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MINUTES - 06281994 - H.7
H.7 THE BOARD OR SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on _June 28, 1994 by the following vote: AYES: Supervisors Smith, DeSaulnier, Powers NOES: None ABSENT: Supervisors Bishop, Torlakson '` ABSTAIN: None ------------------------------------------------------------------------------ ------------------------------------------------------------------------------ SUBJECT: Workshop on Homelessness Chairman Powers convened the Workshop on Homlessness at The Training Institute, Golden Gate Room, 500 Court Street, Martinez. Dr. Wendell Brunner briefly commented on the multiple issues, causes, and manifestations of homelessness. He spoke on the need to look at homelessness in a very comprehensive way by taking into account all the factors associated with homelessness and then proceeding with development of a comprehensive plan to deal with it. Mary Lou Laubscher, Chair of the Homeless Advisory Committee, .summarized the development of homeless programs in Contra Costa County which began in 1985 when the Task Force on Homelessness was formed. She recognized the many agencies and church groups providing services to the homeless population through the programs they offer in the areas of housing, job training, and substance abuse. Ms. Laubscher noted that many of the services provided to the homeless are through agency focussed programs and suggested that the orientation of these programs be changed to a client focussed base. Art Agnos, representing the Secretary of the U. S. Department of Housing and Urban Development, provided an overview of the Federal plan contained in the report entitled "Priority: Home! The Federal Plan to Break the Cycle of Homelessness. " He Mr. Agnos advised that an important component of the plan is to empower the non-profit provider community to develop the local plan in partnership with the Board of Supervisors through the establishment of a community council comprised of a defined membership representative of specific categories. He stressed the point that a primary element contained in all local plans is the continuum of care element which would include evaluation of each individual, assignment to a detox center if necessary, specialized housing to treat specific problems, and a final phase to include affordable housing to move people in to. Mr. Angos indicated that under the plan Contra Costa County would receive approximately $1.7 million as opposed to the $753, 000 currently allocated. Following discussion, there was consensus among Board members to begin development of the County Plan and support for legislation under consideration by the House of Representatives. Therefore, IT IS BY THE BOARD ORDERED that the Directors of the Housing Authority, Health Services Department, Social Service Department, Veterans Service Office, and Community Development Department MEET with the Internal Operations Committee within the next six weeks to develop a procedure for compliance with the new Federal mandates on homelessness. IT IS FURTHER ORDERED that Dr. Wendel Brunner, Public Health Director, is REQUESTED to prepare letters to Congressman Miller and Senators Boxer and Feinstein summarizing the concerns expressed at the Workshop this day, urging support for legisla- tion on homelessness currently under consideration by the House of Representatives and the funding formulas established to implement and sustain compliance with this legislation. I hereby certify that this is a true and correct copy of an action taken and s entered a a ahe minutes of th3 Board of Supe ATTESTED: ,y PHIL ATCHELOR,Clerk of the Boara of Supervisors and County Administrator cc: Internal Operations Committee By �. ,Deputy Director, Housing Authority Health Services Director Social Service Director Veterans Service Officer Community Development Director Agenda for the Contra Costa County Board of Supervisors Workshop on Homelessness George Gordon Center, Golden Gate Room June 28, 1994, 3:00 p.m. I. Welcome Given by: Tom Powers Chair Contra Costa County Board of Supervisors II. Introduction to Workshop Presented by: Dr. Wendell Brunner Director of Public Health Contra Costa County Health Services Dept. III. Homelessness in Contra Costa County Presented by: Ms. Mary Lou Laubscher Chair Homeless Advisory Committee IV. Overview of Services Available to the Homeless Presented by: Mr. Geoff Merideth President Association of Housing & Homeless Service Providers V. The Federal Plan for Ending the Cycle of Homelessness Presented by: Mr. Art Agnos Secretary's Representative Region IX U.S. Department of Housing & Urban Development VI. Discussion Session Moderated by: Dr. Wendell Brunner Director of Public Health Contra Costa County Health Services Dept. VII. Concluding Remarks JUN-27-1994 10:10 FROM HUD Regional Admin.Office TO 915103720236 P.02 a�.r"'��ra►4 U.S.Oeparmient of Housing and Urban Devefoprnent PecNIC/Hawall Office * I} e5D Golden Gale Avenue 'fi San Fmcisco,California$W1024"a BIOGRAPHY Art Agnos Secretary's Representative Pacific/Hawaii U.S. Department of Housing & Urban Development Art Agnos, former Mayor of San Francisco, was appointed by Secretary Henry G.- Cisneros to serve as Secretary's Representative of the Department of Housing and Urban Development's Pacific/Hawaii Office,. on June 28, 1993. As Secretary's Representative, he is responsible for the coordination of all HUD programs in the states of California, Arizona, Nevada, and Hawaii, as well as American Samoa, Guam and the Pacific Trust Territories. Prior to accepting this position, Mr. Agnos, served as Mayor of San Francisco, California, from January 1988 to January 1991, and as a Board Member on the California Unemployment Insurance Appeals Board. For the six years prior to his election as Mayor, Mr. Agnos served in the California State Assembly. Mr. Agnos also served as Chief of Staff to the Speaker of the California State Assembly. Unique to his experience in housing issues, in 1966 after receiving a Masters of Social Work degree at Florida State University, Mr. Agnos served as Assistant Director of Human Relations and Social Services at the San Francisco Housing Authority where he worked directly with low income residents of Public Housing. As Secretary's Representative for Pacific/Hawaii, Mr. Agnos coordinates the implementation of HUD's Housing, Public Housing, Fair Housing, and Community Development programs administered by approximately 1100 employees located in eleven offices throughout the jurisdiction. Mr. Agnos, and his wife Cheryl (Sherry) Anne Agnos, have two sons and reside in San Francisco, California. Continuum of Care System Outreach Intake Assessm en t Permanent Housing Emergency Transitional.- ,._l Shelter Housing Supportive Housing t � t � Mental Health Substance Abuse , Job Training Family Support Education H.I.V Independent Living Skills The fundamental components of a continuum of care system: • First, there must be an emergency shelter/ assessment effort which provides immediate shelter and can identify an individual's or family's needs. • The second component offers transitional housing and necessary social services. Such services include substance abuse treatment, short-term mental health services, independent living skills, etc. • The third and final component, and one which every homeless individual and family needs,-is permanent housing or permanent supportive housing arrangements. While not all homeless individuals and families in a community will need to access all three components, unless all three components are coordinated within a community, none will be successful. A strong homeless prevention strategy is also key to the success of the continuum of care. Excerpted from U.S. Department of Housing & Urban Development Publication COUNTY OF CONTRA COSTA HUD Continuum of Care for Homeless People Permanent and Supportive Housing ♦ Contra Costa County Housing Authority $4,906,800 Shelter Plus Care Program/Tenant-Based Rental Assistance The Housing Authority of the County of Contra Costa proposes to assist 100 disabled homeless individuals and family members with tenant-based rental assistance of 100 units. The disabilities of the participants include mental illness, chronic substance abuse, and AIDS. Rental assistance will be provided using one, two, three, and four-bedroom apartments. Target population: Individual and Families ♦ West Richmond Apartments $ 371,074 Sponsor: Rubicon Programs, Inc. Target population: Mentally III ♦ Santa Fe Apartments $ 195,475 Sponsor: Housing For Independent People, Inc. Three units (8 beds). Target population: Mentally III Transitional Housing ♦ Battered Women's Alternatives $ 640,476 The program provides for 24 women and children at one time; approximately 84 persons per year. Sixteen bedrooms; 24 beds. Target population: Women With Children COUNTY OF CONTRA COSTA HUD Continuum of Care for Homeless People ♦ Battered Women's Alternatives $ 456,658 The program provides employment assistance, child care, and other supportive services. Twenty-seven bedrooms; 41 beds. Target population: Women With Children ♦ Contra Costa County $2,197,318 The program, administered by the Contra Costa County Housing Authority, serves 16 homeless single men with mental disabilities at one