Bay Area

What Oakland’s Homeless Audit Says About Evictions, Policing, and Fire

Although the audit was vast in its analysis, this guide attempts to outline key points from the audit related only to evictions and hygiene services, police response and costs, and fire department response and costs.

Published

5 years ago

April 22, 2021

Christy Price

A tent in Oakland that serves as a home for a resident, October 2, 2019 Photo Credit: Zack Haber

On April 14, Oakland’s City Auditor Courtney Ruby released an audit of the city’s homeless encampment management interventions and activities for the fiscal years 2018-19 and 2019-2020. The 95-page report includes data and estimations about interventions, populations, costs, and availability of services related to homeless people and their communities.

Claiming that the city “lacked an effective strategy…and did not provide sufficient policy direction or adequate funding,” Ruby also included recommendations for better addressing homeless communities. Although the audit was vast in its analysis, this guide attempts to outline key points from the audit related only to evictions and hygiene services, police response and costs, and fire department response and costs.

Evictions and hygiene services

The audit’s data on evictions and hygiene services is limited to the 2018-19 fiscal year and the first eight months of the 2019-20 fiscal year, when the city suspended most homeless evictions and cleaning interventions due to the COVID-19 pandemic in March 2020. During this timeframe, the city evicted 181 homeless communities. Of these evictions, 123, or about two-thirds of the total, were classified as “re-closures,” which the report defined as occurring “when homeless individuals return to a previously closed [homeless community].” In the fiscal year 2018-19, about 60% of evictions were re-closures. From July 2019 through February 2020, this ratio increased, and about 77% of evictions were re-closures.

The audit reports 1,599 interventions classified as “hygiene and garbage services,” and defines such interventions as “providing portable toilets, hand-washing stations, regular garbage service, and/or traffic barriers.” For each of these services performed per homeless community, the audit counts one intervention. These interventions are lumped together and lack individual data, meaning that the audit did not report precise data on how often the city provided trash pick-up to homeless communities.

The audit reports that the city increased its hygiene and garbage interventions. From 2018-19, the city provided 797 such interventions, or about 66 per month. During the first eight months of 2019-2020, the city performed 802 such interventions, or about 100 per month. After March 2020, in response to COVID-19, the audit claims the city increased the number of homeless communities that receive hygiene interventions from 20 to 40, but the vast majority of homeless communities in Oakland still do not get hygiene and/or trash services with any regularity. The audit estimates that there are at least 140 homeless communities in Oakland but acknowledges “that this estimate may be conservative.”

Police response and costs

Data recorded in the audit shows police response to 911 calls in homeless communities was not timely. While over 99% of 911 calls were classified as “Priority 2,” which the audit claims “ideally should be responded to in 10 to 15 minutes,” data provided by OPD showed the median police response time to Priority 2 calls was two hours in 2018-19, while the mean response time was four hours. In 2019-20, response time slowed by about 50%, with the median response time being about three hours, while the mean response time was about six hours. Data OPD listed related to response time range show the department took over two days to respond to at least one 911 call in 2018-19 and over six days to respond to at least one other 911 call in 2019-20. Although OPD recorded 1,458 calls to homeless communities during the two years of the audit, the audit only analyzed 988 of these calls, claiming that “response data was incomplete” for 470 calls.

The audit records OPD using about $3.1 million in costs associated with homeless communities. But that $3.1 million does not include an accurate account of overtime pay. OPD only started recording overtime pay related to homeless communities in February 2020, just before the frequency of interventions, notably evictions, declined dramatically.

About $1.7 million, a slim majority of OPD’s recorded costs related to homeless communities, are recorded as labor costs that went to the three members of The Homeless Outreach Team. The Homeless Outreach Team consists of one sergeant and two officers who dedicate 100% of their time to homeless community work.

The Abandoned Auto Unit incurred over $800,000 in labor costs to provide support at moderate to large homeless community evictions. They were responsible for “traffic control and tagging and towing vehicles at [homeless communities] when necessary.” About $600,000 went to labor costs incurred by Patrol staff responding to 911 calls.

