HomeMy WebLinkAboutItem B: Homeless Strategy IssueEUGENE CITY COUNCIL
AGENDA ITEM SUMMARY
Work Session: City Council Priority Issue - Develop a Strategy to
Help the Homeless in Eugene
Meeting Date: July 13, 2005 Agenda Item Number: B
Department: Library Recreation and Cultural Services Staff Contact: Angel Jones
www. eugene-or, gov Contact Telephone Number: 682-6065
ISSUE STATEMENT
The purpose of this work session is to review the proposed action plan for the City Council priority
issue: "Develop a strategy to help the homeless in Eugene." The City Council is asked to approve or
modify the proposed action plan.
BACKGROUND
In February, the Mayor and City Council met to develop strategic priorities for the community. Out of
that session emerged eight priority issues, one of which was to develop a strategy to help the homeless
in Eugene.
Over the years, many attempts to help homeless community members in Eugene have been implemented
with varying levels of effectiveness. Some were as simple as modifying zoning ordinances or City
codes, while others required significant political will, resources and staff time. The initiatives still in
effect are contained in our action plan, which is included as Attachment A; a comprehensive list of
initiatives, both ongoing and terminated, is included as Attachment B.
The issues ofhomelessness are not confined to Eugene, nor are they unique to the region. In order to
find adequate solutions, the City will need to continue to partner significantly with Lane County, the
State of Oregon and the Federal Government.
RELATED CITY POLICIES
The varied City policies that could be associated with this priority issue, depending on the plan
outcomes, are discussed in the attached action plan.
COUNCIL OPTIONS
The council is asked to provide direction on the "Develop a strategy to help the homeless in Eugene"
priority action plan. The council may approve or modify the proposed action plan in order to give staff
direction to assist the council with implementation. The council could also direct staff to do no
additional work on this action plan, effectively putting work on this priority issue "on hold."
L:\CMO\2005 Council Agendas\M050713\S050713B.doc
CITY MANAGER'S RECOMMENDATION
The City Manager recommends that the City Council approve the proposed "Develop a strategy to help
the homeless in Eugene" priority issue action plan.
SUGGESTED MOTION
Not applicable.
ATTACHMENTS
A. "Develop a strategy to help the homeless in Eugene" priority issue action plan
B. History of homeless initiatives/actions in the Eugene area over the last 50+ years
C. Denver Post article on best practice homeless initiatives in Denver and other jurisdictions
D. Oregonian article on homeless efforts in the Portland area
FOR MORE INFORMATION
Staff Contact: Angel Jones, LRCS Executive Director
Telephone: 682-6065
Staff E-Mail: angel.l.jones~ci.eugene.or.us
L:\CMO\2005 Council Agendas\M050713\S050713B.doc
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
At the February 2005 retreat of the City of Eugene Mayor, City Council, and Executive Managers, eight
strategic issues were identified, one of which was to ~Develop a strategy to help the homeless in Eugene."
Based on the discussion outcomes, a desire was shown to determine the City's future role in addressing
this complex, international issue. The Homelessness Action Planning Team will develop a 3 to 5 year
action plan with greatest focus on the first 18 to 24 months.
Because homelessness has the potential to touch every resident and area within the City, our team has
expanded the definition of ~the homeless" to include community members who are ~at risk" of becoming
homeless--persons who cannot afford food and shelter.
This action plan will identify gaps in current services, promote public awareness, foster collaboration with
stakeholders, and propose appropriate actions. We recognize that action items developed as part of this
initiative could influence other priority issues such as those for neighborhoods, policing, and arts &
outdoors, and that a multitude of initiatives and ongoing programs contribute to the overall effort. This
initiative is truly a community effort.
A. Planning Horizon and Focus
In order to make informed decisions, many areas will need to be evaluated. However, we propose
several strategic areas to allow us to focus our efforts and resources:
1. Review the City's past and present service delivery and staff training.
2. Review the Eugene Human Rights Commission (HRC) priorities on homeless/at risk
community members.
3. Assemble community stakeholders to determine current service levels and areas for
collaboration.
4. Engage homeless/at risk community members to determine how best to assist them in their
transition away from homelessness.
5. Prioritize potential service enhancements based on greatest need and resource requirements.
6. Stress the importance of the issue to county and local elected officials; request their
leadership and support so priorities can be implemented.
Given the potential scope and breadth of the initiative, related actions and tasks are grouped into
short and longer-term horizons:
Phase 1 (18 to 24 Months) - Action items that define, analyze and prioritize internal city and
community-focused initiatives. These priorities will be used by elected officials to approve and
fund the longer-term direction of homeless/at risk assistance.
Phase II (3 to 5 Years) - Longer-term approved priorities. These priorities will be initiated with
the understanding that some go far beyond the five-year time horizon.
