsheltered homelessness, our system will have a growing number of people in shelter that need housing exits. Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness D escribe any underserved and/ or disproportionately impacted population(s) that your community will especially ,cus 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: In alignment with our Home Together 2026 Community Plan to center race equity and reduce racial disparities, and in the absence To achieve equity in this measure for all BIPOC populations of any one single group disproportionately impacted according to the State HDIS data, we will set an intention to reach larger experiencing homelessness, by 2024 at least 4% of housing percentages of all BIPOC served by the system and exiting to permanent housing, so that it aligns with BIPOC representation in the exits should be American Indian or Alaska Native; 3% overall homeless system. Asian; 53% Black or African American; and 2% Native Hawaiian or other Pacific Islander; and 7% with multiple races. 1543 Outcome Goal #4: Reducing the length of time persons remain homeless. ouseune uuiu. Average length of time (in # of days) persons enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move -in for persons enrolled in rapid rehousing and permanent housing programs" 152 Outcome Goals July 1, 2021 - June 30, 2024 Decrease in Average # of Days 0 Optional Comments Decrease as % Change from Baseline 0% 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 Describe the trackable data goal(s) related to this focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Outcome Goal: Currently, the average length of time that families in the homelessness response system remain homeless is much higher than for households without children. This could be attributable to families spending more time in programs such as interim housing/transitional housing/etc., while awaiting permanent housing. At the current rate of increase, State HDIS data shows that length of time families remain homeless would be 235 days by 2024. Our goal is to bring this number down to less than 200 days by 2024, a 13% decrease in length of time, as opposed to the current trend of a 2% increase. Reduce the average length of time that families with children remain homeless. Target goal is less than 200 days that families remain homeless by 2024. This is a 13% decrease in average length of time that families remain homeless from the 2020 HDIS baseline (230 days). 1544 Outcome Goal #5: Reducing the number of persons who return to homelessness after exiting homelessness to permanent housing. Baseline Data: of people who return to homelessness after having exited homelessness to permanent housing 8.64% Outcome Goals July 1, 2021 Decrease in % of People who return to Homelessness 0% (holds at 9%) June 30, 2024 Decrease as % Change from Baseline 0% 1 Optional Comments 1 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 how this focus has been informed by data in your landscape assessment: Describe the trackable data goal(s) related to this Outcome Goal: Returns to homelessness for veterans are currently at 14% (and have seen an increase of 7% between 2018-2020), which is well Reduce the percentage of veterans who return to 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 homelessness after exiting homelessness to permanent returns to homelessness in the overall homeless system. We believe that decreasing returns to homelessness for veterans from 14% to housing from 14% to 9%, a decrease of 5%. 9% can be accomplished with continued partnership with our local VA office to sustain housing for veterans through programs like HUD-VASH and SSVF. 1545 Outcome Goa Increasing successful placements from street outreach. Baseline Data: Annual # of people served in street outreach projects who exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations. Outcome Goals July 1, 2021 - June 30, 2024 Increase in # of People Successfully Placed from Street Outreach Increase as % of Baseline 24 24 (48 total) 100% Increase Optional Comments State HDIS data shows that successful placements from Street Outreach programs have increased by 71% between 2018 and 2020. At this rate of increase we would expect to reach 41 successful placements from Street Outreach by 2024. However, we believe we can aim higher as we expect an expansion of outreach teams using HMIS in our CoC beginning FY 2022/2023. There are more street health outreach teams who are also participating in housing problem solving and front door services as part of Coordinated Entry which should also positively impact this measure. Describe 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: There was insufficient population data from HDIS on those included in this measure for 2018 - 2020. However, we do know that 14 out To achieve equity in this measure for all BIPOC populations 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. experiencing homelessness, by 2024 at least 4% of successful placements from street outreach should be American Indian or Alaska Native; 3% Asian; 53% Black or African American; and 2% Native Hawaiian or other Pacific Islander; and 7% with multiple races. 1546 Table 5. Strategies to Achieve Outcome Goals Strategy Performance Measure to Be Impacted (Check all that apply) Description Prevent Homelessness: Focus resources for prevention on people most likely to lose their homes (Home Together Plan, Goal 1, Strategy 2)- Implement and expand shallow subsidies availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless. Track progress on this goal area through system performance measures and corresponding measures of increased racial equity. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities Office of Homeless Care and Coordination (system connection); Alameda County Behavioral Health (Care First, Jails Last); Social Services Agency (workforce Measurable Targets Add 830 shallow subsidies for households in our homelessness response system. E 1. Reducing the number of persons experiencing homelessness. 2. Reducing the number of persons who become homeless for the first time. 3. Increasing the number of people exiting homelessness into permanent housing. ❑ 4. Reducing the length of time persons remain homeless. 5. Reducing the number of persons who return to homelessness aft ?r exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1547 Strategy Performance Measure to Be Impacted (Check all that apply) Description Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by adding resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Increase current flexible funding for Housing Problem Solving by 20% from CY 2022 contract amounts (an increase of $100,000). Increase the centralized Housing Assistance Fund by 20% from CY 2022 levels (an increase of $200,000). E 1. Reducing the number of persons experiencing homelessness. ❑ 2. Reducing the number of persons who become homeless for the first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. ❑ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1548 Strategy Performance Measure to Be Impacted (Check all that apply) Description Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by offering Housing Problem Solving training and funding to all CE access point providers and outreach staff throughout the system so that providers can quickly assist people when and where they seek help. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Facilitate at least one Housing Problem Solving training per year available to all CE providers. E 1. Reducing the number of persons experiencing homelessness. 2. Reducing the number of persons who become homeless for the first time. 3. Increasing the number of people exiting homelessness into permanent housing. ❑ 4. Reducing the length of time persons remain homeless. 5. Reducing the number of persons who return to homelessness of :er exiting homelessness to permanent housing. 6. Increasing successful placements from street outreach. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1549 Strategy J Performance Measure to Be Impacted (Check all that apply) Description Connect people to shelter and needed resources: expand access in key neighborhoods and continue improvements to Coordinated Entry (Home Together Plan, Goal 2, Strategy 1). Activities include expanding neighborhood -based access points to the system's housing and shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness; and continue to track and evaluate the impact of updates to CES to ensure impacts are effective and support reductions in racial disparities. Timeframe July 1, 2021 - June 30, 2024 Entities with Lead Responsibilities OHCC as CE Management Entity Measurable Targets Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth. ❑ 2. Reducing the number of persons who become homeless for the first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. ❑ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑✓ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy Performance Measure to Be Impacted 0 (Check all that apply) Description Connect people to shelter and needed resources: Significantly increase the availability of shelter, especially non -congregate models, to serve vulnerable households and to reduce unsheltered homelessness (Home Together Plan, Goal 2, Strategy 4). New shelter will be primarily non -congregate and include access to support services; as new housing comes online, transition non -congregate shelters into permanent housing or remove these beds from the system as demand is reduced. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities OHCC, County Housing & Community Development, County Social Services Agency Measurable Targets Add 975 temporary additional non -congregate shelter beds to serve vulnerable adults, and families with children. ❑ 2. Reducing the number of persons who become homeless for the first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. ❑ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness of :er exiting homelessness to permanent housing. ❑✓ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1550 Strategy • (Check ail that apply) Performance Measure to Be Impacted Description Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Home Together Plan, Goal 3, Strategy 1). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; and creating a new model of supportive housing for older/frail adults with more intensive health service needs. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities County Housing & Community Development, OHCC Measurable Targets Add 575+ new supportive housing subsidies to our homelessness response system. Add 300+ new (additional) supportive housing subsidies for older adults. ❑ 2. Reducing the number of persons who become homeless for the first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. ❑✓ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy Performance Measure to Be Impacted • (Check all that apply) Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by providing affordable housing without time limits for approximately 30% of adult only households and 28% of family households in the homeless system (over a five-year period). Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities HCD, OHCC Measurable Targets Add 1,570 dedicated affordable housing subsidies available to households in the homelessness response system. ❑ 2. Reducing the number of persons who become homeless for the first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. ❑� 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. ❑ 1. Reducing the number of persons experiencing homelessness. 1551 Strategy Performance Measure to Be Impacted (Check all that apply) Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by adding capacity within the system to support new dedicated affordable units including staff for new local operating subsidy program, additional CE staffing and lighter and variable supportive services. Monitor race and ethnicity for those matched to dedicated affordable housing opportunities in the homeless system to ensure BIPOC populations are represented at or above their prevalence in the homeless system. Timeframe July 1, 2022 - June 30, 2024 Entities with Lead Responsibilities HCD, OHCC Measurable Targets Launch a Local Operating Subsidy Pool operated by HCD with support from OHCC in 2023. first time. ❑ 3. Increasing the number of people exiting homelessness into permanent housing. E 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. ❑✓ 1 Rerliiring the nnmhernf rercnnc evrerienring hnmeleccnecc Strategy • Performance Measure to Be Impacted (Check all that a!oplV) Description Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving HMIS coverage; and improving data quality and regularly reviewing system and program outcomes data disaggregated by race. Timeframe July 1, 2021 - December 31, 2023 Entities with Lead Responsibilities OHCC, County Housing & Community Development Measurable Targets Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023. U permanent housing. ❑ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness of ter exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. ❑✓ 1. Reducing the number of persons experiencing homelessness. U 3. rtaibising ills ntilmlaar of yaareat�s-wha laau:wls h n,chxr for the first time. 1552 Strategy . Perfarrncnce ,Measure to Be Impacted ;Check all that apply) Description Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving the tracking of resources and inventory (e.g. development of a supportive housing pipeline tool) to support evaluation and reporting. Timeframe July 1, 2021 - December 31, 2023 Entities with Lead Responsibilities OHCC Measurable Targets Develop tracking tools and provide one quarterly update on the Home Together Community Plan in CY 2022. ❑ 4. Reducing the length of time persons remain homeless. ❑ 5. Reducing the number of persons who return to homelessness af :er exiting homelessness to permanent housing. ❑ 6. Increasing successful placements from street outreach. ❑ Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1553 6. Funding Plans Elig'. le Use Categories Used to Fund Ac 'vity Activity to be funded by HHAP 3 (choose from drop down opt ons) Rapid rehousing 2. Operating subsidies 3. Sheet outreach 4. Services coordination 9. Shelter 5. Systems support6. Delivery of 7. Prevention and 8. Interim sheltering improvements to 10. Administrative (up permanent housing diversion (new and existing) lower barriers and to 7%) increase privacy Total Funds Requested: Description of Activity Administrative Activities $ Rental Assistance Diversion and Homelessness Prevention Outreach and Engagement Systems Support Activities $ 4,000,000.00 $ $ $ $ $ $ $ - $ 5,055,323.00 $ $ $ $ Non -Congregate $ Shelter/ Interim Housing $ - $ $ - $ $ - $ $ - $ Totals: $ 4,000,000.00 $ $ $ $ - $ 2,485,745.00 $ 1,864,935.34 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ 5,055,323.00 $ 2,485,745.00 $ 1,864,935.34 $ - $ 3,229,798.00 $ - $ 5,300,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,229,798.00 $ 5,300,000.00 $ Indirect costs applied to HHAP Grant - $ 1,276,686.85 $ 1,276,686.85 admimstrahon, related contract administration and programming $ - $ - $ - $ $2,000,000 rental assistance for one- time (housing deposits, landlord incentives) and $2,000,000 short- $ 4,000,000.00 term/ongoing uses (incl. bridge housing previously funded by ESG-CV for consumers who have exited Project Roornkey) - $ 3,229,798.00 Housing Problem Solving at CE access points street health outreach teams ($4,391,988); outreach through CE - $ 5,055,323.00 access points ($463,335): TAY outreach and engagement at TAY access point ($200,000) Services Coordination for housing navigation and tenancy supportive services once housed. Systems Support for supportive housing pipeline coordination (1 FTE for 2 years, $351,878), emerging leaders 4,350,680.34 program for people with lived experience ($150,000), data analysis (1 FTE for 1 year, $171,776), and youth program coordination (1 FTE for 2 years, $351,878) and support for Youth Action Board ($389,403 34). $450,000 for HMIS System Administration Existing interim housing projects in collaboration with city partners ($3,800,000), as well as operational - $ 5,300,000.00 support for TAY shelter ($1,500,000) launched under previous rounds of HHAP. - $ - $ - $ - $ - $ - $ 1,276,686.85 $ 23,212,488.19 Explanation of How the Proposed Use of Funds Will Complement Existing local, state, and federal funds and equitably close the gaps identified in the Local Landscape Analysis HHAP-3 funds, as with other rounds of HHAP, will be braided with local and HUD funds to continue supporting our CE access points through diversion efforts that include a robust housing problem solving program. Alameda County continues to expand access points to be community/neighborhood-based, and to build a more diverse network of providers who are neighborhood -based and trusted in the community. Our CE process was recently updated to help close equity gaps in who is prioritized for resources, while the access point network supports access in under-served/under-represented communities. HHAP funds are proposed to continue supporting housing tenancy sustaining services through Ca)AIM Housing Community Supports. Alameda County has implemented a model by which anyone prioritized for housing should be able to receive these housing community support services (housing navigation, housing deposits, tenancy sustaining services) regardless of insurance status. We have found that there is a large segment of our population who are either not on managed care at particular points in time, or are ineligible. By braiding HHAP with Medi-Cal funding, we can ensure full coverage of services for our homeless population. Tenancy sustaining services, in particular, are critical for Black or African American populations who disproportionately return to homelessness after being housed. Our Centering Race Equity in Homeless System Design Report (system modeling) also showed us that, amongst other things, we need flexible rental assistance with varying levels of support attached, to meet the needs of BIPOC communities which has led to greater investment in shallow subisides, using RRH resources as bridge housing, and so on. HHAP funds will continue to support these uses of rental assistance through established programs like our Housing Assistance Fund. 1554 Table 7. Demonstrated Need Complete ONLY if you are selected Non -Congregate Shelter / Interim Housing as an activity on the Funding Plans tab. Demonstrated Need # of available shelter beds # of people experiencing unsheltered homelessness in the homeless point -in -time count Shelter vacancy rate (%) in the summer months Shelter vacancy rate (%) in the winter months of exits from emergency shelters to permanent housing solutions Describe plan to connect residents to permanent housing. Shelter vacancy rates are artificially high due to maintaining pre-COVID inventory levels in HMIS (per discussion with HUD) even though up to 50% of beds in existing congregate shelter sites have been offline due to decompression in 2021. Inventory/total beds were not reduced in our HIC per community decision, so vacancy rates reflect all of the beds that remain unavailable in congregate settings. Since this may end up being a long-term situation, our CoC will be revisiting whether to remove those beds from HMIS in the future. The goal for use of new HHAP funds is to support more non -congregate shelter options that can replace beds no longer in use, as well as increase beyond existing inventory. All shelter residents are connected to our Coordinated Entry system- those interested in crisis resources are put in the crisis queue which is used to fill shelter beds, and those who screen as high priority are assessed further for matching to permanent housing. Most new interim housing programs coming online also include flexible funding/exit resources in their program budgets to support housing exits for those who aren't prioritized for a housing subsidy through CE. The community's goal in bringing on more non -congregate shelter, as discussed in our Home Together 2026 Community Plan, is to invest in sites that can eventually be converted to permanent housing (the Roomkey to Homekey model) with an assumption that resources for unsheltered homelessness will eventually decrease over our 5 year plan as we increase exits to permanent housing. 2937 6312 49% 46% 39.18% 1555 California Interagency Council on Homelessness HOMELESS HOUSING, ASSISTANCE AND PREVENTION PROGRAM (HHAP) - Round 3 BUDGET TEMPLATE APPLICANT INFORMATION CoC / Large City / County Name: Administrative Entity Name: CA-502 CoC// Alameda County Alameda County Health Care Services Agency Applying Jointly? Y/N Total Allocation Y $ 23,212,488.19 HHAP FUNDING EXPENDITURE PLAN ELIGIBLE USE CATEGORY Rapid rehousing Rapid rehousing: youth set -aside Operating subsidies Operating subsidies: youth set -aside Street outreach Street outreach: youth set -aside Services coordination Services coordination: youth set -aside Systems support Systems support: youth set -aside Delivery of permanent housing Delivery of permanent housing: youth set -aside Prevention and shelter diversion Prevention and shelter diversion: youth set -aside Interim sheltering Interim sheltering: youth set -aside Shelter improvements to lower barriers and increase privacy Shelter improvements: youth set -aside Administrative (up to 7%) Youth Set -Aside (at least 10%) COMMENTS: FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 $ - $ 2,000,000.00 $ 1,500,000.00 $ 500,000.00 $ - $ - $ - $ - $ $ - $ - $ - S - $ $ - $ - $ - $ - $ $ - $ 2,427,662.00 $ 2,527,661.00 $ 100,000.00 $ - $ - $ - $ 100,000.00 $ 100,000.00 $ - $ - $ 1,242,873.00 $ 1,242,872.00 $ - $ - $ - $ - $ - $ - $ $ - $ 1,015,342.34 $ 501,878.00 $ 347,715.00 $ - $ - $ 565,342.34 $ 175,939.00 $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ $ - $ - $ 3,229,798.00 $ - $ - $ - $ - $ - $ - $ $ - $ 407,434.44 $ 4,892,565.56 $ - $ - $ - $ - $ 1,500,000.00 $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ $ - $ 72,540.00 $ 72,540.00 $ 702,296.35 $ 429,310.50 FY21/22 FY22/23 TOTAL FUNDING ALLOCATION FY23/24 FY24/25 FY25/26 I $ - $ 565,342.34 $ 1,775,939.00 $ 100,000.00 $ - TOTAL Initial Remainder $ 4,000,000.00 $ 2,092,565.56 $ 1,907,434.44 $ - $ - $ $ - $ - $ $ - $ - $ $ 5,055,323.00 $ 2,195,994.00 $ 2,859,329.00 $ 200,000.00 $ - $ 200,000.00 $ 2,485,745.00 $ - $ 2,485,745.00 $ - $ - $ $ 1,864,935.34 $ 1,034,588.05 $ 830,347.29 $ 741,281.34 $ 584,588.05 $ 156,693.29 $ - $ - $ $ - $ - $ $ 3,229,798.00 $ - $ 3,229,798.00 $ - $ - $ $ 5,300,000.00 $ 407,434.44 $ 4,892,565.56 $ 1,500,000.00 $ - $ 1,500,000.00 $ - $ - $ $ - $ - $ $ 1,276,686.85 $ 72,540.00 $ 1,204,146.85 $ 23,212,488.19 $ 5,803,122.05 $ 17,409,366.14 TOTAL 2,441,281.34 $ 584,588.05 $ 1,856,693.29 A majority of HHAP3 funds will be used to continue supporting projects funded by prior rounds of HHAP: Coordinated Entry Access Points; Street Health Outreach teams; Housing Navigation and Tenancy Sustaining Services; Rental Assistance, both one- time support and bridge housing; potential new projects may be funded for interim sheltering- projects will be selected based on a procurement process through our Housing Vendor Pool and must meet certain criteria based on our Home Together Plan. Alameda County partners with each city in its jurisdiction (14 cities) to allocate project funds for interim sheltering using PIT Count methodology to ensure adequate resources are available based on need. Youth funds will continue funding projects launching under rounds 1 and 2, including a TAY shelter/navigation center in mid -county and access points/housing resource centers connecting youth to CE. In addition, HHAP3 will provide systems support funding for our Youth system as it continues to grow, including coordination staff and support to the Youth Action Board (youth with lived expertise to participate in designing our youth system). 1556 Contents Acknowledgements Executive summary Background and introduction Homelessness in Alameda County Racial disparities in the homeless population Special populations Homelessness response system needs analysis and modeling Building a system where people are rehoused quickly Additions to housing inventory Additions to shelter inventory New investment needed Goals and strategies 1 — Prevent homelessness for our residents 2 — Connect people to shelter and needed resources 3 — Increase housing solutions 4 — Strengthen coordination, communication and capacity Specific needs and resources for special populations Transition age youth Veterans Older adults People impacted by intimate partner violence (IPV) People with behavioral health needs People impacted by criminal justice system involvement Resources, gaps and allocation plan Conclusion Appendices Appendix A — Glossary of terms Appendix B — Detail on County allocation plan Appendix C — System modeling overview and update Appendix D — System modeling 5-year dashboards for adult 3 5 10 13 16 16 17 18 21 22 23 24 25 28 31 33 35 36 38 39 40 41 42 43 47 49 50 53 55 and family households 59 Without addressing the impact of racism in our society, homelessness will continue to disproportionately impact African Americans and other people of color. Creating a mix of housing and services in order to reduce these enormous racial disparities is a major focus of this Plan. All of the photographs of people and of housing featured in this Plan were generously provided by photographer Steven Texeira or by providers in our community. Every person and building featured is from Alameda County and individuals pictured provided their permission for the photograph to be used. 1558 Acknowlegements We would like to acknowledge all of those who contributed to developing the Home Together 2026 Community Plan. First and foremost, we acknowledge all of the people whose lives have been impacted by homelessness in Alameda County and beyond. The Home Together 2026 Community Plan is a critical step towards ending homelessness and its associated adverse impacts. The Home Together 2026 Strategic Planning Committee was co-chaired by Kerry Abbott of the Alameda County Office of Homeless Care and Coordination (OHCC) and Chelsea Andrews of EveryOne Home (EOH). The Committee included homelessness service providers, people with lived experience, Healthcare for the Homeless Community Consumer Advisory Board members, racial equity advisors, homelessness and housing advocates, Youth Action Board members, city and county staff, representatives from all Board of Supervisors offices, EveryOne Home staff, CoC leadership, and Abt Associates, a HUD technical assistance provider. The process for the original Centering Racial Equity in Homeless System Design (CRE) report which this plan operationalizes was chaired by Mayor Libby Schaaf of Oakland, Alameda County Health Care Services Agency Director Colleen Chawla, and Doug Biggs, then Chair of the Everyone Home CoC Committee. The Racial Equity Analysis was initiated by Darlene Flynn, Director, City of Oakland Department of Race and Equity. Focus groups were supported by Susan Shelton, Alameda County Public Health staff members, and Everyone Home staff and consultants. [Additional contributors to the CRE are listed in that report.] Stephanie Reinauer, Joyce MacAlpine and Kristy Greenwalt with Abt Associates, a HUD technical assistance provider, conducted the initial CRE needs analysis and provided support and guidance with the system modeling and Home Together 2026 planning. For the update, Dashi Singham, Katie Haverly, Tirza White, Joanne Karchmer and Nisha Behrman participated in modeling update considerations. The Plan development team within the Health Care Services Agency's Office of Homeless Care and Coordination consisted of Colleen Chawla, Aneeka Chaudhry, Kerry Abbott, Suzanne Warner, Martha Elias, Jennifer Lucky, and consultant Katharine Gale. Jennifer Beales designed the final version of this report. 1559 Members of the Strategic Planning Committee • Kerry Abbott — Alameda County HCSA Office of Homeless Care and Coordination, Co -Chair • Jamie Almanza — Bay Area Community Services (BACS) • Chelsea Andrews — EveryOne Home, Co -Chair • Erin Armstrong — Office of Alameda County Supervisor Nate Miley • Gloria Bruce — East Bay Housing Organizations (EBHO) • Sharon Cornu — St. Mary's Center • Ginny De Martini — Office of Alameda County Supervisor Richard Valle • Emile Durette — Alameda County Social Services Agency • Cathy Eberhardt — Race Equity Action Lab Participant • Darlene Flynn — City of Oakland • Donald Frazier — Building Opportunities for Self -Sufficiency • Sabrina Fuentes — Health for the Homeless Community Consumer Advisory Board • Nashi Gunasekara — Family Violence Law Center • Katie Haverly — EveryOne Home • Melissa Hernandez — Office of Alameda County Supervisor David Haubert • Arlene Hipp EveryOne Home Emerging Leaders Program • Emma Ishii — Office of Alameda County Supervisor Keith Carson • Jessica Lobedan — City of Hayward • Ramiro Montoya — East Bay Housing Organizations (EBHO) • Hannah Moore — ALL IN Alameda County • Tunisia Owens — Family Violence Law Center • Natasha Paddock — Alameda County Community Development Agency, Housing and Community Development Department • Fina Perez — Alameda County Department of Probation • Tara Reed — Abt Associates • Jonathan Russell — Bay Area Community Services (BACS) • Jared Savas — Office of Alameda County Supervisor Dave Brown • Susan Shelton — EveryOne Home Leadership Board • Lara Tannenbaum — City of Oakland • James Vann — Homeless Action Working Group (HAWG) • Liz Varela — Building Futures with Women and Children • Vivian Wan — Abode Services Many people took the time to read the draft Plan, which was posted and circulated widely for public comment, and provide thoughtful feedback and suggestions. The final version reflects many of these suggestions and others will be used in the creation of local implementation plans, annual updates and other communications stemming from the Plan's adoption. The Health Care Services Agency team invited all county Mayors to meet and discuss the plan and received important feedback in these sessions. The City County Homelessness Technical Working Group, made up of City Manager staff, city Homelessness Policy leads, and county staff from OHCC, HCD, and Supervisors' staff, met regularly to develop a shared framework for resource allocation under the plan and presented the plan and the allocation framework to joint sessions of the Board of Supervisors and the county's Mayors. These joint sessions were noticed public meetings. Thank you to the countless other CoC partners in Alameda County for their contributions to the Home Together 2026 Community Plan, and for their dedication and tireless work towards ending homelessness in Alameda County. 1560 This Home Together 2026 Community Plan (the Plan) lays out the goals, strategies and investments needed to dramatically reduce homelessness in Alameda County by 2026 and combat racial disparities in homelessness by fully centering equity. The Plan's overarching goals and time frame align with Alameda County's Vision 2026, which holds as one of its primary objectives to "ensure the availability of diverse and affordable housing for all residents with the goal of eliminating homelessness in Alameda County." Alameda County Alameda County is home to more than 1.6 million residents and includes 14 cities and six unincorporated communities. Nonprofit organizations, public entities, and a range of interested parties, including those with direct experience of homelessness, work together in a Continuum of Care (the Oakland -Berkeley - Alameda County Continuum of Care, or CoC) to seek new resources and coordinate housing and services funding for addressing homelessness. The CoC is led by a representative Leadership Board, supported by a number of committees and staffed by Everyone Home. The County's Office of Homeless Care and Coordination (OHCC), formed in early 2020 within the Health Care Services Agency, participates in CoC Leadership and coordinates with residents, providers, other County agencies and local jurisdictions around strategic planning and service delivery. Cities across Alameda County participate in the CoC and dedicate local resources to funding, siting and supporting shelters, housing, and services within their communities. This Plan seeks to serve as a playbook for all of these parties working together, recognizing that each jurisdiction will need to make specific decisions regarding the resources under their authority. Specific annual action plans are developed for the county and for cities in conjunction with this framework. Foundations for this plan This Plan builds upon many sources and efforts, particularly the 2020 Centering Racial Equity in Homeless System Design report (CRE) prepared by partners in the Continuum of Care and informed by a homelessness response system needs analysis and focus groups with persons of color who have experienced homelessness. The CRE process modeled what an optimal system to respond to all homelessness and reduce racial disparities would look like and what gaps need to be filled. The Plan is also responsive to requirements laid out in the California Comeback Plan to draw down key state housing and health funding. It is informed by and consistent with other local and regional efforts, including the All Home Regional Action Plan, Plan Bay Area 2050 and local city plans to address homelessness. Companion county and city -specific plans that align with the Home Together 2026 Community Plan will speak to the specific roles of local jurisdictions in co - leading efforts to address homelessness, and the key roles of County agencies, community partners and specific resources. The community of Alameda County adopts this plan and vision at a time when the future is uncertain. New resources received, both one- time and ongoing, provide the groundwork for supporting this plan and its outcomes, but alone are not enough to realize its vision. The response to COVID-19 has shown that this community can pull together and work at speeds we have not seen before, a strong foundation to build from. 1562 However, we face continuing challenges including uncertainties from COVID-19, unpredictable housing markets, future state, federal and local budgets, and a strained public and non-profit sector with significant capacity needs. All of these challenges require continuing the current level of unprecedented collaboration and coordination, building on the progress made to unify the community response and forge an aligned response system centered in racial equity. Estimated number of housing solutions, by type, needed by 2026 4,195 3,190 10,070 5,240 1,645 24,340 Additional supportive housing units New supportive housing units for older/frail adults New dedicated affordable units or subsidies New shallow subsidies Additional rapid rehousing slots Total units & subsidy slots Source: CA-502 System Model, Abt Associates, 1/20/2022 Homelessness in Alameda County On any given night over 8,000 people experience homelessness in Alameda County, a number that grows to approximately 15,000 people over the course of a year. More than 90% of homeless households in Alameda County are adults without minor children. The homeless population does not reflect the demographics of the county. Dramatic racial disparities exist in Alameda County as in the nation, in which African Americans experience homelessness at more than four times their representation in the population (47% vs. 11%). Native Americans, multiracial people and Hawaiian Native/Pacific Islanders are also vastly overrepresented in homelessness, among those newly homeless, and in the rates at which they return to homelessness even after getting housing. These disparities call out the need to invest, both more and differently, in creating solutions that meet the needs of those overrepresented. Special populations such as transition age youth, veterans, older adults, survivors of intimate partner violence, people with behavioral health needs and people who have had involvement with the criminal justice system have additional risks and vulnerabilities leading to homelessness and require targeted resources and responses specific to their needs. Homelessness response system needs analysis A systemwide needs analysis conducted in 2019-20 and updated in 2021 points to significant gaps in the current homelessness response system in the type and availability of housing resources to help people leave homelessness. Today, only an estimated 36% of those experiencing homelessness can be supported to end their homelessness with local resources or are able to find housing on their own. Each year, thousands of people remain homeless and new people who become homeless join them. Without significant effort and investment this trajectory will continue, and homelessness will continue to grow in Alameda County. Importantly, focus groups with local stakeholders and people of color who have experienced homelessness and research on racial equity strategies informed the needs analysis. This expertise was used to develop the proposed new program models and pathways out of homelessness through new investments at every level. Housing investments needed to address the deep disparities include: • Create significant additional affordable housing dedicated specifically for people experiencing homelessness • Develop supportive housing for people who need increased supports, such as older and frail adults • Grow the supply of transitional housing for youth • Fund shallow and flexible rental assistance to fill gaps for people with limited incomes 1563 • Expand current program models such as Rapid Rehousing and supportive housing' • Expand targeted behavioral health services throughout the system • Improve and expand targeted homelessness prevention The 2021 update to the analysis explored different scenarios related to anticipated new homelessness and levels of investment to determine what will be required to fill significant system gaps. The scenario selected for this Plan seeks to reduce new entries to homelessness by prevention when possible, and to create a more robust response system with enough housing resources at the end of five years to provide a pathway out of homelessness to every person who does enter the homelessness response system. This Plan uses the term "supportive housing" to refer to all housing types that include ongoing subsidy and continuously available services, often referred to as "permanent supportive housing" or "PSH" in other contexts. Building a system where people are rehoused quickly Overall, increased investment in prevention and the addition of more than 24,000 housing opportunities in a variety of program models are needed to reach a point within five years at which the number of people who become homeless in a year and the number who are able to leave homelessness in that time are in balance. These 24,000+ interventions include everything from short-term support to prevent homelessness to ongoing rental subsidies and supportive housing with services. In addition to the significant need for housing, because 79% of people experiencing homelessness in Alameda County are unsheltered, the Home Together 2026 Community Plan proposes a significant increase in shelter in the first two years, followed by a slow decline in shelter as more housing resources become available and less shelter is needed. Some added shelter will be able to be converted to much needed housing in later years, as has been demonstrated by successful Project Roomkey to Project Homekey transitions, which have created new permanent housing by renovating hotels used as shelters during the COVID-19 pandemic. By Year 5 the amount of shelter needed on an ongoing basis is expected to be slightly less than what is available today if all housing resources are in place. The total cost of increasing the shelter and housing inventory over the coming five years to fully meet the need would be approximately $2.5 billion. This includes roughly $430 million for additional shelter capacity, $1.68 billion for permanent housing such as dedicated affordable housing and supportive housing, and Impact of increased investment on homeless system outcomes 16,000 12,000 8,000 4,000 0 Year 1 (2022) Year 2 (2023) (2024) (2025) (2026) Year 3 Year 4 Year 5 Annual HH in the system HHs served in pathways to housing Unmet needs Source: CA-502 System Model, Abt Associates, 1/20/2022 $388 million for prevention, rapid rehousing and shallow (more limited) subsidies. This does not include the one-time development costs for acquiring or constructing new buildings, but covers operations and services, and subsidies to help people rent existing housing. The new investments should be made in alignment with the household types experiencing homelessness; roughly 10% ($194 million) is needed for expanded inventory and resources for households with minor children, and 90% ($2.3 billion) for the inventory and resources to serve adult only households, including transition age youth (ages 18-24 years). A range of federal, state and locally generated resources are needed to fill the gap. Without a significant federal investment in targeted Housing Choice Vouchers or similar rental assistance, meeting the dedicated affordable housing goal will be particularly challenging. 1564 Goals and strategies To reach the expansion goals while decreasing racial disparities, the Home Together 2026 Community Plan recommends specific action steps in four categories. Taken together, the significant increase in investment and the creation of new program models and pathways out of homelessness will lead to decreases in new homelessness, improved racial equity in outcomes, shorter lengths of time being homeless, and a reduced rate at which people return to homelessness. The Home Together 2026 Community Plan adopts bold, ambitious, and measurable goals for Alameda County, both for reducing homelessness and for achieving greater equity. To bring these new programs and solutions into being will take every partner committing every available dollar from various sources in ways that uphold performance and invest in working and desired models. With these commitments and agreements for joint accountability we will, by 2026, be home, together. 1 Prevent homelessness for our residents 1. Address racial disparities in mainstream/upstream systems to prevent racially disproportionate inflow into homelessness 2. Focus resources for prevention on people most likely to lose their homes 3. Rapidly resolve episodes of homelessness through Housing Problem Solving 4. Prevent racially disproportionate returns to homelessness 3 Increase housing solutions 1. Add units and subsidies for supportive housing, including new models for frail/ older adults 2. Create dedicated affordable housing subsidies for people who do not need intensive services 3. Create shallow subsidies for those who can exit or avoid homelessness with more limited assistance 4. Add new slots of rapid rehousing for those who can pay full rent over time 5. Ensure new housing funding is distributed across the county according to need 6. Reduce entry barriers to housing and ensure racial equity in referrals and placements 2 Connect people to shelter and needed resources 1. Expand access in key neighborhoods and continue improvements to Coordinated Entry 2. Lower programmatic barriers to crisis services such as prevention, problem solving, and shelter 3. Prevent discharge from mainstream systems to homelessness 4. Significantly increase the availability of shelter, especially non -congregate models, to serve vulnerable adults and families with children and to reduce unsheltered homelessness 5. Provide accessible behavioral health services to people with serious mental illness or substance use needs and who are unsheltered, in shelter, or in supportive housing programs 4 Strengthen coordination, communication and capacity 1. Use data to improve outcomes and track racial equity impacts 2. Improve messaging and information availability 3. Build infrastructure to support and monitor new and expanded programs 1565 r Background and introduction 0. dr 1566 This Home Together 2026 Community Plan (the Plan) lays out the goals and strategies needed to dramatically reduce homelessness in Alameda County by 2026 and combat racial disparities in homelessness through fully centering equity. Foundations for this Plan The Plan builds on a variety of processes and planning that occurred during the last two years, including: • The racial equity analysis and homelessness response system modeling process detailed in the January 2021 Centering Racial Equity in Homeless System Design (CRE) report2 • The Racial Equity Action Lab (convened by the Bay Area Regional Health Inequities Initiative), which centered lived expertise input and process recommendations on implementing the CRE • The Home Together Plan framework adopted by the Alameda County Board of Supervisors in August of 2020 The Plan's overarching goals and time frame align with Alameda Countv's Vision 2026, which holds as one of its primary objectives to "ensure the availability of diverse and affordable housing for all residents with the goal of eliminating homelessness in Alameda County." The Plan includes five-year targets for the creation of significant quantities of new housing and shelter in order to meet the unmet need of all people experiencing homelessness in Alameda County by 2026 in line with the recommendations in the CRE report. In addition, this Plan is responsive to requirements laid out in the California Comeback Plan to draw down 2 For more detail on the stakeholders involved in the CRE, the process of developing pathways and recommendations, please see the Centering Racial Equity in Homeless System Design report, available at https:// evervonehome.ora/centering-racial-equity. key state housing and health funding. It is also informed by and consistent with other local and regional efforts, including the All Home Regional Action Plan, and Plan Bay Area 2050. A forthcoming companion Home Together County Implementation Plan speaks to the specific role of the county in co -leading efforts to address homelessness with cities and community partners, and the roles of specific County agencies and resources. This Implementation Plan will lay out yearly goals consistent with the Plan and be used to track and report progress. Cities within Alameda County have participated in the community process to inform this overarching Plan and are encouraged to develop and adopt similar jurisdictional implementation plans to align with the Home Together 2026 Community Plan. The initial Centering Racial Equity report and this Plan were supported by in-depth needs analyses conducted by Abt Associates, a HUD -funded technical assistance provider. The recommendations were informed by an extensive community input process which included participation from system leaders, homeless program participants, service providers and other partners in the homelessness response system. The process included research using local data and multiple focus groups with people of color who were currently or recently homeless regarding their race -impacted experiences. The CRE report resulted in recommendations for significant system additions but did not include action steps to implement the recommendations. 