Mountainland Continuum of Care

10-Year Plan to End Chronic Homelessness

PREPARED AND ADOPTED BY:

THE MOUNTAINLAND CONTINUUM OF CARE AND

MOUNTAINLAND ASSOCIATION OF GOVERNMENTS

May 2006

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Table of Contents

Introduction........................................................1 Definitions............................................................. 2 Overview of the 10-Year Plan................................ 3 Administration of the Plan..................................... 4 Vision Statement ................................................... 4 Organization.......................................................... 5 Homelessness in the Mountainland Region....7 Inventory of Existing Facilities .............................. 9 Gaps Analysis...................................................... 10 Reasons for Homelessness................................... 10 Objectives, Strategies and Action Steps.........12 Plan Objectives.................................................... 12 Strategies............................................................. 13 Implementation................................................17 Goals for Chronic Homelessness ......................... 17 Conclusion .......................................................... 19 Appendix A ......................................................21 Glossary ............................................................27

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Introduction Despite two decades of federal support, statewide planning and local initiatives, the number of individuals and families who are homeless continues to rise, both nationally and in the State of Utah. According to the U.S. Interagency Council on Homelessness, an estimated 700,000 to 800,000 adults and children in the United States are homeless on any given night, with between 2.5 and 3.5 million adults and children experiencing homelessness over the course of a year .1 In the State of Utah, data collected through the statewide point-in-time (PIT) count in January 20052 found that:

A total of 2,255 sheltered homeless people were counted, including 1,234 single adults, 1,017 individual members of sheltered families, and 4 unaccompanied youth.

28 percent (339) of individuals’ homelessness was most affected by

substance abuse, 16 percent (197) by mental illness, 13 percent (168) were veterans, and 9.5 percent (117) were victims of domestic violence.

There were a total of 483 unsheltered homeless individuals identified, 80

percent (387) were unaccompanied individuals and 20 percent (96) were individuals in families.

40 percent (194) of unsheltered homeless unaccompanied individuals were

found in Salt Lake County, 36 percent (140) were found in the Mountainland region, and 14 percent (53) were found in the Balance of State.

In the Mountainland region, where the homeless population often goes unseen, the statistics also showed an increase in the number of homeless and chronically homeless individuals and families. A review of survey data show that there were:

51 sheltered unaccompanied individuals, including 22 individuals identified as chronically homeless.

16 sheltered families, including 15 sheltered parents – 13 of which were

single parent females, and 38 sheltered children in families. The study also identified a total unmet need on a waiting list in the Mountainland region of 443 individuals and 662 families, including 1,811 individuals in families, and an additional 116 individuals who were turned away from receiving service. 1 Homelessness: Programs and the People They Serve. Findings of the National Survey of Homeless Assistance Providers and Clients. Highlights. Interagency Council on Homeless, December 1999. 2 Utah Point in Time Count of Sheltered and Unsheltered Homeless Individuals on January 26, 2005, Utah Issues, March 2005.

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In 2002 President Bush established a national goal to end chronic homelessness, and revitalized the United States Interagency Council on Homelessness (ICH), a federal organization designated to coordinate and implement various activities to assist homeless families and individuals. Under the leadership of the ICH, a national consensus has emerged that all levels of government must focus on improving efforts to provide permanent housing for chronically homeless individuals and families. States and communities were encouraged to develop 10-year plans to end chronic homelessness, and to date, more than 200 have done so. Federal programs that provide funding to address homelessness, such as the Department of Housing and Urban Development (HUD), are working to integrate the Continuum of Care, 10-Year Plans and other planning processes that target homelessness into their eligibility and funding criteria. The State of Utah joined this effort by reorganizing the Homeless Coordinating Committee for Utah (HCC) in 2004, and developing a 10-Year Plan to End Chronic Homelessness. The role of the HCC is to develop statewide policies and to work with the legislature in recommending funding alternatives to address chronic homelessness. The state plan also calls for local governments or associations of local governments in the state to develop local plans to end chronic homelessness. This plan for the Mountainland region is developed to meet federal funding guidelines, to support the state’s initiative, and to bring local focus to the issues of homelessness. In reviewing the success of community efforts in effectively implementing plans to address chronic homelessness, The National Alliance to End Homelessness states:

“The strategies with the most momentum are those that have been built with support and input from a broad range of partners – public, private and nonprofit. They have the endorsement of top city officials and entail the commitments of all relevant resources and partners. Through such coordination and planning, these cities are changing homelessness from a permanent fixture embedded in the current economic and social climate to a finite and solvable problem that can be ended in ten years.3”

This statement encapsulates the goals of this Plan to End Chronic Homelessness for the Mountainland Region – development of effective partnerships, comprehensive planning and identification of resources necessary to end chronic homelessness. Definitions To be homeless is to be without a permanent place to live that is fit for human habitation. Beyond this straightforward definition, the Department of Housing and Urban Development (HUD) has defined chronic and other homelessness as follows:

• Temporary – Those that stay in the system for brief periods and do not return. This group consists of about 80% of the homeless population and, based on national research, consume about 32% of the resources devoted to support the homeless.

