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Home My WebLink AboutCommittee of the Whole Packet for 6/8/2015 7. CONSENT AGENDA The foilowing items are distributed to Councilmembers in advance for study and review, and the recommended actions will be accepted in a single motion. Any item may be removed for further discussion if requested by a Councilmember. a. Approval of Council meeting minutes of 6/1/2015. Council concur. b. City Clerk reports bid opening on 5/27/2015 for CAG-15-081 — 2015 Street Patch and Overlay with Curb Ramps project; and submits staff recommendation to accept the lowest responsive bid submitted by Lakeridge Paving Company, LIC. in the amount of$870,561.31. Council concur. c. Court case filed by Stephanie Marinoff, CRT-15-004, represented by Froehling Law Office, vs. the City of Renton, et al. Refer to Citv Attorney and Insurance Services. 8. UNFINISHED BUSINE55 Topics listed below were discussed in Council committees during the past week. Those topics marked with an asterisk (*) may include legislation. Committee reports on any topics may be held by the Chair if further review is necessary. 9. RESOLUTIONS AND ORDINANCES 10. NEW BUSINESS (Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more information.) 11. AUDIENCE COMMENTS 12. ADIOURNMENT COMMITTEE OF THE WHOLE AGENDA (Preceding Council Meeting) COUNCIL CHAMBERS June 8, 2015 Monday, 6:00 p.m. Metro Transit Long Range Plan Committee to End Homelessness Briefing Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21 To view Council Meetings online please visit rentonwa.gov/councilmeetings AGENDA RENTON CITY COUNCIL REGULAR MEETING June 8, 2015 Monday, 7 p.m. 1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE 2. ROLL CALL 3. SPECIAL PRESENTATION a. Community Services Department Awards 4. APPEAL a. Planning and Development Committee Report re: Reserve at Tiffany Park INABILITY OF THE CITY COUNCIL TO TAKE TESTIMONY ON APPEALS DURING COUNCIL MEETINGS State law requires that the City establish a process to handle appeals from application of environmental and developmental rules and regulations. The Renton City Council, feeling it was best for the elected representatives to handle the appeals rather than require citizens to go to court, has retained appellate jurisdiction to itself. The courts have held that the City Council, while sitting as an appellate body, is acting as a quasi- judicial body and must obey the rules of procedure of a court more than that of a political body. By City Code, and by State law, the City Council may not consider new evidence in this appeal. The parties to the appeal have had an opportunity to address their arguments to the Planning & Development Committee of the City Council at a meeting previously held. Because of the court requirements prohibiting the City Council from considering new evidence, and because all parties have had an opportunity to address their concerns to the Planning & Development Committee, the City Council may not consider oral or written testimony at the City Council meeting. The Council understands that this is frustrating to citizens and is outside the normal process of open discourse provided to citizenry during the audience comment portion of the City Council meeting. However, this burden of not allowing Council to be addressed concerning pending appeals is outweighed by the quick, inexpensive and local appeal process provided by the Renton City Council. S. ADMINISTRATIVE REPORT 6. AUDIENCE COMMENT (Speakers must sign up prior to the Council meeting. Each speaker is allowed five minutes. The first comment period is limited to one-half hour. The second comment period later on in the agenda is unlimited in duration.) When you are recognized by the Presiding Officer, please walk to the podium and state your name and city of residence for the record, SPELLING YOUR LAST NAME. NOTICE to all participants: pursuant to state law, RCW 42.17A.555, campaigning for any ballot measure or candidate in City Hall and/or during any portion of the council meeting, including the audience comment portion of the meeting, is PROHIBITED. Ki n Cou nt Metro Lon Ran e J Y g g Pu bl ic Trans ortation Plan p Renton Committee of the Whole � June 8 2015 � � King County METR4 What is the Lon Ran e Plan ? g g � � � �..� 1��Y:� M �11;�p�4 .,, : �., � � �� , �'� '� METRO vu��ca rou n,.,. `� AA New Strategy 6 . 1 . 2 ; . -�� King County .,,,;,,..__, _.:' Metro Transit Establish and maintain a lon — farPubl�P�an . . g � - Transportation range transit service and capital K . �� ;�' �a„-zo2, plan in collaboration with local �� , ` - � and regional plannin � g � .: � .� �. v � �, . �;�.. � . � � ..� � i� �P6t,y1r�. � .u'�'f� y� � `rA� ' . .�q �k � Rx . R �E � c � ,t � t�� ri �{�w��' / 4 �� [, _ .. - . :a t ,.�!; � .. . � � _ f_ _._ _ .._-_. . .__-_. _ ___ .. ■ What is the Lon Ran e Plan ? g g ��:_.-;.� -�= ' _..._. � How Metro will help county grow -�� ' f �' � -��'� �ir I i� it. T1 �{�' _ � . . � � 'r� ,i ,.. -�;,I � ��`1i, • 2025 and 2040 service networks ^ � �� ,-� ��:� � --- � ; . .�y:= ,�I; '' J�e; ;_ � ! i, �! '"�,Y,. �.•. ��. — Higher levels of detail for . �� . � - `� ��- ..,- :� ; ;=�;=,� ; �-�. _. :�. _ , frequent and RapidRide like _ �r (� �;:-�t�. _ -.�� ,� �'�i,�� ( �.� ; � • ' ,11� r` ti•,�s ' "�� 1,,. services { _.:,�: . �. ,�� : _ �� .�'4 .�i� �z 9 '• k. �-- . � i . — Alternative services — service to � : ��a.: :�_�,�,�s,, ��;:::_ �' �F ;; x . _._..._. low density or rural areas ��s� ;-�- ��' �; - -�- � ��: . , �� ..�; . � .. ; i. _ .� _; ' • l•- It' 1 Ca ital investments re uired to - �. '�� - �� . . � ,; � ; p q `' : �, �.= --, , .�� .��'� � . .,. �.. . ;: : . :�r� �� . . support the network ,- � � �.,� . , . _:.___:: _:.______ '- ..i ' . -�r�.��.� _ I • Multiple funding assumptions ��;��-.<::'t� .-�..� t�L� �t� 3 Who is Ki n Cou nt toda ? g y y 1 �� / � ` '' ��r� :�.` "- r � Metro . . � . �� -� - �'�� - . k�3 = - - � , --.� � � � r, - � � <1� Ridership , , . �� . . _* � (est. 2014) , � , � � � � , .. ,1 _�� .. _ , �� . { � . - � . ; � �� s. �� M ,�� . ��; , �M_ � � - - � a. � �� , . � � c �� • o-d , � � ,�,� `�«... .::... � . � � . ��. , ... . . .. ��:.��... ......_.. � .. �, "�i� '�Q,�i e BaA 7�'.��c -+,�n.-�,m.�.._. • i b! j � � {��'� i I �� . ,I '.�� .•-� �� _ ;'� - 9 S • 1 #�! U�'�i. • � � • i� ' �s�_ .�� '�� sllY{'ti� � fit'� �. � �� R+ � ' ?v. �y ., a� _ '.F. -.- I .:. ... ..... ��' �� '`,i ��la 1 �� F; !p �., ! F e - �� ia�.�� Grand Total: 145.7 million rides ` 1 i 1 —:��, �. ;.,�f . i 1 � �i ."-r��-' J � � /�q ��` �� ,,r� 9fspppqA�� Looki n Ahead g • King County continues to Total King County Ridership grow 160 140 r....--- � _ • Metro, and overall transit --- �- `"— 120 -- - -- - ridership continues to grow 100 ----- — --- -- so -- —__ _ _ __ • Metro funding is insufficient 60 -- — - 40 _— _ _- • Light Rail is expanding 20 __ , _- o —_ -T- _�- ---� • Congestion is increasing — zolo zo11 Zo12 2013 2014 est. limiting growth ■ Metro Bus ■ Link ■ Metro-Operated ST Express ■Vanpool/Vanshare • Travel behaviors and ■Sounder ■CommunityTransitExpress demand are changing �Accessible Services ■South Lake Union Streetcar King County Ferries �King Courrty METRO � Re ional Coordination g • Long range transportation decisions being made now will define what transit like for decades to come. � � '� � wsooT T SOUNDTRANSR WSDOT Statewide Transportation Plan Sound Transit Light Rail Integration 0 0 �- �� I�I r, _� ��voVlv�� ' Pierce Transit Destination 2040 � King County � METRO � __ o munitytra n sit ' WSDOT Ferries Long Range Plan `�-----� Community Transit Long Range Plan Long Range Plan Puget Sound Regional Council � � � � � .�_ � PSRC Transportation Futures "'�` �� Local Comprehensive Plans �K��y c«,�ty METRO � Coord i nated Transit Plan n i n g � -'__ _ . - � �r�� \ Ado ted Polic � - �� - :w: ,� ��: Shared _ p Y �� .�.�� _ - Direction . �.� �, �� .: Regional Vision �, , � � � . .�,� � �. � u., 2013 �� - . . _ _ :�� r. . > ;: � , ,; . ; _ _ ,. �. ., .. : _ .,.._ - . .�.,��., KCM ; ��;� KCM Long Range $trategiC Transit Plan Plan . . . . � _ � �. • � _ - �, _ � • r • _ � 7 >� - _ ��.�a f _ �� i.,:r _ ,—� ,, ` " , 'r ", ��,�` ::. _": , � - 2014 : � �K��c«,My METRO � Lon Ran e Plan Timel i ne g g .. _ _ . �,. DISCOVERY � - � - - � - - � - Jan — May 2015 � - � � . - • � . � ;�,�a��;.. :' I y. ..� : I I • Hold community • Analyze system • Draft plan shared • Final plan shared visioning event . Identify needs of with community and with community and . Conduct network corridor, jurisdictions jurisdictions jurisdictions workshops to develop and communities • Input received from • Final input received preliminary concepts . jurisdictions and and considered Revise and adjust communities and • Develop evaluation concepts based on considered • Proposed ordinance framework for stakeholder feedback transmitted to concepts and . Refined concepts County Council feedback completed � .-.yhrv.�_" . . .. �...... ��,� ,:_.� .. . . . .. . .. . . . . . . . . i;, _: .. . .. ' ' a"'R` l ,�� 11 - � � �� ,� _�� u ' �� ,�� 9��a�i� �#�,�� .._. t 1 ��_ ,�� `".� : ��..�� King CouMy METRO $ What We 've Done Formed Advisor Committees/Grou s � �-� �� !� ��y Y p r�, � ,, , .1,� .; ;�,� ��.:� • Technical Advisor Committee �� - "��: � .�'�� ` y � M �� ; • Communit Advisor Grou ��; ' p * y y p { �q � Website Survey - � • 2,600 community members from 38 " � � cities �. Community Visioning Events �. • Seattle: March 31St ��4�� _. • Federal Wa . Ma 18th ��"�a= �� y y : _�� R. �� • Bellevue: May 19t" � ` �� `�� ... � �KingCouMy METRO � What We 've Heard • We must plan for the future together as a ' • • ' . region � . - . • • There is concern about the financial - � • - � sustainability of Metro • . • . • • Social equity and geographic value must be - • • • • guiding principles • . • • Must adapt to new tools, expectation for • real-time information and new technologies. - • . . • • Opportunity to define Metro's role and ! - � - refocus options � �. ,� . • . • Must address how Metro meet funding requirements ` . • Service must be cost-efficient, coordinated and maximize the benefit provided 10 ■ ', Plann � n Process � g System and Capital Plans Concept Development D eve I o p a n d eva I u ate 3 i n i t i a l Overarchinq Themes . n etwo rk co n ce pts Pertnership I� EGrowt�h� Connectians ' Accountability • Test different service emphasis� InitialConcepts capital infrastructure and --- . Fre�ue�� EXpreSs Contept Concept _ integration concepts °omP,�e : ti� Quarter 3 2Q1'� " � .. ;;i:,. .' O Initial Concepts to Preferred -- ��w �- hri�� 3 Concept a � Preferred � � $ �; Concept _ a �' • Use best arts of 3 Initial � ��`°°"�`� �� p .� � � �. Concepts in 1 Preferred Concept �� . � �� uarter 4 ZOtS �,��r,'fif��l 'Iq,'I�I '` a �. _ � � � -- --- s�r � � 1 d Pr ferred Conce t to Final Plan � e N p � • Finalize ca ital , financin & F`"�', p� g �oncep phasing �King County METRO 1 1 Outcome Service,capital,financmg, &phasmg elements of plan completed,fully mtegrated with Quarter 1 2016 Sound Tiansit plms. Where We Are : Initial Conce ts p FREQUENT EXPRESS LOCAL EXISTING* � �� . , 25� � # $,�>: 2596 '��``�- ' � ��s�°�� 33% ,,tl,4 i i � 60% ' 1�� ' �,. *Existing frequent and Local Frequent � Express express services do not all meet future standards �King CouMy 1: METRO . ■ ■ ■ Eval uat� on Cr�ter� a �� . . . . - . . . . - �� Proximit of o ulation to transit sto s and P&R's Y p p p � . Proximity of jobs to transit stops . � � Proximity of minority and low-income population to transit �` How people get to transit stops (car, walking, bike, etc.) . � i� � Population with convenient access to jobs and school via � ✓ �� . . transit �� Public transit ridership by type � % of travel by transit Countywide } ', . . �-� '�� Efficiency measures ✓ II � �s��„� a��,� �^ �:,{�L`d`^�T"".� �,x I Use of transit-priority infrastructure �.��.�� ' � '"' � �tz> a� r�.�'``�.'�e` i'�7�+�� -Yi�., '� �,AY a.,,,`� 5� asi.'�'�"'� �. �...�.,,.�'.a<.�..'^��.��<" �, �-k�..'