Six Month Status Report - Boulder County, Colorado...Six Month Status Report 5/2018 1 May 21, 2018 On behalf of the Homeless Solutions for Boulder County (HSBC) Executive and Manage-ment

Homeless Solutions for Boulder County

Six Month Status Report

5/2018

1

May 21, 2018

On behalf of the Homeless Solutions for Boulder County (HSBC) Executive and Manage-ment Boards, I am pleased to present the following report of HSBC efforts reflecting the first six months of operations. The HSBC services system was developed by and is funded through a collaborative effort involving Boulder County government agencies, housing authorities, and municipal leaders from the cities of Boulder and Longmont. Addition-ally, a large representation of non-profit leaders and area agencies working directly with individuals experiencing homelessness assist with on-the-ground implementation and ongoing system refinements.

HSBC grew from Boulder County’s original 10-Year Plan to End Homelessness, which was launched in 2009. Like that first comprehensive effort, HSBC is based on a Hous-ing First approach; an evidence-based service model that prioritizes obtaining housing for individuals as quickly as possible despite the complex and challenging barriers they may face. Critical to this work is the development of housing options and the provision of supportive services that can help individuals permanently exit homelessness through long-term stable housing.

Like any new effort, particularly one with as many moving parts as this, time is needed to evolve, adjust and stabilize the service model. While the invested system partners are critical to achieving this goal, the project also places a high priority on the collection and analysis of evaluation data to help drive improvement efforts and to ensure that resources are used efficiently and effectively. Additionally, due to the countywide nature of this effort and the differing ways this work impacts a diverse array of stakeholder groups, we intend to be transparent about both successes and failures through the regular development of these reports.

We are blessed to live in a county with many resources. Despite these riches, there are still those in our community who need and deserve our support. We are optimistic that with this intentional approach to service delivery and the strong support of collaborative part-ners, we will achieve meaningful and lasting outcomes for individuals in Boulder County experiencing homelessness.

Sincerely,

Robin BohannanHSBC Executive Board ChairDirector of the Boulder County Community Services Department

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INTRODUCTION

Work performed under the plan was led by a County Commissioner-appointed board with leadership provided by Boulder’s Community Services Department. Members were comprised of key government and non-profit service providers working to address homelessness across the county. While this work led to results in several areas, the effort lacked sufficient resources and staffing to achieve desired outcomes. Moreover, provided services were not well coordinated or evaluated making it difficult to determine whether invested resources were leading to successful and sustained housing outcomes. In

2017, the plan was retired and replaced with a new effort named Homeless Solutions for Boulder County (HSBC). This systems-oriented approach includes a more formal management structure, dedicated staffing, individually-tailored services and a focus on data collection and evaluation. The larger strategy, guided by county and municipal leaders and informed by local homelessness plans from the cities of Boulder and Longmont, reflects a more comprehen-sive, responsive and efficient Housing First delivery system and serves individ-uals experiencing homelessness across the county.

Boulder County agencies, local municipalities and service providers have been working to address homelessness for many years. The first formal effort was launched in 2009 with the release of Boulder County’s 10-year Plan to End Homelessness. This plan, which was collaboratively developed with input from government and non-profit leaders, outlined a number of prevention and intervention strategies, organized around the Housing First model; an evidence-based approach that prioritizes helping individuals and families experiencing homelessness obtain a stable housing solution as quickly as possible.

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SYSTEM OVERVIEWG O V E R N A N C E , S T R U C T U R E A N D S E R V I C E C O M P O N E N T S

It was recognized at the onset that success of HSBC would rely, in part, on charting a course tied to an overarching goal with supportive objectives, and the creation of thoughtfully structured governance and management groups. (Figure 1)

Provide adults experiencing homelessness with targeted, responsive services to support quick, stable housing solutions.

While simple in nature, this goal reflects the underlying value that individuals experi-encing homelessness deserve the opportunity to live in a safe, stable, and as needed, supported home environment. It also serves to recognize that many, though not all, face substantial barriers and life circumstances that significantly impede their ability to secure stable housing without additional system supports and services.