3 Toolkit for Ending Homelessness, The National Alliance to End Homelessness.

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• Episodic – Those that move in and out of the system on a fairly regular basis

over time. This group consists of about 10% of the homeless population and consumes about 18% of the resources devoted to support the homeless.

• Chronic – An unaccompanied individual with a disabling condition who has

been homeless for a year or more, or has experienced at least four episodes of homelessness within three years. This group represents about 10% of the homeless population, but consumes approximately 50% of the resources available to support the homeless. Research has determined about one third of the chronic homeless are veterans.4

In addition to those defined as homeless by HUD, there are also those recognized as essentially homeless that are “doubling up” by sleeping on couches of family, friends, or strangers. This group can include families or individuals who have no permanent housing of their own. Although this population is not the focus of this ten-year plan, they represent an additional group that should be recognized to determine solutions to their housing needs as well. An overview of other common terms and practices that are often used in the housing and service delivery system for homeless individuals and families is included with this document in the Glossary.

Overview of the 10-Year Plan As indicated by the title, this plan is intended to focus on ending long-term chronic homelessness, without increasing other types of homelessness. Because chronic homeless individuals typically have complex service needs and remain homeless for extended periods of time, a disproportionate share of scarce emergency resources like shelter, medical care and psychiatric services are expended on this population. Therefore, any reduction in the chronically homeless population will result in additional funding available to serve other homeless segments. With this in mind, the scope of the plan is not limited to ending chronic homelessness. As the plan is implemented over the next decade, the recommendations outlined in the plan will also result in a significant reduction of all types of homelessness, including families, youth and single adults who experience episodic homelessness. This plan identifies goals, strategies and outcomes that will end chronic homelessness and reduce all types of homelessness over the next decade by investing our resources in a coordinated, sustained effort that addresses the underlying causes of homelessness. This effort seeks to:

• Increase the number of homeless people placed into permanent housing; • Decrease the length and disruption of homeless episodes; and • Provide community-based services and supports that prevent homelessness before

it happens and diminish opportunities for homelessness to recur. 4 Department of Veterans Affairs Fact Sheet, January 2003

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Homelessness is a regional issue. Although homeless systems of care are primarily located in central or major metropolitan areas, these networks serve homeless people from the outlying areas. Solutions must be coordinated across jurisdictional boundaries through a coordinated and thoughtful approach to meet the needs of the homeless population throughout the region. This plan has been developed to meet the needs of the Mountainland region, while also complementing the State of Utah homelessness planning efforts as well as those of other Continuums and regions. Administration of the Plan As the primary organization in the Mountainland region involved in coordinating services for the homeless, the Mountainland Continuum of Care is a cooperative organization of service providers, governmental agencies, and other interested parties. The Committee collaborates in identifying the needs of homeless individuals, works to determine appropriate programs and services necessary to meet those needs, with the desired outcome of moving homeless individuals and families to a state of self-sufficiency. The combined range services and programs that can be accessed becomes a type of “safety net,” stopping those who are homeless from falling through the cracks of society and supporting them as they work toward securing adequate permanent housing, whether that be in the form of home ownership or rental. The Continuum organization has identified a Taskforce on Ending Chronic Homelessness. The Taskforce includes key service providers as well as representatives of local governments. In conjunction with the Continuum, the Taskforce has developed this plan. Approval of the plan will be by both the Continuum of Care and through the Mountainland Association of Governments Executive Council, a board comprised of all elected officials of cities and towns throughout the Summit, Utah and Wasatch County areas, as well as three elected officials from Summit and Wasatch Counties. Ongoing oversight and updates to the plan will be the primary responsibility of the Continuum as part of their ongoing oversight of homelessness issues in the region, and in coordination with federal funding requirements. The Continuum will also be working to increase its outreach program to increase awareness and gain support of the public and elected officials at the local and state level for programs and funding to address homelessness. A list of the current membership of the Mountainland Continuum of Care is included with this plan as Appendix A. Vision Statement The vision statement of the Mountainland Continuum of Care in addressing chronic homelessness and all homelessness in the region is as follows:

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The Mountainland Region’s vision is to end homelessness by providing decent, safe and affordable housing and effective support services to homeless, chronic homeless and near homeless families and individuals including --- initial stabilization, transitional housing, permanent housing, access to mainstream resources and independence from governmental assistance. This vision emphasizes the complete cooperation, coordination and spirit of partnership of all housing organizations, faith-based organizations, service agencies as well as the private and public sector to efficiently utilize limited resources and to implement effective programs.

