The document announces The HEARTH Academy training program to help communities implement the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act. The HEARTH Academy will include an implementation clinic, webinars, tools and individualized consulting to help communities assess their homelessness system and implement proven strategies to prevent and end homelessness per the goals of the HEARTH Act. The training will cover topics like the implications of the HEARTH Act, data and performance improvement, and assessing local homelessness systems.
Local political leaders have been crucial in efforts to move communities toward a solutions-focused homelessness system. In doing so, they have convinced other local opinion leaders to make ending homelessness a top priority. Speakers will facilitate a robust discussion around why it’s important to get political leaders involved in the fight to end homelessness locally, how to do so, and the benefits for the community.
File the hearth_act_changes_to_hud_s_homeless_assistance_programs_presentatio...Geraldine McCafferty
The HEARTH Act makes significant changes to HUD's homeless assistance programs:
1) It emphasizes homelessness prevention and rapid re-housing by allowing ESG funds to be used for these activities and requiring 40% of ESG funds be used for prevention and re-housing.
2) It consolidates competitive homeless assistance programs into a single Continuum of Care program that focuses on performance outcomes like reducing lengths of homelessness.
3) It provides more flexibility for rural communities in applying for funds and allows serving those at risk of homelessness.
The Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act will make some significant changes to the McKinney-Vento Homeless Assistance programs. This 23-slide presentation will - in detail - outline those changes, highlighting the ways the program will change and what it might mean for your community.
The HEARTH Act makes significant changes to HUD's McKinney-Vento Homeless Assistance programs, including more emphasis on homelessness prevention and rapid re-housing. It combines the Supportive Housing Program, Shelter Plus Care, and Moderate Rehabilitation/Single Room Occupancy Program into a single Continuum of Care program. Communities will need to ensure coordination between the Consolidated Plan and Continuum of Care application and integrate performance standards to achieve reduced lengths of homelessness. The act provides more funding and flexibility but communities must prepare delivery systems and program mixes to take advantage of the changes.
Local political leaders have been crucial in efforts to move communities toward a solutions-focused homelessness system. In doing so, they have convinced other local opinion leaders to make ending homelessness a top priority. Speakers will facilitate a robust discussion around why it’s important to get political leaders involved in the fight to end homelessness locally, how to do so, and the benefits for the community.
File the hearth_act_changes_to_hud_s_homeless_assistance_programs_presentatio...Geraldine McCafferty
The HEARTH Act makes significant changes to HUD's homeless assistance programs:
1) It emphasizes homelessness prevention and rapid re-housing by allowing ESG funds to be used for these activities and requiring 40% of ESG funds be used for prevention and re-housing.
2) It consolidates competitive homeless assistance programs into a single Continuum of Care program that focuses on performance outcomes like reducing lengths of homelessness.
3) It provides more flexibility for rural communities in applying for funds and allows serving those at risk of homelessness.
The Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act will make some significant changes to the McKinney-Vento Homeless Assistance programs. This 23-slide presentation will - in detail - outline those changes, highlighting the ways the program will change and what it might mean for your community.
The HEARTH Act makes significant changes to HUD's McKinney-Vento Homeless Assistance programs, including more emphasis on homelessness prevention and rapid re-housing. It combines the Supportive Housing Program, Shelter Plus Care, and Moderate Rehabilitation/Single Room Occupancy Program into a single Continuum of Care program. Communities will need to ensure coordination between the Consolidated Plan and Continuum of Care application and integrate performance standards to achieve reduced lengths of homelessness. The act provides more funding and flexibility but communities must prepare delivery systems and program mixes to take advantage of the changes.
The HEARTH Act makes significant changes to programs that fund services and housing for people experiencing homelessness. It consolidates the Supportive Housing, Shelter Plus Care, and Moderate Rehabilitation/SRO programs into a single Continuum of Care program. The Emergency Solutions Grants program is expanded to include activities from the Homelessness Prevention and Rapid Re-Housing Program. Communities will need to measure lengths of homeless episodes, returns to homelessness, and the number of people who become homeless. The definition of homelessness is broadened to include people who are losing housing or living in motels/doubled-up situations.
The HEARTH Act makes significant changes to programs that fund services and housing for people experiencing homelessness. It consolidates the Supportive Housing, Shelter Plus Care, and Moderate Rehabilitation/SRO programs into a single Continuum of Care program. The Emergency Solutions Grants program is expanded to include activities from the Homelessness Prevention and Rapid Re-Housing Program. Communities will need to measure lengths of homeless episodes, returns to homelessness, and the number of people who become homeless. The definition of homelessness is broadened to include people who are losing housing or living in motels/doubled up.
This document summarizes two learning labs that discussed how communities in Cincinnati, OH and Fairfax County, VA utilized stakeholder workgroups to improve their responses to homelessness. The Cincinnati workshop described how they created a unified vision and were inclusive of all stakeholders to coordinate services and achieve system changes. Fairfax County implemented task groups with stakeholder involvement, ownership, and accountability to develop plans and protocols to prevent homelessness and increase housing options. Both communities saw decreases in rates of homelessness through data-driven and collaborative approaches.
The document discusses the HEARTH Academy, which provides tools and training to help communities achieve the goals of the HEARTH Act. The HEARTH Act aims to reduce homelessness by getting people into housing within 30 days and reducing new and repeat episodes of homelessness. The HEARTH Academy offers a 1.5 day clinic to help communities assess their performance and implement proven strategies. It also provides individual consulting, webinars, and tools to support communities in preventing and ending homelessness.
