Transcript Ending Chronic Homelessness in Utah

Ending Chronic
Homelessness in Utah
Jonathan Hardy and Jayme Day
Utah State Division of Housing and Community
Development
COSCDA
March 2012
State of Utah’s Ten Year
Plan
House Joint Resolution 9 of 2004
General Session to support efforts to
end chronic homelessness
 State Homeless Coordinating
Committee adopts Ten Year Plan to
End Chronic Homelessness by 2015
 As part of plan, Utah embraces
“Housing First” approach.

Housing First Approach

Three Main Objectives of Housing
First in Utah
1.
2.
3.
Create cost effective solutions for serving
chronically homeless ($8,000 net savings
per capita annually)
Create Shelter Capacity through placing
CH in Permanent Supportive Housing (2.4
Short Term for every CH placed)
Create positive life changes for those
placed in PSH (Increase in Quality of Life
Indicators)
How the implementation is structured
Utah Housing
Corporation
(LIHTC)
Dept of Human
Service (Medicaid)
State Homeless
Coordinating
Committee
Dept. of Workforce
Services (SSI/SSDI)
Other Capital
Funders
Housing and
Community
Development
PSH
Construction
Capital
Olene Walker
Housing Loan
Fund
(HOME)
State Community
Services Office
(State Funds,
ESG)
Property
Mgmt
Case
Mgmt &
Support
Supportive
Services
Funding
Project Development
Timeline
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Pathways Scattered Site (17 Units) – August 2005
Sunrise Metro (100 Units) – January 2007
Pathways Expansion I (18 Units) – July 2007
Grace Mary Manor (84 Units) – February 2008
Palmer Court (201 Units) – June 2009
Newhouse/Avalon Apartments (51 Units) – November
2009
Kelly Benson Apartments (55 Units) – June 2010
Pathways Expansion II (30 Units) – May 2011
Utah Point-in-Time Counts: Annualized Chronically Homeless Population
2005 - 2011
2,000
18%
17.90%
1,800
1,600
15%
14.32%
12.78%
1,400
12%
1,200
10.23%
1,000
9.02%
9%
800
6%
600
5.19%
4.18%
400
3%
200
1,932
1,914
1,530
1,470
1,400
812
601
0
0%
2005
2006
2007
2008
# Chronically Homeless Persons
2009
2010
% of Total Homeless Population
2011
Capital Project Example
Newhouse Hotel/Avalon House Project (51 Units)
Funding Partners Amount
 Low Income Housing Tax Credits $3,535,103
 Federal Historic Tax Credits $1,083,477
 Olene Walker Housing Loan Fund (HOME Program) $ 540,000
 HUD McKinney Vento Supportive Housing Program $ 307,235
 Deferred Developer Fee $ 231,485
 Community Development Block Grant $ 200,000
 State Historical Tax Credit Proceeds $ 116,767
 Pamela Atkinson Homeless Trust Fund $ 65,000
 Rocky Mountain Power Rebates $ 55,726
 Owner Equity $ 6,115
 Total Project $6,140,908
Future Directions

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Focus efforts in most populated county (Salt Lake
County) – 70% of chronically homeless persons
are in SLCo
PSH Units in SLCo 1,202; 489 are designated for
chronically homeless persons; 105 of which are
Scattered-site (or 21%)
Emphasis on development of scattered-site units
for community integration, availability of choices
and scalability
Created Plan for SLCo for 2012 - 2014
Have staff person (PTE) dedicated to coordinating
these efforts
Determining Ongoing Need
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Need (number of chronically homeless persons not in housing)
 Sheltered Point-In-Time Count (n=215)
 Unsheltered (n=40)
 Total = 255
 At risk = 269 (those with disabling condition and are homeless
but not yet long-term)
Existing PSH Capacity
 Underutilization when calculating unmet need (25 available units
on PIT night)
 Rate of exits from PSH (est. 17.6% or 86 units annually); number
of positive exits is less due to transfers to other PSH
Unmet Need
 For a single night: Total 255 not housed - 25 units available
 Total of 230 units needed immediately to end chronic
homelessness
Housing Targets

Existing Resources

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38 persons potentially veterans (seek VA support)
48 units of TH/SH could be converted to PSH
New Resources


HPRP/ESG for rapid re-housing of chronically
homeless persons initially, followed by other subsidies
if necessary
Continuum of Care (SHP, SPC)
• Have applied for 88 additional SHP units


TBRA
SROs for those with income and less of a desire to
participate in services
Maximizing Resources

Homeless Housing Set Asides
 Tax credit developers have committed to set aside
5% of their units for homeless persons at lower
than FMR (estimated 417 units)
 Use proactive process to identify chronically
homeless persons for units with supportive
services
 This process would allow us to stretch 88 SHP
units to 120+ if using these homeless set aside
units
Maximizing Resources

Centralized Tenant Selection Process
 Funded Housing locator/Tenant selection
administrator
 Use all PSH and Set Aside Units as single
inventory
 Centralized tenant selection process
• Identify chronically homeless persons across county
(sheltered and unsheltered)
• Collect information on need using vulnerability index
• Estimate community services utilized (shelter nights,
emergency services)
• Committee meets regularly to update list and
prioritization
Supportive Services
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Case Management (CM) for PSH
 HESG for initial CM and housing location services
 State Trust Fund (~1 million annually or 55% of total
revenue)
 Caseload is ~25 per CM (push to lower by accessing other
existing community resources)
Medicaid coverage (about 50% should qualify with mental
illness)
3 year SAMSHA grant supports 80 persons
Employment Pilot
Coordination of Assertive Community Treatment (ACT) teams
Other Considerations: transportation, outreach, discharge
planning, those unofficial chronically homeless in transitional
housing, need benefits coordinator
Ongoing Quality Assurances
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Developed a PSH community-based protocol in 2009 with
agreed upon best practices
Monitor projects annually based on this protocol and
adapted tool developed by SAMSHA for supportive housing
Key Components
 Emphasis on housing retention, with congregate sites
still need to be evictions if safety or welfare of tenants or
staff are threatened
 Emphasis on tenant choice
 Clear delineation between case management and
property management
 Questioning whether we need to begin more clearly
separating CM from Clinical Services
Contact Information
Jonathan Hardy
[email protected]
801-526-9456
Jayme Day
[email protected]
801-526-9373
Thanks!!