Organization The following organization chart shows the responsibility of entities involved in the Continuum of Care process:

Bill Hulterstrom, Chairman United Way

Balance of State C of C Committee

CP Planning Group

Staff Support— United Way

FULL MEMBERSHIP

Mountainland Association of Governments

(Mayors & County Council/Commissioners of Summit, Utah, Wasatch County Region)

Chronic Homeless Taskforce

Sub-Committees Training and Technical Assistance

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Within this organization the Mountainland Region Continuum of Care has organized a series of Subcommittees and Task Forces to focus on the following specific areas:

• Housing Task Force – To address shelter costs issues, outreach, resources and cooperation between providers.

• Ending Chronic Homelessness Task Force – To insure the further development, adoption

and implementation of the Ten Year Ending Chronic Homelessness plan, and to insure collaboration with the Policy Academy and the State Homeless Coordinating Committee.

• Mainstream Resources Subcommittee – To address changes to eligibility in mainstream

assistance programs (TANF, food stamps, SSA, WIA, GA, Medicaid, etc.), provide training for homeless and housing service providers, remain up to date on computer-based systems, discussion issues and barriers, and to recommend mainstream resources policy changes to the State Homeless Coordinating Committee.

• Discharge Planning Subcommittee – To develop an action plan and objectives as identified

at a recent Discharge Planning Summit held in the fall of 2004.

• HOME Subcommittee – Reviews program goals and supports development of projects.

• Rating Subcommittee – Reviews and scores the project proposals submitted by local entities using the criteria established by the Continuum of Care Committee.

• Training and Technical Assistance – Provo City and Community Action Services

coordinates training and technical assistance in the SuperNOFA processes for potential applicants.

These subcommittees gather information, study issues, make recommendations and provide reports directly to the greater Continuum of Care organization. Membership within each subcommittee is made up of those agencies with specific interest in each focus area, as well as other interested organizations to provide a broader perspective.

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Homelessness in the Mountainland Region The data necessary to develop this plan must include an evaluation of where we are at -- what are our numbers of homeless, what resources do we currently have and where are the deficiencies in the services available. As part of the Continuum of Care planning process, this type of evaluation is done annually and is supplemented by the point-in-time count, also conducted annually. Both of these activities are defined by HUD. The most recent point-in-time count was conducted in January 2006. However, much of the detailed data from that count is not yet available. Therefore, the information provided below relies on the data compiled from the statewide count conducted on January 26, 2005. This count included both sheltered and unsheltered persons. The sheltered count was conducted through a survey process coordinated by shelter providers, and the street count of unsheltered persons included people who are living on the street, in parks, viaducts, in cars, etc. As noted previously, individuals who have moved in with family or friends, known as “doubling up,” are not identified in this process. This segment of the homeless population is projected to substantially increase the total numbers of homeless in the area, especially in the rural areas of the region where there are either very limited formal support systems or none at all. In addition, the point-in-time count does not capture those who experience short-term episodes of homelessness. The following information summarizes the results of the January 2005 point-in-time count, including region totals, and broken down by data for Utah County and Summit County. The data is divided into two charts, one representing those who were sheltered at the time of the survey, and those who were not sheltered. Utah and Summit Counties are represented here because the providers reporting data for the point in time count are located within these two counties. Sheltered Individuals, Families and Children in the Mountainland Region

Mountainland Region Summit County Utah County

Sheltered Unaccompanied Individuals 51 6 45 Sheltered Chronically Homeless 22 0 22 Sheltered Families 16 4 12 Sheltered Parents 15 4 11 Sheltered Individuals in a Couple 4 0 4 Sheltered Children in Families 38 9 29 Sheltered Unaccompanied Children 0 0 0

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The following statistics provide additional information on the homeless sheltered population in the Mountainland Region:

• A total of 108 of the homeless population were sheltered in the Mountainland region. • 20.37% of the sheltered population meets the definition of Chronically Homeless. • Of the sheltered unaccompanied individuals, 31 were male (60.78%), 20 were female

(30.29%). • All single-parent families (13) were headed by a female. • Children represent 35% of the sheltered homeless population in the Mountainland region. • Of the 22 defined as chronically homeless, 3 had a diagnosable mental illness, 17 had

diagnosable substance abuse disorders, and 2 had developmental disabilities. This number is up from 15 chronically homeless identified in the 2004 count.

The table below identifies unmet needs in the Mountainland Region at the time of the point-in-time survey. This information demonstrates that additional services are needed in the region. In addition, by comparing the differences between counts in Summit County and Utah County, the information confirms the assumption that the homeless population may gravitate to the more urban areas where services may be more accessible.

