Shelter Planning Task Force

Attachment #1 p. 1 Two years ago, the City of Portland’s Task Force to End Homelessness reached consensus on the concept of scattered site homeless shelters spread throughout different City neighborhoods, all serving slightly different populations and/or providing differing models of services. See excerpts below: Retooling the Emergency Shelter System: This retooling of the emergency shelter system will include the creation of a centralized intake process where all clients who are homeless would be assessed. Those appropriate for diversion to housing, other specialized shelters or other housing situations would be rapidly reassigned to these more appropriate options Strategy Develop a central intake and assessment process where rapid assignment to other temporary housing placements will occur. Individuals who arrive at an intake center would be assessed and placed in other temporary housing located in other parts of Portland and surrounding communities. Action Items Phase 1, increase assessment and case management staff. Integrate Preble Street and Oxford Street Shelter roles and responsibilities- Phase 2-create a single point of entry and a general shelter in the same site. Phase 3-review of shelter sites for specialized implementation To be clear, this would still be the preferred approach. But, given the fiscal and political realities facing the City of Portland and nonprofit social service organizations, it is clear there is very little chance of several shelters being located, funded, and operated separately in different parts of the city. And the status quo is unacceptable:  Overflow(s) needed every night  Sleeping on mats  Funding not sufficient, nor sustainable  Very little space/capacity to increase onsite services (internal services, or those provided by outside organizations)  Meals and day shelter services offsite, forcing clients to walk back and forth on busy streets  Soup kitchen and day shelter also overcrowded with little space/capacity to increase onsite services  Neighborhood concerns Attachment #1 p. 2 A consolidated shelter would:  Create some economies of scale in terms of staffing An open shelter design with clear sightlines and a central staff location reduces the need for additional staff to monitor separate rooms and floors. Clearly defined emergency protocols along with consistent, ongoing training of staff allows for a smaller group of competent professionals monitoring the space during the evening and overnight hours.  24, meals, day shelters A single 24 hour site offering overnight shelter, meals and daytime shelter will serve the homeless community more effectively and create a quieter, safer and cleaner local neighborhood. People will not be transitioned from one location to another for sleeping, meals, and case management services, carrying their belongings with them everywhere they go. The need to wait out in the street while waiting for the next program to open will be eliminated. Those who prey on people suffering from mental illness and addiction will have less access to their victims if they are not readily available to them on a public street. Staff from different shifts will be able to more effectively communicate with each other regarding safety and behavioral concerns, ensuring smoother transitions and more effective delivery of appropriate services.  Opportunities to engage/involve other organizations ON SITE providing services such as mental health, substance abuse, psychiatry, employment, financial literacy, Primary Health Care etc. In a single shelter with dedicated office space for local agencies, providers would serve their clients more efficiently and effectively. Rates of no- shows for appointments would drop dramatically as those with the highest needs would be present in the shelter space most of the time. People needing to meet with providers are more likely to attend meetings in a place where they feel comfortable, and providers would be able to find their clients more easily for follow up meetings, to get important information and signatures, and to check in periodically on those who are fading from their services.  Flexibility of beds/space – Flexibility will be the key to this shelter. Different segments of the homeless population have different needs, and a dynamic shelter can be adjusted to meet them. For example, a daytime sleeping area can offer support to those who work evening hours, and can provide respite for those who require additional rest. Attachment #1 p. 3  Conversion of Building Our hope is that a single, centralized shelter with extensive on-site service provision will be effective in reducing the number of people experiencing homelessness. Over time, as the need for emergency shelter decreases, space in the building can be converted to more appropriate forms of housing. Efficiency apartments or SROs can be built out to meet housing needs for those who are ready to take the first steps toward independent living.  Single entry intake and assessment, diversion strategies A single point of entry allows for an immediate assessment of a person new to the homeless community. From this initial assessment, the person can be connected with the most appropriate services right away, and possibly diverted from the shelter altogether. This is an opportunity to identify the need of each person as they enter the shelter system and start him or her off in the right direction to recovery and housing while at the same time streamlining service delivery across the community. Removing duplicate services and providing the correct services to each client will benefit the individual and de-clutter the service industry overall.  