facility, and 15 homeless women with children at a second facility annually. Target population: Single Men with Mental Disabilities Women With Children ♦ San Joaquin Housing Project $ 246,020 Renewal Grant 104,969 Rubicon Programs, Inc. The program provides HUD-funded operating costs to the San Joaquin Housing Project which has 12 units targeted to mentally ill clients. Target population: Mentally III ♦ Pittsburg Family Center $ 350,750 Renewal Grant 167,140 Shelter, Inc. Support services provided include housing program services, support workshops, counseling, and support referrals. Eight units. Target population: Families Page 2 COUNTY OF CONTRA COSTA HUD Continuum of Care for Homeless People ♦ Family Support Center $ 414,345 Volunteers of America Bay Area, Inc. The center is an apartment complex of 10 units where homeless families can live for 60 days. Target population: Families ♦ Project Independence $3,358,810 Rubicon Programs, Inc. Rubicon Programs, Inc. plans to acquire and rehabilitate and place into operation a six-unit apartment building; lease, reconfigure, and rehabilitate a nine-unit building; and lease, operate, and rehabilitate a seven-unit building. The units will serve 550 homeless individuals or families over a five-year period. HUD funds will be used for rehabilitation and providing child care services, substance abuse counseling, and job training. Target population: Individuals and Families ♦ Shelter, Inc. $4,190,153 This project is an expansion from 132 beds to 228 beds. The housing to be provided will be scattered site. Individuals and families suffering from addiction and/or mental and/or physical disabilities will be especially targeted. Target population: Individuals and Families Page 3 COUNTY OF CONTRA COSTA HUD Continuum of Care for Homeless People Assessment Intake Emerciencv Shelter ♦ Contra Costa County Eight ESG Grants -Total Funding Since 1987 $ 475,884 Funding FY 1994 Only $ 111,000 Contra Costa County provides FY 1994 funding to the following: Rainbow Sober Living House Women and Children $ 5,000 Brookside and Concord Emergency Shelters, Families 88,000 Page 4 ?� o TJN r!E 9:Z0rr 0 h5 � x� � n�^'•` mmroy Op'N N�n ppT wY m1a �?{n g'S. 3ocoo�e ;$ F;Fill� S 3 •rppa�;;'. rn �p ^p `� N p W��•N^ � 'pJ m WY G' � o 'p NR m 00� N N O wAl ft CL w i)Y4 mccNmOp °'ac� �ciy 0C d �x ora° <'�� � t� 0-4 mow 2-roK �- ["� M askA g a �j� R � O`t-5 a�47 CT-4 OQ 3 y3 m — -- 0-0 n }� 70 o s O^ 1. n 0°'^ry o 'ma59* y �C O �EzggnU g c�`T—n �.rod ^oyobs ��aw cc�a o CO- >o -1°os' 3 m a - - . - - - - Homeless Current Proposed Homeless Current Proposed Assistance Funding FY 1995 Assistance Funding FY 1995 State 1987-1993' Per Year b Funding State/City 1987-1993: Per Year Funding' Iowa 13,080.254 1.868,608 12,016,000 Alaska Idaho 4.016.315 573,759 2.217,000 Anchorage 474.605 67.801 1.093.000 Illinois 91.566.256 13.080.894 90.406.000 State 7.259.617 1.037.088 512.000 j Indiana 30.256,480 4.322,354 26.491.000 Alabama Kansas 8.708.251 1.244,036 9.740.000 Birmingham 2.319.540 331.363 4.568.000 Kentucky 19.322,1 19 2,760,303 18,487,000 Jefferson County 3.819.960 545,709 1.708.000 Louisiana 23.409.655 3.344.236 28.349,000 Mobile 354.000 50.571 1.872.000 Massachusetts 127.779.286 18.254.184 42.319.000 Montgomery 1.503.420 214.774 1.595,000 Maryland 55,506,913 7,929.559 27.245,000 Maine 18,245.484 2.606.498 4.686,000 State 6.970.813 995.831 8,958.000 Michigan 58.460.856 8.351.551 61.020.000 1 Arkansas Minnesota 28.552.765 4.078,966 24.399,000 Little Rock 3.412.013 487.430 1.261.000 Missouri 33.905.713 4.843,673 32.562.000 State 10.674.893 1.524.985 6,383.000 i Mississippi 7.653.135 1,093,305 10,584,000 Arizona Montana 3.840.709 548.673 2.099,000 Maricopa County 359.000 51.286 1,878.000 North Carolina 19.747,573 2,821,082 18,042,000 Mesa 335.967 47,995 1.487.000 North Dakota 3,114,690 444,956 1,732,000 phoenix 9.118,211 1.302,602 7,136.000 Nebraska 5,819,747 831,392 6,827,000 Pima County 232.000 33,143 1,454,000 New Hampshire 21,27.7,176 3,039,597 2,603,000 Tucson 7,314,957 1,044.994 3,650.000 New Jersev 71,659.932 10,237,133 51,282,000 State 19,093.575 2,727,654 3.333.000 New Mexico 5,771,416 824,488 5,915,000 Nevada 14.170.896 2.024.414 4.686,000 California New York 240,836,114 34,405.159 182.800.000 Anaheim 289.000 41.286 1.801.000 Ohio 80,890,829 11.555.833 72.578,000 Bakersfield 4.348.360 621.194 1.203.000 Oklahoma 9.186.953 1.312.422 11.002.000 Berkeley 18.386.553 1626,650 1.746.000 Oregon 33,809.404 4.829.915 11,917.000 Compton 272,000 38.857 1,428.000 Pennsylvania 90.234.921 12,890.703 109.215.000 Contra Costa County 5.273.800 753.400 1.693,000 Puerto Rico 17,192,497 2,456,071 48,916,000 EI Monte 241,000 34.429 1.438.000 Rhode Island 22,508,654 3,215,522 7,253,000 Fresno 1,917.786 273,969 3.500.000 South Carolina 11,242.874 1,606.125 10,1 12,000 Fresno County 485.000 69.286 2,750.000 South Dakota 1.128.690 161.241 2.017.000 Glendale 1.063.695 151.956 1.453.000 Tennessee 21,256,982 3,036,712 20.187,000 Inglewood 205.000 29.286 1.134,000 j Texas 86,660,028 12,380,004 102.641,000 Kern County 506.000 72.286 3,312.000 Utah 8.606,074 1,229.439 8.099,000 Long Beach 1.888.060 269.723 3.848.000 Virginia 48.479,368 6,925.624 22,415,000 Los Angeles 59.905.931 8.557,990 39.804.000 Vermont 6,661,610 951,659 1,619,000 Los Angeles County 4.477.120 639.589 17.867.000 Washington 79.090.039 11298.577 22.781.000 Oakland 2.243.640 1.749,091 4.766,000 I Wisconsin 17.524,525 2,503,504 22.973.000 Orange County 1.772.942 253.277 2.283.000 f West Virginia 7,837.629 1,119,661 8.098.000 Oxnard 242.000 34,571 1.365.000 Wyoming 1,128,760 161,251 986,000 Pasadena 2,791,405 398,772 1,170,000 Pomona 2,809.440 401.349 1.250.000 National Totals: 2,114,754,688 302,107,813 1,521,7601000 Riverside 241.000 34,429 1,441,000 j Riverside County 706.000 100,857 4.341.000 Notes: Sacramento 26.867.562 3,838,223 2.846.000 a. Homeless Assistance 1987-1993 includes the total of all Supplemental Sacramento County 571.000 81.571 3.419.000 Assistance for Facilities to Assist the Homeless(SAFAH),Permanent Housing San Bernardino 220.000 31,429 1,586.000 Program.Transitional Housing Program,Supportive Housing Program,Single Room Occupancy(SRO).Shelter Plus Care,and Emergency Shelter Grant San Bernardino County 1.095.692 156.527 3.994.000 (ESG)funds. San Diego 15.936,979 2.276.711 7.822.000 b. Current Funding Per Year is the Homeless Assistance averaged over the San Diego County 592,000 84.571 2.825.000 7 year period of 1987-1993.As this is an average,actual funding for any given San Francisco 40.792,062 5.827.437 11,577.000 t year may be higher or lower. San Joaquin County 286.000 40.857 1.684.000 c. Proposed FY 1995 Funding is the combination of a Homeless Grant San Jose 17.319.179 2.474,168 4.859.000 I approximating$1 billion and a 5514.000.000 distribution of permanent San Luis Obispo County 512.585 7 3.22 6 1.219.000 housing Section 8 vouchers,both amounts are requested in the Presidents San Mateo County 5.810.760 830.109 1.663.000 FY 95 budget. i Santa Ana 2.623.0-10 3 7 4.720 3.197.000 Santa Clara Countv 567.171 81.024 1.463.000 2 a P. t CONTRA COSTA COUNTY CONTINUUM OF CARE (1) HOMELESS PREVENTION EMERGENCY SHELTER/SERVICES FOOD Food Stamps Food Stamps CCC Food Bank/Food Pantries Mt. Diablo AIDS Center (AIDS/HIV) Meals: GRIP Souper Center Meals: GRIP Souper Center Loaves & Fishes Loaves & Fishes Richmond Rescue Mission Richmond Rescue Mission SHELTER Past Due Rent Season of Brookside Shelter (56) Rental Deposit - Sharing Housing Central County Shelter (60-100) Assistance Assistance Program Richmond Rescue Mission Housing Crisis SHELTER, INC. Love-a-Child Loan Fund Salvation Army Rubicon Motel Vouchers: Finding lower cost housing: Shelter, Inc. Shared housing Crisis & Suicide Prevention Public housing/Section 8 St. Vincent de Paul AFDC Homeless Assistance Program SHARE HEALTH/ Contra Costa County Health Health Care for the Homeless Program (HCH) MEDICAL Services Help Desk I & R Emergency Room - County Hospital Mental Health Crisis County Health System MLK Clinic (W) OTHER Legal Services - Stop Evictions United Way Helpline SUPPORT Financial Counseling/Debt Crisis & Suicide Prevention Hotline SERVICES Consolidation Legal Services EMPLOYMENT/ Unemployment Benefits Unemployment Benefits EDUCATION GED/Adult Ed/Comm. College GED/Adult Ed/Comm. College Job Training Programs: Job Training Programs: PIC PIC EDD EDD Dept. of Rehab Dept. of Rehab Rubicon Rubicon DISABILITIES Independent Living Resource Independent Living Resource MENTAL Crisis & Suicide Intervention Crisis & Suicide Intervention ILLNESS Antioch Shelter (20) Phoenix Multi-Service Centers (C/E/W) HCH-Mental Health Treatment Specialist AIDS/HIV Education & Prevention CCC AIDS Program Case Management & housing AIDS Project of Contra Costa benefits assistance (Pittsburg Case Management,benefits,vouchers (PPCC) Preschool Coordinating Council) Tranquilium (W) ALCOHOL AA HCH-Substance Abuse Counselor AND DRUG NA GAADDS TREATMENT DARE Detox: Hollomon (W) Shennum (C) East County (E) AA/NA Soujourne BART (W/E) AIRS (C/W) Born Free/Living Free FAMILIES P.A.T.H.S. Project (E) Richmond Rescue Mission (W) Love-a-Child Ministries (E) AFDC Homeless Assistance Program GRIP Family Shelter (Winter only) Motel Vouchers: Crisis & Suicide Shelter, Inc. St. Vincent de Paul Bay Area