USICH BlogUSICH Blog | Media Center | United States Interagency Council on Homelessness (USICH) sfsd
06/20/2013 - Ending Chronic Homelessness: A Message to Continuum of Care & Ten-Year Plan Leaders from Barbara Poppe
Not long ago, I sat in the same place that you are sitting, managing the Continuum of Care and leading our community's ten-year plan to end homelessness. You have challenging jobs to do and I know you are balancing many competing issues and priorities. I've been fortunate to visit communities that are making great progress, and to support and work with communities that still struggle. Now I would like to share some reflections on the lessons I've learned from you, my colleagues, in our mission to end homelessness. Thank you for listening and especially for acting.
Today I want to address chronic homelessness, which is the first goal in Opening Doors. We have fewer than 1,000 days to bring the number of people experiencing chronic homelessness to zero; every day and every minute counts. For people living with disabilities and disabling conditions, every day or minute spent on the streets is another day or minute spent struggling to survive. So this message is a call to action. I am reaching out to ask, are we doing everything we can do to end chronic homelessness by 2015? Here are the top-ten questions you and the leaders of your ten-year plan should consider (not likely to be picked up by David Letterman but hopefully useful nonetheless).
By Barbara Poppe, USICH Executive Director
I recently participated in the National Summit on Women Veterans Homelessness in Chicago sponsored by the Institute for Veterans and Military Families at Syracuse University (IVMF). As summit organizers explained, “women represent an important and growing segment of the Veterans’ community, and the post-service challenges facing many of the nation’s 1.8 million female Veterans can be formidable.”
Participants included a representative group of program practitioners, advocates, researchers, policy experts from USICH, HHS, and VA, and female Veterans with firsthand experience of homelessness. We spent a day and a half together exploring what we know about homelessness among female Veterans and interventions that prevent and solve homelessness for this population. IVMF plans to publish a white paper, Recommendations on Prevention and Interventions to End Women Veteran Homelessness, which will be disseminated through federal, state and local networks.
Project-based vouchers are a powerful tool that can be used to create and sustain a homeless response system in any community. Housing Authorities are allowed to convert up to 20 percent of their Housing Choice budget authority into vouchers that are attached to a project. By attaching the voucher to the project, developers can depend on a steady stream of operating subsidy at market rate rents – while serving households who typically have extremely low incomes. This level of subsidy serves as a real incentive for developers to create permanent supportive housing. HUD has given Housing Authorities quite a bit of flexibility in designing local criteria for the award of project-based vouchers. In Houston’s case, we have determined that project-based vouchers are a powerful tool that can be used in the fight to end homelessness. We are leveraging this tool by creating a preference for developers who are serving those experiencing homelessness and providing permanent supportive housing so tenants can be successful in their transition from living on the streets or in their cars to living in a home of their own.
HUD Announces second round of Continuum of Care grants, expanding support for more than 500 agencies across the country
Yesterday HUD announced $72 million in second round Continuum of Care (CoC) grants to over 500 local organizations serving individuals and families experiencing homelessness. The $72 million in grants announced support a wide range of programs including street outreach, client assessment, and direct housing assistance. In March, HUD awarded more than $1.5 billion in a first round of grant funding to renew support for more than 7,000 other local programs. HUD will make a third round of funding to support selected new projects later this year. View a complete list of all the state and local homeless projects awarded funding.
“We know these modest investments in housing and serving our homeless neighbors not only saves money, but saves lives,” said Donovan. “These local programs are on the front lines of the Obama Administration’s efforts to prevent and end homelessness as we know it once and for all.”
We encourage you to take a look at the organizations in your state that received funding. You can access the full list of grants from HUD’s press release here.
Ending Veteran Homelessness by 2015
Following the April 16, 2013 Council meeting, USICH released its newsletter yesterday focused on important programs and policies that we need to accelerate if we are to achieve the goal of ending Veteran homelessness by 2015. Framed by the article "Pushing to the Goal: Three Ways to Accelerate Ending Veteran Homelessness," the supplementary articles focus on these three important areas: faster connections to permanent housing, identifying and meeting the needs of every Veteran, and building stronger bridges to mainstream benefits. Learn about progress toward the 2015 goal, read the newsletter here.
