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Revised 8/6/2016
Table of Contents
Special Acknowledgements 3
Governor Mead’s Charge Letter 4
Executive Summary 5
State of Wyoming Snapshot 6
The Statewide Continuum of Care 8
The 2014 Analysis of Homeless Services 10
Statewide Homeless Service Agencies 12
The Point-in-Time Project 17
Point-in-Time County Results by County 20
State Action Plan for “A Home for Everyone” 21
I. The Point-in-Time Count Baseline 21
II. Funding for Homelessness Projects in Wyoming 22
III. Increase Wyoming Homeless Collaborative (WHC) members 24
Collaboration and Civic Engagement
IV. Increase Access to Stable and Affordable Housing 27
V. Increase Economic Stability for Individuals 30
VI. Improve Health and Stability 33
VII. Retool the Homeless Crisis Response System 35
VIII. Increase the Affordable Housing Inventory which Meets Federal 38
and State Requirements for Veterans who are Homeless
IX. Preventing and Ending Youth Homelessness 40
Conclusion 42
Acronym Glossary 43
Appendices (Posters) 44
3
DedicationWyoming’s “A Home for Everyone” Ten-Year Plan is dedicated to those men, women and children who are on the street, under the bridge, in barren hotel rooms, in the snow, staying with friends, in parks, cars, and shelters, who consider Wyoming - wherever they are - their home.
Special ThanksDr. Steve Corsi, Director, Wyoming Department of Family Services, for his drive, support, insight and direction.
Behind the ScenesBrenda Lyttle Senior Administrator, Department of Family Services
Karla McClaren Homelessness Program Manager, Department of Family Services
Merit Thomas Policy Advisor for Governor Matt Mead
Brenda Eickhoff Executive Director, Community Action Partnership of Natrona County
Cathie Hughes Founder & CEO of SW-WRAP
Hattie Penny Independent Living Services Coordinator, Lifenet
Jennifer Zenor Executive Director, WCADVSA
Kenya Haynes Education of Homeless Children and Youth Coordinator, Wyoming Department of Education
Larry Penrice Compliance Officer, SW-WRAP
Brad Hopkins Executive Director, Central Wyoming Rescue Mission
Lola Hoffman Program Director, Community Action Partnership of Natrona County
Paul Heimer Director United Way of Albany County
Robin Zimmer Executive Director COMEA Shelter
Sara Loken Deputy Director of Wyoming 2-1-1
Larry Barttelbort Executive Director, Wyoming Veterans Commission
Lisa Gossert Homeless Coordinator Cheyenne VA
Will Banks Homeless Coordinator, Sheridan VA
Amanda Wetz Veterans Justice Outreach, Sheridan VA
John Slaughter Chief of Social Work, Sheridan VA
Anna Ornelaz Veterans Outreach and Advocacy, Wyoming Department of Health
Stephanie Pyle Department of Workforce Services
Wendy Ongaro Wyoming Homeless Collaborative
Chris Alma José Lead Designer, Outreach & Training, Department of Workforce Services
Special Acknowledgements
4
March 2, 2015
Steve Corsi, DirectorWyoming Department of Family Services
2300 Capitol Avenue, 3rd FloorHathaway BuildingCheyenne, WY 82002
Dear Director Corsi,
Wyoming needs to understand the scope and the nature of homelessness within its
borders. This means we need accurate data, for example, how many people are home-
less and what causes people to be homeless? And, we need a long-term plan.
We can put faces to homeless people in Wyoming - at shelters, on the streets, within
the VA system and elsewhere. We have concern for their plight. Many groups and in-
dividuals in communities across Wyoming offer support for the homeless. Identifying
the resources available, improving coordination and collaboration among nonprofit,
community, state and federal agencies, working on further resources that may be
needed - these things and more we can do with a well-thought-out plan.
I ask the Department of Family Services to assemble a comprehensive Ten-Year Plan
to address homelessness in Wyoming, and I look forward to receiving it.
Sincerely,
Matthew H. MeadGovernor
Governor Mead’s Charge Letter
MHM:mdm
5
The United States Interagency Council on Homeless-ness in 2010 released: Opening Doors: Federal Strategic Plan to Prevent and End Homelessness. “Opening Doors” envisions no one should experience homelessness and no one should be without a safe, stable place to call home.
In July 2013 Governor Matt Mead asked the Department of Family Service (DFS) to create a ten-year plan to address homelessness. In order for this task to be accomplished, Wyoming needed to engage in collaborative partnerships among housing providers, human service agencies, as well as other community partners. This was accomplished through the Wyoming Homeless Collaborative. Through the Collaborative, a Ten-Year Plan Committee was established and the work on “A Home for Everyone” began.
In Wyoming, homelessness is hidden and hard to track. While urban areas see homeless men and women in parks and on street corners, sleeping in boxes and inside tattered sleeping bags, we in Wyoming do not. We do not always see our homeless men, women and children. Our homeless are often on the street in the daylight sun, hopping a train in the evening, and sleeping that night in a shelter – or in the snow.
Homelessness affects us all. It affects children’s performance in school. It affects the health care system and hospitals. Homelessness puts a strain on our law enforcement resources and jails.Homelessness sleeps with families at night while they struggle, and wakes with them as they search for safety and stability.
This we have learned – homelessness is a symptom of many epidemics. It is a symptom of unemployment, high housing costs, untreated mental illness, children aging out of foster care, domestic abuse, and the long-term effects of wartime service.
This document is Wyoming’s first step at identifying where homelessness exists and what we need to do collectively as a state to help remedy the effects.
Wyoming’s first step is to identify where the homeless live. The Homeless Point-In-Time Count was the first effort at gathering that data. Second, we must look at reducing the effects of homelessness in the various aspects of its existence and the causes. We look at each cause one-by-one and the strategies that may lead to its cure.
The following chapters will address: • Stable and Affordable Housing;• Economic Security;• Employment;• Health Care;• Homeless Children and Youth;• Hospitals;• Criminal Justice; and• Veterans.
This plan, if implemented properly and with adequate resources, can help Wyoming communities achieve the goal of ending homelessness. Not only is the vision of “Opening Doors” that “No one should experience homelessness, or be without a safe, stable place to call home,” it is also the vision of “A Home for Everyone.” We hope this plan will inspire others and encourage everyone to work together to end homelessness in Wyoming. We probably all know someone who is homeless or at risk of becoming so. We can use your help. We are all here – together.
Executive Summary
6
Wyoming is located in the northern Rocky Mountains and western Great Plains, and is bordered by Montana, South Dakota, Nebraska, Colorado, Utah and Idaho. To better understand Wyoming, one needs to understand the roles and impacts of geography, population density, climate, politics, and economics.
A unique aspect of Wyoming, according to University of Wyoming History Professor Phil Roberts, is that, “Wyoming throughout the past two centuries has been a trail to somewhere else.” This was true even before Wyoming became a state. In the 1840s, 50s, and 60s tens of thousands of people crossed Wyoming on the various pioneer trails on the way to California, Oregon or Utah. Only a few of these pioneer immigrants remained in Wyoming. Even the Native American population prior to the establishment of the Wind River Reservation, was a migratory one. With the completion of the transcontinental railroad in the late 1860s towns began to spring up along the southern tier of the state. Some of these railroad towns became major population centers, including Cheyenne, Laramie and Rock Springs, and people began to stay.
Wyoming is the 10th largest state in size with 97,814 square miles, but smallest in population with only 582,658 residents, and second to last in terms of population density at 5.85 people per square
mile according to the latest census estimates. The population of Wyoming constitutes less than one fifth of one percent of the total population of the United States. The largest city in Wyoming is the state capital, Cheyenne, with 61,537 people (2012 census estimate). Metropolitan Cheyenne totals 91,738 people. There are just five other towns with a population of over 15,000; Casper with 57,813, Laramie with 31,681, Gillette with 31,378, Rock Springs with 24,047, and Sheridan with 17,698. There are 23 counties in Wyoming. In terms of population, the largest is Laramie County. Cheyenne is located in Laramie County. The smallest county is Niobrara, with 2,456 people.
The main industries of Wyoming are energy/mineral related, tourism and agriculture. There is emerging sector technology. According to the official website of the State of Wyoming, “The mineral extraction industry is the main driver behind Wyoming’s economy as it contributed 28.4 percent to the State’s Gross Domestic Product (GDP) in 2012.” Other significant sectors include construction and agriculture. The five leading industries in terms of employees are (in order) retail trade, mining, accommodation/food service, construction, and healthcare. Wyoming has no state income tax. It has a 4% sales tax (counties can add up to an additional 3% sales tax to fund local government. Most counties add either 1% or 2%).
State of Wyoming Snapshot
7
Almost 2/3 of state revenues come from a mineral severance tax on such things as coal, natural gas, oil, and trona. There are contrasts between energy/mineral rich counties and those without an extensive mineral extraction industry in terms of per capita tax revenues. Mineral rich counties receive severance taxes that other counties do not, meaning there is a discrepancy in local per capita tax revenues, and available governmental funds for basics such as schools, safety, roads, and social welfare programs. About half of Wyoming counties benefit significantly from mineral taxes.
The demographics of Wyoming differ from other parts of the country. According to the latest census figures, 84.6% of the population is “white alone, not Hispanic,” as compared to 63% for the entire United States. Just 1.5% is African-American (as compared to 13.1% nationally). Hispanics make up 9.5% of Wyoming’s population as compared to 16.9% for the U.S. as a whole. Two point six percent of the population is Native American, most of whom live in just one county on the Wind River Reservation. The Reservation is shared by two tribes, Northern Arapaho and Eastern Shoshone. Only 3.2% of the Wyoming population is foreign born as compared to 12.9% nationwide.
Wyoming’s median household income is $6,502 higher than the rest of the country. In 2013, the Wyoming’s median per capita income was $28,889. The personal income at this time was $705 above the national average.
The Governor of Wyoming has recognized a gap in services available for the homeless population, and the coordination of those services. He has directed the state DFS to spearhead a new effort to improve the Continuum of Care, coordinate a statewide Point-In-Time Survey that for the first time covers the entire state, and develop a Ten-Year Plan to End Homelessness in Wyoming. These efforts are underway, and new state and local resources are being used to address the gap in homeless services that currently exists in Wyoming. This includes staff from the DFS, enhanced Point-In-Time Count, the Wyoming Homeless Collaborative, and the Ten-Year Plan Committee.
Written by Professor Phil J. Roberts, Professor of History, University of Wyoming.
8
The Statewide Continuum of Care
The Statewide CoC is an organization of service providers, state government officials, members of the faith-based community, employees of the Veterans’ Administration, and other individuals providing services to or interested in the care of people who are homeless. The existence of a CoC is a requirement of the federal department of Housing and Urban Development (HUD) for the acqui-sition of HUD grant funding. HUD calculates available funding based on the effectiveness of the state’s CoC. These calculations are made through a performance point system set by HUD.
Wyoming’s CoC has existed for several years, but had a history of disorganization, regionalization and ineffec-tiveness. These qualities had a significant negative effect on the amount of HUD funding available to Wyoming.
HUD’s Wyoming representative brought in technical assistance from HUD to advise the organization on im-provement. Around the same time, the disorganization of the CoC came to the attention of Governor Matt Mead. Governor Mead called for change and designated the Department of Family Services as the executive branch agency to lead organization, cooperation and strategic planning of the CoC.