Crisis Nursery (C) BATTERED BWA Crisis Line BWA Crisis Line WOMEN BWA Counseling Services BWA Emergency Shelter Crisis & Suicide Prevention BWA Counseling Services VETERANS CCC Veterans Service Office I&R VA Clinic Dept. of Veterans Affairs (VA) VA Domiciliary Care for Homeless VA Benefits & Services Admin. Veterans (DCHV) Program VA Clinics & Medical Centers VA Homeless Chronically Mentally VA Nursing Homes Ill Program EDD CONTRA COSTA COUNTY CONTINUUM OF CARE (2) TRANSITIONAL/SUPPORTIVE HOUSING LONG TERM AFFORDABLE HOUSING Food Stamps Food Stamps CCC Food Bank/Food Pantries CCC Food Bank/Food Pantries Soup Kitchens Soup Kitchens Mt. View House (12 beds) Shelter + Care (100 units) San Joaquin II (8 beds) Section 8 Set-a-side for Homeless REACH Plus (100 units) Shared Housing Project Independence - 20 Units Affordable Housing Social Intervention Services (Youth 8-17) HCH County Health System County Health System Case Management Services & Linkage Unemployment Benefits Unemployment Benefits GED/Adult Ed/Comm. College GED/Adult Ed/Comm. College Job Training Programs: Job Training Programs: PIC PIC EDD EDD Dept. of Rehab Dept. of Rehab Rubicon Rubicon ILR Referrals Kirker Court San Joaquin I River House Afforable Housing/Sec. 8 HCH - Mental Health Treatment Specialist Shelter + Care Nierka House (12) Nyumba Chuki (12) All TH programs open to HIV+/AIDS homeless Amara House (6) Shelter + Care (HOPWA-Shelter, Ihc. 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CD CO O� -CD EFE CD M 'pj L A zlv "V d/ 7 DEPARTMENT OF VETERANS AFFAIRS_ -- Reaching Out to Help Homeless Ueterans -- Rbout a third of the adult homeless population has served their country in the armed services. On any given day, as many as 250,000 veterans are living on the streets or in shelters, and perhaps twice as many experience homelessness over the course of a year. Many other veterans are considered at risk because of their poverty, lack of support from family and friends, and precarious living conditions in cheap hotels or in overcrowded or substandard housing. Although veterans with combat experience do not appear ,to face any higher risk of homelessness, the number of homeless Uietnam veterans today may be greater than the number of U.S. servicemen who died during the Uietnam war, and a small number of Desert Storm ueterans are also showing up in the homeless population. Almost all homeless veterans are male (about two percent are female), and the vast majority are single. Homeless veterans tend to be older and more educated than homeless non-Ueterans. But, similar to the general population of homeless adu!t :ra!es, ab-u* 40°I of ; Special UR Homeless Hssistance Programs P Initiatives HCMI Program. UR's 50 Homeless Chronically Mentally III Ueterans program sites prouide eKtensiue outreach, physical and psychiatric health exams, treatment, referrals, and ongoing case management to homeless veterans with mental health problems (including substance abuse). Rs appropriate, the HCMI program places homeless veterans needing more intensive treatment into one of its over 200 contracted community-based facilities. The program serves over 12,000 homeless veterans each year, with over 3,000 receiving residential treatment. Homeless Doms. UR's 31 Domiciliary Care for Homeless Ueterans program sites provide assistance similar to the HCMI program, except they do less outreach and the residential treatment component takes place at UR medical center domiciliaries. These homeless doms annually provide residential treatment to ouer 3,000 homeless veterans with health problems. CWT/TR. In UR's Compensated Work Therapy/Therapeutic Residence program, disaduantaged at- risk and homeless veterans live in one of 37 CWT/TR community-based supervised group homes while working for pay in UR Compensated Work Therapy program (also known as Ueterans Industries). Four program sites with seven houses exclusiuely serve homeless veterans. HUD-URSH. In this joint Supported Housing program with the Department of Housing and Urban Development, VA staff at 19 sites p i,Sl:ucc ongoing case manaya:rent and other needed assistance to homeless veterans in permanent housing supported by 600 specially-designated HUD rental assistance vouchers. HUD has recently made an additional 750 vouchers available. Drop-in Centers. These programs provide a daytime sanctuary where homeless veterans can clean up, wash their clothes, and participate in a variety of therapeutic and rehabilitative activities. Linkages with longer-term assistance are also available. SSR-UR Outreach.' In this four-site pilot project with the Social Security Rdministration, HCMI and Homeless Dom staff coordinate outreach and benefits certification with SSR staff to increase the number of veterans receiving SSR benefits and otherwise assist in their rehabilitation. Rcquired Property Sales for Homeless Providers. This program makes all the properties UR obtains through foreclosures on UR-insured mortgages auailable for sale to homeless provider organizations at a discount of 20 to 50 percent, depending on time on the market. Some of these properties are now available for lease. Comprehensiue Homeless Centers. UR's Comprehensiue Homeless Centers (CHCS) place the full range of UR homeless efforts in a single medical center's catchment area and coordinate their administration within a centralized framework. With extensive collaboration with non-UR effort's, UR's CHCS in Dallas and Brooklyn provide a comprehensive continuum of care that reaches out to:homeless veterans and helps them escape homelessness. UR Rssistance to Stand Downs. UR programs and staff have actively participated in each of the Stand Downs for Homeless Ueterans run by local coalitions in various cities. In wartime stana downs, front line troops are removed to a place of relatiue safety for;rest and needed assistance before returning to combat. Similarly, peacetime stand downs give homeless veterans 2-3 days of safety and security where they can obtain food, shelter, clothing, and a range of other assistance, including UR-provided health care, benefits certification, and linkages with other programs. Partnerships with Others. UR does not have the resources to assist every homeless veteran. Ending homelessness among veterans, or all homelessness, will take a combined effort by Federal, State, and local government, the private sector, and voluntary efforts. Toward this end, UR has developed numerous partnerships at the local level with public and private agencies and nonprofit organizations, including veterans service organizations. Futures Growth. UR has directed almost $70 million to its homeless assistance programs in FY 1994 (a $20 million increase over FY 1993). Rmong other programs, these new funds will support two new homeless domiciliaries; several new Homeless Chronically Mentally 111 programs, four new Comprehensiue Homeless Centers, and a new $5.5 million grants program for public and nonprofit providers serving homeless veterans (applications available in the late summer of 1994). Please call 1-800-827-1000 or your local UR Medical Center or Regional Office for information about UR homeless programs and initiatives in your area. i F i i Priority: Home! r. The Federal Plan to Break the Cycle of Homelessness t d � t t, M. i Executive Order Mandate to the Council r} Executive Order 12848 of May 19, 1993 Federal Plan to Break the Cycle of Homelessness t By the authority vested in me as President by the Constitution and the laws of the United States of America, including title II of the Stewart B. McKinney Homeless Assistance Act, as amended { (42 U.S.C. 11311-11320), and section 301 of title III, United States Code,- and in order to provide for the streamlining and strengthening of the Nation's efforts to break the cycle of *. homelessness, it is hereby ordered as followed: Section 1. Federal member agencies acting through the Interagency Council on the Homeless, established under title II of the Stewart B. McKinney Homeless Assistance Act, shall develop a single coordinated Federal plan for breaking the cycle of existing homelessness and for } preventing future homelessness. F Section 2. The plan shall recommend Federal administrative and legislative initiatives necessary i to carry out the plan and shall include a proposed schedule for implementing administrative i, initiatives and transmitting any necessary legislative proposals to the Congress. These initiatives and legislative proposals shall identify ways to streamline and consolidate, when appropriate, existing programs designed to assist homeless individuals and families. I Section 3. The plan shall make recommendations on how current funding programs can be E 4. redirected, if necessary, to provide links between housing, support, and education services and to promote coordination and cooperation among grantees, local housing and support service providers, school districts, and advocates for homeless individuals and families. The plan shall i also provide recommendations on ways to encourage and support creative approaches and cost- j effective local efforts to break the cycle of existing homelessness and prevent future homelessness, including tying current homelessness assistance programs to permanent housing F. assistance, local housing affordability strategies, or