1. Learnings from the Maricopa County Human Services Campus, DAVID BRIDGE MANAGING DIRECTOR HUMAN SERVICES CAMPUS LODESTAR DAY RESOURCE CENTER

2. Neighborhood Revitalization Public Safety Engagement Client Centered Human Services Criminalization Containment Enabling Permanent Population

3. Human Services Campus  Location:Downtown Phoenix Capitol Mall  Founded: November 2005  12 Acre Facility  10 – 15 Entities/30+ Programs  Serve 1,000 to 1,200 Daily/6,000+ Annually  Joint Private/Public Development  Key Services: Emergency Shelter, ID Services, Basic Needs (Food, Clothing), Employment, Health Care, Behavioral Health Services, Legal Services, Safe Haven, Housing Placement  Pilot for Single Adult Coordinated Entry for Maricopa County

4. Lack of Engagement Program Focused Lack of Accountability No Expectations Engagement Empathy Client Focused Accountability Expectation Hospitality Enabling Nothing “Clean ups” Traditional Diversion Criminalization High Barrier Programming HOUSING FIRST HOUSING BASED CASE MGMT.

5. Core Principles Ending Homelessness  Homelessness is unacceptable and unsustainable.  The longer a person or family experiences homelessness, the more likely they are to stay homeless or repeat homelessness.  Client Focused  Homeless individuals and families have different levels of need, barriers and resources (strengths)  All clients should be treated with dignity and respect  Meet Clients where they are  Suspend Judgment  Accountability  Services voluntary for client mandatory for providers  Client accountability based on behavior not status  Need a person responsible/ navigation

6. Core Principles System Change Complex challenges (homelessness) require systems level approaches  Prioritization should be based upon need/acuity community priorities  No new money for old practices  Scarce resources need to be used effectively  Evidence Based Solutions  Investment in Training  Have to follow model to get results  Data informed practices and decision making  Do it or it will be done to you

7. Campus Changes  HEART Process  Re-Trained/Prioritized staff  Retained Engagement Strategies  Adopted HMIS/Data Tracking  Built on Existing Collaborations  Filled System Gaps – Focus on Solutions  Results  Operating Overflow Shelter  Support for Campus Re-Alignment  Awarded Housing Based Case Management Grant  Pilot for Coordinated Assessment

8. Coordinated Entry Objective  To create an effective system to get the right household to the right program at the right time to end their homelessness as quickly as possible, based upon evidence of strengths, understanding of needs and housing status.

9. Mandate: Resource Coordination Emergency Shelter Transitional Living Rapid Rehousing Eviction prevention Subsidized/ Section 8 Permanent affordable housing Permanent supportive

10. WHY COORDINATED ENTRY? 1) IMPROVE CLIENT SERVICES 2) CONTINUUM IMPROVEMENTS 3) YOU HAVE TO!!!

11. HEARTH – Coordinated Access Requirements § 578.7 Responsibilities of the Continuum of Care.  (a) Operate the Continuum of Care. The Continuum of Care must:  (8) In consultation with recipients of Emergency Solutions Grants program funds within the geographic area, establish and operate either a centralized or coordinated assessment system that provides an initial, comprehensive assessment of the needs of individuals and families for housing and services. From the HUD Interim Rule: Centralized or coordinated assessment system is defined to mean a centralized or coordinated process designed to coordinate program participant intake, assessment, and provision of referrals. A centralized or coordinated assessment system: 1. covers the geographic area, 2. is easily accessed by individuals and families seeking housing or services, 3. is well advertised, and 4. includes a comprehensive and standardized assessment tool.

12. REDUCE USER BARRIERS  Improve Access  Regional  Simplify Process  Transparency  Expedite Resolution of Homelessness (Diversion)  Fairness (VI-SPDAT)

13. SYSTEM IMPROVEMENTS  Accountability  Alignment of Community Priorities  Community Needs Assessment  Standardization (VI-SPDAT)  Personalizes System/Human Scale

14. Local Features  Single Adult and Family System HUB Developed  Developing Coordination with Special Populations  Youth, Veterans, Domestic Violence, Mental Health  Leading Collaborative Working Groups  Common Oversight and Governance  Assessed over 12,000 Families and Individuals  Adopted Data Sharing  Regional Training  Families – 13 Agencies Coordinated  Singles – 400 Units coordinated and 19 Navigators with clients  HUD funding allocated to Coordinated Assessment in NOFA  Information informing system change

15. Output Examples

16. Assessment Information

17. Family Housing Hub Dashboard

18. Our Vision for Ending Homelessness We will make decisions and act in the present to support where we want to be by 2020 when family homelessness is ended in Maricopa County, which includes:  Zero families on the street : All families will have immediate access to shelter when it is appropriate to do so;  Flexible occupancy management : We will have enough capacity immediately meet the unique needs of each family;  A right-sized response : We will shrink resources that are not required and reallocate those resources to that which is required;  Strategic use of financial and community resources : Funding will be used to focus on what is right and puts the needs of families first.