.'"ic°w��.:. How late or early do the buses run �King Courrty °1� METRO Getti n i nvolved g � �. . a y � � s � Y M g A . � P Y ■ .._...g �'(t�:��`\�6QY ;'Wr�1Yt YiS'� : , �`al\`�\B lSv�1;� Standin � �� STAKEHOLDER �j � � �F �� x RTC in Renton `�k�{�w� `� OTREACH Committee Briefings ADVISORY CAG* � GROUPS TAC* �,,;; � � � ONLINE Website and �� _ _ �• social media - ENGAGEMENT Online Surveys On the ground � + � Informational � � � � ��.�� ,� ��;�v - materials �� _, ,...�. u �� a. PUBLIC OUTREACH Open Houses/ Community ' • ' ' • ' � � Meetings �1��.::��ING �.`�sm��`� I Community � �°��;; =q �.�� Partner Meetings �� y�`,,,�, �� PHASE DISCOVERY ERNATIVES DRAFT � �'�t";:, C:,c�mmunity Advisory Group, TAC: Technic�! �,c!�v��c�ry C;f��rr�r�riittee ��E�� a� � � �,�,J �gr� �King Courrty METRO ;� Metro -ST Joint O en Houses p • Series of joint open houses O ``;� � . ■ • ' MAIN IEARNMORE� CONNECT• I GETINVOLVED I beginning June 16 � King County Metro Long-Range Plan Open • One-stop opportunity to help shape Houses both Metro and Sound Transit's HeldineoortlinationwithSoundhansit � Attend an open house to weig�In on Kina Counti?.ietso's�on�Range PI_jn �' '�, Io n g-ra n g e p I a n s antl Sound Transtt's DraR Pnority ProJect List tor Sountl Tra�sit� ,"ry �.y 'f'! PuWic trdnspOrtatlon in our rfgion kS pOSnIONng tor th2 fUture.AS Sound ' t .� Transtt shapes a Dal{ot measure Metro is looltlng 25 years tlown the road to 7 ensure the rfght mhc ot servkes arxi connectlons are in place to get peopie � � • Tues, June 16 - 5:30p.m.-7:30 �etheyneetltogo ^ IPs why t�e agencies have ieamed up(or a senes of joiM open houses � �'� � p.m. U n i o n Stati o n beginning June 16 to give King County residents a convenlent one-stop opportumry to help shape both of these important plannmg efforts • Tues, June 23 - -- - 5:30p.m. -7:30 p.m. Redmond HOW DO THE DIFFERENT NETWORKS COMPARE? Marriott � �� WHO NAS Thurs, June 25 11 :30 a.m.-1 :30 Ac�Ess� � All Service Service Every 15 Minutez or Better Service with Limited Stops _...._____ � ._._. . . _._...__.. _._....... , , NETWORK ...__._._._.__.. p.m.; Union Station� 2040 Frequent � I � Population Express � � � • Thurs, June 25 - 5:30-7:30 p.m. _ �o�� .�.�;��.w,� �-� � -- ---� ___ ____ _--_ NETWORK King County Aquatic Center, 2040 F�eq�e�t , � Federal Way Employment Express �'� I� � Local _ �J�.'� _ ."""' �King County METRO 'c � .. �'� �*.1�' .� � , �.� . , , � ��Q 3� '�4r�� ,i�1� . �� ._ _ „ ��, � �, E��' �i � �{�i�t " tl.,i �.�1.i ��F ��` � Thank You � ` ��; �� , .�� :-� . : ._ - �r= �a �� _ � `�► , _ , . : �: : , , �.:r'�� ,��.: ;, _. . �.'� � ,,� C A� -- � , . , _ - _. - �,' � .:��^�.�e � y-�.� � �. t, � . . .� , _ ,,,. � i- � � � �,._� _: � • Lon Ran e Public Trans ortation = ,.� . :�= �� -- ��-�. _ �� -:� g � p � �� ..��,...�..___._;_.�,�. �� _�. �....-r T_,�_ ;, ,�- , �. � Plan nttp:/�ww.kcmetr_ovision.orgl � � �, .. `- 4i ._.I � . ' � i _:: . ..:.. . .........: . ' . `� ..-� Staff Contacts. � ' �� . � �.� w . : - �- �- . , � : : : r ; „ � � � ,, . ; _ . :. ,, _ _ . �: . . � Stephen Hunt - Project Manager, KC Metro .�w .� ��---,..� � stephen.hunt(a�kin�county.�ov -�� `�"'�:o�""'��"" - . . 206-477-5828 . � � , ► . : ��.� .t. - � ��. � �_�� . , i Y: . 1.� � Tristan Cook - Community Relations, KC Metro� a �. �� , . .*..,,t�I tristan.caok�kin�county.�ov ��-�. � � - � �..__ , 206-477-3842 � �� . �� ,.,� � � .,. .. . _ : : , � Lisa Shafer - Service Element Lead, KC Metro ��' s_ � lisa.shafer@kin�county.�ov r =� �°` �' �___,� �: , 206-477-5824 � '.�. ,i�� _ � . , ...- . , � �` `��, �� s ��. ;� '' `�# '�� 'r- `�`` �� .'�.ar�. _� 1� ' 6/4/2015 � � Commi�t�ee to End N�m�l�ssness �. ' " 'Z_ " ._ _ _: . . . .�. � . . .._-•-_. - =:"'��`� .. . " . __ „�., __,�--..� :�.� _ � �� ._ .. . � .,. . �- 4i� STRATEGIC PI.�A�� July 2015-June 2019 A Regional,Aligned,Community Plan to End the Experience of Homelessness among Residents of Seattle/King County June 2015 Draft �r�E �i ii ; 10-Year Plan Summary ��' �'� r� '� Successes ,', On�oin� Challen�es - 5,700 more housing - Growing number of dedicated for homeless people becoming - 40,000 exited homeless homelessness - Funding/program - System targeting misalignment with needs improvements and strengths - Strong programs - System accountability - New funders - Engaging full community - Data improvements 1 �/4/2015 , Homelessness is a crisis � lsl.��.17 w�mrihssne,�� d ;.�% � tlisproportionately impacts � {NOPIB 01 CUIOf '�u�n�rv��..�,.�.Pc.5.91vpn5 3��,. �� • 5,'�,�� ., � �nk.b ��b�k (��. ,+ r �..t i . 5pp I.:ner�enCy Sheite[ . Irar,{Uun,9 Y�,,� �.. az 2� 25� '`�" Returns to Homelessness 18°/. , 7� U � � a. ic,. �7 SY. �rwur� I.w. ar w+a+� r.+. ar �.^ ---CEHGoaI �� _ a o t„ 2014 ,��k�:,' • • f E _ � • ( f e�' � i � i ��. In Ever Zi Code in Kin Count `�� ,� Y p g Y ; . ,; ��= � NuneeraCrope � i� . 'a°`� . "�"vu" � ��, a�ginal�OYantlpcaa 1 .. � : � � 13 � . ''o , � I '�;i1�i0 / �r �50 I00 � t� . �memniro I �i � �� co.r. mat� l I � �; �,� ti�rw ' " � 6+6xx\ ��* ��- I� L�y�}�1� � �,§Gua �n��'� �.''fi i � � `�° ,w�,. i i � '' < � i �'�t�r �� ' �� i �,:, `�� I � . .,�. � , � � ��...�%"` � . r t � ��r� _ � z � 6/4/2015 Causes of Homelessness ��'�' �-'�� :;; �-,� Are Real � � �� Research of 300+ cities and states found statistical correlation between these factors and rising homelessness: Increase in rent of$100 associated with 15%increase in � homelessness in metro areas . . Areas with high poverty and unemployment rates . . . associated with higher rates of homelessness �_ .. .. Areas with more Hispanic, baby boomer,and single person , „ , households associated with higher rates of homelessness States with lower mental health expenditures associated with higher rates of homelessness Areas with more recently moved people associated with higher rates of homelessness Resource:Byrne,T.,Culhane,D.,et.al.,"New Perspectives on Community-level Determinants of Homelessness" (2013):Article and Summarv Housing Resources ��:� Top 10 Cities: Crisis Response and Permanent Housing #of Housing Units Dedicated �:,.,,, _ ��og for the Homeless i. New York " E°0t z. Los Angeles .� � s. Seattle/King County ° a.00c. n 2�� a. District of Columbia � 2� s. Chicago z 2.coc- e. Boston z Philadelphia � Emergency hansitional Permanent s. Phoenix/Mesa/Maricopa Shelter Housing Nousing with Supports County s. San Francisco io. Miami/Dade County 3 6/4/2015 Financial Resources ��-`�' �'� �� . ; �is t r +�� i � �. , , . s�.sarx �� Sd9.iN M $3J,53 M $26.18 M S23.33R4 $eg n. , `, >C'tr gi . .. . ... �T .. ... _....."____._,....,___._..._..____.._...___.. .__.�„___...,_.____._..."_.._.__u.....____,...,:..___._....,.�....... SeaMk CaMy- NoM Saulh Aq Snple FamAies Velerns YaAN Oomeetic wlde dEaW Itinp AAWk Younp YNa�ce qn9 Canry AOult �Y Note:Pro{ram(undina by area servetl'znows the location of the recipien[of funding.Programs arailable m all residenh In [he wunry were categorized as counfyw�ide. CEH Strategic Plan: 2015-2019 �;k�`�� '�` ; ,� ; � . • . . �s CEH's vision Fewer homeless Fewer days Reduced disparity outcomes More housed Fewer returns Increased support Goall: Goal2: Goal3: RARE: BRIEF,ONE-TIME: COMMUNITY: ��The goal and strategy Address the Improve and Engage the entire for achieving our vision(for all causes of expand existing Community to ro rams and populations) homelessness P g End Homelessness processes �. . . •• - . . • .. � How we work together • -. • .•• . • •. • -. .• - ��Our values 4 � 6/4/2015 Goal 1: Homelessness is Rare � �� ; �' �� E ��_�� STRATEGIES and 2015-2016 ACTION STEPS 1.1 Advocate and align systems to prevent people from experiencing homelessness r Continue the work of the Health and Human Services Transformation to make the shift from costly,crisis-oriented response to health and social problems to one that focuses on prevention,embraces recovery,and eliminates disparities.(Lead: King County;Quarter 4 2015)(Lead:King County;Quarter 4 2015) � Organize efforts to support legislative action to strengthen State Interagency coordination(Leads:USICH,CEH,other county leaders,State partners;2016) � Prevent homelessness among young people exiting foster care by applying for Youth At Risk of Homelessness implementation grant.(Lead;United Way of King County,Building Changes;Quarter 3 2015) 1.2 Advocate and support partners to preserve existing affordable housing and create more affordable housing to those making below 309�AMI � Establish and implement federal,state and local advocacy agenda to expand affordable housing(Leads:WLIHA,HDC;2015-2016) � Pass the Seattle Housing Levy(Lead:Seattle,HDC;2016) � Work with cities to encourage adoption and implementation of comprehensive plan Housing Element policies that support incentivizing new and preserving current affordable housing.(Lead:HDC;2015-2016,ongoing) Goal 1: Homelessness is Rare ��E � , �� ;� STRATEGIES and 2015-2016 ACTION STEPS 1.3 expand evidence-based pre-adjudication and post-conviction sentencing alternatives that minimize involvement in the criminal justice system for people ' experiencing homelessness � Support efforts to secure sustainable funding for pre-adjudication programs and sentencing alternatives programs that help individuals avoid a criminal history while reducing recidivism.(Leads:King County,City of Seattle and local governments;2015-16) � Collaborate with Therapeutic Courts,Mainstream Courts,Familiar Faces,LEAD, and others partners,including partnerships identified and created under Strategy 2.2 to better integrate referrals and services among people experiencing homelessness.(Leads:King County,City of Seattle and local governments;2015- 16) 5 6/4/2015 Goal 2: Homelessness is ��` �� Brief and Une-Time STRATEGIES and 2015-2016 ACTION STEPS 2.1 Address crisis as quickly as possible : Expand shelter,interim survival mechanisms,long-term shelter stayers project and shelter diversion(Leads:multiple partners and sub-regional collaborations; � 2015-2016) 2.2 Foster collaboretion between first responders, service providers,and local communities to increase housing stability for those experiencing homelessness � Host a convening,and disseminate case studies on best practices for collaboration between first responders and service providers to increase housing stability for those experiencing homelessness.As a potential outcome of the convening,a toolkit for local neighborhoods may be created.(Leads:SCA,CEH;Quarter 4 2015) � CEH shall partner with one(or two)communities ready to undertake a voluntary • impact analysis of their policies,practices,and ordinances.Through this analysis, local governments will be able to identify policies,practices,and ordinances that create barriers for those experiencing homelessness and implement changes to support housing stability for all residents(housed and homeless)in their communities.(Lead:CEH;Quarter 1 2016) Goal 2: Homelessness is F�� '� : ;�-� � �ri�� and C�n�-Time STRATEGIES and 2015-2016 ACTION STEPS continued 23 Assess,divert,prioritize,match with housing and supports � � Implement all-population coordinated entry system using progressive engagement � approach(Leads:CEH,multiple partners;ongoing improvements in 2015,full implementation by Quarter 2 2016) 2.4 Right-size housing and supports to meet needs of people experiencing homelessness � Continue right-sizing underway,including family transition housing conversion and young adult typology analysis.Utilize NAEH modeling tool to assist in determining right-size of each housing model and resource gaps,including recial and geographic, to include in population implementation plans and establish future state targets (Lead:Funders Group;analysis by Quarter 4 2015) � 2.5 Increase access to permanent housing � Expand One Home Landlord Engagement with additional incentives and marketing (Leads:CEH,Ziliow,United Way;Quarter 4 2015,ongoing) 2.6 Create employment and education opportunities to support stability ,. Integrate employment access into coordinated entry(Leads:CEH,partners;2015- zoi6) 6 • � 6/4/2015 Goal 3: A Community to End �;��` �; �� _� _�: ;� Homelessness STRATEGIES and 2015-2016 ACTION STEPS 3.1 Engage residents,housed and homeless,to take community action : Launch an ongoing community-wide public awareness and engagement campaign to provide opportunities for action and compassion among all residents,housed and homeless.