To achieve this goal, several systems-oriented objectives were developed, which include:

• Improve coordination, align and prioritize resources, and become more effective in helping adults experiencing homelessness achieve stable, sustain-able housing.

• Work to align resources in ways that lead to a seamless solution-focused system that works across Boulder County. Base systems efforts on evidence-based programs and practices to ensure the success of efforts.

Executive BoardSenior Government Officials

Management BoardProgram and Policy Stakeholders

Dedicated StaffCommunity Services Department

Implementation CommitteeProject Management Staff

HSBCGovernance Structure

Work Groups

Data &Evaluation

ExitStrategies

SystemsReview

CommunicationsHi

gher

Nee

d

Coordinated Entry ScreeningConnection to Boulder County

Homelessness historyPresence of disabling condition

All ReferralsSystem Flow:Single Adults

Low

er N

eed

Boulder: Bridge HouseLongmont: OUR Center & HOPE

Navigation ServicesShort-term shelter & services

Housing focused case managementSupportive services

Less Resource Intensive Solutions

SelfResolution

FamilyReuni�cation

Income & Housing

Resolution

More Resource Intensive Solutions

RapidRehousing

Transitional Housing

Permanent Supportive

Housing

Boulder Shelter for the Homeless

Housing Focused ShelterShelter until housed


(Figure 1)

• Use evaluation data to understand who the homeless population is, measure effectiveness and adjust the system to become more responsive.

• Work with government stakeholders to develop and acquire needed resources to ensure the long-term success and sustainability of efforts.

Continuing the Housing First orientation of the previous effort, the HSBC Executive Board developed a singular, focused goal:

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Operationally, the HSBC approach balances short-term resolution services for those whose situations can be resolved in a manner of weeks, with longer-term efforts aimed at helping individuals with greater barriers to obtaining housing, including those experiencing chronic homelessness, access permanent housing as quickly as opportu-nities arise. Services in this latter area are prioritized for individuals who have a longer history or report a relationship (e.g., family, school or work) with the county.

The HSBC service delivery system is divided into three primary components: Coordinated Entry, Navigation Services and Housing-focused Shelter services. (Figure 2)

SYSTEM OVERVIEW

(Figure 2)

High

er N

eed



All Referrals

Low

er N

eed

Boulder: Bridge HouseLongmont: OUR Center & HOPE



Less Resource Intensive Solutions

SelfResolution

Income & Housing

Resolution

More Resource Intensive Solutions

RapidRehousing

Transitional Housing

Permanent Supportive

Housing

Boulder Shelter for the HomelessBoulder: Bridge HouseLongmont: OUR Center & HOPE

Boulder Shelter for the Homeless

Housing Focused ShelterShelter until housed


System Flow:Single Adults

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SYSTEM OVERVIEW

Coordinated Entry (CE) provides single entry access into the homeless services system through use of a comprehensive screening tool. For conve-nience, the cities of Boulder and Longmont have separate CE locations, and all screening is conducted by the Boulder Shelter for the Homeless. Key objectives of CE are: 1) Streamline and standardize access 2) Prioritize assistance 3) Provide data for systems planning efforts

Navigation Services are focused on providing short-term resolution assistance to lower need individuals who have fewer barriers to obtaining and maintaining permanent housing, or those who recently arrived in Boulder County. Services can include case manage-ment, mediation, financial assistance, legal assistance, reunification assistance, and linkage to mainstream supports. Short-term shelter (approximately seven days) and help with basic needs are also provided if needed.

Housing-focused Shelter is provided to moderate- to high-needs individuals who need more intensive supports to obtain and maintain housing. These individuals can reserve a bed and stay at the Boulder Shelter for the Homeless (BSH) until they are housed. Services are provided by BSH staff and include housing-focused case management and wrap-around supports aligned with a tailored housing plan. To support this model of services, BSH provides nighttime shelter all year long, day shelter services on severe weather days, late morning and early evening hours for clients meeting with onsite case managers and service providers, meals, and lockers so that individ-uals staying regularly can securely leave belongings during the day.





