Department of Labor Archive
by Danielle Ferrier and Beatriz McConnie Zapater
There are nearly 6,000 unaccompanied youth in Massachusetts. Experiencing homelessness often prevents motivated, hard-working youth from graduating high school and achieving success. A Journal of Emotional and Behavioral Disorders article shows that without intervention, only about 27 percent of them will graduate high school. Opening Doors, the federal strategic plan to prevent and end homelessness, sets a goal of ending youth homelessness by 2020 by ensuring communities can connect youth with stable housing, permanent connections, education, and employment all while improving youths’ social and emotional well-being.
by Eric Grumdahl, USICH Policy Director
Ending youth homelessness means putting a system in place to do so in every community. Here, having a common purpose is a key ingredient. Luckily, at the interface of the child welfare system and the homeless response system, we should agree on a common purpose. The child welfare system wants to see successful transitions to adulthood, which includes all of the outcomes of the framework to end youth homelessness, including stable housing. The homeless response system is certainly eager to close what has been called a pipeline from child welfare to shelter, and to see youth in stable housing instead of outside a shelter door. We should not have to debate our shared purpose.
Where it seems to me that our efforts get stuck is...
by Laura Green Zeilinger, USICH Executive Director
Yesterday marked the fourth Anniversary of the launch of Opening Doors, the first-ever Federal Strategic Plan to Prevent and End Homelessness. In four years, we have changed the trajectory of homelessness in America. In just the first three years of implementation, Opening Doors led to significant reductions in homelessness, including an eight percent reduction in homelessness among families, a 16 percent reduction in chronic homelessness, and a 24 percent reduction in homelessness among Veterans. And we are hopeful that we will be able announce even greater reductions when the 2014 Point-In-Time Count data are available later this year.
The progress we are making across the nation has proven that Opening Doors is the right plan with the right set of strategies. Opening Doors also provides a foundation and scaffolding upon which we can continue to innovate and refine the solutions that will end homelessness in this country.
This year, we’re considering amending the plan again to include more of what we’ve learned from our progress.
By Jay Melder, USICH Director of Communications and External Affairs
USICH invited two community leaders to come to DC and discuss the impacts that Federal partnerships have had on local efforts to end homelessness. Mandy Chapman Semple from the City of Houston and Amy Schwabenlender from the Valley of the Sun United Way in Phoenix are working to end homelessness in their communities by taking strategic actions to maximize Federal, State, and local resources, increase evidence-based housing and services models like permanent supportive housing, and focus on outcomes. The results are clear: ending homelessness is possible and within our reach.
11/15/2012 - New Department of Labor “Innovation Fund” To Test Employment and Housing Services Collaborations
One of the challenges in providing employment services to homeless families is a lack of coordination across systems and across funding streams. Three projects recently funded through the Labor Department’s Workforce Innovation Fund (“the Innovation Fund”) are directly addressing this coordination challenge.
At the September meeting of the U.S. Interagency Council of Homelessness, Michael Mirra, executive director of the Tacoma Housing Authority (THA) discussed his agency’s Housing and Employment Navigator, a specialized case management program that offers individualized and flexible supports to link homeless families served by THA and other housing programs to mainstream employment and job training services.
Tacoma’s Navigator is one of the new Innovation Fund grantees and is being implemented under the leadership of WorkForce Central. The program will serve a total of 400 families in the Puget Sound region. Under the program, homeless families are assigned a personal case manager— called a “navigator”—with specific expertise in housing, social service, and workforce systems. The navigator works with the family to develop housing and employment self-sufficiency plans; register for and enroll in employment and job training programs and interventions; and offer assistance in addressing barriers to successful completion of programs and entry into employment. Meanwhile, housing and workforce agencies at the system level are participating in integrated service planning, interagency communication, cross training of staff, and streamlining and sharing outcomes around stable housing, full employment, and reduced reliance on public benefits.