1567 Updating the homelessness response system needs analysis As the Home Together 2026 Community Plan was developed it became clear that some updating to the original needs analysis was necessary. The COVID-19 pandemic, which began shortly after the CRE report was completed, has changed the landscape of resources, and some data used from 2019 was able to be updated with more complete information from the countywide Homeless Management Information System (HMIS). While some updates were made, there was a strong commitment to maintain the critical assumptions and decisions that were widely discussed in the CRE planning process. To consider changes and updates to the homelessness response system modeling, a planning group was jointly convened by the Alameda County Office of Homeless Care and Coordination (OHCC) and EveryOne Home (EOH), which staffs the CoC. The Strategic Planning Implementation Committee met bi- weekly from July 2021 to November 2021 to inform the Home Together 2026 Community Plan. The group included city and county staff, people with lived experience of homelessness, service providers, nonprofit organizations, advocates, and CoC Leadership Board members.3 Various technical staff also met with Abt Associates, a HUD technical assistance provider, to review updates to the homelessness response system modeling. 3 See Arknnwledaements for list of Home Together Contributors, including the Strategic Planning Committee members. 12 Home Together 2026 Pathways out of homelessness recognize different levels of need — from those who can resolve their homelessness on their own, to those who will need shelter, interim support and ongoing subsidies and services in order to remain housed. 1568 Homelessness in Alameda County 1569 Alameda County's most recently published full Point in Time Count (PIT) was conducted in 2019 and estimated a total of 8,022 persons were experiencing homelessness on a single day.4 Based on an annualization of the PIT, it is estimated that 15,786 people in 13,135 households experienced homelessness in Alameda County in 2019.5 4 Alameda County conducts a homeless Point in Time (PIT) count every two years. Due to COVID-19, the scheduled PIT count for 2021 was postponed to 2022. 5 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. Homelessness occurs across the county, though it is concentrated most in the north and mid portions.6 More than three -fourths of people experiencing homelessness (78%) report residing in Alameda County before becoming homeless.' TABLE 1 Households of one or more adult(s) experiencing homelessness together without any minor children ("adult only") are estimated at 12,005 annually and make up 91% of households that are homeless over a year. Most such households are a single individual. Annual estimates and geographic distribution of people and households experiencing homelessness in Alameda County Geographic regions in Alameda County Estimated people experiencing homelessness annually Estimated households experiencing homelessness annually Households with only adults Households with minor children Households with only children Mid -County (Alameda, Hayward, San Leandro, Unincorporated) North County (Albany, Berkeley, Emeryville) Oakland Tri-City (Fremont, Newark, Union City) Tri Valley (Dublin, Livermore, Pleasanton) 2,920 2,605 8,004 1,579 2,430 2,167 6,659 1,313 2,221 1,981 6,087 1,201 182 27 163 24 499 73 99 14 679 565 516 42 6 Total 15,786 13,135 12,005 985 144 Source: Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. 6 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httos://evervonehome. ora/centering-racial-eau itv/ 7 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 1570 People of color make up more than two out of three (69%) people experiencing homelessness in Alameda County. Most disproportionately affected are people identifying as Black or African American, and American Indian or Alaska Native. Families with minor children are estimated at 985 households annually, representing 7.5% of all homelessness households.8 Child -only households (unaccompanied children, under age 18, who are homeless without any adults) represented less than 1% of the county's homeless population.9 People who identify as male make up more than 60% of the homeless population. Nearly three -fourths of the homeless population is between the ages of 25-59, though a growing percentage of people experiencing homelessness are seniors (14%) and nearly 10% are between 18 and 24, referred to as transition age youth (TAY)1° 8 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://evervonehome. ora/centerina-racial-eauitv/ 9 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 10 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. TABLE 2 Gender of people experiencing homelessness 61% 35% 2% 2% TABLE 3 Male identifying Female identifying Transgender Non -binary Age of people experiencing homelessness 4% 9% 73% 14% Under 18 18-24 25-59 60 and older Source: EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 1571 Racial disparities in the homeless population While homelessness is widespread in Alameda County, it disproportionately impacts people of color, especially African Americans. The 2019 Point in Time Count shows that people of color make up more than two out of three (69%) people experiencing homelessness in Alameda County. The groups most disproportionately affected are people identifying as Black or African American, and American Indian or Alaska Native. Black people account for 47% of the homeless population, compared to 11% of the general population in Alameda County. Native Americans make up four percent of the homeless population, compared with one percent of county residents. Homelessness also disproportionately affects Native Hawaiians/ Pacific Islanders and Multiracial people in Alameda County." Households with only adults are more disproportionately likely to be Black (58%) in comparison with the general population of Alameda County (11% Black)12 11 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httns://evervonehome. ora/centeri na-racial-eauitv/ 12 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httns://evervonehome. ora/centeri na-racial-eauitv/ FIGURE 1 Racial distribution of general population and homeless population (2019) 60% 50% 40% 30% 20% 10% 47% 4% 0% -- '-- African American/ American Indian/ Black Native Alaskan 32% Asian 14% 5% Multiracial Alameda County General Population Homeless Population 1% 2% Native Hawaiian or Pacific Islander 50% Source: Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. White Hispanic/ Latinx The many specific needs and experiences of people of color experiencing homelessness are described in the CRE report, often in the words of people who have experienced homelessness. Without addressing the impact of racism in our society, homelessness will continue to disproportionately impact African Americans and other people of color. Creating a mix of housing and services in order to reduce these enormous racial disparities is a major focus of this Plan. Special populations Several special populations who experience homelessness merit particular attention due to their specific or additional vulnerabilities, overrepresentation in the homeless population, and/or dedicated resources for addressing their needs. These include transition age youth, older adults, veterans, people with behavioral health needs, people impacted by intimate partner violence and people impacted by the criminal justice system. The Specific needs and resources for special populations section covers key resources available to meet the needs of these specific groups. 1572 Homelessness response system needs analysis and modeling People experiencing homelessness have a variety of needs, but the one commonality among all is the need for a home. The CRE process identified that Alameda County's homelessness response system does not have the interventions needed to permanently rehouse all people experiencing homelessness, and that reducing disparities and improving outcomes for the racial and ethnic groups most impacted by homelessness will require new types of housing programs, increasing all programs' availability, and improving program design and delivery. Opportunities identified to increase racial equity in the homelessness response system include:13 • Increasing the availability of homeless housing and subsidy models for people with extremely low incomes and a range of service needs; • Creating a variety of more flexible resources, including homelessness prevention and rapid resolution resources, and targeting these resources to those who can resolve their homelessness without ongoing supports; • Increasing access to housing and other programs by lowering entry and participation barriers that unnecessarily impact privacy or independence, and ensuring resources are spread throughout the county; and • Communicating clearly about available resources, eligibility criteria and the process for accessing resources. It is important to note that adding enough housing opportunities to effectively end homelessness will not address the larger crisis of affordability or meet the rental housing gap for low-income households. The need for more housing and greater affordability at a wide range of income levels is critical and remains, even if this plan is fully funded. An "optimal" homelessness response system is not necessarily an "optimal" or racially equitable housing system, which would require a much larger and more universal response, such as Housing Choice Vouchers and affordable units for everyone who is income -qualified. Stakeholders for this Plan believe that safe, stable, and affordable housing should be available to all who need it, a goal that can only be reached with a national commitment. 13 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://evervonehome. ora/centerina-racial-eau itv/ Building a system where people are rehoused quickly The CRE process identified a set of "pathways" in an optimal homelessness response system to allow every homeless person to end their homelessness and reduce racial disparities in homelessness. These pathways out of homelessness recognize different levels of need — from those who can resolve their homelessness on their own, to those who will need shelter, interim support and ongoing subsidies and services in order to remain housed. The pathways envisioned for adults and for families are somewhat different, based on different vulnerabilities and economic needs, but all are designed to respond to the root causes of homelessness and barriers to housing stability. Among the critical pathways envisioned is the addition of significant affordable housing targeted specifically to those who are experiencing homelessness. These resources must be available in a high - performing homelessness response system to end homelessness for Black and Native American adults, who encounter the greatest barriers to housing, are vastly over -represented among those who experience homelessness, and disproportionately return to homelessness once housed 14 [The original model and specific pathways for different population groups can be reviewed in the CRE report.] 14 For more detail about the CRE process to develop these pathways see Appendix A, C and D in the 2021 Centering Racial Equity in Homeless System Design Report. httus://evervonehome.ora/centerina-racial-eauitv/ 18 Home Together 2026 1574 The homelessness response system model used in the CRE process was updated in 2021 to inform the Home Together 2026 Community Plan. Most of the original assumptions were retained, particularly regarding the types and proportions of needed new housing and program models. Updates to the system model included: 1. The decision to propose more shelter in addition to housing, to rapidly reduce unsheltered homelessness. This was not contemplated in the original system modeling but was highly recommended by the Strategic Planning Committee and jurisdictional partners; 2. Updates to the length of time people are anticipated to spend in shelter to reflect current conditions and impacts of future investments more accurately; 3. Updates to certain cost assumptions based on current data; and 4. The decision to model for a modest decrease in new entries into homelessness by the end of the planning period, with an increased investment in prevention. The recommendations that follow reflect the decisions above, including to work toward making prevention resources available before people lose their housing to reduce new homelessness over time. If new homelessness increases beyond the modeling predictions, the gap between what the system is able to offer and what is needed to serve all homeless households will be greater, and more costly to fill. [See Appendix C for a description of different scenarios considered and Appendix D for comprehensive system model data outputs]. Homelessness continues to grow unless we invest in prevention and housing Every year new people experience homelessness in Alameda County, but the homelessness response system does not currently have enough capacity to keep up with annual inflow. This means that the increasing homeless population includes newly homeless people along with many people who became homeless in a prior year but could not get the assistance they needed to end their homelessness. In 2020 to 2021, just 36% (4,358) of adult only households experiencing homelessness exited homeless services, and 64% (7,647) remained in the homelessness response system. For households with minor children, 33% (321) of households exited the system in 2020-2021, while 67% (664) of households remained 15 15 HMIS Jul 1, 2020 to June 30, 2021. Data used in the CA-502 System Model, Abt Associates, 1/20/2022. FIGURE 2 Impact of investment level on unmet need 20,000 15,000 10,000 5,000 000 Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 (2021) (2022) (2023) (2024) (2025) (2026) Current trajectory, current investments Reduction in newly homeless, current investments Reduction in newly homeless, increased investments Source: CA-502 System Model, Abt Associates, 1/20/2022 Figure 2 illustrates that without significant changes in both approach and rate of investment, homelessness is likely to grow dramatically (orange line). Even if the community successfully achieves a modest decrease in new homelessness over time, the current level of investment will not be enough to meet the need, and homelessness will remain high (blue line). However, with a significant increase in investment into the homelessness response system and a modest decrease in new homelessness, by year 5 (2026) the homelessness response system would be able to serve all of the need among homeless households, leaving no annual unmet need (green line)16 16 This is the point at which the system is right -sized, though recurring resources are still needed to address new inflow each year and to continue supporting ongoing system operations. 1575 Increased investments result in people finding housing quickly, not remaining homeless Figure 3 shows that with the modeled increase in investment and a modest decrease in new homelessness over time, in 5 years (by 2026) the total number of homeless households that need to be served annually by Alameda County's homelessness response system decreases by over 3,800 from 2021. In this scenario there is capacity to serve and assist 9,200 households into permanent housing by the homelessness response system in year 5 (2026). This is estimated to effectively eliminate unmet need (sometimes referred to as "functional zero"). Having no unmet need does not mean that new people do not continue to become homeless, but rather that for every new household that becomes homeless there are the appropriate resources available to help them back into housing within an average of 90 days. Table 4 shows numerically how these decreases in inflow and increases in capacity might occur over time, until the need is equal to the resources available. TABLE 4 Impact of investments on unmet need over 5 years Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 (2021) (2022) (2023) (2024) (2025) (2026) New homeless 4,000 4,800 5,300 5,300 Annual HH in the system 13,000 14,000 14,700 14,400 4,700 12,600 HHs served in pathways 4,700 5,600 6,500 7,400 8,310 to housing Unmet need 8,300 8,400 8,200 7000 4,200 0 4,300 9,200 9,200 unmet need 64% 60% 56% 49% 33% 0% Source: CA-502 System Model, Abt Associates, 1/20/2022 FIGURE 3 Impact of increased investment on homeless system outcomes 16,000 - 12,000 8,000 4,000 0 Year1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) - Annual HH in the system - HHs served in pathways to housing - Unmet needs Source: CA-502 System Model, Abt Associates, 1/20/2022 1576 "Something like [Rapid Re -Housing] would do me good. I'm a commercial truck driver. It would put me in a position that would help me. l would not have to worry about rent for six months. l could get my bank account, my necessities... l would be able to regroup." CRE Focus Group Participant, Latino man, age 50-64 Additions to housing inventory To meet the reduction targets, a combination of new subsidy slots and housing units is needed. Table 5 details the specific inventory growth in different program models and housing types needed to meet existing and anticipated future need among homeless households. TABLE 5 Table 5 also shows that in 2021 (the baseline year, or Year 0) Alameda County had 3,215 supportive housing units and 535 Rapid Rehousing slots for households experiencing homelessness, and in order to serve all of the current and projected need of homeless households, our system will need an inventory of 25,910 permanent housing units and short and long-term subsidies by year 5 (2026) of the implementation plan. 5-Year homelessness response system inventory needs Baseline Year 1 Year 2 Year 3 Year 4 Year 5 inventory (2021) (2022) (2023) (2024) (2025) (2026) Prevention & rapid resolution Crisis response beds (emergency shelter, transitional housing, safe haven) TH for youth Rapid re -housing 56 140 160 190 260 230 1,785* 2,760 3,410 3,140 1,810 1,390 153 100 120 140 200 170 535 1,180 1,370 1,560 2,180 1,940 Permanent housing resources Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidies 3,215 3,790 4,500 5,290 6,490 7,410 O 520 1,090 1,690 2,530 3,190 O 1,570 3,320 5,240 7,870 10,070 O 830 1,740 2,750 4,090 5,240 *Note that a decreased inventory of shelter is reflected here, and in the 2021 system modeling, to account for shelter decompression that occurred due to COVID-19 regulations. Source: CA-502 System Model, Abt Associates, 1/20/22 1577 Additions to shelter inventory In addition to the significant expansion of housing resources, reducing unsheltered homelessness will require short-term growth in shelter availability. This Plan includes an immediate surge in shelter during the first two years, followed by a leveling off and then small decrease in shelter beds (orange line). This strategy, when combined with the addition of housing modeled above, results in a rapid and then sustained decline in unsheltered homelessness (blue line). It is important to note that the estimated result, effectively ending unsheltered homelessness in Alameda County, only occurs when both housing and shelter capacity grow. 22 Home Together 2026 FIGURE 4 Impact of shelter increase on unsheltered homelessness* 6,000 5,000 4,000 3,000 2,000 1,000 0 Year 1 Year 2 Year 3 Year 4 Year 5 (2022) (2023) (2024) (2025) (2026) - Unmet need -unsheltered - Shelter and crisis beds *For Adult Only Households I Source: CA-502 System Model, Abt Associates, 1/20/2022 "The people that bring food help. And outreach people do a good job. Showers and laundry are very helpful." CRE Focus Group Participant, White woman, age 25-39 TABLE 6 5-year operations cost for homelessness response system inventory* Year 1 (2022) Year 2 Year 3 (2023) (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution Crisis response (shelter/interim) Transitional for youth Rapid re -housing Supportive housing (PSH) Supportive housing -seniors & medically fragile Dedicated affordable housing Shallow subsidies Total $2,502,000 $85,667,000 $3,796,000 $26,166,000 $95,786,000 $15,630,000 $33,099,000 $9,050,000 $271,696,000 $3,022,000 $3,533,000 $5,055,000 $4,680,000 $109,121,000 $103,566,000 $61,480,000 $48,402,000 $4,549,000 $5,344,000 $7,777,000 $7,107,000 $31,374,000 $36,824,000 $52,978,000 $48,683,000 $117,213,000 $142,068,000 $179,312,000 $210,917,000 $33,557,000 $53,819,000 $83,004,000 $107,846,000 $72,010,000 $116,971,000 $180,761,000 $238,329,000 $19,666,000 $31,881,000 $48,613,000 $64,196,000 $390,512,000 $494,006,000 $618,980,000 $730,160,000 *Operations only, not development. I Source: CA-502 System Model, Abt Associates, 1/20/2022 New investment needed The total cost of scaling up both the shelter and housing inventory over the coming five years is an estimated $2.5 billion. This includes roughly $430 million for additional shelter capacity, $1.68 billion for permanent housing such as dedicated affordable and supportive housing, and $388 million for prevention, rapid rehousing and shallow (more limited) subsidies. These estimates include the ongoing operations of programs and buildings, and the services and subsidies to help people rent existing housing. They do not include the one- time development costs for constructing or acquiring new buildings. The investments need to align with the household types in the homeless population: roughly 10% ($194 million) for households with minor children and 90% ($2.3 billion) for the resources to serve adult only households, including transition age youth. Based on the system modeling, costs should drop substantially in years six and beyond, or whenever the unmet need is eliminated, as only those newly becoming homeless or returning to homelessness after housing need to be served. $18,792,000 $408,236,000 $28,573,000 $196,025,000 $745,296,000 $293,856,000 $641,170,000 $173,406,000 $2,505,354,000 Services outside the model Although not represented in in the system modeling, there are many critical services and resources that serve people during the time they are unhoused. These include Coordinated Entry, street outreach, housing navigation and landlord liaison programs, among others. These programs contribute to outcomes such as shortening the length of time that households remain homeless, improving health outcomes and behavioral health support, and increasing exits to housing. Some increases in these services are anticipated within this Plan as well. 1579 Goals and strategies 1580 Drawing from the CRE recommendations to reduce racial disparities, the need for resources demonstrated by the system model and the feedback of people experiencing homelessness, the Home Together 2026 Community Plan calls for a focus on four primary goal areas. Each area below includes goals and action steps that align with the system model and overall homelessness reduction strategy. These core goal areas largely correspond to critical system performance measures required by HUD and by the State of California, which will be tracked and reported on annually. In addition, the Alameda County community has determined to also measure its impact on rates of unsheltered homelessness and racial disparities in homelessness. Specific targets for reductions and improvements for each of the system performance measures below will be set in consultation with the community and with the State of California during FY 21-22 and adopted as an addendum to this Plan. 1 Prevent homelessness for our residents Many of the people experiencing homelessness in Alameda County have been homeless for long periods of time or have had multiple episodes of homelessness. However, every year people experience homelessness for the first time and seek assistance from the homelessness response system, which lacks adequate resources to meet the needs of people who are already homeless. Data from the 2019 PIT count indicates approximately 31% of the people who are homeless at a point in time have become homeless for the first time. TABLE 7 Racial disparities among newly homeless households are even more extreme than among the homeless population overall, especially for African Americans, Native Americans, Native Hawaiian and Pacific Islanders and multiracial people. Racially disparate rates of new homelessness African Americans Native Multiracial Native HI/ Americans Pacific Islander Percent of county population Percent of newly homeless Rate of new homelessness compared to population 11% 58% 5.3x 1% 5% 5x 5% 6% 1.2x Source: Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. 1% 2% 2x 1581 1 Prevent homelessness for our residents Prevention assistance is typically administered outside the homelessness response system and covered by social service and community development funding streams. Research shows that while many low-income people experience housing crises that could lead to homelessness, people who are most likely to become homeless have specific risk factors including extremely low incomes, histories of homelessness, and living in highly impacted neighborhoods" To be effective, resources to prevent homelessness must target those with the greatest likelihood of becoming homeless. To reduce new incidents of homelessness, we must direct resources to those closest to becoming homeless who also lack assistance, and to those who have lost housing but can recover it with timely support. Another contributing factor to continuing homelessness is that some households assisted into permanent housing through the homelessness response system may lose their housing again when program resources run out or circumstances change. Returns to homelessness in Alameda County are higher among African Americans and Native Hawaiian/ Pacific Islanders. 17 Center for Evidence -based Solutions to Homelessness. Homelessness Prevention, A Review of the Literature. January 2019. TABLE 8 Disparities in rates of return to homelessness, FFY 2019 18% 21% 23% System average African Americans Native Hawaiian/Pacific Islanders Source: Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. The Home Together 2026 Community Plan proposes to reduce the rates of return to homelessness by half, from 21% in 2022 (Year 1 of the Plan) to 9% in 2026 (Year 5 of the Plan).18 To address racial disparities in new homelessness and returns to homelessness, programs will be targeted and tailored to specific household needs and the county's providers and administrators will target and track these disparities. 18 Source: Adult Only Household Model. CA-502 System Model, Abt Associates. 1/20/22. Note rates are for Adult Only households. To address racial disparities in new homelessness and returns to homelessness, programs will be targeted and tailored to specific household needs and the county's providers and administrators will target and track these disparities. Four activity areas specifically targeting reductions in new homelessness and returns to homelessness STRATEGY 1 Address racial disparities in mainstream/ upstream systems to prevent racially disproportionate inflow into homelessness. 1. Partner with school districts, social services agencies, child welfare, community health organizations and others to connect people to prevention and economic supports in a timely manner and through trusted sources. 2. Work with criminal justice institutions to create housing planning and homelessness prevention resources. 3. Ensure that workforce services are accessible to and structured to support people whose housing is unstable. STRATEGY 2 Focus resources for prevention on people most likely to lose their homes. 1. Work with government and private funders to increase targeted prevention for people most likely to become homeless. Highlight risk factors including extremely low incomes, histories of homelessness, and living in neighborhoods with high rates of poverty and evictions. 2. Tailor outreach and prioritization to reach those at highest risk and coordinate these efforts in all areas of the county. 3. Implement and expand shallow subsidy availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless. 27 Home Together 2026 STRATEGY 3 Rapidly resolve episodes of homelessness through Housing Problem Solving. 1. Add resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support. 2. Offer Housing Problem Solving training and funding throughout the system so that providers can quickly assist people when and where they seek help. STRATEGY 4 Prevent racially disproportionate returns to homelessness. To reduce disparities based on race, learnings from the CRE process demonstrate that providing ongoing or renewed support to people who have been homeless will improve equitable housing outcomes. Some specific areas highlighted as effective include: 1. Target time -limited Rapid Rehousing resources to serve households with an ability to increase income. Given the high cost of rent in Alameda County, time -limited resources should be matched with people who have a feasible plan to pay market -rate rent or identify a replacement subsidy. 2. Partner with educational, vocational and employment services to ensure that people moving toward employment have strong support in obtaining and maintaining employment. Build connections to educational programs with career pathways, supported employment for people who are formerly homeless, and job placement assistance for people seeking new roles. 3. Establish a flexible funding pool for preventing homelessness, including a shallow subsidy option. 4. Review and evaluate methods for determining types of housing placements to ensure high rates of success and avoid unsustainable housing placements. 5. Provide additional support services, such as behavioral health care and case management, in existing sites and programs for people who have transitioned from homelessness to permanent housing. Progress on this goal area will be tracked using two system performance measures and corresponding measures of increased racial equity. System Performance Measure: Reduce the number who become homeless for the first time. Racial Equity Measure: Reduce the racial disparities among people overrepresented within who becomes homeless for the first time: African Americans, Native Americans, Multi -racial people, and Native Hawaiian/Pacific Islanders. System Performance Measure: Reduce the number of persons who return to homelessness after exiting homelessness. Racial Equity Measure: Reduce the racial disparities among people overrepresented within who returns to homelessness: African Americans, and Native Hawaiian/Pacific Islanders. 1 583 2 Connect people to shelter and needed resources People experiencing homelessness need access to shelter and critical service supports while in crisis and while in the transition to housing. This will require expanding and supporting the network of agencies that serve as entry points for the homelessness response system and provide housing problem solving and housing navigation services. It necessitates reducing the barriers to entry to services for people experiencing homelessness. It will also require continued collaboration between local cities and the county to provide more robust and responsive services for both sheltered and unsheltered people experiencing homelessness. In 2020 and 2021, Alameda County's homelessness response system significantly expanded access points and undertook improvements to the Coordinated Entry process which connects people experiencing homelessness to shelter and housing. Changes were made to increase the availability of Housing Problem Solving services targeting creative housing solutions and allowing Housing Resource Centers (designated access points) to support everyone who is experiencing homelessness who access their services. A separate crisis queue and process for shelter and transitional housing resources was recently established to shorten the time people in need wait for shelter. Greater transparency was built into the new process, with access points providing real-time communication to participants about available housing resources, their likelihood of receiving a match, and support to identify and pursue appropriate next steps. Continued oversight and improvement of the Coordinated Entry system is a priority for the future, and monthly Regional Housing Coordination meetings and Learning Communities are currently focused on improving coordination of care and increasing collaboration. While this Plan focuses primarily on expanding housing availability to end homelessness, it also plans for a significant increase in shelter to provide homeless households safe places to be off the street and to connect to the rest of the homelessness response system's resources. During the 2019 PIT Count, nearly 80% of the population experiencing homelessness in Alameda County was unsheltered. During the COVID-19 pandemic the community rapidly stood up over 1,200 temporary shelter units in non -congregate settings such as hotels and trailers. People sheltered in these sites were connected to housing at much higher rates than those in traditional (congregate) shelter and unsheltered settings 19 An analysis of the unsheltered population using homelessness data and health system data indicates at least 48% of unsheltered people contacted by a street outreach program have one or more vulnerabilities such as advanced age, a health or mental health condition, and/ or barriers to housing like eviction history or criminal justice system contacts. Vulnerable 19 Zeger, Cody. Evaluating Project Roomkey in Alameda County: Lessons from a Pandemic Response to Homelessness. May, 2021. Available at: https:// homelessness.acaov.ora/reports. unsheltered people in the county are also more likely to be African American than any other race or ethnic group. Shelter resources will be added to the portfolio of resources in the county for vulnerable adult only and family households, while still focusing most of the homelessness response system resources on housing additions to ensure homeless households can move quickly from shelter to housing. It is the goal of the Home Together 2026 Community Plan to gradually repurpose non -congregate shelter sites to be used as housing as the immediate need for additional shelter capacity subsides. Behavioral health services are a critical component of service delivery in all areas of the homelessness response. Efforts are being made to increase clinical support available through Street Health, Shelter Health, and other teams as part of Health Care for the Homeless programs, in housing planning, and in tenancy sustaining services, in order to prevent returns to homelessness. Connections to mental health services are built into pathways to housing in the homelessness response system through emergency shelter, Rapid Re -Housing and supportive housing. 1584 Five activity areas specifically helping to connect people experiencing homelessness to shelter and needed resources STRATEGY 1 Expand access in key neighborhoods and continue improvements to Coordinated Entry. 1. Expand neighborhood -based access points to the system's housing and shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness. 2. Add access point outreach staff to connect people to these services in the field. 3. Set up monthly training for 211 operators. 4. Develop the capacity for 211 to track and follow up with people seeking resources. 5. Continue to track and evaluate the impact of updates to the Coordinated Entry System to ensure impacts are effective and support reductions in racial disparities. STRATEGY 2 Lower programmatic barriers to crisis services such as prevention, problem solving and shelter. 1. Ensure that emergency shelters reduce unnecessary program requirements that discourage use or exclude people who need shelter. 2. Add additional resources such as laundry facilities, storage options, hygiene, harm reduction, health care and safety resources and available services that meet needs of sheltered and unsheltered people. 29 Home Together 2026 3. Prioritize using a harm reduction approach and making efforts to meet the specific and varied needs of people experiencing unsheltered homelessness. Improve communication to advertise the availability of resources for households experiencing homelessness. 4. Provide training systemwide on diversity, equity, and inclusion, harm reduction, housing strategies, and other foundational topics. STRATEGY 3 Prevent discharge from mainstream systems to homelessness. 1. Increase medical and mental health respite by 300 beds and include resources for rehousing. Stabilize and expand the board and care portfolio through new state funding and land trust to correspond with needs identified in the behavioral health system gaps analysis. 2. Implement an exit strategy for all unhoused criminal justice clients that includes shelter, housing, and supportive and behavioral health services.2O 3. Connect transition age youth leaving foster care to youth -dedicated rapid and supportive housing programs through ongoing resources targeted to youth nearing exit from foster care. 20 Evidence indicates a promising model in low -barrier non -congregate shelter for people exiting criminal justice settings, paired with housing navigation and tenant -based vouchers. STRATEGY 4 Significantly increase the availability of shelter, especially non -congregate models, to serve vulnerable adults and families with children and to reduce unsheltered homelessness. 1. Add 1,625 temporary additional shelter beds to serve vulnerable adults and families with children. New shelter should be primarily non -congregate and include access to support services including behavioral health and health care to provide more supportive environments for residents. 2. As new housing comes online, transition non -congregate shelters into permanent housing or remove these shelter beds from the system as demand is reduced. 3. Ensure health and safety conditions in shelter programs through countywide standards and track and monitor input by shelter residents. STRATEGY 5 Provide accessible behavioral health services to people with serious mental illness or substance use needs who are unsheltered, in shelter, or in supportive housing programs. 1. Ensure crisis response and support is accessible for unsheltered people, and that mental health and harm reduction services are available for people in shelters and other programs in the homelessness response system. 2. Allocate resources towards increased behavioral and support services that will help people who are in permanent housing to maintain their housing. 1585 Progress on this goal area will be tracked using the two measures above related to new and returning homelessness, and these two measures of reductions in unsheltered homelessness. System Performance Measure: Increase successful placements from street outreach to indoor locations. Racial Equity Measure: Monitor for racial disparities in placements from street outreach and address any disparities. Additional Measure: Reduce the number of people who are unsheltered at a point in time. Racial Equity Measure: Reduce the racial disparities among people overrepresented among those who are unsheltered. Vulnerable unsheltered people in the county are more likely to be African American. Shelter resources will be added to vulnerable adult only and family households, while focusing most resources on housing additions to ensure homeless households can move quickly from shelter to housing. 1586 3 Increase housing solutions Both the homelessness response system modeling and interviews with people experiencing homelessness indicate that the single most important step to reduce homelessness dramatically and permanently is to create permanent housing opportunities for people experiencing homelessness throughout the county. New projects to increase inventory include expansions in pathways and resources to exit homelessness such as Rapid Rehousing and supportive housing, as well as significant investment in newer program models such as dedicated affordable housing and shallow subsidies that provide people with housing that allows them independence and autonomy — a strategy recommended to be more effective in reducing racial disparities. At publication of this Plan, a pipeline of new subsidies and housing projects in development are expected to increase available inventory by approximately 1,500 units in the first two years, but resources must be identified for thousands more units in order to achieve the inventory goals set forth in this Plan. New one-time resources are anticipated from both the federal and state governments which will assist with this goal, but ongoing local resources will be needed to meet the ambitious targets that are necessary to bend the curve. TABLE 9 Estimated number of housing solutions, by type, needed by 2026 4,195 3,190 10,070 New dedicated affordable 5,240 New shallow subsidies 1,645 24,340 Additional supportive housing needed New supportive housing for older/frail adults Additional rapid rehousing slots Total units and subsidy slots Source: CA-502 System Model, Abt Associates, 1/20/22 "It [supportive housing] will put me in a basic stable environment, compared to something temporary. It would help me work on my long- term issues. Go back to the root." CRE Focus Group Participant, Latino man, age 25-39 Six activity areas are planned to grow the housing inventory and increase access to it STRATEGY 1 Add units and subsidies for supportive housing, including new models for frail/older adults.* 1. Expand the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding. 2. Create a new model of supportive housing for older/frail adults with more intensive health service needs. 3. Provide services funding for supportive housing and supportive housing for frail/ older adults through expansions of Medi-Cal enrollment and the California Advancing and Innovating Medi-Cal (CaIAIM) program. STRATEGY 2 Create dedicated affordable housing subsidies for people who do not need intensive services. 1. The CRE report and system model includes providing affordable housing without time limits for approximately 30% of the adult only households and 28% of family households in the homelessness response system. 2. Add capacity within the homelessness response system to support new dedicated affordable units including staff for a new flexible local operating subsidy program, additional Coordinated Entry staffing and lighter and variable supportive services. *See Table 9 for numbers of units. STRATEGY 3 Create shallow subsidies for those who can exit or avoid homelessness with more limited assistance. 1. Develop shallow subsidies that provide fixed levels of support for those who are precariously housed or who have been previously homeless and need longer term but limited support. STRATEGY 4 Add new slots of Rapid Rehousing for those who can pay full rent over time. 1. Couple Rapid Rehousing resources with expansions in employment programs. STRATEGY 5 Ensure new housing funding is distributed across the county according to need. 1. The numbers of people and the significant subpopulations in each region are different. As much as possible, housing resources should be distributed based on the regional needs. STRATEGY 6 Reduce entry barriers to housing and ensure racial equity in referrals and placements. Progress on this goal area will be tracked using two system performance measures and corresponding measures of increased racial equity. • System Performance Measure: Increase the number of people exiting homelessness into permanent housing. • Racial Equity Measure: Monitor for any emerging disparities and maintain racial equity within people exiting homelessness into permanent housing. • System Performance Measure: Reduce the length of time persons remain homeless. • Racial Equity Measure: Monitor for racial disparities in length of time homeless and address disparities. 1588 4 Strengthen coordination, communication and capacity This plan emerges at a time of great uncertainty. While new resources to expand Alameda County's homelessness response system are anticipated, how much will become available when, and what may happen with COVID-19 and other factors which may impact homelessness, are unknown. For this reason, this Plan must be closely tracked and refined over time and its projections will be updated as new resources become available. A community - wide commitment to improve and use the community's HMIS data for tracking and accountability is a central tenet of the Plan. Improved communication about efforts to reduce homelessness and impacts are also key to keeping the buy -in of partners and the confidence of the community. This includes expanding the range of partners from other systems of care that overlap with the homelessness response system (such as health care, child welfare, and criminal justice), and ensuring that both housed and unhoused people have access to the best information about current and anticipated homeless resources. 33 Home Together 2026 Finally, the network of homeless programs and providers will have to be strengthened and will need to grow to reach the goals of the Home Together 2026 Community Plan. Alameda County benefits from a strong network of nonprofit agencies committed to addressing homelessness and delivering services and housing to those in need. But these agencies are stretched to close to capacity, are often under resourced, and do not fully represent the communities that experience homelessness. Support will be needed to help these partners recruit and retain staff. In particular, resources must be targeted to strengthen providers and partners and to expand contracts for organizations that serve, employ and are led by historically marginalized communities and Black, Indigenous and People of Color. The network of homeless programs and providers will have to be strengthened and will need to grow to reach the goals. In particular, resources must be targeted to strengthen providers and partners and to expand contracts for organizations that serve, employ and are led by historically marginalized communities and Black, Indigenous and People of Color. Three activity areas are planned to expand data, track equity, improve messaging and build capacity and infrastructure STRATEGY 1 Use data to improve outcomes and track racial equity impacts. 