Unmet Needs in Mountainland Region

Mountainland Region Summit County Utah County

Individuals Families Individuals In Families Individuals Families Individuals

In Families Individuals Families Individuals In Families

Waiting List 202 662 1811 0 2 6 202 660 1805 Turned Away 116 0 0 0 0 0 116 0 0

The total number of 116 individuals who were turned away from receiving services in the Mountainland Region on the night of the point-in-time count represents a significant jump in the numbers of individuals who could not be served over previous surveys. This increase was recorded primarily at the Food and Care Coalition in Provo, a service provider serving the needs of homeless individuals. This organization reported that the increase largely represents single men who were turned away from receiving services. Unfortunately, the point-in-time survey itself was not able to capture detailed demographic information about this population. Combined, the two charts above result in 224 persons identified as homeless in the Mountainland Region at the point-in-time survey. National organizations calculate that the number of homeless determined through a point-in-time survey can be multiplied by a factor to more closely identify the true picture of homelessness. Using a factor of 2 (based on the experience of local homeless providers), the number of homeless in the region on an annual basis is projected to be approximately 216 sheltered, and 232 unsheltered individuals, or a total of 464 homeless individuals in the Mountainland Region annually.

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Inventory of Existing Facilities As part of the Continuum of Care narrative prepared annually, an inventory of existing facilities is organized. This listing identifies emergency shelter, transitional housing and permanent supportive housing units in the region as follows: Housing Inventory – Mountainland Region

EMERGENCY SHELTER Provider Name Facility Name Family Units Family Beds Individual

Beds CURRENT INVENTORY Women & Children in Crisis CWCIC Shelter 7 27 2 Food & Care Coalition FCC Shelter 0 0 12 Wasatch Mental Health WMH Shelter 5 15 8 Community Action Services CAS Shelter 7 28 0 LDS Church LDS Shelter 7 28 7 Peace House Shelter 2 7 8 Wasatch Mental Health Vantage Youth 0 0 9 SUBTOTAL 28 105 46 TRANSITIONAL HOUSING

Provider Name Facility Name Family Units Family Beds Individual Beds

CURRENT INVENTORY Housing Auth of Utah County Willow Cove 8 24 0 CWCIC 4-plex 4 16 0 CWCIC Duplex 2 6 0 Alpine House Alpine House 0 0 17 Scenicview Scenicview 0 0 16 Provo City Housing Authority Family Homes 6 22 0 Mountainland Community Housing Trust

Transitional Housing 5 18 0

SUBTOTAL 25 86 33 PERMANENT SUPPORTIVE HOUSING

Provider Name Facility Name Family Units Family Beds Individual Beds

CURRENT INVENTORY Housing Auth of Utah County Yarrow 0 0 17 Housing Auth of Utah County S+C 9 30 21 Provo City Housing Authority S+C 0 0 18 Provo City Housing Authority S+C 7 21 0 Provo City Housing Authority Westgate 8 24 0 Wasatch Mental Health IRT 0 0 26 Wasatch Mental Health Payson 0 0 28 Provo City Housing Authority Mapleview 0 0 24 Provo City Housing Authority Duplex 0 0 4 Provo City Housing Authority Sunset 0 0 4 Provo City Housing Authority Sunrise 0 0 11 Provo City Housing Authority Hope for Homeless 13 21 0 SUBTOTAL 37 96 153 TOTAL UNITS 90 287 232

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Of these units, the region identifies 34 permanent beds that are specifically available to house the chronically homeless. Gaps Analysis The Mountainland Continuum of Care also completes a housing gaps analysis annually. Development of this information is based a comparison of the current and under-development housing inventory and the numbers of homeless gathered through the point-in-time survey. This process begins with review of the Homeless Study completed in August 2001 through the Continuum, including a 10-year projection of unmet needs. Using this information as a baseline, updates are made to the projections based on the point-in-time survey and the unsheltered count. Each category is reviewed and discussed separately, comparing last year’s sheltered and unsheltered numbers, housing inventory and the prior year’s gaps analysis to determine the unmet need for the current year. The original housing study, unsheltered counts and personal interviews with service providers are the most beneficial approach in determining unmet needs identified below. The number of unmet need is then reviewed by the Continuum and approved by consensus. The results of this process are identified below: Housing Gaps Analysis Chart

Current Inventory Under Development Unmet Need/Gap

Individuals

Emergency Shelter 42 0 77Transitional Housing 37 0 146Permanent supportive Housing 174 0 55Beds

TOTAL 253 0 278

Persons in Families With Children Emergency Shelter 105 0 545Transitional Housing 62 0 75Permanent supportive Housing 54 0 48Beds

TOTAL 221 0 668 Reasons for Homelessness It is difficult to address homelessness without an understanding of the contributing factors that lead to the situation. Homelessness is generally the result of a combination of complex structural issues and individual risk factors that are unique to each individual and family. Solutions must address both types of contributing factors.

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Structural Factors -- Conditions beyond an individual or family’s direct control that act to create and/or perpetuate homelessness include:

• Poverty • Lack of affordable housing; • Difficulty in accessing mental health and substance abuse treatment; • Low-wage jobs that do not pay enough for a worker, working 40 hours a week, to

afford housing; • Limited or non-existent transportation to access better-paying jobs; and • Limited educational opportunities that leave many unprepared for the job market.

