Creating Homes

Goal 1:  Open the "back door" out of homelessness – ensure that all Philadelphians have a decent, safe, accessible and affordable home.

Objective 1: Increase the resources available for developing and managing accessible and integrated permanent affordable and supportive homes

-Advocate for passage of Housing Trust Fund legislation.

-Have Consolidated Plan reflect priorities of 10 Year Plan.

-Review TRF resource analysis for un-tapped resources.

-Identify un-tapped resources that Philadelphia agencies or services providers could receive and designate recipient(s).

-Collaboratively develop applications where possible.

-Expand resources by giving extra points or priority to fund housing developments that employ creative strategies to ensure affordability (such as reinvested developer's fees as an internal rental subsidy).

Objective 2:Increase housing and service providers' capacity to produce and oversee an adequate supply of housing that meets the needs of all Philadelphia residents.-Explore possibility of pairing experienced housing developer with a service provider.

-Explore "mentoring" relationship between newer and older groups (particularly those who are successful developers and have infrastructure but have not yet worked with homeless/supportive services).

-Foster collaboration between providers and local government.

-Explore the idea of allowing very low-income tenants to pay up to 40% of their income on rent as long as there are supportive services associated with the developments to help families or individuals raise their income levels.

Objective 3:Increase the stock of high quality permanent affordable and supportive homes, and ensure accessibility to residents and visitors with physical disabilities.-Identify pipeline projects and help them to move forward.

-Find a good model for rental assistance and duplicate it.

Objective 4:Increase the number of rental vouchers and other housing subsidies available to Philadelphia households, including individuals with disabilities.

Objective 5:Streamline the process of applying for permanent housing.  -Implement a clear mechanism to move clients from shelter to permanent housing/Create paths for access to affordable housing.

-Make housing information more accessible.

-Create reasonable path for access to Section 8.

-Make sure all Section 8 certificates are being utilized.

-Provide individuals with all the skills necessary for successful independent living and/or homeownership (such as budgeting/money management skills, job skills, etc.).

-Integrate temporary housing into appropriate health and human services programs where appropriate.

Strengthening Communities

• Use advocates at eviction court and with utilities; help individuals make payments arrangements with landlords and HUD's help.

-Research "best practices" that provide eligible individuals and families with access to mainstream resources (for example, make applying for housing and assistance quicker, especially in emergency situations).

• Develop a rapid response to those who experience job loss.
• Consider innovative strategies such as day programming to keep people out of the shelter system.
• Link community-based prevention centers to shelter reception sites.

-Support community development groups who are stabilizing housing and doing welfare-to-work projects

-Tailor funding requests to meet existing needs and seek funding to implement appropriate "best practices" in Philadelphia.

-Implement appropriate outreach efforts and programming.

-Establish a multidisciplinary Task Force to review the current discharge policies and practices of hospitals, prisons and foster care to ensure that all consumers have a housing plan prior to discharge and are never discharged directly to the street. (The policy should include a grievance process and a mechanism for accountability for compliance with the policy.)

-Advocate for improved discharge planning and after-care services in systems "feeding" into homeless shelters.

• Urge systems to increase the quality and scope of their discharge planning (to include, for example, early assessments and comprehensive case management).
• Urge systems to give incentives to their providers whose discharge plans result in permanent housing.
• Prioritize Public Defender's Social Worker's Office's access to homeless system resources, so that when a homeless person is incarcerated, his/her homelessness is addressed in the prison discharge plan. 
  
  Objective 4:Ensure that the unique and complex needs of at-risk children are addressed in a comprehensive and holistic manner.
  
  Objective 5:Support and collaborate with the public school system to ensure that all Philadelphia students receive the education they need for independent adulthood.-

Goal 3:  Ensure that no one in Philadelphia needs to live on the streets

Objective 1:Expand street outreach services beyond Center City by developing community partnerships in areas of the city where street homelessness exists.-Develop a team model that brings community members and the voice of outreach workers into the process of planning local outreach services to people in these neighborhoods who are living on the streets.

-Work with, and provide technical assistance to, community organizations, including faith-based organizations, that want to develop programs for hard to serve street homeless people in their areas.

Objective 2:Expand street outreach services to currently under-served populations.

Objective 3:Eliminate fragmentation in health care service delivery, including physical, mental health and substance abuse treatment for the hard to serve street homeless.-Create additional Assertive Community Treatment (ACT) teams based on consumer needs, not on formal MH/DA diagnoses.

