Ten Year Plan To End Chronic Homelessness

1
Ten Year Plan To End Chronic Homelessness

• Conclusions of the
• Financial Analysis
• Presented to the Policy Board to End Homelessness
  on January 14th, 2008

2
Ad Hoc Funding Committee

• Appointed by ICEH to analyze financial needs,
  resources and gaps in fulfilling the Ten Year
  Plan
• Meetings October-December of 2007

3
Some Assumptions in the Financial Analysis

• Fulfilling the Plan Will Require 1600 Units of
  PSH
• 25 (400) will be Units Through Leasing and 75
  (1200) will be Units Through Development
• All Needs and Sources are projected over Ten
  Years 2007-2017

4
Financial Elements of the Ten Year Plan
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Conclusions of the Financial Analysis

• Excel charts are
• available upon request

6
Conclusions Rental Subsidies

• If Samaritan Bonus continues to be available,
  projected sources will meet our target of 400
  Units Through Leasing

7
Conclusions Operating Subsidies

• Of the 1200 units of developed PSH, about 495
  operating subsidies will come from Mental Health,
  Samaritan Bonus and other sources, leaving a need
  for about 705 PROJECT BASED SECTION 8 VOUCHERS.

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Conclusions Treatment Services

• Treatment (medical, mental health, and
  addictions) will be available for all clients
  through The Efforts new FQHC status as well as
  MHSA, Drug MediCal, and hospital-funded frequent
  user initiatives

9
Conclusions Case Management (CM)

• Our biggest and
• most important gap!
• Leased Housing Programs
• Immediate
• Long Term
• Developed Housing Projects
• Current Pipeline
• Long Term

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Case Management Gaps Leased Housing Programs

• A. Immediate Problem
• Three Current Programs 2007-2009 totaling 104
  Units (shared housing)
• CM funded at 1,500-2,800 per client per year by
  the Federal Government
• 4,500 per client per year needed for success
• Gap 243,000 annually  

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Case Management Gaps Leased Housing Programs

• B. Long Term CM Gap
• Projected Programs 20102017 totaling
• 141 Units (scattered site)
• McKinney programs where CM will be underfunded
  (3,000 vs. 6,000 need)
• Gap is about 90,000 per year cumulative to
  544,000 

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Management Gaps Developed Housing Projects

• A. Current Pipeline 2008-2010
• 275 Units _at_ 7 projects
• Case Management Resources are
• Mostly Identified

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Case Management Gaps Developed Housing Projects

• B. Long Term Pipeline 2010-2017
• Total 925 Units
• 230 Units to be supported by Mental Health
• 695 Units for which CM resources are not
  identified
• Gap is about 350,000 per year cumulative to 2.5
  million

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Role of Case Manager in Permanent Supportive
Housing

• Help residents identify and achieve goals
  through
• linkages to services and entitlements
• building daily living skills
• managing crises
• medication management
• building community living skills
• supporting recovery

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Conclusions Other Financial Needs/Gaps

• Central Intake
• Starving existing McKinney funded homeless
  programs
• Evaluation

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Ten Year Plan
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Recommendations

• Recommendations from the Interagency Council
• A. Project Based Section 8
• The ICEH recommends to the Policy Board that
  they recommend that the Housing Authority
  prioritize the opportunity to Project Based
  Section 8 contracts for permanent supportive
  housing.
• B. Case Management
• Identify Sustained Income Streams
• C. Adequately Fund Central Intake

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Next Steps for thePolicy Board?