1. Improve HMIS coverage and confidence in HMIS to be the primary method for future data tracking. 2. Consider increasing the frequency of the PIT Count to annual (currently biennial) so that impacts to both sheltered and unsheltered homeless populations are able to be tracked and monitored more quickly. 3. Improve tracking of resources and inventory to support ongoing evaluation and reporting. 4. Improve data quality and regularly review system and program outcome data disaggregated by race. 5. Work to incorporate a Results Based Accountability framework systemwide when tracking and measuring performance metrics. STRATEGY 2 Improve messaging and information availability. 1. Centralize homeless related resource information and provide regular system updates to a wide variety of partners. 2. Provide an annual Home Together 2026 Community Plan update on progress and challenges with proposed modifications to the following year's action plan. 3. Complete a full inventory of current and anticipated resources for all key partners in order to identify gaps in funding and strategies to fill these gaps. STRATEGY 3 Build infrastructure to support and monitor new and expanded programs. 1. Develop and strengthen career pathways in housing and service provider organizations. 2. Provide support to service providers, clinics, outreach teams and nonprofit organizations serving homeless populations to improve their ability to hire, train and retain staff. 3. Prioritize supporting the advancement of people with lived experience of homelessness in our county's systems of care. 4. Expand provider networks to incorporate historically marginalized communities and more organizations led by and serving communities of color and support increased capacity within these networks. 5. Ensure public and community agencies have staffing to meet expanded contracting and capacity needs. 6. Ensure behavioral health services are accessible and resources are available to smaller service provider organizations. There are no state required system performance measures that correspond to this goal area. The community will use the improved data collection process to track progress on all the other outcomes for this Plan. The partners will also track resources and investments to meet the Plan goals and to identify outstanding gap areas. In addition, community partners will collect data to track the capacity of system partners and especially to expand resources for provider organizations serving historically marginalized communities and communities of color. The sum of the activities undertaken in this Plan are expected to result in: • System Performance Measure: Reduce the number of persons experiencing homelessness. • Racial Equity Measure: Reduce the overrepresentation of African Americans, Native Americans, Multi -racial people and Native Hawaiian/Pacific Islanders among persons experiencing homelessness. 1590 Specific needs and resources for special populations 1591 Several special populations who experience homelessness merit attention due to their particular vulnerabilities, overrepresentation in the homeless population, and/or specific needs and resources for addressing their needs. These include transition age youth, veterans, older adults, people impacted by intimate partner violence, people with behavioral health needs and people impacted by the criminal justice system. The housing pathways and resources described above are intended to meet the needs of all of Alameda County's homeless populations. Some resources are specifically targeted to certain subpopulations such as supportive housing for older/frail adults, and transitional housing for young adults in a transitional period of life. Needs assessments conducted for each of these populations point to certain additional needs that the strategies of this Plan seek to encompass within the overall framework of increases in housing, shelter capacity and services inventory. Transition age youth Youth ages 18-24 comprised 9% of the overall population experiencing homelessness in Alameda County in the 2019 PIT count (702 individuals). Unaccompanied children, under age 18, represented less than 1% of the homeless population (29 individuals).21 These numbers represent a point in time and only include youth who were counted as sheltered in the homelessness response system or as unsheltered. During the 2019-2020 school year, public schools in Alameda County reported 4,445 homeless students, a number that includes young people under 18 who were doubled up or in hotel settings as well as those in shelter or unsheltered situations.22 21 Everyone Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 22 Alameda County Youth Homelessness Demonstration Program. Application July, 2021. TABLE 10 Characteristics of Alameda County homeless youth Characteristic % of general population % of homeless TAY population African - American LGBTQ 11% (Alameda County Youth) 10% (Alameda County) 63% 42% Experiencing mental health issues 25% (California) 43% Source: Alameda County Youth Homelessness Demonstration Program. Application July, 2021. Youth who experience homelessness in Alameda County are very disproportionately African American, identify as LGBTQ and experience behavioral health issues at much higher rates than county or state residents.23 The 2019 PIT Count shows that 82% of TAY experiencing homelessness in Alameda County are unsheltered.24 Transition Age Youth (TAY) experiencing homelessness have particular needs due to their stage of development, and often include youth who have been impacted by the foster care system, the juvenile justice system, or both. 23 Alameda County Youth Homelessness Demonstration Program. Application July, 2021. 24 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 1592 Youth report a need for greater access to all resources, increased supports to maneuver through and transition from program to program within the homelessness response system, and increased youth development trainings for service providers. Youth and providers have indicated that the homelessness response system should be improved to be more welcoming to youth, that stronger housing and employment connections for youth are needed so that youth can find and sustain housing, and that increased access to youth dedicated permanent housing and long-term subsidies would significantly build capacity to serve youth. In work done to identify the specific needs of youth for Alameda County's application to HUD's Youth Homelessness Demonstration Program (YHDP), the following issues were identified as contributing to youth homelessness in Alameda County:25 • Lack of affordable housing • Lack of supports and resources to successfully transition out of institutional systems such as foster care and the juvenile justice system and into permanent housing • Stigma, trauma and marginalization that creates barriers to accessing resources and maintaining housing • Risk of return to homelessness from time - limited programs, especially for African - American and parenting youth • Symptoms related to PTSD or other mental health issues that make it difficult to navigate the homelessness system and maintain stable housing 25 Alameda County Youth Homelessness Demonstration Program. Application July, 2021. • Lack of safety at home or in home communities due to gender identity or sexual orientation • High risk for commercial and sexual exploitation • Unique challenges affecting the ability of unaccompanied immigrant youth to maintain safe and stable housing • The impacts of racism, discrimination, and institutional racism for youth of color and Black and Native American youth in particular Resources for youth Currently, some shelter and housing inventory is set aside to meet young people's unique needs, and Alameda County's homelessness response system model for adult only households also includes specific pathways for TAY.26 Additional resources currently available for TAY in Alameda County include the THP-Plus program and dedicated Continuum of Care grants.27 The State of California requires that communities set aside at least eight to ten percent (in different funding rounds) of their Homeless Housing, Assistance and Prevention (HHAP) funds for the needs of Transition Age Youth. Alameda County and the CoC have used initial HHAP funding on increasing system access, additional interim housing, and services paired with housing subsidies dedicated to TAY. 26 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httns://evervonehome. ora/centering-racial-eau itv/ 27 Transitional Housing Program for young adults who exited foster care (including those supervised by Probation) on or after their 18th birthday and are not yet 24 years of age. "l was trying to go to school but also needed to find housing, so l went to transitional housing. l dropped out of school and [am] trying to work full time and find housing." CRE Focus Group Participant, Black man, age 18-24 1593 In September 2021, the U.S. Department of Housing and Urban Development (HUD) awarded Alameda County CoC a $6.5 million Youth Homelessness Demonstration Program (YHDP) grant. The funding will be used to create an in-depth plan and establish programs to meet the needs of youth at -risk of or experiencing homelessness and to work towards ending youth homelessness in the community. Veterans Historically, veterans have experienced homelessness at much higher rates than their proportion of the population. Recent resources and efforts have brought down the population of homeless veterans, however, they continue to be a significant part of the population. During the 2019 PIT Count in Alameda County, 692 veterans were experiencing homelessness, representing 9% of the county's homeless population. Of those, 690 were single individuals, and 79% of veterans were unsheltered.28 Veterans experience additional needs and challenges based on their veteran status and, for many, their experiences in the military are linked to conditions such as Post -Traumatic Stress Disorder (PTSD). In the 2019 PIT Count survey, unsheltered veterans most frequently cited mental health issues as the primary cause of their homelessness (18%), while sheltered veterans most frequently cited a rent increase (13%) as the primary cause of their homelessness. Unsheltered veterans attributed their homelessness to job loss at nearly twice the rate as sheltered veterans (15% and 8% respectively). 28 Everyone Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. Resources for veterans The U.S. Department of Veterans Affairs (VA) provides a broad range of benefits and services to veterans of the U.S. Armed Forces. These benefits may involve different forms of financial assistance, including monthly cash payments to disabled veterans, health care, education, and housing benefits. Assistance to obtain these resources is critical, and not all veterans qualify. In addition to these supports, the VA and HUD partner to provide targeted housing and support services to veterans currently experiencing homelessness or at risk of experiencing homelessness. These include the VASH (Veterans Affairs Supportive Housing) and SSVF (Supportive Services for Veteran Families) programs which provide permanent subsidies with services, and transitional subsidies, shallow subsidies and prevention support to veterans and their families. These resources provide a critical piece of the homelessness response system for most veterans, though some must still rely on general population resources as they are precluded from accessing VA supports based on discharge status or length of service. 1594 Older adults Data from the 2019 PIT Count found that 14% of Alameda County's homeless population was over the age of 60. Thirteen percent (13%) of 2019 PIT Count survey respondents indicated that they were between 50 and 64 years old when they first experienced homelessness, and 3% were over the age of 65.29 Recent national research predicts that the number of older adults experiencing homelessness will increase significantly over the next decade.30 This population has unique and often complex needs that require consideration in homelessness response system design.31 Geriatric conditions are common among older adults experiencing homelessness, and their health and risk of adverse impacts are comparable to housed adults who are 20 years older.32 Services and housing that address geriatric conditions are needed for older homeless adults. 29 Everyone Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 30 "The Emerging Crisis of Aged Homelessness: Could Housing Solutions Be Funded by Avoidance of Excess Shelter, Hospital, and Nursing Home Costs?" (2019) I Culhane et al I University of Pennsylvania. https://aisp. uoenn.ed u/wo-content/u nloads/2019/01/Emerai na-Crisis-of-Aaed- Homelessness-1.pdf 31 Geriatric Conditions in a Population -Based Sample of Older Homeless Adults (2017) I Kushel et al I The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757-766. https://academic.oup.com/aerontoloaist/ article/57/4/757/2631974 32 Geriatric Conditions in a Population -Based Sample of Older Homeless Adults (2017) I Kushel et al I The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757-766. https://academic.ouo.com/aerontoloaist/ article/57/4/757/2631974 Resources for older adults Recognizing that older adults often have additional and specific service needs, supportive housing for older/frail adults is included as a future inventory need for the homelessness response system as a more service -intensive version of supportive housing for formerly homeless adults who can no longer live independently. Stakeholders in the CRE process determined that our ideal homelessness response system should include enough inventory to serve 10% of adult only households with supportive housing for older/ frail adults.33 In addition, the model recognizes that many older adults live on fixed incomes which are often low and stagnant compared to housing costs. Dedicated affordable housing for older adults can ensure that many formerly homeless older adults will be able to live independently on fixed incomes. Alameda County's homelessness response system model includes pathways out of homelessness for older adults through access to dedicated affordable housing from both sheltered and unsheltered homeless living situations. 33 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httos://evervonehome. ora/centering-racial-eau itv/ "l first became homeless when l was 59. l had a bad heart attack and couldn't work l had savings, then the money ran out and l had no place to go." CRE Focus Group Participant, Black man, age 50-64 "l am still looking [for housing] and two years into it.... Antioch and other places are miles away. l built a life here for myself and want to stay here. l want to be close to my son and grandsons. Nothing has come up in Oakland. Participant 30, Black woman, age 65+ 1595 People impacted by intimate partner violence (IPV) Histories of domestic violence and partner abuse (referred to in this plan as intimate partner violence) are prevalent among individuals experiencing homelessness and can be the primary cause of homelessness. Survivors of intimate partner violence (IPV) often lack the financial resources required for housing, as their employment history or dependable income may be limited. For individuals in families with children surveyed in the 2019 PIT Count, the most frequently reported cause of homelessness was family or domestic violence (26%). Six percent (6%) of respondents from the 2019 Homeless PIT Count survey reported currently experiencing domestic violence or abuse. There was no difference observed between unsheltered and sheltered respondents (6% each). Domestic violence did vary by gender, as 4% of male respondents reported current experience compared to 10% of females. While there were very few transgender and gender non -conforming respondents, 8% and 3% reported currently experiencing domestic violence, respectively. Twenty-six percent (26%) of 2019 PIT Count survey respondents reported a history of ever experiencing physical, emotional, or sexual abuse by a relative or by a person with whom they have lived, such as a spouse, partner, sibling, parent, or roommate. This also varied by gender, with 17% of male, 40% of female, 39% of transgender, and 16% of gender non -conforming respondents experiencing domestic violence in their lifetime. Persons fleeing or impacted by intimate partner violence (IPV) have similar needs to others experiencing homelessness when it comes to housing and services but have other needs and circumstances that make their engagement with the homelessness response system even more challenging. Most victims of IPV often do not have access to unmonitored technology, making seeking help and client follow-ups difficult. The COVID-19 pandemic has impacted IPV providers and programs significantly and the population fleeing violence that they serve. • Crisis hotlines have seen a 30-70% increase in calls34 • Some providers are reporting increases of up to 150% in requests for mental health services (from 44,000 to 109,000) • To address health concerns and follow COVID-19 protocols, shelter capacity including in domestic violence shelters has been decreased, and leaving some providers to serve between 30-50% fewer clients These impacts have made access to the kind of support survivors need, including temporary crisis assistance, affordable housing, and supportive housing even more difficult. The Alameda County Health Care Services Agency's Office of Homeless Care and Coordination, Building Futures, Family Violence Law Center, and Eden l&R 211 have created a program design to establish a parallel and connected Coordinated Entry System for survivors of domestic violence, sexual assault, and human trafficking in Alameda County so they can better access needed support services, health care, and housing resources to begin to live a life free from abuse and homelessness. 34 Family Violence Law Center. Presentation to the Alameda County Board of Supervisors. "Gender -Based Violence COVID-19 Coordinated Response" October 25, 2021. Resources for survivors of intimate partner violence (IPV) Resources for programs that meet the needs of survivors of IPV include dedicated shelters and transitional programs. Since COVID-19, Project Roomkey was created to use hotels to provide non -congregate shelter for people who are homeless and at high risk for complications from the disease. The Marina Village Inn in the City of Alameda provided 51 rooms of temporary shelter for women and children to allow for decompression of Domestic Violence shelters (to comply with COVID-19 protocols). These guests, as other Roomkey guests, are now prioritized for permanent housing. The 2021 HUD -funded Emergency Housing Voucher program, also part of the COVID-19 relief effort, includes a partnership with victim services providers and a set -aside of 87 vouchers for survivors of violence. Voucher recipients will also be provided tenancy sustaining support services, including coaching for independent living and community integration. A new grant from HUD specifically for setting up Coordinated Entry to serve survivors will increase access to the rest of the homelessness response system resources. 1596 People with behavioral health needs According to the 2019 PIT Count, adults with serious mental illness (SMI) comprised nearly one-third (32%) of Alameda County's homeless population, compared to 29% in 2017 and 18% in 2015. As reflected in the overall homeless population, close to 80% of homeless adults with SMI were unsheltered. The most frequently reported health conditions among survey respondents were psychiatric or emotional conditions (39%), followed by post -traumatic stress disorder (30%) and substance use (30%). Twelve percent (12%) of PIT Count survey respondents cited the primary event or condition that led to their current homelessness as mental health issues, and 10% said substance use issues. Twenty-one percent (21%) indicated that mental health services might have helped them retain their housing and 38% cited the need for behavioral health services (e.g., mental health and substance use counseling). Structural racism and racial disparities in homelessness contribute to and exacerbate mental health needs. A wide body of research points to links between racial discrimination and negative effects on mental health.35 Additional research also links the adverse impacts of experiencing homelessness such as stress, anxiety, isolation, and sleep loss to worsening 35 American Public Health Association. Structural Racism is a Public Health Crisis. APHA Policy Statement. October 24, 2020. httos://www.apha. ora/policies-a nd-advocacv/public-health-pol icv-statements/pol icv- database/2021/01/13/structural-racism-is-a-ou bl is-hea Ith-crisis mental health problems.36 An analysis of people experiencing unsheltered homelessness in Alameda County that had encounters with street outreach indicates that nearly half (48%) are particularly vulnerable due to advanced age and/or one or more health or behavioral health conditions including mental health and substance use disorders.37 California's Department of Health Care Services (DHCS) recently conducted a needs assessment for behavioral health care services statewide and surveyed consumers and family members on needed housing supports. Many of the comments corresponded closely to the Alameda County CRE report findings. Unmet needs cited as priorities included: • Additional housing capacity, due to low vacancy rates and lack of affordability • Additional supportive housing options for adults that provide wraparound behavioral health services, such as Full Service Partnerships • Additional capacity in longer -term adult residential facilities, sober living and recovery residences • Efforts to address barriers to building or siting housing for individuals living with mental health issues and individuals living with substance use disorders (SUD), and to ensuring that housing providers are willing to accept behavioral health clients38 36 Mental health problems are often a consequence —not a cause —of homelessness. KALW San Francisco. Published December 7, 2016. https:// www.kalw.ora/show/crosscurrents/2016-12-07/menta I-hea Ith-problems- a re-often-a-conseauence-not-a-cause-of-homelessness#stream/0 37 From a 2021 Analysis of SHIE and HMIS data for unsheltered persons with a street outreach contact. 38 State of California Department of Health Care Services, Assessing the Continuum of Care for Behavioral Health Services in California Data, Stakeholder Perspectives, and Implications, January 10th, 2022 Resources for those with behavioral health needs Alameda County (through Alameda County Behavioral Health and Berkeley Mental Health) receives specific funding to meet the needs of homeless and formerly homeless people with behavioral health needs. This includes Mental Health Services Act (MHSA) funding, which supports 13 Full Service Partnership contracts (representing $31m) with behavioral health providers. Full Service Partnerships provide intensive services and supports and coordinate access to housing, education, and employment for formerly homeless people with severe mental illness (SMI). The State's No Place Like Home program provides funding for housing dedicated for people with SMI and Alameda County has secured $129m. For several years the Whole Person Care program provided significant support for housing and for navigation and tenancy sustaining services. As this resource transitions to CalAIM, Alameda County is working with health plans to continue to provide these community -based services and to provide some of the clinical and other supports for supportive housing. 1597 People impacted by criminal justice system involvement Nine percent (9%) of respondents to the 2019 Homeless PIT Count survey reported being on probation at the time of the survey, and 3% reported being on parole. Homelessness and incarceration are often correlated. Individuals without stable housing are at greater risk of criminal justice system involvement, particularly those with mental health issues, veterans, and youth. Individuals with past incarceration face significant barriers to exiting homelessness due to stigmatization and policies affecting their ability to gain employment and access housing opportunities. Research has found that formerly incarcerated people were almost ten times more likely to experience homelessness than the general public.39 Structural racism and widespread racial discrimination have resulted in stark racial disparities in the criminal justice system as people of color are more often targeted, profiled and arrested for minor offenses, especially in high poverty areas. A criminal history can be a barrier to securing both housing and employment, and rates of homelessness among people exiting jails and prisons is high as they often face significant challenges accessing safe and affordable housing.4° 39 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 40 National Alliance to End Homelessness. Homelessness and Racial Disparities. httos://endhomelessness.ora/homelessness-in-america/what- causes-homelessness/i neauality/ Focus groups of people with lived experience of homelessness convened to inform Alameda County's original homelessness response system model (detailed in the CRE report) discussed how incarceration impacted their ability to find and keep housing. While incarceration is a barrier to housing and employment for anyone, the well -documented mass incarceration of Black, Latinx, and other people of color means that incarceration is a barrier to housing that is disproportionately impacting people of color. Focus group participants also highlighted the impact of structural racism in systems such as mass incarceration, and how involvement in these systems makes it difficult to increase income.41 Resources for formerly incarcerated people Currently, the Probation Department receives direct funding for Rapid Rehousing and transitional housing programs for people re-entering the community from incarceration (reentry). In May 2020, the Alameda County Board of Supervisors directed the Alameda County Health Care Services Agency Behavioral Health Department to develop a plan to reduce the number of incarcerated individuals with behavioral health conditions within the jail. The multi -year plan, estimated to cost $50 million, includes extensive stakeholder engagement, internal county department research, and consultation. One primary area of focus is to strengthen connections between and across sectors to close any gaps and improve post- 41 Oakland -Berkeley -Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. httos://evervonehome. ora/centering-racial-eau itv/ release service participation. Strategies include expansion of access to urgent care and crisis services, expansion of forensic linkage programs, and development of a Transition Age Youth Full Service Partnership. The plan will prioritize the care of "high utilizers" of county behavioral health and county forensic services to ensure that justice involved people are connected to appropriate treatment and facilities, and are able to access short term housing, permanent housing and board and care facilities. 1598 Resources, caps and allocation plan 1599 Today, homelessness in Alameda County is addressed through a wide variety of both homeless - targeted and general population resources from federal, state, and local government funds as well as private sources. In FY 20-21, the estimated Maintenance of Effort (MOE) budget for funds identified and allocated toward the homelessness response system just for the county exceeded $110 million. FIGURE 5 FY 20-21 homelessness budget by County department and category Probation $4.4M SSA—. $27.1M CDA $30.1 M BY DEPARTMENT v HCSA $49.9M BY CATEGORY Preventing—.401111 homelessness $8.2M 12% Health/ supportive services $31.8M TOTAL BUDGET: $111.5M This does not include funding that cities invest directly in their own efforts or in nonprofit programs, nor private dollars that nonprofit organizations raise. It is estimated that all together the resources in the homelessness response system annually are over $184 million, apart from one-time COVID funds. In FY20-21, Cities across Alameda County collectively allocated $73 million in funding to address homelessness across the categories of shelter and housing, coordinated system, health and supportive services, outreach, and prevention. To achieve the needed level of expansion will take a significant investment of new resources. Some of these resources could come from increases in federal supports and from state investment in expanding affordable housing and ending homelessness. Outreach to Unsheltered $2.2M Coordinated system $12.6M Providing shelter/ housing $56.7M With resources from a notable budget surplus, the State of California has recently committed to a one-time investment of more than $12 billion over two years to tackle the homelessness crisis.42 As a result, Alameda County and the City of Oakland anticipate new funds from the state Homeless Housing, Assistance and Prevention (HHAP) grant, and potentially from Project Homekey and other new programs such as the Encampment Resolution Funds and Family Homelessness Challenge Grants. 42 Governor Newsom Signs Historic Housing and Homelessness Funding Package as Part of $100 Billion California Comeback Plan. (July 19, 2021). httos://www.aov.ca.aov/2021/07/19/governor-newsom-sip ns-historic- housi na-and-homelessness-fund i na-nackaae-as-part-of-100-bil I ion - cal ifornia-comeback-ola n/ 1600 TABLE 11 City allocations to address homelessness in FY 20/21 City DIRECT Federal/ General fund State/County Total FY 20-21 % of total Oakland Berkeley Fremont Hayward Alameda Livermore Union City Albany San Leandro Emeryville Pleasanton Dublin $20,220,000 $20,729,241 $7,750,806 $3,944,207 $936,971 $456,661 $190,726 $395,000 $258,206 $0 $0 $0 $8,130,000 $4,458,540 $1,847,336 $2,030,740 $189,856 $490,547 $341,132 $53,000 $121,000 $368,500 $275,000 $37,338 $28,350,000 $25,187,781 $9,598,142 $5,974,947 $1,126,827 $947,208 $531,858 $448,000 $379,206 $368,500 $275,000 $37,338 15.35% 13.64% 5.20% 3.23% 0.61% 0.51% 0.00% 0.24% 0.21% 0.20% 0.15% 0.02% Total City $54,881,818 $18,342,989 $73,224,807 39.64% Total County $111,500,000 60.36% Total funding $184,724,807 100% These new funds will build on investments already in the inventory pipeline for homeless housing units from the state's No Place Like Home program and Alameda County's Measure Al, which contribute to new housing units set to open in the first few years of the Plan. Due to the advent of COVID-19, a range of one-time funds to provide shelter and housing have also already been put to work. The federal FEMA program, state Project Roomkey and matching local funds opened hundreds of hotel rooms for people impacted by or at risk of COVID-19, and the state's Project Homekey and federal Emergency Housing Vouchers have helped transition some of these hotels to permanent housing while providing housing vouchers for 900 people experiencing homelessness. The investment from these programs has expanded capacity for more than 1,400 people in permanent housing, just from the initial allocations through 2021. This unprecedented infusion of funding will help to jump start the Plan goals for both housing and shelter expansion, but the one-time nature of most the funding and the growing gap in the later years of the plan still leave a significant gap that will need to be filled. Locally generated resources will be needed along with sizeable expansions in federal resources. In particular, it will be extremely challenging to meet the dedicated affordable housing goal in this Plan without a significant expansion of federal Housing Choice Vouchers with specific targets for people currently experiencing and at high risk of homelessness. 1601 In addition to the need for significantly more funding and resources to expand housing and program capacity, resources will need to be distributed throughout the County, aligned to these joint goals and with built-in accountability. In 2021, representatives from cities and County agencies proposed a method for allocating funds that pass through the county, intended for homelessness response. [See Appendix B1 Because the county is a direct recipient of many funds and has the ability to support efforts throughout the entire geography, Alameda County and CoC partners will coordinate a countywide effort to leverage city and county resources. The cities will play a critical role, both through the provision of local, and some dedicated federal and state resources, and as overseers of land use planning for shelters and permanent housing. Together these partners will work to align efforts and stretch both the existing resources and new funding as it emerges. Project funding through this collaborative allocation plan will be directed to programs meeting the performance goals outlined in this Plan, and programs that show a plan for targeted capacity in small, emerging and/or BIPOC led (and serving) agencies, and new innovative programs. Completing a full inventory of current and anticipated resources is a next step to access state funding and to track investments in the Plan. Resource tracking will be reported annually. The county and city partners will create plans with two-year cycles including anticipated investments and timelines for unit and program creation, which will be updated and reported during each two-year cycle. FIGURE 6 FY 20-21 City homelessness funding by category Prevention Outreach Health & Supportive Services Coordinated - System* Shelter & Housing 1602 Conclus'ion The Home Together 2026 Community Plan is the result of bold visioning and commitment across all county stakeholders to look critically at what is happening today in Alameda County's homelessness response system, and to recognize that without significant new investment and effort, homelessness will not decrease and will in fact continue to grow. The human cost of continued widespread homelessness, and the vast racial disparities among those most impacted, are not acceptable. The situation requires unprecedented coordination, commitment, and investment. 48 Home Together 2026 To reverse the trend and make dramatic progress on reducing homelessness, the Home Together 2026 Community Plan adopts bold, ambitious, and measurable goals, both for reducing homelessness and for achieving greater racial equity. The Plan builds from results of system modeling and racial equity analysis to lay out new program models and pathways to help people back into housing. To bring these new programs and solutions into being will take committing every available dollar from the county and its partners in ways that uphold performance and invest in working and desired models. The countywide allocation plan envisions alignment between the county, cities, and other funders to make these investments possible. The community adopts this Plan and vision at a time when the future is uncertain. New resources, both one time and ongoing, received in 2021 and anticipated in the future provide the foundation for achieving the Plan, but alone are not enough to realize its vision. The response to COVID-19 has shown that the community can pull together and can work at speeds we have not seen before; a strong foundation to build from. However, we face continuing challenges including uncertainties from COVID-19, unpredictable housing markets and future state, federal and local budgets, and an overtaxed public and non-profit sector with significant capacity needs. These opportunities and challenges require sustaining a level of unprecedented collaboration and coordination, building on the progress made during the last two years and through COVID-19 to unify the community response and to build an aligned response system. With these commitments and agreements for joint accountability we will, by 2026, be home, together. The human cost of continued widespread homelessness, and the vast racial disparities among those most impacted, are not acceptable. The situation requires unprecedented coordination, commitment, and investment. Appendices 1605 APPENDIX A Glossary of Terms Key Terms and Definitions Adult Only Household: Represents one or more adult(s) experiencing homelessness together without minor children. BIPOC: Black, Indigenous and People of Color Continuum of Care (CoC): A regional or local planning body that coordinates housing and services funding for homeless families and individuals. Coordinated Entry System: Alameda County's Coordinated Entry System is used to connect residents experiencing homelessness to resources in our county's homelessness response system. Emergency Shelter: Any facility that provides temporary shelter for people experiencing homelessness. Homeless Management Information System (HMIS): A local information technology system used to collect client -level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. First time homelessness (or new homelessness): A person or household who has lost housing and become homeless for the first time. Homelessness Response System Model: A model for the optimal homelessness response system that effectively and equitably allocates resources and prioritizes investments to end homelessness. Homeless: People who are residing in emergency shelter, transitional housing, on the street, or in another place not meant for human habitation. Household with minor children: Represents one or more adult(s) experiencing homelessness together with minor children. Housing Inventory Count (HIC): Required by HUD, the HIC is a point -in -time inventory of all of the dedicated beds and units within a Continuum of Care's homeless services system, categorized by type of project and population served. Inflow: The number of people entering the homeless services system each year. Inflow is not synonymous with the number of people newly experiencing homelessness, as it also captures people with previous episodes of homelessness and homeless people with unmet needs carrying over from the previous year. Non -congregate Shelter: Locations where each individual or household has living space that offers some level of privacy such as hotels, motels, or dormitories. Housing Choice Vouchers: Funded by the U.S. Department of Housing and Urban Development, Housing Choice Vouchers assist low-income families, or those with disabilities, in finding safe and affordable housing in the private market. Local Public Housing Agencies issue Housing Choice Vouchers to qualified families. Housing Navigation: Housing Navigation involves helping a household that is homeless develop a housing plan, address the barriers identified during the plan, and acquire documentation and complete forms required for housing. Housing Pathway: The set of programs and resources expected to be used by a household experiencing homelessness in order to be temporarily sheltered and to become permanently housed. The modeling for the Home Together 2026 Community Plan uses assumptions about a variety of different housing pathways to determine the resource needs and gaps. Housing Problem Solving: Housing Problem Solving is an approach to help homeless households use their strengths, support networks, and community resources to find housing; a person -centered, housing -focused approach to explore creative, safe, and cost-effective solutions to quickly resolve a housing crisis. Housing Resource Center: Dedicated Housing Resource Centers (also referred to as "Access Points") are located throughout Alameda County and are locations where people experiencing homelessness can connect with available resources and services. Long -Term Subsidy: A housing subsidy of long-term (more than five years) or unlimited duration that continues typically as long as the receiving household remains eligible based on income. Older Adults: Adults aged 55 and older; also referred to as Seniors. 1606 Permanent Supportive Housing (PSH): Permanent subsidized housing based on income and services to keep tenants in stable housing. In this Plan PSH is referred to as supportive housing. Point in Time (PIT) Count: An unduplicated one-night estimate of both sheltered and unsheltered homeless populations (to be distinguished from the number of people experiencing homelessness annually). Project Homekey: Through Project Homekey the state awards funding that allows municipalities to purchase and rehabilitate hotels, motels, vacant apartment buildings and other properties, and convert them into permanent, long-term housing. Project Roomkey: Established in March 2020 as part of the state response to the COVID-19 pandemic, the purpose of Project Roomkey is to provide non -congregate shelter options for people experiencing homelessness, protect human life, and minimize strain on health care system capacity. Racial Equity: The systemic fair treatment of people of all races that results in equitable opportunities and outcomes for everyone. All people are able to achieve their full potential in life, regardless of race, ethnicity, or the community in which they live. Racism: A belief that race is a fundamental determinant of human traits and capacities and that racial differences produce an inherent superiority or inferiority of a particular race; behavior or attitudes that reflect and foster this belief. Rapid Re -Housing (RRH): Time -limited rental subsidy and support services with the intention of the household taking over lease and sustaining on their own. Sheltered homelessness: A person experiencing homelessness who is living in a supervised publicly or privately operated shelter designated to provide temporary living arrangement. Results Based Accountability: A framework that uses a data -driven, decision- making process to help communities and organizations identify population level results and monitor their programs' performance in order to determine how to improve their impact on the clients they serve. Returns to homelessness: The rate at which people who have been homeless and become rehoused lose that housing and return to the homelessness response system. Shallow Subsidy: A housing subsidy that is typically less than the amount of a full or deep subsidy such as a Housing Choice Voucher, and which is usually calculated at a flat monthly amount or a specific percent of rent. Shallow subsidies can be time limited or can be indefinite. Street Health Outreach: Street Health Outreach teams provide access to care that meets the unique needs of people experiencing homelessness through regularly scheduled outreach services offered to unsheltered people living in homeless encampments, vehicles, and RVs. Street Health Outreach teams engage people living on the streets with highly accessible, patient -centered care. They strive to build relationships that lead to long-term health through connections to primary care, social services, housing, and other resources. Structural Racism: A system in which public policies, institutional practices, cultural representations, and other norms work in various, often reinforcing ways to perpetuate racial group inequity. System Performance Measure: Measures defined by HUD to evaluate and improve homeless assistance programs by understanding how programs are functioning as a whole and identifying where improvements are necessary. Transition Age Youth (TAY): Youth between the ages of 18 and 24. Unsheltered homelessness: A person with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground. 1607 Acronyms used in the Home Together 2026 Community Plan BIPOC: Black, Indigenous and People of Color CoC: Continuum of Care CRE: Centering Racial Equity (from the report Centering Racial Equity in Homeless System Design) DHCS: California's Department of Health Care Services EOH: EveryOne Home ES: Emergency Shelter FFY: Federal Fiscal Year HCSA: Health Care Services Agency HHAP: Homeless Housing, Assistance and Prevention Program HIC: Housing Inventory Count HMIS: Homeless Management Information System HRC: Housing Resource Center HUD: US Department of Housing and Urban Development IPV: Intimate Partner Violence LGBTQ: Lesbian, gay, bisexual, transgender, queer/questioning OHCC: Alameda County's Office of Homeless Care and Coordination PIT: Point -In -Time PSH: Permanent Supportive Housing PTSD: Post -traumatic stress disorder RBA: Results Based Accountability RRH: Rapid Re -Housing SH: Safe Haven SMI: Serious Mental Illness SUD: Substance Abuse Disorder TAY: Transition Age Youth TH: Transitional Housing THP: Transitional Housing Program UIY: Unaccompanied Immigrant Youth VA: U.S. Department of Veterans Affairs YHDP: Youth Homelessness Demonstration Program 1608 APPENDIX B Detail on County Allocation Plan Framework for City -County partnership on resources to end homelessness Adopted on February 24, 2022 at the joint meeting of Alameda County Board of Supervisors and Alameda County Mayors Preamble: The Alameda County Board of Supervisors and Mayors across the county's fourteen cities are committed to ending homelessness. We recognize that homelessness is a regional problem that requires a regional solution, with coordinated leveraging of city and county resources. Alameda County is the jurisdiction best equipped to coordinate an overall, countywide effort, for the following reasons: • While cities have increased local spending on homelessness to historic levels over the past several years, many of the largest sources of real and potential funding to address homelessness are administered primarily at the county level, including Continuum of Care (CoC) and other federal funding; state Homeless Housing, Assistance, and Prevention (HHAP); and other dedicated health and social services funding. • In California, counties are the seat of the social safety net system and administer Medi-Cal, mental health, public health, and substance use disorder programs, CalFresh, and other federal and state welfare benefits. Ending homelessness, especially for people with high needs, requires a holistic, whole -person approach that draws on all these programs. • Alameda County administers a Social Health Information Exchange and associated Community Health Record that facilitates whole -person care through data and care coordination across housing and health care providers. • Alameda County manages the Coordinated Entry System, the federally -mandated mechanism for allocating homeless housing, shelter, and services. • Alameda County administers the Homeless Management Information System (HMIS), the source of data for homelessness response system outcomes reporting to the federal and state governments. The cities also play a critical role in ending homelessness through the provision of local and dedicated federal and state resources, and as overseers of land use planning for shelters and permanent housing. Cities have innovated programs and services and their capacity to fund/augment programs must be considered alongside local and regional priorities. This document provides a framework to address shared jurisdictional priorities and resource capacity while acknowledging the county as the leader in coordinating regional funding initiatives aimed at ending homelessness. The framework is built on a countywide strategic plan to address homelessness and to reduce racial and ethnic inequities among people experiencing homelessness. Framework: Federal regulations and state law (AB 140) now both tie homeless funding levels to demonstrated progress toward reduction of homelessness using Federal System Performance Measures (HUD measures). Alameda County partners plan to meet these requirements by executing the Home Together 2026 Community Plan, the Community's strategic plan to implement the recommendations in the Centering Racial Equity in Homeless System Design report. Existing programs/projects: • In order to be eligible for homelessness funding that originates or passes through Alameda County, a homelessness program must demonstrate how it meets the measurable performance goals outlined in the Home Together 2026 Community Plan. Alameda County, through its procurement mechanisms and based on funding regulations, makes the final determination of program eligibility for county -administered funding, which will be allotted to each CoC- defined region of the county proportionally to that region's share of the county's overall homeless population as per the most recent federal Point -In -Time Count (PIT). • To best leverage city resources during each funding cycle, the county will provide to representatives from each region -city a list or "menu" of the services or programs it will be considering for county -allocated funding: specifically, the existing (or new) types of projects the county plans to invest in either because they clearly meet the recommendations in the Centering Racial Equity report/Home Together 2026 Community Plan, or because they are meeting clear performance thresholds in reducing homelessness. 