B. Strategic Priority Issue Outcomes
The problem ofhomelessness is not isolated to Eugene; the City will need a great deal of
assistance, especially from Lane County, the State of Oregon and the Federal Government. The
following deliverables illustrate the magnitude of the local problem and of how we can best help
address the issues:
Page 1 of 1 7/6/2005
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
1. Determine ways to more efficiently deliver service with existing resources based on the
evaluation of City service delivery to homeless/at risk populations.
2. Assemble community stakeholders and form a "collaborative base" to identify the areas of
most critical need. These stakeholders will include, but are not limited to, City & County
staff, the Eugene HRC, elected officials, past and present service providers, business owners,
and neighborhood leaders.
3. Engage homeless/at risk community members to determine their needs and to identify what
enhancements would provide them with the greatest benefit.
4. Train all City staff on issues relating to homeless/at risk community members. Provide more
detailed training for City employees and work groups that are more likely to have frequent,
daily interaction with homeless/at risk persons, which might include advising them about
other appropriate service providers.
5. Prioritize the issues of most critical need and/or areas where the City and the "collaborative
base" of panners can deliver the most effective assistance taking into account discretionary
funding and the potential to re-deploy resources to higher priority areas.
6. Present the highest priority items to the Mayor and City Council, and request they direct the
City Manager on which options should be implemented.
7. Assign appropriate City staff and other applicable resources to short- and long-term options
approved by the Mayor and City Council.
C. Pro~ress to Date
The following are examples of currently operational programs/actions that assist homeless/at risk
community members which the City has participated in, supported or created. This list may not
include programs run by the County and other organizations.
1967 City created special land use zone for the Eugene Mission to allow them to move to their
current location on W. First Avenue.
Current Status: Special land use zone is still in effect.
1970 Family Shelter House opened with City assistance, on E. 11th Avenue, at the site that
became the "Animal House." The facility moved to its current location, 969 Hwy. 99 N,
in 1977.
Current Status: This facility is still in operation.
1990 Housing Policy Board (HPB) formed, by intergovernmental agreement, between Lane
County, Eugene, Springfield, and HACSA. This public-private partnership prioritizes
permanent housing over emergency housing and sets a goal of adding 100 new rental
housing units per year.
Current Status: As of June 2005, 1,526 subsidized rental housing units' have either been
added or are in the pipeline for completion. Many are rented to formerly homeless
households' or those at risk ofhomelessness.
Page 2 of 2 7/6/2005
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
1990 Interfaith Emergency Shelter Program began when the Opportunity Shelter closed due to
both funding shortfalls and recognition that this model was not successful. Following a
public protest, the City provided seed money for the Interfaith Emergency Shelter
Program, rather than implement the proposal submitted by the community members that
would have allowed camping at the site of the former Jefferson Pool.
Current Status: This program continues to operate. (St. Vincent dePaul)
1990 Family Access Center created. (Now called First Place Family Center.)
This program began when the Opportunity Shelter closed due to both funding shortfalls
and recognition that this model was not successful. This was a critical companion
program to the Interfaith Shelter.
Current Status: The program continues to operate at 1990 Amazon. (St. Vincent dePaul)
1992 Department of Public Safety camping policy revised.
Current Status: Police enforcement actions became more complaint-oriented rather than
proactive.
1993 New Roads School and Youth Access Center opened in December.
Current Status: This program still operates (Looking Glass').
1995 Eugene Service Station, an adult access center, established with City seed money.
Current Status: This program still exists' at an expanded facility. The building is now
shared by the Bethel Police Substation.
1995 Station 7, Looking Glass Youth Shelter, opened with City assistance replacing a smaller
shelter that Looking Glass had operated since 1970. It was named Station 7, because the
building was formerly a fire station.
Current Status: This program operates as the only youth shelter in Lane County.
1997 The Safe Place Project initiated to provide transportation to emergency services for youth
in crisis. Program received support from the City of Eugene.
Current Status: The program still operates.
1998 Council approved CCHY's recommendation for special funding for program expansion at
Station 7 and Eugene Service Station. Station 7 was able to help more youth, until the
funding ran out, and permanently expand its services.
Current Status: The program had a shelter capacity of 13, but it is now at 10 due to
budget cuts' in 2003. Also, the daytime non-school hour activities had to be cut.
1998 Council repealed camping in industrial areas and expanded camping options at businesses
and public property based on CCHY's recommendation. SVDP received a contract for
on-street facilitation services. The City provided 15 camping spaces and encouraged
intergovernmental partners, churches, and businesses to provide spaces.
Current Status: This program still operates and is generally regarded as very successful.
