Strategic Plan DRAFT January 2015

The Pivot

2015 is the final year of King County’s 10-Year Plan to End Homelessness, A Roof Over Every Bed

In 2015, we will adopt a new plan, building on successes, and learning from challenges, of that plan

Strategic Plan Timeline

• January - March: Discuss Draft Strategic Plan

• March: Joint session of Governing Board, IAC, CAC and other key community leaders and local elected officials to establish action steps and accountability for implementation of the Strategic Plan

• April : Adoption of the Strategic Plan

• July: CEH Annual Conference serves as official kickoff

CEH Annual Conference &

IAC Retreat(Summer 2014)

Community Input/ Investment

(Jan-March 2015)

Adoption (April 2015)

Implementation (2015-2018)

Plan Development Fall-Winter 2014

A BRIEF HISTORY

10-Year Plan Summary

Successes

- 5,700 more housing dedicated for homeless

- 36,000 exited homelessness

- System targeting improvements

- Strong programs- New funders- Data improvements

Ongoing Challenges

- Growing number of people experiencing homeless

- Funding/program misalignment with needs and strengths

- System accountability- Engaging full community

2005-2014 Nationally

Positive trends:

• Strong federal direction (USICH plan – 2010)

• More data on what works• More funding for

veterans • ACA/Medicaid• National decline in

homelessness

Negative trends:

• Recession• Growing inequality • Sequestration and

continued declines in safety net funding

• More veterans returning from war

2005-2014 Locally

Positive trends:

• Resources for homeless housing and services – State Housing Trust Fund– Document recording fees

• Local levies• ACA implementation

Negative trends:

• Regressive tax structure• Declining state

expenditures on safety net• Rising rents• Growing income inequality,

especially among African-Americans

THE (DRAFT) PLAN

Vision

Homelessness is Rare

Brief,

and experienced only One-time.

Homelessness is

Rare, Brief, and One-Time

Data-driven governance and accountability

Person-centered, collaborative, compassionate, equitable

Goal 1: RARE:

Address the causes of

homelessness

Goal 2: BRIEF, ONE-TIME:

Improve and expand existing programs and

processes

Goal 3: COMMUNITY:

Engage the entire Community to

End Homelessness

CEH Strategic Plan: 2015-2018

CEH’s vision

Outcomes

The goal and strategy for achieving our vision (for all populations)

How we work together

Our values

Fewer homeless Fewer days Reduced disparityMore housed Fewer returns Increased support

We can Achieve these Goals Our vision and goals are achievable.

We must address the causes of homelessness, to make homelessness more rare. This requires local action but is also a state and federal responsibility. To make homelessness brief and one-time, we must shift funding and programming to meet needs and strengths of people experiencing homelessness.

Other communities have made more progress than us, and data suggests a different approach than ours.

We will need to work Collectively, in Alignment

We need to work collectively, across sectors, to hold ourselves accountable to make changes and accomplish these goals.

Strong governance and clear decision-making processes are essential to aligning ourselves in the same direction.

We must commit to common values: person-centered, collaborative, compassionate, and equitable

GOALS AND STRATEGIES

Goal 1: Homelessness is Rare

To make homelessness Rare, we must address the causes of homelessness.

Key Strategies: – Stop exiting people to homelessness from other systems,

including foster care, mental health, chemical dependency, and criminal justice.

– Change policies that criminalize living on the streets– Increase access to mainstream supports– Create more affordable housing– Prevent people from becoming homeless

Accountability: • Federal, State and local government, voters • Advocacy partners, CEH staff

Goal 2: Homelessness is Brief and One-Time

To make homelessness Brief and One-time, we must align funding and programs to support the strengths and address the needs of people experiencing homelessness.

Key Strategies: • Address crisis as quickly as possible.• Assess, prioritize and find housing• Realign housing and supports to meet needs of people

experiencing homelessness in our community• Create employment and education opportunities to

support stability

Accountability: • Local government, philanthropy, and nonprofits

Goal 3: A Community to End Homelessness

Solving homelessness will take more than a Committee, it will take the entire Community to End Homelessness and provide a home for all. We must change our approach to decision-making

Key Strategies:• Establish effective decision-making body and formal agreements to

guide collective action among all partners • Formalize roles for elected officials, business leaders, and faith

community leaders• Strengthen engagement of King County residents, including those

housed and those experiencing homelessness • Solidify and sustain infrastructure for system