Lastly, The Department of Veterans Affairs recently made a pledge to prioritize disability claims pending over one year for immediate settlement. Read about the announcement in the Washington Post.
The question of how to effectively respond to youth homelessness has long been a preoccupation of mine. My work with homeless youth in Canada began in the 1990s, during my time at Shout Clinic, a community health center for street youth in Toronto. At that time, the problem of youth homelessness was not only becoming much more substantial in cities across the country, it was growing in visibility. As communities scrambled to provide emergency services, such as shelters and day programs, politicians and the news media railed against the scourge of youthful panhandlers. Twenty years have passed, and in many ways things have remained the same.
The longer I am involved with this issue, the more it seems completely unacceptable that we allow young people to languish in emergency shelters, many for years on end. Not only do they experience extreme poverty while exposed to sexual exploitation, addictions and other harms, we may actually be condemning them to a lifelong pattern of poverty, deprivation and potential homelessness. We must ask ourselves: can we do better?
The President’s FY 2014 Budget Proposal: What It Means for Homeless Services
On Wednesday, April 10 the President released his Fiscal Year 2014 budget proposal to Congress, an annual event setting for the President’s vision for the next fiscal year across all federal government agencies. On Monday, USICH released information on how this budget reflects a strong funding commitment to Opening Doors with proposed further investments in targeted and mainstream homeless assistance programs. This year's Budget Proposal includes $5.3 billion for targeted homeless assistance funding, a 21.1 percent increase over the previously enacted Fiscal Year 2012 Budget.
USICH’s coverage of the budget was kicked off with an important message from USICH Chair, VA Secretary Shinseki, and USICH Vice-Chair, HUD Secretary Donovan,on why ending homelessness is a smart investment.We also prepared a fact sheet that breaks down the President’s FY 2014 Budget Proposal by targeted homeless assistance funding. Access the fact sheet
04/09/2013 - Using Resources Effectively and Efficiently to Permanently End Homelessness for All Families
Let’s think back to 1992. Windows 3.1 was released, My Cousin Vinny won an Academy Award, Whitney Houston’s “I Will Always Love You” topped the music charts, a first class stamp cost $.29, and the HUD McKinney Vento Homeless Assistance Act was reauthorized for the first time. Much has changed since then.
Seventeen years later, the McKinney Vento Act was again reauthorized as HEARTH, calling for significant changes to the service delivery system to address the dynamic needs of homeless populations across the country. As service providers, funders, and community leaders, we have been given a choice. We can maintain the status quo, or we can rise to the challenge of implementing better ideas and improving our practice. Today we have new analyses, a wealth of information on what works (and what does not), and many new interventions to help individuals and families experiencing homelessness. We have both the capacity and the obligation to build stronger, more effective programs for the vulnerable people who are relying on us to do so.
Our agency, UMOM New Day Centers, chose to fully embrace the paradigm shifts introduced by HUD and USICH. We did so because we were inspired to think differently, act more strategically, and work smarter. With children living on the streets, we could not justify continuing with “business as usual.” We embraced the combination of HEARTH, significant community needs, and the economic crisis as an opportunity to redesign and realign our service delivery system. Three key questions helped us remain intentional and focused.
Nearing the end of my second month in Washington as a part of the USICH team, I am struck by the difference between what I expected to find and what I have found in this city and in this role. My new job at USICH is focused on our work ending homelessness among Veterans, implementing the new framework for ending youth homelessness, and convening the Council itself.
I came to USICH after serving as the point person for housing and homelessness programs at a county human services agency in the Twin Cities metro area. My time at Dakota County provided ample lessons about the practical realities of reaching people experiencing homelessness with the right intervention at the right time; the need to harmonize efforts across programs and organizations; having service capacity responsive to a wide spectrum of needs; and the importance of testing and refining policy based on a hard-nosed, ground-level assessment of its application. It was a privilege in my last job to develop and refine policy and programs by engaging our customers—people experiencing homelessness and staying in shelters, transitional housing and supportive housing—in shaping changes, and working with many talented and passionate professionals in the process as well. The opportunity to implement new policies designed to speed exits from shelters and, the next month, talk with shelter residents about the impact of those policies was a powerful and often humbling experience.