(Leads:CEH with communications partners;Quarter 4 2015) d Create a Business Leader task force to establish goals and strategies for the business community. (Lead:UWKC;Quarter 4 2015) � Increase visibility and expand efforts of successful initiatives that engage faith institutions and individual congregants.(Lead:Seattle University;Quarter 4 2015) 3.2 Provide effective and accountable community leadership .� Establish new governance structure through the adoption of a revised ��>,� charter. The existing CEH Executive Committee will serve as the transition committee.(Lead:CEH Coordinating Board;Quarter 3 2015) �� Develop MOA among funding partners.The MOA shall define roles,establish �� system infrastructure and staffing responsibilities,and clarify commitments towards achieving the goals of this plan.(Lead:CEH Coordinating Board/Executive Committee;Quarter 4 2015) Homelessness is �`�� '' �'�- �k � i ':.�`1i �'k.:�L! Solvable: It will take: ` � Prevention and diversion ; � Realignment of funding and programs ("right-sizing") � More housing and restored safety net �� .: Engagement and accountability � i . 6/4/�0,15 . . . �� Strategic Plan Timeline `�� Januarv � February � March � April � May � � • IAC 1/12 • Public 3/16 CEH New Draft IAC&CAC 6/30 CEH • CAC 1/21 Meeting 2/25 Leadership for Review Endorse Annual • Governing • Incorporate Retreat 4/15-5/4 Final Draft Conference& Board 1/28 �omments/ Governing • Public feedback Expand Plan narrative and Board Adoption COfI'11112f1Y : incorporate input on � period thru � strategies from 3/16 1/31 \_ meeting Endorsement of Plan by: • Sound Cities Association • City of Bellevue • City of Seattle • King County Outreach to Key Stakeholder Groups (CEH workgroups,regional committees,local govt.,etc.) 8 �;'.!i JflaEt Clirr 4GCo.��:o�Ar g.,�'a'Co��i�honloi HarGnrn.,�M_Jwi�e.�e.H�nrl;cv�?urGutD��nt HarLav'A��Fo�e�r Ply��,t�II��,ic,;�c�4 PRv I r . a.��TNF.�I�_. .penry Hni�vng AP'.,H)HC�.ue�,J 3�VJC��f.��sblvoc�:/ $p�a:eJ�'�;HEa'h�aiaFG Hr,i�eleSSVetwen;iU$VAi NgF�e5ch�ol Pnitr.,5 F��.)v�d�nccHaa�thfa�E jy P„��H: . .�unjty (�H;;�;�,S. •q�,;,'.,�1 _. +.1�.�:i A',;F;.'�:� G.S:'iri H�Mi fnnia;.d.�.��"Eto�S H;,^`E$OaE.9d�k HJ��^f�E�S HE3.�$E'v�.ESC��i�.5'. � .... . �.. ✓:A...,�:.. .....A��. .:i.��.:�, 4... ,iLa;;t. �/E•a,�� ..... :�..�r7,:.e.,'Sd .d^.:.p�.. :-,: F.,� . 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Governin4 Board• Interaqencv Council Dan Brettler Car Toys Inc.(Co-Chair) Adrienne Quinn King County/Community and Human Services Ed Murray Mayor,City of Seattle(Co-Chair) (Co-Chair) Lydia Assefa-Dawson Councilmember,City of Federal Way Sue Sherbrooke YWCA(Co-Chair) Dahkota Beckham ConsumerAdvocate Jarvis Capucion OccupyCEH David Bley Bill&Melinda Gates Foundation Roger Conn ConsumerAdvisory Council Bobbe Bridge FormerJudge,CenterforChildren&Youth TJ Cosgrove Public Health Seattle&King County Justice Ceil Erickson Seattle Foundation John Chelminiak Councilmember, City of Bellevue Brigitte Folz Harborview Medical Center Sally Clark Councilmember, City of Seattle Anitra Freeman Occupy CEH Jon Fine United Way of King County Kathy Gerard Veterans Administration Puget Sound Paul Killpatrick Seattle Central College Nora Gibson Full Life Care Doreen Marchione Councilmember, City of Kirkland Melinda Giovengo YouthCare Kathy LambeR Councilmember,King County Bill Hallerman Catholic Housing Services Mike Lowry Former Washington State Govemor William Hayes King County/Adult and Juvenile Detention Nicole Macri DESC,Seattle-King County Coalition on Mike Heinisch Kent Youth and Family Services Homelessness Jennifer Henning Renton/Sound Cities Association Joseph McDermott Councilmember,King County Bill Hobson DESC Blake Nordstrom Nordstrom,Inc. Michael Hursh Aubum/Sound Cities Association Sheila Sebron ConsumerAdvocate Kiser Seattle-King County Coalition on Lainey Sickinger Renton Ecumenical Association of Churches Homelessness J.Wesley Saint Clair Judge,King County Superior Court Marty Kooistra Housing Development Consorfium of Father Stephen Seattle University Seattle/King County Sundborg Dinah Ladd Seattle Public Schools Paul Lambros Plymouth Housing Group Consumer Advisorv CEH Executive Committee(co-chairs Barbara Langdon Lifewire Council of chartered committees ordesignee) Nancy Loverin King County/Employment Education Colleen Kelly City of Redmond/Sound Cities Association Ariyetta Dan Brettler Goveming Board Emily Leslie City of Bellevue,Human Services Daniel Ed Murray Goveming Board Catherine Lester City of Seattle,Human Services Dahkota Sue Sherbrooke Interagency Council Sara Levin United Way of King County Eddy Adrienne Quinn Interagency Council Jeff Lilly Union Gospel Mission Latrice Meghan Altimore Safe Harbors,Hopelink Andrew Lofton Seattle Housing Authority Linda Sara Levin Safe Harbors, Gordon McHenry Solid Ground Margaret Communications(for Stephen Norman King County Housing Authority Nancy Chns Hynes) Mark Okazaki Neighborhood House Roger Marty Kooistra Communications Michael Ramos Church Council of Greater Seattle Stacy Stacy ConsumerAdvisory NancySherman ConsumerAdvisoryCouncil Bill Hallerman Data/Evaluation Alice Shobe Building Changes Catherine Lester Data/Evaluation(for Kathleen Southwick Crisis Clinic Traci Hilliard) Arthur Sullivan ARCH Open seat Sound Cities Association Ken Taylor Valley Cities Counseling&Consulfation Jim Theofelis Mockingbird Society Steve Walker City of Seattle, Housing Thanks! Committee to End Homelessness Contributions to this plan were made by more than 500 people,including Mark Putnam,Director CEH subcommittee members,Sound Cities Association,City of Seattle and 401 5"�Avenue King County staff,2014 Annual Conference participants,2015 Strategic Seattle;WA 98104 Planning Session attendees,and those who commented via our website. www.cehkc.orq, infona cehc.orp A special thank you is owed to Point B for their pro bono contributions. (206)263-9058 Alternate formats available. Call 206-263-0958 or TTY Relay 711 Table of Contents Introduction................................................................................................................................................ 1 - Our Vision and New Plan ........................................................................................................................... 2 2005-2015:A Decade of Growing Inequality............................................................................................ 7 OurNeighbors in Crisis............................................................................................................................... 8 Our Resources to Address the Crisis........................................................................................................ 12 Strategies: Goal1: Make Homelessness Rare............................................................................................................. 15 Goal 2: Make Homelessness Brief and One-Time .................................................................................... 19 Goal 3: A Community to End Homelessness............................................................................................. 21 Appendices Appendix A- Performance Measures and Dashboard (In Development) Appendix B-System-wide Analytics and Projection Tools (In DevelopmentJ Appendix C- Rapid Re-Housing(In Development) � � �, �,�.: ;� . . . In 2005, our community formed the Committee to End Homelessness in King County(CEH), creating a broad coalition of stakeholders to focus on addressing and eliminating homelessness in King County.Since the adoption of a 10-Year Plan to End Homelessness(2005-2015)our community has succeeded in ending homelessness for almost 40,000 people. Yet, in 2015, on a given day, nearly 10,000 people are experiencing homelessness in King County, and almost 40 percent are unsheltered. People are homeless on average for more than 100 days,and they return to homelessness after being housed nearly 20 percent of the time. Racial disparities are stark,with Native Americans seven times more likely to experience homelessness than Whites,and African Americans six times more likely. Homelessness is a crisis in King County.Our neighbors who are without homes need housing. Many also need jobs. We are a compassionate, active community that hurts for those living outside and in unstable housing. While we can celebrate with those who have found housing stability over the past decade,we are recommitting to develop new partnerships and make a greater impact over the next four years. The Committee to End Homelessness has taken a collective impact approach to ending homelessness in King County that aligns strategy and funding toward shared outcomes.Our ranks include residents, housed and unhoused,alongside the faith, business,government, philanthropic, and nonprofit sectors.We realized a long time ago that we need to work collectively, across sectors and across the entire County and region,to end homelessness. To make homelessness brief and one-time,we need to provide people with what they need to gain housing stability quickly.This is the responsibility of funders of homeless housing and services,and nonprofit providers. Implementing more effective, efficient program models will allow us to serve more people. Homelessness is solvable.While crises that impact housing stability will never be fully prevented,we can end that person's homelessness very quickly.Other cities and states are making significant progress, and we must continue to learn and adapt to new data and ideas. To make greater strides locally, we must address the symptoms while also working with others at the local, state, and federal levels to address the causes.We must commit fully to using the most effective, proven approaches to support people experiencing homelessness to quickly gain housing stability and employment, prioritizing those who are most vulnerable.We will need the support and commitment of local,state,and federal elected officials to ensure housing affordability and the availability of safety net services.We save money and have a stronger community when people have a place to call home. Finally, we must energize and activate residents, business, and the faith community.This plan outlines strategies for a re-imagined continuum of services for people experiencing homelessness in King County and acknowledges that energized engagement needs to take place in both the board room and between neighbors for homelessness to be rare, brief,and one-time in our community. CEH Strategic Plan—June IAC Page 1 • • • . Our vision is that homelessness is rare in King County,racial disparities are eliminated,and if one becomes homeless,it is brief and only a one-time occurrence. On July 1,2015,we will launch a new four-year Community Strategic Plan,A Regional, Aligned, Community Plan to End the Experience of Homelessness among Residents of Seattle/King County to achieve this vision.The plan is a recommitment to our vision of ending homelessness, and what needs to happen for this vision to become reality. What are Our Goals. Strategies and Outcomes? The plan has three core goals, strategies to address them, and outcomes to measure progress: Make Homelessness Make Homelessness A Community to End Rare Brief and One-Time Homelessness ��` . �r �. � � �" /'� �� - � - . - - - . . . - - Advocacy and action to Address crisis quickly,and align Engage and activate the address the true causes of resources to meet the needs and community, resulting in: homelessness,resulting in: strengths of people, resulting in: � Fewer people unsheltered � People experiencing fewer days � Increased engagement of or temporarily housed homeless residents � More people housed and � Fewer people lose housing � Increased leadership of sheltered stability once housed business and faith leaders r Reduced racial disparities � Increased income � Effective and efficient among people experiencing � Reduced racia►disparities among governance and system homelessness people experiencing infrastructure � Fewer people exiting homelessness institutions directly to homelessness � Fewer low-income households spending>SO% income for