-Expand walk-in hours at Mary Howard Health Center, District Health Centers, Community Mental Health Centers, and other public health facilities that provide comprehensive physical health, mental health, and substance abuse services to the street homeless population. All facilities should be equipped to perform medical and psychiatric assessments, as well as examinations required for receiving public benefits.

Goal 4:  Fully integrate all health and social services to aid in preventing and addressing homelessness.

Objective 1:Identify all resources available to individuals and families at risk of homelessness throughout the city.-Assemble a database of faith-based, private, and City shelters, transitional facilities and low-income permanent housing facilities, with or without services provided.

-Publish the catalogue of services in hard copy and online.

-Maintain and update the resource list as necessary.

-Identify gaps in services.

Objective 2:Implement a citywide plan to coordinate systems and services.-Incorporate relevant goals and strategies identified by other system partners (such as the state Plan to End Chronic Homelessness, plans within the Office of Behavioral Health, Department of Human Services, Veterans Affairs, Office of Housing and Community Development).

-Define barriers; redefine "success" and clarify message.

-Create measures and standards of accountability, and systems for facilitating the management, monitoring, and evaluation of programs and facilities based upon those measures and standards. 

-Evaluate the location of service delivery – i.e. on-site for subpopulations, community based services, one stop services, etc.

Objective 3:Strategically use data to track needs, document outcomes, and develop appropriate and effective programs.-Create an annual system Report Card quantifying local needs, the demographic characteristics of homeless individuals and families, existing resources (relative to needs), the quality of services offered, and system outcomes and successes.

• Needs (Outreach data regarding street homelessness; Number of individuals who present to shelter; School District data regarding how many children are homeless; Number of individuals who present for emergency rental or state subsidy assistance; Number of individuals who present to hospitals and prisons with no permanent address; Waiting List analysis regarding how many people are awaiting housing assistance and where they are staying while they wait);
• Demographics of Homeless People (Age; Race/Ethnicity; Gender; Family Composition; Veteran Status; Sexual Orientation; Socio-Economic Status; Disability Status);
• Resources and Availability of Subsidies Relative to Needs (Shelters; Safe Havens; Transitional Housing; Permanent Supported Housing; Behavioral Health Services; Employment and Training Programs; Child Care Slots/Subsidies; Educational Opportunities; Transportation);
• Quality of Services Offered (Why are clients leaving programs; Operational Standards (local, state and federal); Monitoring bodies for standards; Monitoring processes for standards and frequency of monitoring; How are they evaluated for accountability; Benchmarks for using Best Practices); and
• Outcomes (Reduced need; Moves to permanent housing; Tenure in permanent housing; Accessed and maintained benefits; Specific program outcomes should be defined and Cost Benefit Analysis conducted for all resources).

-Use the report card to influence funding, develop appropriate capacity and ensure that best practices are being implemented. 

• Utilize statistics from the new Report Cards, Office of Emergency Shelter and Services, Philadelphia's annual Continuum of Care application, Philadelphia's Consolidated Plan (OHCD), and other sources, to identify the factors contributing to homelessness, such as chronic and casual drug abuse; severe and limited mental health issues; physical, psychological and sexual abuse; illiteracy; physical disabilities; unemployment; lack of education and job skills; unaffordable housing; etc.
• Write research- and data-based case study.
• Disseminate information through a web site, publications, and presentations (to community groups, churches, schools, advocacy groups, the private sector, and foundations and other funding sources).

Goal 5:  Generate the political will, civic support, and public and private resources to end homelessness. 

Objective 1:Advise local officials on policy issues that impact service delivery in the community.

Objective 2:Engage the public and motivate them to take actions to end homelessness and poverty by convincing faith communities, civic organizations and neighborhood-based organizations and groups to target and solve specific problems.-Disseminate information through a web site, publications, and presentations (to community groups, churches, schools, advocacy groups, the private sector, and foundations and other funding sources).

-Put a human face on homelessness and poverty through a public relations campaign. Raise public awareness of the problem by educating all to the multi-faceted issues surrounding homelessness and poverty.