1609 • A city or region43 can recommend programs to be considered for county -administered funds. Projects must: — Demonstrate how they already meet performance goals in the Home Together 2026 Community Plan; OR — Show a plan for targeted capacity (for small, emerging and/or BIPOC led (and serving) agencies or new, innovative programs), AND — Agree to: » Participate in county referral systems that prioritize vulnerable people for the most intensive services; » Use a "Housing First" approach; » Provide data in HMIS or, for domestic violence service providers, an equivalent data system • Programs and referrals will reflect consumer choice and geographic ties. 43 A "region" can be either: a. The grouping of cities and unincorporated areas of the county as currently defined by the CoC for the purposes of Coordinated Entry implementation; OR b. Two or more cities that, by formal MOU or contract, decide to partner together to provide a particular service or administer a particular program. • Projects currently receiving county - administered funding that meet performance benchmarks will receive priority consideration (within applicable procurement guidelines) for future County administered funding, with the goal of preventing disruptions in service. Similarly, if a city's direct allocation of state or federal resources is one-time or discontinued, projects funded by such sources that meet performance benchmarks will also receive priority consideration to prevent service disruption and any reduction in systemwide capacity. • If a program is not found to be eligible for funding or fails to meet performance benchmarks, the city and county work together on a transition plan for impacted participants. • When measuring the performance of a candidate program/project, the county will: — Utilize data entered into the Homeless Management Information System (HMIS) as the chief data source. — Weight programs by vulnerability of the population the project serves. This could be accomplished by, among other things, cross -walking the households in the project's roster to their vulnerability score on Coordinated Entry assessments or to other information on vulnerability recorded in the Social Health Information Exchange. New projects/programs: • Cities or regions will be primarily responsible for "seed funding" for new projects. If the new project/program can meet a benchmark performance measure consistent with the Home Together 2026 Community Plan over the ensuing two years, the county agrees to prioritize it for future funding or match, if consistent with procurement requirements. • The county agrees, at the request of the city or region, to consult with the city/ region before it launches a new program, in order to confer on how that program can be best positioned to become eligible for future funding. • If the County is successful in drawing down HHAP "bonus funding" pursuant to AB 140, the county may use some of its "bonus funds" from the state: — To match new city proposed programs/ projects in the future; — To make targeted efforts to resolve encampments in the most -impacted census tracts in the county. 1610 APPENDIX C System modeling overview and update In 2019-2020 through the process of developing the Centering Racial Equity in Homeless System Design (CRE) report and recommendations for Alameda County's homelessness response system, Abt Associates, a HUD technical assistance provider, worked with local CoC stakeholders to model an optimal homelessness response system through a system modeling process. Data on system usage was analyzed and extensive focus groups were conducted with people with lived expertise and representing populations served by the homelessness response system in order to develop recommendations about pathways to housing and system inventory needs for various household types and subpopulations. More on this system modeling process and recommendations can be found in the 2021 Centering Racial Equity in Homeless System Design report and appendices. The homelessness response system model developed for the CRE process was updated in 2021 to inform the Home Together 2026 Community Plan. Updates to the system model included: • The decision to propose more shelter in addition to permanent housing, to rapidly reduce unsheltered homelessness. This was not addressed in the original system modeling but was highly recommended by the Strategic Planning Committee and jurisdictional partners; • The decision to model for a decrease in new entries into homelessness by the end of the planning period, with an increased investment in prevention; • Updates to length of time spent in shelter to more accurately reflect current conditions and impacts of future investments; and • Updates to certain cost assumptions based on current data. System Modeling data updates In order to conduct this system modeling update, Abt Associates worked with local partners from the Alameda County CoC including the Alameda County Health Care Services Agency's Office of Homeless Care and Coordination, EveryOne Home and All Home. The following table details the indicators reviewed by the Data Committee for the 2021 modeling update and reflects any changes to the data used to inform the updated system model. System Modeling data update notes • Unless new data was available and could be justified for use, data, assumptions, and estimates used in the system modeling update maintained what was used for original Alameda County homelessness response system modeling (more detail available in the CRE report). • All indicators used were defined for households with adults only as well as households with minor children. • Housing inventory was only "counted" in the model when it has been occupied/leased up. • Dashboard tables were presented in rounded numbers where possible. • Turnover is calculated in the model and only new/recurring investments are added to the model. • The system model only captures resources dedicated to the homelessness response system; it does not account for services and resources from behavioral health, criminal justice, child welfare systems, etc. unless resources are dedicated for individuals experiencing homelessness. 1611 Annual estimates and geographic distribution of people and households experiencing homelessness in Alameda County Indicator Data used in original Data used in system modeling 2021 update Data source Data timeframe Justification Number of homeless households (HH) in the homelessness response system • 12,005 adult only (AO) HH • 985 HH with children Annual percentage of households remaining homeless Baseline was 63% for AO and HH with minor children Same Annualized PIT Count • AO HH: 64% HMIS • HH with minor children: 67% 2019 (PIT Count) • Updated System Model: FY 2021 • Original System Model: PIT self -reported data on length of time homeless • In original System modeling stakeholders agreed on using annualized PIT count to ensure that unsheltered were accounted for. • Since more recent PIT Count data was not available, the 2019 annualized estimate was used in the system modeling update. Rates were calculated based on numbers served (in the current data set). HH served that led to an exit from the system 37% served used for both • AO HH: 36% AO and HH with minor children • HH with minor children: 33% Annual % increase in 20% homeless households (returns to homelessness + first time homeless) % of baseline HH that are considered first time homeless • 20% (Year 1) • 10% (Year 2) • 0% (Year 3) • -10% (Year 4) • -10% (Year 4) • AO HH: 45% • AO HH: 31% • HH with minor children: • HH with minor 43% children: 26% • Updated system model: July 1, 2020-June 20, 2021 • Original system model: 2019 HMIS From the original System Model "63% homeless more than a year" this was used to get to the 37% exited as the difference — 63% remained and the rest exited. 2017 + 2019 PIT Count County FY (July -June) • 2021 update used • July 1, 2020-June 30, HMIS 2021 (HMIS) • Original System • 2019 Modeling used 2019 PIT Count data • Estimate was developed for the original model, looking at the rate of PIT increase 2015-2017 (39%) and 2017-2019 (42%). This was used to estimate an annual increase of 20%. • In the update, a more specific growth and decline rate were used that assumes continuing increases in the first years followed by modest declines. HMIS data provided a more detailed and accurate look at new homelessness. 1612 Indicator Data used in original system modeling Data used in 2021 update Data source Data timeframe Justification Shelter cost assumptions $70/ bed night for congregate shelter Baseline length of shelter stay (LOS) Shelter inventory Housing inventory turnover rate • AO HH: 90 days • HH with minor Children: 90 days 1,335 Emergency Shelter Units • 8% turnover rate used for Permanent Supportive Housing (PSH) • 5% turnover rate used for Dedicated Affordable and Shallow Subsidy programs $85/ bed night is used as an estimate for all shelter units • AO HH: 5 months • HH with minor children: 7 months • AO HH: 1648 units • HH with minor children: 137 units Same Estimate of costs taking congregate and non -congregate shelter costs into account • For 2021 update, estimate is based on HMIS data for "leavers" • For 2019 model, 90 days was an aspirational LOS • 2021 data: 2021 HIC + additional (1/27/2021) inventory • 2019 data: 2019 HIC + additional inventory n/a For 2021 update: July 2019-June 2020 FFY 2019 Housing Inventory Count HMIS, APR report • Congregate shelter cost estimate remains unchanged from 2019 system modeling. • Non -congregate shelter is new to our homelessness response system as of 2020. Changed to use more reflective LOS data instead of the target stay. • Includes non -congregate shelter additions. • Leaves out all seasonal shelter. • Reduces some of the capacity in the congregate shelters (per changes due to COVID-19). • Does not include transitional housing. Rates for PSH based on current information and did not change. Rates for new program models were predictions based on estimates for PSH. 1613 System Modeling scenario updates The scenarios in the original system modeling compared two different system responses that considered anticipated need throughout the system as well as existing racial disparities. The updated system modeling used the information about current homelessness response system outcomes and the suggested pathways out of homelessness designed by the CRE process to make estimates about the programs and inventory needed to achieve an optimal homelessness response system that has the capacity to serve the needs of everyone experiencing homelessness within the next five years. The update used this information to explore three potential scenarios that respond to various external influences: SCENARIO 1 Steady continued increases in the annual number of people experiencing homelessness: Growth at the same level as the four years prior to 2019 PIT Count (on average 20% increase in new homelessness per year). To meet the needs of all households in the homelessness response system takes a very significantly increased response. SCENARIO 2 Dramatic increase in the number of people experiencing homelessness: New homelessness grows at an unprecedented rate (20% to 40%) in Year 1 of the model (2022) due to the impacts of COVID-19 and as eviction moratoria are lifted, and then rates of inflow into homelessness continue as predicted in Scenario 1 (20% annual increase in years 2 and beyond). Meeting this need takes an extraordinary level of response that is not likely to be achievable over a five-year period. SCENARIO 3 Gradual decrease in the number of new people experiencing homelessness: New homelessness experiences a similar increase to the past several years in Year 1 (2022) (a 20% increase in new homelessness), and then begins to decrease to a 10% increase in new homelessness in Year 2 (2023) and continues to decrease by -10% in Years 4 (2025) and 5 (2026). Meeting this need takes a significantly increased response including a focus on prevention, though the total resources needed are not as large as in Scenario 1 and Scenario 2. The system modeling outputs for this Plan focus on Scenario 3 [see Appendix D, System modeling 5-year dashboards for adult and family households], as this scenario reflects the community's understanding of the importance of making prevention resources available before people lose their housing and addressing homelessness before it starts whenever possible to reduce the rate of new homelessness. If new homelessness increases beyond the modeling predictions, the gap between what our existing system is able to offer and what is needed to serve all homeless households in our system will be greater, and more costly to fill. 1614 APPENDIX D System modeling 5-year dashboards for adult and family households The system modeling was conducted as two separate models, based on household types and different assumptions about likely pathways, and then brought together in a summarized form. Unless otherwise noted, the Home Together 2026 Community Plan presents the information in summary form covering both household types, adult only households and households with minor children. The following tables show the initial system modeling by household type using the scenario which includes a modest projected decrease in new homelessness over 5 years and a significant increase in investment into the homelessness response system (resulting in an estimated 0% unmet need by Year 5).44 44 Source: CA-502 System Model, Abt Associates,1/20/22 5-year inventory needs, households with adults only Baseline Year 1 inventory (2022) (2021) Year 2 Year 3 (2023) (2024) Year 4 Year 5 (2025) (2026) Prevention & rapid resolution Crisis response (ES, TH, SH) Transitional housing for youth Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidies 53 1,648 153 427 2,736 0 130 2,562 104 1,120 3,351 521 152 3,221 121 1,305 4,054 1,086 173 2,964 138 1,488 4,837 1,691 244 1,652 195 2,100 6,013 2,532 0 1,459 3,085 4,869 7,359 0 677 1,432 2,260 216 1,253 173 1,857 6,914 3,194 9,411 3,416 4,368 Total permanent housing units needed annually New units needed each year 2,736 6,008 9,657 13,657 19,320 23,887 3,272 3,649 4,000 5,663 4,567 1615 5-year inventory costs (operations only, not development), households with adults only Year 1(2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution Crisis response (ES, TH, SH) Transitional housing for youth Rapid re -housing $2,340,000 $79,550,100 $3,796,000 $24,920,000 Supportive housing (PSH) $84,780,300 Supportive housing (PSH) for $15,630,000 older/frail adults $2,818,080 $103,012,412 $4,548,995 $29,907,338 $105,643,186 $33,557,400 $3,303,643 $97,636,961 $5,343,753 $35,124,277 $129,828,804 $53,819,457 $4,799,257 $56,050,994 $7,777,484 $51,057,669 $166,235,357 $83,003,543 $4,375,978 $43,788,652 $7,107,025 $46,504,054 $196,878,728 $107,846,254 Dedicated affordable housing $30,201,300 $65,775,285 $106,926,307 $166,456,524 $219,257,783 Shallow subsidy $6,770,000 $14,749,600 $23,976,340 $37,327,554 $49,162,225 $17,636,958 $380,039,119 $28,573,258 $187,513,338 $683,366,375 $293,856,654 $588,617,200 $131,985,719 Total $247,987,700 $360,012,295 $455,959,543 $572,708,383 $674,920,700 $2,311,588,621 5-year investment impact dashboard, households with adults only Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from previous year Increase in new homelessness Number new homeless Annual HHs in the system n/a n/a 3,722 12,005 HHs served in pathways to 4,358 housing 21% 20% 4,466 13,028 5,213 18% 10% 4,912 13,666 6,068 15% 0% 4,912 13,421 6,923 12% -10% 4,421 11,750 7,778 9% -10% 3,979 8,651 8,633 Unmet need 7,647 7,815 7,598 6,498 3,972 19 Unmet need - sheltered 2,605 3,799 3,249 1,986 9 Unmet need - unsheltered 6041 5,210 3,799 3,249 1,986 9 % served in pathways to 36% 40% 44% 52% 66% 100% housing % unmet need 64% 60% 56% 48% 34% 0% 1616 5-year inventory needs, households with adults and children Baseline Inventory (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Crisis response (ES, TH, SH) Rapid re -housing PSH Dedicated affordable housing Shallow subsidies 3 137 108 479 0 0 9 197 56 435 112 149 11 191 64 444 234 312 12 180 72 456 366 487 13 160 79 473 506 675 15 132 87 493 655 873 Total permanent housing units needed annual 479 696 990 1,309 1,654 2,021 New units needed each year 217 294 319 345 367 5-year inventory costs (operations only, not development), households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) 5-year total Prevention & rapid resolution Crisis response (ES, TH, SH) Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidies $162,000 $6,116,850 $1,246,000 $11,005,500 $2,897,440 $2,279,700 $203,940 $6,108,467 $1,466,720 $11,570,196 $6,235,187 $4,916,808 $229,154 $5,929,370 $1,699,562 $12,239,391 $10,045,047 $7,904,872 $255,698 $5,428,668 $1,920,741 $13,076,555 $14,304,037 $11,285,138 $303,887 $4,613,010 $2,178,704 $14,038,359 $19,071,578 $15,033,309 $1,154,680 $28,196,365 $8,511,726 $61,930,001 $52,553,289 $41,419,827 Total $23,707,490 $30,501,318 $38,047,396 $46,270,836 $55,238,847 $193,765,887 5-year investment impact dashboard, households with adults and children Year 0 (2021) Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Households returning from previous year Increase in new homelessness Number new homeless Annual HHs in the system HHs served in pathways to housing Unmet need % served in pathways to housing % unmet need 256 985 321 664 33% 67% 8% 20% 307 997 373 624 37% 63% 8% 10% 338 992 425 567 43% 57% 8% 0% 338 939 477 462 51% 49% 8% -10% 304 804 529 275 66% 34% 8% -10% 274 591 581 10 98% 2% 61 Home Together 2026 1617 Estimates of inventory needs and investment impact by geography The breakdown of annual households in the homeless response system is based on the geographic distribution from the 2019 PIT count. The corresponding estimates of household composition and household needs are based on the assumptions that households in each geographic region have similar compositions and needs. In the future, additional data collection might inform a more nuanced understanding of needs in each community, for example, whether some communities have higher percentages of families with children, or whether some communities have a higher percent of people who need supportive housing. This homelessness response system modeling assumes the rates of inflow and rates of returns to homelessness are consistent across Alameda County's sub -geographies. Without detailed baseline inventory data disaggregated by region, it is also difficult to predict the number of additional units that would be needed in each sub -geography. The estimations in this Appendix are based on an even distribution according to the 2019 PIT Count, and should not be taken as precise predictions of units needed in each jurisdiction. Total new units needed by year 5 by geography, households with only adults All CoC East County Mid- North County County Oakland South County PIT % by geo. 100% 4.3% 18.5% 16.5% 50.7% 10.0% Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 4,178 3,194 9,411 4,368 180 137 405 188 773 591 1741 808 689 527 1553 721 2118 1619 4772 2214 418 319 941 437 Total units needed 21,150 909 3,913 3,490 10,723 2,115 Entire CoC 5-year inventory needs, households with only adults Year 0 Year 1 (2021) (2022) Year 2 Year 3 (2023) (2024) Year 4 Year 5 (2025) (2026) Prevention & rapid resolution Crisis response (ES, TH, SH) Transitional housing for youth Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 53 1,648 153 427 219 0 0 0 130 2,562 104 1,120 834 521 1,459 677 152 3,221 121 1,305 971 607 1,699 789 173 2,964 138 1,488 1,107 692 1,938 899 244 1,652 195 2,100 1,563 976 216 1,253 173 1,857 1,382 864 2,734 2,420 1,269 1,123 Total shelter inventory 1,801 2,666 3,342 3,102 1,847 1,426 Total housing inventory 699 4,741 5,523 6,297 8,886 7,862 1618 East County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 4.3% 21% 20% 560 224 336 60% 4.3% 18% 10% 588 261 327 56% East County 5-year inventory needs, households with only adults 4.3% 15% 0% 577 298 279 48% 4.3% 12% -10% 505 334 171 34% 4.3% 9% -10% 372 371 1 0% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Transitional housing Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 6 110 4 48 36 22 63 29 7 139 5 56 42 26 73 34 7 127 6 64 48 30 83 39 10 71 8 90 67 42 118 55 9 54 7 80 59 37 104 48 Total shelter inventory 115 144 133 79 61 Total housing inventory 204 237 271 382 338 1619 Mid -County CoC 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 18.5% 21% 20% 2,410 964 1,446 60% 18.5% 18% 10% 2,528 1,123 1,406 56% Mid -County CoC 5-year inventory needs, households with only adults 18.5% 15% 0% 2,483 1,281 1,202 48% 18.5% 12% -10% 2,174 1,439 735 34% 18.5% 9% -10% 1,600 1,597 3 0% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Transitional housing Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 24 474 19 207 154 96 270 125 28 596 22 241 180 112 314 146 32 548 26 275 205 128 359 166 45 306 36 389 289 181 506 235 40 232 32 344 256 160 448 208 Total shelter inventory 493 618 574 342 264 Total housing inventory 877 1022 1165 1644 1454 1620 North County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 16.5% 21% 20% 2,150 860 1,290 60% 16.5% 18% 10% 2,255 1,001 1,254 56% North County CoC 5-year inventory needs, households with only adults 16.5% 15% 0% 2,214 1,142 1,072 48% 16.5% 12% -10% 1,939 1,283 655 34% 16.5% 9% -10% 1,427 1,424 3 0% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Transitional housing Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 21 423 17 185 138 86 241 112 25 531 20 215 160 100 280 130 29 489 23 246 183 114 320 148 40 273 32 347 258 161 451 209 36 207 29 306 228 143 399 185 Total shelter inventory 440 551 512 305 235 Total housing inventory 782 911 1039 1466 1297 1621 Oakland 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 50.7% 21% 20% 6,605 2,643 3,962 60% 50.7% 18% 10% 6,929 3,076 3,852 56% Oakland 5-year inventory needs, households with only adults 50.7% 15% 0% 6,804 3,510 3,295 48% 50.7% 12% -10% 5,957 3,943 2,014 34% 50.7% 9% -10% 4,386 4,377 9 0% Year 1(2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Transitional housing Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 66 1,299 53 568 423 264 740 343 77 1,633 61 662 492 308 861 400 88 1,503 70 754 561 351 983 456 124 838 99 1,065 792 495 1,386 643 110 635 88 941 701 438 1,227 569 Total shelter inventory 1352 1694 1573 936 723 Total housing inventory 2404 2800 3193 4505 3986 1622 South County 5-year investment impact dashboard, households with only adults Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 10.0% 21% 20% 1,303 521 782 60% 10.0% 18% 10% 1,367 607 760 56% South County 5-year inventory needs, households with only adults 10.0% 15% 0% 1,342 692 650 48% 10.0% 12% -10% 1,175 778 397 34% 10.0% 9% -10% 865 863 2 0% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Transitional housing Rapid re -housing Supportive housing (PSH) Supportive housing (PSH) for older/frail adults Dedicated affordable housing Shallow subsidy 13 256 10 112 83 52 146 68 15 322 12 131 97 61 170 79 17 296 14 149 111 69 194 90 24 165 20 210 156 98 273 127 22 125 17 186 138 86 242 112 Total shelter inventory 267 334 310 185 143 Total housing inventory 474 552 630 889 786 1623 Total new units needed by year 5 by geography, households with adults & children All CoC East County Mid -County North County Oakland South County PIT % by geo. 100% 4.3% 18.5% 16.5% 50.7% 10.0% Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 60 655 873 3 28 38 11 121 161 10 108 144 30 332 443 6 66 87 Total units needed 1588 68 294 262 805 159 Entire CoC 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual HH in the system Annual exits Annual remaining % unmet need 100% 8% 20% 997 373 624 63% 100% 8% 10% 992 425 567 57% 100% 8% 0% 939 477 462 49% 100% 8% -10% 804 529 275 34% 100% 8% -10% 591 581 10 2% 1624 East County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 4.3% 8% 20% 43 16 27 63% 4.3% 8% 10% 43 18 24 57% East County 5-year inventory needs, households with adults & children 4.3% 8% 0% 40 21 20 49% 4.3% 8% -10% 35 23 12 34% 4.3% 8% -10% 25 25 0 2% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 0 8 2 2 5 6 0 8 3 2 6 7 1 8 3 2 6 8 1 7 3 2 7 9 1 6 4 2 7 10 Total shelter inventory 8 8 8 7 6 Total housing inventory 16 18 20 22 24 1625 Mid -County CoC 5-year investment impact dashboard, households with adults and children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 18.5% 8% 20% 184 69 115 63% 18.5% 8% 10% 183 79 105 57% 18.5% 8% 0% 174 88 85 49% Mid -County CoC 5-year inventory needs, households with adults and children 18.5% 8% -10% 149 98 51 34% 18.5% 8% -10% 109 108 2 2% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 2 36 10 7 21 28 2 35 12 8 24 31 2 33 13 9 26 35 2 30 15 10 29 39 3 24 16 11 32 43 Total shelter inventory 36 35 33 30 24 Total housing inventory 67 77 86 95 105 1626 North County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 16.5% 8% 20% 164 62 103 63% 16.5% 8% 10% 164 70 93 57% 16.5% 8% 0% 155 79 76 49% North County CoC 5-year inventory needs, households with adults & children 16.5% 8% -10% 133 87 45 34% 16.5% 8% -10% 98 96 2 2% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 1 33 9 6 18 25 2 32 11 7 21 28 2 30 12 8 24 32 2 26 13 9 26 35 2 22 14 10 29 38 Total shelter inventory 33 32 30 26 22 Total housing inventory 60 69 77 85 93 1627 Oakland 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 50.7% 8% 20% 505 189 316 63% 50.7% 8% 10% 503 216 287 57% Oakland 5-year inventory needs, households with adults & children 50.7% 8% 0% 476 242 234 49% 50.7% 8% -10% 408 268 139 34% 50.7% 8% -10% 300 295 5 2% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 5 100 28 19 57 76 6 97 32 22 65 86 6 91 37 24 73 97 7 81 40 27 81 107 8 67 44 29 88 118 Total shelter inventory 100 97 91 81 67 Total housing inventory 184 211 236 262 287 1628 South County 5-year investment impact dashboard, households with adults & children Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Percent of PIT Households returning from previous year Increase in new homelessness Annual households in the system Annual exits Annual remaining % unmet need 10.0% 8% 20% 100 37 62 63% 10.0% 8% 10% 99 43 57 57% South County 5-year inventory needs, households with adults & children 10.0% 8% 0% 94 48 46 49% 10.0% 8% -10% 80 53 27 34% 10.0% 8% -10% 59 58 1 2% Year 1 (2022) Year 2 (2023) Year 3 (2024) Year 4 (2025) Year 5 (2026) Prevention & rapid resolution Emergency shelter Rapid re -housing Supportive housing (PSH) Dedicated affordable housing Shallow subsidy 1 20 6 4 11 15 1 19 6 4 13 17 1 18 7 5 14 19 1 16 8 5 16 21 2 13 9 6 17 23 Total shelter inventory 20 19 18 16 13 Total housing inventory 36 42 47 52 57 1629 © 2022 Alameda County. All rights reserved. (05-22) 1630 California Interagency Council on Homelessness Homeless Housing, Assistance and Prevention Round 4 Application Application Information Application Due Date: 11/29/2022 This Cognito platform is the submission portal for the Cal ICH HHAP-4 Application. You will be required to upload a full copy of the HHAP-4 Data Tables Template and enter information into the portal from specific parts of the HHAP-4 Local Homelessness Action Plan and Application Template as outlined below. Please review the following HHAP-4 resources prior to beginning this application: • Homeless Housing, Assistance, and Prevention Program Statute • HHAP-4 Local Homelessness Action Plan & Application Template and • HHAP-4 Data Tables Application Submission for HHAP-4 Funding Using the HHAP-4 Local Homelessness Action Plan & Application Template as a guide, applicants must provide the following information in the applicable form section (see below) to submit a complete application for HHAP-4 funding: 1. Part I: Landscape Analysis of Needs, Demographics, And Funding: the information required in this section will be provided in Tables 1, 2, and 3 of the HHAP-4 Data Tables file uploaded in the Document Upload section. 2. Part II: Outcome Goals and Strategies for Achieving Those Goals: the information required in this section will be provided in Tables 4 and 5 of the HHAP-4 Data Tables file uploaded in the Document Upload section, AND copy and pasted into the fields in the Outcome Goals and Strategies section of this application form. 3. Part III: Narrative Responses: the information required in this section will be provided by entering the responses to the narrative questions within the Narrative Responses section of this application form. Applicants are NOT required to upload a separate document with the responses to these narrative questions, though applicants may do so if they wish. The responses entered into this 1631 Cognito form will be considered the official responses to the required narrative questions. 4. Part IV: HHAP-4 Funding Plans and Strategic Intent Narrative: the information required in this section will be provided in Tables 6 and 7 (as applicable), of the HHAP-4 Data Tables file uploaded in the Document Upload section, AND copy and pasted into the fields in the Funding Plan Strategic Intent section of this application form. 5. Evidence of meeting the requirement to agendize the application at a meeting of the governing board will be provided as a file upload in the Document Upload section. How to Navigate this Form This application form is divided into seven sections. The actions you must take within each section are described below. • Applicant Information: In this section, indicate (1) whether you will be submitting an individual or joint application, (2) list the eligible applicant jurisdiction(s), and (3) provide information about the Administrative Entity. • Document Upload: In this section, upload (1) the completed HHAP-4 Data Tables as an Excel file, (2) evidence of meeting the requirement to agendize the application at a regular meeting of the governing board where public comments may be received, and (3) any other supporting documentation you may wish to provide to support your application. • Part I. Landscape Analysis: In this section, answer the questions confirming that Tables 1, 2, and 3 have been completed and included in the HHAP-4 Data Tables file uploaded in the previous section. • Part II. Outcome Goals and Strategies: In this section, copy and paste your responses from Tables 4 and 5 of the completed HHAP-4 Data Tables. • Part III. Narrative: In this section, enter your responses from Part III of the HHAP-4 Local Homelessness Action Plan & Application Template. • Part IV. HHAP-4 Funding Plan Strategic Intent Narrative: In this section, enter your responses from Tables 6 and 7 of the completed HHAP-4 Data Tables file, and answer the narrative questions. • Certification: In this section, certify that the information is accurate and submit the application. Prior to the submission deadline, you can save your progress in this application and come back to it later by clicking the save button. This will provide you with a link to the saved application, and there will be an option to email that link to the email address(es) of your choosing. After submitting the application, you will not be able to make changes to your responses unless directed by Cal ICH staff. I have reviewed the HHAP-4 statute, FAQs, and application template documents Yes am a representative from an eligible CoC, Large City, and/or County Yes 1632 Applicant Information List the eligible applicant(s) submitting this application for HHAP-4 funding below and check the corresponding box to indicate whether the applicant(s) is/are applying individually or jointly. Eligible Applicant(s) and Individual or Joint Designation Joint This application represents the joint application for HHAP-4 funding on behalf of the following eligible applicant jurisdictions: Joint Applicants Selection Eligible Jurisdiction 1 Eligible Applicant Name Alameda County Eligible Jurisdiction 2 Eligible Applicant Name CA-502 Oakland, Berkeley/Alameda County CoC Click + Add Eligible Jurisdiction above to add additional joint applicants as needed. Administrative Entity Information Funds awarded based on this application will be administered by the following Administrative Entity: Administrative Entity Alameda County Health Care Services Agency Contact Person Kerry Abbott Title Director, Homeless Care and Coordination Contact Person Phone Number (510) 914-1832 Contact Person Email Kerry.Abbott@acgov.org *Agreement to Participate in HDIS and HMIS By submitting this application, we agree to participate in a statewide Homeless Data Integration System, and to enter individuals served by this funding into the local Homeless Management Information System, in accordance with local protocols. 1633 Document Upload Upload the completed HHAP-4 Data Tables (in .xlsx format), evidence of meeting the requirement to agendize the application at a regular meeting of the governing body where public comments may be received (such as a Board agenda or meeting minutes), and any other supporting documentation. HHAP-4 Data Tables data_tables_r4_Alameda County_rev.xlsx Governing Body Meeting Agenda or Minutes Board of Supervisors Regular Meeting Agenda 11-08-22.pdf Optional Supporting Documents Board Letter Regular Meeting 11-08-22_Item 9.pdf 1634 Part I. Landscape Analysis of Needs, Demographics, and Funding Table 1 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section. Yes Table 2 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section. Yes Table 3 is fully completed and included in the HHAP-4 Data Tables file uploaded in the previous section. Yes 1635 Part II. Outcome Goals and Strategies for Achieving Those Goals Copy and paste your responses to Tables 4 and 5 from the HHAP-4 Data Tables into the form below. All outcome goals are for the period between July 1, 2022 and June 30, 2025. Table 4: Outcome Goals Name of CoC CA-502 Oakland, Berkeley/Alameda County CoC la. Reducing the number of persons experiencing homelessness. Goal Statement By the end of the performance period, HDIS data for the [Alameda County CoC] will show [16,000] total people accessing services who are experiencing homelessness annually, representing [6,154] [more] people and a [63%] [increase] from the baseline. Goal Narrative HDIS baseline data shows the number of people served in our system to be much lower than local HMIS data, which shows 21,511 persons served in FY 21-22, our most recent annual measurement period. We are still trying to understand this significant discrepancy. One potential reason could be that Coordinated Entry data in HDIS appears quite low, and more CE entries should appear in future HDIS data pulls. Therefore, while 16,000 is an increase from HDIS baseline, it is a reduction from what we believe to be the true number of those currently served by our homeless response system. If we reference our HMIS data which reflects our local understanding of the severity of the problem (and also aligns with annual projections of people experiencing homelessness based on a one -morning snapshot provided by the 2022 PIT Count), then we are proposing to decrease the number of persons experiencing homelessness from 21,511 (true baseline) to 16,000, a decrease of 5,511 persons or 26%. This goal is also predicated on the notion that the discrepancies between HDIS and HMIS data will eventually resolve itself so that future HDIS data pulls are comparable to our local situation. While we aim to lower this number overall, the 16,000 also reflects that we hope to have everyone experiencing homelessness in our community accessing and receiving services from our homeless response system and included in HMIS. The balancing of reducing homelessness while ensuring greater coverage of who is known to our system is included in this goal. In HHAP-3 goal setting for 2024, we anticipated a similar reduction from over 19,000 people in our local HMIS baseline to 17,000, an 11% reduction using local numbers (although it appeared as an 87% increase from HDIS data that we couldn't substantiate). Similarly, our goal appears as an increase from HDIS data, but is set using our homeless system numbers that we're able to substantiate. Goals set for 2025 are more ambitious, proposing a 26% instead of 11 % decrease in our local situation. This decrease is in the context of continually increasing PIT Count numbers, that saw an overal 73% increase in homelessness from 2017 to 2022. While there are new housing opportunities for people experiencing homelessness in the pipeline, a reduction in homelessness cannot be realized without significant prevention efforts to stop the inflow of people becoming homeless, which hovers at a rate of 2.5 to 3 for every one person exiting homelessness. Prevention strategies have been articulated in the Home Together Plan but lack funding to implement. Baseline Change in # of Change as % of Target Annual Estimate of # of people Data People Baseline accessing services who are experiencing 9,846 6,154 63% homelessness 16,000 Decrease/Increase in # of People 1636 Increase Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Black and African American people experiencing homelessness represent the largest population of people in our homeless system. This population has consistently been over -represented compared to their representation in the general population. Current HDIS data shows 54% of those served by our homeless system are Black or African American, compared to approximately 11 % of Alameda County residents. This percentage has gradually increased over time. It is imperative that we take steps to address the disproportionate impact, and increase people served (and housed) to reduce this over -representation so it aligns more closely with the general population. Baseline for CY 2021 shows 5,318 Black or African Americans served by our homeless system. Our goal is to serve 9,400 Black or African American persons in 2025, which would be a decrease of 6% relative to our 2024 goal, but would represent 59% of all persons served, which is commensurate with our HHAP-3 goal to serve this population at a rate that is greater than the general and homeless system population. We strive to increase this population served to reflect greater access to resources and housing exits. Describe the trackable data goal(s) related to this Outcome Goal: People who are Black or African American as a % of total persons served by our homeless response system. Our target is to increase this percentage represented in homeless system programs and services to reach 59% of the total population served by 2025 (or 9,400 Black or African American individuals served), to ensure there is over -representation in services received and exits to housing. 1 b. Reducing the number of persons experiencing homelessness on a daily basis Goal Statement By the end of the performance period, data for the [Alameda County CoC] will show [6,300] total people experiencing unsheltered homelessness daily, representing [835] [fewer] people and a [12%] [reduction] from the baseline. Goal Narrative Since our 2017 PIT Count, our CoC has experienced an 85% increase in unsheltered homelessness (3,863 unsheltered in 2017; 6,312 in 2019; and 7,135 in 2022). However, if we remove the 2017 number of unsheltered and focus on the more recent counts from 2019 and 2022, then we see a 13% increase in the unsheltered population, which changes our 2025 projections to 8,232 people predicted to be unsheltered at that time. While the absolute numbers of unsheltered homeless continue to increase and are projected to keep increasing in the 2024 PIT Count based on current trend lines, the % of unsheltered to sheltered has decreased from 79% unsheltered in 2019 to 73% in the 2022 PIT Count. We believe this number/percentage would likely be higher if it weren't for the many Roomkey units that were still available during the 2022 PIT. With the loss of Roomkey units and the current trajectory, we'd expect continued increases in the unsheltered population. However, our Home Together Plan calls for significant and temporary investment in shelter to help slow down this increase, and to provide temporary housing while more permanent housing makes its way through the pipeline. Without significant funding, however, we cannot realize our goal of adding 1,625 units of shelter to our inventory by 2023 as called for in the Plan 1637 (which would bring our total to 3,410 shelter units). Without ongoing funding, it is difficult to expand and sustain inventory, knowing that future operating and leasing costs do not have a funding source. Our biggest source of recurring funding is through HUD, and much of our HUD CoC package supports ongoing rental assistance for people already in permanent housing. However, our Home Together Plan calls for a number of activities that support efforts to increase the production of low -barrier shelter and interim housing, including lowering progammic barriers to crisis services, ensuring that existing shelter inventory can be maximally utilized, and increasing medical and mental health respite by 300 beds and including resources for rehousing exits. For these reasons, we anticipate being able to reverse this trend, and start to change direction in 2024 and beyond. This includes adjusting our previous HHAP-3 goal from 8,100 unsheltered to a new goal of 7,000 by 2024, representing our first decrease in the next PIT Count. Our goal(s) represents stabilization so that, while unsheltered homelessness is predicted to temporarily increase, the addition of new shelter and interim housing can slow down this trajectory and reverse direction by 2025 as more shelter and housing is brought online. Our 2025 goal to have no more than 6,300 people unsheltered represents a 12% decrease from baseline, and a 10% reduction from our HHAP-3 adjusted goal of 7,000. We are proposing a significant reduction from the 2025 projection of 8,232 unsheltered to 6,300. This also represents a 22% decrease from our original HHAP-3 goal of 8,100. We continue to partner with cities to use each round of HHAP funding to bring on more units of interim housing, although it can take a few years to see projects finalized and sustainability of these projects when one-time funding ends remains a top concern. Baseline Change in # of Change as % of Target Daily Estimate of # of people Data People Baseline experiencing unsheltered homelessness 7,135 835 12% 6,300 Decrease/Increase in # of People Decrease Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Our latest PIT Count (2022) shows that unaccompanied youth households (ages 18-24) that are unsheltered comprise 9.3% of our CoC's total unsheltered population, which is higher than the percentage this population represents within our total homeless system (8%). This overrepresentation of youth in unsheltered homelessness is also consistent with data from our prior 2019 PIT Count which shows youth represented as 9% of the unsheltered population. We have seen this number reduced in the past (between 2017 and 2019) and believe that with targeted interventions including expanded access to Coordinated Entry through youth access points (a focus of YHDP), as well as interim housing for youth, we can once again impact this number. We are proposing a 20% decrease relative to our 2024 goal, with strategies informed by our youth coordinated community plan developed under YHDP. Describe the trackable data goal(s) related to this Outcome Goal: Our goal is to bring the # of unaccompanied youth who are unsheltered down by 2.3% to 7% of the unsheltered population in 2025, or no more than 441 (of the 6,300 goal set for total unsheltered homelessness) unaccompanied youth experiencing unsheltered homelessness. This decrease would be two full percentage points lower than the current percentage of the total homeless population that 1638 unaccompanied youth represent (9% or 666 unaccompanied youth). 2. Reducing the number of persons who become newly homeless. 2. Reducing the number of persons who become newly homeless. Goal Statement By the end of the performance period, HDIS data for the [Alameda County CoC] will show [6,000] total people become newly homeless each year, representing [1,372] [more] people and a [30%] [increase] from the baseline. Goal Narrative Our community doesn't currently anticipate an influx in prevention resources, and like many others, are challenged with how to build out an effective and resourced prevention arm connected to our homeless response system. We foresee that due to the lifting of eviction moratoria when the local health emergency ends, and the wind down of one-time COVID resource -funded rental assistance (e.g. Emergency Rental Assistance Program (ERAP), which received over 11,000 applications in the County, not including the large cities of Oakland and Fremont that received their own applications. Of the 8,556 households that were approved for funding through the County, about 2/3 of these households are below 30% AMI, increasing their risk for falling into homelessness once supports are lifted) we anticipate seeing future increases in first-time homelessness, although likely not immediately, as evictions and loss of housing are just one step in a chain of events that contribute to eventual homelessness. HDIS data shows first-time homelessness increased by 17% between 2020 and 2021 (3967 to 4628), surpassing our 2021 target of where we'd need to be to meet our HHAP-3 2024 goal (4475 in 2021). At our current rate of increase, we would expect to see approx. 