housing How Much Pro�ress Will Be Made? Since 2005, we have become more sophisticated in our ability to measure progress and adapt practices based on data. As a community we have already set a goal of ten percent annual improvement for each outcome, and local funder contracts with providers include annual program targets that if inet will help us achieve our system targets.We will refine these goals by year-end 2015 as we set implementation plans by population and utilize a new National Alliance to End Homelessness(NAEH)System Wide Analytics and Projection (SWAP) suite of tools that model program and population changes to assist communities to project improvements to system CEH Strategic Plan—lune IAC Page 2 outcomes.l The tools, utilizing local data,will provide us with information we can use to realign our funding and programming.The tools will be used to identify resource gaps, by program type and population, and set implementation plans to achieve our goals. (See Appendix D for more on the SWAP suite of tools.) In advance of the release of these tools, CEH and Point B(providing pro bono services) used local data and national research to project the impact of realigning programming. We found that by increasing and targeting our investments to focus on diversion, rapid re-housing, and permanent supportive housing we will house more people—often with equal or better housing retention outcomes than our current system. In addition, our goals are aligned with the U.S. Interagency Council on Homelessness Openinp Doors planZ, which set out the following objectives: � End Veteran Homelessness by 2015: Our goal is for all Veterans to be housed or in shelter and on a pathway to housing(what USICH is calling"functionally zero" homeless).We believe we can achieve this goal, as we have permanent housing resources for about 900 of the 1096 Veterans who are homeless in King County. � End Chronic Homelessness by 2017: Our goal is for all chronically homeless adults to be housed or in shelter and on a pathway to housing.3 This will require significant new investment in Permanent Supportive Housing, the evidence-based solution to chronic homelessness. � End Youth/Young Adult Homelessness by 2020: Our goal is for all youth/young adults to be housed or in shelter and on a pathway to housing, and to rapidly house those who become newly homeless. : End Family Homelessness by 2020:Our goal is for all homeless families to be housed or in shelter and on a pathway to housing, and to rapidly house those who become newly homeless. � USICH and Opening Doors have not set a goal for ending Single Adult Homelessness. King County will set a target this year as part of our first ever single adult plan. When Do We Be�in? Nflw! We've set ambitious 2015-2016 action steps, which are specified in this plan.Annual implementation plans will be developed, including setting targets for each strategy, and future meetings of our governance committee will be organized around the strategies. Lead partners will be accountable for updating the committee on progress,and the committee will provide oversight and make course corrections. Implementation plans by subpopulation will be developed and continuously refined as new data emerges.These plans will be amendments to this plan following adoption by the CEH governance committee: � Veterans(existing plan runs through 2015; update in Quarter 1 2016) � Youth/young adults(update completed June 2015) � Families(existing plan runs through 2015; update to be completed in Quarter 1 2016) : Single adults and chronically homeless(no current plan; plan completed by Quarter 4 2015) 1 Focus Strate¢ies,under contract with NAEH,developed a suite of tools they call System Wide Analytics and Projection(SWAP)Tools.CEH will be using these tools to project what policy changes will make the most impact. Z USICH released Opening Doors in 2010,and amended it in 2013.Another amendment is expected in summer 2015,and USICH has indicated they will change their target for ending chronic homelessness to 2017 from 2015,due to lack of investment by the Federal Government in Permanent Supportive Housing(PSH). 3 HUD has defined chronic homelessness as an individual or family with a disabling condition who has been continuously homeless for a year or more or has had at least four episodes of homelessness in the past three years.https://www.hudexchanae.info/homelessness- assista nce/resources-for-chronic-homelessness/ CEH Strategic Plan—June IAC Page 3 � What Principles Will Guide Us? Our goals, strategies and outcomes provide us with a framework. Principles provide us with a foundation for our collective action over the coming four years.The following principles will guide us: � Involve the full community, including those experiencing homelessness � Promote equity and social justice in funding and program design to address regional and racial disparities � Address the whole person's needs and strengths by prioritizing appropriate housing stability mechanisms � Prioritize those whose health and safety are most vulnerable � Move people into housing first,and employment fast, by progressive engagement in services � Utilize data-driven assessment of needs and outcomes to drive policy and investments How Did We Get Here? Community Engagement! During the summer of 2014, we began the process of establishing a new vision and plan for making homelessness rare, brief and one-time in King County.The full community is needed to make this plan a success, and hundreds of King County residents engaged in the planning that resulted in this plan. turn�t'Itt m • '✓"'��,. a"" (� A GK,.� � 1'V� �"""°'.:..!'"F'-�- fi L�EW1 NIM1e�EySq 5` r � , �r ��,, .,c�. s �� j�.' �. �"� i5 )� � .�� ..., �� t' �� . . �y° _., ✓ 7 I�RA�rJa�� ' �''�'�� - - . ' _ -ii ,—�^n�,.�� !� �`�, - G�IUL RE'1REAT• . - . • ' n� �:_.1?�;,��„ ,�,.�, �« 2r�i�; .: . � � _..�r � '� �� '� � .. _-- . a��A/��w*�rF �� ,�;�w � ii �n NR� i.V. � .�� ♦. `� � � p �� C ��c�. L��p'li a`�� ° ` ..M..,� � ., � ;:�' � �,:..�'�.,..�.� .�':�." v L; �,r�. , ;' i yi''�' � - ....�.—. 4Y� ._ e� `, �" � �.. �� lFS`OF � '��r��J(�I .r �, � , �. � ...:�; ` �r , , n� r,4 �, E p G ,,l ~ �.., �S�IKt1r1ES F�� t Avv ca y�M _ � �. J1i.� « _ �A ) (�� '�--�� SrR�aTE�a1�5 �(,.�'� ('�,,i C�� nv«�i n,..,. . � t-SJ}�.� -�J ..o'.` 1 .. � o p �L a.r6rK��fKsly.p� .,�i wivi:r j --K'� r'f l Mnufhul� �ti 1��4t; � ttimrfEol . � '. .. . � �� /rrMirw,. � ��°��1�nr.c• �` �. _��r4�- .. . i ��r.e+e: wnY.trb1 x .�s T_ ^^ o ,,.:,.,r . t --- �� , .� ��1U� �� o .e �"��. n c� �• � '�' c� , ��U! ''6, ,Q. `: ,�� a"1�G'��K '� � � . . . 8. . More than 500 individuals participated in planning, providing expertise, ideas, critical review, leadership, and vision over the course of nearly one year. Participation has included: � CEH Governing Board,Consumer Advisory Council, Interagency Council (IAC), and IAC subcommittees and workgroups � 2014 CEH Annual Meeting � CEH Strategic Plan community feedback sessions and online public comment � Local government council and committee hearings : Regional homeless housing meetings/forums CEH Strategic Plan—June IAC Page 4 The planning culminated in a strategic planning session in March 2015 among CEH Governing Board, Consumer Advisory Council, Interagency Council (IAC) members, and other community leaders. �r -,. .. � . i � , � � �� — - - ,.,.� <`� x 1 . , ,, ,: , . _ .. � - k � ' . ,�k:��` � 1� �., � (� WhV Plan? It's Smart, �r�d it�s�uire��.l. This plan is a community-wide strategic plan for addressing the crisis of homelessness in King County,Washington. The Committee to End Homelessness,and its inclusive,growing membership, will provide leadership for the implementation of the plan.The implementation of strategies must be tailored to the varied needs of people, including veterans,youth,families,single adults,and chronically homeless. This plan fulfills Federal and State requirements that local jurisdictions receiving funding must have a community plan for addressing homelessness.The Committee to End Homelessness is the U.S Department of Housing and Urban Development(HUD) designated Continuum of Care for the Seattle/King County area,with the City of Seattle and King County providing fiduciary oversight.4 King County is the designated recipient of State Consolidated Homeless Grant funding from the Washington State Department of Commerce.5 The plan, and its implementation action plans, will guide the distribution of Federal and State funding sources that are specifically designated for addressing homelessness, including: � U.S. Department of Housing and Urban Development Continuum of Care Program, as amended by the Homeless Emergency Assistance and Rapid Transition to Housing(HEARTH)Act � Washington State Department of Commerce Consolidated Homeless Grant Program Alignment of other funding sources will be sought to maximize the collective impact of the funding that is designated for addressing homelessness, including: � Local government funding designated for addressing homelessness, including levies,general funds, and other locally guided sources and plans, including the Consolidated Plan � Philanthropic and other private sector funding � Faith based assets, including volunteers, physical units and funding � Federal sources from participating U.S. Interagency Council on Homelessness departments, especially HUD, Health and Human Services,Veterans Affairs,and Labor. � Related systems funding, including behavioral and physical health, criminal justice,affordable housing, veterans, workforce development,and education. This plan also seeks to align with other system plans underway or being developed, including the City of Seattle's Homeless Investment Analysis and Housing Affordability and Livability Agenda, King County's Health and Human Services Transformation Plan and Youth Action Plan, and other related local and regional planning efforts. °HUD requires that each Continuum of Care develop a plan that coordinates implementation of a housing and service system,conducts a Point-in-Time count of homeless persons,analyzes needs and provides strategies to address gaps in housing and services,provides information required to complete the Consolidated Plan(s),and plans for and evaluates performance of Emergency Solutions Grant(ESG) recipients https://www.hudexchan�e.info/coc/coc-pro�ram-law-reeulations-and-notices/ 5 Commerce required plans to run through 2015:http://www.commerce.wa.