• Utilize statistics from the new Report Cards, Office of Emergency Shelter and Services, Philadelphia's annual Continuum of Care application and Consolidated Plan (OHCD), and other sources, to demonstrate and clarify who is homeless (particularly those groups which the public is generally unaware of). (This report will follow an "asset-based" rather than "deficit-based" approach.)
• Hire a reputable public relations advertising agency to develop and launch a marketing campaign, including branding and slogan(s), large scale events (such as the AIDS Walk), success stories of homeless and formerly homeless individuals as well as organizations and city agencies/Develop and implement a campaign to improve the public's perception of shelter.

-Raise public awareness of the problem by educating all to the multi-faceted issues surrounding homelessness and poverty.

• Develop a realistic strategy to ensure that homeless issues are covered by at least a majority of local television and radio stations as well as area newspapers (city-wide and local) and magazines.
• Build relationships with all of Philadelphia's professional sports teams and involve players in fundraising and service provision.
• Build relationships with City born and bred celebrities including professional entertainers, actors, artists, musicians, dancers, singers, writers, etc.
• Develop public service announcements featuring Philadelphia's professional athletes and entertainers.

-Compile a list of existing educational materials on homelessness and local experts willing to make presentations about homelessness to any and all groups recommended by strategic plan participants (including business representatives, employers, faith-based groups, housing developers, educational institutions, financial institutions).

-Identify potential donors (of both time and money).  Create a list of public and private groups, such as civic organizations, arts-based associations or societies, religious groups, men's clubs, women's clubs, theaters, music academies and organizations, dance troupes, art schools, local institutions, private foundations, etc./Identify resources for capacity building for shelter providers and a mechanism for dissemination of information about those resources (e.g. resource guide).

-Approach and engage non-participating groups in the struggle to end homelessness.

-Seek and obtain financial grants from private foundations.

Objective 3:Educate federal, state, and local representatives and persuade politicians on issues related to homelessness and poverty.-Conduct planning meetings with members of the Adult Services staff, representatives from the strategic planning process, and the City Managing Director and/or the Assistant Managing Directors.

-Develop a plan and timetable for approaching other politicians and lawmakers who can impact policies targeting homeless individuals and families.

-Make presentations to the Mayor and members of City Council; State Senators and State Representatives; the Governor; Pennsylvania's U.S. Senators and Representatives.

Objective 4:Engage the philanthropic and corporate communities and motivate them to take actions to end homelessness and poverty by appropriately aligning their private resources to target and solve specific problems related to homelessness as outlined in the Ten-Year Plan.-

Goal 6:  Build human capital through excellent employment preparation and training programs, and jobs at a livable wage.

Objective 1:Improve and expand the content, scope and delivery off information about existing job training and job retention programs and services aimed at or available to the homeless.-Develop an online clearinghouse of job readiness, training, and development programs.

• Collect information on Philadelphia's job preparation and placement programming (determine what exists).
• Analyze existing programs (What is working? How might the HUB support effective programs?).
• Hire a professional team of designers and programmers.
• Develop a website (to include training programs and available jobs).
• Launch and market website (to service providers, employers, and foundations).
• Maintain and evaluate site.

Objective 2:Create the link between employer and potential employee (The Clearing House) where employer needs and standards are understood and communicated to participating providers, and where trusting matches can be made, managed, and monitored.  The vision is a new paradigm:  an employer-shaped job development effort and a single point of employer contact.-Set up an "Employment Hub," a centralized, organized, recognized voice for job training and development, and to advocate for reforms to remove regulatory and government barriers to successful employment.

• Form board of members with long-term experience, expertise, and clout.
• Define barriers to training and employment.
• Spearhead Philadelphia's advocacy efforts to remove regulatory and government barriers.
• Develop data-based case studies, marketing strategies, and a public relations campaign.
• Build relationships with federal, state, and local representatives.

-Provide an employer-shaped Job Development Program.

• Research what employers want (soft skills, job skills, etc.).
• Review regular employer-centered market analyses to determine what kinds of jobs exist that would provide program graduates with stable, well-paying jobs with room for advancement.
• Rethink the role of job developer – focus job developer job description on market research and sales experience versus case management.
• Define and develop incentives (and recognition) for employers; market program to employers; obtain commitments from employers; provide ongoing support to employers and education/training for program participants.
• Evaluate participants' performance and intervene in problematic situations early to ensure job retention.
• Offer internships, tiered employment, and other educational opportunities.

Objective 3:Review and develop, through partnerships with existing providers, a more encompassing approach to job readiness preparation – programs that respond to the diversity, range and depth of human needs.-Provide skills assessment, basic job readiness and job training programs tailored to the local economy.