Accountability: • Local government, philanthropy, and nonprofits • Business and faith community • Residents, housed and those experiencing homelessness

CURRENTLY

Homelessness is a crisis

In Every Zip Code in King County

Causes of Homelessness Are Real

Research of 300+ cities and states found statistical correlation between these factors and rising homelessness:

Resource: Byrne, T., Culhane, D., et. al., “New Perspectives on Community-level Determinants of Homelessness” (2013): Article and Summary

Increase in rent of $100 associated with 15% increase in homelessness in metro areasHousing market

Areas with high poverty and unemployment rates associated with higher rates of homelessness

Economic conditions

Areas with more Hispanic, baby boomer, and single person households associated with higher rates of homelessness

Demographic composition

States with lower mental health expenditures associated with higher rates of homelessness Safety net

Areas with more recently moved people associated with higher rates of homelessness Transience

We have some capacity to address it

Shelter/Housing Type # Households Avg Length of Stay Individuals we serve each year

Emergency Shelter 2,118 80 days 9,616

Transitional Housing 2,156 450 days 1,750

Permanent Supportive Housing

3,657 6 years 3,657

Permanent Housing, with Supports

476 2 years 476

Rapid Re-housing and Rental Assistance

1,505 6-18 months 1,505

Total System Capacity 17,004

Source: Capacity and total exits in Safe Harbors, 2013 (2014 for rapid re-housing/rental assistance)

We have the dataTypology: the types of needs and strengths of people experiencing homelessness

Effectiveness: the outcomes that different types of programs achieve

Resources: the current funding and program capacity

To develop a better Future

OUR FUTURE

Realignment of our Current System to Meet Strengths and Needs

# of Households

Diverte

d from Cris

is Resp

onse

Emerg

ency

Shelt

er

Transiti

onal Housin

g

Short-

term housin

g (e.g

., Rap

id Re-housin

g)

Long-t

erm housin

g (e.g

., Perm

anen

t Supporti

ve Housin

g)

Self-r

esolve

d0

500100015002000250030003500400045005000

Current Based on research + typologies

10000

9500

…

Realignment Would Make a Significant Impact

2600 fewer people without shelter

Reduce average stay in crisis response by 35 days

Reduce number of people who return to homelessness with two years by 50%

Performance Improvement will require more Permanent Housing, and result in

No Unsheltered Homelessness Performance improvement goals – 10% annual improvement in:

• Average length of stay

• Number of people exiting shelter to permanent housing

• Proportion of people returning to homelessness within two years

Results this would achieve:

• Dramatically increase the population we could serve in the “crisis response” system

• Effectively reduce the unsheltered population to zero

• Reduce the average time an individual spends in shelter/ transitional housing from 141 days to 40 days, with 25% fewer returns to homelessness within two years

Metric 1/2016 1/2017 1/2018 1/2019

Unsheltered population

5,075 3,000 1,000 0

Sheltered population

8,049 7,109 7,072 7,039

Avg. length of stay 54 days 49 days 44 days 40 days

Exits to permanent housing

1,910 2,300 2,810 2,810

Returns to homelessness

10.0% 9.1% 8.3% 7.5%

With Realignment, and 2015 Improvements, Gap Remains

0

2000

4000

6000

8000

10000

12000

Without additional fundingWith sufficient funding

# Households 2015 Improvements underway already:• 150 new Emergency Shelter beds

recently approved• 300 more units of Permanent

Supportive Housing, moving long-term shelter stayers out (pending HUD grant)

• 500 more Rapid Re-housing slots available

After matching existing housing to the people’s strengths/needs and improving overall performance, we still have a gap of 10,000 beds/units to address, when accounting for newly homeless each year

Homelessness is Solvable:

It will take: – Prevention and diversion– Realignment of funding and

programs – More housing– Engagement and accountability

Strategic Plan Timeline

• January - March: Discuss Draft Strategic Plan

• March: Joint session of Governing Board, IAC, CAC and other key community leaders and local elected officials to establish action steps and accountability for implementation of the Strategic Plan

• April : Adoption of the Strategic Plan

• July: CEH Annual Conference serves as official kickoff

CEH Annual Conference &

IAC Retreat(Summer 2014)

Community Input/ Investment

(Jan-March 2015)

Adoption (April 2015)

Implementation (2015-2018)

Plan Development Fall-Winter 2014