Housing-focused ShelterShelter until housed


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HOUSING FIRST:

As made clear in the goal statement, HSBC aims to provide adults experiencing homelessness with targeted, responsive services to help them secure a housing solution quickly. The system is oriented toward housing exit opportunities, because homelessness is fundamentally a housing problem.

A M O R E P E R M A N E N T S O L U T I O N

Though other factors can affect risk for homelessness, particularly among certain populations, the primary driver of homelessness is housing affordability (i.e., the percentage of income someone pays for their housing).i Further, house-holds who spend less time homeless are more successful ultimately staying out of homelessness, which supports investment in resources that support quick rehousing opportunities.ii

Importantly, Permanent Supportive Housing (PSH) - permanent, affordable housing with the provision of supportive services - is a key component of the Housing First approach and has been shown to improve housing stability for chronically homeless individuals including those with severe mental illness relative to a treatment-first approach.iii

Studies have also shown that the costs of PSH are largely or entirely offset by reductions in use of shelter, emergency medical services, and the justice system.iv

As indicated in the Boulder County Permanent Supportive Housing Study, the annual cost of serving an individual on the streets is estimated to be approx-imately $43,000 per year due to costs associated with emergency shelter, police and jail time, emergency care and other service supports. In contrast, a PSH unit is likely to cost somewhere closer to $20,000 with accompanying services, resulting in savings of up to $23,000 per year.v Thus, investing in housing outcomes is not only good for assisting those experiencing homeless-ness, it is also a cost-effective solution that reduces the burden on other social support systems.

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HOUSING FIRST:A M O R E P E R M A N E N T S O L U T I O N

• The City of Boulder has funded ten new permanent supportive housing vouchers. Two clients have already been housed with these resources, and three more expected to lease up by June 30, 2018.

• By working with developers on new housing projects, the City of Boulder has 90 units of proposed PSH production over the next three years.

• Boulder County Housing Authority has secured seven additional HUD-VASH vouchers, which provide PSH to veterans experiencing homelessness in Boulder County.

• Boulder County has applied for funding for intensive housing case manage-ment and other supportive services. If awarded, these funds would provide critical support to help clients obtain and maintain stable housing.

• Partners are also applying for rapid rehousing and project-based vouchers for PSH from the Colorado Division of Housing.

• Pilots are being launched with private landlords to master lease units for working clients who make less than $30,000 per year.

Several efforts have already been undertaken to further access to housing solutions for HSBC clients:

Teresa (not her real name) has always worked two jobs, but after a roommate moved out she couldn’t afford the rent and ended up living in her car. She learned about the OUR Center from her boss. After going through Coordinated Entry, she was referred to Navigation Services and received an intake interview and a Navigation case manager right away. Teresa was able to use the overnight resources available through HOPE, and started saving money while she continued to work both jobs. Within about a month and a half of utilizing Navigation Services, Teresa’s homelessness situation was resolved and she moved into a new apartment.

OUR Center, and HOPE Navigation Services, Longmont

“

”

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EARLY IMPLEMENTATION DATA:W H O ’ S B E E N S E R V E D , W H AT ’ S B E E N A C H I E V E D

The project’s Evaluation Work Group developed an evaluation plan that defines common process and outcome measures which are collected by system partners using a shared data system known as Boulder County Connect. Data include key participant demographics, assessments of need, services provided, and a variety of housing outcomes. In the early stages of system implementa-tion, data will be used to reflect on the strengths and weaknesses of efforts,

A core component of HSBC efforts is the implementation of a robust and utilization-focused evaluation strategy. The following section provides data from the first six months of HSBC operations (October 2017 through March 2018).

assess emerging outcomes and explore system refinement opportunities. As system efforts mature and become more consistently implemented, data will be used to more formally evaluate the degree to which efforts are working, for which types of participants, and to what ends. In a process of ongoing quality improvement, these results will also be used to guide opportunities to modify system efforts and determine the best ways to invest resources.