• Conduct regular employer-centered market analyses. (Research best practices; develop and utilize assessment methodology and tools.)
• Design curricula to specifically target preparation and training programs to employer needs.
• Certify (with a HUB-sponsored "trademark certification") that HUB curricula and courses teach particular skills (so that employers know what to expect from graduates).
• Review existing programs and give HUB "stamp of approval" on non-HUB-based training programs.
• Develop partnerships/collaborations with other entities to market programs and place graduates.

-Set-aside city jobs for homeless adults.

Objective 4:Create a centralized, recognized voice for homeless employment objectives - to advocate for regulatory reform, resource application adjustments, major employer participation, linking of housing and income supports to continuing education and employment and the creation of employment related programs for the homeless.-Link human capital programs with other subsidies at the "Employment Hub."

• Explore which subsidies would be valuable to ensure successful employment (housing, child care, education, transportation, etc.).
• Identify existing subsidies and sources.
• Fundraise.
• Develop and manage a structure that coordinates subsidies with clients' job training and search process.

Improving Systems

Goal 7:  Make shelters a dignified place for emergency assistance, not a destination.

Objective 1:Transform Philadelphia's shelter system by appropriately specializing the city's facilities to meet subpopulation needs.-Appoint an expert panel to determine, by consensus, the right size for general population shelters (the size most conducive to creating a respectful environment that promotes recovery and self-respect).

-Appoint an expert panel to determine, by consensus, the right combination of specialized facilities.

• Determine the current need (by subpopulation and location) for new safe haven facilities – designed for 25 to 35 people in semi-private accommodations (no more than three persons per room) with strong case management support. Specify which subpopulation each safe haven will target. (Each safe haven should have a particular clinical expertise that matches consumer need with staff knowledge and training and access to resources in the relevant mainstream system(s).)
• Assess the feasibility of a "respite care" facility for homeless men and women whose post-hospital care requirements (rehabilitation, skilled nursing care, etc) cannot adequately take place in a shelter setting.

-Compare existing shelter facilities to expert findings to identify gaps in service or the presence of outdated facilities.

-Research funding to respond to gaps and/or improve existing facilities.

-Create smaller and more personable shelters throughout Philadelphia.

-Provide shelter as appropriate (for example, older and younger men should be in separate facilities).

• Fund and create at least five additional low demand safe havens.
• Expand the Housing First Model from 140 (current capacity) to 360 units for single people and couples.
• Develop and implement a Housing First Model for families.
• Increase the number of entry-level housing units in the Access to Alternative Services (AAS) System to accommodate people who are active drug users as well as those who are unwilling to submit to a psychiatric evaluation. (And reduce the out of pocket costs to consumers to no more than 30% of income for rent as AAS and behavioral health residential sites.)

-Establish a means for continually assessing gaps/new needs–necessary as prevention efforts successfully reduce the shelter population and therefore create surplus shelter space, which could be converted into such uses as specialized, transitional or long-term housing.

Objective 2:Improve and update shelter standards, and ensure quality and consistent application.-Review and update existing standards.

-Create and implement a system for ongoing review of standards (CQI, or continual quality improvement), which includes consumer input and feedback.

-Create a mechanism for effective pro-active monitoring of service quality/Develop a system of accountability based on national best practices.

-Hold all clients to the same standards while recognizing the specific needs of individual clients/families. 

-Implement cleanliness standards that encourage residents to help, and provide orientation and training so they know how to do so. 

Objective 3:Ensure that shelter staff members are sensitive to consumers' needs and situations, share a sense of community, and use a customer-service orientation.-Research and identify a "best practices" training model.

-Provide holistic training for all outreach workers and staff at all entry level housing sites that fosters an attitude of respect and concern for consumers; exposes staff at entry-level facilities to messages of hopefulness and celebration of compassionate service; builds a knowledge base and behavioral skills necessary for effective client interaction (e.g. understanding and dealing with mental health issues); increases staff awareness of existing resources and services, and eligibility for public benefits; and is reinforced by ongoing training and refresher courses, active supervision, and a reward and recognition program for outstanding job performance.

-Build feedback from consumer focus groups (about what consumers expect from staff members at entry-level facilities) into the training.

-Invite schools of social work to participate in some aspect of the training in order to foster collaboration between social work schools and the homeless provider system, and to expose students to the field of behavioral health.