Individual Risk Factors -- Conditions or characteristics that make it difficult for an individual to function well enough to meet his or her housing needs or meet the housing needs of children in their care, and often lead to homelessness include:

• Substance abuse/addiction; • Severe and persistent mental illness and mental disorders, such as posttraumatic

stress disorder, that impair an individual’s ability to function well enough to work and/or remain appropriately housed without supportive services;

• Histories of abuse as children and/or as adults, including domestic violence; • Broken homes or dysfunctional family situations; • Serious health condition; • Learning disabilities; • Developmental or physical disabilities; • Low educational levels; • Poor financial management and resultant bankruptcy/credit issues; • Poor job skills; • Difficulty in accessing and retaining housing and/or employment; • Limited ability to manage life issues; • Criminal history; • History of dependence on public assistance.

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Objectives, Strategies and Action Steps

“Everyone has the right to a standard of living adequate for the health and well-being of themselves and their family, including food, clothing, housing,

medical care and necessary social services.” Universal Declaration of Human Rights, United Nations

Plan Objectives In preparing this Ten Year Plan to End Homelessness, six priority areas have been identified for the Mountainland Region. These goals have been organized to address both structural and individual risk factors.

• Prevention – Identify and address issues that cause individuals and families to become homeless, and develop methods of intervention to prevent such homelessness from occurring.

• Housing Opportunities – Expand the availability of interim housing and

permanent housing, allowing transition to a “Housing First” approach, and increasing the supply of permanent affordable housing.

• Supportive Services – Provision of supportive services that will assist homeless

individuals to ultimately become self-sufficient.

• Job Training and Employment – Creation of education, job training and competitive employment opportunities specific to the needs of individuals who are homeless, recently homeless or at risk of homelessness, including those with mental illnesses and/ or substance abuse disorders.

• Outreach Activities – Expand and coordinate outreach efforts to develop public

awareness of homeless issues and to engage or re-engage people who are homeless.

• Increase Funding Resources – Maintain existing funding resources and secure

additional sources of funding to support initiatives identified by the Regional Continuum of Care.

While these goals are listed as separate objectives, they are very interdependent. Prevention relies on community awareness of resources available and is the first step in preventing homelessness. For chronically homeless individuals and many homeless, supportive services are critical in maintaining any successful permanent housing situation. Employment is critical in creating independence, in reducing the need for supportive permanent housing and to create an opportunity for individuals or families to stabilize in permanent housing over the long term. Outreach is essential in developing greater understanding of the needs of homelessness that will

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lead to identifying housing alternatives, and in creating a unified approach, an environment where barriers and funding solutions can be positively identified. Strategies Several strategies have been identified to further these goals. These strategies are tied with the ongoing efforts of the Continuum to address homelessness. Prevention – Identify and address issues that cause individuals and families to become homeless, and develop methods of intervention to prevent such homelessness from occurring. The most effective way to end homelessness is to prevent it from happening in the first place. Homelessness prevention not only minimizes the disruption in people’s lives, but also saves resources. Many people become homeless because they are paying too high a percentage of their income for housing, and they lack essential life skills such as retaining employment, budgeting and problem solving skills. Effective intervention to provide assistance before existing housing is lost is much more effective than trying to replace that housing and rebuild lost confidence and security for an individual or family.

Strategies: • Continue the system for identifying people at risk of homelessness. • Build upon existing discharge planning, including jail, prison, shelter,

hospitalization, treatment and foster care. • Provide emergency rental or mortgage assistance and access to supportive

services to help at-risk households remain in stable housing. • Expand substance abuse and mental health treatment programs targeted to serve

the homeless population, and improve methods of identification and ability to require treatment.

Housing Opportunities – Expand the availability of interim housing and permanent housing, allowing transition to a “Housing First” approach, and increasing the supply of permanent affordable housing. Nationally, there is evidence that moving to a “Housing First” approach is more effective in bringing about an end to homelessness than by following the traditional tiered system. The Housing First approach is a model that is focused on securing permanent housing as quickly as possible for individuals and families after they have become homeless, coupled with intensive supportive and treatment services. In contrast, the more traditional housing model requires homeless persons to successfully complete different “stages” of housing (such as emergency housing and transitional housing) in order to demonstrate housing “readiness”. In the traditional housing model, completion of each housing stage requires physical movement to new housing, causing disruption with each move. Implementing the “Housing First” strategy will cause a shift in the types of housing units needed, while continuing to emphasize the need for greater access to permanent affordable housing.

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Strategies: • Acquire, build, and/or rehab transitional and permanent supportive housing units. • Maintain and develop new S+C projects. • Support the development of permanent housing projects targeted to homeless

populations, including appropriate case management services. • Increase the supply of permanent affordable housing.