1990 City of Eugene Interdepartmental Community Action Team (ICAT) created to convene
staff from various departments to address critical issues, including homelessness.
Current Status: ICA Tmeets to discuss various issues, including homelessness.
2003 Council approved CCHY's recommendation to fund Safe & Sound substance abuse
services for homeless youth through 2006.
Current Status: Eugene's contribution has leveraged nearly a half'million dollars in
private foundation funding during the last two years and provides comprehensive and
coordinated behavioral health services for more than 800 youth each year. Safe & Sound
partners with Lane County community health centers to secure Medicaid reimbursement;
however, many of the pre-treatment services are not eligible and the partnership with the
City is critical to ensure continued success. The Safe & Sound strategy of business, public
Page 3 of 3 7/6/2005
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
safety, and social services working together, effective in the downtown area, is now being
replicated in the Monroe Park vicinity, but additional funding is necessary.
2004 Lane County plan submitted to end chronic homelessness as part of their HUD 2004
Continuum of Care application.
Current Status: Funding is a/ready directed to this effbrt, and the City recently received a
response to a housing RFP to add new housing for homeless veterans.
Also attached is a list of ongoing and terminated/completed community programs for homeless/at
risk community members over the last several decades. (Attachment B)
D. Action Plan & Resource Needs
The following outcomes occur in Phase l(18 to 24 months):
1. Action Items for Elected Officials:
a) Highlight the homeless problem as a Council Priority to demonstrate the willingness of
Eugene's political leadership to address the issue. Inform the key stakeholders about the
significance. Costs should be minimal and relate to the time elected officials spend in
discussions with stakeholders and City staff.
b) Review the recommended prioritization of service delivery options from the stakeholders.
Include a review of existing discretionary spending and possible reallocation of existing
resources to higher priorities. Costs should be minimal and relate to the time elected
officials spend in discussions with City staff regarding recommendations and resource
issues.
2. Internally-Focused Action Items:
a) Analyze City programs that involve contact with homeless/at risk community members
and recommend any efficiencies to be gained by combining efforts or redistributing staff
and/or other resources. Costs will be mostly for City staff time in doing the analysis, but
could include other one-time material.
b) Help with the design of a City staff training program on how to best assist homeless/at
risk community members find needed resources. Include information on homeless "truths
and myths," and on the availability of existing resources, and incorporate into the City's
existing Cultural Competency and Respectful Work Environment courses. Costs will be
mostly for City Staff time, but could include costs for outside consulting help and
materials. Because the training will be added to the City's core, required, employee
training, costs will be ongoing.
c) Assist in the design of an additional training regimen specific to employees and work
units which have frequent, daily interactions with homeless/at risk community members.
Costs will be mostly for City Staff time, but could include costs for outside consulting
help and materials. Because the training will be added to the City's core, required,
employee training, costs will be ongoing.
Page 4 of 4 7/6/2005
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
3. Externally-Focused Action Items:
a) Invite all local stakeholders to help identify current service levels and service delivery
gaps. This group could include current and former service providers, community
members, business owners, neighborhood leaders, City and County staff, and local
elected officials. These key stakeholders will help the City determine the most effective
and cost-efficient ways to help. We expect that this group will continue to meet to discuss
resources issues and needs. Costs will include City Stafftime for meetings, and material
costs for facilitation. If the stakeholders continue to meet after the initial evaluation
period, as this group recommends, ongoing sustainability costs should be minimal.
b) Invite the homeless/at risk community members to participate in the process of defining
the problems and identifying potential solutions. These participants will be a part of the
"collaborative base" of key stakeholders. Costs will include City staff time for meetings,
and material costs for facilitation. If the stakeholders continue to meet after the initial
evaluation period, as this group recommends, ongoing sustainability costs should be
minimal.
c) Have the stakeholders research best practices in other jurisdictions and incorporate the
ones that will work for Eugene into the strategic priority options recommended to the
Mayor and City Council.
The following outcomes occur in Phase 2 (3 to 5 years and beyond):
Once options have been reviewed and approved by the Mayor and City Council, identify
resources and assign appropriate City staff to facilitate the action steps. Resource needs and staff
expense will largely depend on the number and scope of the options selected.
Based on the results of similar plans in other localities, the following long-term options may be
recommended for consideration once our evaluation process is completed:
a) Develop permanent and transitional housing units for people who are homeless.
b) Develop an expanded %helter system," particularly on cold nights, until adequate housing is
available.
c) Prevent further homelessness by assisting people, particularly families, who are at risk of
becoming homeless due to eviction, foreclosure or utility shut-off.
d) Strategically expand supportive services, including medical, mental health and substance
abuse treatment, to help homeless residents secure and maintain housing and otherwise
achieve stability.
e) Enhance public safety by expanding homeless outreach efforts that help people access
services and leave the streets.
f) Increase access to education, training and employment opportunities in order to break the
cycle of homelessness.
g) Increase community awareness regarding the size and scope of homelessness, the costs, who's
affected, and what individuals and communities can do to help.
h) Improve emergency shelter and housing capacity by updating zoning, urban design and land
use regulations.