On Wednesday, October 13, 2010, the Center for Capacity Building will host "Performance Improvement Strategies," the second pre-session webinar in the HEARTH Academy series. This webinar presented strategies to reduce length of stay in homelessness, new entries into homelessness, and repeat episodes of homelessness, all of which drive reductions in overall homelessness.
Training Curriculum: Public Benefits for People who are Homelesskhals
The document discusses challenges homeless individuals face in accessing mainstream resources like SSI, Medicaid, TANF and food stamps. It identifies individual, provider and systems-level barriers. Best practices are presented that aim to increase enrollment through outreach programs, streamlined applications, inter-agency collaboration and policies tailored for homeless applicants. Examples include benefit representatives stationed at homeless centers, universal online applications, Medicaid enrollment for those in hospitals and shelters, and job programs for families exiting shelters.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
This document summarizes the changes made to the United States' Federal Strategic Plan to Prevent and End Homelessness (Opening Doors) in its 2015 amendment. Key changes include updating the goal of ending chronic homelessness from 2015 to 2017, clarifying the role of Medicaid in financing permanent supportive housing, and adding strategies around using data to improve homelessness programs and services. The amendment strengthens the original plan by incorporating new evidence and strategies while carrying forward previous changes made in 2012.
The document discusses guidelines for using Homelessness Prevention and Rapid Re-Housing Program (HPRP) funds. HPRP provides temporary financial assistance and services to help people who are homeless or at risk of homelessness gain housing stability. Eligible activities include short-term rental assistance, utilities assistance, security deposits, and case management services. Households must meet income and eligibility requirements to receive assistance, which is focused on either preventing homelessness or rapidly re-housing those who are already homeless. Case managers work with clients to assess needs and develop individualized housing stabilization plans.
The document discusses several recommendations from a working group across multiple areas:
1) Housing - Develop training for clubs to help consumers obtain housing and integrate peers into housing programs.
2) Youth - Create parent partner programs between youth organizations and create a central repository of life skills resources.
3) Employment - Increase benefits planning, expand peer support programs, and create funding mechanisms for long-term employment assistance.
4) Integration - Identify best practices for engaging people in primary care, create reports on service utilization, and convene a summit to share integration strategies.
Chicago's plan to end homelessness is based on a public-private collaboration established in 2001. The plan adopts a "Housing First" approach to move people from shelters into permanent housing. Key elements include increasing homelessness prevention, aligning funding with best practices, and setting performance expectations that minimize discharging families from one homeless program to another. Recent evidence shows increased funding for prevention and permanent housing units, as well as phasing out transitional shelters and housing in favor of rapid re-housing models.
This session examines the inter relationships among federal
agencies to ensure the availability of quality of life issues, such as safe and affordable housing, energy conservation and efficiency, and walkable communities. Federal grants are available for
communities with an integrated vision for connecting economic
development, community development, and environmental
protection to create greater livability.
Speakers: Ray Canchola, Deputy Director of Community Planning and Development and Daryl Hernandez, Senior Management
Analyst, U.S. Department of Housing and Urban Development;
Elmo Dowd, Policy Advisor, Illinois Environmental Protection Agency; Molli Nickerson, Director, Community Services, Project Now, and Co-Chair of Northwestern Continuum of Care
Foundation: Scott Crane, President, United Way of the
Quad Cities
Facilitator: Kyle Cecil, Agriculture and Natural Resources
Educator, University of Illinois Extension
This document discusses key questions about what comes after initially providing housing to homeless individuals through the Housing First approach. It addresses this question from the perspective of program participants, programs/services, housing programs, and policymakers. For program participants, maintaining social connections while also addressing issues like health, finances, substance use, and employment is important. Programs need to adopt more consumer-driven, community-based support services. Housing programs may need to redefine the role of transitional housing and adopt more principles of Housing First. And for policymakers, implementing Housing First at scale requires continued funding and evaluation while maintaining fidelity to the model.
The document discusses strategies for assessing and improving a homelessness assistance system based on the HEARTH Act. It recommends measuring outcomes like exits to permanent housing, lengths of homeless episodes, and returns to homelessness. It provides examples of interventions like diversion programs, rapid re-housing, and permanent supportive housing that can help reduce shelter use, time homeless, and repeat episodes. The document concludes by discussing making a transition to proven strategies that better achieve the goals of the HEARTH Act through analyzing data, programs, gaps and underserved groups.
ISF module 3 - eligibility and creative support planning Chris Watson
This document provides an overview of a training module on Care Act eligibility and creative support planning. It begins with learning outcomes around carrying out asset-based, person-centered support planning and using creative approaches to meet needs. It then discusses understanding Care Act eligibility and how it relates to social workers' roles. The document provides guidance around different types of outcomes, why understanding eligibility is important, and perspectives from social workers and families on flexible support planning. It emphasizes using all resources, not just services, to meet needs and encourages creativity, flexibility, and moving from a support provider to a support broker role.