�ov/Proarams/housine/Homeless/Pases/default.aspx CEH Strategic Plan—lune IAC Page 5 Whose Plan is this?Yours! Funding is just a part of what makes a plan go. Leadership and on the ground action are needed to implement this plan.This plan was created by the community,for the community. The Committee to End Homelessness itself has minimal authority to make change. For example,CEH does not control the resources of the City of Seattle,the City of North Bend,the Gates Foundation,or King County. It does not operate the shelters or provide job training.The success of CEH and this plan is dependent on the development of an engaged community, and building a belief that we are better off working together than in isolation. To achieve our goals it will take all of us playing our roles: � Local Government: 39 cities and King County government have shown a commitment to working toward collaborative solutions through CEH,the Sound Cities Association and other regional cooperation.This plan provides a roadmap for regional collaboration, provides each local government with opportunities for action, and outlines challenges to be addressed with local providers and residents. CEH will continue to partner with local government and provide support in local/regional initiatives. :: Faith Community: individual congregations and associations or initiatives such as Church Council of Greater Seattle, Interfaith Task Force on Homelessness,Seattle University's Faith and Familv Homelessness Initiative, and Renton Area Ecumenical Association of Churches (REACH) are demonstrating the impact the faith community can have through education,advocacy,grassroots organizing, and service delivery.This plan will not be successful without their efforts,and we must support them to grow their impact. � Philanthropy:our local philanthropic community, including United Wav of Kin�Countv, Bill & Melinda Gates Foundation, Buildin�Chan�es, and Raikes Foundation, among many others, have provided catalytic funding, infrastructure supports, awareness raising, leadership,and vision.This plan provides opportunity for their role to include community leadership in addition to investment. � Nonprofits: large and small nonprofits provide direct services to people who are suffering from the experience of homelessness and consist of associations, including Seattle/Kin�Countv Coalition on Homelessness, Housin�Development Consortium, and the Washin�ton Low Income Housin�Alliance.This plan is reflective of their vision and experience, and provides opportunities for expanding programs and continuous learning. � Businesses: led by Dan Brettler of Car Toys and Blake Nordstrom of Nordstrom,the business community has been a stalwart contributor to our efforts to end homelessness.This plan provides further opportunity for impact through the Business Leaders Task Force, units from landlords, and jobs from employers. � Residents, including those housed and unhoused: people experiencing homelessness have been integral to our community's response to homelessness,through efforts such as CEH's Consumer Advisorv Council,Youth I Advocates Endin� Homelessness, and Occupv CEH. Residents are engaging in many ways, including in ', traditional ways such as volunteering and donating,and new ways such as the Hack to End Homelessness. I and Homeless in Seattle.This plan envisions connecting our community more deeply together. � Health Care Systems: Hospitals, community health centers, behavioral health centers,and public health centers are critical entry points for homeless individuals and families disconnected from any homeless system supports. Addressing urgent and chronic health care needs often provides a conduit to other essential support services reducing barriers/increasing opportunities for housing. Discharge coordination between health and other systems is critical to reducing recidivism. � CEH itself will need to adapt to lead the implementation of this plan, including shifting governance and adapting staffing roles to support new strategies and direction.The plan sets a new structure for CEH, CEH Strategic Plan—June IAC Page 6 combining the Governing Board and Interagency Council into a single "Coordinating Board".Additionally, because the strategies outlined in this plan cannot succeed in isolation, CEH will also recognize and support local efforts to end homelessness. • - . • - • • - • 1 1 1 In 2005,our community formed the Committee to End Homelessness, and adopted a 10-Year Plan to End Homelessness(2005-2015).These plans were promoted by the Federal Government and eventually required by Washington State. King County's plan focused on preventing homelessness, coordinating countywide, building political will, securing 9,500 units of housing, providing culturally competent services, and measuring progress. The plan set an aspirational goal for the community.Then, as now,our community would not and will not accept that people are living outside unsheltered in a place of such beauty and prosperity. Over the past decade,the community responded with unprecedented partnerships and results. Nearly 40,000 people exited homelessness for stable housing, and 85 percent stabilized in that housing for at least two years. More than 5,700 units of housing were secured, and Seattle/King County now has the third most housing for the homeless in the nation. Innovative public/private partnerships were developed, including the Campai�n to End Chronic Homelessness, Landlord Liaison Project, Familv Homelessness Initiative, and the Homeless Youth and Youn�Adult Initiative. Funding has increased through state and local levies, businesses,faith communities, nonprofits, local governments,and people experiencing homelessness came together like never before to address the crisis of homelessness. Meanwhile, the Seattle/King County region boomed economically from 2005-2008,then lost significant ground during the Great Recession.As of 2014,the region had reqlaced all the iobs lost in the recession and Seattle led the nation in population�rowth per capita.Yet, at the same time across the county, poverty increased, rising 80 percent in suburban areas,with most of that growth in South County.6 Between 2000 and 2011,onlv five ep rcent of the 85,000 new King County households earned between$35,000 and$125,000. Disparities are stark, as 27 percent of Black households are living in poverty,compared to eight percent of White households. Despite progress in increasin�wa�es, erosion in renter incomes coupled with a surge in demand for rental housing has pushed the number of households paying excessive shares of income for housing to record levels,' and home sales and rental prices are on the rise. In Washington state, incomes for the lowest earning residents has not grown, but the poorest Washington residents pay more in taxes than the poor do anywhere else in the country8.As Seattle Mayor Ed Murray, co-chair of CEH's Governing Board, warned last month, "Income inequalitv is real, and it's growing in Seattle.i9 At the Federal Level,the recession, and later,sepuestration, significantly reduced funding for affordable housing and homeless programs during the past decade. In 2010,the U.S. Interagency Council on Homelessness developed a ten-year Federal plan called Openin� Doors, calls for ending Veteran homelessness by 2015, chronic homelessness by 2017,Youth/Young Adult and Family homelessness by 2020.10 The plan has sparked unprecedented interagency cooperation, and increased fundins,for homeless programs to support these goals. Nationally, communities are reporting declines in unsheltered homelessness. In addition,the research base has grown significantly over the past ten years meaning we as a field now know much more about what works for people with different needs and strengths. 6 Brookings Institute,httq://confrontin�suburbanpovertv.or�/and Seattle Times,http://www.seattletimes.com/seattle-news/povertv-hits- home-in-local-suburbs-li ke-s-kin�-countv/ 'Harvard loint Center for Housing Studies,httq://www.ichs.harvard.edu/americas-rental-housine 8 Institute on Taxation and Economic Policy,http://www.itep.or�/whoqavs/states/washinaton.php 9 Brookings Institute,http://www.brookin�s.edu/research/reports2/2015/03/citv-ineaualitv-berube-holmes. lo U.S.Interagency Council on Homelessness,Opening Doors,http://usich.qov/openinq doors/. CEH Strategic Plan—June IAC Page 7 . . . The prevalence of homelessnessll is measured in two primary ways by CEH and its partners, both of which are requirements for all HUD Continua of Care such as CEH: • Homelessness Management Information System (HMIS), which collects data on the needs of consenting individuals seeking homeless services and measures their progress towards stable housing and other outcomes. CEH has designated the City of Seattle to administer HMIS,which is called Safe Harbors. • Point in Time Homeless Persons Count (PIT), which provide counts of sheltered and unsheltered people experiencing homelessness on a single night. CEH contracts with the Seattle-King County Coalition on Homelessness to conduct its PIT,called the One Ni�ht Count, and CEH also conducts a specialized count of homeless youth and young adults called Count Us In. CEH measures its progress in ending homelessness by whether homelessness is rare, brief, and one-time. In addition, per this plan, CEH measures income progression and racial disparity. How Many People Experience Homelessness? !` Nationally, more than one million persons are served in HUD-supported emergency,transitional and permanent housing programs each year,and HUD estimates that the total number of persons who experience homelessness may be twice as high. Point in Time Data: The One Ni�ht Count tallied 3,772 people living unsheltered, on sidewalks, in cars, and tents on January 23, 2015. Another 6,275 people were in shelter or transitional housing and still considered homeless by HUD definition. Count Us In counted 134 unsheltered homeless youth/young adults, and a total of 824 unstably housed young people. Homelessness disproportionately affects King County's non-white population. Annual Data:Safe Harbors data shows 9,482 households utilized ��,�47 shelter and transitional housing.Of these, approximately fifty percent were newly homeless (had not experienced homelessness in • � • �� King County in the past two years). � � i + � ' 1 � . . � � � • � 1 � r : . �r � . • � 11 There are four federally defined categories under which individuals and families may qualify as homeless:1)literally homeless;2) imminent risk of homelessness;3)homeless under other Federal statues;and 4)fleeing/attempting to flee domestic violence. Following HUD's guidance,CEH prioritizes those who are literally homeless. CEH Strategic Plan—June IAC Page 8 Ages-All Program Participants 0 500 1,000 1,500 2,000 2,500 3,000 3,50Q 4,000 4,560 5,060 aa Gender-All Program Participants 5-17 18-21 � C� Zz_z5 Female � 3696 26-34 35-54 Male 6as6 '� 55-64 65+ � �, Ages of Heads of Households Gender Head of Household d� 10% 20% 30'�6 40°� 5d% :�_. <17 Female 18-zi 33% , 22-25 Male � r� 4�g 26-34 67% Q 35-54 55-64 �1:: � 65+ Persons who identify as Racial Distribution Hispanic or Latino Multi-Racial US Indian _ Nispanic or 696 Alaska Native Latino 5% 11% Asian �` 3% Native f Hawaiian- _==-�� Pacific Islander �� 296 Non-Hispanic 89% CEH Strategic Plan—June IAC Page 9 n ' m 2 � a People experienced homelessness in every zip code in King County last year, and 87 percent were from King County and 97 percent from . �. ? Washington State � a � i � 1 uu� eam� w000tiav�ie °� � Number of people S �s� �� originating trom zip code � aarac �nr� '��'��,� .'�. 1-3 � °wau. .:�? 4-10 �. , 11-50 � l�xrnt pea�u+o A�No � 50-100 1 �:F' , � more than 100 ,� �n� �� , no data l _,�; N ,� ��;� SAMMNMSH � i 'r,"��`•�. BELILNtt ` � 0 3 6 Miles ' l� ' 1 � Meac�,+ ws�uu+ iE �;•'� seArrte '� _.� `"'�' sr�oou��E / M �t� wonrH � s�rruw e�ea %� n�nu ; HOfl� Vaslxm ,t A[AC . �� . 1 isianA / /� MENT , � � `. M�IHES I� � � COMMCIOM �� MRPIE WLLIfl � '� •'� a�'' '��.».....••� �1` AUBUflN � FE#)EAAI E A�F9� l�' � BIACK k p'I t.��°. OIMqND ��. ,� �i,y� o�i .,� �� _. �" . �� . .. � , ... ( ; ` _,. . . . . ��... pp ..� ... - .. .. ,.,:.a..._ . .,_.,, .. .. . . . � F-� O How Lon�are People Homeless? � Homelessness is not brief enough in King County:on average, in 2013, people experienced homelessness 141 days before finding permanent housing. When homelessness is shortened, people are safer and more people can use limited resources. We have set a target of ten percent annual improvement in the length of episode of homelessness.The average length of stay in 2014 by intervention: � Emergency Shelter Transitiona) Housing soo aa2 aoo 3� 254 259 > 0 200 100 ; 73 ' 25 17 p . �� _ �� Individuals Families VYA Individuals families YYA How Manv People Are Gettin� Housed.and How Manv Become Homeless A�a i n? Last year, 2,071 households exited homelessness to permanent housing,an average of 173 per month. However,too many people were homeless more than one time: about 18 percent of people who went from homeless to housed returned to homelessness within two years.When homelessness is a one-time only occurrence, people can stabilize and public services such as shelter, emergency rooms, and jails � are less frequently accessed. We have set a target of ten percent annual improvement to reach our goal of five percent returns to homelessness. Year-To-Date Exits to Permanent Housing in 2014 m zso zsoo m `- us � � zoc 2071 � S Z00 151 17 18� ',. 2000 S � 167 17i tea 1590 t> ' e C 156 1p i _>> Y � C E 150 Z 1 � isoo E � Y a a c � 100 1 ' l000 " x 5 x W W Y 9 SO s 500 � r 37 ', � , � ip ._. __.. . . � u 1acJa�e,0�a��a�r PQ�� a� ,J� ��vi Q'�5 Qt¢�,�e�o``0��¢��e�¢c.