04/02/2015 - Building Blocks to Success: Community-Wide Partnerships and Commitments Drive Success in Central Florida
By Amy Sawyer
In Central Florida, the most important building blocks to success are its people. People from all walks of life including landlords, judges, outreach workers, and faith leaders have partnered with the VA Medical Center to make a difference in the lives of Veterans experiencing homelessness and the data is showing that these strong partnerships are paying off, as the number of Veterans experiencing homelessness is decreasing in Central Florida. This past month, Federal partners from HUD, USICH, and VA joined Orange County Mayor Teresa Jacobs and Orlando Mayor Buddy Dyer to celebrate the great strides the community has taken and, even more importantly, rally the community to finish the job of ending Veteran homelessness.
Standing side by side, the Mayors addressed the crowd of a few hundred stakeholders from the community and reiterated their commitment to ensure that no Veteran should experience homelessness. They challenged the community to align resources and use what is being learned through the successes of the Mayors Challenge to inform the larger system response to all types of homelessness. The VA Medical Center Director, Timothy W. Liezert, and his staff were on hand to share the lessons learned and demonstrate the real partnerships that have emerged across the different programs and systems in the community.
Over the next several months, as the community drives toward the goal of ending Veteran homelessness by the end of 2015, there are key strategies and approaches they’ll be leveraging to find success.
By Martha J. Kegel
Three months ago, after a campaign led by Mayor Mitch Landrieu, New Orleans became the first major city to effectively end Veteran homelessness. During an intense six-month campaign, community partners connected every Veteran living on the street or in emergency shelter who would accept housing with an apartment of his or her own, with supportive services scaled to the Veteran’s needs. Now we actively work every day to maintain a “functional zero” in Veteran homelessness by housing any newly homeless Veteran within an average of 30 days.
I firmly believe that every community can and should end Veteran homelessness.
Yes, New Orleans had some advantages. For one thing, the local VA and its partners had already achieved a significant reduction in Veteran homelessness before we started the final drive in June 2014. At that point, we had already driven down the number of Veterans suffering in homelessness from 660 in the January 2011 Point-in-Time (PIT) count to 193 in the March 2014 count. For another, we have a very strong visionary leader in Mayor Mitch Landrieu, who set the bold goal of ending Veteran homelessness a full year before the federal deadline, convened the key players, and recruited active duty military and Veteran groups to help with outreach.
But in other important ways we were at a distinct disadvantage: As of the 2014 PIT count, New Orleans still had one of the highest per capita rates of Veteran homelessness in the nation as compared to our general population of only 379,000 residents. We were also at a disadvantage in resources: Compared to many other cities, we have precious few ways to pay for housing and services other than federal funds. And when pushing ourselves to get to zero, we were confronting the challenge of housing those whom we had always failed to connect to housing before – those Veterans who tended to have the most complex challenges and who for the most part were not eligible for HUD-Veterans Affairs Supportive Housing (HUD-VASH) program.
By Katy Miller
In cities across the country there was great energy and collaboration around strengthening the count of youth experiencing homelessness as part of the 2015 U.S. Department of Housing and Urban Development (HUD) Point-in-Time (PIT) count. From Miami to Seattle, providers created new partnerships and shared innovative methods to get to a better count. This was driven by a deep desire to generate more accurate demographic data of youth and young adults experiencing homelessness and ultimately to target resources towards interventions that are the most effective for the population.
Recognizing that youth are undercounted in the homeless street count that typically happens in the middle of the night, youth providers partnered with their local Continuum of Care (CoC) leads to expand the hours for when young people can be counted. Since most youth have hunkered down and are hidden away to stay safe by the time the street count starts, concerted efforts to conduct outreach to the youth and young adults prior to the count was key. Many communities also expanded survey questions to help get to a better understanding of where young people are staying, how long they have been experiencing homelessness, and what their unique needs and characteristics are.
While only those youth that are sleeping outside on the night of the unsheltered count are reported to HUD, expanding outreach to young people that may be staying night to night with friends and family helps providers and planners get a better picture of the youth that are in and out of shelters and frequent drop-in centers and meal programs during the day.
By Robert Pulster
I was proud to stand with Connecticut Lieutenant Governor Nancy Wyman to support the March 9 launch of Connecticut’s 100-day effort across four communities to accelerate efforts to end homelessness. This exciting 100-day effort was brought together by the Connecticut Coalition to End Homelessness and Journey Home of Hartford. The Connecticut-based Rapid Results Institute, which developed the “100-Day” rapid results approach and has led similar efforts across the nation to successful outcomes, will facilitate. It is clear that Connecticut is successfully building its organizing efforts across the state that will feed momentum toward ending Veteran homelessness by 2015 and chronic homelessness by 2016.
Connecticut has mobilized advocates, activists, and service providers, together with support from state and federal officials, to forge new ways to coordinate and use existing resources more effectively to end homelessness in their communities. The HUD Field Office, led by Suzanne Piacentini, has been a key partner along with Dr. Laurie Harkness of the VA’s Errera Community Care Center. The Connecticut effort is a stand-out model, the first statewide implementation of the Rapid Results approach, with nearly the entire state participating. Participating communities include Greater Hartford, Fairfield County, and eastern Connecticut. Last year, a similar effort in New Haven led to the housing of 160 people who had long been experiencing homelessness in that community. In less than six months, this effort decreased that city’s chronically homeless population by more than 75 percent.
02/25/2015 - Positive Outcomes for Victims of Domestic Violence and Families through Housing First Pilot Program
By Kiley Gosselin
The link between domestic violence and homelessness is well-documented. Regardless of whether survivors seek help through homelessness services, housing assistance, or domestic violence programs, research shows a strong correlation between domestic violence and homelessness. A Department of Justice study found that at least one in four women were homeless as a result of domestic violence and a Massachusetts study found that a staggering 92% of homeless women experienced severe physical or sexual assault at some point in their lives. Often, it is not only the victim, but the children of domestic violence victims that suffer as a result of abuse. Domestic violence is a leading cause of family homelessness in the United States.