The document discusses the Long Island Housing Partnership's (LIHP) employer-assisted housing program. It summarizes how the program works to provide down payment assistance grants to employees through employer matching contributions combined with other state and federal funds administered by LIHP. Employers benefit by retaining and recruiting employees through improved affordability and employee satisfaction. LIHP guides both employers and employees through the process, from establishing an employer program to homebuying counseling and coordination of funds. The program has helped over 330 employees of over 130 employers purchase homes through more than $12 million in grants.
This presentations by Carl Falconer is from the workshop 3.03 Implementing Effective Governance to End Homelessness from the 2015 National Conference on Ending Homelessness.
Effective governance sets the tone for a systemic focus on ending homelessness. Speakers will discuss the essential elements of effective governance, including managing and measuring performance and right-sizing the crisis response system through resource allocation.
Slides from a presentations by Cynthia Nagendra of the National Alliance to End Homelessness from a webinar that originally streamed on Tuesday, April 7, 2015 covering steps one and three of the Alliance's "5 Steps for Ending Veteran Homelessness" document.
The HEARTH Act makes significant changes to programs that fund services and housing for people experiencing homelessness. It consolidates the Supportive Housing, Shelter Plus Care, and Moderate Rehabilitation/SRO programs into a single Continuum of Care program. The Emergency Solutions Grants program is expanded to include activities from the Homelessness Prevention and Rapid Re-Housing Program. Communities will need to measure lengths of homeless episodes, returns to homelessness, and the number of people who become homeless. The definition of homelessness is broadened to include people who are losing housing or living in motels/doubled-up situations.
The HEARTH Act makes significant changes to programs that fund services and housing for people experiencing homelessness. It consolidates the Supportive Housing, Shelter Plus Care, and Moderate Rehabilitation/SRO programs into a single Continuum of Care program. The Emergency Solutions Grants program is expanded to include activities from the Homelessness Prevention and Rapid Re-Housing Program. Communities will need to measure lengths of homeless episodes, returns to homelessness, and the number of people who become homeless. The definition of homelessness is broadened to include people who are losing housing or living in motels/doubled up.
This document summarizes two learning labs that discussed how communities in Cincinnati, OH and Fairfax County, VA utilized stakeholder workgroups to improve their responses to homelessness. The Cincinnati workshop described how they created a unified vision and were inclusive of all stakeholders to coordinate services and achieve system changes. Fairfax County implemented task groups with stakeholder involvement, ownership, and accountability to develop plans and protocols to prevent homelessness and increase housing options. Both communities saw decreases in rates of homelessness through data-driven and collaborative approaches.
The document discusses the HEARTH Academy, which provides tools and training to help communities achieve the goals of the HEARTH Act. The HEARTH Act aims to reduce homelessness by getting people into housing within 30 days and reducing new and repeat episodes of homelessness. The HEARTH Academy offers a 1.5 day clinic to help communities assess their performance and implement proven strategies. It also provides individual consulting, webinars, and tools to support communities in preventing and ending homelessness.
On Wednesday, October 13, 2010, the Center for Capacity Building will host "Performance Improvement Strategies," the second pre-session webinar in the HEARTH Academy series. This webinar presented strategies to reduce length of stay in homelessness, new entries into homelessness, and repeat episodes of homelessness, all of which drive reductions in overall homelessness.
Training Curriculum: Public Benefits for People who are Homelesskhals
The document discusses challenges homeless individuals face in accessing mainstream resources like SSI, Medicaid, TANF and food stamps. It identifies individual, provider and systems-level barriers. Best practices are presented that aim to increase enrollment through outreach programs, streamlined applications, inter-agency collaboration and policies tailored for homeless applicants. Examples include benefit representatives stationed at homeless centers, universal online applications, Medicaid enrollment for those in hospitals and shelters, and job programs for families exiting shelters.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
This document summarizes the changes made to the United States' Federal Strategic Plan to Prevent and End Homelessness (Opening Doors) in its 2015 amendment. Key changes include updating the goal of ending chronic homelessness from 2015 to 2017, clarifying the role of Medicaid in financing permanent supportive housing, and adding strategies around using data to improve homelessness programs and services. The amendment strengthens the original plan by incorporating new evidence and strategies while carrying forward previous changes made in 2012.
The document discusses guidelines for using Homelessness Prevention and Rapid Re-Housing Program (HPRP) funds. HPRP provides temporary financial assistance and services to help people who are homeless or at risk of homelessness gain housing stability. Eligible activities include short-term rental assistance, utilities assistance, security deposits, and case management services. Households must meet income and eligibility requirements to receive assistance, which is focused on either preventing homelessness or rapidly re-housing those who are already homeless. Case managers work with clients to assess needs and develop individualized housing stabilization plans.
The document discusses several recommendations from a working group across multiple areas:
1) Housing - Develop training for clubs to help consumers obtain housing and integrate peers into housing programs.
2) Youth - Create parent partner programs between youth organizations and create a central repository of life skills resources.
3) Employment - Increase benefits planning, expand peer support programs, and create funding mechanisms for long-term employment assistance.
4) Integration - Identify best practices for engaging people in primary care, create reports on service utilization, and convene a summit to share integration strategies.
Chicago's plan to end homelessness is based on a public-private collaboration established in 2001. The plan adopts a "Housing First" approach to move people from shelters into permanent housing. Key elements include increasing homelessness prevention, aligning funding with best practices, and setting performance expectations that minimize discharging families from one homeless program to another. Recent evidence shows increased funding for prevention and permanent housing units, as well as phasing out transitional shelters and housing in favor of rapid re-housing models.