During a meeting of the CoC in September 2013, the cre-ation of a Governance Charter and Policies & Procedures was led by Ashley Kerr, a Technical Assistant for Housing and Urban Development (HUD). The CoC elected to name the organization the Wyoming Homeless Collaborative. Interim officers remained in place, but a new Secretary was elected along with the development of more clarified duties. A Nominating Committee was formed to recom-mend new Board members pursuant to the new policies.
After the September 2013 meeting, the Nominating Committee invited applications and nominations for the new Board. The Committee received 23 total appli-cations. After review of those applications, the Commit-tee chose 11 applicants for nomination before the WHC membership. In June 2014, the WHC membership elect-ed all 11 nominees by unanimous vote. The Board took seat on July 1, 2014.
The initial Board members are:• Charles Aragon, Native American Patient Advocate,
Riverton• Larry Barttelbort, Executive Director, Wyoming Vet-
erans Commission, Cheyenne• Jonathan Downing, Executive Director, Wyoming
Mining Association, Cheyenne• Paul Heimer, Executive Director, United Way of Alba-
ny County, Laramie• Brad Hopkins, Executive Director, Central Wyoming
Rescue Mission, Casper• Brenda Lyttle, Senior Administrator, Department of
Family Services, Cheyenne• Donovan McComb, Vice President, First Interstate
Bank, Casper• John Patterson, City Manager, Casper• Larry Penrice, Compliance Officer, SW-WRAP, Sheri-
dan• Kathleen “Smokey” Rhea, Executive Director, Com-
munity Resource Center, Jackson• Vicky Schlidt, Executive Director, Wright Community
Assistance, Wright
The Executive Director of the Council of Community Ser-vices and their Technical Assistant, who serve as Collab-orative Applicant, were chosen as ex-officio members of the WHC Board. The Collaborative Applicant guides the WHC through the HUD CoC grant and reporting process.
The WHC Board elected officers in 2014. Paul Heimer, President; Smokey Rhea, Vice-President; Donovan Mc-Comb, Treasurer; and Brenda Lyttle, Secretary.
The Governance Charter and Policies & Procedures of the WHC created an information flow-chart, which also serves as the organizational chart of the WHC – shown below.
During the September 2013 meeting, the WHC named additional working committees of the WHC. Those com-mittees were:
• Project Evaluation Committee lead by the Collabora-tive Applicant;
• Point-in-Time Committee;• Ten-Year Plan Committee; and• Homeless Management Information System (HMIS)
Committee.
9
The Ten-Year Plan to Reduce Homelessness – “A Home for Everyone”Wyoming Governor Matt Mead assigned the develop-ment of Wyoming’s Ten-Year Plan to Reduce Homeless-ness to the Department of Family Services. Brenda Lyt-tle, the Homeless Services Coordinator for DFS, and Karla McClaren, the Homeless Project Manager for DFS, worked with the Ten-Year Plan Committee of the WHC to write “A Home for Everyone” – Wyoming’s Ten-Year Plan.
The Ten-Year Plan Committee first met in November 2013 at the Wind River Reservation. At the meeting, the Ten-Year Plan Committee was assigned chapters and sections of the Ten-Year Plan for completion. The Committee con-tinued to meet on a regular basis to produce and refine chapters of the Ten-Year Plan.
The Ten-Year Plan Committee gained members from Unit-ed Way of Albany County, the Department of Workforce Services, the Wyoming Department of Health, and other interested groups and individuals from across the state.
The Ten-Year Plan has been a coordinated effort of infor-mation gathering, organization, reviewing and editing. This Ten-Year Plan is the result of the Committee’s work.
The Homeless Point-in-Time CountThe Point-in-Time Count of homeless individuals in shel-ters, along with those unsheltered, occurs each January around the county. More detailed coverage of Wyo-ming’s Point-in-Time Count follows in this Plan.
Homeless Management Information System (HMIS)HMIS is a combination of licensing and software to house and manage data on individuals and families who are homeless in Wyoming. HMIS is used by service provid-ers to capture data on the use of shelters and services. Currently, DFS has a contract with an outside vendor to manage HMIS. Wyoming has developed HMIS policies and continues to develop adequate procedures for prop-er HMIS use and reporting. To gather the data necessary for measurement of success, the WHC will be developing policies and procedures as a goal of the Ten-Year Plan.
WHC Board Secretary will distribute to the WHC membership state meeting notices,
agendas, minutes voting, calendar
Wyoming Homeless CollaborativeState Board
WHC Board Secretary communicateswith Board, Secretaries
Board Committee Chairs submitcommittee reports to Board Secretary
BoardCommitteeMembers
BoardCommittee
Chairs
WHC StatewideMembership &
Mailing List
WHC BoardSecretary
WHC StateBoard
Board Members
10
The 2014 Analysis of Homeless Services in Wyoming is an ongoing inventory of all services in Wyoming which provide permanent, transitional, and emergency housing to a number of Wyoming residents experiencing homelessness for a number of different reasons. It is broken into three subpopulations: general homelessness, veterans services, and clients fleeing domestic violence. A utilization assessment was also performed for these programs reflecting a Point-in-Time census based upon usage of services for the 24-hour period of January 22, 2014.
As our Homeless Management Information System (HMIS) system is expanded and better developed, and when our Collaborative adds a summertime Point-in-Time count, census data providing information on service utilization will expand to become a better snapshot of the need Wyoming service agencies experience throughout the year.
General Homelessness Services: Like the population of Wyoming, most services are located along the interstate corridors which bisect our state, with the majority of services being centered in the central and southeastern regions. Each county is represented by the community which holds the county seat, along with both tribal governments, the Eastern Shoshone and the Northern Arapaho. With the exception of Jackson, there are literally no services for residents experiencing homelessness west of the Great Divide. The eastern border is another large expanse lacking any type of homelessness services.
Review of the existing programs shows an overrepresentation of short-term emergency or transitional services, and a shortage of permanent services, particularly for high-risk groups like the seriously and persistently mentally ill, who often require support to maintain independence within the community.
Veterans Services: Veterans services in the state are clustered around the location of the two VA Medical Centers- the Sheridan VAMC and the Cheyenne VAMC. With the exception of services provided by the Supportive Services for Veterans with Families program through Southwest Wyoming Recovery Access Programs (SW-WRAP), no veteran services are provided for in the western portion of the state. Experience with the eastern region of the state suggests that veterans whose catchment lies in another state (Black Hills VAMC, Hot Springs VAMC, and Salt Lake VAMC) are at high risk of not receiving housing support services within their communities.
In conjunction with HUD, the VA nationally has pushed to help provide permanent supportive housing for veterans, and these efforts are reflected in the large number of Rapid Re-housing vouchers available through HUD – VA Supportive Housing (HUD-VASH) and Supportive Services for Veteran Families (SSVF). Historically over 50% of all homeless individuals in Wyoming have been veterans and these programs have the potential to make profound improvements on the numbers of homeless in Wyoming. The
The 2014 Analysis of Homeless Services
11
impact of these programs may already be reflected in the decreased census of the Freedom House and the Domiciliary Care for Homeless Veterans (DCHV) transitional programs seen on January 22, 2014, at the Sheridan Veteran Affairs Supportive Housing (VAMC).
Domestic Violence Services: Domestic Violence Services nationally have been funded through the Violence Against Women Act, a separate funding stream from HUD. Every county in the State of Wyoming and the Northern Arapaho and Eastern Shoshone Tribes have programs specific for families and individuals experiencing family violence. The challenge has been to develop collaborative relationships with these agencies. Again, providers of domestic violence services do not necessarily identify their clients as being homeless due to a limited stereotype of homelessness based on an urban ideal, and the stigma associated with this stereotype.
Both the inventory and utilization maps represent which domestic violence service agencies are currently involved with, or have started a relationship with the Wyoming Homeless Collaborative. A future recruitment priority of the Collaborative is to invite and create incentives for participation of all domestic violence service agencies in Wyoming.
Summary: An overview of the 2014 Gap Analysis shows an overwhelming need for homelessness
services in the western portion and eastern border of the state. It also shows that our Collaborative has work to do in order to better integrate participation and communication with existing agencies serving individuals and families experiencing homelessness in Wyoming.
In communities where assistance exists, emergency services are more present while permanent housing programs are not. This contributes to a ‘Band-Aid’ effect where only short-term needs are addressed and recidivism of homelessness is high often causing great expense to both the community and the individuals and families experiencing homelessness. In the veteran subpopulation, where permanent supportive housing has been emphasized by funding models, the data suggests we are seeing increased access to transitional housing beds. Hopefully, future data will confirm this observation.
Since a majority of individuals and families experiencing homelessness within the state are veterans of our armed forces, programs targeted to veterans have a profound impact on access to services throughout the entire community.
For future analysis of services, we would like to expand our information by identifying specific services offered, populations served, and funding sources of each provider. A matrix of services will be developed.
12
Statewide Homeless Service Agencies
Family Assistance Coordinator/ National Guard 350 E. 6th Ave. Afton 307-286-9993 Military Support Agency
Casper Housing Authority 1514 E. 12th St., #105
Casper 307-266-1388 ext. 35
Housing Authority
Casper VA Outpatient Clinic 4140 S. Poplar St.
Casper 307-235-4143 Veteran Supportive Services
Casper Vet Center 1030 N. Poplar #B
Casper 307-261-5355 Veteran Support Services
Central Wyoming Rescue Mission 230 N. Park Casper 307-267-9810 before noon only
Emergency Shelter, Transitional Housing
Central Wyoming Senior Center 1831 E. 4th St. Casper 307-265-0307 Community Support Services
City of Casper 200 N. David Casper 307-235-8241 City Government
City of Casper Community Development Tech 200 N. David Casper 307-235-8219 City Government
Community Action Partnership of Natrona County 800 Werner Court #201
Casper 307-232-0124 Rapid Re-housing Program
HUD 150 E. "B" Street Casper 307-261-6250 HUD Agency
Interfaith of Natrona County 300 N. Center St. Casper 307-235-8043 Homeless Support Services
Lifesteps Transitional Housing Program 1514 E 12th Street #101
Casper 307-235-4703 Transitional Housing Program
NAMI Wyoming 137 6th St. Casper 307-265-2573 Mental Health Supportive Services
Natrona County School District 1000 Casper St. Casper 307-253-4337 School District
Self-Help Center 918 E. Second Casper 307-235-2814 Victim Advocacy Program
Seton House PO Box 1557 Casper 307-577-8026 Victim Advocacy Program
United Way of Natrona County 1701 East "E" St. Casper 307-237-9367 Supportive Services Organization
WY Military Family Assistance 5905 Cy Ave. Casper 307-234-6271 x4540
Military Support Services
Wyoming Community Development Authority 155 N. Beech St. Casper 307-265-0603 Housing Development Agency
Wyoming Department of Workforce Services 851 Werner Ct. #200
Casper 307-233-4622 State Agency
Wyoming Housing Network 300 S. Wolcott St. #200
Casper 307-472-5843 Housing Development Agency
Poverty Resistance 450 S. Wolcott Casper 307-253-8955 Supportive Services Organization
Cheyenne Housing Authority 3304 Sheridan Ave.
Cheyenne 307-633-8327 Housing Authority
Cheyenne VAMC 2360 E. Pershing Blvd.
Cheyenne 307-778-7352 Veterans Support Services
City of Cheyenne 2101 O'Neil Ave. Cheyenne 307-637-6255 City Government
Comea House and Resource Center 1504 Stinson Ave.