Page 5 of 5 7/6/2005
ATTACHMENT A
Strategic Priority Issue
Develop a Strategy to Help the Homeless in Eugene
Action Plan
Costs associated with these examples will vary greatly depending on those selected and their
duration; however, based on the cities we have preliminarily researched for %est practices,"
resources of this type cost from $5 to $10 million the first year, and from $5 to $20 million
ongoing. By way of example, attached are two articles from the Denver Post (Attachment C) and
Oregonian (Attachment D).
E. Monitorin~ and Evaluation
The Mayor and City Council should be briefed on the progress of the approved options annually.
This briefing could also be used as an update on service delivery to the local community, and on
any drastic changes to service levels or numbers served. Options could be adjusted based on
changed conditions.
Page 6 of 6 7/6/2005
ATTACHMENT B
City of Eugene
Chronological History of Homeless Efforts & Actions
1947 to Present
1947 Returning WW II vets allowed to camp in 100 sq ft trailers obtained from Portland's war
effort in a muddy cow pasture in West Eugene (now Sladden Park in the Whiteaker
Neighborhood).
Status: This initiative no longer in existence.
1967 City created a special land use zone for the Eugene Mission to allow them to move to
their current location on W. First Avenue.
Status: Special land use zone still in effect.
1970 Family Shelter House opened with City assistance, on E. 11th Avenue, at the site that
became the "Animal House." The facility moved to its current location, 969 Hwy. 99 N,
in 1977.
Status: This facility is still in operation.
1983 City of Eugene Vagrancy Task Force established. (Chaired by a City Councilor)
Status: Prohibited camping ordinance adopted, but recommendations for companion
service funding were not implemented.
1987 City Council Social Goals Committee (Three Councilors and a Planning Commissioner)
established.
Status: A new focus on the creation of low-income housing, reviving a program to
landbank sites (this included purchasing the Walnut Grove site, now nearing build-out,
with 103 subsidized and 58 market rate rental and ownership uniO, and the expansion
and rehabifitation of the Family Shelter House and the creation of the Intergovernmental
Housing Poficy Board (HPB). Family Shelter still exists, but budget cuts' have resulted in
a drop from 29 to 21 available units'. The HPB still exists'. (Note: pubficly assisted
emergency housing assistance has generally decreased. For instance, the 96 motel
vouchers in 1990-91 no longer exist. )
1988 Opportunity Shelter opened as part of a community effort, spearheaded by the Eugene
City Manager and the County Administrator, to house 50 homeless families by
Thanksgiving. The effort started on November 1st.
Status: The shelter operated for two years at 1990 Amazon, during which time its'
effectiveness and other alternatives were evaluated (see below). The 4J school district
donated the space, which continues to be used for homeless assistance.
1989 Planning commission completes a study related to affordable housing. This includes
adopting limitations on MH park closures, zoning changes such as duplex units on corner
lots, reducing parking for affordable housing projects, and a controlled income and rent
density bonus.
Status: Options for low-income housing development increased. Some of the changes
were amended or lost during the land use code update process.
1989 Lane County Task Force on Homelessness and Affordable Housing established.
Status: This 23-member task force with broad-based membership created a blueprint for
future housing efforts' that remain in effect today. Recommendations for a stable funding
source were not adopted by the Board of Commissioners. But the creation of the HPB
was a direct result.
Page 1 of 1 7/6/2005
ATTACHMENT B
City of Eugene
Chronological History of Homeless Efforts & Actions
1947 to Present
1990 Housing Policy Board (HPB) formed, by intergovernmental agreement, between Lane
County, Eugene, Springfield, and HACSA. This public-private partnership prioritizes
permanent housing over emergency housing and sets a goal of adding 100 new rental
housing units per year.
Status: As of June 2005, 1,526 subsidized rental housing units' have either been added, or
are in the pipeline for completion. Many are rented to formerly home/ess households or
those at risk of homelessness.
1990 Interfaith Emergency Shelter Program began when the Opportunity Shelter closed due to
both funding shortfalls and recognition that this model was not successful. Following a
public protest, the City provided seed money for the Interfaith Emergency Shelter
Program rather than implementing the proposal by the community members which would
have allowed camping at the site of the former Jefferson Pool.