7,667 people become homeless for the first time in 2025. Homeless system modeling and projections in our Home Together 2026 Plan also project an increase in first-time homelessness in 2022 and 2023, with eventual stabilizing in 2024 and slight decreases thereafter (contingent on our Plan being sufficiently resourced with new funding over a five-year period, resulting in an additional 24,000 new units and subsidies). For these reasons, we propose to slow this upward trajectory of the rate of first time homelessness. This goal would result in 6,000 people becoming homeless for the first time in 2025 instead of 7,667, a decrease of 22%, and a stabilizing of our 2024 estimate. We hope to achieve this through identification of new prevention funding, building on existing partnerships with other mainstream/institutional settings exiting people to the homeless system (e.g. criminal justice system, hospitals, etc.) and leveraging data from multiple systems to help identify those most likely to become homeless through key screening indicators. Baseline Change in # of People Change as % of Target Annual Estimate of # of Data 1,372 Baseline people who become newly homeless 4,628 30% each year 6,000 Decrease/Increase in # of People Increase Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness 1639 Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: The number of Black or African American people who became homeless for the first time in CY 2020 was 1,951 or 49% of the total number of people experiencing homelessness for the first time, well above the representation of Black or African American people in the general population (11 %). The number of Black or African American people who became homeless for the first time in CY 2021 was 2,451 or 53%, an even greater disparity compared to the representation of Black or African American people in the general population. We are proposing to reduce first time homelessness for Black or African American people through housing problem solving and flexible financial assistance resources targeted to achieve greater race equity. Instead of continued growth in this subpopulation, we are proposing to slow the growth rate so that no more than 2,750 of those becoming homeless for the first time in 2025 are Black or African American. This would be a redirection in 2025 from the currently projected 51 % of first-time homeless or 3,920 people, who are Black or African American. We are proposing a reduction from the projected 51 % to no more than 46%, a decrease of 5% of the first-time homeless population. Describe the trackable data goal(s) related to this Outcome Goal: The number of Black or African American people experiencing first-time homelessness will be no greater than 2,750, or 46% by 2025. 3. Increasing the number of people exiting homelessness into permanent housing. 3. Increasing the number of people exiting homelessness into permanent housing. Goal Statement By the end of the performance period, HDIS data for the [Alameda County CoC] will show [2,250] total people exiting homelessness into permanent housing annually, representing [240] [more] people and a [12%] [increase] from the baseline. Goal Narrative We saw an 11 % increase in housing exits between 2020 and 2021 (1,813 to 2,010 exits), due to new housing resources coming online. However, most of our future housing inventory will show up in HMIS as PSH enrollments with ongoing services (and therefore not system exits), meaning that people who are housed with these resources will be enrolled in PSH ongoing and will not impact this measure since they aren't considered an exit from the system. As we increase tenancy sustaining service slots through CaIAIM, we anticipate that everyone housed through Coordinated Entry will be enrolled in these services ongoing (which is the goal) to support housing retention and homelessness prevention, but will continue to be active/enrolled in our system. For this reason, while we anticipate the number of overall housing exits to continue increasing, there is concern that much of this growth will not be captured by this measure. Although it is not entirely clear the population that is exiting to housing outside of the system without ongoing supports, since we don't have our arms around people once they have exited, our projection tool shows us that this type of housing exit continues to steadily increase. We therefore project a 12% increase in system exits to housing from our 2021 baseline (an additional 240 exits), and a 15% increase from our 2024 projected goal of 1,950 system exits to housing. Based on updated baseline data, we believe we can surpass our HHAP-3 2024 goal with further steady increases. While we are optimistic about bringing more housing online, the impact of increased housing exits will continue to be offset by the inflow into our system which averages at a rate of 2.5-3 people becoming homeless for every 1 person who exits. Without permanent funding to work on prevention, increasing total housing exits alone will not move our system to functional zero. 1640 Current projections in our Home Together Plan include 1,447 units of PSH coming online over the next two fiscal years (through June 2024), but as noted, our projected goal does not include all the people who will move from homelessness to permanent housing due to our understanding of the limitations with the methodology for this measure. Our Home Together Plan also articulates that with significant additional funding and resources, we could increase exits from our system to more than 6,000 households annually by 2024. The Plan calls for the addition of over 24,000 new housing opportunities (both units and subsidies) by 2026, if funding can be identified. These projects to increase inventory would include expansions in rapid rehousing and supportive housing, as well as significant investments in newer program models for our community such as dedicated affordable housing and shallow subsidies that provides housing that allows people independence and autonomy with economic supports, a strategy recommended to be more effective in reducing racial disparities in our community. We have seen success with focused smaller -scale programs that serve families in rapid rehousing (e.g. CaIWORKS HSP), or OPRI (Oakland PATH Rehousing Initiative) that provides sponsor -based rental assistance and supportive services to people living on the street or in emergency shelters, and people exiting foster care or the criminal justice system. The OPRI partnership includes City of Oakand, the Oakland Housing Authority, Alameda County, and multiple non-profit agencies. Bringing programs like this to scale through increased subsidy and service slots would greatly impact our system. In addition, there are a number of efforts over the past year that have launched to increase exits from our homeless response system to permanent housing: 1) funding housing navigation and housing stability services through CalAIM so that people can more easily access available housing and receive supports to stay housed; 2) procuring funds for operating subsidies that will add financial support to dedicated affordable units through a new local operating subsidy pool; and 3) local jurisdictions (cities) within the County are dedicating funding towards new supportive housing and rapid rehousing programs, are setting aside dedicated affordable units for homeless households, and have launched shallow subsidy programs. Baseline Change in # of Change as % of Target Annual Estimate of # of people Data People Baseline exiting homelessness into permanent 2,010 240 12% housing 2,250 Decrease/Increase in # of People Increase Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: With our 2020 baseline data, we did not see significant disparities in exits to housing when compared with representation in our overall homeless system, so in alignment with our Home Together 2026 Community Plan to center race equity and reduce racial disparities, and in the absence of any one single racial group more disproportionately impacted than others (according to State HDIS data), we set an intention to reach larger percentages of all BIPOC served by the system and exiting to permanent housing, so that exits to housing align with BIPOC representation in the overall homeless system. With the 2021 baseline data, we continue to see racial groups mostly represented in alignment with their overall representation in the homeless system. However, there are some areas for improvement, including American Indian or Alaska Natives who comprise 3.4% of our homeless population but only represent 2.7% of housing exits from our system. Other racial groups are within a one percentile difference between their representation in the homeless system and system exits to housing. Also, because we know that Black or African American 1641 people in particular are hugely overrepresented in the homeless system (54% compared to 11 % of the general County population) we will continue to focus on access to housing problem solving and flexible financial assistance at the front door of our homeless system (access points/housing resource centers) so that there is greater access and opportunities for BIPOC populations to exit to housing without having to enter the homeless system and experience long waits for system resources. Describe the trackable data goal(s) related to this Outcome Goal: To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2025 over 3% of housing exits will be American Indian or Alaska Native; and we will maintain or improve representation in successful exits for people who are Asian at 3%; Black or African American at 54%; 2% Native Hawaiian or other Pacific Islander; and 7% for people of multiple races. 4. Reducing the length of time persons remain homeless. 4. Reducing the length of time persons remain homeless. Goal Statement By the end of the performance period, HDIS data for the [Alameda County CoC] will show [152] days as the average length of time that persons are enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move -in for persons enrolled in rapid rehousing and permanent housing programs annually, representing [16] [fewer] people and a [10%] [reduction] from the baseline. Goal Narrative The State's HDIS baseline data for this measure is significantly lower than what local HMIS data demonstrates (HMIS data shows that 229 days was the average length of time people remained homeless in Alameda County in CY 2021). Therefore, maintaining the average length of time that people in Alameda County remain homeless at 152 days (our CY 2020 baseline) between 2021 and 2025 is far below what local data shows, and as such is a significant decrease/reduction for this measure. The projection tool used to support goal setting for 2024 and 2025 shows that we're currently projected to reach 164 days as the average length of time someone remains homeless by 2025, only a modest reduction from current baseline. We believe we can take this goal further but cannot see moving the needle beyond what we already established in HHAP-3 which is a maintenance of effort for this data point which we haven't been able to substantiate locally. For further comparison, our HMIS data for this sytem performance measure across Fiscal Year 2021-2022 shows 226 days as the average length of time, similar to what we pulled locally for CY 2021. We know that housing in the pipeline doesn't come online all at once, and that so long as the inflow into homelessness continues at the current rate (which seems likely given all that happens upstream on someone's way to becoming homeless), there will not be enough housing to exit people from the system swiftly without a significant long-term investment in new housing. Given this constraint, there will continue to be issues with flow through the system. PIT Count data also shows a large number of our homeless population is impacted with health and mental health disabilities (49% report psychiatric or emotional conditions; 34% report chronic health conditions; and 33% report physical disabilities), which impacts the time people are waiting for appropriate resources, as we need more housing with enhanced services for older adults, and persons who are medically fraile and/or with behavioral health impairments. New models in our system show great promise is providing these more intensive on -sight services so that people can stay housed in the community but require funding to be brought to scale. We also have very little turnover in PSH (which currently makes up the majority of our homeless housing) which is a strength of the system and speaks to our commitment to ensure ongoing services available to everyone for as long as needed, but also means that without new housing brought to scale, there is very little flow with existing inventory. We also see that lengths of stay in some types of interim housing have increased which can be a benefit, as the consumers in those programs are given the supports they need while housing plans are developed and implemented. With the continued move to reduce shelter barriers, people are willing to stay longer 1642 while working on their long-term housing plans. Baseline Data Change in # Change as % of Target Average length of time (in # 168 of Days Baseline of days) persons enrolled in street 16 10% outreach, emergency shelter, transitional housing, safehaven projects and time prior to move -in for persons enrolled in rapid rehousing and permanent housing programs 152 Decrease/Increase in # of Days Decrease Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Updated HDIS baseline data shows the average length of time families with minor children remain homeless continues to be much higher than for households without children (236 days vs. 146 days). This number for families continues to increase based on past data. Our projected performance indicates that if nothing changes, we are on pace to reach an average of 251 days that families with minor children stay homeless by year 2025. While this data could be attributable to families spending more time in programs such as interim housing/transitional housing/etc., our goal is to bring this number down to less than 200 days by 2025, a 15% decrease in length of time from current baseline, and a 20% reduction from our projected performance in 2025 (251 days vs. 200 days) reversing the current trend of increases. Describe the trackable data goal(s) related to this Outcome Goal: Reduce the average length of time that families with children remain homeless. Target goal is less than 200 days that families remain homeless by 2025. This is an 15% decrease from the 2021 HDIS baseline (236 days). 5. Reducing the number of persons who return to homelessness within two years after exiting homelessness to permanent housing. 5. Reducing the number of persons who return to homelessness within two years after exiting homelessness to permanent housing. Goal Statement By the end of the performance period, HDIS data for the [Alameda County CoC] will show [7%] of people return to homelessness within 2 years after having exited homelessness to permanent housing, representing [0] [fewer or more] people and a [0%] [reduction or increase] from the baseline. 1643 Goal Narrative This measure has remained relatively stable over the years (usually always at or under 10(Yo, but not much variation from there) and would require a longer timeframe (beyond 2025) to achieve significant reductions. This goal represents a focus on increasing the number of people experiencing homelessness who exit to housing, while managing ongoing housing retention with some expected levels of attrition. We don't anticipate major levers impacting this relatively stable data point, and would go so far as to postulate that the 7% seen in the State's CY 2021 data may be more of an outlier that will regress to the mean over time. While it's great to see a decrease from HDIS CY 2020 numbers, we wouldn't expect to continue seeing reductions as there is some level of margin/tolerance in any system. DHCS is setting its performance measures for HHIP at no more than 15% returns to homelessness for their population of formerly homeless managed care members who exit to housing, and between this threshold and those set locally in response to tracking this data with HUD over a longer period of time, we have no reason to believe it would be possible to further suppress returns below 7%. As a community, we have dedicated a lot of funding to ensuring that most people exiting to homeless housing through our system have ongoing tenancy sustaining/housing stability services for as long as needed, and we attribute bringing those services to scale through Medi-Cal funding as part of CaIAIM, as a key strategy to stay at or below 10% locally with returns to homelessness. However, continued authorizations of these services to cover a long period of time once housed is at the discretion of the Managed Care Plans, and it's not yet clear how the policies they may set around future approval of these services could impact whether some people in housing lose those supports and consequently lose their housing as well. We are continuining to advocate locally for long-term coverage through CaIAIM, as well as at the State level to make tenancy sustaining services a covered Medi-Cal benefit, which would promote housing retention for a large group of people. Baseline Change in % of Change as % of Target % of people who return to Data People Baseline homelessness wihtin 2 years after having 7% 0% 0% exited homelessness to permanent housing 7% Decrease/Increase in # of People Decrease Optional Comments The Decrease/Increase fields above would not allow for a neutral/no change option which is what we're proposing when it comes to maintaining our returns to homelessness at no more than 7%. Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Returns to homelessness for transition age youth (ages 18-24) is currently at 11 %, much higher than the system average of 7%. Our goal is to decrease unaccompanied youth returns to homelessness, so they're more in line with the rate of returns to homelessness in the overall homeless system. Unaccompanied youth ages 18-24 comprise approximately 6.6% of our homeless system according to CY 2021 data. There should be adequate supports in place to ensure housing retention for this group in line with the rest of our homeless system, so that their returns look similar to the overall system (which we target to be at 10% or lower), if not stronger. This calls for reducing returns by 1 % each year to get to 7% in 2025. We believe that decreasing returns to homelessness for transition age youth from 11 % to 7% can be accomplished with continued partnership between our County, Continuum of Care, and Youth Action Board, and with the infusion of new YHDP funds deployed to activities called for in the Youth Coordinated Community Plan. 1644 Describe the trackable data goal(s) related to this Outcome Goal: Reduce the percentage of transition age youth who return to homelessness after exiting homelessness to permanent housing from 11 % to 7%. 6. Increasing successful placements from street outreach. 6. Increasing successful placements from street outreach. Goal Statement By the end of the performance period, HDIS data for the [Alameda CoC] will show [50] total people served in street outreach projects exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations annually, representing [6] [more] people and a [14%] [increase] from the baseline. Goal Narrative State HDIS data shows that successful placements from street outreach have increased by 214% since 2018 through 2021 (14 to 44 placements), with the biggest increase during that period realized between 2020 to 2021. We believe we can continue increasing this goal (as we projected in HHAP-3) as we expect expansion of outreach teams using HMIS in our CoC beginning FY 2022/2023. In addition, there are an increased number of street health outreach teams participating in housing problem solving and front door services as part of our Coordinated Entry, which will also positively impact this measure. Using HHIP funds from DHCS, we are also partnering with our managed care plans to support data collection and expansion of people served by street heath outreach teams, which should support an increase in successful placements over the next few years. However, we're striving to ensure we keep this goal realistic, as successful placements depend on availability of both interim and permanent housing, and the system is therefore reliant on an increase in shelter options that can be accessible by street outreach, which will require new funding investments to realize (as discussed in Goal 1 b). As street outreach is often the first encounter/touchpoint to the homeless response system, there are still many people encountered by outreach teams who are not yet ready to consent to data entry in HMIS which has also artificially limited the number of people receiving services through this access point. Baseline Data Change in # of Change as % of Target Annual # of people served in 44 People Baseline street outreach projects who exit to 6 14% emergency shelter, safe haven, transitional housing, or permanent housing destinations. 50 Decrease/Increase in # of People Increase Optional Comments Describe Your Related Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness Describe any underserved and/or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: There is insufficient population data from HDIS on those included in this measure from 2018 - 2021 (n=44) to draw meaningful conclusions about disproportionately impacted populations with such a small sample size. HDIS only provided data for a couple subpopulations but suppressed most because of the small 1645 number of people reported in those categories. Where there was population data, it did not reveal noticable inequities (e.g. Black or African Americans represent 54% of our homeless system and made up 61 % of successful placements from outreach; people with significant mental illness represent 30% of our system and made up 50% of succesful placements). However, as prioritized in our Home Together Plan, we have an intention to ensure that the population served by street outreach teams with successful exits aligns with BIPOC representation in the overall homeless system. In alignment with our Home Together 2026 Community Plan to center racial equity and reduce racial disparities, we will set goals to reach larger percentages of all BIPOC served by street outreach and exiting to successful placements, so that it aligns with BIPOC representation in the overall homeless system. Describe the trackable data goal(s) related to this Outcome Goal: To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2025 at least 3% of all successful placements from street outreach will be American Indian or Alaska Native; at least 3% Asian; at least 54% Black or African American; at least 2% Native Hawaiian or other Pacific Islander; and at least 7% multiple races. Table 5: Strategies to Achieve Outcome Goals Strategy 1 Type of Strategy Increasing investments into, or otherwise scaling up, specific interventions or program types Description Prevent Homelessness: Focus resources for prevention on people most likely to lose their homes (Home Together Plan, Goal 1, Strategy 2)- Implement and expand shallow subsidies availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless. Track progress on this goal area through system performance measures and corresponding measures of increased racial equity. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities Office of Homeless Care and Coordination (system connection); Alameda County Behavioral Health (Care First, Jails Last); Social Services Agency (workforce development) Measurable Targets Add 1,740 shallow subsidies for households in our homelessness response system. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 2. Reducing the number of persons who become homeless for the first time. 5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 2 Type of Strategy 1646 Increasing investments into, or otherwise scaling up, specific interventions or program types Description Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by adding resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Increase current flexible funding for Housing Problem Solving by 20% from CY 2022 contract amounts (an increase of $100,000). Increase the centralized Housing Assistance Fund by 20% from CY 2022 levels (an increase of $200,000). Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 2. Reducing the number of persons who become homeless for the first time. 5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 3 Type of Strategy Strengthening the quality or performance of housing and/or services programs Description Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by offering Housing Problem Solving training and funding to all CE access point providers and outreach staff throughout the system so that providers can quickly assist people when and where they seek help. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Facilitate at least one Housing Problem Solving training per year available to all CE providers. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 2. Reducing the number of persons who become homeless for the first time. 1647 5. Reduing the number of persons who return to homelessness after exiting homelessness to permanent housing. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 4 Type of Strategy Strengthening systemic efforts and processes, such as coordinated entry and assessment processes, landlord engagement efforts, housing navigation strategies, and other systemic improvements Description Connect people to shelter and needed resources: expand access in key neighborhoods and continue improvements to Coordinated Entry (Home Together Plan, Goal 2, Strategy 1). Activities include expanding neighborhood -based access points to the system's housing and shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness; and continue to track and evaluate the impact of updates to CES to ensure impacts are effective and support reductions in racial disparities. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as CE Management Entity Measurable Targets Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 6. Increasing successful placements from street outreach 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 5 Type of Strategy Increasing investments into, or otherwise scaling up, specific interventions or program types Description Connect people to shelter and needed resources: Significantly increase the availability of shelter, especially non -congregate models, to serve vulnerable households and to reduce unsheltered homelessness (Home Together Plan, Goal 2, Strategy 4). New shelter will be primarily non -congregate and include access to support services; as new housing comes online, transition non -congregate shelters into permanent housing or remove these beds from the system as demand is reduced. Currently, Alameda County has two Homekey projects awarded that will become supportive housing but are currently used as interim housing to align with this strategy. Timeframe 1648 July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC, County Housing & Community Development, County Social Services Agency Measurable Targets Add 1625 temporary additional non -congregate shelter beds to serve vulnerable adults, and families with children. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 6. Increasing successful placements from street outreach 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 6 Type of Strategy Expanding and strengthening cross -system partnerships and/or collaborative planning Description Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Home Together Plan, Goal 3, Strategy 1). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; and creating a new model of supportive housing for older/frail adults with more intensive health service needs. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities County Housing & Community Development, OHCC Measurable Targets Add 1,285+ new supportive housing subsidies to our homelessness response system. Add 520+ new (additional) supportive housing subsidies for older adults. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 3. Increasing the number of people exiting homelessness into permanent housing. 4. Reducing the length of time persons remain homeless. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 7 Type of Strategy Other equity -focused strategies Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by providing affordable housing without time 1649 limits for approximately 30% of adult only households and 28% of family households in the homeless system (over a five-year period). Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities County HCD, OHCC Measurable Targets Add 3,320 dedicated affordable housing subsidies available to households in the homelessness response system. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 3. Increasing the number of people exiting homelessness into permanent housing. 4. Reducing the length of time persons remain homeless. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 8 Type of Strategy Building the capacity of homelessness response system to utilize resources, implement best practices, and/or achieve outcomes Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Home Together Plan, Goal 3, Strategy 2) by adding capacity within the system to support new dedicated affordable units including staff for new local operating subsidy program, additional CE staffing and lighter and variable supportive services. Monitor race and ethnicity for those matched to dedicated affordable housing opportunities in the homeless system to ensure BIPOC populations are represented at or above their prevalence in the homeless system. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities HCD, OHCC Measurable Targets Launch a Local Operating Subsidy Pool operated by HCD with support from OHCC in 2023. Support 42 housing opportunities through Local Pool by 2025. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 3. Increasing the number of people exiting homelessness into permanent housing. 4. Reducing the length of time persons remain homeless. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1650 Strategy 9 Type of Strategy Improving data quality, data systems, and/or data analyses to better inform decision -making Description Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving HMIS coverage; and 2) improving data quality and regularly reviewing system and program outcomes data disaggregated by race. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC, County Housing & Community Development Measurable Targets Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. Strategy 10 Type of Strategy Improving data quality, data systems, and/or data analyses to better inform decision -making Description Strengthen coordination, communication, and capacity: Use data to improve outcomes and track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving the tracking of resources and inventory (e.g. development of a supportive housing pipeline tool) to support evaluation and reporting. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC Measurable Targets Develop tracking tools and provide annual updates on the Home Together Community Plan beginning in FY 2022 - 2023. Performance Measure(s) to Be Impacted (Check all that apply) 1. Reducing the number of persons experiencing homelessness. 7. Focused on equity goals related to underserved populations and populations disproportionately impacted by homelessness. 1651 Click + Add Strategy above to add additional strategies as needed. 1652 Part III. Narrative Responses Copy and paste your responses to Part III. Narrative Responses from the HHAP-4 Local Homelessness Action Plan & Application Template into the form below. Question 1 [50220.8(b)(3)(D)] My jurisdiction (e.g., City, County, CoC) collaborated with other overlapping jurisdictions to develop the strategies and goals related to HHAP-4 Q1 Yes Question 2 [50220.8(b)(3)(D)] My jurisdiction (e.g., City, County, CoC) consulted with each of the following entities to determine how HHAP-4 funds would be used: Public agencies (governmental entities) Yes Private sector partners (philanthropy, local businesses, CBOs, etc.) No Service providers (direct service providers, outreach, shelter providers, etc.) Yes Local governing boards Yes People with lived experience Yes Other No a. Please describe your most notable coordination and collaborative processes with these entities. Most notably, the City of Oakland and Alameda County continue to strengthen their partnership, particularly as there have been changes in city staff at the leadership level this past year. To that end, we are meeting with new staff from both the Human Services Department and the City Administrator's Office on a weekly and biweekly basis, with several ad -hoc meetings to develop our HHAP-4 goals and approach. Our regular coordination meetings span a range of collaborative areas, including street outreach and encampment response, housing services, Roomkey/Homekey, Coordinated Entry, policy and planning including new initiatives such a CaIAIM and HHIP, and housing development/capital projects. Agenda building is collaborative, and this time is held to ensure information sharing, alignment, and identification of next steps with overlapping projects. In regard to HHAP, youth specific conversations have also been held to ensure that use of funds is complementary, especially given that a majority of youth providers are based out of Oakland where we see the greatest percentage of the County's homeless population. Both jurisdictions share a commitment to coordinate the use of funds beyond just HHAP to integrate interim and 1653 permanent housing resources through joint adoption of our coordinated community plan, Home Together 2026, which details out resources and funding needed at both County and city levels. Question 3 [50220.8(b)(3)(B) and 50220.8(b)(3)(E)] My jurisdiction (e.g., City, County, CoC) is partnering or plans to use anv round of HHAP funding to increase partnership with: People with lived experience Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? Yes Social services (CalFresh, Medi-cal, CaIWORKs, SSI, VA Benefits, etc.) Yes Is this partnership formal or informal? Informal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? No Justice entities Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? 1654 No Workforce system Yes Is this partnership formal or informal? Informal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? No Services for older adults Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? No Services for people with disabilities Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? 1655 Yes Child welfare system Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? No Education system Yes Is this partnership formal or informal? Informal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? No Local Homeless Coordinated Entry System Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? 1656 Yes Other (please specify) Yes Is this partnership formal or informal? Formal partnering Is this partnership current or planned? Current Do HHAP Funds Support This Partnership? Yes Other response Managed Care Plans a. Please describe your most notable partnership with these groups (e.g. MOUs, shared funding, data sharing agreements, service coordination, etc.) Data Sharing Agreements, contracts, MOUs, shared funding, and service coordination are all in place with both of our managed care plans regarding their members experiencing homelessness who are eligible for CaIAIM housing services. This relationship was initially developed through Whole Person Care partnership, but has been strengthened significantly through CaIAIM as it is becoming a key program in our homeless system. We are now working closely on HHIP investments to achieve system -level outcomes. As a result, our managed care plan partners now participate in our CoC committees, and we have several weekly and monthly coordination meetings focused on homelessness, including weekly operational meetings for Housing Community Supports; biweekly planning meetings for HHIP investments; monthly leadership meetings for overall CaIAIM strategy; and CaIAIM Stakeholder Committee meetings bimonthly to ensure alignment. HHIP has also created stronger data sharing processes as the managed care plans are reliant on county -level data coming from HMIS and our Social Health Information Exchange. MOUs already existed to share this information, but now the data being shared is increasing in scope to meet the performance requirements of HHIP. One additional example of notable partnership is with our local PHAs. Although not specifically called out in the table, the issuance of Emergency Housing Vouchers (EHV) called for partnership and MOUs with 4 housing authorities in our county to issue 875 vouchers. This effort called on use of our COVID-prioritization to refer residents exiting Project Roomkey, all handled by our Coordinated Entry matching and referral team; included targeted set -asides for special populations (TAY and the gender -based violence community); pairing services through County -provided housing navigation and tenancy sustaining services; and landlord liaison services to help support voucher uptake. These partnerships included data sharing to capture matching, referrals, application submissions, vouchers issued and leased up, all with an eye to ensuring race equity throughout the process. 1657 Question 4 [50220.8(b)(3)(B) and 50220.8(b)(3)(E)] My jurisdiction (e.g., partnership, strategies, and resources across: Managed care plans and resources (such as the Housing [HHIP]) Yes Data Sharing Agreement Established City, County, CoC) is strengthening its and Homelessness Incentive Program Physical and behavioral health care systems and resources Yes Data Sharing Agreement Established Public health system and resources Yes Other (please explain) Public health system and resources response Data Sharing being explored through use of our Social Health Information Exchange instead of 1:1 between each County department. a. Please describe your most notable coordination, planning, and/or sharing of data/information that is occurring within these partnerships. While many counties that received Medi-Cal Whole Person Care Funds implemented a version of a Community Health Record (CHR), Alameda County's is one of the most comprehensive systems in the state. Our CHR has more than 600 active users representing 120 health and housing programs and includes records for more than 700,000 individuals. The Social Health Information Exchange (SHIE), the engine that powers the CHR, is unique in the state as it enables integration with other core systems, including the electronic health record, the county Homeless Management Information System (HMIS), the county jail information database, case management, and claims. Using the SHIE, we are able to identify and analyze disparate data among the County population at risk of or experiencing homelessness and use this information to develop and execute services and initiatives to ensure system -wide racial and gender equity. Some functions of this infrastructure we are able to benefit from include: 1) the ability to conduct comprehensive population analysis such as accessing homelessness information alongside healthcare utilization to identify and homeless consumers that need specialty care for outreach and care coordination; 2) the ability to perform patient matching from different sectors of data enabling us to analyze services and care needs to better respond to health disparities; 3) the ability to conduct system -level analysis of services and outcomes to identify successful interventions, and support organizations with capacity development to improve care; 4) the ability to immediately and effectively take action to mitigate risk to the homeless population during pandemic situations; and 5) the ability to identify consumer program eligibility and connect them to services. These functions have all become critical in launching partnership -driven programs between the County Health Care Service Agency and our Managed Care Plan partners for CaIAIM and now HHIP, where the sharing of data and information about Health Plan members experiencing homelessness is required. Question 5 [50220.8(b)(3)(F)] Please select what actions your jurisdiction will take to ensure racial/ethnic/gender groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services: 1658 [50220.8(b)(3)(F)] Please select what actions your jurisdiction will take to ensure racial/ethnic/gender groups that are overrepresented among residents experiencing homelessness have equitable access to housing and services: Disaggregating administrative data for use in decision making processes Modifying procurement processes Ensuring those with lived experience have a role in program design, strategy development, and oversight Developing workgroups and hosting training related to advancing equity a. Please describe the most notable specific actions the jurisdiction will take regarding equity for racial/ethnic/gender groups. Addressing Racial Disparities: Our HMIS data shows racial disparities in both first-time homelessness and returns to homelessness, with African Americans and Native Americans experiencing homelessness at a rate four times higher than Alameda County's general population. Some of the efforts embedded in our service model that we will continue to implement to address these inequities include supporting evidence - based strategies, contracting with place -based CBOs that are representative of populations experiencing homelessness, incorporating peer specialists, multi-lingual and people with lived experience in service teams and prioritizing the delivery of services in neighborhoods with higher populations of Black and Native American residents. In addition, OHCC funds multiple efforts within our jurisdiction to uplift and enhance the representation of individuals with lived expertise in our CoC's governance structure, including the CoC board, committees and ad hoc working groups. These funds are used to recruit, train and support members with lived expertise to participate fully in CoC governance. The County's recently adopted governance charter calls for one-third of all CoC board seats be dedicated to people with lived expertise. A new program facilitated by our CoC support agency (`Emerging Leaders Program') supports cohorts of people with lived expertise with the needed training and mentorship to fill these seats ongoing and have access to information and decision -making, as well as technology to facilitate engagement. Through our CoC's recent Youth Homelessness Demonstration Project grant, our Office of Homeless Care and Coordination along with other CoC partners are also collaborating closely with members of our Youth Advisor Board (YAB) that have lived experience of homelessness. Question 6 [50220.8(b)(3)(G)] My jurisdiction (e.g., City, County, CoC) has specific strategies to prevent exits to homelessness from institutional settings in partnership with the following mainstream systems: Physical and behavioral health care systems and managed care plan organizations Yes, formal partnering Yes, leveraging funding Public health system Yes, informal partnering Criminal legal system and system for supporting re-entry from incarceration Yes, formal partnering Yes, leveraging funding Child welfare system Yes, formal partnering Affordable housing funders and providers Yes, formal partnering 1659 Yes, leveraging funding Income support programs Yes, formal partnering Education system Yes, informal partnering Workforce and employment systems Yes, informal partnering Other (please specify) No a. Please describe the most notable specific actions the jurisdiction will take to prevent exits to homelessness from institutional settings To provide people exiting from institutions with the care they needed during the pandemic, Alameda County launched an enhanced care housing program, leveraging funding from our Whole Person Care pilot to provide on -site clinical services at one of our Roomkey-to-Homekey hotels. Once the site was up and running, to ensure continuity of care, the County identified and began to use established benefit programs with sustainable funding streams to address the full spectrum of this population's care needs. The initiative implements a novel sustainable funding approach that integrates existing programs including the Medi-Cal Home and Community Based Alternatives (HCBA) waiver program, Medi-Cal Assisted Living Waiver (ALW) program, and hospice/palliative care services to create a comprehensive set of services that IHF can access in a stable housing environment. The model of care at our enhanced care site provides integrated wrap -around medical and social services for people who are medically fragile and/or struggle with serious mental illness, building services around these residents and anticipating the inevitable disease progression rather than forcing high -needs individuals through fragmented systems of care that have historically failed to meet their needs. Services provided at current sites include personal care, home health nursing, case management, site -level care coordination and medical directorship that provides onsite care management for unstable and high -needs residents. OHCC is seeking to expand this model through applying for additional HUD funding. Question 7 [50220.8(b)(3)(H)] Specific and quantifiable systems improvements that the applicant will take to improve the delivery of housing and services to people experiencing homelessness or at risk of homelessness, including, but not limited to, the following: (I) Capacity building and workforce development for service providers within the jurisdiction, including removing barriers to contracting with culturally specific service providers and building the capacity of providers to administer culturally specific services. HCSA is recognized by the State of California as a leader in capacity building and workforce development for service providers. Examples of our innovative workforce development work include: Alameda County Health Pipeline Partnership (ACHPP) is a