Cheyenne 307-632-3174 Emergency Shelter, Transitional Housing
Community Action of Laramie County 200 W. 17th St. #200
Cheyenne 307-635-9291 Emergency Shelter, Transitional Housing, Rapid Re-housing, Homeless Support Services, Veteran Support Services
Agency/Office/Organization Address City Phone Service Type
13
Community Action of Laramie County 1504 Stinson Ave.
Cheyenne 307-632-8064 Health Care for the Homeless
Director, Wyoming Veterans Commission 5800 Central Ave.
Cheyenne 307-777-8151 Veteran Supportive Services
Exec. Director, Wyoming Family Home Ownership Program
2232 Dell Range Blvd. #312
Cheyenne 307-514-5831 Housing Development Agency
Interfaith Family Support Services 2950 Spruce Drive
Cheyenne 307-772-8770 Homeless Support Services
Laramie County School District #1 2810 House Ave. Cheyenne 307-631-3153 Cell
School District
Prevention Management Organization of Sweetwater County
1900 18th St. Cheyenne 307-369-2581 Health Promotion Organization
Rural & Frontier Health 6101 Yellow-stone Rd. #510
Cheyenne 307-777-5601 Health Promotion Agency
Safehouse Services, Inc 714 W Fox Farm Rd.
Cheyenne 307-637-7233 Victims Advocacy Services
WY Dept. of Education McKinney-Vento Program Manager
2300 Capitol Ave., Hathaway Bldg., 2nd Floor
Cheyenne 307-777-3672 State Agency
Wyoming 2-1-1, Inc. 1401 Airport Parkway #220
Cheyenne 307-433-3075 Resource Referral Agency
Wyoming Department of Health 6101 Yellow-stone Rd. #400
Cheyenne 307-777-8940 State Agency
Wyoming Family Home Ownership Program 2232 Dell Range Blvd. #312
Cheyenne 307-287-0540 Housing Development Agency
Wyoming Rural Development Council 214 W. 15th St. Cheyenne 307-777-6430 Business Development Agency
Converse County Coalition Against Family Violence 126 N 5th St. Douglas 307-358-4800 Victim's Advocacy Services
B.O.C.E.S. 1013 W. Chey-enne Dr.
Evanston 307-789-5742 x 162
Community Support Services
SAVF Task Force 350 City View Drive #203
Evanston 307-789-3628 Victim's Advocacy Provider
Uinta County Drug Court 225 9th St. Evanston 307-783-1009 County Judicial Agency
Uinta County School District No. 1 230 Bodine Evanston 307-679-0146 School District
Indian Health Services 29 Black Coal Dr. Fort Washakie
307-335-5939 Tribal Agency
Northern Arapaho Tribe P.O. Box 860 Fort Washakie
307-332-6836 Tribal Health Agency
Council of Community Services 114 S. 4-J Road Gillette 307-686-2730 Permanent Supportive Housing, Transitional Housing, Emergency Shelter, Rapid Re-housing, Homelessness Support Services
SSYA Youth Arts P.O. Box 3917 Gillette 307-685-3670 Youth Homelessness Services
YES House 905 N. Gurley Gillette 307-696-3752 Youth Homelessness Services
Agency/Office/Organization Address City Phone Service Type
14
Director of Sweetwater County Commissioners 80 West Flaming Gorge Way
Green River
307-872-3732 County Government
YWCA Support and Safe House 207 E. Railroad St.
Green River
307-872-3250 Homelessness Support Services, Victim Advoca-cy Services
Community Resource Center PO Box 1232 Jackson 307-739-4500 Homelessness Support Services
Community Safety Network 650 Hall Ave. Jackson 307-733-3711 Victim Advocacy Services
Good Samaritan Mission in Jackson 285 W Pearl Ave. Jackson 307-733-3165 Emergency Shelter
Jackson Hole Community Counseling Center 640 E. Broadway Jackson 307-733-2046 Mental Health Provider
The Good Samaritan 285 W. Pearl St Jackson 307-733-3165 Emergency Shelter
Department of Vocational Rehabilitation PO Box 87 Kemmerer 307-877-9334 Supportive Services Organization
Lincoln County Turning Point 1809 Holland Dr. Kemmerer 307-877-9209 Victim Advocacy Services
Albany County Safe Project 319 S Lincoln St. Laramie 307-742-7273 Victim Advocacy
Peak Wellness- Albany County 1263 N 15th St. Laramie 307-745-8915 Permanent Supportive Housing for Mentally Ill
Sexual Assault & Family Violence (SAFV) Task Force 253 S Sublette Ave.
Pinedale 307-276-3975 Victim Advocacy Services
Veteran Service Officer PO Box 791 Pinedale 307-367-4877 Veteran Supportive Services
Public Health Nurse County Manager, State of WY PO Box 517 Pinedale 307-367-2157 State Agency
Carbon County Cove 711 W. Pine St. Rawlins 307-324-7071 Victim Advocacy
Fort Washakie School 90 Ethete Rd. Riverton 307-332-2380 School District
Fremont County Good Samaritan Center 921 E Washing-ton Ave.
Riverton 307-856-5435 Emergency Shelter
Path Grant Coordinator, Volunteers of America, Northern Rockies
223 W Adams Dr. Riverton 307-856-9006 Homeless Housing Assistance
Volunteers of America- Center of Hope 223 W Adams Ave.
Riverton 307-856-9006 Emergency and Transitional Housing for Indi-viduals struggling with Substance Abuse
Food Bank of Sweetwater County 90 Center St. Rock Springs
307-382-7332 Homelessness Support Services
Prevention Management Organization of Sweetwater County
404 N. St. #101 Rock Springs
307-382-2891 Health Promoting Agency
Rock Springs Housing Authority 233 C Street Rock Springs
307-352-1471 Housing Authority
Set Free Ministries 518 Elk St. Rock Springs
307-352-9850 Homelessness Supportive Services
Social Worker for the State of WY 2451 Foothill Blvd. #103
Rock Springs
307-352-2549 State Agency
Sweetwater Resource Center 538 Pilot Butte Ave.
Rock Springs
307-362-6549 Community Support Provider
United Way of Southwest Wyoming 404 N St. #301 Rock Springs
307-362-5003 Supportive Services Organization
Agency/Office/Organization Address City Phone Service Type
15
United Way of Southwest Wyoming 404 N. St. #301 Rock Springs
307-362-5003 Community Support Services
Veteran Service Officer 821 Norton St. Rock Springs
307- 922-5443 Veteran Supportive Services
YWCA Support and Safe House PO Box 1667 1035 Jackson St.
Rock Springs
307-352-6635 Homelessness Support Services, Victims advo-cacy Services
Young at Heart Senior Citizens Center 2400 Reagan Ave.
Rock Springs
307-352-6737 Community Supportive Services
Sweetwater Child Development Center 4509 Foothill Blvd.
Rock Springs
307-352-6871 Childhood Development Agency
Path Grant Coordinator, Volunteers of America, Northern Rockies
1876 S. Sheridan Ave.
Sheridan 307-672-0475 Homeless Housing Assistance
Sheridan Community Shelter, Volunteers of America- Northern Rockies
1898 Fort Road Sheridan 307-673-0025 Emergency Shelter
Sheridan Veterans Administration 1898 Fort Road Sheridan 307-672-3473 Transitional Housing for Veterans
VOA - Northern Rockies 1876 S. Sheridan Ave.
Sheridan 307-672-0475 Homelessness Supportive Services
High Plains Economic Development District 851 Gilchrist Wheatland 307-331-5761 Business Development Agency
Community Action Partnership of Natrona County 800 Werner Ct. #201
Casper 307-232-0124 Community Support Services
Interfaith Good Samaritan 710E. Garfield #127
Laramie 307-742-4240 Community Support Services/Food Pantry
Poverty Resistance Food Pantry 450 S. Wolcott Casper 307-253-8955 Food PantrySt. Mary’s Cathedral 100 W. 21st St. Cheyenne 307-635-9261 Past due Rent and Utility AssistanceNeeds Inc. 900 Central
Ave.Cheyenne 307-632-4132 Food, Clothing, Medical Supply Closet,
School SuppliesPlatte County Ministry Co-Op 951 Water St. Wheatland 307-322-2141 Rent, Utility, Gas, Housing, Food/Meals,
Shelter, ClothingCarbon County Counseling Center 721 W. Maple Rawlins 307-324-7156 Mental, Community, IndividualGoshen County Victims Assistance 2125 East A St. Torrington 307-532-4428Clothing Cottage 310 E. Univer-
sityLaramie 307-745-0625 Clothing, Shoes, Household Items
Interfaith Good Samaritan 710 E. Garfield St.
Laramie 307-742-0184 Mortgage/Rent, Utilities, Travelers Aid, Homeless, Drop-In Day Center, Personal Grooming Needs, Food Pantry
12th Street Clinic 1514 E. 12 St. Casper 307-235-0249 Healthcare for the Homeless/Community Clinic
Glenrock Community Food Bank 615 E. Deer St. Glenrock 307-436-9376
Agency/Office/Organization Address City Phone Service Type
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Emergency Assistance Program 206 N. 6th St. Douglas 307-359-2516 Rent/Mortgage Assistance, Utilities, Emer-gency Shelter
Niobrara County – Northwest Community Action Programs of Wyoming, Inc. (NOWCAP)
500 fifteen Mile Rd.
Worland 307-347-6185
Sheridan Senior Center 1100 US High-way 14
Dayton 307-751-7879 Noon Meal/Soup Kitchen
Family Crisis Center 255 E. Fetter-man St.
Buffalo 307-684-2233 Crisis Intervention, Counseling, Emergency Shelter/Transportation, Advocacy/Support
Salvation Army 222 S. Gillette Ave. #608
Gillette 307-682-6982 Utility, Rent, Emergency Shelter/Vouchers
Emergency Rent/Utility Assistance Program 108 N. 8th St. Sundance 307-283-1245Yellowstone Country Assistance Network (YCAN) 661 Wyoming
Ave.Powell 307-754-2073 Emergency Financial Assistance
Utilities, Medical, Transportation AssistanceBig Horn Counseling Services 1114 Lane 12 Lovell 307-548-4124 Community Mental HealthLa Barge Community Center 229 S. Oak St. La Barge 307-386-2664 Food BankHuman Services Tripartite Board 350 City View
Dr.Evanston 307-789-7194 Rent Assistance, Utility Assistance, Emer-
gency Shelter/VoucherOne Stop Help Center 860 S. 3rd St. Lander 307-332-2877 Rent Assistance, Utility AssistanceLow Income Energy Assistance Program (LIEAP) 1401 Airport
Parkway #300Cheyenne 800-246-4221 Utility Assistance
Legal Aid of Wyoming 211 W. 19th St. Cheyenne 877-432-9955Supportive Services for Veterans and Families 116 Old Faithful
#2006Cheyenne 877-435-7851
Agency/Office/Organization Address City Phone Service Type
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The federal agency of HUD requires each state, at least every other year, to perform a Point-in-Time (PIT) count of the states’ sheltered and unsheltered homeless population.
The PIT must be performed in one of the last 10 days in January and must be over a 24-hour period. Each state can choose its date. Wyoming performed the 2014 PIT on Wednesday, January 22, 2014.