This session examines the inter relationships among federal
agencies to ensure the availability of quality of life issues, such as safe and affordable housing, energy conservation and efficiency, and walkable communities. Federal grants are available for
communities with an integrated vision for connecting economic
development, community development, and environmental
protection to create greater livability.
Speakers: Ray Canchola, Deputy Director of Community Planning and Development and Daryl Hernandez, Senior Management
Analyst, U.S. Department of Housing and Urban Development;
Elmo Dowd, Policy Advisor, Illinois Environmental Protection Agency; Molli Nickerson, Director, Community Services, Project Now, and Co-Chair of Northwestern Continuum of Care
Foundation: Scott Crane, President, United Way of the
Quad Cities
Facilitator: Kyle Cecil, Agriculture and Natural Resources
Educator, University of Illinois Extension
This document discusses key questions about what comes after initially providing housing to homeless individuals through the Housing First approach. It addresses this question from the perspective of program participants, programs/services, housing programs, and policymakers. For program participants, maintaining social connections while also addressing issues like health, finances, substance use, and employment is important. Programs need to adopt more consumer-driven, community-based support services. Housing programs may need to redefine the role of transitional housing and adopt more principles of Housing First. And for policymakers, implementing Housing First at scale requires continued funding and evaluation while maintaining fidelity to the model.
The document discusses strategies for assessing and improving a homelessness assistance system based on the HEARTH Act. It recommends measuring outcomes like exits to permanent housing, lengths of homeless episodes, and returns to homelessness. It provides examples of interventions like diversion programs, rapid re-housing, and permanent supportive housing that can help reduce shelter use, time homeless, and repeat episodes. The document concludes by discussing making a transition to proven strategies that better achieve the goals of the HEARTH Act through analyzing data, programs, gaps and underserved groups.
ISF module 3 - eligibility and creative support planning Chris Watson
This document provides an overview of a training module on Care Act eligibility and creative support planning. It begins with learning outcomes around carrying out asset-based, person-centered support planning and using creative approaches to meet needs. It then discusses understanding Care Act eligibility and how it relates to social workers' roles. The document provides guidance around different types of outcomes, why understanding eligibility is important, and perspectives from social workers and families on flexible support planning. It emphasizes using all resources, not just services, to meet needs and encourages creativity, flexibility, and moving from a support provider to a support broker role.
The document discusses the Long Island Housing Partnership's (LIHP) employer-assisted housing program. It summarizes how the program works to provide down payment assistance grants to employees through employer matching contributions combined with other state and federal funds administered by LIHP. Employers benefit by retaining and recruiting employees through improved affordability and employee satisfaction. LIHP guides both employers and employees through the process, from establishing an employer program to homebuying counseling and coordination of funds. The program has helped over 330 employees of over 130 employers purchase homes through more than $12 million in grants.
This presentations by Carl Falconer is from the workshop 3.03 Implementing Effective Governance to End Homelessness from the 2015 National Conference on Ending Homelessness.
Effective governance sets the tone for a systemic focus on ending homelessness. Speakers will discuss the essential elements of effective governance, including managing and measuring performance and right-sizing the crisis response system through resource allocation.
Slides from a presentations by Cynthia Nagendra of the National Alliance to End Homelessness from a webinar that originally streamed on Tuesday, April 7, 2015 covering steps one and three of the Alliance's "5 Steps for Ending Veteran Homelessness" document.
"Housing First and Youth" by Stephen Gaetz from the workshop 4.6 Housing and Service Models for Homeless Youth at the 2014 National Conference on Ending Homelessness.
Frontline Practice within Housing First Programs by Benjamin Henwood from the workshop 5.9 Research on the Efficacy of Housing First at the 2014 National Conference on Ending Homelessness.
Rapid Re-Housing with DV Survivors: Approaches that Work by Kris Billhardt from the workshop Providing Rapid Re-housing for Victims of Domestic Violence at the 2014 National Conference on Ending Homelessness.
Non-chronic Adult Homelessness: Background and Opportunities by Dennis Culhane from the workshop 1.7 Non-Chronic Homelessness among Single Adults: An Overview at the 2014 National Conference on Ending Homelessness
California’s Approach for Implementing the Federal Fostering Connections to Success Ac by Lindsay Elliott from
5.8 Ending Homelessness for Youth Aging Out of Foster Care at the 2014 National Conference on Ending Family and Youth Homelessness.
This document summarizes key aspects of health care reform related to homeless families and youth. It discusses how the Affordable Care Act expands Medicaid eligibility for youth and reduces costs for families. It then provides details on Medicaid eligibility categories and coverage groups impacted by the reforms. The rest of the document outlines core Medicaid concepts, different means of covering services including waivers and managed care, and concludes with an overview of Louisiana's permanent supportive housing program.
This document summarizes a workshop on retooling transitional housing programs into rapid re-housing models. The workshop included presentations from providers who have successfully made this transition. They discussed the challenges they faced, such as resistance to change from staff and partners, and the solutions they implemented, like developing new screening and employment assistance components. Presenters emphasized the importance of communication, aligning with community plans, and evaluating outcomes when retooling programs. Retooling requires considering funding, staffing, housing issues, and starting a pilot program before fully implementing changes. Overall, the presentations showed how transitional housing can effectively transition to serving more families through a rapid re-housing model.