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In the first six months of HSBC implementation, 1,448 single adults were screened for homeless services. About 77% (1,109 clients) were screened in the City of Boulder, while the remaining 23% (339 clients) were screened in the city of Longmont. About half (53 %) of those screened in the City of Boulder were eligible for longer-term HFS services, and 47% were eligible for shorter-term Navigation Services. A larger share of clients screened in the City of Longmont was eligible for navigation services (79%), while only 21% were eligible for HFS services. (Figure 3)

C H AR A C T E R I S T I C S O F H S B C C L I E N T S

Jane (not her real name) has been using Shelter services since late 2013. She is 60 years old and has had significant struggles with mental illness. Until recently she has been reluctant to engage with Shelter staff or case managers in any meaningful way. Due to her significant paranoia and trust issues, Jane has turned down housing opportunities multiple times over the last several years. After exhaustive efforts by the Shelter to engage Jane and gather her trust, she finally became open to the idea of housing and began significantly working toward housing goals. After 825 stays at the Shelter spanning more than five years, Jane recently successfully transitioned into an apartment in an elderly housing community.

Boulder Shelter for the Homeless, Housing-focused Shelter

“

”

Coordinated Entry Screening ResultsOct. 2017 - Mar. 2018

586

523

267

72

658

790

(Figure 3)

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D E M O G R A P H I C S

Single adults who sought services through HSBC in the first six months of implementation were predominately male and middle aged. Countywide, 73% of those screened identified as male. This share was higher among those screened in the City of Boulder (75%) than those screened in the City of Longmont (63%). (Figure 4)

The average age of clients screened for HSBC services countywide was 44 years old, and the age distribution between those in the City of Boulder and the city of Longmont is similar. About 5 to 6% of clients were young adults (18 to 24 years of age), and about 6% of clients were age 65 and older. (Figure 5)


Susan (not her real name) was sexually assaulted by a male housemate, and immediately left the home without any of her belongings. After going through Coordinated Entry, she was assigned to Bridge House Path to Home Navigation Services. Susan received shelter, daily case management, daily bus tickets, housing and employment assistance through Bridge House, along with legal information and emotional support from another employee who is also a MESA volunteer. Needing additional income, Susan’s case manager referred her to interviews that led to a job with a local healer, which in turn has helped Susan to develop her own practice. After staying first with Path to Home and then a friend, Susan was able to save enough money and find a new place to rent in Boulder.

Bridge House Navigation Services, Boulder

“

”

75.4

23.9

.70

63.0

36.3

.66

72.5

26.8

.69

Boulder

Male Female Transgender, gender non-conforming, or gender unknown

Longmont Countywide

Percentage of Clients by Screening Location and GenderOct. 2017 - Mar. 2018

(Figure 4)

(Figure 5)

Boulder

Countywide

Longmont

5.0 20.7 27.2 22.8 17.8 6.4

6.6 20.7 21.3 24.9 20.3 6.2

5.4 20.7 25.8 23.3 18.4 6.4

18-24 25-34 35-44 45-54 55-64 65 +

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D E M O G R A P H I C S


Additionally, while most clients identified as white, people of color were disproportionately represented among HSBC clients, relative to the population of Boulder County overall. About 65% of clients screened countywide identified as white, 8% identified as black, and 3% identified as Native American. Race was unknown for 10% of clients. In contrast, among the general Boulder County population, 89% identify as white, 1% identify as black, and 1% identify as Native American.vi However, people of Hispanic or Latin origin were proportionately represented: about 14% of the general Boulder County population and of those screened for services identified as Hispanic or Latino.vii (Figures 6 & 7)

Percentage of Clients by Screening Location and EthnicityOct. 2017 - Mar. 2018

Boulder Longmont CountywideHispanic/LatinoNon-Hispanic Ethnicity Unknown

12.1 16

.7

71.2

21.0

11.8

67.2

14.2 15.5

70.2

(Figure 7)