employment opportunities. Section 4. To the extent practicable, the Council shall consult with representatives of state and local governments (including education agencies), nonprofit providers of services and housing for homeless individuals and families, advocates for homeless individuals and families, currently and formerly homeless individuals and families, and other interested parties. Section 5. The Council shall submit this plan to the President no later than 9 months after the date of this order. William J. Clinton pP 4; The White House ' f r } The Federal Plan to Break the Cycle of Homelessness vii F F i t E 1 Executive Summary We must address the problems that render people homeless in the first place rather than focusing simply on getting them off the streets for the night. That is why I have designated addressing homelessness my number one priority. —HUD Secretary Henry Cisneros As this Plan is being prepared, national attention is still .focused on the massive earthquake that shook Los Angeles a few short weeks ago. Within seconds, lives were lost, buildings were destroyed, freeways crumbled, and thousands were made homeless. The entire nation watched in horror as scenes of devastation made their way across the c, airwaves onto our television screens and into our hearts. Government at all levels responded with speed and effect. Literally within hours, the Administration had responded: the Department of Housing and Urban Development (HUD), the Federal Emergency Management Agency (FEMA), and a number of other Federal agencies were on the ground providing aid. In a matter of weeks, housing assistance for more than ten thousand people had been made available by the Clinton Administration. In less than a month, Congress had enacted a sweeping aid package to provide in excess of$ 8.6 billion for immediate recovery and rebuilding needs. This Plan considers rs the cause and effect of a different destruction—a devastation less E sudden and obvious than that recently suffered by Los Angeles, yet even more insidious in its nature. Urban areas throughout the nation have been consistently deteriorating with only periodic notice and episodic attention. Aging infrastructure, loss of businesses, failing school systems, increasing violence, dilapidated housing, lack of employment, and pervasive drug use define too many communities. Unlike the situation in Los Angeles, the Federal government cannot claim credit for repair, but instead bears joint liability for the decay. Failed attempts, scarce resources, and inaction have all contributed to the "silent earthquakes" that have slowly, yet forcefully, shaken the foundations of our communities. This Plan is about the most visible victims of those silent earthquakes: the homeless. As with natural disasters, those resting on the weakest foundations with the frailest support structures have suffered most noticeably. Once reserved for areas predictable by the extent of their urban ills, large-scale homelessness, the most manifest and obvious symptom of urban decay, is now spreading to rural and suburban areas previously believed to be immune. The Federal Plan to Break the Cycle of Homelessness 1 CkP, F This Plan seeks to raise public consciousness regarding the true damage of this silent earthquake and recommends both immediate action to deal with the current crisis and more far-reaching action to address the underlying roots of the problem. It does so knowing that it bears a special burden, made heavier by the failures of the past. While the public believes that government action can rebuild businesses, highways and homes destroyed by natural disasters, it shares no such confidence in our ability to repair the broken families, schools, neighborhoods, and lives devastated by years of decay and neglect. The public does not suffer from "compassion fatigue"; it is willing to support efforts that will truly solve these problems. Rather, the public suffers, rightly, from "compassion frustration" it has been promised too much for too long with too little result. This Plan is different. Because we realize that we will never solve a problem we refuse. to acknowledge, we offer an honest assessment of the situation. This Plan does not seek to minimize the problem nor to romanticize the conditions. At the same time, it does not offer an endless wish list of new programs or initiatives. Rather, it identifies several key steps for the Federal government to take now to change dramatically the face of our system for coping with homelessness. It offers emergency approaches to address the immediate crisis we face on our streets. But it also has the courage to speak about the more far-reaching steps that must be taken if we are truly to attack the roots of homelessness: poverty, lack of affordable housing, systems that sometimes lock out the very people who most need them, and the continuing burdens of urban decay. Estimates vary widely depending on the definition and methodologies used in counting or estimating the numbers of people who are currently or formerly homeless. Researchers have found that about seven million Americans have experienced homelessness—some for brief periods and some for years—at some point in the latter half of the 1980s and that as many as 600,000 people are homeless on any given night. How have we allowed this to happen in one of the wealthiest nations in the world? Why hasn't the increase in Federal, state, and local funding resulted in more progress in reducing the numbers of homeless persons? What can we realistically do to keep men, women and children off the streets and out of shelters, while helping them to become self-sufficient members of society? This Plan recommends some answers to these questions. The crisis of homelessness is the culmination of policies that have either ignored or misdiagnosed the adverse impact of economic shifts, the lack of affordable housing, increased drug abuse, and other physical health and mental health problems of those who are the most vulnerable in American society. Adding to the impact of these causes were changing family structures and a breakdown in social institutions. 2 The Federal Plan to Break the Cycle of Homelessness Two broad classes of problems are identified: the first, "crisis poverty," refers to homelessness that can be traced chiefly to the stubborn demands of ongoing poverty, made untenable by some unforeseen development; the second, "chronic disability," refers to homelessness accompanied by one or more chronic, disabling conditions, and presents a more complicated picture. The picture assembled suggests that a prudent policy must be two-fold. Government must address the needs of homeless and at-risk individuals and families, including the specific needs of children, vulnerable to crisis poverty, many of whom move in and out of an assortment of makeshift housing. At the same time, it must attend to the more complex situation of those who also suffer from disabling conditions, the chronically disabled, for whom stable living will be an artful marriage of rehousing and rehabilitation. er. The ultimate objective of this report is to achieve the goal of "a decent home and a suitable living environment" for every American. It cannot escape notice that this was also the as-yet-unmet aim of the Housing Act of 1949. Just as we continue to hold this aspiration dear, so too must we learn from the unsuccessful attempts to achieve it. We must remember that government's role is to help people help themselves; that government is most effective when it does not rely Y solei either on the invisible hand of the marketplace or on the heavy hand of policies that reward inertia and punish initiative; that government is at its best when it offers instead a helping hand to those willing to climb onto the first rungs of the ladder of economic opportunity; and that, ultimately, government action cannot substitute for the individual's will or responsibility. The Clinton Administration has already recognized this by pursuing comprehensive health-care and welfare reform. We too must have the courage and candor to recognize both our past successes and failures and to look both compassionately and candidly at the situation that confronts us. ' i The new policy initiatives recommended in the Plan grow out of a detailed analysis of the risk factors and structural causes of homelessness, as well as the most widespread j survey ever of homeless providers, advocates, and homeless individuals across the nation. They reflect the views from numerous agencies in the Federal government, as well as actors throughout the system. They also have been shaped by the lessons we have learned over the past decades, which have witnessed substantial initiatives and efforts at the state and local levels and a Federal response that has evolved over time into a patchwork quilt of overlapping programs. They grow out of the recognition that if we are to address effectively. both the emergency homeless situation and its underlying causes, we must first be honest about who the homeless are and why they are homeless. This recognition must be reflected in policies so that we can address the needs of both { categories of homelessness: those experiencing crisis poverty and those with long-term chronic disabilities. 