-Provide access to TCM training for outreach workers.

Objective 4:Make shelters safe and accessible to all, regardless of physical disability, gender identity, or status as a couple.-Ensure that all shelter facilities and services are accessible to clients who are physically challenged. 

-Ensure that shelters are accessible to individuals based on their self-identified gender (and allow sexual and gender minorities to dress in accordance with their self-identified gender). 

-Offer services to same-sex partners on the same basis they are offered to heterosexual couples.

Objective 5:Improve the effectiveness of initial assessments and ensure that individuals and families receive case management immediately as well as ongoing, high quality care.-Consistently and appropriately notify clients of their rights upon entering the shelter system. 

-Review current intake and case management services at all emergency and transitional shelter facilities.

-Enlist relevant experts (e.g. behavioral health staff, domestic violence counselors, benefits counselors, child development specialists, etc.) to assist with initial assessments.

-Conduct intake in a private space so that individuals feel safe and free to discuss sensitive issues.

-Ensure that individuals and families in shelter receive case management immediately. 

-Ensure that different groups of consumers (i.e., singles, families, children, young adults, veterans, elderly, sexual/gender minorities, etc.) receive appropriate services. 

-Conduct an assessment of the current capacity and quality of case management throughout the entry level system.

-Make recommendations to ensure that all points-of-entry consumers receive a thorough assessment and ongoing case management.

• Design more holistic programs and more collaborative case conferences.
• Case managers should be aware of and coordinate all services that clients receive or participate in – following the Hand In Hand Model. 
• Increase the case management staff and the ICM staff. 
  
  Objective 6:Improve the range and quality of services, and access to healthful alternatives, offered at emergency and transitional shelter facilities, and at supportive housing sites.-Establish a Task Force to design a Continuity of Care Model that enables consumers to move through appropriate housing options toward the highest level of independence and self sufficiency.

-Investigate "best practices" in which shelter is primarily used for crisis stabilization, and transitional housing includes services that are both more intensive and more individualized than in the current system.

-Establish partnerships and improve collaboration with other government agencies and service providers to increase resources available in shelter and transitional housing facilities.

-Provide more on-site services, including heath-related programming, education-related programming, and life skills and computer skills training. 

• Improve health-related programming: health clinics; support groups and counseling for adults and children; and drug treatment.
• Improve education-related programming: literacy; child care and early education; after-school programs, mentoring and tutoring for school children (and their parents); and cultural activities.
• Develop and implement a plan to support, promote, expand and improve: school attendance, learning and quality education from preschool through college; after school programs; English proficiency; parental involvement; transportation.
• Increase programs aimed at building social skills and life skills. Provide consumers with skills and social supports for managing their money.
• Provide access to computers in all shelters.

-Establish partnerships to increase resources available in shelter and transitional housing facilities.

• Improve access to and increase the availability of child care in key locations and at key times (to accommodate off-hour/night-shift employees) by pursuing DPW and CCIS subsidy for child care.
• Improve access to health care service (including physical and mental health services) and substance abuse treatment for shelter residents.

-Allow consumers to work through the system at a pace consistent with their capacities, with services tailored to their individual needs.

-Develop rewards and incentives for individuals and families to make timely payment of fees and savings, follow rules, and make progress toward self-sufficiency.

-Provide supervision adequate to ensure that everyone, but especially children and other vulnerable populations, are safe.

-Ensure that minority individuals are treated with respect.

-Ensure that individuals' personal property is safe from theft.

-Ensure that bathroom and shower facilities are as private as possible.

-Provide more fresh food. 

-Develop and serve appealing and child-friendly meals. 

-Consider developing a partnership with nutrition programs at local universities, and with local farms.

Goal 8:  Support families and individuals to promote long-term independence and prevent their return to homelessness.Objective 1:Realign existing government funding to support after-care programs and on-going services for individuals and families returning to the community. -Implement a better system of after-care/follow-up.

Objective 2:Link former shelter residents to community-based services by improving access to mainstream resources.-Create a hotline for resources and services.

-Increase access to and availability of community-based services (for example, using schools for life skills education and financial literacy).

-Connect clients to community organizations that provide benefits and services for which they are eligible (including veterans' services through the Perimeter and legal services through the Homeless Advocacy Project).

Link children to existing and appropriate community-based services with standardized attendance measures and academic outcomes and
other educational supports such as computer training.