Status: This program continues to operate. (St. Vincent dePau0
1990 Family Access Center established. (now called First Place Family Center)
Status: This program began when the Opportunity Shelter closed due to both funding
shortfalls and recognition that this model was not successful. This was a critical
companion program to the Inte~aith Shelter. This program continues to operate at 1990
Amazon. (St. Vincent dePaul)
1991 Special cold weather/snow emergency shelter opened at Whiteaker School during winter
vacation.
Status: This was a one-time compassionate response. It did result in what may have been
the most accurate local homeless census ever 599 people at various shelters on
Christmas Eve.
1992 Department of Public Safety camping policy revised.
Status: Pofice enforcement actions became more complaint-oriented, rather than
proactive.
1993 Centennial Car Camp created (following a Human Rights Commission recommendation).
It operated during three winter seasons ending in June 1995.
Status: Eugene became, perhaps, the first city since post World War H to try a homeless
camp. It focused attention on this community problem and provided a legal alternative to
illegal camping on the streets'. It also helped the State of Oregon close an illegal
homeless camp at Armitage Park; the reasons included eroding intergovernmental
financial support, management challenges, and siting concerns. The camp was
envisioned to be used by adults, but households' with children rived there as well.
1993 Shelter Work Group looked for a permanent campground and other solutions.
Status: No solution identified, but the outcome was a great deal of education about the
extraordinary challenges of siting and operating an urban campground for homeless
people.
1993 New Roads School and Youth Access Center opened in December.
Status: This program still operates (Looking G/ass).
Page 2 of 2 7/6/2005
ATTACHMENT B
City of Eugene
Chronological History of Homeless Efforts & Actions
1947 to Present
1994 New Shelter Work Group created.
Status: Another committee, chaired by a State Representative (and former City
Councilor) tried again, with little success, to identify options to address the impacts' of
the growing homeless population.
1995 "Cracking the Housing Crisis," a blueprint for housing action and responses, adopted by
Council. Council set housing goals and identified subsidies to encourage the creation of
low-income housing and homeless assistance programs.
Status: These goals' and actions continue.
1995 Council Committee to Finance Affordable Housing recommended a utility tax to address
housing and homelessness.
Status: The measure failed at the polls' in 1996 and a potential revised measure, worked
on by a reconstituted committee, was tabled after Measure 47passed.
1995 Eugene Service Station, an access center for adults, was established with City seed
money.
Status: This program still exists' at an expanded facifity. The building is shared by the
Bethel Pofice Substation.
1995 Station 7, Looking Glass Youth Shelter, opened with City assistance to replace a smaller
shelter that Looking Glass had operated since 1970. It was named Station 7, because the
building was formerly a fire station.
Status: This program continues to operate as the only youth shelter in Lane County.
1996 Utility Tax to support housing and homelessness rejected by voters.
Status: Funding for homeless programs has not kept up with increased demands'.
1997 Council Homeless and Shelter Task Force created by Mayor and two Councilors. This
task force was later renamed the Council Committee on Homelessness and Youth
(CCHY).
Status: Local c~vareness of the complex issues related to homelessness and the growing
problems associated with homeless youth increased. Council adopted a variety of
CCHY's recommendations. (See below)
1997 Homeless Action Coalition's "Campaign for Legal Places to Sleep" issued.
Status: CCHY recommended an ordinance change. (see below)
1997 Ordinance approved by Council to allow camping on streets in industrial areas, at
churches, and at private residents as a result of CCHY's recommendation.
Status: Significant camping problems in some residential neighborhoods' were
dramatically reduced, but new problems were created in industrial areas. Lessons were
learned.
1997 Safe Place Project initiated to provide transportation to emergency services for youth in
crisis. Program received support from the City of Eugene.
Status: The program still operates.
1998 Council approved CCHY's recommendation for special funding for program expansion at
Station 7 and Eugene Service Station.
Status: Station 7 was able to help more youth, until the funding ran out. Station 7 was
able to permanently expand its' services. The program had a shelter capacity of13, but it
is now at 10 due to budget cuts' in 2003. The program also had to cut its' daytime non-
school hour activities.
Page 3 of 3 7/6/2005
ATTACHMENT B
City of Eugene
Chronological History of Homeless Efforts & Actions
1947 to Present
1998 Council repealed camping in industrial areas and expanded camping options at businesses
and public property based on CCHY's recommendation. SVDP received a contract for
on-street facilitation services. City provided 15 camping spaces and encouraged
intergovernmental partners, churches, and businesses to provide spaces.
Status: This program continues to operate and is generally regarded as very successful.
1998 Council funded CCHY's recommendation for "Summit Summer" youth recreation and
jobs program targeted to homeless and at-risk youth.
Status: This program was successful, but no long-term funding was identified.
1998 Council funded the CCHY's recommended pilot "Homeshare" program.
Status: This very successful and cost-effective program matched people with extra rooms
in their homes with people who needed housing. It eventually closed when permanent
funding couM not be secured.