Definition of “Homeless”The term “homeless” is defined by HUD and the PIT must use HUD’s definition. A person is considered homeless only when he/she resides in one of the places described below:
1. In places not meant for human habitation, such as cars, parks, sidewalks, abandoned buildings, on the street;
2. In an emergency shelter;3. In transitional or supportive housing for
homeless persons who originally came from the streets or emergency shelters;
4. In any of the above places but if spending a short time (up to 30 consecutive days) in a hospital or other institution;
5. Is being evicted within a week from a private dwelling unit and no subsequent residence has been identified and he/she lacks resources and support networks needed to obtain housing;
6. Is being discharged within a week from an institution such as a mental health or substance abuse treatment facility or a jail/prison in which the person has been a resident for more than 30 consecutive days and no subsequent residence has been identified and the person lacks the resources and support networks needed to obtain housing. For example, a person being discharged from prison after more than 30 days is eligible ONLY IF no subsequent residence has been identified and the person does not have money, family or friends to provide housing; and
7. Is fleeing a domestic violence housing situation and no subsequent residence has been
identified and the person lacks the resources and support networks needed to obtain housing.
Structure and Organization of the PIT CountThis effort requires organization and volunteers. Each state’s homeless CoC is responsible for the PIT. In Wyoming, our homeless CoC is called the Wyoming Homeless Collaborative (WHC). The WHC is a diverse body that includes providers of homeless services, state and local government employees involved with homelessness, housing developers, medical service providers, and others involved with the care and shelter of the homeless population.
In Wyoming, the PIT is coordinated through 5 regions of the state. Each region has a Regional Chairperson and a Coordinator in each county. Regional Chairpersons had the following duties:
1. Identifying shelters in their region for the shelter count;
2. Identifying places in their region where homeless individuals may be found for the street count;
3. Recruiting volunteers for both the shelter count and street count;
4. Accepting the forms and questionnaires provided by the WHC, and handing out those forms to volunteers;
5. Attending a DFS training session or watching the training video and providing volunteers access to the training;
6. Identifying a “home base” for the PIT Count where a computer could be set up to input data, and goodie bags for the homeless could be stored for distribution on that day;
7. Assisting the WHC with the distribution of posters, flyers, and other marketing and informational materials;
8. Be present all day on the day of the count, to coordinate the PIT along with a member of the WHC;
9. Making sure that goodie bags were available to homeless individuals who participated in the PIT;
The Point-in-Time Project
18
10. Accepting the forms and questionnaires turned in by volunteers and reviewing them for completeness and legibility;
11. Making sure all forms and questionnaires were turned into the appropriate WHC member; and
12. Celebrating when it was over!
Additionally, the PIT has two components. They are as follows:
1. A shelter count - The shelter count includes those in emergency shelters, transitional housing and domestic violence shelters. The count did not include people in permanent supportive housing, people staying in hotels or motels, people in veterans’ housing voucher programs, or people staying with family or friends; and
2. A street count - The count included people staying in a place not meant for human habitation such as an abandoned building, a vehicle, or out-of-doors. We used many volunteers for both the shelter count and street count. The WHC provided the necessary forms. Forms for the unsheltered count were distributed to regional managers, the county chairpersons and volunteers for the street count. Forms for the sheltered count were distributed to regional managers and shelter managers. All forms were returned to the DFS state office in Cheyenne.
PIT FormsThe following PIT Forms were utilized:
1. Housing Programs: Counts homeless individuals and families in shelter;
2. Point in Time Count Form (Sheltered, PIT);3. Unsheltered Form: Counts homeless
individuals and families not in shelter; and4. Point in Time Count Form (Unsheltered PIT).
TrainingDFS provided training for the PIT.
See Appendices on page 44 for brochures and posters.
Governor’s ProclamationGovernor Matt Mead signed a Proclamation on January 21, 2014, naming the next day as “The Homeless Count Day.” About 50 people attended the Proclamation signing including members of the statewide CoC called the Wyoming Homeless Collaborative. See page 45.
The Count BeganThe Homeless Point-in-Time Count for Wyoming began at 12:01 a.m. on the day of the count, and ended at 11:59 p.m. the same day. For the first time, all 23 counties in Wyoming and the Wind River Indian Reservation are included in the statewide Point-in-Time Count.
ResultsAll forms were turned in to the DFS State Office. The results of the sheltered and unsheltered count were entered into a data base created by the Statewide Point-in-Time Co-Chairman. Some Regional Coordinators and DFS personnel entered the Point-in-Time information into the data base.
19
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20
Point-In-Time Count Results by County
Point-in-Time Count Numbers
POINT IN TIME COUNT NUMBERS
2015 2016
Sheltered Unsheltered Total Sheltered Unsheltered Total Albany 7 6 13 6 10 16 Big Horn 0 10 10 0 0 0 Campbell 29 33 62 40 48 88 Carbon 0 1 1 0 0 0 Converse 0 0 0 0 21 21 Crook 1 1 2 5 3 8 Fremont 11 65 76 12 95 107 Goshen 0 0 0 0 4 4 Hot Springs 0 0 0 0 0 0 Johnson 0 0 0 0 0 0 Laramie 108 63 171 138 109 247 Lincoln 0 5 5 3 3 6 Natrona 269 86 355 179 47 226 Niobrara 0 0 0 0 0 0 Park 3 5 8 0 2 2 Platte 0 0 0 0 0 0 Sheridan 49 2 51 38 4 42 Sublette 4 0 4 0 0 0 Sweetwater 0 6 6 25 8 33 Teton 26 4 30 45 6 51 Uinta 0 0 0 0 5 5 Washakie 0 0 0 0 1 1 Weston 0 0 0 0 0 0 Total 507 291 798 491 366 857
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The Point-in-Time Count Baseline
State Objective IGoal 1
Wyoming’s first Homeless Point-in-Time Count including every county and the Wind River Indian Reservation was completed in January 2014. The results showed 757 people in Wyoming were homeless according to the definition of “homeless” provided by federal HUD. Of that total, 563 were in shelters and 194 were spending the night in a place not meant for human habitation. We believe there are more.
Our goal over the next 10 years is to improve on this count. We want to improve the data collection process for our shelters. We want to increase the places we go to locate people who are living on the streets, in parks, under the bridges and in cars. We also learned that over 800 additional people in Wyoming consider themselves homeless but were living with family or friends and could not be counted. There are over 100 people identified in Cheyenne and Casper alone that were staying in a hotel or motel the night of the count
and could not be counted. However, those folks may not know where their shelter will be the next day. We need to include all people without a permanent place to live in our future plan to end homelessness.
The Point-in-Time Count allows us to look in the mirror and see how we care for our homeless population and what services are still needed. This reflection has opened our eyes to issues of housing shortage and affordability, lack of permanency, and places in Wyoming without shelter or services.
Over the next 10 years, we will not only improve on our homeless count, but we will use these important numbers to identify need. We will discover where dollars can be best utilized and what we need to do to make sure no one spends the night in the cold.
We now have a baseline of 757 – which includes every county and the Reservation. Our expectation is that number will increase over the first five years as our count becomes more accurate. Our vision is the next five years will see that number reduced as we provide the services and housing necessary for the way of life we expect and enjoy in the great State of Wyoming. We know we can do better, and we have a great place to start.
State Action Plan for “A Home for Everyone”
Goal 1: Provide leadership and organization to the annual Point-in-Time Count held each year Strategies Activities Anticipated Outcomes1. Ensure the use of the forms from Hous-
ing and Urban Development.2. Ensure that each Wyoming county
obtains a Point-in-Time Count of the homeless population.
3. Ensure that Point-in-Time data is prop-erly entered into the Homeless Data Exchange System (HDX).
4. Use the PIT to increase community awareness on homeless issues.
5. Include the school district count in the PIT data when applicable.
6. Conduct a statewide summer PIT count.
• Continue the continuity of leadership through the Homeless Services Coordi-nator at DFS.
• Maintain a Statewide PIT Committee.• Develop a recruitment tool for the PIT
including a description of the PIT and how to develop a local PIT count.
• Train leadership and volunteers for the PIT.
• Ensure quality in data entry for Point-in-Time Count.
• Offer presentations to interested groups about the results of the PIT.
• Wyoming will have an active and more accurate Point-in-Time and Housing Inventory Count in all 5 regions and 23 counties within 2 years.
• Wyoming will conduct a Point-in-Time Count in January of each year.
• Wyoming DFS along with the Wyoming Homeless Collaborative will produce an annual report on homelessness based on PIT and Housing Inventory Count (HIC) data.
• The Statewide Point-in-Time Commit-tee will receive a PIT count from each school district in all years.
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Funding for Homelessness Projects in Wyoming
State Objective IIGoals 1 and 2
Homelessness Project Scoring through the WHCScoring Homelessness project applications through the WHC is crucial to the continuation and improvement of HUD funding. The scoring process allows the WHC to have quality and placement control of Homelessness projects around the state. The Technical Assistant to the Collaborative Applicant for the WHC, along with the Project Evaluation Committee, developed and utilized a point system for scoring new Homelessness projects in Wyoming. The scoring system was used in September through December of 2013.
The Collaborative Applicant submitted the CoC Grant Application to HUD on February 2, 2014. The following projects were funded at the levels indicated:
• Community Action Partnership of Natrona County for Life Steps - $107,516.00;
• Council of Community Services for Way Station III - $60,148.00;
• DFS for HMIS -- $63,333.00; and• Self Help Center for Turning Point - $92,777.00
The federal Housing and Urban Development (HUD) agency received a 5% reduction in funding for FFY 2015. Therefore, no new projects were funded in Wyoming. We hope this situation will improve for FFY 2016.
Although the WHC Collaborative Applicant used a Project Evaluation Committee and point system for CoC grant applications for FFY 2015, there is much room for improvement in the point system and training applicants on the point system. The WHC Project Evaluation Committee will be meeting over 2014 and making improvements to the CoC Grant application process and point system.
The HUD Emergency Solutions Grant (ESG)The Emergency Solutions Grant (ESG) is also funding through HUD. The ESG funds are available through application to DFS and can be used for the following purposes:
• Street outreach;• Emergency shelter;• Homelessness prevention; and• Rapid Rehousing.
2014 ESG funds in the amount of $220,365.00 were awarded to the following:COMEA House, Cheyenne -- $32,450.00Community Action of Laramie County, Cheyenne -- $11,200.00Community Action Partnership of Natrona County, Casper -- $29,625.00Council of Community Services, Gillette -- $24,050.00Fremont County Good Samaritan Center, Riverton -- $15,290.00Good Samaritan Mission, Jackson -- $14,000.00Interfaith Good Samaritan, Laramie -- $21,880.00Youth Emergency Services, Inc. (YES House), Gillette -- $21,660.00Recover Wyoming, Cheyenne -- $7,000.00Sweetwater Family Resource Center, Rock Springs -- $12,950.00Uinta Boces 1 Foundation, Evanston -- $7,000.00Volunteers of America Northern Rockies, Sheridan -- $23,260.00
DFS will monitor the performance of these grantees and the use of grant funds. We are hoping to increase Wyoming’s federal allocation through strategies in the Ten-Year Plan.
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Goal 1: Obtain maximum available HUD funding for Homelessness Projects in Wyoming Strategies Activities Anticipated Outcomes1. Utilize a point system for scoring
renewing Homelessness projects in Wyoming.
2. Utilize technical assistance from Hous-ing and Urban Development (HUD).
3. DFS taking management of the Home-less Management Information System (HMIS).
4. DFS will mandate use of HMIS by service providers for reporting home-lessness data.
5. DFS will facilitate training on HMIS for service providers for more accurate and complete reporting of homeless-ness data.