Rapid Rehousing Rapid Rehousing is designed for those who are recently homeless, with a goal of finding an appropriate housing placement within 30 days. Basic, short term financial assistance and regular case management help individuals and households get back into housing and have proven to help them stay there until they become financially independent. The result in communities that have embraced this strategy has been a drop in shelter numbers and a lower rate of those returning to homelessness.  Housing first Proven over time in Portland and nationwide as the most effective way to end chronic homelessness, Housing First projects provide housing and on- site services as a first step toward recovery for individuals previously considered “unhouseable.” The results in local communities have been profound. Tenants are remaining housed in their apartments, and costs to the community directly associated with these tenants have declined dramatically across the board. In Portland, emergency shelters, emergency room use, police contacts, jail time and ambulance use all saw decreases on the order of 70%-99% over the two year period after Logan Place opened its doors to 30 chronically homeless people in 2005.  Health and Safety Building security. Addressing opiate use.  Attachment #4 300-Bed Capacity Budgets Proposed Shelter Budget Worksheet 300-Bed Capacity Estimated Estimated Current Estimated 2-Facility Central Intake FY16 Budget 5-Facility (Gender) and Triage Facility Revenue General Assistance $ 1,010,947 $ 1,322,968 $ 1,322,968 $ 1,322,968 MaineState Housing Authority (MSHA) 637,438 822,903 822,903 822,903 MSHA - HUD ESG Funds 68,319 68,319 68,319 City- HUD ESG Funds 53,000 54,759 54,759 54,759 Medicaid/Mainecare 127,000 - - - In-kind Food Donations 850,815 850,815 850,815 850,815 Total Revenue $ 2,679,200 $ 3,119,764 $ 3,119,764 $ 3,119,764 Expenses Personnel & Benefit Costs $ 2,942,676 $ 4,353,235 $ 2,533,886 $ 2,144,867 Security Laundry & Client Supplies Food Program In-Kind Food Costs 93,475 212,570 703,160 843,141 T 467,375 270,000 709,560 850,815 210,950 252,500 709,560 850,815 105,000 243,845 709,560 850,815 In-Kind Goods/Services Rent/Mortgage Utilities Maintenance & Repairs Other Direct Program Supports Indirect costs (10%) Total Expenses AF 336,000 141,724 96,151 133,591 112,407 59,742 $ 5,674,637 336,000 459,100 169,620 499,450 341,000 845,616 $ 9,301,771 336,000 367,870 132,848 199,780 201,550 579,576 $ 6,375,335 $ 336,000 295,520 107,848 148,210 169,457 511,112 5,622,234 Net Deficit DR $ (2,995,437) $ (6,182,007) $ (3,255,571) $ (2,502,470)  Proposed 150 Bed Shelter Budget Worksheet 150 Bed Shelter Annualized Budget of one 150 bed shelter which include all functions currently spread out at Oxford Street; Preble Street's Food Program; Preble Street's Day Shelter Revenue General Assistance $ 687,425 Maine State Housing Authority 553,523 MSHA - HUD ESG funds 25,000 City - HUD ESG funds 25,000 In-kind Goods/Services 336,000 In-kind Food Donations 843,141 Total Revenue $ 2,470,088 Expenses Personnel & Benefit Costs 2,349,313 Security 93,475 Laundry & Client Supplies 227,570 Food Program 703,160 In-kind Food Costs 843,141 In-kind Goods/Services 336,000 Rent/Mortgage 159,170 Utilities 108,985 Maintenance & Repairs 119,905 Other Direct Program Supports 202,348 Indirect costs (10%) 514,307 Total Expenses $ 5,657,374 Net deficit $ (3,187,286) includes estimated cost of lease City of Portland & Preble Street cost estimates Note: The costs above reflect shelter operations only. They DO NOT INCLUDE: - Case management services - Employment services - Housing counseling or other supportive services - Outreach services - Navigator C:\Users\jas\AppData\Local\Temp\XPgrpwise\Final OSS Analysis 09.17.15150 BED ESTIMATE Oxford Street -- 150-Bed Shelter (nights only as it is currently) Personnel & benefit costs 1,296,670 Staff Travel/training 5,000 Security 93,475 Laundry 139,200 Client Supplies (hygiene, towels, sheets, etc.) 25,000 Rent 141,725 Utilities 44,170 Maintenance & Repairs 62,050 Contractual (fire alarm, pest control, etc.) 21,900 Office equipment 3,540 Office supplies 12,000 1,844,730 Preble Street Day Room 116,000 Home Team 25,000 1,985,730 Revenue General Assistance (75 beds x 365 x $23.69) 648,514 Maine State Housing Authority 553,522 MSHA - HUD ESG 40,900 Medicaid 76,200 1,319,136 Net Deficit (666,594)  MEMORANDUM TO: Shelter Planning Task Force cc: Jon Jennings, City Manager FROM: Julie Sullivan, Acting Chief of Staff DATE: September 21, 2015 RE: Shelter Options and Task Force Update In an effort to ensure an efficient and effective process, the City Manager asked that the Task Force take a short break while Dawn Stiles, Health & Human Services Department Director, led a focused effort with Milestone and Preble Street (as the three shelter providers in the city) to develop specific shelter options for him and for the Task Force to consider. During August and the first half of September, the following people met once or twice a week: Name Organization Title Dawn Stiles City of Portland HHS Director David MacLean City of Portland HHS/Social Services Administrator Deb DeLong City of Portland HHS/Social Services, Senior Accountant Angela Giordano City of Portland HHS/Social Services, Oxford Street Shelter Program Manager Krista Morris City of Portland HHS/Social Services, Executive Assistant Bob Fowler Milestone Foundation Executive Director Tom Natalie Milestone Foundation Shelter Manager Joe MacNally Milestone Foundation HOME Team Manager Marianne Sensale- Milestone Foundation Finance Director Guerin Mark Swann Preble Street Executive Director Jon Bradley Preble Street Associate Director Donna Yellen Preble Street Chief Program Officer Tina Flaherty Preble Street Chief Operating Officer Seth Bruning Preble Street