Percentage of Clients by Screening Location and Race,Oct. 2017 - Mar. 2018

Race unknownMultiple racesOther raceAsian

Native AmericanBlackCaucasian

Countywide

Longmont

Boulder 63.8 8.4 7.1 5.4 10.3

64.8 7.5 3.2 8.5 5.4 9.5

68.2 4.3 13.1 5.2 6.9

(Figure 6)

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C O N N E C T I O N S T O B O U L D E R C O U N T Y

In order to prioritize housing resources for local community members, HSBC considers clients’ connections to Boulder County in determining their eligibility for services. Countywide, more than half of those screened for HSBC services reported being in Boulder County for at least one year, and many (46%) reported being in the county for two years or longer. Those screened in Longmont reported being in Boulder County longer than those screened in Boulder. About 67%


of those screened in Longmont reported being in the County for one year or longer compared to 49% of those screened in Boulder. Overall, about 27% of clients screened were new to the County (here for less than one month). This share was much lower in Longmont (13%) than in Boulder (32%). Further, about 26% of clients countywide report having family in Boulder County. Again, this percentage is higher in Longmont (48%) than in Boulder (19%). (Figure 8)

(Figure 8)

Countywide

Longmont

Boulder

61.4 5.8 7.5 12.2

46.4 7.1 6.4 12.8 27.3

13.2

41.8 7.5 6.1 13.0 31.6

At least six months but less than one year

At least one year but less than two years2 years or longer

Less than one month

At least one month but less than six months

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E X P E R I E N C E W I T H H O M E L E S S N E S S & P R E S E N C E O F D I SA B L I N G C O N D I T I O N S

The majority of clients screened countywide and within each city came from literally homeless situations (e.g., sleeping on the street, in shelter, or a place not meant for human habitation).viii Overall, 88% of clients were literally homeless at the time of their screening (93% of those screened in Boulder and 71% in Longmont). Those screened in the city of Longmont more frequently came from transitional or permanent housing situations (e.g., from their own apartments, from staying with friends or family). Among those screened in Longmont, 27% came from a transitional or permanent housing situation, compared with only 4% of those screened in the city of Boulder and 9% screened countywide. (Figure 9)


Most of the clients screened for HSBC services reported long lengths of time homeless and high rates of disabling conditions. Three out of five clients screened countywide (61%) had been homeless at least 12 months out of the past three years: 62% in Boulder and 54% in Longmont. Further, about 71% of clients reported a disabling condition, though clients screened in Longmont reported disabling conditions somewhat less frequently than those screened in Boulder: 59% in Longmont and 73% in Boulder. Taken together, these indicators suggest that many of the clients screened for HSBC services will require a housing resource in order to exit homelessness. (Figures 10 & 11)

(Figure 10)

Percentage of Clients by Screening Location and Extent of Homelessness in

the Past Three YearsOct. 2017 - Mar. 2018

Boulder Longmont Countywide12 months or longer

6 to 11 months

Less than 6 months

61.8

22.4

15.8

53.5

34.1

12.4

60.5

24.3

15.2

(Figure 9)

Percentage of Clients by Screening Location and Living Situation at Entry

Oct. 2017 - Mar. 2018

Boulder Longmont CountywideInstitutional Situation

Homeless Situation

Transitional & Permanent Housing Situation

3.7 3.

8

92.5

2.4 26

.5

71.1

3.4 9.