• Research point system scoring systems to determine a consistent approach.
• Contact HUD for technical assistance when applying for funding or scoring of proposals.
• Use the Wyoming 10-Year Plan to obtain maximum scoring on proposals for funding.
• DFS will implement and develop train-ing materials for the HMIS system for all service providers.
• Consistent scoring for homeless proj-ects in Wyoming.
• Receive approval of HUD funding for the HMIS System.
• Service providers will utilize State plan when writing a proposal to receive HUD funding.
• Wyoming Homeless Collaborative will develop committees to accomplish objectives in State plan.
• Provides a more complete picture of homelessness.
Goal 2: Research alternative and collaborative funding possibilities Strategies Activities Anticipated Outcomes1. WHC Board forms a non-profit corpo-
ration.2. Statewide Conference on Homeless-
ness.3. Explore other State funding to reduce
Homelessness in Wyoming.
• Apply for status.• Develop goals and agenda for the
Conference.• Schedule Conference and invite key
stakeholders.
• WHC will be able to apply for grant funding outside of Housing and Urban Development (HUD) as a non-profit corporation, accept public and private donations and eventually form a Foundation to End Homelessness.
• Legislature will be informed on the Point-in-Time Count, funding for Home-lessness, housing shortages, possible solutions, and the housing needs in Wyoming.
• Increased Housing availability in Wyoming.
• Increased Permanent Supportive Housing in Wyoming.
• Decreased Homelessness in Wyoming.
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Increase Wyoming Homeless Collaborative (WHC) members
Collaboration and Civic EngagementState Objective IIIGoals 1, 2 and 3
In order to enhance the Wyoming CoC, our coalition needs to increase membership in the Wyoming Homeless Collaborative while at the same time increasing civic engagement and collaboration between agencies and groups that work with and advocate for homeless people in the state.
We have three main goals. They are to:1. Promote the growth of the WHC and build a
unified message;2. Educate community leaders throughout the
state; and3. Create a uniform data collection and reporting
process.
Goal 1The goal of promoting the growth of the WHC and creating a unified message will be accomplished by building a statewide board of directors which obtains a 501(c)(3) status and holds regularly scheduled board and membership meetings.
To this end, the WHC has a new board of directors that took office July 1, 2014. This is a diversified board with representatives from all areas of the state. Furthermore, the board has representatives from state and local government, the non-profit and business sectors, the Wind River Reservation, veterans groups, the faith community, and homeless service providers.
The board – working with membership - will be responsible for doing the following in order to grow the organization and create a unified message:
1. Obtaining 501(c)(3) status;
2. Holding regular board meetings and two membership meetings;
3. Finding funding to support the work of the WHC;
4. Advocating to local, county and state government on homeless issues; and
5. Developing a coherent and consistent marketing plan to educate the general public about homeless issues.
The board is currently working on obtaining 501(c)(3) status. The purpose is to allow the organization to fundraise so it can be self-supporting. This is a work in progress but is expected to be accomplished in the next 6-9 months.
The board now has regularly scheduled meetings, and has also scheduled two annual membership meetings.
The board is seeking funding for a variety of purposes and board sponsored activities. Initially, the board will need to prioritize these activities. Examples include helping to fund HMIS, membership trainings, meeting expenses, and administrative expenses. The board will be seeking funding from governmental and private sources.
The board and membership will be tasked with advocating on behalf of homeless people and organizations that serve the homeless. Currently, the homeless lack an effective voice in Wyoming, making the Wyoming Homeless Collaborative the natural choice to begin speaking for this constituency. The WHC board will form an advocacy committee, which will be charged with developing an overall strategy for approaching governmental leaders. The committee should be operational by the end of 2015 – in time to work with the state legislature on the next biennial budget.
The WHC will also be tasked with developing a coherent and consistent marketing plan to educate
25
homeless service providers so they can become better acquainted with needs and available services.
Goal 3The goal of creating a uniform data collection and reporting process will result in increased usage and participation in HMIS. WHC will take the lead in educating providers on the benefits of using HMIS. WHC will also assist agencies in finding funding to cover the additional costs associated with implementing HMIS. Our goal is to have all homeless service providers using HMIS by the beginning of the next decade.
the general public about homeless issues. This will occur on a variety of fronts. The board will work with the Governor’s Office to explore the possibility of conducting an annual conference on homelessness in Wyoming. The board will also enlist WHC members to talk to local community leaders. WHC will also publicize the results of the annual Point-in-Time Surveys through press releases and reports for governmental and civic leaders.
Goal 2The goal of educating community leaders will be accomplished by publicizing information through a variety of means to state, local, and tribal leaders, as well as the public at large on the goals of the Wyoming Homeless Collaborative.
Because Wyoming is such a geographically large state, for the purposes of the CoC we have asked all state memebers to be responsible for planning opportunities for community leaders to visit
Goal 1: Promote the growth and build collaboration in leadership Strategies Activities Anticipated Outcomes1. Build and Promote Board of Directors.2. Advocate to local, county, and state
government on homeless issues.3. Develop marketing plan for general
public.4. Offer information to assist populations
in need gain access to emergency services utilizing Wyoming 2-1-1’s database and call center.
• Hold regular scheduled board meeting and membership meeting.
• Grant Writing.• Fund Raising.• Memberships.• Personal Solicitation.• Statewide conference.• Develop pamphlets and brochures
regarding Ten-Year Plan and WHC.• Develop Press releases for media.• Ensure service providing agencies in
each community are in the Wyoming 2-1-1 database.
• Each region will develop an outreach plan with public service announce-ments and community education events that collaborate with Wyoming 2-1-1.
• Membership will grow due to activities of the Board.
• Wyoming Homeless Collaboration will have funds to operate and conduct business.
• Meetings will be established with local and regional leadership to discuss local WHC membership and the Ten-Year Plan.
• Public will be more aware of the home-lessness issues in the State of Wyoming.
• 100% of service providing agencies are registered with Wyoming 2-1-1.
• 100% of regions will have an outreach plan that works in conjunction with Wyoming 2-1-1.
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Goal 2: Educate Community LeadersStrategies Activities Anticipated Outcomes1. Educate and engage state, local, and
tribal leaders, as well as the public at large on the Goals of the WHC.
• State CoC members will provide quarterly opportunities for state, local, and tribal leaders to visit emergency shelters, permanent supportive housing programs, transitional housing pro-grams, food banks, and other service providers.
• Provide Technical Assistance on ap-plying the Ten-Year Plan goals to the unique needs of each region.
• Each region will collaborate to offer at least one annual event highlighting homeless issues in the region.
• Develop a WHC brochure.• WHC will annually publish a press
release on the PIT Count which will include both state and regional data.
• 100% of regions will provide quarterly opportunities for state, local, and tribal leaders to visit emergency shelters, per-manent supportive housing programs, transitional housing programs, food banks, and other service providers.
• 100% of regions will have an outline of the unique needs of their region and community.
• 100% of regions will collaborate to offer at least one annual event highlighting homeless issues in the region.
• 100% of WHC members will have access to the WHC brochure.
• The WHC will receive media coverage on homeless issues at least annually.
Goal 3: Create Uniform Data Collection Process and Reporting Strategies Activities Anticipated Outcomes1. Increase participation in HMIS. • Educate providers on the benefits of
using HMIS.• Create data standards and assessment.• Assist agencies in finding and/or
allocating funding to cover the costs of HMIS.
• Decrease in duplicate intakes and assessments.
• Analyze data by population, subpopula-tion, gender, and age.
• Coordinated case management among service providers.
• Improve agency effectiveness through tracking client outcomes.
• Provides a more complete picture of homelessness.
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Increase Access to Stable and Affordable Housing
State Objective IVGoals 1, 2 and 3
Goal 1Wyoming’s unparalleled beauty, endless wide open spaces, abundance of resources, and low population create a portrait-ready landscape that 582,658 of us are proud to call home. For many, it is hard to comprehend that Wyoming has a homelessness problem. People who experience homelessness do not line the streets as they do in cities with populations the size of our entire state.
Despite the incredible backdrop and resources Wyoming offers, lack of access to stable and affordable housing is a real problem. This is in part due to the boom-bust nature of communities across the state and to a lack of infrastructure and competition. The work of this plan will result in the creation of a road map based on assessment data, meaningful stakeholder involvement, and education.
Goal 2Improve access to programs that provide temporary and long-term resources to reduce financial vulnerability to homeless. The WHC believes there are answers and achievable solutions to the issues of homelessness. This statewide collaborative is stronger than ever and more united than at any other time during its existence. Objective four seems simplistic by its suggestion to “increase access to affordable housing” but is very complex in how it might successfully be accomplished. If we are to thoughtfully develop and create new housing programs across the state we must first have a clear and concise picture of what currently occurs. This picture must include the specific requirements of each program, the application process and an electronic guide to what is available.
Once the WHC understands where and how much housing is lacking, we can begin to prioritize, and map out a plan to fill the gaps and provide for those in need. This inventory must include all types of housing. The biggest hurdle to overcome is cost. The creation of new housing means new construction or considerable rehabilitation of existing properties.
Additionally, the WHC will research and document all funding sources currently being utilized in Wyoming as well as any untapped sources. This information will also be reported and provided to the entire WHC membership along with the necessary requirements for each funder and copies of the applications along with an explanation of the application process. This information will be made available both electronically and in hard copy for all regions of the state.
Web-based data systems are greatly improving our ability to offer up-to-date information to clients and providers. Data systems are most effective when the property owner or landlord is participating and provides valuable rental information. WHC will continue to cultivate relationships with current and future property owners across the state to allow data systems to be as effective as possible.
Last, the WHC intends to create a roadmap that depicts movement from homelessness to permanency for all regions of Wyoming. This will require the accumulation of information from all regions and the development of a flow chart of services available. This road map will provide information to both the homeless individual and the service provider regardless of where an individual falls within the WHC.
Goal 3Policy change fosters norm change. WHC will work to reframe norms in Wyoming around the acceptance and tolerance of homelessness and to
28
ensure adequate resources are dedicated to keeping everyone in safe and secure housing.
Developing and proposing innovative policies and practices that meet our communities at their respective levels of readiness will move Wyoming forward in our efforts to end homelessness. An equally important strategy to prevent homelessness will be to thoughtfully examine our current policies and practices to ensure they are not increasing barriers to ending homelessness in our State. Effective policies and practices that meaningfully align will be central to seeing an end to homelessness in Wyoming.
Goal 1: Provide housing to people experiencing or most at risk of homelessnessStrategies Activities Anticipated Outcomes1. Support rental housing subsidies-
vouchers, Federal, State, Local and Private resources.
2. Research Housing Trust Fund to ex-pand supply of affordable housing.
3. Improve access to federal funded housing: • Payee; • Case Manager; • Sober Living; • Other.
4. Road map from homelessness to per-manency for all regions.
• Create an accurate and current list of available programs and update annu-ally.
• Reference the Tennessee CHI report.• Complete research on how a housing
trust fund could be used.• Coordinate with other committee re-
searching the HTF.• Research (currently utilized) funding
sources for various types of housing programs as they exist in Wyoming.
• Untapped funding sources. Based on results of Strategy 1, this will automati-cally become reality.
• Establish buy-in from property owners/landlords.
• Accumulate all information by region.• Develop a flowchart for services.
• Up-to-date, accurate list of rental subsi-dy programs across WY.
