09/23/2014 - Stand Up and Be Counted: Better Data Collection on Youth Experiencing Homelessness through the Point-in-Time Count
By Peter Nicewicz, USICH Management and Program Analyst
HUD’s annual Point-in-Time (PIT) count serves as the most consistent year-to-year measure of the number of people experiencing homelessness in America. For this reason, USICH uses the PIT count as our primary measure of our progress in achieving the goals of preventing and ending homelessness set in Opening Doors. The PIT count also provides a reliable estimate of the prevalence of homelessness among three population groups: people experiencing chronic homelessness, Veterans, and families. However, the PIT count has been limited in providing a national estimate for one important Opening Doors population: youth unaccompanied by adults.
The 25 Cities Effort is designed to help communities intensify and integrate their local efforts to end Veteran and chronic homelessness. Fresno launched its local 25 Cities Effort in May 2014, setting a goal to house 60 high-priority individuals. Local stakeholders, however, were in for a surprise when one activity at an introductory meeting challenged everything they thought they knew about working together to connect individuals in need with housing. Here's what they learned.
Like most partnerships, one of the most critical ingredients is empathy. We have to be able to understand one another's incentives and find the common ground that aligns our work together. We shouldn’t just invite our partners to our meetings. (Who has time to attend someone else’s meetings?) We need to make “my” meetings “our” meetings. To do so, we have to work to understand what is important to our partners and create a space for honest dialogue and mutual understanding about where our efforts should support one another. We have to show that this is not only a good use of their time, but that we are focused on helping our partners succeed at their mission. And that, of course, is how together we succeed at our mission.
By Amy Sawyer, USICH Regional Coordinator
Through the 25 Cities initiative spearheaded by the U.S. Department of Veterans Affairs, communities have been invited to convene local leaders eager to build on their successes, identify new strategies, act decisively to strengthen their coordinated response systems and, in the process, end Veteran homelessness. To get started, teams of dedicated individuals are meeting for two-day-long intensive work sessions that drive a sophisticated planning process, resulting in specific action steps that will be carried out in months – not years.
By Matthew Doherty, USICH Director of National Initiatives
I recently partnered with the San Diego Regional Continuum of Care Council (RCCC) to host a first-of-its kind discussion locally, billed as Housing First: A Community Conversation for San Diego. I was joined by 25 RCCC members and other stakeholders ready to engage in the dialogue – especially meaningful to me given I live and work in San Diego.
Recognizing that not everyone had the same understanding or support for Housing First approaches, our discussion was structured as a dialogue in which people could express any concerns, questions or disagreements. We wanted to make sure that we could get issues out on the table in a safe environment so that future conversations and trainings could be structured to address the issues raised and help more people, programs, and agencies move toward Housing First approaches in practice. To achieve that purpose, we established rules for the conversation, asked ourselves a few key questions, and identified several topics to discuss when we met again.
Setting up a coordinated assessment system is complex and doesn’t happen magically. But don’t let that stop you. Putting coordinated assessment in place doesn’t start with the challenges. It starts when communities decide that the challenges are worth facing.
More than 20 organizations joined together to create the Skid Row Coordinated Entry System, in alignment with the Home For Good campaign in Los Angeles. The goal was to make systematic changes that would foster collaboration. For the first time, a system permanent supportive housing services for chronically homeless individuals were being examined, re-imagined, and improved.