Management Team Assistant Dawn created the following list of topics for the group to work through:  Services  Population  Diversion  Shelter Requirements  Site and Space Needs  Security   Size  Funding 1. Services The group worked from an assumption of a new shelter system which would include centralized triage and assessment and all day and night services, including meals and sleeping quarters. They cited recommendations from the Task Force to Prevent and End Homelessness which support this. (Attachment 1) Clients who present directly to Milestone would be triaged and served there. This central triage/assessment and service delivery location would provide office space for outside service providers to see clients on site. The group agreed that services needed by the homeless population include: community integration (from corrections or other institutions); education and job training; entitlement program applications; health care, including mental health and oral health; housing placement; hospice; legal aid; Narcotics Anonymous and Alcoholics Anonymous; and needle exchange. The group stated that this approach assures that clients are appropriately referred, allows for appointments to be more easily kept, reduces transportation costs, and thus more time can be spent on case management rather than on travel time and tracking down clients. The group also agreed that single-sex shelter(s) and wet shelter(s) are important. 2. Population The target population is homeless adults, aged 18 and older. 3. Diversion Shelter diversion helps individuals seeking emergency shelter to find alternative housing options, including staying with friends or family. Diversion is not denying services to those who need them, but instead encourages people to utilize existing resources and support networks. 4. Shelter Requirements The State requires that shelter users complete General Assistance eligibility screening before the shelter provider can seek bed night reimbursement. Currently, the City has one GA Financial Eligibility Specialist stationed at the Oxford Street Shelter. Other shelters must send individual applications to the City, which are processed weekly. Maine State Housing requires that beds or cots be used instead of mats. Oxford Street has been grandfathered but a new facility would be required to use beds or cots. 5. Site and Space Needs The group agreed that a scattered-site shelter system would be better for clients, though it would be significantly more costly than other options under consideration. A scattered-site approach would also decrease the impact on a single neighborhood, as is currently the case. The group concluded that the B3 zone is the only one that specifically allows emergency shelters as a conditional use, and alleged that other shelter applications have been denied outside of this zone. Thus, the group considered the following options: male and female scattered-site shelters and a larger, co-ed day and overnight multipurpose facility, with a central intake location incorporated in both models. They believe that a 300-bed shelter reflects current usage for a co-ed day and overnight shelter, though housing all the current Longest-Term Stayers would bring the need for shelter beds down to 150-170. The City Manager asked that I add another option: supporting the effort currently underway to house the approximately 40 remaining Longest-Term Stayers, which has a target of late January to have housed all 40. This would allow for the 75-bed overflow shelter at Preble Street to close, and for Oxford Street to return to its original capacity of 154 beds, with room for 170 clients per night. When the initial target is reached, the community effort would continue, moving on to the next group of longest-term stayers, reducing lengths of stay (and overnight demand on the shelter) through efficient housing and support service delivery in the community. The end result would be in keeping with HUD’s goal of achieving functional zero – where anyone in the shelter would be on track to be housed within 30 days, and the shelter would operate below its capacity and as a true emergency shelter. 6. Security The group noted that the City currently contracts with a security company to conduct searches and assist with overall safety and security. A Portland Police Department officer is also on site. 7. Funding and Budgets The group prepared two budgets. The first (Attachment 2) is for a 300-bed facility that would replace the Oxford Street Shelter, overflow facilities, Preble Street’s Day Shelter and Preble Street’s Food Program. The budget does not include case management, employment, housing and related support services, outreach or other navigators. The second budget (Attachment 3) is for a 150-bed facility that would replace Oxford Street and Preble Street’s Food Program. It does not provide for overflow or day shelter. The budget does not include case management, employment, housing and related support services, outreach, or other navigators. Both budgets estimate staffing at the City’s current staffing levels. I have added a third budget (Attachment 4) for your consideration reflecting the current Longest- Term Stayers initiative and projected cost decreases. Proposed Next Steps I suggest that the Task Force consider all options and recommend short- and long-term plans to the City Manager and the City Council’s Public Safety, Health & Human Services Committee for their consideration. It seems prudent to allow the current LTS initiative time to reach its goal by late January/early February before making any significant changes. The Task Force should discuss at its meeting on the 23rd a revised meeting schedule with the goal of presenting recommendations in early February.