Supportive Services – Provision of supportive services that will assist homeless individuals to ultimately become self-sufficient. Supportive services are key to keeping many formerly homeless persons or families in housing. These supports include: affordable healthcare with mental health and substance abuse services; livable wage employment and/or other income supports; and for families, childcare. Supportive services can also include active and integrated case management. Ideally, a wraparound services approach means that case managers across agencies work together to develop one plan of action for each client, with each agency contributing, according to its strengths and resources, to support the individual or family in achieving housing stability and long-term self-sufficiency, with or without the client’s active cooperation. Service intensity is determined upon client need, meaning that initially an agency provides daily or weekly contacts, which may shift to monthly or on-call assistance for an extended period of time. For some, supportive services will always remain an integral part of the residential environment. For others, this support will be transitional, sufficient to ensure that employment and community-based resources, such as health care, schools, social services, civic organizations, and communities of faith are secured. Strategies:

• Identify and remove barriers to accessing services and support systems. • Strengthen the referral system to identify individuals and families at-risk and

homeless, and to then evaluate specific needs. • Increase availability of case management, service coordinators or one-stop

assistance centers that will ensure access to a variety of social services, including counseling and health care assistance.

• Provide method of ongoing evaluation to ensure those who have been successfully transitioned continue to implement preventative measures (such as maintenance of prescription drug routines).

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Job Training and Employment – Creation of education, job training and competitive employment opportunities specific to the needs of individuals who are homeless, recently homeless or at risk of homelessness, including those with mental illnesses and/ or substance abuse disorders. In order to end homelessness, people must have sufficient income to obtain and maintain housing. Many homeless persons have disabilities that limit their ability to work. Some are capable of working part-time or at less taxing jobs while some homeless persons with disabilities are not able to work at all and must rely upon temporary assistance, Supplemental Security Income (SSI) or Social Security Disability Insurance (SSDI). Finding employment for those capable of working is sometimes a challenging task. Many homeless persons lack work experience and skills; some are not able to read and write. Some do have sufficient skills, but have been incarcerated, making employers reluctant to hire them. Even when homeless persons do have good job skills that would appeal to an employer and would allow them to make a decent salary, they face other challenges, such as lack of child care (especially for second-and third-shift jobs), lack of transportation, and lack of appropriate clothing for work in a professional work environment. Effective employment programs that serve the homeless population must overcome these barriers. Strategies:

• Provide life skills and job readiness training. • Coordinate with Department of Workforce Services to establish job training

programs that will provide opportunities for economic self-sufficiency. • Develop employment opportunities for those with disabling conditions. • Develop support systems to enable employability, such as access to

transportation. • Improve access to mainstream resources such as SSI, SSDI, TANF, Medicaid,

Medicare, food stamps, CHIP, etc.

Outreach Activities – Expand and coordinate outreach efforts to develop public awareness of homeless issues and to engage or re-engage people who are homeless. Public awareness and involvement is essential in addressing homelessness. A recent brainstorming session conducted by the Continuum designated positive outreach activities as one area that needed greater emphasis. A misunderstanding of homelessness results in harsh attitudes toward homeless individuals, the "Not in my back yard" syndrome, making it difficult to locate housing for homeless and chronically homeless individuals within communities, land use policy and zoning restrictions that create additional obstacles, and other negative impacts. A coordinated approach that involves all partners, service providers, government, faith-based organizations, employers and the community-at-large will be needed to realize an end to homelessness.

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A key element to identification and reduction of homelessness is full implementation of the Homeless Management Information System (HMIS). HMIS provides a means to collect and analyze data on homeless individuals and families who use homeless service systems. This information will provide a consistent means to identify service needs, barriers to accessing services and program-, region- and system-wide results. All agencies in the Mountainland region who receive HUD Homeless Funding through the Continuum process participate in HMIS, and the Continuum is working with all homeless and housing providers to encourage their participation in HMIS over the next 2 years. Strategies:

• Increase awareness of homelessness issues and funding needs with local elected officials, legislators and public-at-large.

• Increase collaboration with non-profit, governmental, for-profit and faith-based agencies.

• Coordinate with other Continuums and with the State of Utah Homeless Coordinating Council to enhance policy advocacy.

• Participation in HMIS and expand capacity for data collection and analysis.

Increase Funding Resources – Maintain existing funding resources and secure additional sources of funding to support initiatives identified by the Regional Continuum of Care. Because homeless people have no regular place to stay, they use a variety of public systems in an inefficient and costly way. People who are homeless are more likely to access costly health care services by utilizing emergency rooms instead of primary care physicians. They also spend more time in jail or prison, which is tremendously expensive. Homelessness both causes and results from serious health care issues, usually including addictive disorders. Part of this initiative is the benefits realized in redirecting these lost resources through a comprehensive approach to end homelessness. At the same time, funds are needed to support the programs needed to end homelessness. Development of permanent housing and continued supportive services such as substance abuse treatment, mental health services, development of job training programs, and case management are costly. Some of these costs can be covered through the redirection of resources identified above and through enhanced access to mainstream resources for individuals and clients. The combined impact of public and private resources can have a significant effect on the region’s ability to end homelessness. Strategies:

• Maintain eligibility and access to existing resources. • Identify additional resources at the state and federal level. • Develop public/private partnerships. • Identify local funding opportunities.