�� e� O CEH Strategic Plan-June IAC 11 • . • . • • Housine Resources Through collective action since 2005, CEH dramatically Top 10 Cities: increased the available resources for those experiencing #of Housing Units Dedicated for homelessness in King County. the Homeless This includes 5,686 units of permanent housing with supports 1. New York funded since 2004,for a total of 7,849 units of permanent 2. los Angeles housing with supports countywide. 3. Seattle/King County King County's Continuum of Care (CoC) housing stock ranks third 4. District of Columbia , in the nation. Our system includes emergency shelter, 5. Chicago transitional housing, Rapid Re-Housing, and permanent housing 6. Boston with supports. 7. Philadelphia 8. Phoenix/Mesa/Maricopa County �I 9. San Francisco ' 10. Miami/Dade County �� Financial Resources In 2014,approximately$41 million was invested in crisis response strategies to stabilize people currently experiencing homelessness in King County.Another$114 million went to sustain formerly homeless individuals in permanent housing, assuring they don't return to the streets after exiting homelessness. The four charts on the following pages show the 2014 investments in housing and services dedicated to people experiencing homelessness. Information provided in this section is gained from the 'Systems Map', a bi-annual survey of local funding partners actively engaged in and leading CEH Initiatives. Investments reflect local, state and federal direct and pass through funds dedicated to homeless housing and services, and managed by these partners. Partners include: United Way of King County, Building Changes, King County and Seattle Housing Authorities, King County, Cities of Seattle and the Human Services Funding Collaborative12(an alliance of cities in East, North, and South King County), and direct funding from the US Department of Veterans Affairs and Housing and Urban Development. Figures are for the survey done in 2014 and all funding on these charts is shown in millions. Other local governments also make funding commitments to address homelessness that are not reflected in this section. In addition, a key component of our community efforts to end homelessness continues to be the strong commitment from our community partners, including congregations, businesses, and residents countywide. For example, many congregations provide volunteers, in-kind resources, land and buildings, in addition to broader advocacy and community efforts. We recognize this support is substantial and is however not represented in these charts. lZ The Human Services Funding Collaborative is an alliance of cities in East,North,and South King County.The participating cities include Auburn,Bellevue,Bothell,Burien,Covington,Des Moines,Federal Way, Issaquah,Kenmore,Kent,Kirkland,Redmond,Renton, Sammamish,SeaTac,Shoreline,and Tukwila. CEH Strategic Plan—June IAC 12 Funding by strategy � M �y ^ � V1 N +� ►n I� N � N N N � DayServres+ Emcraency Transi[ional Prevention� ShortTerm {IAHOnIy PermMsQ- PertnSupportive5upportServices ReQional Other � ' OuVeach SheRer Housin` Divcrsqn 0.enWi $[NiClE�IK�IGd Mousin4 Coord:n��n i A�anCe . . ..___.___. y \t Crisis Response Housing Stabilitation $41.34 million $114.82million �. Program funding by Fundin b o ulation area served g y P P � �o � � � � � ^ m � � M �cf' '.,� '�' N � , m .� � � m o � � o � v^i Seattle Countywide N^E KC S KC � �r1 � � Note:'Program funding by area served'shows an Single FamBies Veterans YYA DV the location of the recipient of funding. Aduics Programs available to all residents in the county were categorized as countywide. CEH Strategic Plan—June IAC 13 i Funding by source � m ri rn � � N e-i ^ Lll 00 r—� � M M �, � N N � � .. .._ __ _.._ --- i i i Federal Gov't State Gov't County Gov't City Gov'ts Philanthropy Federal 91.38 County 23.84 CDBG + HOME .79 General Fund +Special Projects 3.01 Health & Human Services 5.68 HOF/Doc Recording Fees 8.13 McKinney/Homeless Housing 22.91 Veterans&Human Services Levy 9.37 Public Housing 53.28 MIDD 2.60 VA 5.73 Other 0.73 State 23.59 Local 31.12 CHG �' 2.78 Seattle General Fund 15.23 HEN 13.16 Seattle Housing Levy 12.10 Medicaid+Match 6.82 Human Services Funding 3.79 Other 0.82 Collaborative General Fund Philanthropy 7.47 U W KC 5.45 Building Changes, Gates, 2.02 Notes:See page 12 for details on the Raikes, Othe►'S data source for this chart.The Human Services Funding Collaborative resources on this chart only include general funds. CEH Strategic Plan—June IAC 14 • . . • • - . Make Homelessness Make Homelessness A Community to End Homelessness ,,�. r � _f _�__ f�' . � � � � r� � • • . • - The following strategies and action steps will guide the work ofthe Committee to End Homelessness in 2015- 2016. Population-level implementation plans will further refine the strategies and action steps.These implementation plans will be amendments to this plan following adoption by the CEH governance committee over the course of the next several months. Lead partners have been identified for 2015-2016 strategies. For those without a lead, no 2015-2016 action steps are included. For action on these items, lead partners must be identified.These strategies will be amended annually(for July-June)with action steps and reports on progress. Population-level actions steps will also be updated annually in accordance with their adoption dates. Please refer to page six for additional information on the timing of the implementation plans by population. STRATEGIC PLAN I Population Implementation Plans Single Adults& Veterans Youth/Young Familes with TBD Chronically Homeless Adults Children �_._.. . ..r...�. ,��K; CEH Strategic Plan—June IAC 15 • . Making homelessness rare will require addressing the causes of homelessness,which are myriad and institutional. A 2013 national study found predictive factors for community rates of homelessness, including housing market, safety net, economy,demographics,and transience.13 The study found a 15 percent(metro areas)and 39 percent(nearby suburbs and rural areas) increase in homelessness per$100 increase in median rent for the examined area. Seattle was the only large city where rents iumped bv more than$100 between 2010 and 2013. States with lower mental health expenditures were associated with higher rates of homelessness; in 2011, Washington ranked 47th in per capita psychiatric beds.la � Addressing and reducing homelessness will require Federal and State action in addition to what we can control locally. Seattle/King County has one of the largest stock of housing dedicated for people experiencing homelessness in the country. Meanwhile,the number of people living in poverty has grown,with sharp growth in poverty rates outside of Seattle.ls At the federal, state, and local levels, increased affordable housing funding and policies are needed that support renters who are experiencing homelessness find and maintain housing. Homeless prevention strategies support households to resolve a housing crisis that would otherwise lead to homelessness. In addition,targeting resources for those closest to homelessness has shown effectiveness. Medicaid,Temporary Aid to Needy Families(TANF), Food Stamps,SSI/SSDI,and behavioral health services are fundamental to housing stability for many, and connecting people to these supports prevents homelessness and provides supports others to get and stay housed.lb Housing stability is a common need among individuals leaving jails,foster care,treatment programs and hospitals,and refugees are at risk of homelessness upon termination of supports. Individuals with a history of incarceration were 7.6 times more likely to report experiencing adult homelessness.l'Alternative sentencing options and strategies that stop the cycle of incarceration, such as Therapeutic Courts(e.g. Drug Court, Mental Health Court, Family Treatment Court, etc.), Familiar Faces, and Law Enforcement Assisted Diversion (LEAD), are promising local programs that address a significant cause of homelessness. People of color are also disproportionately represented in these systems. Each of our strategies must intentionally measure and direct action toward reducing these disparities. how we'll know it worked � Fewer people unsheltered or temporarily �% More people housed and sheltered housed � Fewer low-income households are � Fewer people exit institutions directly to spending more than half of their income homelessness for housing � Reduced racial disparities among people experiencing homelessness 13 Journal of Public Affairs,New Perspedives on Communitv-Level Determinants of Homelessness 14 Washington State Institute for Public Policy,Inpatient Psvchiatric Capacitv in Washinaton Stote,2011. ls erookings Institute,Confroniing Suburban Poverty in America:Seattle Times article and Brookinas report. 16 U.S.Department of Housing and Urban Development,Strateaies forlmprovinq Homeless People'sAccess to Moinstreom Benefits and Services. 17 University of Pennsylvania,Factors Associated with Adult Homelessness in Washinaton State.2013. CEH Strategic Plan—June IAC 16 • '• • i • • ' • � • � • � ' � '� � ' • �' • • 1.1.A Integrate prevention strategies in local homeless housing and service planning,and invest prevention resources in communities where the need and opportunity is greatest.Success of prevention strategies requires targeting of resources to those most likely to become homeless. Strategies should test, evaluate, and refine targeting; have an explicit focus on addressing racial disparities; and target specific geographic areas. 1.1.6 Expand proven programs for connecting people exiting systems to housing. Assure key systems (foster care, criminal justice, healthcare, mental health, refugee resettlement, other) incorporate discharge plans for housing within their support services. Share known best practices of proven discharge-planning models,advocate for necessary resources to incorporate or bring to scale discharge planning efforts,and test, learn and refine. 1.1.0 Collaborate with other mainstream systems including education,juvenile justice,foster care,and mental health to address the urgent issue of YYA homelessness and prevent exits to homelessness for youth in care. 1.1.D Advocate to the State for a stronger Interagency Council on Homelessness commitment to preventing homelessness. Learn from states such as Utah, Minnesota, and Massachusetts that set state-level goals,and developed cross-system partners such as employment, criminal justice, physical and mental health,education, and entitlements. Set goals to increase access to cross-system services, reduce barriers to enrollment, and end related system exits to homelessness. 1.1.E Assure availability of critical services frequently needed by people with chronic disabilities and other vulnerable populations to enable them to live in stable community-based housing by advocating for funding and policies that reduce capacity barriers in other support systems. Provide � professional development training to cross-system partners(criminal justice, behavioral health, healthcare,other)on best practices for serving people experiencing homelessness. 1.1.F Advocate for secure sustainable funding to ensure sufficient,simplified access to behavioral health treatment such as detox and outpatient psychiatric treatment)and the integration of behavioral- physical health services. Support siting requests for new programs and services to assure regional distribution of housing and services. 1.1.G Increase access to civil legal aid in situations where legal advocacy will prevent homelessness (e.g. access to state and federal benefit programs, SSI/SSDI,etc.,foreclosure prevention, immigration, tenant representation, unemployment benefits,ABD,etc.). 