The Fusion Project is directed by Kim Wirth and focuses on supporting vulnerable youth through building relationships. It utilizes a theory of change that supports youth to meet basic needs, build relationship skills, and reconnect with family/community for long-term self-sufficiency. The program is relationship-focused, invites voluntary engagement, aims to be authentic and youth/family-led, and inspires change through living its values. Preliminary outcomes show a reduction in homelessness and increased natural supports for youth after engaging with the program.
The document discusses programs and services provided by the LA Gay & Lesbian Center to support homeless LGBTQ youth. It notes that around 6,000 youth experience homelessness in LA County each year, and 40% of homeless youth in Hollywood identify as LGBTQ. The Center provides emergency housing, a transitional living program, independent apartments, and youth development programs focused on education, employment, and permanent connections. Services are trauma-informed and use positive youth development approaches. Outcomes include over 300 youth served annually, with many obtaining education, jobs, housing and community support. The RISE project also aims to improve permanency outcomes for LGBTQ foster youth.
This document summarizes a presentation on the impact of budget cuts to housing assistance programs. It discusses how the Budget Control Act led to automatic spending cuts (sequestration) that have significantly reduced funding for programs like housing vouchers. As a result, hundreds of thousands fewer families are receiving housing assistance. Advocates are urged to contact members of Congress to emphasize how cuts threaten efforts to end homelessness and ask that housing programs be prioritized in any budget deal. Restoring funding could help maintain assistance for vulnerable groups and prevent increased homelessness.
Family Reunification Pilot, Alameda County, CA from the work shop 6.1 Partnering with Child Welfare Agencies to End Family Homelessness at the 2013 National Conference on Ending Homelessness.
Avenues for Homeless Youth operates four programs in the Twin Cities that provide shelter and transitional housing for over 200 homeless youth per year. The programs include a shelter in North Minneapolis, as well as GLBT, suburban, and Minneapolis host home programs. Host homes provide a safe, stable transitional housing option at 50% lower cost than congregate housing. They aim to build long-term supportive relationships critical for youth success. The host home model places homeless youth with volunteer community members who are trained and supported by program managers.
This document describes a learning collaborative hosted by EveryOne Home in Alameda County, California to improve their homeless assistance system. The collaborative was called the EveryOne Housed Academy and brought together staff from homeless services organizations over two days. The goals were to develop a shared understanding of housing first and rapid rehousing approaches, align around common language and tools, and create customized implementation plans to help organizations move more people quickly into permanent housing. Guiding principles for effective learning collaboratives that were followed included making topics concrete and practical, creating space for ongoing learning and application, and unlocking new possibilities through a collaborative process.
This document summarizes a presentation on advocating for policy priorities at the state level. It discusses:
- Why state advocacy is important, such as educating leaders, directing policy and resources, and building coalitions.
- Examples of state advocacy from North Carolina and Minnesota, including securing Medicaid funding for permanent supportive housing in NC and forming a coalition called "Homes for All" in MN to pass affordable housing legislation.
- Tools for effective state advocacy, such as using data to tell a story, developing strategic advocacy plans, and setting priorities at the state level by focusing on key audiences and policy asks.
Shelter diversion by Ed Boyte from 6.5 Maximizing System Effectiveness through Homelessness Prevention from the 2013 National Conference on Ending Homelessness
"Evaluating Philadelphia’s Rapid Re-Housing Impacts on Housing Stability and Income," by Jamie Vanasse Taylor Cloudburst and Katrina Pratt-Roebuck from the 2013 National Conference on Ending Homelessness/.
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1. The National Alliance to End Homelessness presents The HEARTH Academy Training and tools to help your community achieve the goals of the HEARTH Act
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3. Implementing proven strategies to end homelessness HEARTH Academy Implementation Clinic Participants in this 1.5 day clinic will assess the performance of their homelessness assistance and implement community-wide strategies to better achieve the goals of the HEARTH Act. Individualized Consulting The Alliance’s Center for Capacity Building and other expert consultants will be available to provide customized assistance. Webinars and Tools Webinars, tools, and training materials will help communities prepare for the Implementation Clinic and learn about and implement the strategies that help prevent and end homelessness.
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7. Aisha Williams Center for Capacity Building National Alliance to End Homelessness [email_address] 202-942-8298 If you are interested in participating or would like more information, please contact: Note: The HEARTH Academy is not sponsored by or affiliated with the Department of Housing and Urban Development (HUD) or any other federal agency. The HEARTH Academy is a project of the National Alliance to End Homelessness.
9. “ Because far too many Americans go homeless on any given night, this bill provides comprehensive new resources for homeless Americans” President Obama signing the HEARTH Act as part of the Helping Families Save their Homes Act.
12. “ to establish a Federal goal of ensuring that individuals and families who become homeless return to permanent housing within 30 days” HEARTH Act Purposes – Sec. 1002(b)
15. Changes to the ESG (Formula) Program Old Emergency Shelter Grants Up to 5% for administrative expenses Formula to cities, counties, and states New Emergency Solutions Grants Up to 7.5% for administrative expenses Same formula but with more funding!