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Implementation Goals for Chronic Homelessness The Mountainland Continuum of Care has established several specific goals to meet the objectives outlined in this plan. These goals work to implement the various strategies identified in ending chronic homelessness in the region. These goals have been developed in support of the Continuum process and with the input and consensus of service providers. For each goal, several action steps are identified along with target dates for completion. These goals are being implemented and some action steps have been completed. This plan, and implementation of goals, strategies and objectives will be reviewed by the Continuum on an annual basis. Some goals are ongoing, representing the renewal activities required under the annual federal funding cycle.

Goal Action Steps Target Dates General Goal: Provide housing and support services to chronic homeless persons, move them into permanent housing. Goal 1. Renew Shelter Plus Care (S+C) projects currently in place for homeless mentally ill. Lead – Provo City Housing Authority

a. Maintain partnership between Utah County Housing Authority and Wasatch Mental Health for 22 Units.

b. Maintain partnership between PCHA and Wasatch Mental Health for 18 unit project.

c. Prepare and submit renewal applications to Continuum.

Renew S+C funding during annual funding cycle.

Goal 2. Continue new S+C project to provide housing & support services for chronic homeless funded in 2005. Lead – Housing Authority of Utah County

a. Continue partnership between Wasatch Mental Health and Utah County Substance Abuse to provide support services.

b. Bring project online and continue operations.

a. Project funded in 2005. Renew annually.

b. Summer 2006

Goal 3. Build 4 or 6-plex in Heber as Permanent Supportive Housing project to house 8-12 homeless mentally ill. Lead – Heber Valley Counseling

a. Acquire property. b. Have property annexed into the City. c. Develop project plan. d. Acquire funding. e. Implement Program.

Has land, project target for completion by December 2006.

Goal 4. Build 44 unit transitional housing complex in Provo for the homeless. 40% of occupants will be chronic homeless. Determine best design and approach to support Housing First concept. Lead – Food and Care Coalition

a. Acquire funding. b. Acquire property. c. Build structure. d. Acquire funding.

a. Has funding. b. Land is under contract. c. March 2007 d. June 2007

Goal 5: Fully utilize Olene Walker Housing Trust Fund through State of Utah to fund housing for chronically homeless, increase levels of funding. Lead – Utah Issues Advocacy Program

a. Educate legislators and community. b. Recruit bill sponsor. c. File legislation. d. Encourage passing of bill.

Continuing activity in Utah State legislative session, January/February 2006.

Goal6. Establish local city housing trust fund to use to build housing for homeless. Lead – Community Action Agency

a. Prepare report on existing Housing Trust Fund in Wasatch County.

b. Educate city officials in Utah County about the need and potential funding sources.

c. Propose city trust fund(s). d. Encourage passage of local city ordinances to

support trust fund concept.

a. Completed March 2005 b. June – September 2006 c. August – December 2006 d. August – December 2006

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Goal Action Steps Target Dates Goal 7. Hold Chronic Homeless Task Force meetings to develop further goals to end Chronic Homelessness; work with Utah Homeless Coordinating Committee to further goals on state level. Partner with Provo City and Orem City and MAG to develop and implement additional goals. Lead – Mountainland Association of Governments

a. Hold minimum of 4 meetings annually (membership includes elected official representation)

b. Recruit BYU to complete needed research. c. Study existing research and models in other areas

of the country. d. Send representative to Utah Homeless

Coordinating Committee Meetings. e. Finalize local Ten-Year Plan to End Chronic

Homelessness (in concert with State plan) f. Present plan to city and AOG public officials for

approval. g. Continuously adapt plan to reflect changing

needs and goals.

a. Ongoing b. Completed Fall 2003 c. Completed March 2005 d. Initiated 11/04 e. June 1, 2006 f. January – June 2006 g. Ongoing

Goal 8. Continue to hold Discharge Planning Subcommittee meetings; partner with statewide effort (Utah Homeless Coordinating Committee, Utah Issues and two other Continua in Utah) Lead – Intermountain Health Care

a. Recruit BYU to complete further research needed.

b. Study existing information on discharge planning. c. Carry through on action plan developed in

Discharge Planning Summit. d. Review all existing discharge policies. e. Develop and get MOU’s signed between service

providers, COC and institutions f. Identify policy changes needed and report to

State Homeless Committee.

a. September 2004 b. May – November 2004 c. Summer – Fall 2004 d. November 2004 e. May 2005 f. July – September 2005

Goal 9. Increase outreach and support services to chronic homeless by acquiring additional funding. Lead – Food and Care Coalition; Wasatch Mental Health

a. Identify ten (10) additional funding sources. b. Write ten (10) applications for funding. c. Acquire funding from three sources. d. Utilize funds to expand services.

a. December 2004 b. June 2005 c. October 2005 d. December 2005

Goal 10: Train homeless service providers quarterly regarding access to mainstream resources. Lead – Department of Workforce Services

a. Recruit agencies to do the training. b. Schedule and invite service providers. c. Train for changes, easier methods for access.

a. September 2004 b. June 2005, September 2005,

January 2006, March 2006 c. Quarterly as above.