• With CoC recommendation proceed with electronic resource guide.
• Freddie Mac/Fannie Mae.• Administer through HOME funds.• Accurate picture of currently used
funds.• Available funding sources not being
utilized.• Continue to develop relationships.• The road map for homeless and agen-
cies to access the appropriate flow or continuum of services.
29
Goal 2: Provide permanent housing combined with supportive services (e.g.mental health, employment) to prevent and end chronic homelessnessStrategies Activities Anticipated Outcomes1. Improve access to and use of support-
ive housing.2. Ensure wrap-around services for fam-
ilies so permanent housing is main-tained.
3. Assess options for more sustainable supportive housing funding.
• Conduct an assessment and/or review data and systems available to determine the current level of accessibility and use of supportive housing in Wyoming.
• In coordination with stakeholders, de-velop a plan/road map outlining strat-egies to decrease barriers and increase access to and use of supportive housing based on assessment data.
• Data will be collected and available for review.
• A plan/road map outlining action steps, responsible parties anticipated outcomes, resources, and timeframes will be distrib-uted to all interested stakeholders.
• Stakeholder’s state-level knowledge of the plan/road map progress and related resources to improve access to afford-able housing will increase.
• Resource guide will be made electronically available to all stakeholders and the public.
• Develop a plan to help communities ad-dress the gaps and to secure resources to replicate best/evidence based practices.
• Stakeholders will have ready access to a current menu of wrap-around services to increase families’ capacity to maintain permanent housing.
• Research and assessments will be com-pleted to strategically position the WHC to advocate for sustainable funding through a trust fund and state general funds.
Goal 3: Explore current landlord-tenant lawsStrategies Activities Anticipated Outcomes1. Improve access to and use of support-
ive housing.2. Assess options for more sustainable
supportive housing funding.
• Conduct an assessment and/or review data and systems available to determine the current level of accessibility and use of supportive housing in Wyoming.
• In coordination with stakeholders, devel-op a plan/road map outlining strategies to decrease barriers and increase access to and use of supportive housing based on assessment data.
• Provide bi-annual webinars to engage and educate stakeholders of the plan/road map progress, unanticipated barriers, and when necessary, the need to modify the strategies.
• In connection with the work outlined in State Objective II, Goal 1, research sustain-able housing funding options.
• Data will be collected and available for review.
• A plan/road map outlining action steps, responsible parties, anticipated out-comes, resources, and timeframes will be distributed to all interested stake-holders.
• Stakeholder’s state-level knowledge of the plan/road map progress and related resources to improve access to afford-able housing will increase.
• Research and assessments will be com-pleted to strategically position the WHC to advocate for sustainable funding.
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Increase Economic Stability for Individuals
State Objective VGoals 1 and 2
Goal 1Increasing economic security is a key aspect of achieving long-term self-sufficiency. State Objective V focuses on the resources needed for sustainable economic security for those experiencing or most at risk of homelessness. Addressing issues surrounding sustainable employment is a key factor in helping individuals reach long-term self-sufficiency.
The strategies behind the goal of increasing sustainable employment include identifying policies and practices that restrict employment opportunities for the homeless population. Some policies - whether at the federal, state or local level - may inadvertently impair the ability of some to gain meaningful employment. For example, the lack of a regular address for employment purposes may automatically disqualify an individual who may otherwise be a good candidate for a job. To identify such policies and practices, research at the state and local level will be conducted to identify formal and informal barriers that exist that restrict employment opportunities.
Homeless issues vary from community to community. Some communities have a wide array of resources to address issues such as homelessness. Other communities have scarce resources to address homelessness and other issues pertaining to self-sufficiency. In order to fully address issues related to homelessness, it is important to gather local best practices. This will be done through research at the community level based on community size. The best practices will then be shared with similarly situated communities for consideration.
Individuals with special needs and/or disabilities may face issues related to homelessness. Due to the potential diverse needs of this population, efficient coordination
of services is crucial. Expanding this coordination beyond the traditional service providers presents an opportunity for success. In the realm of promoting economic stability, this means inviting employers to the discussion for purposes of developing solutions. The hiring of people with special needs and disabilities is a good business decision. People with disabilities tend to stay longer on jobs, thereby increasing the potential for long-term self-sufficiency. In carrying out Strategy 3, the Department of Workforce Services will identify a community with the mindset shift toward the employment of individuals with disabilities. The work in that community can serve as a model for development of similar programs in one to two other communities. The results from these three communities can eventually serve as a state-wide model for implementation at the community level.
The final strategy for this section involves a team approach to serving the homeless population. Many individuals who are facing homelessness also suffer from an underlying, undiagnosed condition. In this instance, Vocational Rehabilitation services may be appropriate. When a homeless individual presents to Vocational Rehabilitation seeking services, he or she will engage in an orientation, intake and assessment process to determine his or her eligibility for services. Individual services will be provided using a multidisciplinary approach, thereby strengthening the array of programs and services available. This holistic approach will assist the individual in his or her pursuit of self-sufficiency. This approach is designed to streamline services and assist the individual to self-sufficiency in an efficient, cost-effective manner.
Goal 2DFSThe Department of Family Services mission is to promote the safety, well-being, and self-sufficiency of families through community partnerships. Local DFS offices can help qualified families with supplemental nutrition assistance. The DFS goal is to connect people with time-limited resources that promote healthy, safe, self-sufficient families so they can contribute to their communities.
Supplemental services include, the Supplemental Nutrition Assistance Program (SNAP), Emergency Food Assistance (TEFAP), and Temporary Assistance to Needy Families (TANF), Low Income Energy Assistance (LIEAP), Weatherization Assistance (WAP), and other needed services in their communities.
SNAPThe Supplemental Nutrition Assistance Program is the cornerstone of the federal food assistance program. It provides crucial support to needy households and to those moving from welfare to work. SNAP benefits are distributed electronically through the Wyoming Card. SNAP supports better nutrition for low-income households.
TEFAPThe Emergency Food Assistance Program works with DFS to get commodities to soup kitchens, food banks, or other organizations helping low-income people. Food is collected at a distribution center in Casper, Wyoming and taken to more than 40 organizations statewide to help needy people.
TANFTemporary Assistance for Needy Families helps needy families achieve self-sufficiency. This is done through a block grant states get to build and run programs, which help needy families. TANF support helps many parents reduce their dependency on government benefits by helping them find and enroll in career training programs while promoting work and marriage and preventing out-of-wedlock pregnancies. All of that encourages the formation and maintenance of two parent families. The overall goal of the TANF program is to increase family involvement and to provide the most beneficial service to our families to increase self-sufficiency, which decreases the need.
In FFY 2014, approximately 11,283 Wyoming residents (this includes adults and children) received supportive services funded through TANF. These families received a multitude of services including, but not limited to, addressing obstacles to employment, job training, job placement, parenting, budgeting, conflict resolution,
counseling, after school programming, pregnancy prevention, and healthy relationship building. These services increase the families’ ability to achieve and maintain long-term self-sufficiency. Also, approximately 9,909 Wyoming residents (including adults and children) participated in the cash assistance program called Personal Opportunities with Employment Responsibilities (POWER). POWER is an intense self sufficiency program where families are working on a plan to increase economic stability.
LIEAPLow-Income Energy Assistance Program is a state and federally funded program that helps people pay home heating bills November through June. The program is open to homeowners and renters. Eligibility is determined by income guidelines for the LIEAP season. LIEAP helps cover the costs of electricity, natural gas, propane, wood, diesel heating oil, coal, and pellets when these are used for heating a home. Priority is given to households that include elderly (60+), disabled, and/or young children (6 and under). LIEAP often assists clients in avoiding disconnects and evictions due to non-payment of utility costs, thus helping them avoid becoming homeless.
WAPPeople who are approved for assistance through LIEAP may also be eligible for Weatherization Assistance Program services to make their home more energy efficient and further lower heating costs. The WAP helps households save money on home heating costs by improving energy efficiency. Weatherizing homes often means adding more insulation, sealing leaks around doors, and windows, and it always includes basic health and safety checks. Following approval for LIEAP/WAP a scheduled comprehensive weatherization audit is completed on the home. WAP services are provided based on a priority point system.
MEETING THE NEEDS OF FAMILIES EXPERIENCING HOMELESSNESSThere are families throughout the country who are eligible for TANF, but who are not participating in the program. Families experiencing homelessness
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may be in need of more intensive case management to apply for and make best use of TANF assistance. Lack of coordination between mainstream program administrators and homeless service providers can result in under-identification of families who are homeless and the barriers they face to services. Improved coordination and collaboration would increase TANF’s ability to meet the needs of families who are homeless.
In communities across Wyoming, homeless service providers and local DFS offices are partnering to more effectively serve homeless families. In addition to improving access to benefits and employment services, there are a number of different strategies that states and localities can adopt to improve how TANF resources can help families meet critical housing needs.
Goal 1: Increase sustainable employment for people experiencing or most at risk of homelessness Strategies Activities Anticipated Outcomes1. Identify policies that restrict employ-
ment opportunities for the homeless population.
2. Research, share, and coordinate local best practices that address employ-ment and homelessness in small, medium and large Wyoming commu-nities.
3. Improve coordination and integration of employment programs to include options for special needs and disability populations.
4. Team assessment involving represen-tation from multidisciplinary fields to determine eligibility for specific programs and services.
• Meet with local Workforce Center Managers to identify barriers that exist for the home-less population as they seek employment.
• Meet with Department of Workforce Ser-vices Program Managers to identify barriers within programs that exist for the home-less population as they seek employment.
• Develop plan to address barriers as appropriate.
• Develop and distribute survey to local communities.
• Identify community with mindset shift toward the employment of individuals with disabilities.
• Identify one to two communities to replicate the success for employment and training opportunities for those with disabilities.
• Employment First Initiative.• Orientation, intake, assessment, eligibility
determination, services to be identified.
• Summary of policies.• Sharing of best practice information
based on relative size of community.• Two to three communities engaged in
pilot Employment First Initiatives.• Successful pilot projects will be evaluat-
ed for statewide implementation.• Individualized program developed from
input from multidisciplinary team.
Goal 2: Increase coordination between homeless programs and state assistanceStrategies Activities Anticipated Outcomes1. Improve alignment among health,
housing, education, and social ser-vice systems that serve students and families.
2. Increase economic opportunity.3. Strengthen communities to address
the needs of their citizens.4. Increase cooperation with the SNAP,
LIEAP, WAP, TANF/POWER programs.
• Develop one simple way to assess all sup-port services.
• Link social services with income assistance, education, and employment.
• Local community stakeholders will identify the needs of the people who are homeless or at risk of being homeless.
• Regular meetings will be held with all service program managers or designees to discuss programs and ways to prevent and assist all homeless individuals.
• Families get the help they need as quickly as possible and reduce redun-dancies in the system.
• Homeless people will become more economically stable to remain in their homes.
• Communities will better understand and address the needs of vulnerable families.
• By identifying preventive strategies and more effective ways to deliver services more effectively, people will remain or be placed into permanent housing.
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Improve Health and StabilityState Objective VIGoals 1, 2 and 3
While the exact number of youth experiencing homelessness is difficult to determine given varying definitions of homelessness, and the age range considered as youth, it is widely agreed this is a serious issue facing our youth in Wyoming.
Youth who age out of foster care and the juvenile justice system have limited options for housing, income, and family or other social support. Improved discharge planning that connects youth to education, housing, health and behavioral health support, income supports, and health insurance
coverage will improve re-entry back into the community.