1998 Council funded a pilot project to place porta-potties in selected locations.
Status: The program recognized that sanitation is a very big problem associated with
homelessness. Placing portable toilets proved to be a significant challenge and the
experiment was not continued.
1990 City of Eugene Interdepartmental Community Action Team (ICAT) created to convene
staff from various departments to address critical issues, including homelessness.
Status: ICA T meets' to discuss various issues, including those relating to homelessness.
2001-2002 Housing Policy Board and Human Services Commission jointly sponsored the
Homeless Prevention Task Force which issued a preliminary report on homelessness.
Status: At about the same time that the preliminary report was issued the economy
dipped and State instituted dramatic budget cuts' to services overwhelming the prevention
concepts' and funding options.
2002 Community protest around homelessness included a park block tree-sitter.
Status: The protest dissipated and the CCHY met again. They hem meetings with
homeless youth and eventually successfully recommended special three-year funding for
the Safe and Sound program.
2003 Council approved CCHY's recommendation to fund Safe & Sound substance abuse
services for homeless youth through 2006.
Status: Eugene's contribution has leveraged nearly a haDC million dollars' in private
foundation funding during the last two years and provides comprehensive and
coordinated behavioral health services for more than 800 youth each year. Safe & Sound
is partnering with Community Health Centers of Lane County to secure Medicaid
reimbursements'. However, many of the pre-treatment services are not eligible for
reimbursement. The Safe & Sound strategy of business, public safety, social services
working together was effective in the downtown area and is now being replicated in the
Monroe Park vicinity.
2004 Lane County submitted plan to end chronic homelessness as part of their HUD 2004
Continuum of Care application.
Status: Funding ah'eady directed to this effort, and the City recently received a response
to a housing RFP to add new housing for homeless veterans.
Page 4 of 4 7/6/2005
ATTACHMENT C
The Denver Post
"ENDING HOMELESSNESS NOT EASY, BUT DENVER HAS A PLAN"
June $, 2005
Solving homelessness is not cheap, easy or basic, but it can be done.
Cities across the country, including Philadelphia, San Francisco, New
York and Atlanta, have made significant progress in ending homelessness
by providing housing and services to help homeless people return to
full participation in their communities. Denver, thanks to the
leadership of Mayor John Hickenlooper and the hard work of a broad-
based commission, is helping to lead this growing national effort.
Our efforts are rooted in the conviction that it simply is not
acceptable that 4,693 of our neighbors in the city and county of Denver
currently live on the streets, under bridges, in alleyways, in cars or
in shelters, while still others double up with friends or family or
live in transitional housing.
There are some who say ending homelessness is an impossible goal.
They should visit Philadelphia, which has reduced chronic homelessness
by 75 percent, or San Francisco, where they've achieved a 25 percent
reduction in two years.
Denver's proposed Plan to End Homelessness, presented to Mayor
Hickenlooper two weeks ago, builds on the success the city has had to
date and incorporates approaches from throughout the country. The
commission solicited input on the plan at more than 30 community
meetings, and it is currently under review by the mayor and City
Council. Assuming it is approved, financing and implementing the plan
will be the next major challenges for the commission and the Denver
community.
In October 2003, Mayor Hickenlooper created the Denver Commission to
End Homelessness and directed it to create a plan for ending
homelessness in 10 years. Commission members include 41 representatives
from various stakeholder groups - people who are homeless and others
from government, nonprofit groups, foundations, the City Council,
neighborhood associations and businesses. In addition, more than 350
community volunteers participated in the planning process.
The foundation of Denver's 10- year plan is a combination of housing
and supportive services that will help people stay off the streets and
engage in education and employment. Undergirding the plan is an
investment in preventing further homelessness among Denver's families
and individuals.
Specifics of the plan revolve around eight core goals:
1. Develop 3,193 permanent and transitional housing units for people
who are homeless and make less than $15,000 annually. This will require
a combination of rental assistance, new development and support from
the Denver Housing Authority.
2. Maintain and expand the city's shelter system, particularly on
cold nights, until adequate housing is developed. Current data
indicates that 1,453 homeless people are in need of shelter in Denver
each night. The plan calls for an additional 153 shelter beds in year
one. Denver also needs shelters that are open during the daytime.
Page 1 of 3
ATTACHMENT C
The Denver Post
"ENDING HOMELESSNESS NOT EASY, BUT DENVER HAS A PLAN"
June $, 2005
3. Prevent further homelessness by assisting people, particularly
families, who are at risk of becoming homeless due to eviction,
foreclosure or utility shutoff. Approximately 670 households become
homeless for the first time each year.