1

87.5

(Figure 11)

Boulder

Countywide

Longmont 40.9

Reports a disabling condition Does not report a disabling condition

29.270.8

59.1

26.773.3

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O U T C O M E S T O DAT E

Within the first six months of the HSBC implementation, 184 clients have exited services to successful outcomes. These include exits to the client’s own housing, reunifications with family or other support systems – both inside and outside Boulder County – and entries into other programs. These include transitional housing programs like Ready to Work and the Inn Between, and substance use treatment programs. Outcomes by program are provided in the accompanying


figure. Housing-focused Shelter through Boulder Shelter for the Homeless works with higher need clients who have greater barriers to getting back into housing. Because of this, successful outcomes are expected to happen more quickly in Navigation programs. Lower outcome numbers for Navigation Services in Longmont are, in part, the result have having a smaller population of eligible clients. (Figure 12)

(Figure 12)

72

26

3

33 1313

57

11

2573

11

28

Other programs (Ready to Work, Inn Between, Substance Use Treatment)

Reuni�cation within Boulder County

Reuni�cation outside Boulder County

To own housing

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A variety of issues combine to make homelessness a complex problem to impact. It is resource intensive, requires work over a long-time horizon, operates within a multi-level political environment, is filtered through various stakeholder groups with different views on how it should be addressed, and is focused on a population with significant physical and/or behavioral health needs

EMERGING ISSUES AND OBSTACLES: T H E C O M P L E X I T I E S O F A D D R E S S I N G H O M E L E S S N E S S

who often possess a healthy skepticism of the institutions and service providers needed to be a part of the solution. Boulder County is no different in this regard. The following are some of the key issues that will be addressed in HSBC efforts to more permanently address the needs of individuals experiencing chronic homelessness.

1 S H O RTAG E O F H O U S I N G R E S O U R C E SResearch shows that investments in housing resources are critical to helping households exit homelessness, particularly those who have been homeless for longer periods of time or are otherwise vulnerable. While the HSBC system assesses client needs, and provides shelter and case management to help clients successfully exit services, it does not currently fund significant levels of new housing resource investment.

In order to help individuals exit homelessness, a diverse array of housing resources will be needed, including rapid rehousing, congregate living, housing vouchers, and permanent supportive housing. These resources can subsidize rent in existing units or be part of new development efforts. For example, the 2016 Boulder County Permanent Supportive Housing Study, conducted by Community Strategies Institute, outlines several barriers to addressing the expansion of PSH options, particularly within the context of new development.

These include: • A limited supply of parcels of land that

could be used to develop PSH and more affordable housing options

• Competition for limited land resources from new commercial and industrial development

• High costs of construction and development, regardless of the type of housing

• Steeply increasing rental and home ownership costs

• A general concern from the public about having this type of housing “in their back yard”

To advance housing objectives, the HSBC Housing Exits Work Group is examining current inventory and the demand for different housing resources (e.g., rapid rehousing, housing vouchers, and permanent supportive housing). The group will also explore and seek to leverage funding opportunities that can assist in filling this critical need.

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2 N E E D F O R A D D I T I O N A L S E R V I C E S S U P P O RT S

Often, clients can benefit from supportive services to help them obtain and maintain housing -- some for a shorter period of time and others over the long term. The intensity of supportive services should vary according to client need, but often includes ongoing case management, mental health services, substance use disorder treatment, employment and training support, and connection to other mainstream services. While rent subsidies alone can help defray the costs of housing, they do not support the provision of needed services. As a result, additional coordinated efforts are needed to

connect clients with currently available services provided through existing safety net and treatment organizations, while also exploring the acquisition of additional resources to expand overall availability. As a part of HSBC efforts, government and non-profit partner staff are monitoring and, as appropriate, applying for federal and state grant programs that fund services targeted at homeless populations. Moreover, as the system matures and more data become available, efforts will be made to shift or reallocate funding to those services that are likely to have the greatest impact on housing stability.


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3 C O N F L I C T I N G S TA K E H O L D E R V I E W S R E L AT E D T O A D D R E S S I N G H O M E L E S S N E S S

The various perspectives and competing interests held by stakeholder groups can also add complexity to service efforts. Examples of where this has been observed include: • Advocacy groups that often hold

competing values, beliefs and expectations regarding how issues should be addressed. These include groups specifically organized to promote the rights and needs of differing homeless populations, neighborhood associations that advocate on behalf of members, and concerned citizens’ groups that seek to play a role in homeless services efforts.

