CEH Annual Meeting Data Presentations

Report
Strategic Plan DRAFT
January 2015
The Pivot
2015 is the final year of King
County’s 10-Year Plan to End
Homelessness, A Roof Over
Every Bed
In 2015, we will adopt a new
plan, building on successes,
and learning from
challenges, of that plan
Strategic Plan Timeline
CEH Annual
Conference &
IAC Retreat
(Summer 2014)
Plan Development
Fall-Winter 2014
Adoption
(April 2015)
Community Input/
Investment
(Jan-March 2015)
Implementation
(2015-2018)
•
January - March: Discuss Draft Strategic Plan
•
March: Joint session of Governing Board, IAC, CAC and other key community leaders and local elected officials to establish
action steps and accountability for implementation of the Strategic Plan
•
April : Adoption of the Strategic Plan
•
July: CEH Annual Conference serves as official kickoff
A BRIEF HISTORY
10-Year Plan Summary
Successes
- 5,700 more housing
dedicated for homeless
- 36,000 exited
homelessness
- System targeting
improvements
- Strong programs
- New funders
- Data improvements
Ongoing Challenges
- Growing number of
people experiencing
homeless
- Funding/program
misalignment with needs
and strengths
- System accountability
- Engaging full community
2005-2014
Nationally
Positive trends:
• Strong federal direction
(USICH plan – 2010)
• More data on what works
• More funding for
veterans
• ACA/Medicaid
• National decline in
homelessness
Negative trends:
• Recession
• Growing inequality
• Sequestration and
continued declines in
safety net funding
• More veterans returning
from war
2005-2014
Locally
Positive trends:
• Resources for homeless
housing and services
– State Housing Trust Fund
– Document recording fees
• Local levies
• ACA implementation
Negative trends:
• Regressive tax structure
• Declining state
expenditures on safety
net
• Rising rents
• Growing income
inequality, especially
among African-Americans
THE (DRAFT) PLAN
Vision
Homelessness is
Rare
Brief,
and experienced only
One-time.
CEH Strategic Plan: 2015-2018
Homelessness is
Rare, Brief, and One-Time
Fewer homeless
More housed
Goal 1:
RARE:
Address the
causes of
homelessness
CEH’s vision
Fewer days
Fewer returns
Reduced disparity
Increased support
Outcomes
Goal 2:
BRIEF, ONE-TIME:
Improve and
expand existing
programs and
processes
Goal 3:
COMMUNITY:
Engage the entire
Community to
End Homelessness
The goal and
strategy for
achieving our vision
(for all populations)
Data-driven governance and accountability
Person-centered, collaborative, compassionate, equitable
How we work
together
Our values
We can Achieve these Goals
Our vision and goals are achievable.
We must address the causes of homelessness, to
make homelessness more rare. This requires local
action but is also a state and federal responsibility.
To make homelessness brief and one-time, we must
shift funding and programming to meet needs and
strengths of people experiencing homelessness.
Other communities have made more progress than us,
and data suggests a different approach than ours.
We will need to work
Collectively, in Alignment
We need to work collectively, across sectors, to hold
ourselves accountable to make changes and
accomplish these goals.
Strong governance and clear decision-making
processes are essential to aligning ourselves in the
same direction.
We must commit to common values: person-centered,
collaborative, compassionate, and equitable
GOALS AND STRATEGIES
Goal 1: Homelessness is
Rare
To make homelessness Rare, we must address the causes
of homelessness.
Key Strategies:
– Stop exiting people to homelessness from other
systems, including foster care, mental health,
chemical dependency, and criminal justice.
– Change policies that criminalize living on the streets
– Increase access to mainstream supports
– Create more affordable housing
– Prevent people from becoming homeless
Accountability:
• Federal, State and local government, voters
• Advocacy partners, CEH staff
Goal 2: Homelessness is
Brief and One-Time
To make homelessness Brief and One-time, we must align
funding and programs to support the strengths and
address the needs of people experiencing homelessness.
Key Strategies:
• Address crisis as quickly as possible.