2015-2016 action steps � Continue the work of the Health and Human Services Transformation to make the shift from costly, crisis- oriented response to health and social problems to one that focuses on prevention, embraces recovery, and eliminates disparities.Specific initiatives include Familiar Faces, Communities of Opportunity, Physical/Behavioral Health Integration, and the proposed Best Starts for Kids levy. (Lead: King County; Quarter 4 2015) � Organize efforts to support legislative action to strengthen State Interagency coordination (Leads: USICH, CEH, other county leaders,State partners; 2016) � Prevent homelessness among young people exiting foster care by applying for Youth At Risk of Homelessness im lementation rant. Lead• Unit d W f ' p g ( , e ay o King County, Building Changes; Quarter 3 2015) CEH Strategic Plan—June IAC 17 '• • � • • � � �� • � � ' � • � '• ' � ' . • � . � ' • • i � ' • � �' i � � � � 1.2.A Advocate for federal,state,and local policies and funding to increase and preserve low-income housing for households earning below 30%Area Median Income (AMI). • Restore and increase federal support for low income housing development and operations through funding programs and retaining/strengthening the low income housing tax credit program. • Restore and increase Section 8 appropriations to expand both rental assistance programs and housing developments that serve households below 30%AMI. • Increase resources for State Housing Trust Fund and Federal Housing Trust Fund,and advocate for housing for those below 30%AMI. • Actively support local funding proposals including Seattle and King County levy renewals. • Encourage the use of a range of tools, policy, and land use regulations to increase the development of new affordable housing. Preserve existing affordable housing and address issues of substandard housing. � Assure policies and development address need for family-sized units, regional distribution, housing quality, and preservation of existing affordable housing o Tailor strategies at the regional level to emphasize preservation of affordable housing stock where it now exists and creation of new affordable housing stock where it is scarce. • Increase private sector involvement in creating more affordable housing. 1.2.6 Increase access for people at risk of homelessness to existing affordable housing. • Increase resources for immigrants and refugees to mitigate the effects of restricted fund sources. • Ensure provision/coordination of services for those that need additional housing stabilization services. • Promote access to rental housing for those receiving housing vouchers.Strategies may include ordinances which bar landlords from discriminating against potential tenants who receive rental subsidies("source of income discrimination ordinances"). • Address policies for locally-funded rental assistance programs to ensure Housing Quality Standards do not create disincentives for Landlord participation. • Advocate for flexible policies(that don't account against eligibility)to allow community and family supports in affordable and subsidized housing. 2015-2016 action steps Establish and implement federal, state and local advocacy agenda to expand affordable housing (Leads: WLIHA, HDC; 2015-2016) � Pass the Seattle Housing Levy(Lead: Seattle, HDC; 2016) � Work with cities to encourage adoption and implementation of comprehensive plan Housing Element policies that support incentivizing new and preserving current affordable housing. (Lead: HDC; 2015-2016, ongoing) CEH Strategic Plan—June IAC 18 • '/ �� ' � ' ' �• '� � ' • � / • • � •� � • / • • • � •'� • �' • � 1.3.A Support the enhancement and expansion of pre-adjudication programs and sentencing alternatives that help individuals avoid a criminal history while reducing recidivism. Pre-adjudication programs, such as diversion courts and LEAD (Law Enforcement Assisted Diversion), and post-conviction sentencing alternatives can avoid incarceration, reduce recidivism, and reduce future homelessness by avoiding criminal convictions. 2015-2016 action steps � Support efforts to secure sustainable funding for pre-adjudication programs and sentencing alternatives programs that help individuals avoid a criminal history while reducing recidivism. (Leads: King County, City of Seattle and local governments;2015-16) � Collaborate with Therapeutic Courts, Mainstream Courts, Familiar Faces, LEAD, and others partners, including partnerships identified and created under Strategy 2.2 to better integrate referrals and services among people experiencing homelessness. (Leads: King County,City of Seattle and local governments; 2015-16) CEH Strategic Plan—June IAC 19 _ -- • • • . • • • • To make homelessness brief and one- time,we must align funding and programs to support the strengths and address the � needs of people experiencing homelessness.Shortening the length of time families and individuals are homeless reduces trauma and also creates capacity in our crisis response system for others in need. Ensuring that those we support to move to permanent housing do not become • • � homeless again and return to our crisis response system also increases capacity. People will experience crises, and we must have resources for them at these vulnerable times.This includes providing shelter,options for safe camping and parking, and coordination between law enforcement officers or other first responders and service providers. Local governments are responsible for ensuring public safety and public health, and maintaining public amenities for all residents, including those housed and homeless. Policies, practices,and ordinances that disproportionately impact people experiencin�homelessness are costlV and create barriers to housin�stabilitv18. For people surviving without shelter,these policies, practices, and ordinances may also exacerbate mental and physical health problems, create or increase criminal records, and result in the loss of key personal documents that make it even harder for people to exit homelessness.Approaches that foster collaboration between service providers and first responders, such as law enforcement, can do more to reduce homelessness.19 A well-functioning`system'of providing housing and services to people experiencing homelessness is essential to making homelessness a brief and one-time occurrence. People who are homeless need homes and jobs.We need to better match people with the resources we have in our community,which includes at least$160 million annually for programs for people experiencing homelessness (see pages 15-17 for details on financial resources). We need to ensure we are delivering what people experiencing homelessness need in a cost-effective way.This enables our system to serve more people,while also ensuring people have companionship as they regain housing stability.The National Alliance to End Homelessness NAEH) System Wide Analytics and Projections(SWAP) suite of tools will assist our community in using our local data to realign our funding and programming and to identify resource gaps, by program type and population. Making large-scale changes to our system will require the entire funder and provider community to embrace an approach that focuses on safety, matching, immediate placement into permanent housing, and supporting stability through services and employment. Accurate information from people experiencing homelessness about their needs and satisfaction, regular analysis and continuous learning, capacity building, and a commitment to addressing regional and racial disparities are needed. how we'll know it worked _ People experiencing fewer days homeless r �ncreased income � � Reduce racial disparities among people � Fewer people lose housing stability experiencing homelessness 18 Seattle University School of Law's Homeless Rights Advocacy Project:http://www.law.seattleu.edu/newsroom/2015-news/law-school- proiect-releases-briefs-critical-of-criminalizin�-homelessness 19 U.S.Interazencv Council on Homelessness.Searchin¢Out Solutions: httq://usich.sov/resources/uqloads/asset librarv/RPT SoS March2012.qdf CEH Strategic Plan—lune IAC 20 • '• • � � ' � w �• � ' 2.1.A Ensure sufficient shelter capacity, including the preservation of existing shelter and increasing capacity to meet specific needs by population and region; including non-traditional shelter models that provide pathways to housing and interventions for long-term shelter stayers. Utilize National Alliance to End Homelessness tool to set system targets,which uses local data to make projections for system-level outcome improvements. 2.1.6 Increase support and community education for crisis response needs, including interim survival mechanisms such as encampments,safe parking programs, and daytime/hygiene services that bring people out of the elements and create pathways to housing. 2.1.0 Expand capacity to divert people from shelter, providing housing focused services prior to housing placement, including community-based strategies that provide (safe and appropriate) alternative options to shelter,creating a "what will it take"approach to get people on a pathway into housing. 2015-2016 action steps Expand shelter, interim survival mechanisms, and shelter diversion (Leads: City of Seattle, King County, Building Changes, United Way, SKCCH, providers and sub-regional collaborations; 2015-2016) � Implement McKinney bonus fund project for long-term shelter stayers(Leads: CEH, City of Seattle; 2015- 2016) , -• • � . � � . • � - - � � � - - � � � � . � • . � � � � . � • � � - - • • .��,: 2.2.A Solicit information from local governments,including human services staff,law enforcement,and other first responders about existing partnerships with service providers and innovative approaches to assist those in need of housing. Develop new, and boost existing, partnerships between behavioral health and social service providers, neighborhood associations, and local governments, including law enforcement and other first responders. Engage partners in proactive strategies that link individuals who are homeless with housing and services with the additional goal of reducing criminal justice system involvement. Ensure adequate resources are available for proactive and consistent outreach efforts. 2.2.6 Provide support to local governments to undertake an impact analysis of local policies, practices, and ordinances that disproportionally impact those experiencing homelessness, and the costs and consequences to residents(housed and homeless).The review could also include identification of gaps in services and a cost/benefit analysis comparison of alternative approaches. CEH Strategic Plan—June IAC 21 2015-2016 action steps � Host a convening, and disseminate case studies on best practices for collaboration between first responders and service providers to increase housing stability for those experiencing homelessness.As a potential outcome of the convening, a toolkit for local neighborhoods may be created. (Leads: SCA, CEH; Quarter 4 2015) � CEH shall partner with one(or two) communities ready to undertake a voluntary impact analysis of their policies,practices,and ordinances.Through this analysis, local governments will be able to identify policies, practices,and ordinances that create barriers for those experiencing homelessness and implement changes to support housing stability for all residents(housed and homeless) in their communities. (Lead: CEH; Quarter 1 2016) . -• � � • . � � � . � � �• 2.3.A Ensure there is a coordinated assessment system that is equipped to assist in appropriately identifying and prioritizing candidates for the right housing and services intervention by using a progressive engagement approach and diverting people from shelter where possible. 2.3.6 Integrate into the coordinated assessment process a standardized employment readiness assessment that leads to appropriate linkages with employment services. 2.3.0 Ensure admission criteria for homeless housing projects reflects Housing First practices(reducing criteria based on income, disability,treatment compliance, criminal histories, etc.) while ensuring agencies have the capacity to provide appropriate services for the target population. 