One strategy to improve discharge planning is to develop a Discharge Planning team. Team members will consist of representatives from state agencies and state service providers. The purpose of this team is to develop a standardized discharge plan.
Policies, procedures, and regulation will be reviewed to identify administrative or regulatory mechanisms that could be used to remove barriers and improve access to services to youth aging out of care.
The anticipated outcome of a standardized discharge plan is that it connects the youth to supports which prevent homelessness among youth.
Goal 1: Integrate primary and behavioral health care services with homeless assistance programs and housingStrategies Activities Anticipated Outcomes1. Encourage partnerships between
housing providers and behavioral/ health care providers.
2. Seek opportunities to establish medi-cal respite programs.
3. Increase availability of behavioral health services.
4. Increase access to Supplemental Secu-rity Income/ Social Security Disability Insurance (SSI/SSDI) disability benefits through the SSI/SSDI Outreach and Recovery (SOAR) model.
• Identify key providers and develop MOU/ MOA to support goal and build Statewide Web-enabled publicly acces-sible & updateable Housing Database.
• Coordinate & involve Key Primary Care Stakeholders.
• Research medical home model, and Maine Approach &Technology Integra-tion.
• Establish ad hoc committee to select model for Wyoming.
• Identify Medical Respite Programs & implementation impacts.
• Develop SOAR sustainability plan.• Engage partners to sustain SOAR
practices in state government and communities.
• Comprehensive statewide Inventory of primary & behavioral healthcare ser-vices created and inventory Homeless assistance programs housing providers.
• Service Providers sign MOU’s with homeless assistance programs & hous-ing providers.
• Stakeholders identified for input into research and work on initiative.
• Best Practice Medical models identified & summarized.
• Ad hoc Working Committee established and committee to document and select model for WY.
• Implementation Strategies Development.• Integrated Client Information Manage-
ment System (CIMS) selected.• CIMS Implemented.• Compile above described contact per-
son listing & make available on-line &/or in printed resource guides.
• Approach school districts regarding including above listing (for their local area) in their registration packets & parent & student handbooks.
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Goal 2: Improve health and housing stability for people experiencing homelessness who have frequent contact with hospitals and criminal justice systemsStrategies Activities Anticipated Outcomes1. Discharge planning from hospitals and
adult correctional institutions will start at the time of entry.
2. Identify adults served in hospitals and adult correctional institutions who are most likely to become homeless and connect them to needed resources.
• Systems start discharge planning at time of placement to address long-term needs of individual.
• Frequent review of discharge plan.• Conduct assessments during initial
intake and subsequent meetings with youth to determine: Personal circum-stances; Identify risk factors; and Identi-fy potential barriers.
• Identify needed services.• Set up services for individual before
discharge and re-introduction into community.
• Higher employment rate among dis-charged individuals.
• Identified Affordable Housing to pre-vent Homelessness.
• Higher percentage of adults on medical insurance.
• Regular medical care provided.• GED or Higher Education Services being
utilized.
Goal 3: Improve the Health and Housing stability for youth aging out of systems such as foster care and juvenile correctionsStrategies Activities Anticipated Outcomes1. Identify agencies to help develop a
Standardized Discharge Plan (SDP).2. Discharge planning from youth sys-
tems starting at time of entry but no later than by age 16.
3. Identify youth served in foster care and juvenile corrections who are most like-ly to become homeless and connect them to needed resources.
• Develop Advisory Committee for Home-less Youth.
• Team Members Identified.• Agency Participation.• Team Meetings.• Identifying mechanisms to remove
barriers.• Discharge Plan developed.• State agencies incorporate into practice.
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Retool the Homeless Crisis Response System
State Objective VIIGoals 1, 2 and 3
The purpose of this objective is to transform homeless services to crisis response systems that prevent homelessness and rapidly return people who experience homelessness to stable housing. HUD defines a CoC as a community plan to organize and deliver housing and services to meet the specific needs of people who are homeless as they move to stable housing and maximize self-sufficiency. The five necessary parts are outreach, intake and assessment, emergency shelter, transitional housing and permanent housing and permanent supportive housing. Wyoming must identify the current systems in place by community, determine gaps and adopt a commitment to enhance the system statewide.
Goal 1In order to enhance the Wyoming Homeless Crisis Response System, an analysis of existing services, resources and capabilities must be conducted. A multi-pronged coordinated system that is intended to improve efficiency, move more quickly and stabilize people in permanent housing and maximizes accountability among housing service providers needs to be the core of our system. The response must include not only state-level support but community buy-in as well.
Goal 2The second goal of this objective is to improve access to programs that provide temporary and long-term resources to reduce financial vulnerability to homelessness.
Wyoming 2-1-1 currently provides individuals in Wyoming with a free and easy way to access information on health and human services within the state. Utilizing a comprehensive community resource database,
Information and Referral Specialists are able to match a person’s needs with community resources that can help meet that need. Whether an individual is calling Wyoming 2-1-1 in need of homeless services like shelter, clothing, food or health services, or an individual is working towards self-sufficiency through employment programs, job training, educational opportunities or housing options, Wyoming 2-1-1 is there to aid all individuals in navigating community resources.
Wyoming 2-1-1 is an easy to remember phone number and provides a free and confidential service to any individual that calls. The community resource database is also available online for those who would rather search for services on their own.
Wyoming 2-1-1 will continue to work on a statewide level to gather information on community resources and work with agencies to learn about programs and services that can be added to the community resource database. Partnerships with these agencies will create a better understanding of the Wyoming 2-1-1 service and how Wyoming 2-1-1 can aid in homeless prevention and care within each community.
With increased awareness across the state, increase in services within the database, and an increase in call volume, Wyoming 2-1-1 can better report on data for the state and each community. Through collection of
demographic data and top presenting needs, Wyoming 2-1-1 can give a better understanding of the needs of callers and the service gaps within communities based on unmet needs. This data can help communities assess what services they may need to better serve its population, including the homeless population. Goal 3Data from the United States Department of Education show that 10% of children in poverty experience homelessness at some point during a given school year. Children and youth who experience homelessness have a host of unique needs that are often poorly addressed by systems designed to alleviate adult homelessness. In Wyoming, these youth are the least likely population to achieve a high school diploma, sentencing them to lifelong challenges including lost wages and productivity. Two thirds of unaccompanied
homeless youth report that they have experienced abuse and many have left homes where substance abuse is prevalent. This group of young people is also particularly vulnerable to human trafficking. Providing these young people with access to safe and stable housing, along with food and needed medical care increases their ability to complete their education, become self-sufficient, and enter the workforce.
Goal 2 of the Homeless Crisis Response System is designed to evaluate the availability and level of services currently available to these children and youth in Wyoming, increase outreach to those in need of those services, and support the education of school-aged children and youth.
The strategies selected address a wide range of service points on the continuum of need, beginning
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Goal 1: Develop a Coordinated Homeless Crisis Response SystemStrategies Activities Anticipated Outcomes1. Implementation of a prevention and
diversion system.2. Review existing shelter/housing
assessments and case management tools.
3. Review discharge planning protocols for individuals leaving institutions.
4. Review legislation pertaining to home-lessness and housing from other states to determine such need in Wyoming.
5. Contact will be made with congrega-tions to mentor and house homeless families.
6. Identify all shelters and transitional living facilities to include hotels.
7. Identify all supporting services/agen-cies and map statewide.
8. Identify homeless populations.9. Assess what medical services are avail-
able to the homeless population.10. Mobilize faith-based community to become partners in meeting needs to end homelessness. One Congrega- tion-One Family Program.
• Establish a baseline for system compo-nents.
• Create universal housing applications• Review existing discharge protocols
from state institutions.• Examine states who currently have leg-
islation in place pertaining to homeless-ness and housing.
• Meetings with legislators and policymak-ers.
• Outreach to mentor and re-house homeless families, for example, via One Congregation-One Family partnering with local agencies.
• Map all shelters and transitional living facilities within the State.
• Map all supporting agencies and service organizations that serve the homeless population.
• Identify the homeless populations by geographic area and significant clusters.
• Inventory those medical services/enti-ties and identify gaps.
• Inventory faith-based initiatives state-wide.
• A matrix in which we can measure effec-tiveness.
• Increased efficiency and client focused.• Streamline discharge protocols among
all institutions.• Lower the % of risk for homelessness
among this population.• Determine if legislation is needed in
Wyoming.• Pilot faith-based family initiatives in
three regions.• Inventory of shelters and transitional
living facilities will present a picture of where the gaps in services are.
• Inventory of supporting services/agen-cies will present a picture of where the gaps in services are.
• Establish trends and locales in the state of high risk geographic areas.
• Identification of gaps will assist in the development of policy and perhaps redirection of funding.
• This inventory can result in these initia-tives maybe filling areas where there are service gaps.
Goal 2: Improve access to programs that provide temporary and long-term resources to reduce financial vulnerability to homelessness Strategies Activities Anticipated Outcomes1. Increase the use of Wyoming 2-1-1
across the state so that individuals and agencies can utilize the community re-source database when seeking services to help homeless or those at risk.
• Work on a statewide and community level to obtain agency and service infor-mation to build on the existing resource database with up to date information.
• Will foster community partnerships throughout the state to make Wyoming 2-1-1 a significant player in each com-munity to aid in seeking resources for homeless individuals.
• An easy to use, free, single point of ac-cess for each individual within the state to find programs and resources.
• A comprehensive resource database with active participation from agencies statewide to input and update infor-mation as well as yearly updates by Wyoming 2-1-1 to maintain accurate and up-to-date information.
• Better reporting of service gaps within communities based on the needs of callers and information about commu-nity demographics and need based on information gathered through Wyoming 2-1-1 referral process.
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Goal 3: Strengthen Services for Homeless Children and YouthStrategies Activities Anticipated Outcomes1. Identify all state and community agen-
cies that work with youth populations who may be at risk of homelessness.
2. Increase community outreach to ensure full and accurate identification of children experiencing precarious housing situations.
3. Evaluate and raise the awareness of youth service providers of the require-ments of McKinney-Vento and Title I-A legislation relative to homeless children and youth.
• Identify early childhood education pro-viders, children’s health care providers, all public education providers, child care pro-viders, private and parochial education providers, and youth education providers.
• Identify domestic violence service pro-viders and present to various stakehold-er groups on the needs and definitions of homeless populations.
• Monitor community homeless counts in comparison to estimates based on poverty data.
• Work with Local Education Agencies (LEAs) to verify reporting.
• Survey providers to determine baseline levels of awareness.
• Provide training and technical assis-tance to providers.
• Increased identification of homeless children and youth in both Point in Time (US Department of Housing and Urban Development/ HUD) and Consolidated State Performance Reports (US Depart-ment of Education/ US ED).
• Increase the number and quality of agencies working to address the needs of children and youth experiencing homelessness.
in infancy with child care and medical providers, and extending through the education system, into housing providers, non-profits, faith-based entities, government agencies and employers for youth of
transitional age. This broad-based approach attempts to ensure that unique needs of children are addressed from birth through age 22.