16. Changes to the ESG (Formula) Program Old Eligible Activities Shelter renovating, rehab, conversion Operating Emergency Shelter (max. 10% for staffing) Services in Shelter or outreach (max. 30%) Prevention (targets people with sudden loss of income, max. 30%) New Eligible Activities Same as now plus HPRP activities (except that prevention has to target below 30% of AMI) No cap on prevention, services, or staffing Minimum of 40% must be for prevention and rapid re-housing (with a hold-harmless provision)
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25. Unified Funding Agencies (only some CoCs) Old New Project Sponsor Project Sponsor Project Sponsor HUD Project Sponsor Project Sponsor Project Sponsor HUD Unified Funding Agency
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Editor's Notes
The HEARTH Act establishes an ambitious federal goal of “ ensuring that individuals and families who become homeless return to permanent housing within 30 days” The HEARTH Act also requires HUD to evaluate CoCs based on their performance on a number of outcomes, including Duration of homelessness episodes Returns to homelessness Number of people who become homeless Overall homelessness The Alliance’s HEARTH Academy is designed to help your community achieve these ambitious goals by Helping you assess the structure and performance of your current homelessness assistance Providing tools to help you implement proven strategies to reduce homelessness Helping you create an action plan to reshape your community’s response to homelessness so that it better achieves the outcomes set by the HEARTH Act The HEARTH Academy is not sponsored by or affiliated with the Department of Housing and Urban Development (HUD) or any other federal agency. The HEARTH Academy is a project of the National Alliance to End Homelessness.
The HEARTH Academy has three major components: A 1.5 day clinic where 6-10 leaders from each of several communities will come together to assess their communities performance and create an action plan to implement cost effective strategies that will help their communities reduce homelessness and better meet the goals of the HEARTH Act A series of preparation and implementation webinars and tools covering a range of topics: An overview of the HEARTH Act and its implications Using performance measures to improve outcomes Designing a cost effective homelessness assistance system Individualized consulting for communities interested in receiving customized assistance
The HEARTH Implementation Clinic is designed for CoC Leaders Ten Year Plan coordinators Emergency Shelter Grant and HPRP administrators Major funders of homelessness assistance Local TA providers or consultants who are involved in planning and implementation HMIS administrators Clinic participants will create an action plan to improve their homelessness assistance systems. The clinic will work best if a team of leaders who are responsible for planning and overseeing homelessness assistance from your community attend. If you are interested in the clinic, please send an inquiry to Aisha Williams—awilliams@naeh.org—with your name, organization, and location. The Alliance is identifying sites for the clinic and will attempt to identify sites that are convenient to people who demonstrate interest. If you would like to host a clinic in your community, please also contact Aisha. The Alliance estimates that the fee for the clinic will be approximately $300 per participant. However, the cost may change depending on the cost of the venue and related expenses.
The Alliance will hold three webinars in preparation for the implementation clinic: Overview of the HEARTH Act and its implications Data and performance improvement Assessing your homelessness system Webinars will be free of charge and will be archived at www.????? Several webinars will be held in the spring and summer of 2011 to help HEARTH Academy participants implement their action plans. Numerous tools and other materials will be posted on the Alliance’s website. All tools and webinars will be free of charge.
The Alliance has expert staff that have worked with communities to implement strategies that will help achieve the goals of the HEARTH Act—reducing the length of time people are homeless and preventing episodes of homelessness. The Alliance also has relationships with numerous consultants with experience helping communities implement best practice strategies and can recommend. For more information, send an inquiry to Aisha Williams—awilliams@naeh.org.
The HEARTH Academy is not sponsored by or affiliated with the Department of Housing and Urban Development (HUD) or any other federal agency. The HEARTH Academy is a project of the National Alliance to End Homelessness.
The HEARTH Act – which stands for the Homelessness Emergency Assistance and Rapid Transition to Housing Act – was enacted May 20, 2009. It’s the first significant reauthorization of HUD’s homelessness assistance programs since 1992, nearly 2 decades. The bill makes many changes, streamlining and updating programs, but it’s real value is far more profound.
One of the challenges we face as we try to end homelessness is that we aspire to something great—to prevent and end homelessness. But we have a set of incentives and requirements that don’t always help us move toward that goal, in fact they often move us in the other direction. For example, some funding sources pay for shelter programs based on occupancy. That creates an incentive to have more people in shelter. Another example: It’s easy to raise money for facilities, shelters, clinics etc. But it’s really hard to raise money for rent subsidies. To some degree, HUD’s McKinney-Vento Homeless Assistance programs have contributed to this problem. It’s much easier to continue funding the same programs, even when they don’t have good outcomes, than it is to change. And you can fund the costs of administering a project, but not to administer the system to make sure all of the programs are working together well. What does the HEARTH Act do to change that?
In many ways, small and large, the HEARTH Act shifts the incentives and funding to align them much more with our goal of preventing and ending homelessness. What the program will fund and encourage us to do is much closer to our ideal than before.
The HEARTH Act makes it an explicit federal goal that people who become homeless quickly move back into permanent housing.
The changes made by the HEARTH Act can be summarized as a number of shifts in what is funded and encouraged. Instead of just funding and evaluating a collection of programs in a community, there is much more focus on the system. This is evident in the way administrative costs are funded, in the match requirements, and especially in the way homeless assistance is evaluated. The HEARTH Act streamlines funding, eliminates several requirements, and shifts the emphasis from activities and compliance to achieving outcomes. The HEARTH Act includes much more funding for prevention activities and shifts the emphasis of shelter funding from just providing shelter to preventing homelessness when possible. Instead of helping people slowly transition out of homelessness, the HEARTH Act also places much more emphasis on rapid re-housing When and how does the HEARTH Act make these shifts.