consortium of pathway programs and organizations that aims to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. HCSA has served as the facilitator of the consortium since 2007. Our County Safety -net hospital system and HCSA have been longstanding partners in this pipeline consortium. Members comprise fifteen different organizations that provide short-term and long-term opportunities to youth in middle school through college 1660 and graduate students from underserved communities throughout Alameda County. The Health Coach Program (HCP) - HCP was founded by HCSA in 2014 and is the first healthcare apprenticeship program to be certified by the State in the Northern California region. The purpose of the program is to employ residents with lived experience in healthcare positions that directly benefit populations with poor health outcomes. Since its inception HCP has trained 70 apprentices all of whom have matriculated to institutes of higher learning or acquired health -related positions that provide a living wage with CBO service providers throughout the county. PEERS provides leadership development, empowerment, job training, and support for people with mental health and/or substance use recovery experience who are interested in joining the behavioral health field as Peer Support Specialists within Alameda County. Building on this experience, HCSA has recently been awarded a California Health Care Foundation Community Health Worker and Promotor (CHW/P) Workforce Capacity -Building Collaborative Project grant. Under this opportunity, HCSA will convene a diverse cadre of stakeholders with the objective of creating a plan to: • Enhance the capacity of health and social service systems to provide linguistically and culturally responsive services, thereby improving health outcomes in the region. • Scale the CHW/P workforce in the County with an emphasis on leveraging new state and federal CHW/P opportunities, including Medi-Cal CHW benefit, CaIAIM, and other state and local initiatives. • Develop financially sustainable, evidence -based models that strengthen the integration of the CHW/P workforce into the County's health and social service safety net. • Connect CHW/Ps to high -quality jobs with transferable skills, pathways for professional growth, and wages that support them in thriving. In regard to equitable contracting, HCSA has begun revamping our procurement processes and how we think of contracting, standing up a new Community Coalitions model in a way that encourages partnerships among smaller, grassroots organizations with deep ties to specific communities and other, larger community -based organizations (CBOs). HCSA laid the groundwork for new community roles by creating an Outreach and Health Education Network through contracts with 19 CBOs over the first two years of the pandemic. Each contract was administered and monitored separately, and a learning community supported sharing of resources and strategies across partner organizations. Based on community listening sessions, HCSA staff redesigned the next procurement for this work to allow for greater community participation and voice. Starting with a $12.2M investment in Community Resilience (CR) Coalitions reaching towards vaccine equity and community resilience and recovery after the pandemic's losses, Alameda County's model emphasizes investment and trust in the lived experiences of community members and the grassroots wisdom of community -based organizations over traditional procurement and contracting. CR Coalitions are beginning their work by ensuring equitable access to vaccine and will continue with other activities designed to address the social and structural determinants of health at individual, community, and population levels. Over time, Coalitions can link populations to quality care and promote individual and community wellness through health education, linkages to needed resources like financial assistance, and meaningful community engagement. (II) Strengthening the data quality of the recipient's Homeless Management Information System. Beginning in 2020, all participating agencies are required to identify an "Agency Liaison" for HMIS. The Agency Liaison is responsible for working with the HMIS Lead to identify and correct data quality issues. The Agency Liaisons also attend monthly meetings to review data quality and performance. Alameda County convenes monthly meetings of Agency Liaisons, provides ongoing trainings to support 1661 agencies to improve and maintain data quality, and runs systemwide reports for review by HMIS Oversight, CoC, and other CoC Committees as requested. The County also presents data quality reports to the CoC's HMIS Oversight Committee on a quarterly basis, and to the CoC Board on a semi-annual basis. The CoC includes the Alameda County data quality standards as part of the evaluation and scoring criteria for the annual HUD CoC Local Competition for funding. The CoC also collaborates with funders to include data quality standards in program contracts and monitoring, as well as performance incentives and reporting requirements for funding. Our community has also been engaged with HUD Technical Assistance providers (ICF) regarding HMIS data quality over the past few years for support in building out and implementing our Data Quality Plan. (III) Increasing capacity for pooling and aligning housing and services funding from existing, mainstream, and new funding. Homelessness is a countywide problem with an unequal distribution across our 14 cities and unincorporated areas. In response, resources and new investments continue to be deployed across five regions to reflect need and proportion of unhoused residents across the County: North (Berkeley, Emeryville, Albany), Oakland (Oakland and Piedmont), Mid (Alameda, Hayward, San Leandro, Unincorporated Areas), South (Fremont, Newark, Union City), and East (Dublin, Pleasanton, Livermore). As new funding becomes available, and following the County's previous approach, the 2022 PIT Count will be used to determine regional allocations, and the County, local cities, and the Continuum of Care will collaboratively plan and review programming and projects in each region. Cities can also apply to an Innovation and Acceleration Fund for special investments in capacity -building or acceleration of new projects. The regional approach fosters alignment with methods previously used to administer State funds, including Homeless Emergency Assistance Program (HEAP) and Housing and Homelessness Assistance Program (HHAP). Layered with our community's System Modeling, regional coordination prioritizes localized interventions within the context of a countywide system. Further, Alameda County is a participant in the Bay Area's Regional Action Plan which provides a practical framework, adopted across our 9 counties, with the goal of reducing homelessness by 75% through aligning future federal and state investments. In addition, the County continues to pool available resources from across County departments that receive funding dedicated toward homelessness, to see critical projects over the finish line. For example, this includes aligning CalAIM Medi-Cal revenue to support the provision of services at new supportive housing sites, including Homekey units; using HHIP funding in partnership with our Managed Care Plans to invest in new housing development by establishing a local operating subsidy pool out of county HCD where HDAP, HHIP, and other funding sources can be committed to competitively -bid housing projects in need of operating funds; and using MHSA to support capital development of housing projects with other local funds committed. (IV) Improving homeless point -in -time counts. The 2022 Street Count methodology followed an established, HUD -approved approach commonly called a blitz method followed by a sample survey. Very significantly, a change was made in the use of GPS enabled smartphones in data collection using an ESRI Survey 123 application developed and customized by Applied Survey Research (ASR) to conform to HUD data collection requirements. The application was also a tool to document compliance with the COVID-19 safety precautions established by the PIT Count Planning Committee. Also, improvements were made in pre -Count planning efforts to deploy Count teams virtually, wherever possible, thereby avoiding the need for centralized deployment centers where COVID- 19 transmission risks would be greater. Planning has already begun to continue and build upon these improvements for the next PIT Count. In addition, our Managed Care Plan partners have committed to making one-time HHIP investments in PIT Count data collection and reporting for our 2024 Count. 1662 (V) Improving coordinated entry systems to strengthen coordinated entry systems to eliminate racial bias, to create a youth -specific coordinated entry system or youth -specific coordinated entry access points, or to improve the coordinated entry assessment tool to ensure that it contemplates the specific needs of youth experiencing homelessness. * System improvements include collecting client preferences related to what cities within the County they want to live in and what type of housing they are willing to accept (i.e. shared, SRO, studio etc.). Using this data to match people to housing that aligns their self -stated preferences will more quickly connect people to permanent housing resources they want and create a more efficient system for matching by reducing the number of times people are matched and decline because the opportunity does not meet their needs or preferences. This is expected to launch at the end of Q1 of CY 23. • Alameda County has a robust matching and referral team that ensures housing resources are effectively matched to people based on need using a dynamic housing queue with banded threshold scoring that maps to differing levels of need. For example, a PSH priority list is generated from the highest scores on the housing queue along with other threshold indicators such as chronic homelessness and disability. Other permanent housing resources such as RRH wouldn't require the same level of scoring for vulnerabilities/housing barriers given that its intended to serve a different population of people experiencing homelessness. • Alameda County currently has one physical access point location that specifically serves transitional age youth that opened this year. This is expected to expand to 2 physical access points by the end of Q2 CY 23. There is also an increase in staff positions for Coordinated Entry specialists, including hiring peer specialists, in order to better serve the TAY population through housing problem solving services and Coordinated Entry assessments and referrals. TAY can access services through these access points regardless of where they live within the County and all services can be provided by phone or virtually depending on the preferences of the client. • Alameda County's Coordinated Entry System looks at referrals to permanent housing resources disaggregated by race and ethnicity on a regular basis in order to quickly identify equity issues. To date, Alameda County has been serving Black/African American/African people at higher rates than the rates observed in the 2022 PIT Count. • Alameda County is piloting connecting CalAIM Housing Navigation services to Access Points more directly in 2023. This includes an expansion of housing navigation slots and matching people more quickly and efficiently from the housing queue to a housing navigator connected to an access point in their region that serves the subpopulation that the individual is a part of. In most cases this will be the access point where they received housing problem solving services and a Coordinated Entry assessment. This is being done in order to shorten the amount of time people are waiting to get matched to navigation and to facilitate improved warm hand-offs, which we hope will ultimately lead to people securing housing more quickly. • A third -party evaluator was hired to analyze the Coordinated Entry Assessment tool and found that there were not significant differences in scoring distribution between TAY without minor children when compared to other adults or between TAY with minor children and other adults with minor children. • Alameda County will be working with organizations serving domestic violence, intimate partner violence, gender -based violence and trafficking survivors to create access points specifically to serve the unique needs of these households. Tracking will be done in a HMIS-comparable database; however, housing problem solving services will be a key component of their work, along with coordinated entry assessments that can be de -identified for the purposes of matching and referral to permanent housing resources matched through Coordinated Entry. The Coordinated Entry System began collecting data on individuals' last permanent address (including if 1663 they stayed with family or friends for 30 days or more before becoming literally homeless). This data will be analyzed alongside regional data (like Urban Institute data) in order to look at the effects of adding a scored question to the Coordinated Entry assessment to target households from areas most impacted by economic disparities and displacement, our hypothesis is that this may be another means to further advance racial equity in our Coordinated Entry System. Question 8 *Responses to these questions are for informational purposes only. What information, guidance, technical assistance, training, and/or alignment of resources and programs should Cal ICH and other State Agencies prioritize to support jurisdictions in progressing towards their Outcome Goals, Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness, and/or would otherwise help strengthen local partnerships, coordination, planning, and progress toward preventing and ending homelessness? Information, Guidance, and Technical Assistance Technical assistance related to goal setting (generally) Trainings on topics of equity Alignment of Resources and Programs In the space below, please describe what Cal ICH and other State Agencies should prioritize related to alignment of resources and programs, strengthening partnerships and collaborations, or any other ways that State can support communities' progress: Untitled There are too many related but different goal -setting and goal -obtaining processes in place that don't align well (and may differ still from local efforts already established and developed over years and with multiple stakeholders involved). For example, our community adopted a strategic plan to drastically reduce homelessness over a five-year period, which includes setting system performance goals to gauge progress and inform our efforts to achieve race equity. However, Cal ICH requires through HHAP-3 and HHAP-4 that we track progress against system performance measures they selected using baseline data that we are not able to substantiate through our own HMIS, and therefore will look much different than what we are tracking and reporting publicly as part of our coordinated community plan. HHIP through DHCS is using a set of system performance measures to look at progress for managed care plan members and is defining those measures differently than either effort described above. In addition, HUD requires reporting on system performance measures where progress is used to inform NOFO competitiveness but using a universe of data in HMIS that isn't reflected in the State's efforts. This makes planning, tracking, and communicating out to stakeholders tenuous to say the least. 1664 Part IV. Funding Plan Strategic Intent Narrative Question 1 Eligibe Use 1 Eligible Use Category Intended to be Supported with HHAP-4 1. Rapid rehousing Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the 19.40% Youth Set Aside? (%) 0.00% Activities to be Supported with HHAP-4 Rental assistance dollars and housing deposits to secure units which is made available centrally across providers in our system, as well as funding to bridge subsidy gaps for people in RRH or RRH/bridge to PSH housing. Funds are also used to cover people rental assistance costs including housing deposits for people enrolled in our Housing Community Supports program through CaIAIM but are not enrolled in managed care (and therefore not Medi-Cal billable). How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? Our Home Together 2026 Community Plan identifies (and quantifies) the need for flexible rental assistance resources for a variety of individuals and households that may not be able to fully take over the rent within established timeframes for rapid rehousing, and who won't likely be prioritized for an ongoing subsidy through our homeless response system. Using HHAP-4 resources to bridge these rental assistance and housing deposit gaps for this population is critical. Shallow subsidies and flexible financial assistance have also been identified as key strategies for achieving greater race equity in recognition that not everyone needs PSH to end their homelessness, and rental assistance/financial supports is key in addressing the economic factors that contribute to someone's homelessness. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? ESG-CV funds were used to support our Project Roomkey Housing Transitions program that provided housing exits to PRK guests through rapid rehousing and bridge housing rental assistance. However, as ESG-CV funds are both exhausted and expiring, there are some individuals who continue to require rental assistance support who have not been able to transition to a longer -term subsidy. HHAP-4 funds will be leveraged to fill those critical gaps as needed. Similarly, HHAP-4 funds are made available to complement the CaIAIM Housing Community Supports program for people who are moving into housing and need rental assistance support but are not enrolled in managed care Medi-Cal. Eligibe Use 2 Eligible Use Category Intended to be Supported with HHAP-4 3. Street outreach Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the 13.20% Youth Set Aside? (%) 1665 1.90% Activities to be Supported with HHAP-4 HHAP-4 funds will continue to be used to support two key programs that serve as front doors to our system: 1- street health outreach teams covering 14 zones across the County (each zone serves approximately 500 unsheltered residents with a staffing ratio of approx. 1:140). Services include outreach and engagement, urgent medical triage, and housing services (including CE assessments, housing problem solving, and connection to available resources); and 2) outreach and coordination services through Coordinated Entry Access Points (formerly called Housing Resource Centers). There are currently 12 CE access points countywide, including one specific to TAY. All access points fund staff that provide light -touch outreach and coordination services for everyone in their assigned region, including outreach and engagement, housing problem solving and CE assessments, connection to other resources, and support locating people when a match to a resource becomes available. How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? Investment in street outreach teams and Coordinated Enty access points is critical to ensuring a functioning homeless response system that can identify people experiencing homelessness, engage them in the system, triage immediate needs, and maintain contact while working to resolve their homelessness. These teams are essential to ensuring that there is broad access to all available housing resources across the system and to ensure an available touchpoint to the system for everyone experiencing homelessness. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? The programs supported by these HHAP Street Outreach funds serve as another example of how HHAP funds are being braided with other more stable funding sources to ensure everyone can be served. With Street Health Outreach, our Health Care for the Homeless's HRSA grant along with some MHSA comes together to provide a baseline of funding, but it is not sufficient to cover costs for teams operating in all 14 zones, so HHAP funds are leveraged to cover the remaining teams. With the outreach staff at Coordinated Entry Access Points, we have a HUD CoC CES grant that provides annual funding for approximately 25% of total access point expenses, with HHAP contributing specific funding for the outreach services. Previously, our Whole Person Care pilot funded outreach encounters as part of our Coordinated Entry system, but with the end of WPC, HHAP funds were installed to take over this funding. Eligibe Use 3 Eligible Use Category Intended to be Supported with HHAP-4 4. Services coordination Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) 14.60% Approximate % of TOTAL HHAP-4 ALLOCATION to be used under this Eligible Use as part of the Youth Set Aside? (%) 0.00% Activities to be Supported with HHAP-4 As with prior rounds of HHAP, HHAP-4 funds continue to be built out to support the local match for CaIAIM/Medi-Cal funded housing services for people who are not in managed care. Currently, we have approx. 2,000 people receiving housing navigation and tenancy sustaining services in our system, and have plans to scale up these services in 2023 to over 3,000 people/service slots. Service coordination provided includes navigating people to access available housing, including supporting document 1666 readiness, interviews with landlords, identifying appropriate housing opprtunities, etc. and tenancy sustaining services which focus on housing support plans to increase housing retention and ensure people are connected to their communities and other provision of services as needed to ensure housing stability. How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? Approximately 26% of the population thus far is not billable to Medi-Cal because they are either ineligible, have lost connection, or are in Fee for Service which CaIAIM doesn't cover. Alameda County set a local intention, aligned with our values, that everyone should have access and consideration for resources, regardless of their insurance status. As such, that means that we prioritize people for housing navigation and tenancy sustaining services based on our housing queue for Coordinated Entry. Those individuals receive service coordination to help them access and maintain housing, regardless of whether they are in managed care. As such, this requires ongoing identification of funds to support these critical funding gaps for services. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? Similar to the description for how this is a strategic use of funds, HHAP dollars are being leveraged with Medi-Cal to ensure funding coverage for everyone receiving services, and the use of HHAP funding in this area is critical for bringing CaIAIM and HHIP programs to scale, while acknowledging that not everyone in our homeless system can maintain steady managed care Medi-Cal enrollment. Eligibe Use 4 Eligible Use Category Intended to be Supported with HHAP-4 5. Systems support Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) 11.90% Approximate % of TOTAL HHAP-4 ALLOCATION to be used under this Eligible Use as part of the Youth Set Aside? (%) 3.20% Activities to be Supported with HHAP-4 System Support funds continue to be used across a variety of activities, including supportive housing pipeline coordination, CoC infrastructure including our Emerging Leaders Program (supporting people with lived expertise to participate in our CoC), CE data reporting, HMIS infrastructure expansion, and infrastructure support for building out our Youth system of care including direct support for the Youth Advisory Board (YAB). How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? Our use of HHAP-4 funds on systems support activities is strategic as it is often the only funding source we have that can be used on infrastructure/capacity/and coordination activities (most of our other funding is restricted to various categories of direct service). As identified in our Home Together Plan, one of our four community goals is to 'strengthen coordination, communication and capacity' in order to effectively administer resources and ensure movement through the system to the identified housing pathways. This goal has been historically underfunded within homeless systems, so we continue to prioritize this use of HHAP to ensure adequate infrastructure to support housing people. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of 1667 other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? As noted, there is not a lot of other funding available for this purpose, so a majority of these system needs have been built into HHAP for the time being. As with the majority of HHAP-funded activities, these funds are often braided with others (e.g. System Support funds for HMIS are paired with local general fund, and HUD CoC grant funding to expand system admin services with our HMIS vendor, build out HMIS trainings, and expand licensure). Because we don't see year over year increases in some of our stable funding such as general fund or HUD grants, the HHAP dollars are leveraged to continue expanding the system and fill in those funding gaps. We continue to apply for HUD CoC expansion grants to provide long-term funding for these efforts, in which case, if funds were awarded, then HHAP dollars could be repurposed to other areas of the system. Eligibe Use 5 Eligible Use Category Intended to be Supported with HHAP-4 7. Prevention and diversion Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) 14.10% Approximate % of TOTAL HHAP-4 ALLOCATION to be used under this Eligible Use as part of the Youth Set Aside? (%) 0.00% Activities to be Supported with HHAP-4 As with the previous 3 rounds of HHAP, a significant portion of funds are invested in prevention and diversion activities at the front door of the homeless system, including our Coordinated Entry Access points and 2-1-1 Information and Referral. Each round of HHAP has provided complimentary funding for 1 year of access point contracts to provide prevention/diversion activities including housing problem solving, an activity provided to all residents seeking services prior to enrollment in Coordinated Entry, and paired with flexible financial assistance as needed. How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? One of the greatest needs of our system is being able to rapidly resolve someone's homelessness at the front door of the system, or prevent their homelessness through problem solving activities and the administration of one-time flexible financial assistance. Our goal is to build out this practice with more access points to the system so that we don't automatically assess and enroll people in Coordinated Entry where we know housing exits are limited and prioritized for those with the highest needs. If we can provide rapid resolution, then our crisis and housing queues won't be as long and our need for shelter will also decrease. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? As most other funding resources are tied to interim housing/permanent housing/supportive services, HHAP is one of the few sources that supports front -door activities that compliment the federal HUD funding for Coordinated Entry, allowing those funds to support foundational CE requirements, while HHAP allows for expansion of those services to build out the role of access points in our system. Eligibe Use 6 Eligible Use Category Intended to be Supported with HHAP-4 1668 8. Interim sheltering (new and existing) Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the 22.40% Youth Set Aside? (%) 5.00% Activities to be Supported with HHAP-4 Previously, we utilized operating subsidies to support interim housing projects in partnership with our 14 city jurisdictions, providing funds in this category to each city based on their proportion of the homeless population using PIT Count data. With the addition of the Interim Sheltering Category in HHAP-3, we shifted the majority of this funding to this category to more adequately match the intended uses and provide flexibility in supporting the variety of interim housing projects in each region. Funds will continue to support many of the same projects supported in earlier rounds, including navigation centers, tiny homes, safe parking sites, and emergency shelter. We continue to meet with our city partners for planning and coordination. There is also a new TAY shelter slated for opening in Spring 2023 (operator: Covenant House) that will continue to receive HHAP youth funds to support this critical project. How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? As discussed in Table 4 Outcome Goals, our Home Together Plan calls for new funding to provide a temporary surge of shelter to address the unsheltered crisis in our community. We believe this surge could be temporary in that once the system has enough permanent housing to exit to, the need for shelter will decrease. Our Home Together Plan calls for an addition of 1,625 shelter units over the next two years to help address the current unsheltered population. While HHAP-4 funds will only sustain for a year the projects the interim housing that has been brought online the past few years through today, these funds are critical to maintain that inventory and allow for expansion in cities that are proposing new projects. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? Other funding will need to be identified to pair with HHAP funds to support new interim housing projects that have come online, including some cities that are braiding HHAP with city general funds. As our federal HUD CoC package has shifted substantially over the years away from funding shelter and transitional housing (in favor of bringing on more PSH and RRH), ongoing stable funding for interim housing is one of our system's biggest gaps. The County's Social Services Agency provides a bed night rate to longstanding shelter programs using County General Fund, and we continue to partner with them in the hopes of expanding the County's local funds to support additional beds and higher bed night rates to make shelter budgets whole. Table 7. Demonstrated Need # of available shelter beds 3,229 # of people experiencing unsheltered homelessness in the homeless point -in -time count 1669 7,135 Shelter vacancy rate (%) in the summer months 52.00% Shelter vacancy rate (%) in the winter months 36.00% % of exits from emergency shelters to permanent housing solutions 36.00% Describe plan to connect residents to permanent housing. Shelter vacancy rates continue to be artificially high due to maintaining pre-COVID inventory levels in HMIS/HIC (per discussion with HUD) even though up to 50% of beds in existing congregate shelter sites have been offline since COVID decompression and temporary facility closures began in 2020 (many programs have not yet returned to their full capacity at pre-COVID levels). Inventory/total beds were not reduced in our HIC per community decision, so vacancy rates reflect all of the beds that remain unavailable in congregate settings. Since this may end up being a long-term situation, our CoC will revisit whether to remove those beds from HMIS in the future, so that are occupancy rates don't appear artifically low compared to actual available inventory. Also impacting the vacancy rate is the fact that we still have some shelter programs where people coming in are not reflected through the Coordinated Entry crisis queue and aren't recorded in HMIS. We would like to see all shelters enrolled in HMIS and using CE, but there are still a few whose inventory is added manually to the HIC/HMIS bed inventory, but utilization isn't captured there. These are usually privately-funded/faith-based programs that in the absence of County funding don't have the same program requirements. The goals for use of HHAP funds is to support more non -congregate shelter options that can offset beds no longer in use, as well as increase interim housing in general, beyond existing levels. Shelter residents are connected to our Coordinated Entry system- those interested in crisis resources are put in the crisis queue which is used to fill shelter and other interim housing beds, and those who screen as high priority are assessed further for matching to permanent housing. Most new interim housing programs coming online include flexible funding/exit resources in their program budgets to support housing exits for those who aren't prioritized for a housing subsidy through CE. The community's goal in bringing on more non - congregate shelter, as discussed in our Home Together 2026 Community Plan, is to invest in sites that can eventually be converted to permanent housing (the Roomkey to Homekey model) with an assumption that resources for unsheltered homelessness will eventually decrease over our 5 year plan as we increase exits to permanent housing. Our System Modeling plans for a one-time shelter surge (which, if funded, would add 1,625 shelter units temporarily to our system) to address the current large numbers of unsheltered people, while housing capacity is built up in parallel. Eligibe Use 7 Eligible Use Category Intended to be Supported with HHAP-4 10. Administrative (up to 7%) 1670 Approximate % of TOTAL HHAP-4 ALLOCATION Approximate % of TOTAL HHAP-4 ALLOCATION to be sed on this Eligible Use(%) to be used under this Eligible Use as part of the 4.50% Youth Set Aside? (%) 0.00% Activities to be Supported with HHAP-4 Administrative/indirect expenses including contracting, finance, IT, and administrative staff costs for positions that support contracting with HHAP funds. How is this a strategic use of HHAP-4 resources that will address needs and gaps within the homelessness response system? Use of funds to cover administrative expenses is required to effectively administer any grant program and funding for any program of this size. We administer approximately 50 contracts each year that include HHAP funding. If we don't adequately support staff capacity and infrastructure to administer funds at this scale, then we risk not being able to utilize the funding within the given timeframes. How were these decisions to invest HHAP-4 into these activities informed by the planned uses of other state, local, and/or federal funding sources (as documented in the Landscape Analysis in Part I)? Our use of admin/indirect funds has been fairly consistent across all revenue sources regardless of the origin, as required to administer the associated funding and provide program oversight and contract monitoring and evaluation as well as required grant reporting. Question 2 Please describe how the planned investments of HHAP-4 resources and implementation of the activities to be supported will: Help drive progress toward achievement of the Outcome Goals and Goals for Underserved Populations and Populations Disproportionately Impacted by Homelessness (as identified in Part II above): Planned investments of HHAP-4 funds include continued support in a few key areas of our homeless system, most notably Coordinated Entry access points, street health outreach teams, housing support services (housing navigation and tenancy sustaining services), and regional interim housing projects (these represent the majority of funding, although there are other critical activities supported by these funds). Each of these programs contributes significantly to overall system performance and outcome projections during the goal -setting process. Coordinated Entry access points and their associated prevention/diversion/outreach activities directly impact goals such as 1 b and 6 (unsheltered homelessness and successful placements from outreach) since resources at the front door of the system can help connect people to shelter, and housing through problem solving and financial assistance, thereby impacting exits to housing (#3), and length of time in the system (#4). Continued support of access points is critical to ensuring flow through the system. Similarly, funding for our street health outreach teams impacts these same goal areas as another essential front door to the system (impacting unsheltered homelessness, successful placements, and housing exits). Our housing services/coordination programs have direct impact in two key goal areas: providing housing navigation supports consumers with housing exits to supportive housing prioritized for those with the most barriers to housing (although these aren't necessarily captured in the methodology for goal 3 since they stay enrolled in a PSH project) and supporting housing retention (and therefore preventing returns to homelessness) for those prioritized for PSH and receiving ongoing tenancy sustaining services. We currently provide housing navigation and tenancy sustaining services to approximately 2,000 people and hope to expand services to over 3,000 in 2023. Help address racial inequities and other inequities in the jurisdiction's homelessness response 1671 system: Our Coordinated Entry system was redesigned the last few years to make key changes in response to system inequities with race, particularly Black or African American people experiencing homelessness (11% in the general population versus 54% in the County's homeless system). As mentioned above, HHAP is a key funding source for our CE access points as well as street health outreach teams. The design and expansion of all access points as well as street health outreach teams and the associated CE workflows/functions they provide are meant to address the overrepresentation of Black or African American people experiencing homelessness in our County by ensuring more neighborhood -based access points, adding and eliminating assessment questions based on how the assessment tool behaved in response to different racial groups, and adding more resources and 'up front' housing problem solving and flexible funding to specifically address economic barriers to homelessness that were identified by our BIPOC populations with lived expertise. Be aligned with health and behavioral health care strategies and resources, including resources of local Medi-Cal managed care plans: Our HHAP-4 funding plan aligns well with the homeless system investments that our Medi-Cal managed care plans have made through HHIP and CaIAIM. For example, HHIP funds are being used to incentivize provider capacity building by funding gaps in provider costs to recruit, hire, train, and onboard staff who can then build up to a full caseload for CaIAIM Housing Community Supports. The HHIP funds support capacity -building for CaIAIM, while HHAP funds are leveraged to cover services for the portion of our homeless population that are not eligible or enrolled in managed care (currently at 26% in our community although efforts are underway to lower this number as more people become eligible for managed care). There are also some service coordination expenses incurred by providers for housing navigation and tenancy sustaining services that are not covered through CaIAIM billing that are supported with HHAP funding (e.g. housing deposits, back rent, utility start-up, etc. totaling above $5,000; furniture and household items needed for move -in). Similarly, we are working in close partnership with our managed care plans (MOUs that detail our work together under HHIP are currently being finalized) to develop a Medi-Cal billable model for some of the services provided by street health outreach teams, as they are not a covered part of CaIAIM ECM or Community Supports. However, not all of their services can be transitioned to a billing structure, and HHAP-4 will fund those portions that cannot. Support increased exits to permanent housing among people experiencing homelessness: As previously mentioned, Alameda County has a large CaIAIM Housing Community Supports program and chose to operate this program with local match funding as well to ensure everyone can be served based on CE priority, not based on who happens to be a managed care plan member. The HHAP funds that support additional housing navigation in our County directly impact the number of people that can access housing opportunities through our system. We have found that if people don't have an assigned navigator working with them, then even if a housing opportunity is made available, the majority of the time they are unable to access it on their own, due to the extensive documentation, paperwork, landlord interviews, etc. that are required to secure a unit. Ensuring services and coordination helps people move through the system much quicker than without that support. We have also seen that a lot of our interim housing programs have stronger exits to housing than for people who are living on the streets, reinforcing the use of HHAP-4 funds to support regional interim housing projects that can `hold' people and work with them on housing exit plans with greater success. Furthermore, although it's been discussed throughout our application, the use of HHAP funds toward CE access points includes funding the housing problem solving, and flexible financial assistance provided at the front door to our system. We are hopeful that by providing more of this type of intervention, we can more quickly return people to housing who don't require more intensive system resources. HHAP-4 funds also continue to support system resources for coordinating our supportive housing pipeline and working in close partnership with the City of Oakland specifically on their homeless housing pipeline. Coordination of these projects coming online as well as the site -based services provided by the County will continue to support housing exits and are a key component of our Home Together 2026 Community Plan 1672 (to strengthen this type of collaboration and coordination through mutual tracking of data and outcomes related to housing development). 1673 Certification certify that all information included in this Application is true and accurate to the best of my knowledge. Yes 1674 Attachment A Landscape Analysis of Needs and Demographics People Experiencing Source and Homelessness Date Timeframe of Data TOTAL # OF PEOPLE EXPERIENCING HOMELESSNESS # of People Who are Sheltered (ES, TH, SH) # of People Who are Unsheltered 21511 APR County FY (CFY) 2021-2022 2612 2022 PIT Count 7135 2022 PIT Count # of Households without Children # of Households with At Least 1 Adult & 1 Child # of Households with Only Children 16067 1247 113 APR CFY 2021-2022 APR CFY 2021-2022 APR CFY 2021-2022 # of Adults Who are Experiencing Chronic Homelessness # of Adults Who are Experiencing Significant Mental Illness # of Adults Who are Experiencing Substance Abuse Disorders # of Adults Who are Veterans # of Adults with HIV/AIDS # of Adults Who are Survivors of Domestic Violence # of Unaccompanied Youth (under 25) # of Parenting Youth (under 25) # of People Who are Children of Parenting Youth 6605 APR CFY 2021-2022 8125 APR CFY 2021-2022 4053 APR CFY 2021-2022 1237 APR CFY 2021-2022 453 APR CFY 2021-2022 3107 APR CFY 2021-2022 101 APR CFY 2021-2022 147 APR CFY 2021-2022 184 APR CFY 2021-2022 ender Demographic # of Women/Girls # of Men/Boys # of People Who are Transgender # of People Who are Gender Non -Conforming 9680 11125 85 57 APR CFY 2021-2022 APR CFY 2021-2022 APR CFY 2021-2022 APR CFY 2021-2022 # of People Who are Hispanic/Latino # of People Who are Non-Hispanic/Non-Latino # of People Who are Black or African American # of People Who are Asian # of People Who are American Indian or Alaska Native # of People Who are Native Hawaiian or Other Pacific Islander # of People Who are White # of People Who are Multiple Races 3621 APR CFY 2021-2022 17087 APR CFY 2021-2022 11793 APR CFY 2021-2022 526 APR CFY 2021-2022 737 APR CFY 2021-2022 336 APR CFY 2021-2022 5529 APR CFY 2021-2022 1477 APR CFY 2021-2022 *If data is not available, please input N/A in the cell and explain why the data is not available below: 1675 Attachment B # of People Who are American Indian or Alaska Native # of People Who are Native Hawaiian or Other Pacific Islander # of Adults Who are Survivors of Domestic Violence # of Unaccompanied Youth (under 25) # of Parenting Youth (under 25) # of People Who are Children of Parentin • Youth Table 2. Landscape Analysis of People Being Served Permanent Outreach and Rapid Transitional Interim Housing or Diversion Services Homelessness Supportive Rehousing Housing Emergency Shelter and Assistance Prevention Services & Engagement Other: Coordinated Entry Source(s) and Timeframe of Data Housing (RRH) (TH) (IH / ES) (DIV) Assistance (HP) Services (PSH) (O/R) Household Composition # of Households without Children # of Households with At Least 1 Adult & 1 Child # of Households with Only Children 2078 231 2 1999 377 1 788 81 2 4271 255 84 3539 364 1 319 3770 5384 APR County FY (CFY) 2021-2022 4 20 504 APR CFY 2021-2022 0 18 2 APR CFY 2021-2022 +ub-Populations and Other haracteristics # of Adults Who are Experiencing Chronic Homelessness # of Adults Who are Experiencing Significant Mental Illness # of Adults Who are Experiencing Substance Abuse Disorders # of Adults Who are Veterans 1531 1071 364 1921 2331 10 2053 3533 APR CFY 2021-2022 1774 870 398 1245 2197 43 1827 3354 APR CFY 2021-2022 905 400 171 717 1237 10 1044 1910 APR CFY 2021-2022 225 528 97 165 122 144 131 210 APR CFY 2021-2022 # of Adults with HIV/AIDS 166 50 19 56 112 0 60 174 APR CFY 2021-2022 609 377 165 502 1175 26 535 1755 APR CFY 2021-2022 41 100 172 361 237 12 731 419 APR CFY 2021-2022 0 35 35 0 59 0 1 77 APR CFY 2021-2022 0 43 44 34 81 0 1 101 APR CFY 2021-2022 ender Demographics # of Women/Girls 1418 # of Men/Boys 1650 # of People Who are Transgender 18 # of People Who are Gender Non- Conformin Ethnicity and Race Demographics • # of People Who are Hispanic/Latino # of People Who are Non- Hispanic/Non-Latino # of People Who are Black or African American 2 1432 1878 10 5 384 629 6 12 2056 3221 22 16 2121 2407 11 14 139 1558 3153 APR CFY 2021-2022 195 2200 3627 APR CFY 2021-2022 3 20 24 APR CFY 2021-2022 2 14 28 APR CFY 2021-2022 459 566 179 947 849 42 670 1200 APR CFY 2021-2022 2623 2752 837 4252 3558 293 3139 5437 APR CFY 2021-2022 3753 APR CFY 2021-2022 # of People Who are Asian 79 69 23 152 108 8 81 162 APR CFY 2021-2022 90 90 42 202 138 16 166 218 APR CFY 2021-2022 45 48 21 106 95 3 70 116 APR CFY 2021-2022 # of People Who are White 915 943 203 1450 1276 61 1130 1783 APR CFY 2021-2022 # of People Who are Multiple Races 298 264 85 331 292 10 247 457 APR CFY 2021-2022 1656 1897 639 2796 *If data is not available, please input N/A in the cell and explain why the data is not available below: 2389 236 2092 1676 Attachment Total Amount Invested Into Funding Program Fiscal Year Homelessness # of Vouchers (choose from drop down opt ons) (se ec al hatapply) Interventions (f appl cable) Funding Source' Table 3. Landscape Analysis of State, Federal and Local Funding Intervention Types Supported with Funding (select all that apply) Brief Description of Programming and Services Provided Populations Served (please x the appropr ate popu at 00(01) Bringing Families Home (BFH) - via CDSS CaIAIM Community Supports (In Lieu of Services) - via DHCS California COVID-19 Rent Relief Program - via HCD CalWORKs Housing Support Program (HSP) - via CDSS FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2021-2022 $ $ $ $ $ $ FY 2022-2023 $ 887778.00 887,778.00 887,778.00 11,255,660.00 11.255.660.00 14.632.358.00 19,022,065.00 53.000.000.00 9,129,463.00 9,129,463.00 FY2023-2024 $ 9,129,463.00 FY 2024-2025 Commumy Care Expansion - via FY 2022-2023 CDSS Community Development Block Grant (CDBG( -via HUD Community Development Block Grant - CV (CDBG-CV) - via HUD Continuum of Care Program (CoC) - via HUD Emergency Housng Vouchers (EHVs) - via HUD FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 9,129,463.00 37,239,855.98 2,330,894.83 1,661,983.38 $ 337,221.00 $ 337,221.00 $ 337,221.00 FY2021-2022 $ $ $ $ FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 337,221.00 10,000,000.00 39,150,229.00 40,087,543.00 40,087,543.00 40.087.543.00 61,714,285.00 57,499,199.33 54,727,737.93 FY 2024-2025 $ 53,085,905.79 FY2021-2022 $ 11,498,000.00 n/o n/a n/o 875 815 776 753 State Agency State Agency State Agency State Agency Rental Assistance/Rapid Rehousing Systems Support Activities Permanent Supportve and Service -Enriched Housing Rental Assistance/Rapid Rehousng Administrative Achvities Rental Assistance/Rapid Rehousng Systems Support Activities Administrative Activities State Agency Permanent Supportive and Service -Enriched Housing Systems Support Achvihes Permanent Supportive and Service-Ennchetl Housing Outreach and Engagement Federal Agency Systems Support Activities Federal Agency Interim Housing/ Congregate/ Non -Congregate Shelter Permanent Supportive and Service -Enriched Housing Systems Support Achvlhes Administrative Activities Federal Agency Permanent Supportive and Service-Ennchetl Housing Rental Assistance/Rapd Rehousing Permanent Supportive and Service -Enriched Housing Federal Agency Rental Assistance/Rapd Rehousing Funds awarded in FY 21/22 ($2,663.334) to — Alameda County's Social Services Agency through the chlldren's welfare system. Funds estimated to be spent evenly over the 3-year grant term (through FY 23/24) Pnmanly PSH - services. with some Housng X Navigation. More than halls for tenancy — susta ing services to support people more long-term with housing retention once housed. The projected increase In funds each year is to reflect growing capacity to serve more people overtime. Includes amounts allocated to the County. and cities of Fremont and Oakland Not ell funds supported individuals who were likely to become homeless if they lost their housng These are Ix funds expected to be fully expended within the fiscal year. ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE a EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS RRH and Supportive Services for families — on CaIWORKS - RRH rental assistance ALL PEOPLE (60%) to RRH services (40%). Funds are EXPERIENCING projected based on renewable/base HOMELESSNESS grant amounts Residential care options for seniors and adults with disobilifies Funds support acquiston. rehab. and construction of — adult and senior care facilities, community basedresdental care !ambles. Including PSH and recuperative care sites, fora total of 5 projects with estimated project budgets/timelines The largest projects ore BACS ($19.4M( and APC ($15.5M( where it's onficipated funds will be used this FY for acqulston. Renewable CDBG funds currently used across several dterent Intervention. — iincluding facility enhancements, to support people expenencing homelessness, people al -risk, seniors, and people who are homeless with HIV/AIDS. Amounts estimated based on current annual allocation. lx funds used to support both Homekey sites awarded to Alameda County ($5M each) in FY 21/22 only Intel Housng/ Congregate/ (Pc HUD CoC grants focus Pnmanly on PSH Non -Congregate Shelter rental assistance (end accompanying x servIces) for formerly homeless households already in housing, with some funding focused on RRH and TH, Including some grants with specific subpopulations of focus Rental assistance subsdies admmetered through partnering housing authorities for — people expenencing homelessness. People exiting Project Roomkey hotels were pnontzed for vouchers, along with set -aside subsidies for survivors of gender - based violence and youth Funds represent estimated value of rental uinstance vouchers at average nit/household size, although tenant contnbutons will vary Decreasng value represents some attrition whereby voucher will turnover The bulk of ESG-CV funds were used to supporf Ws from Project Roomkey Safer Ground sties X ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE X EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS IX TARGETED POPULATIONS (please 'Vail that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting Youth Other (Famibes with Minor children) TARGETED POPULATIONS (please 'X" all that apply) Pests Chronic Homelessness People Exp Severe Menta linen People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenhng Youth Children of Parenting Youth Other (at nsk of homelessness) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenhng Youth Children of Parenting Youth Other (Families crth Minor children ( TARGETED POPULATIONS (please 'V al1 that apply) People Exp Chronic Veterans Parenhng Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other (Seniors. Adults w/ Abuse Disorders disabilities) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Veterans Parenhng Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other (seniors. homeless Abuse Disorders w/ HIV/AIDS, homeless, low-income) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta less People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders X Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenhng Youth Children of Parenting Youth Other (gender -based violence) TARGETED POPULATIONS (please 'Sean that apply) People Exp Chronic Veterans Homelessness People Exp Severe Menta( People Exp HIV/ AIDS Illness People Exp Substance X Unaccompanied Youth X Abuse Disorders Parenting Youth Children of Parenting Youth Other (gender -based violence) TARGETED POPULATIONS (please 'Sean that apply) 1677 Attachment Emergency Solutions Grants- CV (ESG FY 2022-2023 $ 250.000.00 Intenm Housing/Congregate/ CV) - via HCD Non -Congregate Shelter Emergency Solutions Grants - CV )ESG $ FY 2021-2022 $ 5,419,334.00 CV) - via HUD FY 2022-2023 $ 350.000.00 Emergency Solutions Grants (ESG) - via HUD Emergency Solutions Grants (ESG) - via HCD Encampment Resolution Funding - via Cal ICH Family Homelessness Challenge Grants - via Cal ICH FEMA Public Assistance Program Category B - via FEMA HOME Program - via HCD HOME Program - via HUD Home Safe - via CDSS FY 2021-2022 $ 185.092.00 FY 2022-2023 $ 185.092.00 FY 2023-2024 $ 185,092.00 FY 2024-2025 $ 185,092.00 F02021-2022 $ 365,315.00 FY 2022-2023 $ 365,315.00 FY 2023-2024 $ 365,315.00 FY 2024-2025 $ 365,315.00 FY2021-2022 $ FY 2022-2023 $ 2,365,650.00 FY 2023-2024 $ 2,365,650.00 FY 2022-2023 FY 2021-2022 2,001,152.00 19,450,474.00 FY 2021-2022 $ 550,000.00 FY 2022-2023 $ 550,000.00 FY 2023-2024 $ 550,000.00 FY 2024-2025 $ 550,000.00 FY 2021-2022 $ 3,303,811.00 FY 2022-2023 $ 3,303,811.00 FY 2023-2024 $ 3.303.811.00 FY 2024-2025 $ 3.303.811.00 FY 2021-2022 $ 598,511.83 FY 2022-2023 $ 1,496,279.58 State Agency Administrative Activities Rental Assistance/Rapid Rehousing Adminlstrahve Activities Federal Agency Intenm Housing/ Congregate/ Non -Congregate Shelter Rental Assistance/Raped Federal Agency Rehousing State Agency State Agency State Agency Federal Agency State Agency Administrative Activities Intenm Housing/ Congregate/ Non -Congregate Shelter Rental Assistance/Raped Rehousing Administrative Activities Intenm Housing/ Congregate/ Non -Congregate Shelter Outreach and Engagement Intenm Housing/ Congregate/ Non -Congregate Shelter Intenm Housing/ Congregate/ Non -Congregate Shelter Systems Support Activities Rental Assistance/Rapid Rehousing Adminlshahve Activities Rental Assistance/Rapid Rehousing Adminlshahve Activities Federal Agency Permanent Supportive and Service -Enriched Housing Systems Support Activities Rental Assistance/Rapid „,„. . e..e... Rehousing most instances, ESG-CV funds bridge housing to PSH, and the emergency housing vouchers specifically For those that cannot transition to EHV or other PSH opportunities, the ESG-CV ands will be backfilled with other sources to provide ongoing subsidies State ESG-CV funds also funded Sheller Operations for Project Roomkey site expenses not reimbursable by other sources the bulk of ESG-CV funds were used to support exits from Project Roomkey Safer Ground sites X ,_ permanent housing In the community In — most instances, ESGCV funds bridge housing i� PSH, and the emergency housing vouchers speoflcally For those that cannot transition ESG-CV to EHV or other PSH opportunities, the funds will be backfilled with other sources to provide ongoing subsidies State ESG-CV funds also funded Shelter Operations for Project Roomkey site expenses not reimbursable by other sources Federal ESG funds are used to support emergency shelter and provide rental ssistance via RRH programs that are attached to shelter as potential exit strategies State ESG funds are used to support emergency shelter and provide rental ssistance via RRH programs that are attached to shelter as potential exit strategies Round 1 funds awarded to City of Oakland to address the Wood Sheet encampment on Caltrans properly. Funds — are ant to support encampment s seoperahons. and development The response model includes outreach e es. budding a new community cabin site (up to 100 beds), and navigation services to help people transition from the cabins (interim housing) to permanent housing In the community Beds will be brought on in 2 cohorts of 50, spanning calendar year 2023. ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS Grant awarded to City of Oakland. Will — reate 17 units of additional transitional ALL PEOPLE housing for families Amount was allocated EXPERIENCING in FY 21/22, but funds Intend to be spent in HOMELESSNESS FY 22/23 to the best of our knowledge [Shmate only based on Ix amount billed land there are no plans to bill further) Funds are to imburse acelvriies during FY 21/22 No FEMA - funds for Project Roomkey have been ',awed to date, and there maybe additional funds discounted Expenses billed to FEMA include PRK hotel leases, nursing and aregiving costs, security, and transportation Not included is shelter operator contracts HOME funds used for tenant -based rental assistance in FY 21/22. Future uses may X change Amounts estimated for future — fscal years based on current annual Iward amount Not all funds will support ndividuals experiencing homelessness (Includes at -risk populations, Including low and very low income families. HOME Pgm award $3.303,811 Approximately $500,000 tor TBRA1$330,000 adman and the rest ($2,471811) rental housing development Provides short-term supports. case management, and housing navigation assistance to prevent homelessness ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE People Exp Chronic Veterans Parenting Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other (High risk of Abuse Disorders complications to COVID population, Including seniors) TARGETED POPULATIONS (please 'Sean that apply) People Exp Chronic Veterans Parenting Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other (High risk of Abuse Disorders complicahons to COVID population, including seniors) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'V' all that apply) People Exp Chronic Veterans Parenting Youth Homelessness I/I People Exp Severe Menta People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth Other (please enter Abuse Disorders here ) TARGETED POPULATIONS ()please 'V' all that apply) People Exp Chronic Veterans Parenting Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other Abuse Disorders (unsheltered/encampme nt residents) TARGETED POPULATIONS (please'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting Youth Other (Famllles with Minor Children) TARGETED POPULATIONS (please'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta llness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting Youth Other (high vulnerablllty to COVID) TARGETED POPULATIONS (please'k" all that apply) People Exp Chronic Veterans Parenting Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth X Other (at risk of Abuse Disorders homelessness, low and very low-income households) TARGETED POPULATIONS (please'k" all that apply) People Exp Chronic Veterans Parenting Youth Homelessness People Exp Severe Mental People Exp HIV/ AIDS Children of Parenting Illness Youth People Exp Substance Unaccompanied Youth x Other (atnsk of Abuse Disorders homelessness. low and very low-income households) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Veterans Homelessness Parenting Youth 1678 Attachment Homekey (via HCD( Homeless Housing, Assistance and Prevention Program (HHAP) - via Cal ICH Housing and Disability Advocacy Program (HDAP) - via CDSS Housing and Homelessness Incentives Program - via DHCS Local General Fund County of Alameda No Place Like Home (NPLH) - via HCD Project Roomkey and Rehousing - via CDSS Grant Round 2 Providing Access and Transforming Health (PATH) Initiative - via DHCS Local General Fund City General Funds Other (enter funding source under dotted line) FY2023-2024 $ 1,496,279.60 FY2021-2022 $ 2,006,686.00 FY2022-2023 $ 417,771.00 FY 2021-2022 $ 26,962,930.80 FY 2022-2023 $ 37,614,155.81 FY 2023-2024 $ 33,897,024.60 FY 2024-2025 $ 3,197,508.00 FY2021-2022 $ - FY 2022-2023 $ 4,759,823.00 FY 2023-2024 $ 8,938,404.00 FY 2024-2025 $ 3,723,290.00 FY 2022-2023 $ 775,000.00 FY 2023-2024 $ 15,555,000,00 FY 2021-2022 $ 27,800,000.00 FY 2022-2023 $ FY 2023-2024 j FY 2024-2025 $ FY 2021-2022 $ 16,333,387.75 FY 2022-2023 $ 16,333,387.75 FY 2023-2024 j 16,333,387.75 FY 2024-2025 $ 16,333,387.75 FY 2021-2022 $ 11,792,317.00 FY 2022-2023 $ 200,000.00 FY 2021-2022 $ 273,692.00 FY2021-2022 $ 18,342,989.00 FY 2022-2023 $ 6,700,000.00 FY 2024-2025 $ 3,350,000.00 $ State Agency Diversion and Homelessness Prevention State Agency State Agency State Agency State Agency Local Agency State Agency State Agency State Agency Permanent Supportive and Service -Enriched Housing Interm Housing/ Congregate/ Non -Congregate Shelter Administrative Achvit es Intenm Housing/ Congregate/ Non -Congregate Shelter Diversion and Homelessness Prevention Permanent Supportive and Service-Ennched Housing Permanent Supportive and Service-Ennched Housing Intenm Housing/ Congregate/ Non -Congregate Shelter Outreach and Engagement among APS clients, victims in cases of fraud, abuse, or self -neglect. and at nsk of housing insecurity. Administered by County Socal Services Agency. $75,512,074 awarded tofurlsdlctlons w/In AC Of the County's award, $2A96,000 used for X operating subsidies; $27,049,500 in capital — awards used to purchase sites in FY 2020/2021 Utilizing Homekey RI, 2 to purchase hotels as well as tattered side residential homes to overt. perm shared housing Interim Housing is provided in the meantime, with a plan for those residents to stay as the site is converted to housing in the near future Funds revised to reflect first three rounds of funding allocated to County/CoC/City of X Oakland 1$1029M total) Funds per fiscal year — reflect best estimates of spending (most only contracts supported by HHAP are not n a fiscal year) Due to the one-time nature and end of whole person care and HEAP, most of these funds have continued expanding critical countywide services They've also been leveraged as pad of pained CE access point expansion, with housing problem solving. HDAP funds include some renewable funds X and some competitively awarded 11x) Funds support a flexible housing subsidy pool to secure long-term subsidies and placements for HDAP clients (therefore use of funds is loosely estimated based on housing projects supported); benefits advocacy, housing Systems Support Activities support and navigation for clients awaiting PSH Outreach and Engagement Systems Support Activities Systems Support Activifies Outreach and Engagement Administrative Achvit es Intenm Housing/ Congregate/ Non -Congregate Shelter Permanent Supportive and (Service-Ennched Housing Intenm Housing/ Congregate/ Non -Congregate Shelter Rental Assistance/Rapid Rehousing Outreach and Engagement Systems Support Activities Permanent Supportive and Service -Enriched Housing Intenm Housing/ Congregate/ Non -Congregate Shelter Diversion and Homelessness Prevention Rental Assistance/Rapid Rehousing Systems Support Activities Outreach and Engagement Systems Support Activities Systems Support Activifies Adminishahve Activities Local Agency Intenm Housing/ Con te/ Congregate/ Non -Congregate Shelter Rental Assistance/Rapid Rehousing Systems Support Activities Rental Assistance/Rapid Federal Agency Rehousing Diversion and Homelessness Prevention Administrative Activifies Permanent Supportive and Service-Ennched Housing Diversion and Homelessness Prevention Outreach and Engagement One-time Investment funding from Alameda Couny's 2 MCPs to support X homeless system strategies tied to achieving HHIP measures. Each MCP has a different timeline for paying out on deliverables, but expected revenue is budgeted for activities between the two fixal years indicated All budgeted county funds must be spent dozing the fiscal year for which they are allocated. Therefore, all FY 21 /22 funds — represented here are for FY21/22 activities .,. :y. Future allocations dependent on the Board of Supervisors will also be for ^cfivities/contracts in that fiscal year only Emergency Shelters ($7,172,995) + Transitional Hausino Sumod Services Represents Rounds 3 and 4 a (unding, which support 9 housing projects Therefore use of funds is loosely estimated as individual project — timelines and budgets are still being finalized. EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE Funds will be issued as deferred payment loans 10 developers working in conjunction with EXPERIENCING HOMELESSNESS aunties to acquire, design, construct, rehabilitate and preserve PSH PRK funds used to support non -congregate shelter operations for our hotel sites throughout the pandemic,as well as — services to help rehouse those hotel guests into permanent housing in the community. Specific set asides have also supported services for those PRK guests who are part of our TAY system as well as those 'r^9j�l1pcted by q oiler -based violence PATH funds are budgeted for the year in which they are expended, and support chronically homeless adults, with SMI and — high needs as defined by Alameda County's CoC PATH dollars support costs associated with operating a housing navigahon team for individuals with SMI that are chronically homeess and high need The team focuses on high pnonty individuals with housing case manna merit/hnn{Inn nnvinntinn until Amount based off of prior fiscal year funding allocations from all 14 cities in Alameda County. Similar to County General Funds, City General Funds are typically allocated for the year in which they are to be expended and wouldn't expect to rollover. RRH/TH + Peer Navigation + CES Youth Access+ HMIS Amounts shown are based n when funds are planned to be expended for this two-year grant. ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS People Exp Severe Mental liners People Exp Substance Abuse Disorders People Exp HIV/ AIDS Unaccompanied Youth X Children of Parenting Youth Other (APS clients including older adults) TARGETED POPULATIONS (please he all that apply) People Exp Chronic Homelessness People Exp Severe Menta )loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'X' all that apply( People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenfing Youth Other (please enter here TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menta )loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here TARGETED POPULATIONS (please he all that apply) Peoe Exp HomelessneplssChronic People Exp Severe Menlo )loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'k' all that apply) Peoe ExpChronic HomelessneplssChr People Exp Severe Menta )loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please he all that apply) PH ExpChronic HomelessneplssChr People Exp Severe Menta Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please he all that apply) People Exp Chronic Homelessness People Exp Severe Menta )loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenfing Youth Children of Parenting Youth Other (high vulnerability to COVID) TARGETED POPULATIONS (please 'k" all that apply) X People Exp Chronic Homelessness People Exp Severe Menta( Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Veterans Homelessness I/I People Exp Severe Menta People Exp HIV/ AIDS liners People Exp Substance Abuse Disorders Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (please enter here ) TARGETED POPULATIONS )please 'k" all that apply ( Pempele Exp r HP lessnessChonle People Exp Severe Menlo liners Veterans People Exp HIV/ AIDS Parenting Youth Children of Parenting Youth 1679 Attachment $ FY2021-2022 $ 1,000,000.00 $ $ Oakland Housing Authority $ FY 2021-2022 $ 13,187,513.00 FY2022-2023 $ 13,187,513.00 FY 2023-2024 $ 13,187,513.00 Other (enter funding source under doted line) MHSA (Mental Health Services Act) FY 2024-2025 $ 13,187,513.00 Other (enter funding source under doted line) Youth Homelessness Demonstration Program Other (enter funding source under dotted Ire) FY 2021-2022 $ 985,529.00 FY 2022-2023 $ 985,529.00 FY 2023-2024 $ 985.529.00 Mental Health Block Grant- SAMHSA FY 2024-2025 $ 985,529.00 FY 2021-2022 $ 767,200.00 Other (enter funding source under dotted line) $ $ Mental Health Block Grant- ARPA $ $ HOPWA $ $ $ $ Other (enter funding source under dotted tine) Other (enter funding source under doted line) Health Resources and Services Administration (HRSA) Other (enter funding source under dotted tine) HCH Med-Cal and Other Program Revenue (MAA) FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 446,000.00 446,000.00 446,000.00 446,000.00 4,714,972.00 4,714,972.00 4,714,972.00 4,714,972.00 810,896.50 810,896.50 Local Agency Outreach and Engagement Rental Assistance/Rapid Rehousing Adminishahve Activities Intenm Housing/ Congregate/ Non -Congregate Shelter State Agency Permanent Supportive and Service-Ennched Housing Federal Agency State Agency Federal Agency Federal Agency State Agency Outreach and Engagement Systems Support Activities Interim Housing/ Congregate/ Non -Congregate Shelter Rental Assistance/Rapid Rehousng Outreach and Engagement Adminishahve Activities Systems Support Activities Interim Housing/ Congregate/ Non -Congregate Shelter Systems Support Activities Adminishofive Activities NOTE: Private (under)s) option here could include philanthropy, resources from managed care plans organizations, corporate funders, or other private sources of funding Augments COIWORKS HSP grant, for — families In HSP Irving in Oakland. and is an ALL PEOPLE annual budget subject to continued EXPERIENCING agreement and fund availability with HOMELESSNESS OHA. OHCC. In partnership with Alameda County Behavioral Health, oversees MHSA- funded programs for people who ore homeless + SMI, including shelter beds, Permanent supportive housing rental subsidies and units, and outreach and navigaton services. Funds shown are for annual fiscal year expenditures, and may be renewed subject to annual MOU renewal and fund availability. Funds suppod the Trust Health Center (an FQHC clinic for homeless and disabled, — with focus on behavioral health needs, Housing Navigation services for MH population, St Marys Center). Funds shown are for annual fiscal year expenditures, and may be renewed subject to annual MOU renewal and fund availability One-time funds used to support enhanced staffing a Casa Mona, a 17 bed low - barrier non -congregate emergency — shelter Target population Is Individuals with SMI, oten with co-occumng disorders and a history of chronic homelessness Individuals at the site are supported to obtain long-term permanent housing. Funds are awarded to City of Oakland and County has a contract to administer — some podion as a provider Oakland currently issuing RFP to select new providers for future rounds of funding Annual (renewable) allocation shown intended to be spent each grant cycle HRSA grant funds tie Health Care for the — Homeless Program which provides shelter health, FQHC services for homeless and disabled consumers. street health outreach, and mobile health services. Health Care for the Homeless Program revenue from MAA billing that is applied x toward staff and administrative expenses - related to running the HCH program and shelter heallth services In Alameda County Additional revenue for direct clinical services, administrative acirnhes and staffing for homeless services at Alameda Health System Funds earned each year are budgeted and applied to cunent and next years budgeted expenses le g. $1.621,7,3 was earned In FY 21/22; breakdown between fiscal years is an ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS X ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS ALL PEOPLE EXPERIENCING HOMELESSNESS People Exp Substance Ix IUnaccompamed Youth Ix Other )(Transition Age Abuse Disorders Youth ) TARGETED POPULATIONS (please'V' all that apply) People Exp Chronic Homelessness People Exp Severe Menlo 'Mess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other )(Families vnth Children ) TARGETED POPULATIONS (please 'V" all that apply) People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (Transition Age Youth) TARGETED POPULATIONS (please 'X" all that apply) People Exp Chronic Homelessness People Exp Severe Menta Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other (Trans;tion Age Youth)( TARGETED POPULATIONS (please 'S," all that apply) People Exp Chronic Homelessness People Exp Severe Menlo Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (Transition Age Youth) TARGETED POPULATIONS (please 'Vail that apply) People Exp Chronic Homelessness People Exp Severe Menta 'Mess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth X Parenting Youth Children of Parenting Youth Other (homeless persons wrlh HIV/AIDS) TARGETED POPULATIONS (please 'k" all that apply) People Exp Chronic Homelessness People Exp Severe Menlo )(loess People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenfing Youth Children of Parenting Youth Other jlransrtwn Age Youth ) TARGETED POPULATIONS (please 'V all that apply) People Exp Chronic Homelessness People Exp Severe Mental Illness People Exp Substance Abuse Disorders Veterans People Exp HIV/ AIDS Unaccompanied Youth Parenting Youth Children of Parenting Youth Other (Transition Age Youth( 1680 Attachment D Table 4. Outcome Goals Outcome Goal #1 a: Reducing the number of persons experiencing homelessness. Goal Statement: By the end of the performance period, HDIS data for the [Alameda County CoC] will show [16,000] total people accessing services who are experiencing homelessness annually, representing [6,154] [more] people and a [63%] [increase] from the baseline. *Please be sure to copy and paste the goal stafemenf from this application template to Cognito, and only update the fields in [brackets]. Goal Narrative: HDIS baseline data shows the number of people served in our system to be much lower than local HMIS data, which shows 21,511 persons served in FY 21-22, our most recent annual measurement period. We are still trying to understand this significant discrepancy. One potential reason could be that Coordinated Entry data in HDIS appears quite low, and more CE entries should appear in future HDIS data pulls. Therefore, while 16,000 is an increase from HDIS baseline, it is a reduction from what we believe to be the true number of those currently served by our homeless response system. If we reference our HMIS data which reflects our local understanding of the severity of the problem (and also aligns with annual projections of people experiencing homelessness based on a one-moming snapshot provided by the 2022 PIT Count), then we are proposing to decrease the number of persons experiencing homelessness from 21,511 (true baseline) to 16,000, a decrease of 5,511 persons or 26%. This goal is also predicated on the notion that the discrepancies between HDIS and HMIS data will eventually resolve itself so that future HDIS data pulls are comparable to our local situation. While we aim to lower this number overall, the 16,000 also reflects that we hope to have everyone experiencing homelessness in our community accessing and receiving services from our homeless response system and included in HMIS. The balancing of reducing homelessness while ensuring greater coverage of who is known to our system is included in this goal. In HHAP-3 goal setting for 2024, we anticipated a similar reduction from over 19,000 people in our local HMIS baseline to 17,000, an 11% reduction using local numbers (although it appeared as an 87% increase from HDIS data that we couldn't substantiate). Similarly, our goal appears as an increase from HDIS data, but is set using our homeless system numbers that we're able to substantiate. Goals set for 2025 are more ambitious, proposing a 26% instead of 11% decrease in our local situation. This decrease is in the context of continually increasing PIT Count numbers, that saw an overal 73% increase in homelessness from 2017 to 2022. While there are new housing opportunities for people experiencing homelessness in the pipeline, a reduction in homelessness cannot be realized without significant prevention efforts to stop the inflow of people becoming homeless, which hovers at a rate of 2.5 to 3 for every one person exiting homelessness. Prevention strategies have been articulated in the Home Together Plan, but lack funding to implement. Baseline Data: Annual estimate of number of people accessing services who are experiencing homelessness Change in # of People Outcome Goals July 1, 2022 - June 30, 2025 Target Annual Estimate of # of people Change as % of Baseline accessing services who are experiencing homelessness 9,846 6154 63% 16,000 Describe any underserved and/ or disproportionately impacted population(s) that your community will especially Describe the hackable data goal(s) related to this Outcome Goal: focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. Black and African American people experiencing homelessness represent the largest population of people in our homeless system. People who are Black or African American as a % of total persons served by our homeless This population has consistently been over -represented compared to their representation in the general population. Current HDIS response system. Our target is to increase this percentage represented in homeless system data shows 54% of those served by our homeless system are Black or African American, compared to approximately 11% of Alameda programs and services to reach 59% of the total population served by 2025 for 9,400 Black or County residents. This percentage has gradually increased over time. It is imperative that we take steps fo address the African American individuals served), to ensure there is over -representation in services received disproportionate impact, and increase people served land housed) to reduce this over -representation so it aligns more closely with and exits to housing. the general population. Baseline for CY 2021 shows 5,318 Black or African Americans served by our homeless system. Our goal is to serve 9,400 Black or African American persons in 2025, which would be a decrease of 6% relative to our 2024 goal. but would represent 59% of all persons served, which is commensurate with our HHAP-3 goal to serve this population of a rate that is greater than the general and homeless system population. We strive to increase this population served to reflect greater access to resources and housing exits. Outcome Goal #1 b. Reducing the number of persons experiencing homelessness on a daily basis. Goal Statement: By the end of the performance period, data for the [Alameda County CoC] will show [6,300] total people experiencing unsheltered homelessness daily, representing [835] [fewer] people and a [12%] [reduction] from the baseline. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in (brackets]. 1681 Attachment D Goal Narrative: Since our 2017 PIT Count, our CoC has experienced an 85% increase in unsheltered homelessness (3,863 unsheltered in 2017; 6,312 in 2019; and 7,135 in 2022). However, if we remove the 2017 number of unsheltered and focus on the more recent counts from 2019 and 2022, then we see a 13% increase in the unsheltered population, which changes our 2025 projections to 8,232 people predicted to be unsheltered at that time. While the absolute numbers of unsheltered homeless continue to increase, and are projected to keep increasing in the 2024 PIT Count based on current trend lines, the %of unsheltered to sheltered has decreased from 79% unsheltered in 2019 to 73% in the 2022 PIT Count. We believe this number/percentage would likely be higher if it weren't for the many Roomkey units that were still available during the 2022 PIT. With the loss of Roomkey units and the current trajectory, we'd expect continued increases in the unsheltered population. However, our Home Together Plan calls for significant and temporary investment in shelter to help slow down this increase, and to provide temporary housing while more permanent housing makes its way through the pipeline. Without significant funding, however, we cannot realize our goal of adding 1,625 units of shelter to our inventory by 2023 as called for in the Plan (which would bring our total to 3,410 shelter units). Without ongoing funding, it is difficult to expand and sustain inventory, knowing that future operating and leasing costs do not have a funding source. Our biggest source of recurring funding is through HUD, and much of our HUD CoC package supports ongoing rental assistance for people already in permanent housing. However, our Home Together Plan calls for a number of activities that support efforts to increase the production of low -barrier shelter and interim housing, including lowering progammic barriers to crisis services, ensuring that existing shelter inventory can be maximally utilized, and increasing medical and mental health respite by 300 beds and including resources for rehousing exits. For these reasons, we anticipate being able to reverse this trend, and start to change direction in 2024 and beyond. Thls Includes adjusting our previous HHAP-3 goal from 8,100 unsheltered to a new goal of 7,000 by 2024, representing our first decrease in the next PIT Count. Our goal (s) represents stabilization so that, while unsheltered homelessness is predicted to temporarily increase, the addition of new shelter and interim housing can slow down this trajectory and reverse direction by 2025 as more shelter and housing is brought online. Our 2025 goal to have no more than 6,300 people unsheltered represents a 12% decrease from baseline, and a 10% reduction from our HHAP-3 adjusted goal of 7,000. We are proposing a significant reduction from the 2025 projection of 8,232 unsheltered to 6,300. This also represents a 22% decrease from our original HHAP-3 goal of 8,100. We continue to partner with cities to use each round of HHAP funding to bring on more units of interim housing, although it can take a few years to see projects finalized and sustainability of these projects when one- time funding ends remains a top concem. Outcome Goals July 1, 2022 - June 30, 2025 Baseline Data: Daily Estimate of # of people experiencing unsheltered homelessness hange In # of People 7,135 835 Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Our latest PIT Count (2022) shows that unaccompanied youth households (ages 18-24) that are unsheltered comprise 9.3% of our CoC's total unsheltered population. which is higher than the percentage this population represents within our total homeless system (8%). This overrepresentation of youth in unsheltered homelessness is also consistent with data from our prior 2019 PIT Count which shows youth represented as 9% of the unsheltered population. We have seen this number reduced in the past (between 2017 and 2019) and believe that with targeted interventions including expanded access to Coordinated Entry through youth access points (a focus of YHDP), as well as interim housing for youth, we can once again impact this number. We are proposing a 20% decrease relative 10 our 2024 goal, with strategies informed by our youth coordinated community plan developed under YHDP. Change as % of Baseline 12.00% Target Daily Estimate of # of people experiencing unsheltered homelessness 6,300 Describe the trackable data goal(s related to this Outcome Goal: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. Our goal is to bring the # of unaccompanied youth who are unsheltered down by 2.3% to 7% of the unsheltered population in 2025, or no more than 441 (of the 6,300 goal set for total unsheltered homelessness) unaccompanied youth experiencing unsheltered homelessness. This decrease would be two full percentage points lower than the current percentage of the total homeless population that unaccompanied youth represent (9% or 666 unaccompanied youth). Outcome Goal #2. Reducing the number of persons who become newly homeless. Goal Statement: By the end of the performance period, HDIS data for the [Alameda County CoC] will show [6,000] total people become newly homeless each year, representing [1,372] [more] people and a [30%] [increase] from the baseline. *Please be sure to copy and paste the goal statement from this application Template to Cognito, only updating the fields in [brackets]. Goal Narrative: Our community doesn't currently anticipate an influx in prevention resources, and like many others, are challenged with how to build out an effective and resourced prevention arm connected to our homeless response system. We foresee that due to the lifting of eviction moratoria when the local health emergency ends, and the wind down of one-time COVID resource -funded rental assistance (e.g. Emergency Rental Assistance Program (ERAP), which received over 11,000 applications in the County, not including the large cities of Oakland and Fremont that received their own applications. Of the 8,556 households that were approved for funding through the County, about 2/3 of these households are below 30% AMI, increasing their risk for falling into homelessness once supports are lifted) we anticipate seeing future increases in first-time homelessness, although likely not immediately, as evictions and loss of housing are just one step in a chain of events that contribute to eventual homelessness. HDIS data shows first-time homelessness increased by 17% between 2020 and 2021 (3967 to 4628), surpassing our 2021 target of where we'd need to be to meet our HHAP-3 2024 goal (4475 in 2021). At our current rate of Increase, we would expect to see approx. 7,667 people become homeless for the first time in 2025. Homeless system modeling and projections in our Home Together 2026 Plan also project an increase in first-time homelessness in 2022 and 2023, with eventual stabilizing in 2024 and slight decreases thereafter (contingent on our Plan being sufficiently resourced with new funding over a five-year period, resulting in an additional 24,000 new units and subsidies). For these reasons, we propose to slow this upward trajectory of the rate of first time homelessness. This goal would result in 6,000 people becoming homeless for the first time In 2025 instead of 7,667, a decrease of 22%, and a stabilizing of our 2024 estimate. We hope to achieve this through identification of new prevention funding, building on existing partnerships with other mainstream/institutional settings exiting people to the homeless system (e.g. criminal justice system, hospitals, etc.) and leveraging data from multiple systems to help identify those most likely to become homeless through key screening indicators. Baseline Data: Annual Estimate of # of people who become newly homeless each year Change in # of People Outcome Goals July 1, 2022 - June 30, 2025 Change as % of Baseline Target Annual Estimate of # of people who become newly homeless each year 1682 Attachment D 4,628 1,372 30% 6,000 Describe Your Related Goals for Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Describe the trackable data goal(s) related to this Outcome Goal: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. The number of Black or African American people who became homeless for the first Time in CY 2020 was 1,951 or The number of Black or African American people experiencing first-time 49% of the total number of people experiencing homelessness for the first time, well above The representation of homelessness will be no greater Than 2,750, or 46% by 2025. Black or African American people in the general population (11%). The number of Black or African American people who became homeless for the first time in CY 2021 was 2,451 or 53%, an even greater disparity compared to the representation of Black or African American people in the general population. We are proposing to reduce first time homelessness for Black or African American people through housing problem solving and flexible financial assistance resources targeted To achieve greater race equity. Instead of continued growth in this subpopulation, we are proposing 10 slow the growth rate so that no more than 2,750 of those becoming homeless for the first time in 2025 are Black or African American. This would be a redirection in 2025 from the currently projected 51% of first -Time homeless or 3,920 people, who are Black or African American. We are proposing a reduction from the projected 51% to no more than 46%, a decrease of 5% of the first-time homeless population. Outcome Goal #3. Increasing the number of people exiting homelessness into permanent housing. Goal Statement: By the end of the performance period, HDIS data for The [Alameda County CoC] will show 12,250] total people people exiting homelessness into permanent housing annually, representing [240] [more] people and a [12%] [Increase] from the baseline. Goal Narrative: We saw an 11 % increase in housing exits between 2020 and 2021 (1,813 to 2,010 exits), due to new housing resources coming online. However, most of our future housing inventory will show up in HMIS as PSH enrollments with ongoing services (and therefore not system exits), meaning that people who are housed with these resources will be enrolled in PSH ongoing and will not impact this measure since they aren't considered an exit from the system. As we increase tenancy sustaining service slots through CaIAIM, we anticipate that everyone housed through Coordinated Entry will be enrolled in these services ongoing (which is the goal) to support housing retention and homelessness prevention, but will continue to be active/enrolled in our system. For this reason, while we anticipate the number of overall housing exits to continue increasing, there is concern that much of this growth will not be captured by this measure. Although it is not entirely clear the population that is exiting to housing outside of the system without ongoing supports, since we don't have our arms around people once they have exited, our projection tool shows us that this type of housing exit continues to steadily increase. We therefore project a 12% increase In system exits to housing from our 2021 baseline (an additional 240 exits), and a 15% increase from our 2024 projected goal of 1,950 system exits to housing. Based on updated baseline data, we believe we can surpass our HHAP-3 2024 goal with further steady increases. While we are optimistic about bringing more housing online, the impact of increased housing exits will continue to be offset by the inflow into our system which averages at a rate of 2.5-3 people becoming homeless for every 1 person who exits. Without permanent funding to work on prevention, increasing total housing exits alone will not move our system to functional zero. Current protections In our Home Together Plan Include 1,447 units of PSH coming online over the next two fiscal years (through June 2024), but as noted, our projected goal does not include all the people who will move from homelessness to permanent housing due to our understanding of the limitations with the methodology for this measure. Our Home Together Plan also articulates that with sianificant additional fundina and resources we could increase exits from our system to more than 6,000 households annually by 2024. The Plan calls for the addition of over 24,000 new housing opportunities (both units and subsidies) by 2026, if funding can be identified. These projects to increase inventory would include expansions in rapid rehousing and supportive housing, as well as significant investments in newer program models for our community such as dedicated affordable housing and shallow subsidies that provides housing that allows people independence and autonomy with economic supports, a strategy recommended to be more effective in reducing racial disparities in our community. We have seen success with focused smaller -scale programs that serve families in rapid rehousing (e.g. CaIWORKS HSP), or OPRI (Oakland PATH Rehousing Initiative) that provides sponsor -based rental assistance and supportive services to people living on the sheet or in emergency shelters, and people exiting foster care or the criminal justice system. The OPRI partnership includes City of Oakand, the Oakland Housing Authority, Alameda County, and multiple non-profit agencies. Bringing programs like this to scale through increased subsidy and service slots would greatly impact our system. In addition, there are a number of efforts over the past year that have launched to increase exits from our homeless response system to permanent housing: 1) funding housing navigation and housing stability services through CaIAIM so that people can more easily access available housing and receive supports to stay housed; 2) procuring funds for operating subsidies that will add financial support to dedicated affordable units through a new local operating subsidy pool; and 3) local jurisdictions (cities) within the County are dedicating funding towards new supportive housing and rapid rehousing programs, are setting aside dedicated affordable units for homeless households, and have launched shallow subsidy programs. Baseline Data: Annual Estimate of # of people exiting homelessness into permanent housing Outcome Goals July 1, 2022 - June 30, 2025 Change in # of People Change as % of Baseline Target Annual Estimate of # of people exiting homelessness into permanent housina 2,010 240 12% 2,250 Describe Your Related Goals for Describe any underserved and/ or disproportionately impacted population( ) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Describe the trackable data goal(s related to this Outcome Goal: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. 