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Increase the Affordable Housing Inventory which Meets Federal
and State Requirements for Veterans who are Homeless
State Objective VIIIGoals 1 and 2
While the number of homeless veterans in Wyoming has been decreasing, additional work is still needed to address this issue. Most of America’s young men and women serve their country with pride, commitment and dedication, often serving in combat with multiple deployments overseas. Leaving the military should never result in leaving veterans and their families homeless. Veteran homelessness is especially troublesome as many of the mental health and substance abuse issues experienced by homeless veterans can be connected to their military service. The U.S. Department of Veterans Affairs (VA) is in the fifth year of a nationwide initiative to end Veteran homelessness by 2015. Progress has been made each year since the program was launched in 2009, yet a recent Point-in-Time Count indicates more than 100 homeless veterans in Wyoming on a single night in January 2014.
The VA has developed a number of protocols and processes to rapidly assess our homeless Veteran’s needs and work diligently to provide needed services, care and access to housing in a timely manner. Partnering with statewide initiatives such as the Collaborative Initiative WHC, “A Home for Everyone,” social service, mental health and healthcare stakeholder groups, and other homeless providers and programs, will ensure coordinated, collaborative statewide coverage in the identification of homeless Wyoming veterans, and will ensure access to available, reliable benefits and services.
Outreach is extremely important for identifying our vulnerable veterans in our very rural state. This can best be accomplished through educating and engaging veteran stakeholders, and by conducting additional homeless veteran Stand Downs and other related events. Stand Downs are military like operations which connect the homeless veteran with a cavalcade of local, state, federal, and private resources.
The VA has done a gap analysis in our communities throughout Wyoming, and all indications point to the lack of available housing as the key obstacle in the effort to significantly reduce homelessness amongst Wyoming veterans. The availability of accessible and affordable housing is critical in most of our rural communities throughout our state. Devoting state resources to improve opportunities for increased housing is an important step in resolving the issue of veteran homelessness in Wyoming.
Using the best practices in Utah, Idaho, and Montana can help us catch up quickly and move forward.
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Goal 1: Identify and develop additional resources throughout Wyoming for Veterans who are homelessStrategies Activities Anticipated Outcomes1. Work with community partners to en-
sure SSVF coverage for the entire state of Wyoming. Encourage grant applica-tions by potential partners.
2. Establish formal partnerships with critical pathway providers to identify and coordinate services for veterans’ sustainability.
3. Consider the Veteran’s Home in Wy-oming as a resource for housing for Veterans who are homeless.
4. Work collaboratively to identify addi-tional housing resources for Veterans required to register as a lifetime sexual offender and/or those who have a history of severe felonies.
• Educate potential applicants, provide let-ters of support to those who are applying.
• Increase VA healthcare enrollment and disability claim application of homeless Veterans using Service Officers across the state.
• Educate and engage Veteran stakehold-ers throughout the CoC and in the PIT process so they will participate in their communities.
• Conduct presentations on Wyoming Veteran homelessness with the veteran stakeholders.
• Explore best practices in surrounding states to determine a likely model for this type program and develop a working group to explore these type opportunities in other states.
• Meet with Veteran’s Home of Wyoming Staff to determine feasibility of this strategy.
• Consult with the VA to determine through the Veterans Justice Outreach Program if there are successful processes in place to accomplish this in other states.
• Include all Wyoming counties in the VA’s SSVF grant program.
• Homeless Veterans accessing VA health-care and disability compensation.
• Executed Memorandums of Under-standing and Agreements describing coordination of services between pro-grams, services and agencies.
• Increased accuracy of the PIT process.• Increased understanding of Veteran
homelessness.• Additional housing made available to
Wyoming veterans.• Identify the best practices and identify
working group members. Identify feasi-bility and states with the best programs.
• Possible solutions developed.
Goal 2: Synchronize Federal VA resources with State level resources to coordinate Services for Wyoming homeless VeteransStrategies Activities Anticipated Outcomes1. Collaborate with the Eastern Shosho-
ne and Northern Arapaho to expand Native American Homeless Veteran Stand Downs. Conduct Homeless Stand Downs.
2. Collaborate with a 501 (c) (3) orga-nization to ensure they apply for the Veterans Treatment Court federal grant for Laramie County, consider other counties as well.
3. Establish a method for homeless Vet-erans to meet with a Veterans Services Officer to review the veterans’ state and federal benefits, assist with appli-cation as needed.
• Meet with Tribal Business Councils or their designated representatives.
• Conduct Homeless Veteran Stand Downs on Wind River Reservation.
• Meet with veteran stakeholders in these areas to determine if supportable.
• Collaborate with nonprofits to ensure federal grant request is submitted.
• Provide administrative support to en-sure technical assistance is available to the grant writers.
• Outreach, marketing efforts, compre-hensive planning with veteran stake-holders to reach these veterans.
• Examine best practices to determine which states have been successful in this area.
• Increased access to VA benefits and services.
• Increased VA healthcare enrollment and disability claim applications.
• Federal grant application submitted.• Increased opportunities to meet with
homeless veterans and assist them.• Increased opportunities to meet with
homeless veterans and assist them.
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Preventing and Ending Youth Homelessness. A Coordinated
Community ResponseState Objective IX
Goal 1
Data from the United States Department of Education show that 10% of Children in poverty experience homelessness at some point during a given school year. Children and youth who experience homelessness have a host of unique needs that are often poorly addressed by the system designed to alleviate adult homelessness. In Wyoming, these youth are the least likely population to achieve a high school diploma, sentencing them to lifelong challenges including lost wages and productivity.
Factors that contribute to youth homelessness include family problems, economic circumstances, racial disparities, mental health and substance use disorders, and involvement with public systems like child welfare and juvenile justice. Most unaccompanied youth experiencing homelessness have significant experience with trauma. Some groups of children and youth experiencing homelessness are particularly vulnerable, including victims of trafficking and exploitation, youth who identify as lesbian, gay, bisexual, transgender, and questioning (LGBTQ); pregnant and parenting youth; youth with special needs of disabilities, and youth of color, including Native American youth.
We also need a broader set of interventions, including education and employment supports, and a range of short to longer term housing. The varied and unique needs of youth experiencing homelessness require a range of interventions that meet their physical, developmental, and social needs. Strategies should focus on reunifying youth, particular those under 18, with family or other natural supports, when safe and appropriate.
It is also critical that more accurate data be collected on the number of youth that experience homelessness as well as the effective interventions to end homelessness for youth. While there are evaluations of programs to assist homeless youth, there is little research comparing interventions and none examining how different interventions address the issues of the different subpopulations.
More resources are needed to respond adequately to youth homelessness. Providing these young people with access to safe and stable housing, along with food and needed medical care, increases their ability to complete their education, become self-sufficient and enter the workforce. Wyoming needs to include youth in their long term strategic planning efforts to end homeless for all populations.
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Goal 1: Preventing and Ending Youth HomelessnessStrategies Activities Anticipated Outcomes1. Be cognizant of the factors that con-
tribute to youth homelessness specif-ically.
2. Focus on the unique needs of youth experiencing homelessness , particu-larly those that are vulnerable.
3. Encourage multi-system collaboration.4. Improve data on youth needs and
characteristics of youth experience homelessness.
5. Conduct a youth only Point-in-Time Count.
6. Gain accessibility to mental health, addiction services, medical care, and housing.
7. Improve access to learning, training, and employment.
8. Improve the Health and Housing sta-bility for youth aging out of foster care and juvenile corrections.
• Develop a shared understanding of what it means to end youth home-lessness and establish the metrics to measure state progress.
• Improve the collection and sharing of data on youth experiencing home-lessness to identify needs and plan for resource allocations.
• Investigate funding and capacity needs of program.
• Identify and scale up evidence based practices and increase rigorous evalu-ation.
• Promote the use of evidence based practices in family interventions that can address and reduce family conflict and ensure youth remain connected to or reunify with their families, when safe and appropriate.
• Develop youth centered methods for counting unaccompanied homeless youth.
• Identify all state and community agen-cies that work with youth populations who may be at risk.
• Develop advisory committee for Home-less Youth.
• Develop a Standardized Discharge Plan (SDP)
• Stable Housing includes a safe and reliable place to call home.
• Permanent Connections include ongo-ing attachments to families, communi-ties, schools, and other positive social networks.
• Education/employment includes high performance in and completion of edu-cational and training activities, especial-ly for younger youth, and starting and maintaining adequate and stable em-ployment, particularly for older youth.
• Social-emotional well-being includes the development of key competencies, attitudes, and behaviors that equip a young person to succeed across multiple domains of daily life, including school, work, relationships and commu-nity.
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For individuals and families in Wyoming who are struggling with long-term homelessness, the current system is not working.
According to the annual Homeless Point-in-Time Count conducted statewide on January 22, 2014, there are 757 people in Wyoming who are homeless. Of that total, 563 were in shelters, and 194 were unsheltered and staying in a place not meant for human habitation. Due to this count being done on only one day leads us to believe there are more people living homeless in Wyoming.
Over the next 5 years the Point-In-Time Committee Leaders will use “A Home for Everyone” to improve our count process and develop new strategies. This will result in identifying the services communities need.
Providing the services that will lead to this decline requires funding. In 2014, the State of Wyoming received a little over $600,000 from the United States Department of Housing and Urban Development (HUD) through CoC and Emergency Solutions Grants. Though we’d like to see this total increase, we also know we must look for additional resources to address homelessness.
A private-public partnership of providers and government agencies has formed the Wyoming
Homeless Collaborative (WHC), which now has over 125 members. Through this organization, and the new formed Board of Directors for the WHC, we can work together to end or reduce homelessness. The WHC will use “A Home for Everyone” over the next 10 years to address matters of:
• Housing Costs; • Employment and Unemployment;• Health Care Needs and Expenses;• Crisis Response Systems;• Faith-Based Community Involvement and
Initiatives;• Caring for Homeless Children and Youth; and• Providing Services for Homeless Veterans.
“A Home for Everyone” is a living document, poised for updates and changes as we continually work and learn more about our friends and neighbors who are experiencing homelessness or at the risk of becoming homeless. The document will develop as we gain knowledge and consider solutions.
By the end of 2024, through increased awareness, cooperation and problem-solving, the people of Wyoming most in need will have access to services, stable and permanent housing, and a place to call “home.” Wyoming will build a stronger state and a brighter future.
Conclusion
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Acronym Glossary
CoCDCHV
DFSEMS
ESESGHHSHIC
HMIS
HREHUD
HUD-VASH
LIEAP
Pacific QIOPIT
PSHRHSRRH
SHSNAP
Continuum of CareDomiciliary Care for Homeless VeteransDepartment of Family ServicesEmergency Management SystemEmergency ShelterEmergency Solutions GrantHealth and Human ServicesHousing Inventory CountHomeless Management Information SystemHomeless Resource ExchangeHousing and Urban DevelopmentHousing and Urban Development – Veterans Administration Supportive HousingLow-Income Energy Assistance ProgramQuality Improvement OfficePoint in TimePermanent Supportive HousingRunaway and Human ServicesRapid Re-HousingSafe HavenSupplemental Nutrition Assistance Program
SOAR ModelSSI/SSDI
SSVF
TANF
TEFAP
THUSICH
VAVASHWAPWHC
WYADRC
SSI/SSDI Outreach and RecoverySupplemental Security Income/ Social Security Disability InsuranceSupportive Services for Veteran FamiliesTemporary Assistance to Needy FamiliesThe Emergency Food Assistance ProgramTransitional HousingUnited States Interagency Council on HomelessnessVeterans AffairsVeteran Affairs Supportive HousingWeatherization Assistance ProgramWyoming Homeless CollaborativeWyoming Aging and Disability Resource Center