The changes made by the HEARTH Act will begin to take effect with the programs that are funded by the FY 2011 round of Emergency Solutions Grants (ESG) (formerly the Emergency Shelter Grants), and the FY 2011 NOFA, which will probably be released sometime in mid-2011. Some of the changes will be implemented over several years, while others will be implemented at once. HUD is still developing many of the regulations. Those will be revealed in the coming weeks or months, and until they are released, many of the details of how the HEARTH Act will be implemented are unknown. When the draft regulations are released, there will be an opportunity for public comment. Providers, local and state officials, advocates, and other stakeholders should plan to comment on those regulations. Broadly, the HUD McKinney-Vento Homeless Assistance programs consist of two types of funding – a formula program (ESG) and a competitive program (CoC). What are the changes to the ESG program?
The first change to the ESG program is symbolic of the general shift of emphasis in the program. The name is changed from the Emergency Shelter Grant to the Emergency Solutions Grant, signifying the shift from just providing shelter to trying to resolve people’s housing crises. There is more funding for administrative expenses, 7.5 percent instead of the previous 5 percent. The formula that distributes the funding will remain the same, and the recipients will be similar (some smaller entitlement jurisdictions that did not receive ESG previously, but did receive HPRP may receive ESG in the future). However, there will be more funding in the future. How much more will depend on how much funding Congress provides for McKinney-Vento programs.
The eligible activities change significantly. Everything that was previously eligible will continue to be eligible. But ESG will now fund homelessness prevention and rapid re-housing similar to the HPRP program. The major difference between HPRP funded prevention and ESG funded prevention is that ESG prevention can only serve people below 30 percent of area median income (AMI). Several of the caps that existed in the ESG program are eliminated, including the 10 percent cap on staffing in emergency shelter, the 30 percent cap on services, and the 30 percent cap on prevention. There is a new cap on how much can be spent on traditional shelter activities (renovation/rehab/conversion, operating shelter, and shelter services/outreach) of 60 percent of the jurisdictions ESG award. In other words, at least 40 percent must be spent on prevention and re-housing. There is however a “hold-harmless” provision that allows a jurisdiction to spend as much on traditional shelter activities as they did in FY 2010, even if that is more than 60 percent of their award.
A concise way of describing the changes to ESG is that the New ESG is the Old ESG plus HPRP. There will not be nearly the same amount of funding for prevention and rapid re-housing as was provided by HPRP, but there will be a substantial amount. One of the implications of this change is that some HPRP programs can continue to receive funding after HPRP ends. Communities should consider how they will make decisions about which programs are best reducing homelessness and should continue with ESG funding. What about changes to the CoC program?
There are several changes to the CoC programs. First, the three separate programs – Supportive Housing Program (SHP), Shelter Plus Care (SPC) and the seldom used Moderate Rehabilitation/Single Room Occupancy (SRO) are combined into a single program that will be called the Continuum of Care program. All of the activities that were previously eligible will continue to be eligible under the new program. There will be some more flexibility to mix and match services. Up to 10 percent of the grant can be used for administrative expenses. This is a change that will likely be phased in over time. HUD will likely allow up to 8 percent to be used for administrative expenses in the first year of HEARTH implementation. Funds can be used for staff training.
For the most part, the process for applying for funds will be similar to the current process with a couple of significant changes. First of all, the entity that applies for funding will be known as the Collaborative Applicant . The Collaborative Applicant will be eligible for up to 3 percent of the CoC’s award for administrative costs. And very importantly, there will be more emphasis on performance .
The new performance measures are one of the most substantial changes made by the HEARTH Act, and over the long term, they will likely have as big an impact on how communities use McKinney-Vento funding and how much funding they receive as anything else in the HEARTH Act. One of the major changes in the performance measures is the addition of new performance measures, particularly the following four measures: Reducing the length of time that individuals and families are homeless Reducing the extent to which people who exit homelessness become homeless again in the future Reducing the number of people who become homeless Reducing the number of people who are homeless overall These measures require that a collaborative applicant is able to measure performance across programs and even among homeless assistance programs that are not funded through the CoC process.
Several changes required by the HEARTH Act will help improve coordination with mainstream programs and Ten Year Planning processes. Currently, as part of the CoC application, an applicant is required to obtain certification of consistency with the jurisdiction’s Consolidated Plan. The Consolidated Plan is the plan that is submitted to HUD describing how a community will spend funding from several HUD programs, including CDBG, HOME, HOPWA and ESG. The HEARTH Act also requires that the Consolidated Plan is consistent with the applicable CoC plans. The HEARTH Act also requires that a CoC application include the CoC’s plans for reducing homelessness, including how they will reduce the number of people who become homeless and the length of time people are homeless. It also requires a description of performance targets, timelines, funding sources, and entities responsible for implementing elements of the CoC’s plan. All of these are important parts of Ten Year Plan. Because the HEARTH Act will require more coordination between these planning efforts. CoCs should begin thinking about how to integrate their Ten Year Plan with their CoC process if they haven’t done so already. They should also think strategically about how the resources provided by CDBG, HOME, and HOPWA can be used to help prevent and end homelessness.