1683 Attachment D With our 2020 baseline data, we did not see significant disparities in exits to housing when compared with representation in our overall homeless system, so in alignment with our Home Together 2026 Community Plan to center race equity and reduce racial disparities, and in the absence of any one single racial group more disproportionately impacted than others (according to State HDIS data), we set an intention to reach larger percentages of all BIPOC served by the system and exiting to permanent housing, so that exits to housing align with BIPOC representation in the overall homeless system With the 2021 baseline data, we continue to see racial groups mostly represented in alignment with their overall representation in the homeless system However, there are some areas for improvement, including Amencan Indian or Alaska Natives who comprise 3.4% of our homeless population but only represent 2.7% of housing exits from our system Other racial groups are within a one percentile difference between their representation in the homeless system and system exits to housing. Also, because we know that Black or African Amencan people in particular are hugely overrepresented in the homeless system {54% compared to 11% of the general County population) we will continue to focus on access to housing problem solving and flexible financial assistance at the front door of our homeless system (access points/housing resource centers) so that there is greater access and opportunities for BIPOC populations to exit to housing without having to enter the homeless system and expenence long waits for system resources. To achieve equity in this measure for all BIPOC populations experiencing homelessness, by 2025 over 3% of housing exits will be Amencan Indian or Alaska Native; and we will maintain or improve representation in successful exits for people who are Asian at 3%; Black or African American at 54%; 2% Native Hawaiian or other Pacific Islander; and 7% for people of multiple races. Outcome Goal #4. Reducing the length of time persons remain homeless. Goal Statement: By the end of the performance period, HDIS data for the [Alameda County CoC] will show 1152] days as the average length of time that persons are enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move -in for persons enrolled in rapid rehousing and permanent housing programs annually, representing [16] [fewer] people and a [10%] [reduction] from the baseline. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets]. Goal Narrative: The State's HDIS baseline data for this measure is significantly lower than what local HMIS data demonstrates (HMIS data shows that 229 days was the average length of time people remained homeless in Alameda County in CY 2021). Therefore, maintaining the average length of time that people in Alameda County remain homeless at 152 days (our CY 2020 baseline) between 2021 and 2025 is far below what local data shows, and as such is a significant decrease/reduction for this measure. The projection tool used to support goal setting for 2024 and 2025 shows that were currently projected to reach 164 days as the average length of time someone remains homeless by 2025, only a modest reduction from current baseline. We believe we can take this goal further, but cannot see moving the needle beyond what we already established in HHAP-3 which is a maintenance of effort for this data point which we haven't been able to substantiate locally. For further comparison, our HMIS data for this sytem performance measure across Fiscal Year 2021-2022 shows 226 days as the average length of time, similar to what we pulled locally for CY 2021. We know that housing in the pipeline doesn't come online all at once, and that so long as the inflow into homelessness continues at the current rate (which seems likely given all that happens upstream on someone's way to becoming homeless), there will not be enough housing to exit people from the system swiftly without a significant long-term investment in new housing. Given this constraint, there will continue to be issues with flow through the system. PIT Count data also shows a large number of our homeless population is impacted with health and mental health disabilities (49% report psychiatric or emotional conditions; 34% report chronic health conditions; and 33% report physical disabilities), which impacts the time people are waiting for appropriate resources, as we need more housing with enhanced services for older adults, and persons who are medically fraile and/or with behavioral health impairments. New models in our system show great promise is providing these more intensive on -sight services so that people can stay housed in the community, but require funding to be brought to scale. We also have very little turnover in PSH (which currently makes up the majority of our homeless housing) which is a strength of the system and speaks to our commitment to ensure ongoing services available to everyone for as long as needed, but also means that without new housing brought to scale, there is very little flow with existing inventory. We also see that lengths of stay in some types of interim housing have increased which can be a benefit, as the consumers in those programs are given the supports they need while housing plans are developed and implemented. With the continued move to reduce shelter barriers, people are willing to stay longer while working on their long- term housing plans. ■• Baseline Data: Average length of time (in # of days) persons enrolled in street outreach, emergency shelter, transitional housing, safehaven projects and time prior to move .in for persons enrolled in rapid rehousing and permanent housing programs 168 Outcome Goals July 1, 2022 - June 30, 2025 Change in # of Days -16 Describe Your Related Goals for Describe any underserved and/ or disproportionately impacted population( ) that your community will especially Describe the trackable data goal(s related to this Outcome Goal: focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. Change as % of Baseline 10% Target Average length of time (in # of days) persons enrolled in sheet outreach, emergency shelter, transitional housing, safehaven projects and time prior to move - in for persons enrolled in rapid rehousing and permanent housing programs 152 days Updated HDIS baseline data shows the average length of time families with minor children remain homeless conhnues to be much higher than for households without children (236 days vs. 146 days). This number for families continues to increase based on past data. Our projected performance indicates that 11 nothing changes, we are on pace to reach an average of 251 days that families with minor children stay homeless by year 2025 While this data could be attnbutable to families spending more time in programs such as interim housing/transitional housing/etc., our goal is to bring this number down to less than 200 days by 2025, a 15% decrease in length of time from current baseline, and a 20% reduction from our projected performance in 2025 (251 days vs 200 days) reversing the current trend of increases Reduce the average length of time that families with children remain homeless. Target goal is less than 200 days that families remain homeless by 2025. This is an 15% decrease from the 2021 HDIS baseline (236 days) �.r.nflamo -an uu ,.aa i1 s ari•J,.i. .....u.�auw ,.uu 1684 Attachment D Goal Statement: By the end of the performance period, HDIS data for the [Alameda County CoC] will show [7%] of people return to homelessness within 2 years after having exited homelessness to permanent housing, representing 101 [fewer or more] people and a [0%] [reduction or Increase] from the baseline. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets]. Goal Narrative: This measure has remained relatively stable over the years (usually always at or under 10%, but not much variation from there) and would require a longer timeframe (beyond 2025) to achieve significant reductions. This goal represents a focus on increasing the number of people experiencing homelessness who exit to housing, while managing ongoing housing retention with some expected levels of attrition. We don't anticipate major levers impacting this relatively stable data point, and would go so far as to postulate that the 7% seen in the State's CY 2021 data may be more of an outlier that will regress to the mean over time. While it's great to see a decrease from HDIS CY 2020 numbers, we wouldn't expect to continue seeing reductions as there is some level of margin/tolerance in any system. DHCS is setting its performance measures for HHIP at no more than 15% returns to homelessness for their population of formerly homeless managed care members who exit to housing, and between this threshold and those set locally in response to tracking this data with HUD over a longer period of time, we have no reason to believe it would be possible to further suppress returns below 7%. As a community, we have dedicated a lot of funding to ensuring that most people exiting to homeless housing through our system have ongoing tenancy sustaining/housing stability services for as long as needed, and we attribute bringing those services to scale through Medi-Cal funding as part of CalAIM, as a key strategy to stay at or below 10% locally with returns to homelessness. However, continued authorizations of these services to cover a long period of time once housed is at the discretion of the Managed Care Plans, and it's not yet clear how the policies they may set around future approval of these services could impact whether some people in housing lose those supports and consequently lose their housing as well. We are continuining to advocate locally for long-term coverage through CaIAIM, as well as at the State level to make tenancy sustaining services a covered Medi-Cal benefit, which would promote housing retention for a large group of people. Baseline Data: % of people who return to homelessness within 2 years after having exited homelessness to permanent housing 7% Outcome Goals July 1, 2022 - June 30, 2025 Change in % of People 0% Change as % of Baseline 0% Describe Your Related Goals for Target % of people who return to homelessness wihtin 2 years after having exited homelessness to permanent housing 7% Describe any underserved and/ or disproportionately impacted population( ) that your community will especially Describe the trackable data goal(s related to this Outcome Goal: focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. Returns 10 homelessness for transition age youth (ages 18-24) is currently a1 11%, much higher than the system Reduce the percentage of transition age youth who return to homelessness after average of 7%. Our goal is to decrease unaccompanied youth returns to homelessness, so they're more in line with exiting homelessness to permanent housing from 11 %to 7%. the rate of returns to homelessness in the overall homeless system. Unaccompanied youth ages 18-24 comprise approximately 6.6% of our homeless system according 10 CY 2021 data. There should be adequate supports in place to ensure housing retention for this group in line with the rest of our homeless system, so that their returns look similar to the overall system (which we target to be at 10% or lower), if not stronger. This calls for reducing returns by 1% each year fo get to 7% in 2025. We believe that decreasing returns fo homelessness for transition age youth from 11%to 7% can be accomplished with continued partnership between our County, Continuum of Care, and Youth Action Board, and with the infusion of new YHDP funds deployed fo activities called for in the Youth Coordinated Community Plan. Outcome Goal #6. Increasing successful placements from street outreach. Goal Statement: By the end of the performance period, HDIS data for the [Alameda CoC] will show [50] total people served in street outreach projects exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations annually, representing [6] [more] people and a [14%] [Increase] from the baseline. *Please be sure to copy and paste the goal statement from this application template to Cognito, only updating the fields in [brackets]. Goal Narrative: State HDIS data shows that successful placements from street outreach have increased by 214% since 2018 through 2021 (14 to 44 placements), with the biggest increase during that period realized between 2020 to 2021. We believe we can continue increasing this goal (as we projected in HHAP-3) as we expect expansion of outreach teams using HMIS in our CoC beginning FY 2022/2023. In addition, there are an increased number of street health outreach teams participating in housing problem solving and front door services as part of our Coordinated Entry, which will also positively impact this measure. Using HHIP funds from DHCS, we are also partnering with our managed care plans to support data collection and expansion of people served by street heath outreach teams, which should support an increase in successful placements over the next few years. However, we're striving to ensure we keep this goal realistic, as successful placements depend on availability of both interim and permanent housing, and the system is therefore reliant on an increase in shelter options that can be accessible by street outreach, which will require new funding investments to realize (as discussed in Goal 1 b). As street outreach is often the first encounter/touchpoint to the homeless response system, there are still many people encountered by outreach teams who are not yet ready to consent to data entry in HMIS which has also artificially limited the number of people receiving services through this access point. Baseline Data: Annual # of people served in street outreach projects who exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations. 44 Outcome Goals July 1, 2022 - June 30, 2025 • Change in # of People 6 Change as % of Baseline Target Annual Estimate of # of people served in street outreach projects who exit to emergency shelter, safe haven, transitional housing, or permanent housing destinations. 14% 50 1685 Attachment D Describe Your Related Goals for Describe any underserved and/ or disproportionately impacted population(s) that your community will especially focus on related to this Outcome Goal and how this focus has been informed by data in your landscape assessment: Describe the trackable data goal(s) related to this Outcome Goal: Note: Meeting the trackable data goals for the underserved populations is not required for eligibility for Bonus Funds. There is insufficient population data from HDIS on those included in this measure from 2018 - 2021 )n=44) to draw To achieve equity in this measure for all BIPOC populations experiencing meaningful conclusions about disproportionately impacted populations with such a small sample size. HDIS only homelessness, by 2025 at least 3% of all successful placements from street outreach provided data for a couple subpopulahons but suppressed most because of the small number of people reported in will be American Indian or PJaska Native; at least 3% Asian; at least 54% Black or those categories Where there was population data, it did not reveal nohcable inequities le g Black or African African American; at least 2% Native Hawaiian or other Pacific Islander; and at Amencans represent 54% of our homeless system and made up 61 %of successful placements from outreach; least 7% multiple races people with significant mental illness represent 30% of our system and made up 50% of succesful placements). However, as priontized in our Home Together Plan, we have an intention to ensure that the population served by street outreach teams with successful exits aligns with BIPOC representation in the overall homeless system. In alignment with our Home Together 2026 Community Plan to center racial equity and reduce racial disparities, we will set goals to reach larger percentages of all BIPOC served by street outreach and exiting to successful placements, so that it aligns with BIPOC representation in the overall homeless system 1686 Attachment E trategy Table 5. Strategies to Achieve Outcome Increasing investments into, or otherwise scaling up, specific interventions or program types Description Prevent Homelessness: Focus resources for prevention on people most likely to lose their homes (Home Together Plan, Goal 1, Strategy 2)- Implement and expand shallow subsidies availability for people with fixed or limited income with housing insecurity to relieve rent burden and reduce the risk of becoming homeless. Track progress on this goal area through system performance measures and corresponding measures of increased racial equity. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities Office of Homeless Care and Coordination (system connection); Alameda County Behavioral Health (Care First, Jails Last); Social Services Agency (workforce development) Measurable Targets Add 1,740 shallow subsidies for households in our homelessness response system. Performance Measure to Be Impacted (Check all that apply) pJ . Reducing the number of persons experiencing homelessness. ✓® Reducing the number of persons who become homeless for the first time. D. Increasing the number of people exiting homelessness into permanent housing. ElReducing the length of time persons remain homeless. . Reducing the number of persons who return to homelessness after exiting homelessness L� permanent housing. ▪ Increasing successful placements from street outreach. rrlocused on equity goals related to underserved populations and populations disproportionate I' �upacted by homelessness. Strategy Performance Measure to Be Impacted (Check all that apply) Increasing investments into, or otherwise scaling up, specific interventions or 2 program types bescription Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by adding resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Increase current flexible funding for Housing Problem Solving by 20% from CY 2022 contract amounts (an increase of $100,000). Increase the centralized Housing Assistance Fund by 20% from CY 2022 levels (an increase of $200,000). 2 Reducing the number of persons experiencing homelessness. Reducing the number of persons who become homeless for the first time D. Increasing the number of people exiting homelessness into permanent housing. O . Reducing the length of time persons remain homeless. . Reducing the number of persons who return to homelessness after exiting homelessness Ltior permanent housing. ® Increasing successful placements from street outreach. rflocused on equity goals related to underserved populations and populations disproportionatgy 1pacted by homelessness. Strategy Performance Measure to Be Impacted (Check all that apply) 3 Strengthening the quality or performance of housing and/or services programs Description Prevent Homelessness for our residents: rapidly resolve episodes of homelessness through Housing Problem Solving (Home Together Plan, Goal 1, Strategy 3) by offering Housing Problem Solving training and funding to all CE access point providers and outreach staff throughout the system so that providers can quickly assist people when and where they seek help. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as Coordinated Entry Management Entity Measurable Targets Facilitate at least one Housing Problem Solving training per year available to all CE providers. ®, Increasing successful placements from street outreach. 2. Reducing the number of persons experiencing homelessness. J® Reducing the number of persons who become homeless for the first time D. Increasing the number of people exiting homelessness into permanent housing. O . Reducing the length of time persons remain homeless. 0. Reducing the number of persons who return to homelessness after exiting homelessness L=� permanent housing. rflocused on equity goals related to underserved populations and populations disproportionatsy aupacted by homelessness. 1687 Attachment E Strategy reng erring sys emic e or s an. processes, suc as coor.Ina e• en ry an 4 assessment processes, landlord engagement efforts, housing navigation strategies, • Performance Measure to Be Impacted (Check all that apply) Description u Reducing the number of persons experiencing homelessness. Connect people to shelter and needed resources: expand access in key neighborhoods and continue Improvements to Coordinated Entry (Home Together Plan, Goal 2, Strategy 1). Activities include expanding neighborhood -based access points to the system's housing and D. Reducing the number of persons who become homeless for the first time. shelter resources in places where people are most likely to lose housing or are currently experiencing homelessness; and continue to track and evaluate the impact of updates to CES to ensure impacts are effective and support reductions in racial disparities. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC as CE Management Entity Measurable Targets Launch 2 Coordinated Entry Access Points for survivors of IPV and Youth. Strategy Increasing investments into, or otherwise scaling up, specific interventions or 5 program types 6 Description Connect people to shelter and needed resources: Significantly increase the availability of shelter, especially non -congregate models, to serve vulnerable households and to reduce unsheltered homelessness (Home Together Plan, Goal 2, Strategy 4). New shelter will be primarily non -congregate and include access to support services; as new housing comes online, transition non -congregate shelters into permanent housing or remove these beds from the system as demand is reduced. Currently, Alameda County has two Homekey projects awarded that will become supportive housing but are currently used as interim housing to align with this strategy. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC, County Housing & Community Development, County Social Services Agency Measurable Targets Add 1625 temporary additional non -congregate shelter beds to serve vulnerable adults, and families with children. Strategy Expanding and strengthening cross -system partnerships and/or collaborative planning Description Increase Housing Solutions: add units and subsidies for supportive housing, including new models for frail/older adults (Home Together Plan, Goal 3, Strategy 1). Activities include expanding the supply of supportive housing subsidies and units through prioritization and matching strategies, and new development funding; and creating a new model of supportive housing for older/frail adults with more intensive health service needs. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities County Housing & Community Development, OHCC Measurable Targets D. Increasing the number of people exiting homelessness into permanent housing. Reducing the length of time persons remain homeless. Reducing the number of persons who return to homelessness after exiting homelessness permanent housing. D. Increasing successful placements from street outreach. rflocused on equity goals related to underserved populations and populations disproportionate y = npacted by homelessness. Performance Measure to Be Impacted (Check all that apply) 2. Reducing the number of persons experiencing homelessness. D. Reducing the number of persons who become homeless for the first time. D. Increasing the number of people exiting homelessness into permanent housing. D. Reducing the length of time persons remain homeless. Reducing the number of persons who return to homelessness after exiting homelessness tio permanent housing. J®. Increasing successful placements from street outreach. rflocused on equity goals related to underserved populations and populations disproportionatew npacted by homelessness. Performance Measure to Be Impacted (Check all that apply) E✓ . Reducing the number of persons experiencing homelessness D. Reducing the number of persons who become homeless for the first time. ©. Increasing the number of people exiting homelessness into permanent housing D. Reducing the length of time persons remain homeless. Reducing the number of persons who return to homelessness after exiting homelessness permanent housing. 1688 Attachment E Add 1,285+ new supportive housing subsidies to our homelessness response system. Add 520+ new (additional) supportive housing subsidies for older adults. Li. Increasing successful placements from street outreach. J ocused on equity goals related to underserved populations and populations disproportionaty pacted by homelessness Strategy Performance Measure to Be Impacted (Check all that apply) Other equity -focused strategies Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Horne Together Plan, Goal 3, Strategy 2) by providing affordable housing without time limits for approximately 30% of adult only households and 28% of family households in the homeless system (over a five-year period). Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities HCD, OHCC Measurable Targets Add 3,320 dedicated affordable housing subsidies available to households in the homelessness response system. U. Reducing the number of persons experiencing homelessness. D. Reducing the number of persons who become homeless for the first time D. Increasing the number of people exiting homelessness into permanent housing. D. Reducing the length of time persons remain homeless. El. Reducing the number of persons who return to homelessness after exiting homelessness I--tio permanent housing. D. Increasing successful placements from street outreach. rrlocused on equity goals related to underserved populations and populations disproportionate y mpacted by homelessness. Strategy Performance Measure to Be Impacted (Check all that apply) Building the capacity of homelessness response system to utilize resources, 8 implement best practices, and/or achieve outcomes Description Increase housing solutions: Create dedicated affordable housing subsidies for people who do not need intensive services (Horne Together Plan, Goal 3, Strategy 2) by adding capacity within the system to support new dedicated affordable units including staff for new local operating subsidy program, additional CE staffing and lighter and variable supportive services. Monitor race and ethnicity for those matched to dedicated affordable housing opportunities in the homeless system to ensure BIPOC populations are represented at or above their prevalence in the homeless system. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities HCD, OHCC Measurable Targets Launch a Local Operating Subsidy Pool operated by HCD with support from OHCC in 2023. Support 42 housing opportunities through Local Pool by 2025. 2. Reducing the number of persons experiencing homelessness. D. Reducing the number of persons who become homeless for the first time. D. Increasing the number of people exiting homelessness into permanent housing D. Reducing the length of time persons remain homeless. EReducing the number of persons who return to homelessness after exiting homelessness permanent housing. D. Increasing successful placements from street outreach. rrlocused on equity goals related to underserved populations and populations disproportionate y mpacted by homelessness. Strategy Performance Measure to Be Impacted (Check all that apply) Improving data quality, data systems, and/or data analyses to better inform decision -making Description Strengthen coordination, communication, and capacity: Use data to Improve outcomes and hack racial equity impacts (Home Together Plan, Goal 4, Strategy I) by improving HMIS coverage; and 2) improving data quality and regularly reviewing system and program outcomes data disaggregated by race. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities pJ . Reducing the number of persons experiencing homelessness. D. Reducing the number of persons who become homeless for the first time. D. Increasing the number of people exiting homelessness into permanent housing. D. Reducing the length of time persons remain homeless. 1689 Attachment E OHCC, County Housing & Community Development Measurable Targets Increase HMIS licensed users by 5% (approx. 32 new users); increase HMIS participating agencies by 5% (approx. 4 new agencies) in 2023. El. Reducing the number of persons who return to homelessness after exiting homelessness I--tlo permanent housing. D. Increasing successful placements from street outreach. rflocused on equity goals related to underserved populations and populations disproportionate y patted by homelessness. Strategy Performance Measure to Be Impacted (Check all that apply) Improving data quality, data systems, and/or data analyses to better inform decision -making Description Strengthen coordination, communication, and capacity: Use data to improve outcomes and 2. Reducing the number of persons experiencing homelessness. track racial equity impacts (Home Together Plan, Goal 4, Strategy 1) by improving the tracking of resources and inventory (e.g. development of a supportive housing pipeline tool) to support evaluation and reporting. Timeframe July 1, 2022 - June 30, 2025 Entities with Lead Responsibilities OHCC Measurable Targets Develop tracking tools and provide annual updates on the Home Together Community Plan beginning in FY 2022 - 2023. D. Reducing the number of persons who become homeless for the first time. D. Increasing the number of people exiting homelessness into permanent housing. D. Reducing the length of time persons remain homeless. EReducing the number of persons who return to homelessness after exiting homelessness permanent housing. D. Increasing successful placements from street outreach. rYocused on equity goals related to underserved populations and populations disproportionaty patted by homelessness. 1690 Table 6. Funding P an Strategic ntent APgox mate %o TOTAL APp ex ma a %o TOTAL HHAP F gibe Use Category Hre're LOCAi ON to soe O ALLOCAT ON to be used n ended to be Suppor etl setl en M1aE sib a Use under h a E glide Use as par wfh HHAP4 (%) of the Youth Set As de? Act v t es to be Supported wfh HHAP 4 How s th s a strateg c use of HHAP 4 resources that w address needs and gaps w th n the homelessness response system? w were these decistans to invest HHAP 4 silo these act v t es etl by the p annetl uses of other state, oca and/or etlem end rig sources (as documented n the landscape Ana ys s n Par 1. Rapid rehousing 3. Street outreach 4. Services coordination 5. Systems support 7. Prevention and diversion 8.Intedm sheltering (new and existing( 10. Adminislrafive (up to 7%) Total: Rental ice dollars and housing deposits to secure ...which is fundingMade to bodge subsidy cgaps ,or peopleproviders RRH or RRH/bodge ro PSH housing 05 Funds are also used to cover people rental assistance costs Including houstng deposits or people enrolled in oar Housing Community Supports program through CaCAIM but are not enrolled In managed care (and therefore not Medical billable(, HHAP-4 fundswill coning to be used to supportNano key programs Mar serve as front taring one County(ea ely500 staffing ratioofapparo0nlnl no) Services outreach and engagement, gent medical triage, and housing services OncludIng1E assessments, housing problem salvng, and connecnonro 1 available resources), and 2) outreachand cooNinahon services through Entry Access Pants (usIng Resource Centers).nteere are curse,. 12 CE access points countywide, including provideone speclfic TAY All access poi... stalf Mat lighrdouch outreach and cowdincon services for everyone in Men assigned region, includIng outreach and engogemenr, housing problem salving and CE assessments, connecM1on b Miser resources, and supportloccng people when a match to a resource becomes avallable As with tenor rounds of HHAP. HHAP-4 lads ennnue to be bud out to mpport Me local mat. for CAIM/MedLCal funded housing services for managedpeople who care Currently, we have appro200D ax people receiving housing navigation and tenancy sustaining services In plans to scale up Mese services in 205. over 3,000 Idol% � people/service and slots Service coordination provided includes navigating available housing, including suppoM1ng document readinepeople to access av yng appropdare housing pporkt.eas. eetc and tenancyrviews with wnakmngfserviceswhich locus on housing support Musing retention and ensure people are sued to thheircommunibes and other powgon of services as needed to ensure housing stability 11 9% 2244. 10096 System Support arlety of activities, m cludings nnoveshoug g pipeline awdcontinue to be used nnaon9COC eosheclure S 296 Inc ding our Emerging Leaders Program(suppomng peoplewim lived pate in our<oC). CE data reporting. HMIS infrastructure mng out our Youth system of care incudminfrastructure s g directts support for Me Youth Advisory Board WAB), As with Me as 3 rounds of HHAP, a significant poron orfunds are invested homelessi vntem. incluang oureCoordinated Entry Ac ront ointsad2-1-1 Infor0% funding foal vafieferral i of access pa. con.und . o pAP rovide Itletl complimentary Xmdn on/diversion actives Including M1pg problem solving, an M1 vity provided to all residents seeking services peer. enrollment. eedel Entry. and paired with flexible financial assistance as sly. we clonp ed ercw ng subsides to ppomnlenm housing Protects a ciryNosdicnons, Pro... category to each city based on then proportion of the homeless population using Pl0Count data With me addlton or me Interim s0elMeng Category m HHAPJ, we shifted the malaty of Zhu funding ro Ms category Atomo m .menrendedu»aadprovme fieximll^m sY:s anetyoletfM saeprojelecheeacM1 in en er cis will protects round continue nawga.on enters'M1 Y�omes. sae parking supported der s, emergency shelter We continue to meet.. our city partners for planning nd cowdin on, mere s all a new TAy sheler slued for opening in Youth (operator o wppor Co enant House) ma will continue ro receive HHAP 0dmInIstranvenndirect expenses Including contracng, finance, IT, a.sadmmsotrve stall cosh for positrons that support conhacng with HHAP nds 1096 Home Together 2026community Plan Identifies (and quantifies) Our • or nesble rental assistance resources for a varely of individuals and households Mat may t be able to ly the rent sobin edtrehamesnfwopidrehoulgng,kandwrho won't kelynbe ongoing slendge through oar homeless response system Ugng• tiHHAPa ksources to bode these rental assistance and housing fdnecpnoslrgapsforfMs population lsMoal sread!!owsubsimesand fie le ssreance have also been o 000that key everyone needs c.achieving hmelesseequity Inntal aninon that not everyone needs PSH ro end Men he economic mass. and rental contribute to some supports is key in homelessness.addressing Me economicfacros Mat conMbueoomeone's Investment In street outreach .oms a. Enty access pouts Is eller, to ga. .owns homeless eponse system Marcan enfity people experiencing homelessness, engage them In the system, tnage ediiate neetls, antl maintain contact while waking. resolve ensuringtheir homelessness Mese .ams are Matt., is broad • es. an available housing resources across the system antl to ensure an available chewo to the system for everyone experiencing 26%of me population thus eels not billable ro Medi.Cal because Mey are wiser ineligible, have lost connecM1on, or are in Fee for coverService vt...M1 CalAIM doesn't County seta local ml ow mention, aligned with ovalves. Mat everyone should ...access and consIderation for resources, regardless ofiner insurance status As such, Anesaeaonouunaafeeand enancy narn=a r housing queue orcoorla.c1 Entrye individuals receive service coot-doa.on to help Mem access and maIntaln prig, regarn dless of whether they are managed care As mnang�psar «:ervnea arig ide.fieon of fund: to mpamhese conical Our use of HHAM4 fun. on systems support ategic as d is often the only funding source we have ovat can be used on Lure/capacity/and coordination activities (most fundingeresected to venous categories of drecrerveel As Oenm�ed in our Horne Together Plan, one of our four community goalsts to'strengthen cowc dinabon, communabon and capacity' in order. effec.vely nrusensure movement through me system.. idebfiedhoing pall -mays this gal hasbeen historically underfunded within homeless systems so we continueensue adequateYnreof HHAP astocfua to support housing people One of the greatest needs of our system is being able to rapidly resolve someone's homelessness se homelessness through problem solving door nibs and me aammhaon of one4ins flexible financial assIstance our goal is hood out Ns practice wills more access an. ro Me system to so that we don't auomalmally assess Entry where we know housing exits are 1.1.1 a. pno ¢zed for tose w M the highest needs. If we can provide using queues wont be as long and our need forhelter then decrease As discussed in Tabled Outcome Goals, our Home Together Plan calls for new ding to provide a temporary surge or shelter. address the unsheltered cogs in our community. We believe this surge could be dugh permanent housing ro exit ...he n• n ed for shelterwill decrease. Our Hoe Together Plan calls era e5redpopu or WdIe HHAPJofadswo. oellyaedes' ea ousingmat hasbeenbroughrotllneth past ginroday�Mesefunds are cnM1calto new projects entory and allow for expansion In cores that ore proposing new protects Use of funds ro aver admeleave expenses is required to edec rely adminisMr any slat program and funding for any program of Missize We adm n stet appowmately 50 contracts each year that include HHAP fundIng If we don't adeguarely supports,. capacity and Inhastructure ro ESG-CV funds were used to p.p.°, Protect Roomkey Housing Transitions program that provided housing exits to PRK guests through rapid rehousing and ledge housing rental assistance. However, as ESG-CV funds rentalore both a. Iring, there are some Individuals who continue to require mstan a support who have not been able to hannM1on to ranger--Mrmsubsidy H leveraged to fill those cdncal MIfies as iced. Similarly0HHAP-4 tun. are made available to complement Me CalAIM Housing Community Sup.. program for people housingwho are moving into antl need rental assistance ...but are not enrolled In managed care Medl•Cal The programs ported by Mese HHAP Sheet Outreach funds serve as another example funds Bing braided with other more stable fundingto o ensure everyone can be sensed. With Sheet Health Outreach, our Health Care for the with some AMA comes together to provide ele de a baseline of fundibu nt tis not ...lent to cover costs for .ams rasing In all 14 zones, so HHAP funds are sled to cover Me remaining teams, With Me outreach staff at Entry Access Pal., we have a HUD coc C5 grant.. ovidess annual nual funding for appoumately 25C of tool access point expenses, wItM1 HHAP using specific funding far the outreach services Previously, our Whole Person Care pilot funded outreach encounMrs as Ensystem, bee. the end of WPC. HHAP fundswefrinstalled to take over Psis funding, hategic use of funs, HHAP dollars are being leveraged w M McOCaI . ensure funding coverage for cal receiving services, and Me use of HHAP funding In this area Is everyonenw bonging CalAbn and HHIP programs to scale, while acknowledgng Mat not everyone n our homeless system can mantan steady managed care medical enrolment, As noted, there s note lot of other funding available for Mis purpose, so majority of these system needs have been buillrimo HHAP for the time bang As with Me majority of HHAP-funded actelms, Mese funds are often brolded with mars (e g System Support funds tar HMIS are poked wit. local generalothers antl HUD COC gent funding. expand system adore services.. our HMIS 't wnpings, and expand e e we donsee year over some increases in soof our stable dings such as general fund or HUD grants, the HHAP dollars are leveraged to controue expanding Me system and fill in Mose funding gaps, We on slants to provide long.erm funding orlthese efforh«n which casek funds were awarded, then HHAP dollars could be repurposed other areas of the sys.rn �9rwndng reeueea are sod 10 ,men. hougng/pe wp pram o.eow a�n� ne: marampu�nrine lederai Nuo ronm�g'roraap Entry. .loping those funds to support foundational CE requirements. while HHAP allows or expansion of Mose services to bold out Me role of access poi.. our sys m Other funding ell need to be identified o poke. HHAP funds o support new in.,. housteD mach that have con. online, mclusomeng soc4es that are br aiding g HHAwith city general funds As our federal HUD coc package has setl subdano11y over the years away from funding shelter and haMusing (in favorof bringing on mare PSH and RRH), oning stable funding for eis enm housing one of oursbiggest gaps me County 's social services Agency provides a bed night rate to longstanding 00s1r programs using County General Fund, and we ding the County's local fun. to support add fungi be.and ngherbea night tares to make shelter budgets whale Our use of n.n/mdirectfunds has been' dy conalarem across all revenue sources regardless of Me ogin, as required to administer Me associated ding and provide program oversight and contract ndmeser funds at this scale, then we risk nor being able to ughie the manirong and evalpM1on as well as required gra.reporlmg, 1691 Table 7. Demonstrated Need Complete ONLY if you selected Interim Housing/Congregate/Non-Congregate Shelter as an activity on the Funding Plans tab. Demonstrated Need # of available shelter beds # of people experiencing unsheltered homelessness in the homeless point -in -time count Shelter vacancy rate (%) in the summer months Shelter vacancy rate (%) in the winter months % of exits from emergency shelters to permanent housing solutions Describe plan to connect residents to permanent housing. 3229 7135 52% 36% 36% Shelter vacancy rates continue to be artificially high due to maintaining pre-COVID inventory levels in HMIS/HIC (per discussion with HUD) even though up to 50% of beds in existing congregate shelter sites have been offline since COVID decompression and temporary facility closures began in 2020 (many programs have not yet returned to their full capacity at pre-COVID levels). Inventory/total beds were not reduced in our HIC per community decision, so vacancy rates reflect all of the beds that remain unavailable in congregate settings. Since this may end up being a long-term situation, our CoC will revisit whether to remove those beds from HMIS in the future, so that are occupancy rates don't appear artifically low compared to actual available inventory. Also impacting the vacancy rate is the fact that we still have some shelter programs where people coming in are not reflected through the Coordinated Entry crisis queue and aren't recorded in HMIS. We would like to see all shelters enrolled in HMIS and using CE, but there are still a few whose inventory is added manually to the HIC/HMIS bed inventory, but utilization isn't captured there. These are usually privately-funded/faith-based programs that in the absence of County funding don't have the same program requirements. The goals for use of HHAP funds is to support more non -congregate shelter options that can offset beds no longer in use, as well as increase interim housing in general, beyond existing levels. Shelter residents are connected to our Coordinated Entry system- those interested in crisis resources are put in the crisis queue which is used to fill shelter and other interim housing beds, and those who screen as high priority are assessed further for matching to permanent housing. Most new interim housing programs coming online include flexible funding/exit resources in their program budgets to support housing exits for those who aren't prioritized for a housing subsidy through CE. The community's goal in bringing on more non -congregate shelter, as discussed in our Home Together 2026 Community Plan, is to invest in sites that can eventually be converted to permanent housing (the Roomkey to Homekey model) with an assumption that resources for unsheltered homelessness will eventually decrease over our 5 year plan as we increase exits to permanent housing. Our System Modeling plans for a one-time shelter surge (which, if funded, would add 1,625 shelter units temporarily to our system) to address the current large numbers of unsheltered people, while housing capacity is built up in parallel. 1692 Homeless Housing,Assistance & Prevention (HHAP) Funding Rounds 3 & 4 June 6, 2023 Vt DUBLIN CALIFORNIA 1693 HHAP Funding Overview • California Interagency Council on Homelessness. AB- 101 (2019),AB-83 (2020),AB- 140 (2021) • HHAP Rounds I & 2 - $950 million in grant funding to fund regional coordination and collaboration in response to homelessness. Expand and develop the capacity to address immediate challenges • HHAP Round 3 & 4 - $2 billion in grant funding to continue efforts to end and prevent homelessness • Funding to 13 Largest Cities. 58 Counties. 44 Continuums of Care • Alameda County —Administrative entity for theTri-Valley. Livermore is in the CountyVendor Pool and coordinates a regional contract • HHAP Rounds I & 2 - $8,460 to GoodnessVillage as part of the FY2022-23 Human Services Grant Program HHAP Funding Rounds 3 & 4 • Dublin Allocation - $37,393. Eligible for an additional $13,897. Total $51,690 • Eligible Expenses per CALICH: — Rapid Rehousing — rental subsidies and incentives to landlords, including security deposits — Operating Subsidies — new and existing affordable/supportive housing units, emergency shelters, navigation centers — Street Outreach — assist persons experiencing homelessness with access to housing/services — Services Coordination — access to programs that promote housing stability — Systems Support — assist in partnerships to maintain a regional housing delivery system — Delivery of Permanent/Innovative Housing — hotels and motel conversions — Shelter Diversion — access to permanent housing, including rental subsidies — Interim Sheltering — newly developed congregate, new and existing non -congregate, and operations of existing based on need • 7% of funding —Administrative Costs • 10% of funding —Youth Set Aside • Obligation Deadline — Met no later than May 31, 2025 (bonus funding) HHAP Funding Options & Next Steps • Four Proposed Options: • Vineyard 2.0 Project (Operations) • 24-unit supportive housing development • Tri-Valley Haven Shelter (Operations) • 1 6-bed temporary shelter • City Serve of the Tri-Valley (Rental Assistance) • Rental assistance to those currently experiencing homelessness • Goodness Village (Operations) • 28-unit single occupancy, permanent tiny home community • Based on City Council direction, Staff will begin working with Staff from Alameda County, NPO, and City of Livermore for disbursement Questions? 1697