The Bill & Melinda Gates Foundation has made ending family homelessness in Washington a focus of their state efforts starting with the launch of the Sound Families Initiative in 2000. The Foundation has helped fund thousands of new housing units for families experiencing homelessness and is investing in approaches that are aligned with the strategies identified by USICH’s Family Connection resource, including coordinated entry and rapid housing.
In 2009, with the financial backing of the Gates Foundation, the Washington State Coalition Against Domestic Violence (WSCADV) launched a five year pilot program testing the success of a survivor-centered, Housing First approach to preventing homelessness for survivors of domestic violence and their families. The pilot worked with 13 existing programs in 13 urban, rural and tribal areas across the state and the findings demonstrate positive outcomes across all sites.
By Mary Owens
On January 23, the White House hosted over 240 mayors during the U.S. Conference of Mayors (USCM) Winter Meeting. During the event, mayors took part in a breakout session with Administration officials including Veteran Affairs Secretary Robert McDonald, Assistant to the President & Deputy Chief of Staff for Implementation Kristie Canegallo, Special Assistant to the President Luke Tate, and USICH Interim Executive Director Matthew Doherty, to discuss ensuring access to quality, affordable health care for all Americans and ending Veteran homelessness. The breakout session also provided an opportunity for New Orleans Mayor Mitch Landrieu to discuss best practices on how mayors can accomplish the goal of ending Veteran homelessness. Through the Mayor’s Challenge to End Veterans Homelessness, local leaders across the country are ending Veteran homelessness in their communities. Mayor Landrieu was one of the first Mayors to sign on to the Mayors Challenge and on January 7, 2015, New Orleans became the first major U.S. city to achieve the goal.
By Robert Pulster
Massachusetts has a lot to cheer about this week, from the Patriots big win on Sunday to recent efforts to end chronic homelessness through a statewide initiative. The Super Bowl victory was all about teamwork and leadership and the new initiative will require these same virtues.
The Pay for Success initiative is based on the demonstrated success of Home & Healthy for Good (HHG), a statewide permanent supportive housing program administered by the Massachusetts Housing and Shelter Alliance (MHSA). MHSA has served as the state’s leading advocate for supportive housing and has advanced Housing First approaches to end homelessness. HHG has demonstrated that providing low-threshold housing and supportive services to chronically homeless individuals is less costly and more effective than managing their homelessness on the street or in shelter. As of January 2015, HHG has placed 813 chronically homeless individuals into permanent supportive housing.
12/16/2014 - The Private Sector Steps Up To End Homelessness in Massachusetts: Multi-family owners launch “New Lease”
By Mary Corthell
In 2012, the number of families experiencing homelessness living in the shelter system in Massachusetts had increased significantly. As a shelter entitlement State, Massachusetts law provides immediate access to shelter to families that are determined eligible. Realizing that the homelessness crisis required immediate action from multiple partners, affordable housing owners came together, in concert with the Massachusetts Department of Housing and Community Development, to assist in the effort by offering an additional housing solution. As a result of that meeting in 2012, the owners agreed to donate seed money to a non-profit pilot which would be known as New Lease, which aims to prioritize people experiencing homelessness for HUD’s multifamily properties’ affordable rental units. At the outset this group of affordable housing owners agreed to rent 10 – 15 percent of vacant, Project Based Section 8 family apartments to New Lease. As of December, 2014, 80 families have been housed through New Lease.
11/20/2014 - National Hunger and Homelessness Awareness Week Prompts Us to Look Ahead and Take Action
by Laura Green Zeilinger
This week is Hunger and Homelessness Awareness Week, a time when many Americans are engaged to help our neighbors who live without food security and without a safe and stable place to call home. For those of us who work to end hunger and homelessness year-round, this week provides a fresh opportunity to gain new ground, to meet and recruit new partners, to share meals with neighbors, and to extend a helping hand. It’s an opportunity to look forward and take action, a time to focus intently on the steps we need to take together to end hunger and homelessness once and for all.
by Mark Putnam
People experiencing homelessness need homes. This is the simple solution to ending homelessness, right? The complexity comes in finding, and funding, the homes. Read on to find out how stakeholders in King County, Washington, are succeeding at both.
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 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.
Two years ago, the United Way of Greater Los Angeles and the Los Angeles Area Chamber of Commerce joined forces to create the Home for Good campaign to end chronic and Veteran homelessness in Los Angeles County. Earlier this month, Home For Good held a stakeholder Convening in recognition of the mid-point of its 5-year action plan, with many federal partners participating, including VA Assistant Secretary Dr. Tommy Sowers, HUD Acting Assistant Secretary Mark Johnston, and USICH Executive Director Barbara Poppe.
Several pilot programs in the United States have recently begun using social impact bonds, or Pay-For-Success bonds, to finance initiatives aimed at solving entrenched social problems like homelessness. First implemented in the United Kingdom, social impact bonds are an innovative way that some American cities can work with established private and non-profit partners to create real change. So what are social impact bonds and what are the new projects in the United States that use this model of financing?
Social impact bonds (SIBs), or pay-for-success bonds, are a new financial instrument that utilizes the typical structure of a municipal bond, where bonds are used to procure funds from private sector investors who are then paid back with interest if the project can achieve required outcome targets. As distinct from municipal bonds, SIBs invest in social innovation programs that range in focus from the justice system to homelessness and can therefore be used to incentivize change in both public and nonprofit systems working on these issues.