Joining the Effort - Redevelopment and Reconstruction: Integration of Federal, State, Local and Private Resources September 16, 2012

2 Session Overview  Joining and partnering in efforts to solve social and infrastructure issues  Reflections on vision and mission - what you are challenged to do as a community?  US Interagency Council on Homelessness and Opening Doors, the federal strategic plan to end homelessness  Lessons learned from one state’s homeless efforts

3 Joining and partnering Efforts  Redevelopment and Reconstruction  Rising to the Occasion  Working together  Dream and Vision  Mali, East Africa; Gardens and well – Ideal village

4 Thoughts for Consideration  How are present resources being used? – Are they effectively achieving established objectives and goals?  Federal, State, Local, and Private – “Strings” come with each set of resources – Which resources will be the driving factors? – How would additional resources raise your programs to a higher productive level? Who will be the champion(s)

5 Champions More powerful than great plans, a big committee or even lots of money in achieving organizational and community change. They are present in all organizations – although many are inhibited by conventional process models of change.

6 Characteristics of Champions Energy – With out it many projects will begin, but few will finish Bias to Act – Doers, solve problems not study them Results Oriented – Outcomes, not process matter most Person Responsibility – Responsible for own behavior Belief in Common Good – Activates shared values Inclined to Teams – Seeks creation, not agreement

7 Vision and Action When your vision is crystal clear, taking action happens naturally. - Thomas F. Crum, “The Magic of Conflict”

8 USICH Mission & Vision Mission: Coordinate the federal response to homelessness and create a national partnership at every level of government and with the private sector to reduce and end homelessness in the nation while maximizing the effectiveness of the federal government in contributing to the end of homelessness. HEARTH Act of 2009 Vision:  No one should experience homelessness  No one should be without a safe, stable place to call home

9 Opening Doors Goals of Opening Doors 1.Finish the job of ending chronic homelessness by Prevent and end homelessness among Veterans by Prevent and end homelessness for families, youth, and children by Set a path to ending all types of homelessness

10 Opening Doors Five Themes 1.Increase leadership, collaboration, and civic engagement 2.Increase access to stable and affordable housing 3.Increase economic security 4.Improve health and stability 5.Retool the homeless crisis response system

11 Purpose of the Plan  Set targeted, solutions-driven goals Incentivizes cost-effective/strategic use of government expenditures  Roadmap for joint action by 19 Council agencies Guides development of programs and budget proposals  Set of priorities the federal agencies will pursue over the 5-year period: FY FY 2014

12 Leadership and Collaboration  Objective 1: Provide and promote collaborative leadership at all levels of government and across all sectors to inspire and energize Americans to commit to preventing and ending homelessness.  Objective 2: Strengthen the capacity of public and private organizations by increasing knowledge about collaboration, homelessness, and successful interventions to prevent and end homelessness.

13 Opening Doors Across America: A Call to Action States and Communities are encouraged to 1.Align your community plan with Opening Doors 2.Set targets and measure results 3.Act Strategically 4.Partner in the national efforts to end homelessness

14 Lessons Learned: Utah’s Experience Vision: Everyone has access to safe, decent, affordable housing with the needed resources and supports for self-sufficiency and well being.

15 Coordinating Committee Participants Mission: Provide Housing Opportunities to all Chronically Homeless Individuals and Reduce overall Homelessness by 2015 Department of Health Dept. of Corrections Dept. of Workforce Services Philanthropic Orgs. Mountainland Continuum of Care Balance of State Continuum of Care Financial Institutions Businesses/United Way Dept. of Community and Culture Dept. of Human Services (DHS) Lt. Governor, Chair SLC Cont. of Care Utah Housing Corporation S.L. Housing Authority Veterans’ Admin. Social Security Denver Office Local Governments Faith Based Orgs. Homeless Coordinating Committee of Utah Office of Education At Large Formerly Homeless

16 Utah’s Homeless Implementation Plan State Homeless Coordinating Committee - Discharge Planning - Affordable Housing - Supportive Services - Information Systems Funding State: Local Federal: - Block Grants - Mainstream Programs - Targeted Homeless Programs State Plan HUD Req’s: - Consolidated Plan - CoC Annual Strategies Local 10 Year Plan Actions: - Housing - Reduce DV - Prevention - Employment - Income Support - Discharge Planning - HMIS - Transportation - Supportive Services - Health Care Local Homeless Coordinating Committee

18 Utah’s Cost Savings

19 Housing First Pilot We had heard about the Housing First concept developed in New York City Would it work in Utah? 2005 pilot of the most difficult (17) to test it while a 100 unit facility was constructed We became believers, especially case managers Now operate with belief “all can be housed”

20 Sunrise Metro Development Project Partners Utah Division of Housing and Community Development Salt Lake City Salt Lake County Crusade for the Homeless (Private Foundation) George S. and Dolores Dore Eccles Foundation Church of Jesus Christ of Latter Day Saints Utah Housing Corporation American Express 100 Units, Completed April 2007

21 Housing First Developments Grace Mary Manor (84 units) –April 2008 Palmer Court (201 Units) – May 2009 Freedom Landing Homeless Veterans (110 Units) -- Jan Kelly Benson 55 and Older Homeless (59 Units, 70 Beds) - June 2010

22 Housing First and Employment  Assumption “all can be housed”  Pilot testing “all can increase income through employment”  Employment re-defined -- ability to receive taxable pay for work  Pilot began March 2011 at Palmer Court  In first 17 months, 86 have engaged in employment, 207% over baseline

23 Summary of Local State  Vision created and followed  Organization restructured to support the new vision  Funding made available to create pilots to test assumptions and engage those involved  Funding and contract realigned to support vision  Repurposed existing funds to higher priority efforts with results

24 Set Targets and Measure Results Commit to incremental targets & measure progress:  Set numeric goals for permanent housing units made available for target homeless population  Measure progress using the annual point-in-time data for the four population goals  Measure how well homeless programs help their clients become employed and access mainstream programs

25 Actions  Will you leave this conference with a renewed commitment to “create an actions to move the needle?  What will be the vision you and your team will rally around?  Where Will You Be in Five Years?

26 Joining the Effort  What will be your vision?  Will you create and move the needle in rising together – redevelop, end homelessness, etc.?  Will you work together to accomplish your uprising?  Will you be one of the champions in your state and who else will be the champions?