4. Strategically expand supportive services, including medical,
mental health and substance abuse treatment, to help homeless residents
secure and maintain housing and otherwise achieve stability. There are
currently at least 535 homeless people who need mental health or
substance abuse treatment or both, and an estimated 466 who need
medical care. These numbers are updated annually, and should decline as
supportive services expand.
5. Enhance public safety by expanding homeless outreach efforts that
help people access services and leave the streets. The Metro Denver
Homeless Initiative 2005 Point-In-Time Survey data show an average of
343 people living in public places in Denver on any given evening,
while 10 percent of the homeless report income from panhandling. To
accompany expanded, around-the-clock outreach and services, we must
have stronger city ordinances forbidding blocking of sidewalks, public
passageways and building entrances and disallowing encampments on
public and private property. In addition, the city should increase
enforcement of its aggressive panhandling ordinance, consider licensing
requirements for groups distributing public meals and encourage these
groups to move their meals indoors. The primary goal of these efforts
must always be to divert people from the streets.
6. Increase access to education, training and employment
opportunities in order to break the cycle of homelessness.
Specifically, we need 580 jobs annually for homeless residents, and
additional assistance to help homeless children stay in school and
complete their education.
7. Increase community awareness throughout the metro area regarding
the size and scope of homelessness, what it costs us, who~s affected
and what individuals and communities can do to help. Homelessness is
not Denver's problem alone. The 2005 Point-In-Time survey indicated
that 56 percent of area homeless are from the six counties surrounding
Denver. The community awareness effort will promote the need for all
communities to care for their homeless residents and participate in
ending homelessness throughout the metro area. Communities will be able
to monitor these efforts by using a new state Homeless Management
Information System due to go online soon.
8. Improve emergency shelter and housing capacity by updating Denver's
zoning, urban design and land use regulations. Continuing a
longstanding commitment by the commission, efforts to establish new
shelters would require neighborhood involvement and oversight.
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ATTACHMENT C
The Denver Post
"ENDING HOMELESSNESS NOT EASY, BUT DENVER HAS A PLAN"
June $, 2005
Ending homelessness in Denver will not come cheaply, but most of us
do not realize what we are already paying to maintain the status quo.
With our current emergency response system of shelters and fragmented
service provision, Denver is spending more than $70 million annually
for back-end services and health care for people who are homeless. If
even a small percentage of this outlay could be redirected into
preventing homelessness, the community would see an amazing benefit.
In addition, studies in New York City and Philadelphia demonstrate a
net savings of $12,000 to $16,300 annually for each unit of service-
enriched, supportive housing built in place of emergency shelter beds.
That savings alone could pay for 90 percent of the service-enriched
housing proposed in the Denver plan, including building, operations and
services.
Start-up costs to implement year one of the plan are expected to be
$7.7 million. Efforts in subsequent years are budgeted at $12.7 million
annually. All told, the commission projects that ending homelessness in
Denver in 10 years will require an increased investment of 18 percent
annually by our community.
It is encouraging to note that other cities across the United States
are raising the necessary resources to achieve the ambitious goal of
ending homelessness. Philadelphia has committed between $8 million and
$17 million annually for the past seven years, while Atlanta has raised
$17 million in private funds in two years, which the city is matching.
The commission recognizes that the Denver community will not support
an effort increasing public and private funding without tangible
outcomes demonstrating progress toward the goal of eliminating
homelessness. The panel will remain active during implementation of the
plan to expedite, measure, monitor and report on progress and to ensure
that funds are invested in solutions.
The time has come to take a stand, to come together as a community
to solve the crisis of homelessness. Together, we must end this tragedy
in our community. The future holds hope and promise. The next 10 years
will test our will, our perseverance and our commitment to change. How
we meet this test will define our city and our citizens.
Denver's proposed 10-year Plan To End Homelessness is available at
www.denvergov.org/homelessness.
Information:
Paper: Denver Post, The (CO)
Title: Ending homelessness not easy, but Denver has plan
Author: Roxane WhiteManager, Denver Department of Human Services;
chair, Denver Commission To End Homelessness
Date: June 5, 2005
Section: PERSPECTIVE
Page: E-01
Copyright 2005 The Denver Post Corp.
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ATTACHMENT D
The Oregonian
"PORTLAND TRIES NEW HOMELESS PLAN"
December 20, 2004
Aiming to end homelessness in Portland over the next decade, officials
will roll out a plan today that pledges to aim that effort by the city
and Multnomah County on the so-called "chronically homeless."
The targets of that strategy: people living on the streets for at
least a year who comprise about 10 percent of the homeless population
but account for half the money spent on programs. Moving those
chronically homeless into permanent housing where there are support
services -- from medical care to mental health -- will free up service
money for everybody who sleeps on streets and in shelters, say members
of the citizen commission that developed the plan.