Fire Department response and costs

The audit reports that The Oakland Fire Department responded to 988 fires in homeless communities in 2018-19 and 2019-20, which is more than one a day. The data recorded shows that the OFD response times for such fires were timely, arriving in just over seven minutes and 50 seconds to over 90% of calls. Such responses were slightly faster than responses to non-homeless community related calls, which, in 90% of cases, OFD responded to in about eight minutes and 10 seconds. OFD has recorded no injuries to firefighters fighting fires at homeless communities. One homeless resident died in 2020 as a direct result of a fire. The audit did not record fire-related injuries to homeless people or their lost possessions.

OFD-related costs accounted for an estimated $1.8 million in funds related to homeless communities in 2018-19 and 2019-2020. About $676,000 went to “fire prevention labor,” which includes labor costs associated with fire hazard inspections, investigations related to fires, and removal of hazardous waste. Over $ million went to both labor and equipment costs related to “fire suppression.” Fire suppression costs include costs related to fighting fires and rescue activities. OFD costs related to homeless communities rose over 40% from 2018-19 to 2019-20 while total fires at homeless communities increased about 17% over these years.

Christy Price

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Activism

Chase Oakland Community Center Hosts Alley-Oop Accelerator Building Community and Opportunity for Bay Area Entrepreneurs

Over the past three years, the Alley-Oop Accelerator has helped more than 20 Bay Area businesses grow, connect, and gain meaningful exposure. The program combines hands-on training, mentorship, and community-building to help participants navigate the legal, financial, and marketing challenges of small business ownership.

Published

1 week ago

February 21, 2026

Oakland Post

Bay Area entrepreneurs attend the Alley-Oop Accelerator, a small business incubation program at Chase Oakland Community Center. Photo by Carla Thomas.

By Carla Thomas

The Golden State Warriors and Chase bank hosted the third annual Alley-Oop Accelerator this month, an empowering eight-week program designed to help Bay Area entrepreneurs bring their visions for business to life.

The initiative kicked off on Feb. 12 at Chase’s Oakland Community Center on Broadway Street, welcoming 15 small business owners who joined a growing network of local innovators working to strengthen the region’s entrepreneurial ecosystem.

At its core, the accelerator is designed to create an ecosystem of collaboration, where local entrepreneurs can learn from one another while accessing the resources of a global financial institution.

“This is our third year in a row working with the Golden State Warriors on the Alley-Oop Accelerator,” said Jaime Garcia, executive director of Chase’s Coaching for Impact team for the West Division. “We’ve already had 20-plus businesses graduate from the program, and we have 15 enrolled this year. The biggest thing about the program is really the community that’s built amongst the business owners — plus the exposure they’re able to get through Chase and the Golden State Warriors.”

According to Garcia, several graduates have gone on to receive vendor contracts with the Warriors and have gained broader recognition through collaborations with JPMorgan Chase.

“A lot of what Chase is trying to do,” Garcia added, “is bring businesses together because what they’ve asked for is an ecosystem, a network where they can connect, grow, and thrive organically.”

This year’s Alley-Oop Accelerator reflects that vision through its comprehensive curriculum and emphasis on practical learning. Participants explore the full spectrum of business essentials including financial management, marketing strategy, and legal compliance, while also preparing for real-world experiences such as pop-up market events.

Each entrepreneur benefits from one-on-one mentoring sessions through Chase’s Coaching for Impact program, which provides complimentary, personalized business consulting.

Garcia described the impact this hands-on approach has had on local small business owners. He recalled one candlemaker, who, after participating in the program, was invited to provide candles as gifts at Chase events.

“We were able to help give that business exposure,” he explained. “But then our team also worked with them on how to access capital to buy inventory and manage operations once those orders started coming in. It’s about preparation. When a hiccup happens, are you ready to handle it?”

The Coaching for Impact initiative, which launched in 2020 in just four cities, has since expanded to 46 nationwide.

“Every business is different,” Garcia said. “That’s why personal coaching matters so much. It’s life-changing.”

Participants in the 2026 program will each receive a $2,500 stipend, funding that Garcia said can make an outsized difference. “It’s amazing what some people can do with just $2,500,” he noted. “It sounds small, but it goes a long way when you have a plan for how to use it.”