• Political entities that work in a complex policy environment where decisions are often made quickly and with imperfect information. This can, at times, lead to reactive fixes that do not always consider consequences to larger and longer-term system goals.

• The Press whose stories can help to illuminate successful outcomes but also highlight critical failures. These can be constructive in both directions, but can also serve to reinforce competing public narratives about system efforts and related results.

• Government entities and service providers who seek to implement effective strategies over the long term while working within often resource-poor environments where priorities often compete for attention.

Compounding these external factors is the often unrealistic expectation that outcomes can be observed quickly. However, the need to go slowly, invest wisely and plan over a long-time horizon are critical to ensure a lasting effect on issues with this level of complexity. While it is difficult to bridge or align many of these competing forces, this can be assisted by communicating accomplishments and challenges in a transparent manner. It is also important that healthy collaboration occur across county and city government, service providers and other concerned entities.

To meet these objectives, HSBC has instituted a multi-layered governance structure that is designed to keep stakeholder groups engaged and provide meaningful opportunities to inform system design. Additionally, the HSBC Communications Work Group will regularly develop briefs and reports, such as this one, to provide information to concerned groups in a timely fashion.


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CHARTING THE FUTURE OF THE HSBC SYSTEM: VA L U E S A S R E F L E C T E D I N I N V E S T M E N T S

While a number of critical process and infrastructure changes were made to the homeless services system in anticipation of the October 2017 launch of HSBC, many services options and related providers remained the same to ensure continuity of past practices. However, core systems components – Coordinated Entry, Navigation and Housing-focused Shelter – were more clearly defined and operationalized to ensure improved integration and coordination across the system. Standard screening efforts were added to better target the right

services to appropriate populations, and evaluation efforts were implemented to assess services and system functioning, and to guide future improvements.

In the 2018, a little over $2 million dollars was invested in the system, not counting one-time only and unplanned costs (e.g., the build-out of the old Robb’s music site at 2691 30th St. for Boulder Navigation Services, and increases to severe weather shelter availability in the city of Boulder during the 2017-2018 winter season). As observed in the provided graphic, approximately 12% of funding went toward Coordinated Entry, 49% to Navigation Services and about 39% to Housing-focused Shelter. (Figure 13)

While these investments are significant, they were not sufficient to pay for all desired plan components. For example, the recent update to the Boulder Shelter for the Homeless (BSH) Management Plan allows the provision of day and night shelter operations all year long. While BSH will now provide night-time sheltering at full capacity throughout the year (expanding capacity in the summer months), funding was only available for daytime hours on limited severe weather days. The need, utilization, and efficacy of daytime hours at BSH will be explored through HSBC evaluation data over the 2019 service year.

(Figure 13)

Housing InvestmentsHousing-Focused Shelter

Navigation ServicesCoordinated Entry

49

39

12

0

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CHARTING THE FUTURE OF THE HSBC SYSTEM: VA L U E S A S R E F L E C T E D I N I N V E S T M E N T S

While it is difficult to predict how much money will be available in future years to invest in the system and where specific investment might be targeted, it is expected that more resources will go toward the development of permanent supportive housing and related services, and to the Boulder Shelter to increase its capacity to expand housing-focused case management services. Moreover, the Executive Board of HSBC will use evaluation data to explore potential modifications to the mix and amount of service investments as more is learned about the efficiency and effectiveness of system efforts, as well as the changing needs of the service population.

Finally, key to this work will be investments in housing solutions that are beyond current investment in the HSBC system. That is, despite expectations

that dollars might be freed up in areas within the current system, these will in no way be sufficient to meet the housing and services needs of individuals experiencing homelessness. To this end, efforts will be made to coordinate this work with the larger regional affordable housing plan which has set a goal of 200 Permanent Supportive Housing units to be built or acquired over the next 15 years. Additionally, HSBC staff along with county and municipal leaders will continue to work with service providers in the pursuit of grants to expand needed mental health and substance use disorder services. They will also work with builders and landlords to explore PSH expansion opportunities, and seek to obtain rent assistance resources available at the state level to help subsidize the costs of PSH and other appropriate affordable housing options.