The commission says the current model of moving homeless people
through multiple housing stages isn't working.
"Some people respond well to the system's design -- which moves people
from emergency shelters, to short-term shelters, to transitional
housing and then to permanent housing," the report said. "For others,
however, the system merely ferries people from service to service and
then back out onto the street."
City Commissioner Erik Sten, assigned by Mayor Vera Katz last year to
update the city's homeless plan, noted the City Council expected to
pass this week an $11 million affordable housing bond to cover five
housing projects totaling 171 permanent units during the next year.
But Sten said the plan also recognizes a key to future success will be
finding better strategies to use existing money. An estimated $30
million is spent annually in federal, state and private dollars in
Portland on the homeless. Only 12 percent of that money goes to
permanent housing.
"We can take a big bite out of this with existing resources," Sten
said. "Trying to battle for another dollar or two here and there, and
continuing the current system, isn't winning."
In addition to Sten and Multnomah County Commissioner Serena Cruz, the
15-person homelessness commission included representatives from law
enforcement, business, health care, philanthropy, developers,
neighborhoods and the homeless.
"My hope is we start chipping away at the most chronic homeless and
that will free up money for families and children," said commission
member Howard Weiner, chairman of the Old Town Chinatown Neighborhood
Association. "It gives us a road map, and if it has the political will
behind it then we've done a good job."
Concerns remain about the plan's details and measurements for success,
where future money will come from, and whether aiming higher to help
the chronically homeless will end up shortchanging homeless families
and others on the street.
Page 1 of 1
ATTACHMENT D
The Oregonian
"PORTLAND TRIES NEW HOMELESS PLAN"
December 20, 2004
Also, advocates for the homeless fa±se object±ons to what they
consider the city's parallel criminalization of homeless behavior, such
as groups of three or more people sitting and standing in designated
pedestrian zones. Last week, the council passed one ordinance that
expands the list of offenses allowing exclusion from city parks, and
another permitting police to arrest people for obstructing pedestrians
downtown.
Commission member Keith Vann, who once was homeless, praised the
collaboration that produced the 10-year plan and the fact that it does
not propose to siphon money from other homeless programs to help the
chronically homeless.
"It's designed to be a living document," Vann said, but he adds,
"there's a lot of concern the business people are trying to sweep
people out of downtown. They're trying to sweep them under the rug when
there is no rug."
Sten said he hopes the ordinances show businesses that the council is
working on livability questions, and that in turn, groups like the
Portland Business Alliance will help the city address the homeless
problem.
The 10-year plan says ending homelessness must be a top priority
because a large homeless population -- estimated at 4,000 people on any
given night in Portland and 16,000 people over the course of a year --
creates deeper problems for those on the streets and those who deal
with them.
"The perception also exists among individual citizens, neighborhoods
and many in Portland's business community that homelessness is hurting
the local economy," the plan said. "Many report that seeing chronically
homeless people on the streets is disturbing or frightening to
customers and tourists."
The city auditor's annual survey of Portlanders actually shows more
respondents feeling very safe or safe during the day and at night
downtown than there were a decade ago. But Sten said there is a sense
that panhandlers are more aggressive and more homeless people are
sprawled on the sidewalk.
Among the plan's long-term goals: creating a downtown center for
homeless people to go after they must leave shelters in the morning,
reducing the average stay in emergency shelters from 150 days to no
more than 45 days, and increasing the supply of permanent supportive
housing in the next decade by 1,600 new units for the chronically
homeless and 600 new units for homeless families.
Among the shorter-term goals by the end of 2005: finding homes for 175
chronically homeless people; opening 160 new units of permanent
supportive housing and having 300 more units under development;
permanently housing 20 "hard to reach" homeless youth; reducing waiting
lists for shelters and numbers of those turned away from shelters by at
least 5 percent; and permanently housing 250 homeless families.
Page 2 of 2
ATTACHMENT D
The Oregonian
"PORTLAND TRIES NEW HOMELESS PLAN"
December 20, 2004
"I want to be held accountable," Sten said of the overall plan.
Those attending today's news conference to unveil the strategy include
Sten, Katz, Multnomah County Chairwoman Diane Linn and Sheriff Bernie
Giusto, and Philip Mangano, executive director of the U.S. Interagency
Council on Homelessness.
Henry Stern: 503-294-5988; henrystern@news.oregonian.com
Information:
Paper: Oregonian, The (Portland, OR)
Title: PORTLAND TRIES NEW HOMELESS PLAN
Author: HENRY STERN - The Oregonian
Date: December 20, 2004
Section: LOCAL STORIES
Page: B01
Copyright (c) 2004 Oregonian Publishing Co.
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