4 The Federal Plan to Break the Cycle of Homelessness 3 The recommendations propose a two-pronged strategy: 1) implement and expand emergency measures to bring those who are currently homeless back into our communities, workforce, and families; and 2) address structural needs to provide the necessary housing and social infrastructure for the very poor in our society to prevent the occurrence of homelessness. We recommend a full-scale attack on homelessness, focusing public and private sector energies to make a real difference during this Administration. Immediate steps with a potential for dramatic effect are recommended. These include: "Reinvent" the approach: The current approach is plainly not working and must be changed. We recommend an overhaul of government programs and policies designed to address homelessness and a restructuring of the relationship between the Federal, state, and local governments and the not-for-profit provider community. The Federal Government should get out of the business of contracting for homeless services on the local level. Local government should be responsible for marshalling resources and assessing needs. Government at all levels should move towards an approach whereby not-for-profit organizations actually deliver services. To accomplish this reinvention, we recommend that the majority of McKinney Act programs to aid the homeless be reorganized and consolidated to provide a streamlined application process, enabling localities and providers to focus their energies on helping homeless people rather than filling out forms and grant applications. We also recommend that mainstream programs be more responsive to homeless persons and those most at risk of becoming homeless, with some McKinney programs linking more closely with their mainstream counterparts. The systems put in place should provide and coordinate emergency, transitional, and permanent housing in a continuum of care. A continuum-of-care system provides necessary emergency housing and a continuum of housing and supportive services for homeless individuals and families to gain independent living or supportive living. This system recognizes that some homeless people need supportive services and permanent housing and that others are just in need of safe, decent, and affordable permanent housing. Increase homeless assistance: With the reorganized, more effective approach outlined above, an increase in funding is a worthwhile investment. We have recommended an immediate doubling of the HUD homeless budget from $823 million to $1.7 billion dollars and an increase in overall homeless assistance funding to $2.1 billion. This recommendation has been accepted and is included in President Clinton's FY 1995 budget proposal. While this is a significant increase in expenditures, we believe it is justified and necessary to address the needs of the current emergency as well as the immediate implementation of preventive programs. 4 The Federal Plan to Break the Cycle of Homelessness Make mental health, physical health, and substance abuse health services work for the oor: We must address through health care reform and enhanced coordination between services and housing the specific needs of those who comprise the second category of homeless people in this country—homeless men and women with chronic disabilities. The most visible portion of the homeless population, and the most needy, are men and women with severe and persistent mental illnesses, substance dependency or chronic health problems (i.e., tuberculosis, AIDS). These problems can be exacerbated by a lack of decent and affordable housing. When left untreated, conditions such as diabetes, hypertension and chronic respiratory problems render this population especially vulnerable. Although people with chronic disabilities comprise a minority of the homeless and at-risk population, they are often the most visible because they tend to congregate in parks, transportation thoroughfares and other public spaces. This proposal anticipates: 1) the use of established public and private mental health, medical, and substance abuse providers to initiate street outreach efforts, 2) the f' utilization of safe havens (low-demand, non-threatening housing alternatives), and 3) the implementation of a continuum of care for homeless persons to help them move i` from transitional housing, with supportive services when needed, to stable housing and adequate aftercare and continuing services for those who require them while in k permanent housing. Long-term comprehensive human and community development, combined with the necessary funding and integrated service delivery systems, is the ultimate solution. We recognize the full solution will require a multi-year, resource-intensive effort, which is made difficult by the incredible economic constraints. However, the Clinton G: Administration has taken significant steps toward achieving the goal of comprehensive long-term community and economic development. Among the important components of the Administration's Community Investment Strategy are the following: Empowerment Zones, Goals 2000: Educate America Act, the Administration's job training agenda that mainstreams services to homeless people as part of the Job Training Partnership Act, significant expansion and improvement of Head Start, proposed legislation to establish Community Development Financial Institutions, more effective enforcement of the Community Reinvestment Act, and comprehensive welfare and health care reform. This report recommends further steps to increase the supply of affordable housing and improve linkages between economic and human development: Increase housing subsidies and fight discrimination: We must begin to repair the damage caused by the misguided and harmful housing budget cuts of the 1980s. To start down this long road, we have recommended an increase in the overall HUD budget of nearly $2 billion. The ultimate goal of these increases is to provide those who are homeless or precariously housed with the necessary resources to obtain 4: The.Federal Plan to Break the Cycle of Homelessness 5 s t r housing. Because of the shortages of affordable housing and rent burden in rural areas, we recommend an increase of more than $70 million in the FmHA Section 521 rental assistance program in 1995. These recommendations have been accepted and are included in President Clinton's FY 1995 budget proposal. It is imperative that Congress enact these requests. To ensure that permanent housing—both housing that provides supportive services and traditional low-income housing—can be openly sited, we must aggressively enforce Federal fair housing laws. Low-income housing_tax incentives: We must act to take pressure off the homeless emergency system by undertaking efforts to stem the flow of families experiencing crisis poverty. Lower income households pay disproportionately higher shares of income for the cost of housing. We should explore use of tax incentives to assist lower income households with rental and housing costs. Special attention should be given to initiatives that would work together with existing tax incentives to insure that those who work are not left on the streets because of the discrepancy between their income and affordable rents. Economic and human development/social contract: We must place increased emphasis on the linkages between job training, employment, education, and economic development and implementation of a new social contract that recognizes both individual and family rights and responsibilities. While government should help people help themselves, it is not a substitute for individual will. It makes little sense to create jobs for people who have not received the training needed to fill them. At the same time, the public has the right to expect needy individuals to take advantage of the training and other services available to them. Similarly, as individuals with chronic disabilities receive access to necessary services, they should be encouraged to move from the streets to appropriate facilities. The goal is to help individuals and families help themselves and provide them with the opportunity to better themselves. This new social contract is mutual. Vice President Gore's National Performance Review has initiated reforms across Federal agencies and provides a framework for numerous specific actions that must be undertaken to coordinate the maze of programs and bureaucracies. We look forward to implementing this Plan with the Members of Congress, particularly the leadership provided by the Speaker's Task Force on Homelessness, and with Members of the Senate who have long represented those who are homeless. 