i Cunningham, Mary. 2009. “Preventing and Ending Homelessness—Next Steps.” Washington, DC: Urban Institute.

ii U.S. Department of Housing and Urban Development, Office of Policy Development & Research. 2015. Assessment Tools for Allocating Homelessness Assistance: State of the Evidence. Washington, DC: U.S. Department of Policy and Urban Development. Accessed: March 4, 2018.

iii Aubry, Tim; Geoffrey Nelson, and Sam Tsemberis. 2015. “Housing First for People with Severe Mental Illness Who are Homeless: A Review of the research and Findings from the At Home-Chez Soi Demonstration Project.” Canadian Journal of Psychiatry 60(11), pg. 467-474.

iv Culhane, Dennis; Stephen Metraux; and Trevor R. Hadley. 2002. “The Impact of Supportive Housing for Homeless People with Severe Mental Illness on the Utilization of the Public Health, Corrections, and Emergency Shelter Systems: The New York-New York Initiative.” Housing Policy Debate 13(1), pg. 107-163.

v Community Strategies Institute. 2016. “Boulder County Permanent Supportive Housing Study.” Edwater, CO: Community Strategies Institute.

vi U.S. Census Bureau. “B02001: Race – Universe: Total Population.” 2012-2016 American Community Survey. Accessed: May 3, 2018.

vii U.S. Census Bureau. “B03002: Hispanic or Latino Origin by Race - Universe: Total population.” 2012-2016 American Community Survey. Accessed: May 3, 2018.

viii U.S. Department of Housing and Urban Development. N.d. “Homeless Definition.” U.S. Department of Housing and Urban Development. Accessed: April 2, 2018. https://www.hudexchange.info/resources/documents/HomelessDefinition_RecordkeepingRequirementsandCriteria.pdf.

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ACKNOWLEDGEMENTS

T H E F O L L OW I N G A R E AC K N OW L E D G E D F O R T H E I R C R I T I CA L S U P P O RT, G U I DA N C E A N D C O N T R I B U T I O N S T O T H E S U C C E S S O F T H E H O M E L E S S S O L U T I O N S F O R B O U L D E R C O U N T Y ( H S B C ) E F F O RT:

H S B C E X E C U T I V E B O AR DFrank Alexander Boulder County Housing and Human ServicesRobin Bohannan Boulder County Community ServicesWill Connelly Metro Denver Homeless Initiative Kurt Firnhaber City of Boulder Division of HousingKaren Kreutzberg Boulder Housing PartnersJoni Marsh Longmont Planning and Development ServicesKaren Rahn Boulder Human ServicesKaren Roney Longmont Community Services DepartmentJeff Zayach Boulder County Public Health

H S B C S TA F FJennifer Biess HSBC Project Manager, Boulder Community ServicesJim Adams-Berger HSBC Staff, Boulder County Community Services

H S B C M A N A G E M E N T B O AR DDavid Bitler The Inn Between Linda Caven Boulder County JailMarc Cowell Sister Carmen Community CenterRick Ebbers The Journey of Longmont Barb Guastella Mental Health Partners Greg Harms Boulder Shelter for the HomelessJackie List Safe Shelter of St. Vrain ValleyDaphne McCabe Boulder County Housing and Human ServicesIsabel McDevitt Boulder Bridge House Chris Nelson Attention HomesJenny Paddock Boulder Police DepartmentElizabeth Robinson Boulder Municipal Court Edwina Salazar The OUR Center Wendy Schwartz City of Boulder Human Services Lisa Searchinger HOPE for Longmont Anne Tapp Safehouse Progressive Alliance for NonviolenceJacqueline Decker Vanderpol St. Andrew Presbyterian Church

Documents

Six Month Status Report - Boulder County, Colorado...Six Month Status Report 5/2018 1 May 21, 2018 On behalf of the Homeless Solutions for Boulder County (HSBC) Executive and Manage-ment