• Assess, prioritize and find housing
• Realign housing and supports to meet needs of people
experiencing homelessness in our community
• Create employment and education opportunities to
support stability
Accountability:
• Local government, philanthropy, and nonprofits
Goal 3: A Community to End
Homelessness
Solving homelessness will take more than a Committee, it will take
the entire Community to End Homelessness and provide a home for
all. We must change our approach to decision-making
Key Strategies:
• Establish effective decision-making body and formal agreements
to guide collective action among all partners
• Formalize roles for elected officials, business leaders, and faith
community leaders
• Strengthen engagement of King County residents, including
those housed and those experiencing homelessness
• Solidify and sustain infrastructure for system
Accountability:
• Local government, philanthropy, and nonprofits
• Business and faith community
• Residents, housed and those experiencing homelessness
CURRENTLY
Homelessness is a crisis
In Every Zip Code in King County
Causes of Homelessness
Are Real
Research of 300+ cities and states found statistical correlation
between these factors and rising homelessness:
Housing market
Economic
conditions
Demographic
composition
Increase in rent of $100 associated with 15% increase in
homelessness in metro areas
Areas with high poverty and unemployment rates
associated with higher rates of homelessness
Areas with more Hispanic, baby boomer, and single person
households associated with higher rates of homelessness
Safety net
States with lower mental health expenditures associated
with higher rates of homelessness
Transience
Areas with more recently moved people associated with
higher rates of homelessness
Resource: Byrne, T., Culhane, D., et. al., “New Perspectives on Community-level Determinants of Homelessness”
(2013): Article and Summary
We have some capacity to
address it
Shelter/Housing Type
# Households
Avg Length of Stay
Individuals we serve
each year
Emergency Shelter
2,118
80 days
9,616
Transitional Housing
2,156
450 days
1,750
Permanent Supportive
Housing
3,657
6 years
3,657
Permanent Housing,
with Supports
476
2 years
476
Rapid Re-housing and
Rental Assistance
1,505
6-18 months
1,505
Total System Capacity
17,004
Source: Capacity and total exits in Safe Harbors, 2013 (2014 for rapid re-housing/rental assistance)
We have the data
Typology: the types of needs and strengths of
people experiencing homelessness
Effectiveness: the outcomes that different types of
programs achieve
Resources: the current funding and program
capacity
To develop a better Future
OUR FUTURE
Realignment of our Current System
to Meet Strengths and Needs
5000
10000
…
9500
4500
4000
# of Households
3500
3000
2500
2000
1500
1000
500
0
Diverted from
Crisis
Response
Emergency
Shelter
Current
Transitional
Housing
Short-term
Long-term Self-resolved
housing (e.g., housing (e.g.,
Rapid RePermanent
housing)
Supportive
Housing)
Based on research + typologies
Realignment Would Make
a Significant Impact
 2600 fewer people without shelter
 Reduce average stay in crisis response
by 35 days
 Reduce number of people who return
to homelessness with two years by 50%
Performance Improvement will require
more Permanent Housing, and result in
No Unsheltered Homelessness
Performance
improvement goals – 10%
annual improvement in:
• Average length of stay
• Number of people
exiting shelter to
permanent housing
• Proportion of people
returning to
homelessness within
two years
Metric
1/2016
1/2017
1/2018
1/2019
Unsheltered
population
5,075
3,000
1,000
0
Sheltered
population
8,049
7,109
7,072
7,039
Avg. length of stay
54 days
49 days
44 days
40 days
Exits to permanent
housing
1,910
2,300
2,810
2,810
Returns to
homelessness
10.0%
9.1%
8.3%
7.5%
Results this would achieve:
• Dramatically increase the population we could serve in the “crisis response” system
• Effectively reduce the unsheltered population to zero
• Reduce the average time an individual spends in shelter/ transitional housing from
141 days to 40 days, with 25% fewer returns to homelessness within two years
With Realignment, and 2015
Improvements, Gap Remains
# Households
12000
10000
8000
2015 Improvements underway already:
• 150 new Emergency Shelter beds
recently approved
• 300 more units of Permanent
Supportive Housing, moving longterm shelter stayers out (pending
HUD grant)
• 500 more Rapid Re-housing slots
available
6000
4000
2000
0
Emergency Shelter
Transitional
Housing
Without additional funding
With sufficient funding
Short-term
Housing (e.g.,
Rapid Re-housing)
Long-term
housing (e.g.,
Permanent
Supportive
Housing)
After matching
existing housing
to the people’s
strengths/needs
and improving
overall
performance, we
still have a gap of
10,000 beds/units
to address, when
accounting for
newly homeless
each year
Homelessness is
Solvable:
It will take:
– Prevention and diversion
– Realignment of funding and
programs
– More housing
– Engagement and accountability
Strategic Plan Timeline
CEH Annual
Conference &
IAC Retreat
(Summer 2014)
Plan Development
Fall-Winter 2014
Adoption
(April 2015)
Community Input/
Investment
(Jan-March 2015)
Implementation
(2015-2018)
•
January - March: Discuss Draft Strategic Plan
•
March: Joint session of Governing Board, IAC, CAC and other key community leaders and local elected officials to establish
action steps and accountability for implementation of the Strategic Plan
•
April : Adoption of the Strategic Plan
•
July: CEH Annual Conference serves as official kickoff

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