6 The Federal Plan to Break the Cycle of Homelessness What was first stated in the Douglas Commission Report, Building the American City, in 1968 remains true today: "Because of the documented desperate housing needs of the poor, which are �L generally underestimated; as a consequence of the large subsidies [such as] income {' tax deductions for interest and property taxes, and grants for suburban development available to the middle and upper income groups; as a moral responsibility arising from the fact that public action has destroyed more housing for low-income r, Americans than it has built; as [a] result of the unwillingness of the country in the past to meet even the minimum goals for public housing authorized in the 1949 Act; this Nation now has an overwhelming moral responsibility to achieve within the reasonably near future a decent home and a suitable living environment for every American family which it pledged itself to achieve 20 years ago. We believe this can be done through increased effort and activity at every level of government, and by the private sector." While the road to a total solution for homelessness is a long one, the direction is clear. These recommendations, if enacted, represent a positive step forward. Fp 4ltg}- it �y k L s4 f ppF: P (R F The Federal Plan to Break the Cycle of Homelessness 7 r it U.S. Department of Housing and Urban Development April 1994 e Community Connections Office of Community Planning and Development . 1995 Budget Proposes Doubling HUD Homeless Funds ighting homelessness is the Room Occupancy,Safe Havens,and by the Office of Federal Emergency number one priority of Secretary Rural Homeless programs. Separately, Management Assistance,to HUD, Cisneros and HUD's Office of these programs encompass more than 60 enabling the Federal Government to Community Planning and Devel- percent of the entire Federal McKinney further integrate and improve its respon- opment(CPD).To help reach this goal, homeless assistance funding and,to- se to homelessness.The program, which HUD has requested the largest annual gether,they can be utilized to help com- works effectively,will remain intact. increase in programs to help the home- munities create real,effective strategies less in the Department's history. The to bring homeless individuals and fami- Finally,HUD has requested$514 million President's 1995 budget proposal seeks lies to independence. for 15,000 5-year Section 8 certificates to more than$1.7 billion for HUD home- help previously homeless families obtain less assistance programs,doubling the The second budget component proposes permanent housing in the private market. appropriation from last year and sending $130 million for the Emergency Food and These certificates provide the essential a clear signal that the Administration Shelter Program,which awards grants to link in a continuum of care approach that recognizes the tremendous scope of the nonprofit homeless organizations to bol- helps homeless families make the transi- problem and the significance of the task ster their local efforts.To better serve its tion from temporary,emergency shelter at hand. clients,the Administration plans to trans- to permanent homes. fer the program,currently administered The President's budget proposal requests increased funding for the McKinney pro- - Continuum of Care: A Complete grams in three key parts.The first por- tion of the budget seeks$1.2 billion for a Approach to Meet Homeless Needs homeless grant program that will reorga- nize the Emergency Shelter Grant,Sup- portive Housing, Shelter Plus Care, ecretary Cisneros and HUD are country in the fight to end homelessness. Section 8 Moderate Rehabilitation Single committed to working in partner- Over the past several months,Assistant ship with communities across the Secretary Cuomo and the Office of Com- munity Planning and Development have Budget Increases for HUD Homeless Assistance Programs taken several steps to put HUD back in Budget Authority for 1992, 1993, 1994 Enacted and 1995 President's Budget Request the race to help beat the homeless crisis. While HUD is fighting to increase vital ($in millions) resources,it has taken bold steps to re- 2,000 shape its McKinney programs to provide more local flexibility,and has outlined a • • 1,500 ------------------ - comprehensive policy for homeless care that inspires cooperation,encourages 1,000 ------------------ - innovation,provides local control,and demands coordinated action. 500 ------- -- - - This approach is predicated on the 0 1992 1993 1994 1995 understanding that homelessness is not continued on page 3 1 ....... . . . . ........ . . . . . . ...... . . . . . . . . . . . . . . . . . . . . . .. . .. . . . . . . ... . . . .. . . . . .. . . .. . ..... . . . .... . . ...... ... Message from the Assistant Secretary .. .. . . . . . . . .. . . . . Andrew Cuomo i elcome to the second edition of Community Con- approvals,reports,and paperwork and will enable commu- nections. In this edition,we will bring you up to nities to design strategies to best meet their distinct needs. NVdate on ways the Office of Community Planning and Development(CPD) is changing how we do business We are reorganizing and streamlining our field operation to better serve communities across the country. to reflect our priorities and what we have learned from _ you,our customers.We are vesting CPD's field staff with At CPD,we are striving to empower communities by sup- new authority and demanding accountability for real porting efforts on the local level. Our focus is shifting from results. Our field staff will be charged with serving our Washington to the local community—from process and clients—removing barriers,encouraging new partnerships, paperwork to people and product. We are working hard to and making things happen—and headquarters will be here realize the ultimate purpose of our programs—transform- to support and assist them. ing neighborhoods,building and rebuilding homes,en- hancing civic design,restoring a spirit of community,and We have worked with 16 Federal agencies to forge a reducing the number of homeless Americans. Federal plan to end homelessness and prevent future homelessness.This plan takes a bold step to honestly de- Over the past year, we have talked to many of you—the fine the scope of the problem and sends a clear message experts—to find out how CPD is doing and to discuss that we must not only address the complex needs of those ways we can better serve our clients. CPD got out of currently living on the streets,but we must look to long- Washington and into your neighborhoods,hosting more term solutions that will transition Americans into our than 25 forums in cities all across the country. We met mainstream programs.' more than 10,000 people who work on the front lines of communities every day and,because you know your own Our new legislative package builds on the foundation we needs best,you told us what works and what does not,and have laid over the last year,and it reflects our commitment to provide,communities with the tools they need to chart how we can improve the way we do businessr--- • , -- -•--. -- - the course for their futures. Right now, we are working to We listened. As a result,we are making changes to move enhance and restructure our McKinney programs to gro- in the right direction to put CPD back at the table—to work vide flexibility for communities to address the special alongside you and be flexible enough to support your com- needs of their local homeless population,through a con- munity development efforts every step of the way. tinuum of care strategy. Secretary Cisneros and President Clinton are pressing for more resources to fight There is a common thread weaving CPD's initiatives to- homelessness,and we will continue to fight. Our 1995 gether—the understanding that in order Co create more budget proposal submitted to Congress, if enacted,will effective programs and partnerships,we must take a holis- double our homeless funds to more than$1.7 billion. tic approach to community development. We recognize that we can only achieve real,sustainable growth,create For the first time,CPD has proposed a$150 million pro- opportunity,and combat homelessness through a long-term gram to recognize the tremendous work of nonprofit orga- commitment coupled with meaningful,coordinated strate- nizations across the country.The Community Viability gies that put the needs of people first,rather than focusing Program will award resources to grassroots organizations on narrowly defined programs. that are essential in neighborhood revitalization efforts. We also recognize that the best community development is Be assured that as we move ahead,CPD will be at the table achieved neighborhood by neighborhood,block by block, as a partner, lending its expertise and resources,to help with comprehensive solutions shaped from the bottom up, craft plans that fit each community's needs best. We will within each community and for each community,. continue to look for new and better ways to help communi- ties create jobs,restore growth,and renew a sense of hope. We are already on our way.The Empowerment Zone/En- We will be calling on you throughout the year as we shape terprise Community Initiative, led by Vice President Gore, epitomizes bottom-up,comprehensive,community-based our proposals,and will count on you for advice,assistance, and ideas. planning. At CPD,we expand these concepts through our proposal for consolidated planning that will streamline I look forward to working with you as we put the pieces into place to rebuild our communities together. 2 .. ... . ...... . . .... . . . . ............ . . ..... . . .. .... . . . . . . .. . . . ... .................. . . .... . continued fi-om page I Continuum of Care:A Complete Approach to Meet Homeless Needs caused merely by a lack of shelter,but population and the dynamics of the cur- This effort will encourage new partner- involves a variety of underlying,unmet rent local structure.Therefore,providers ships with homeless providers,State and needs—physical,economic,and social. find themselves competing with each local governments,and nonprofits in Therefore,a comprehensive system of other for limited resources for similar each community,to develop a coordi- services,as well as permanent housing, projects while other components,essen- nated strategy to provide a full range of is necessary to help homeless individuals tial for addressing the locality's distinct services.In fact,under the proposal,at and families in our communities reach homeless needs,simply go unmet. least 51 percent of the funding must be independence.This system and philoso- directed to nonprofit organizations. phy,called a"continuum of care,"strives HUD's new proposal changes this situa- to fulfill those requirements with three tion. HUD is proposing legislation to The proposed McKinney reorganization, fundamental components: emergency Congress that would reorganize the the increase in the HUD homeless budg- shelter,transitional housing with social McKinney Act programs.This effort et,and the short-term and long-term services,and permanent housing. would replace a fragmented process for efforts to address the needs of homeless employing several forms of assistance persons and families through a con- More importantly,this approach recog- provided through these programs,with a tinuum of care must be viewed as part of nizes that the homeless needs in each streamlined process that will enable com- a full-scale effort to address the crisis community,as well as current resources munities to develop coordinated,compre- facing America—men,women,and chil- and systems to meet those needs,are as hensive approaches tailored to meet the dren sleeping on the streets of our cities different and distinct as the people who distinct needs of their homeless popula- and towns every day.Together,these live in these communities. While HUD's tion. In this way,an effective system, efforts will help provide the tools to continuum of care approach can serve as with the needed components of a con- move persons and families up and off the catalyst to bring the essential compo- tinuum of care-emergency shelter, the streets permanently.Ultimately, nents together(housing, services,assess- transitional housing with services,and HUD can help renew the belief that we ment facilities),only the community, permanent housing—will be achieved. can and will make a difference. with its unique expertise and energy,can design a strategy that works best. . . . . .. . . . . . ........ .. . . That is why HUD has taken great strides 1 to provide the guidance some communi- ties need and the flexibility all communi- ties require,to enable them to implement Continuum of Care a customized continuum of care strategy. Outreach Currently,many local providers apply for intake homeless assistance under one or more assessment of HUD's McKinney programs, likely Permanent without regard to a homeless strategy housing with an adequate balance of the compo- Emergency Transitional nents of a continuum of care. Too often, shelter housing these programs have conflicting,and Supportive even overlapping,guidelines and report- housing ing requirements,which increase process and paperwork and hamper project devel- opment and implementation. Time that i Mental health substance abuse spent moving i_ _ Job training Family support should be s P g into P er- Independent Education manent homes is currently spent navigat- living skills KIN ing a fragmented maze of individual programs. Too often,there is no strategic plan in place at the local level and no clear • • •••• . . . . . . . . . . . . • • • • • assessment of the needs of the homeless 3 . . . . . . . .... . ... . . .. . . . . ........ . . . . . . . . . . . . . . . . . . .. .... .. . . . ..... .. . . . .... . ........ .. . Do You Need Information About CPD Programs? American Communities,the Information Center of for the homeless,Empowerment Zones/Enterprise HUD's Office of Community Planning and Development, Communities,Housing Opportunities for Persons With serves State and local agencies,nonprofit organiza- AIDS,the John Heinz Neighborhood Development tions,public interest and intermediary groups, Program,and HOPE 3.The Center will also and others interested in housing and address questions relating to Consolidated community development.Custom- Planning,community viability, ers can call the Center for copies AMERICAN tenant relocation,environment of program regulations,descrip- and energy,and economic tions of model programs,case COMMUNITIES development. studies of affordable housing initiatives,publications on The Information Center of HUD's Office of The Center's services support expanding affordable housing Community Planning and Development Assistant Secretary Andrew opportunities,funding announce- Cuomo's goal of making hous- ments,training and conference announcements,and refer- ing and community development programs simpler to un- rals to technical assistance providers. derstand and easier to use. The Center provides information services for all CPD To reach the Center,call 1-800-998-9999 Monday programs, including such programs as the Community through Friday from 8:30 a.m.to 5:30 p.m. eastern time,or Development Block Grant,Section 108 Loan Guarantee leave a message 24 hours a day,7 days a week.The mail- Program,HOME Investment Partnerships,CPD programs ing address is P.O. Box 7189,Gaithersburg, MD 20898- 7189. American Communities First Class Mail P.O. Box 7189 Postage&Fees Paid Gaithersburg, MD 20898-7189 HUD Permit No: G-51 ..... . .. . . .. . . .... . . .. . . . . . . . . ....... . . . . . ..... . . . O . . . 0.. .... .. . . . . . . . . O........... . . o 0 0 Current Initiatives Emphasizing the Continuum of Cam ,.z f•:. :8 R Secretary Cisneros and Assistant Secretary Cuomo are undertaking the fol- lowing actions to help communities move toward a continuum of care for ®���► � y �I��I�I ! homeless assistance: � ®��llgl�� C���ll�P1�i �, El Innovative Grants On February 9, 1994,HUD awarded$25 million from a fund of$100 million For'ahe firs,C time the Office of Com appropriated under the Innovative Homeless Initiatives Demonstration Act. munity Plannrng and Developrrient� This funding will help more than 100 nonprofit organizations provide services hasxproposed a=$15,0 million fund and shelter to the homeless,as well as aid in preventing homelessness. Assis- tance will be provided through 48 grants in 26 States. work of nonprofit organizations El Washington,D.C.,and Los Angeles Initiatives across the country Ouer the years, while the Fedeial Govemnent has: Up to five cities will be selected under the Innovative Homeless Initiatives balked m the contest to revitalize =a Demonstration Act and receive HUD fundingto assist in the development of a P neighborhoods,hundreds of non continuum of care.The District of Columbia and Los Angeles have alreadyprofit orgarizahons stepped up to been selected to participate. the plate,with the enthusiasm andw' 0 Housing Opportunities for Persons With AIDS(HOPWA) ingenuity it takes to make"real last f mg progress The new HUD under The HOPWA Program provides funding to States and localities to meet the stands the iriportant role that " a housing needs of low-income persons with AIDS or related diseases and their noiiproftts can andyshould'play in-a families.HOPWA is divided into formula and competitive programs. In Janu- ary the-formula program provided.a total of$140.4 million to 34 localities and- community!development,and this 20 States.The Notice of Funding Availability(NOFA)for the HOPWA com- petitive program will be released during the first part of April and will provide stratian's comrriitinent to commu a` $25.6 million. nrty=based efforts a 13 $147 Million NOFA for Section 8 Rental Vouchers The new Commuriity Viability Funad This NOFA,released on February 1, 1994,announced the availability of willaward resources to grassroots arganizations that Have taken charge $147.7 million for Section 8 rental vouchers for very low-income persons in neighborhood revitalization with disabilities and their families. Of the$147.7 million,$133 million will be endeavors Within rhe proposed fair shared to the HUD field offices and the competition will be conducted by budget thefunds will be ayatiablei HUD field staff. Applications must come from Housing Authorities(HAs) and are due May 2, 1994.The remaining$14.7 million will be retained at for a variety of activities including HUD headquarters for funding for HAs and nonprofits in the jurisdictions capacity bu�ldmg,admmisCrative services urban design enhance selected under the Homeless Initiative Component. meets su ort for com rehensive 0 Super NOFA neighborhood,citywide,and re gioral planning,and recognition The Super NOFA,to be released very shortly,will provide the application awards fornnouatiwe horr►eless andl requirements,funding criteria,and funding availability for three programs that community development solutions'. can be used to fill gaps in a community's continuum of care. A raximatel 75; ercent of the The three programs are the Supportive Housing f rids will be distributed through Program, Shelter Plus Care,and the Section 8 g coiripetition,and 25 percent atathe Moderate Rehabilitation Single Room dtrection of Secretary Cisneros t Occupancy Program for Homeless HUD is also working with several Individuals. �N foundation`s to protiide additional � , funding to bolster these local efforts �t . .... . . . . . . ..... . ., a,�'a a a,R s x. x _F _..,..... 