2.3.D Improve access to civil legal aid to assist populations facing disproportionate levels of homelessness in King County in accessing state and federal benefit programs. Explore 'no cost' strategies that provide better integration of existing structures for improved coordination and elimination of silos that create structural barriers. Identify civil legal organizations in King County that can partner with homeless housing providers to deliver civil legal aid to people facing civil legal barriers to obtaining or maintaining access to housing. .;� 2015-2016 action steps Implement all-population coordinated entry system using progressive engagement approach (Lead: Multiple partners;ongoing improvements in 2015,full implementation by Quarter 2 2016) -� � • � . . � • �• • � • • � - � � - � � • 2.4.A Commit to right-sizing our homeless housing stock and services based on typology and needs throughout the system so we can house more people; utilize National Alliance to End Homelessness tool to assist in setting system targets. 2.4.6 Increase rapid re-housing opportunities to enable people to locate housing and exit homelessness quickly. CEH Strategic Plan—June IAC 22 . 2.4.0 Increase Permanent Supportive Housing for those who are chronically homeless: � Sustain and increase availability throughout King County through new housing development and rental assistance models. • Optimize utilization (examples: prioritizing admission for those with the highest needs; supporting strategies that enable residents to move to more or less service-intensive housing based on identified need). • Identify appropriate and sufficient services funding to ensure housing stability in PSH (e.g. mainstream sources such as Medicaid). • Plan with Seattle Housing Levy to increase PSH. 2.4.D Convert transitional housing stock to support the rapid placement to permanent housing.Some limited transitional housing programs will remain to serve specialized populations that would benefit from the model. 2.4.E Increase the capacity of providers to implement tailored services; utilizing progressive engagement and Housing First practices that are flexible and responsive to the needs and priorities of individuals. Ensure support for culture shift for providers. 2.4.F Ensure culturally appropriate,tailored,and responsive services/relevant pathways out of homelessness. Ensure that the right amount of the appropriate services is available to maintain housing in a culturally appropriate way. 2.4.G Ensure homeless housing stock and services are geographically located to allow,whenever possible, for the need of individuals and families to be met in their own communities. � 2015-2016 action steps ::% Continue right-sizing underway, including family transition housing conversion and young adult typology analysis. Utilize NAEH modeling tool to assist in determining right-size of each housing model and resource gaps, including racial and geographic,to include in population implementation plans and establish future state targets(Lead: Funders Group;analysis by Quarter 4 2015) , -� -. � � - � � 2.5.A Increase access to private market housing opportunities by expanding coordinated,countywide, landlord outreach/engagement strategies to recruit private market rental partners. Expand One Home Landlord Engagement campaign with additional incentives and marketing. Incentivize the reduction of screening criteria that screens out prospective tenants with evictions, poor credit, criminal histories. 2.5.8 Increase access to housing opportunities by expanding permanent housing options that may be less expensive,such as shared housing, host homes, boarding houses, and SROs. 2.5.0 Increase availability of subsidized low income housing that is set-aside for people experiencing homelessness. 2.5.D Increase access to subsidized low income housing that is not set-aside for people experiencing homelessness; examples include decreasing tenant screening barriers and implementing homeless preference in low income federally subsidized housing. � 2015-2016 action steps � Expand One Home Landlord Engagement campaign with additional incentives and marketing(leads: CEH, Zillow, United Way;Quarter 4 2015, ongoing) CEH Strategic Plan—June IAC 23 . "� • '• ' ! i � 'i • • • �i • i �• • � 2.6.A Recruit more businesses to train and hire people who have experienced homelessness to increase capacity to assist people in accessing employment and increasing income. 2.6.6 Increase access to employment programs through employment navigation services,which support people experiencing homelessness (including youth)to increase and sustain income through employment. 2.6.0 Integrate financial empowerment strategies into housing services to improve financial stability (e.g. money-management advice and coaching). 2.6.D Increase access to appropriate services to gain and sustain employment,such as childcare/child care financial assistance. 2.6.E Formalize cross-system agreements to improve access to employment and outcomes of people experiencing homelessness by developing State and local level memorandum of agreement, and include agreements regarding leadership, staff training,goals and outcomes. 2.6.F Improve data collection on the employment needs and outocmes of people experiencing homelessness. � � 2015-2016 action steps � Integrate employment and education program access into coordinated entry(Leads: CEH,Workforce Seattle, United Way, Building Changes, provider partners; 2015-2016) I ;, . � . '�: � �-� CEH Strategic Plan—June IAC 24 • • . • • • • It will take the entire Community to End Homelessness.All partners �.. \ must be aligned if we are to meet the goals of this plan, and a new level � of engagement and accountability among all sectors is needed. -. � Awareness and engagement of residents of King County will support our goals of making homelessness rare, brief, and one-time in King County. � Efforts like the Rethink Homelessness, Invisible People,and locally, Facin� � Homelessness, Firesteel, and Seattle University's Proiect on Familv Homelessness are effective at changing perception and sparking action by � individuals. Connecting housed residents with those experiencing homelessness, through crowdfunding and companionship, is a promising � • • • - approach to activating our community to advocate for systemic change while making a difference in real person's lives immediately. Building community among the partners working to end homelessness, and celebration is key to weaving together this community of committed champions. Communities, such as los Anseles,that have strong business community partnership in efforts to end homelessness are providing leadership opportunities for businesses. Instead of asking business leaders to attend meetings and provide input,we need to maximize their contributions by providing concrete opportunities to support the goals of this plan, including job creation, housing access, and state and local policy changes. For decades, a strong component of our community efforts to end homelessness has been the strong commitment of congregations countywide. Multiple organizations have organized and supported congregations. Many congregations have provided land and buildings, led local and state advocacy, increased community awareness, and provided jobs and housing. These efforts need ongoing support to expand and allow for more congregations to contribute. We have learned that effective collaboration is an ongoing process that never truly ends.Accomplishing community-level outcomes, such as ending homelessness, requires a strong infrastructure and shared I accountability. Our current charter and�overnance structure is overly complicated, and decision-making has become diffuse among too many committees.Community-based governance equipped with decision-making authority will provide oversight and leadership for the implementation the plan. Adoption of this plan enacts a process to establish a new governance structure for the Committee to End Homelessness.The Governing Board and Interagency Council will be consolidated into a single"Coordinating Board". Membership will be representative of our county and people who are experiencing homelessness. Formal agreements must be reached among partners to ensure accountability and results.The voluntary adoption of a memorandum of agreement among participating funding partners will also establish funding alignment and commitment to achieving communiry-level outcomes.The memorandum will define roles of authority, establish system infrastructure staffing responsibilities, and provide clarity of commitment among partners to achieving the goals of the plan. Additionally,to successfully implement this plan, infrastructure, including staffing, capacity building for providers, database management, evaluation, and advocacy,are necessities. i how we'll know it worked r Increased engagement of residents � Effective and efficient governance and : Increased leadership of business and faith system infrastructure leaders CEH Strategic Plan—June IAC 25 . -e � � . � - � - • '� . � • • . ' t • 3.1.A Launch an ongoing community-wide public awareness and engagement campaign to provide opportunities for action and compassion among all residents, housed and homeless. Create opportunities for action through advocacy,volunteerism, donations, and more. Develop multiple forms of inedia and hold regular community forums. Connect housed residents with those experiencing homelessness,through crowdfunding and companionship. Find ways to link individual stories that agencies are producing already, and take advantage of affordable housing forums, neighborhood organizations, candidates forums, and other existing venues. 3.1.6 Create a business leaders task force to establish goals and strategies for the business community to support the strategic plan.Areas of focus for the task force could include fundraising,advocacy,job creation, and housing access. 3.1.0 Increase visibility and expand efforts of successful initiatives that engage faith institutions and individual congregants. Particular focus around advocacy, recruitment of landlords, and hosting of day centers, meals, shelter, and encampments. 2015-2016 action steps � Launch an ongoing community-wide public awareness and engagement campaign to provide opportunities for action and compassion among all residents, housed and homeless. (Leads: CEH with communications partners; Quarter 4 2015) � Create a business leaders task force to establish goals and strategies for the business community. (Lead: UWKC; Quarter 4 2015) � Increase visibility and expand efforts of successful initiatives that engage faith institutions and individual congregants;consider convenings where faith leaders can work with CEH on how they might more cooperatively and effectively undertake various initiatives on homelessness and housing. (Lead:Seattle University; Quarter 4 2015) . -� � • � - - � . � . r - • . � - � 3.2.A Establish a single "Coordinating Board",consolidating the existing Governing Board and Interagency Council.The role of this body will be: • Providing oversight and leadership for the implementation of the plan • Organizing to provide for a system of housing and services to address the needs of people experiencing homelessness in King County • Ensuring accountability for results 3.2.B Engage local governments, philanthropic organizations,and community partners in the development and voluntary adoption of a Memorandum of Agreement to assist in implementing of this plan including voluntary alignment of funding and commitment for community-level outcomes. The MOA shall define roles, establish system infrastructure and staffing responsibilities, and clarify commitments towards achieving the goals of this plan. 3.2.0 Build community among partners by recognizing successes through social media, blogs, reports, regular convenings, and an annual CEH meeting. CEH Strategic Plan—June IAC Z6 2015-2016 action steps Establish new governance structure through the adoption of a revised charter. The existing CEH Executive Committee (see beginning of plan for member names)will serve as the transition committee. Applications for membership to the new"Coordinating Board" will be open to the public. (Lead: CEH Coordinating Board; Quarter 3 2015) � Develop MOA among funding partners. The MOA shall define roles, establish system infrastructure and staffing responsibilities, and clarify commitments towards achieving the goals of this plan. (Lead: CEH Coordinating Board/Executive Committee; Quarter 4 2015) �' s .s,�"_.—. ,. CEH Strategic Plan—lune IAC Z7