The changes to the match requirement are another illustration of the shift from programs to systems. The HEARTH Act dramatically simplifies the match requirements to a simple 25 percent match requirement for all activities (with one minor exception). The match is for the entire CoC, not project specific. In other words, a CoC could provide a larger match for some projects to offset smaller matches for others. In addition, the match can be cash or in-kind when documented by a Memorandum of Understanding. This change could help CoCs better connect mainstream funded services with homeless assistance efforts.
Through the Samaritan and permanent housing bonuses, HUD has been encouraging the development of permanent supportive housing. A similar incentive structure will continue, but it will be available for two proven strategies : Permanent supportive housing for people experiencing chronic homelessness, which would include families with children. (A chronically homeless family is one in which an adult member meets the existing definition of chronic homelessness but is also accompanied by children.) Rapid re-housing for families with children In addition to these activities, HUD could develop new bonus eligible activities if research demonstrates that they are effective at reducing homelessness. The HEARTH Act includes an interesting incentive. If a CoC fully implements a proven strategy, for example, if every family with children was provided rapid re-housing, then the CoC could still apply for a bonus and that bonus could be applied to any eligible CoC program activity or for the prevention or rapid re-housing that is eligible under the Emergency Solutions Grant.
In addition to changes that help prevent or end homelessness, the HEARTH Act makes several improvements to services for people while they are homeless. Among these are that a McKinney-Vento funded project that serves families with children, including one that is funded by ESG, must serve families regardless of the age of their children. In other words, McKinney funded programs cannot discriminate against older children. Also, a project that serves families with children must identify a staff member who will coordinate the children’s education activities.
Another element of the HEARTH Act intended to help transform McKinney-Vento assistance from a project-based funding source to one focused on systems is the Unified Funding Agency (UFA). Under certain circumstances, a Collaborative Applicant would be allowed to apply to HUD to become a UFA, which would allow them to receive the entire CoC award from HUD and then subgrant to project sponsors. Under this arrangement, a CoC would have more flexibility to do contract amendments and it is possible that the payment process would be quicker and simpler. In addition to these benefits, under a UFA scenario, a CoC could begin to more closely align various different funding streams. For example, if a community receives funding from HUD, private donors, and a city agency, they could route all of the funding through a UFA and streamline application and reporting requirements.
There are two ways a Collaborative Applicant could become a UFA. One is that they could apply to HUD for that designation. The other is that HUD could designate them as a UFA if HUD can demonstrate that the Collaborative Applicant has the capacity, that it would benefit the community and that HUD can provide sufficient technical assistance. In exchange for becoming a UFA, a collaborative applicant would be eligible to receive an additional 3 percent of the CoC award for performing UFA duties.
The HEARTH Act made many changes to eligibility for assistance. One change that received a great deal of attention is the change in the definition of homelessness to include people who are losing their housing in 14 days (and have no other resources or support networks to obtain housing) and youth and families who have precarious housing situations. The changes are described in a draft regulation that HUD issued in May and are summarized here: http://www.endhomelessness.org/content/article/detail/3006. By expanding the prevention component of ESG, the HEARTH Act provides more resources for households who have unstable housing situations like living doubled up, overcrowded, or in motels. The HEARTH Act also allows CoCs to apply to HUD to use funding from the CoC program to serve unaccompanied youth and families with children who live doubled up or in motels.
The HEARTH Act makes several changes to support the development and ongoing funding of permanent supportive housing. In recent years, the CoC NOFA has utilized a different process for funding Shelter Plus Care renewals compared to SHP permanent housing renewals. The HEARTH Act makes renewal of all permanent housing activities, including operating costs, leasing, and rental assistance, similar to the process for renewing Shelter Plus Care. In addition, an project sponsor could apply for a project-based permanent housing grant (rental assistance or operating costs) with a 15-yeare contract subject to annual appropriations. This change should make it much easier to use McKinney-Vento funding with the Low Income Housing Tax Credit. Permanent housing grants will be adjusted for inflation at renewal.
Communities should use this time to focus on how they will implement the HEARTH Act and make the changes to their homeless assistance that will prepare them to perform well on the new performance measures. Here are some of the questions to consider. Who will be the Collaborative Applicant, and will they be a UFA? In many cases the Collaborative Applicant will be the same entity that has been doing the job for years. However, it is worth evaluating whether that should continue to be the case going forward and if so, what support will the Collaborative Applicant need to take advantage of the opportunities presented by the HEARTH Act. How will performance be measured? Do we have the programs we need to perform well, and do we have the right mix of programs? The HEARTH Act presents a unique opportunity to evaluate whether the programs in your CoC are the right ones? Do you have the right amount of shelter? Rapid re-housing? What to do about transitional housing? Which HPRP funded programs will continue? Because the HEARTH Act provides funding to continue some HPRP activities, it is worth exploring how existing HPRP programs will be evaluated for their impact on homelessness. The possibility of future funding can be a motivation for existing programs to perform better. How will we integrate the CoC, Consolidated Plan, Ten Year Plan and other planning efforts? The HEARTH Act requires some coordination of these efforts, but more importantly, there can be great benefit to coordinating these planning efforts as well as those of other mainstream entities, including Public Housing Agencies, Community Action Agencies, and, veterans centers, and others.
More information about the HEARTH Academy can be found at http://www.endhomelessness.org/content/article/detail/3335