4 • • • • • •• ••••• • • •• •••••••• • • • • • •••••••• • •• • • • •• • • • • • • • ••••• • • • •••••• • •• •• • • ••• ••• ••••••••• Putting the Pieces Together: Consolidated Planning 1) ver the past year,the Office of ■ The consolidated plan will not require One key aspect of this comprehensive Community Planning and a 10-to 20-year vision plan. Instead, approach is economic development, Development(CPD)has initi- jurisdictions will develop 3-to 5-year which is the engine that drives revitaliza- ated an extensive outreach effort to dis- objectives and complementary strategies, tion. In order to enhance the economic cuss with communities across the but will be encouraged to develop longer development tools available to commu- country its proposal for consolidating the range community development plans. nities,CPD has undertaken a new Com- planning,application,and reporting re- munities that Work Initiative, which quirements for its four formula grant ® All grantees will be required to imple- offers increased resources,flexibility, programs: CDBG,HOME,ESG,and ment the consolidated planning require- and assistance for communities that HOPWA. Through an unprecedented merits and common program year by choose to make economic development, number of consultations,CPD explored 1995; however,many grantees have used especially in distressed areas,a central the merits of the streamlined process in this opportunity to make the transition this part of their revitalization strategies. discussions with thousands of grantees, year and have sought waivers to do so. public interest groups,field office staff, g Part of this new approach is the and representatives of low-income citi- ■ HUD will explore the possibility of CDBG=Jobs Initiative which recognizes zens.This effort culminated on February allowing grantees to publish their con- that neighborhoods can grow and com- 12-13, 1994, in a weekend work session solidated plan in a more effective manner, munities thrive only when they are in which representatives of a variety of rather than in the legal section of their supported by an economy that offers interests gathered to examine critical local newspaper. residents real opportunities for jobs. issues and develop policy guidelines. CPD's consolidated plan will help to pro- Through new economic development Through this cooperative effort,CPD is vide the full range of tools communities regulations and underwriting guidelines movingto put the final pieces into lace for the CDBG Program,as well as ex- with the following principles and further spent on process and paperwork,commu- p g' recommendations in mind. models of innovative economic.develop- andwill be able to focus their energy and expertise on real products—rebuilt ment,CDBG=Jobs should increase IN To enable communities to develop homes,new jobs and opportunities,and grantee flexibility and effectiveness in revitalization strategies that meet their revitalized neighborhoods. using CDBG to create jobs. distinct needs,CPD's programs must be flexible and its application and reporting requirements must avoid unnecessary burdens.The streamlined planning and " " " " " " "" """ " """ " application document will do this. A CPD in Communities combined reporting system will elimi- n addition to the ongoing contact with its grantees and applicants,the Office of nate existing disparate,and often dupli- Community Planning and Development(CPD)sponsored a series of workshops, cative,reporting requirements,enabling conferences,and meetings over the past 12 months with housing and community communities to plan comprehensively I development professionals from across the country.CPD convened these meet- and intelligently, with a single deadline ings to listen and team from persons on the"front line."These gatherings provided in mind. valuable information that was used in formulating the consolidated plan,the reorgani- zation of the McKinney Act programs,the Federal plan,and the economic development ® Under the new process,instead of agenda.Input was gathered in a variety of settings: submitting six separate plans,grantees ■ Meetings to discuss consolidated t "erican Communities,CPD's will need only to comply with the mini- planning were convened both in October _1a Inforrttatio ICC iter,fielded an average of mum statutory requirements in preparing and November 199111 participants fx© 1,30U falls eaph month!on topics ranging a single,combined submission for CPD over 1,300 State and local=grantees in more from afEttrd�bl housing to Empower- formula programs. than 700 jurisdictions: ment .,.gr formula Communities. ■ One-and 2-day interactive forums were V Nearl 4`x500 roviders of homeless ® CPD understands the importance of Y p citizen participation;therefore,an ad- convened in 17 cities across the,Nttbrt assistance,'local officials,homeless equate citizen participation plan must ■ Empowerment Zones/Enterprise '..,,...`z.pers`ons,and formerly homeless persons encompass all stages of a jurisdiction's Communities training workshops were held were surveyed in the fall of 1993. consolidated submission. in eight urban and five rural locations. 5 HOMELESS ADVISORY COMMITTEE Discussion Topics for Meeting with the Board of Supervisors June 28, 1994 1. MAGNITUDE AND NATURE OF THE HOMELESSNESS ISSUE IN CONTRA COSTA: • Size, Distribution (East, Central, West) • Major Issues - housing, health, mental health, jobs, family, substance abuse, other • Public Awareness & Attitudes • The Players -consumers; the community;governments (local, state, federal); nonprofits; business, religious and public organizations 2. ISSUES: • Need for client focused provision of services • Multifaceted Problem - housing, health, employment, societal factors • Lack of integrated approach at governmental level • Lack of funding, especially for affordable housing development, health and social issues • The current operating framework complicates solutions 3. POSSIBLE SOLUTIONS: • Simplify and focus efforts under single leadership • Create an integrated plan; integrate services and management of housing, health, employment and training efforts, increase supply of all types of housing - emergency, transitional and affordable permanent; increase availability of mental health assistance; increase availability of substance abuse assistance: use of incentives • Create government, nonprofit and business partnership • Regionalize the solutions (bring together cities, county and nonprofits) • Increase public awareness and sensitivity • Create a focussed business support program aimed at job development and training • Create a clearinghouse of information that will be up to date and accessible to all 4. ROLE OF HOMELESS ADVISORY COMMITTEE (HAQ • HAC should provide regular, issue-oriented input to the Board of Supervisors before they consider various options and budgets • HAC should take an active role in increasing public awareness through newsletters and by sponsoring events • HAC should take an active role in increasing the support from the business community • HAC has the appropriate composition and expertise to develop the plan. It can also provide the base for organizing the local board. y/q0 Contra Costa County am COPY By-Laws Homeless Advisory Committee Preamble In accordance with the Contra Costa Board of supervisors' Resolution #79/460, dated December 4, 1989, the Homeless Advisory Committee has been established to advise the Board on matters relating to homelessness. Article I Name The name of this organization shall be the Homeless Advisory Committee, herein referred to as HAC. Article II Purpose The- purpose of BAC shall be: 1. Provide community awareness 2. Exchange information 3. Identify needed programs 4. Advocate for the funding of housing and other needed programs 5. Coordinate programs and services for the haneless 6. Advise the Board of Supervisors on matters relating to homelessness Article III Goals The goals of HAC shall be: 1 . 1 Alleviate homelessness in Contra Costa County by developing and recommending plans for providing coordinated services to the homeless and housing permanently affordable to lower income persons, by accessing all levels of government throughout the community. 2. Build support for the homeless through 000peration, 'coordination, communication and advocacy throughout the community. Article IV Membership I Qualifications The committee shall have 23 members, representative of seven categories with three seats for each category, except for the Volunteer organizations Category, which will have five seats. The seven categories are: -1 Advocates: (e.g., CC Legal Services Foundation, Wild Women, citizens org., etc.) 3 Business: (e.g., Landlords, employers, real estate). - 3 Cities: (Impacted or perceived to be by issues of homelessness) 3 Citizens: (Homeowners associations, .neighbors, etc.) 3 Consumers (Homeless or formerly haneless) 3 Providers: (Non-profit homeless service providers) 6- Voluntary. Ch gs.: (e.g. , Service clubs, church groups) I jvv�"Z. ( _� r! 70