For Chase and the Warriors, the Alley-Oop Accelerator represents more than an educational initiative, it’s a pathway to empowerment and economic inclusion. The program continues to foster lasting relationships among the entrepreneurs who, as Garcia put it, “build each other up” through shared growth and opportunity.

“Starting a business is never easy, but with the right support, it becomes possible, and even exhilarating,” said Oscar Lopez, the senior business consultant for Chase in Oakland.

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Oakland Post: Week of February 18 – 24, 2026

The printed Weekly Edition of the Oakland Post: Week of – February 18 – 24, 2026

Published

2 weeks ago

February 20, 2026

Oakland Post

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Bay Area

CITY OF SAN LEANDRO STATE OF CALIFORNIA PUBLIC WORKS DEPARTMENT ENGINEERING DIVISION NOTICE TO BIDDERS FOR ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III

WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.

Published

2 weeks ago

February 20, 2026

Oakland Post

PROJECT NO. 2020.0050

BID NO. 25-26.011

BID OPENING: The bidder shall complete the “Proposal to the City of San Leandro” form contained in the Contract Book. The proposal shall be submitted in its entirety. Incomplete proposals will be considered non-responsive. Sealed bids containing the completed Proposal Section subject to the conditions named herein and in the specifications for ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III/PROJECT NO. 2020.0050 addressed to the City of San Leandro will be received at City Hall, 835 East 14^th Street, 2^nd Floor San Leandro at the office of the City Clerk up to 3:00 p.m. on Thursday, March 19, 2026, at which time they will be publicly opened and read.
WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.
OBTAINING THE PROJECT PLANS AND CONTRACT BOOK: The project plans and Contract Book may be obtained free of charge from the City’s website at:https://www.sanleandro.org/Bids.aspx Bidders who download the plans are encouraged to contact the City of San Leandro Public Works Department Engineering division at 510-577-3428 to be placed on the project planholder’s list to receive courtesy notifications of addenda and other project information. Project addenda, if any, will be posted on the website. A bidder who fails to address all project addenda in its proposal may be deemed non-responsive.Bidders may also purchase the Project Plans and Contract Book from East Bay Blueprint & Supply Co., at 1745 14^th Street, Oakland, CA 94606; Phone Number: (510) 261-2990 or email: ebbp@eastbayblueprint.com.
PRE-BID CONFERENCE: A mandatory pre-bid conference will be held on Tuesday, February 24, 2026, at 2:00 PM and on Wednesday, February 25, 2026, at 10:00 AM as follows:
Tuesday, February 24, 2026, at 2:00 PM
Zoom Meeting ID: 883 8752 6074
Passcode: 502955
Zoom Link: https://sanleandro-org.zoom.us/j/88387526074?pwd=hZ5rjB8AWdLAUem3CtByFiZxqKarHj.1
And
Wednesday, February 25, 2026, at 10:00 AM
Zoom Meeting ID: 898 2672 0472
Passcode: 091848
Zoom Link: https://sanleandro-org.zoom.us/j/89826720472?pwd=JgZX2nXMpLSRM5xDPr7EJUxl7QIznr.1The information presented at the conferences will be identical, all bidders must attend one of the pre-bid conference and sign the attendance sheet. A firm that didn’t attend the pre-bid conference isn’t qualified to bid on the project.Questions regarding the plans and specifications may be submitted in writing to the project engineer until 5:00 p.m. five (5) days before, excluding Saturdays, Sundays and Holidays, bids must be received by the City. The City will not respond to oral questions outside of the pre-bid conference. The response, if any, will be by written addendum only. Oral responses do not constitute a revision to these plans or specifications.
VALUE OF WORK: The Engineer has estimated that the value of work is between $1,000,000 and $5,000,000.
SAN LEANDRO BUSINESS PREFERENCE AND PARTICIPATION GOALS: The work performed under this contract is subject to Section 1-6-225 of the San Leandro Municipal Code regarding local business preference and participation. A list of companies that hold a San Leandro business license is located on the City webpage under the finance department, here: https://www.sanleandro.org/340/Business-License
SAN LEANDRO COMMUNITY WORKFORCE AGREEMENT: The work performed under this contract is subject to the Community Workforce Agreement adopted by City Council Resolution 2015-104. Contractors attention is directed to Section 10.