Goal 11. Assess and address client pathway barriers and issues for chronic homeless in accessing mainstream resources. Lead – Department of Workforce Services

a. Do a review and report on client pathways in SSA, WIA, Medicaid, substance abuse, food stamps, and TANF regarding processes, barriers, etc.

b. Identify potential solutions to addressing the identified barriers.

c. Work on carrying out solutions locally. d. Give feedback regarding barriers to State

Homeless Coordinating Committee for them to address at their level.

a. Completed March 2005 b. Completed April 2005 c. May 2005 – December 2005 d. June 2005

Goal 12. Hold SSA training for medical practitioners & service providers. Lead – Community Action

a. Confirm date and location of training w/Denver SSA office.

b. Invite doctors, service providers, etc. c. Carry out training.

a. June 2005 b. August /September 2005 c. Date set by Denver SSA

Goal 13. Set up existing web/on-line solutions for accessing mainstream resources at service provider locations. Lead – Mainstream Resources Subcommittee

a. Identify trainers for federal First-Step, federal FS program web site, 211 web site, Utah Cares web site, DWS employment web site.

b. Find location and set date. c. Invite service providers. d. Hold training. e. Set up kiosks and/or computers at service

provider sites for use by clients.

a. Completed December 2004 b. May 2005 c. June 2005 d. June 2005 e. July – September 2005

Goal 14. Implement multi-disciplinary staffing prior to discharge to include mainstream resources, housing programs, etc. Lead – Intermountain Health Care

a. Discuss who should be on the team. b. Determine purposes of meetings. c. Set regular time-table for staffing meetings.

a. July – August 2005 b. August – September 2005 c. October 2005

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Goal Action Steps Target Dates Goal 15. Assess problems and possible solutions to the problem of chronically homeless persons acquiring needed personal identification to access mainstream resources. Lead – Mainstream Resources Subcommittee

a. Recruit BYU business group to carry out project. b. Create tools for assessing the problem and

research potential solutions. c. Present findings to Chronic Homeless Task

Force/CoC d.

a. January 2006 b. March 2006 c. May 2006 d. June 2006

Goal 16. Continue to support efforts of WHM youth project committee which is looking for resources to assist young adult homeless people (older youth) with substance abuse and mental health problems. Lead – Wasatch Mental Health

a. Draft project purposes, operations budget, etc. b. Identify potential funding sources. c. Seek funding sources. d. Prepare to provide services. e. Provide maintenance and stabilization services to

youth.

a. Spring-Summer 2004 b. Summer 2004 c. Fall 2004 d. Summer 2006 e. Fall 2006

Goal 17. Provide LCSW counseling at main chronic homeless service provider site. Lead – Food and Care Coalition

a. Recruit WMH to provide service on site. b. Set schedule for service. c. Provide services.

a. Summer 2005 b. Fall 2005 c. Beginning Fall 2005

Goal 18. Develop resource to provide expanded free dental care at FCC. Lead – Food and Care Coalition

a. Identify and recruit volunteer dentists. b. Develop processes and plans for

implementation. c. Implement program.

a. Fall 2005 b. Winter 2005 c. Winter 2005

In addition to these goals targeted toward serving the chronic homeless population, the Mountainland Continuum of Care has established goals to address homeless needs that do not meet the definition of “chronic.” These goals focus on providing more emergency shelter services, creating additional transitional housing for victims of domestic violence, identification of housing solutions for youth coming out of foster care, increasing permanent housing opportunities for students, migrant farm workers and the elderly, increasing the availability of affordable housing units, and increasing outreach and supportive services available to those who are in a temporary homeless situation. Conclusion The primary outcome of this plan is to end chronic homelessness and reduce all types of homelessness in the Mountainland Region. Successful implementation of the goals identified here will achieve the objectives of the plan and result in the following primary outcomes identified in the introduction:

• Increase the number of homeless people placed into permanent housing; • Decrease the length and disruption of homeless episodes; and • Provide community-based services and supports that prevent homelessness before

it happens and diminish opportunities for homelessness to recur. It is actions that will reduce and ultimately end homelessness, not merely development of a plan or a set of goals and objectives. This plan will only be as effective as the actions taken to implement it through the combined efforts of elected officials, service providers, faith-based and civic organizations, government agencies and concerned citizens. Only with this broad-based support and recognition does ending all forms of homelessness become an achievable goal.

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Appendix A

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