HOT Team: Pilot Program Recap

Christine Paquette Howard Schwartz Lynn Murphy

Ashley Hart-McIntyre Andrew Hening

1982: Advent

of “Modern” Homelessness

Federal Affordable Housing Budget

$0

$2

$4

$6

$8

$10

$12

$14

$16

$18

1979 1983

(In billions $US)

Public Psychiatric Beds

0

50

100

150

200

250

300

350

400

1955 2005

(# per 100,000 people)

Economic Productivity v. Real Wages

0.00%

50.00%

100.00%

150.00%

200.00%

250.00%1

94

8

19

51

19

54

19

57

19

60

19

63

19

66

19

69

19

72

19

75

19

78

19

81

19

84

19

87

19

90

19

93

19

96

19

99

20

02

20

05

20

08

20

11

A History of Trying

Shelter-Bed-and-Sandwich Approach

Economic Productivity v. Real Wages

0.00%

50.00%

100.00%

150.00%

200.00%

250.00%1

94

8

19

51

19

54

19

57

19

60

19

63

19

66

19

69

19

72

19

75

19

78

19

81

19

84

19

87

19

90

19

93

19

96

19

99

20

02

20

05

20

08

20

11

“Beyond Shelter”

Law Enforcement

Unsolvable + Mitigate Impacts

Evidence-Based Best Practices

Early 1980s

Late 1980s

1990s

Early 2000s

2010s

National Homeless Paradigms

Early 1980s

Late 1980s

1990s

Early 2000s

2010s

Where We Are

When Left to

Mitigating

- Limited Funding / Want Results

- Cultural Norms + Expectations

- Limited Funding / Want Results

- Cultural Norms + Expectations

- Boards’ Limited Perspective

- Agencies Need Results

- Staff Morale

SOME Homeless People’s Needs

- Limited Funding / Want Results

- Cultural Norms + Expectations

- Boards’ Limited Perspective

- Agencies Need Results

- Staff Morale

Difficult to Serve

Fail out of Programs

More Distrust

Don’t Seek Help

Get Worse

30-50 People in San Rafael

High Cost

High Visibility

High Vulnerability

Summer 2015

Constituent-Centered Design

Homeless People’s Needs

Constituent-Centered Design

Homeless People’s Needs

- Organizations Adapt

- Accountability to the System

Constituent-Centered Design

Homeless People’s Needs

- Organizations Adapt

- Accountability to the System

- Funding and Resource Priorities Shift

- Reliance on Data & Evidence-Based Practices

600 (pro bono) Hours Later …

The Obvious

The Human Failures

Despite These

Challenges

Metric

Number Percentage

Number of Active Clients

13 ---

Number with Mental Health or Substance Use Issues

13 100%

Collective Weeks in Program

139 ---

Total Weeks Off the Street

89 64%

Total Currently Off the Street (excluding incarceration)

9 70%

Currently engaged in Alcohol or Drug Services / Mental Health Services

10 77%

The Four Pillars

1. Authority

Programs v. Rules v.

Laws

2. Intensive Case Mgm’t

3. Coordinated Entry

Vulnerability List

1. Bob S

1. Sue G

2. Sarah T

3. Pete R

4. Jen M

5. Tim G

6. Thomas V

4. Housing First

85-90% Long Term Retention

38.46 PD contacts per

month to 0.04

1/3 the Cost of the Status Quo

Questions

Update on the Ritter Center MOU

Vision

• Build coalition with shared goals

• Mitigate community impacts

• Improve services for those in need

Constraints

• Extremely limited funding through the City

• Not directly managing new contracts/services

• Buy-in from affected stakeholders is essential

• Must create comparable services

Progress To-Date • Vice Mayor reconvening the MCCMC Homeless

Subcommittee • Andrew & Jim meeting with the MMA Homeless

Subcommittee (Cathy Caprioli, Matthew Hymel, and Adam Politzer

• Reached out to mobile shower vendors • Convened Mobile Shower Working Group (i.e. “The

Care-a-van Crew”)

Work Stream

Committee Members

1-2 Months 3-6 Months 6-9 Months

Data & Operations

Andrew, Ashley Hart-McIntyre, Lynn Murphy, Sean Stevens, Susannah Clarke, Karen Strolia

Complete data collection in San Rafael, Novato, Sausalito, and West Marin

Use data to inform location and hour decisions; recruit local partners on siting and operational considerations

Launch program in July of 2017 (or sooner); modify program as needed after implementation

Finance & Business Plan

Andrew, Logan McDonnell, Susannah Clarke, County Administrator’s Office, EO???, MCF???, MMA Homeless Subcommittee

Finalize business plan; present information to MMA

Raise money for initial capital investments

Cobble together ongoing funding sources

Marketing & Design

Andrew, Bruce Burch, Paula Doubleday, Diane Doubleday, Autodesk???

Develop initial branding concept; obtain “day-in-the-life” info about current operations

Leverage marketing and design efforts to aid in fundraising; plan for launch event

Plan launch event; develop post launch marketing materials and impact metrics

NEW PROCESS • The US Post Office will host General Delivery service at their main

branch on Bellam – We will need to assist with the $1500 annual fee for service

• Ritter is on board with the new changes; allowing for a 30 day

transition period, Ritter will discontinue P.O. Box 3517 and will return to sender any personal mail coming to 16 Ritter St.

• Working with County of Marin’s Social Services Division to solidify

plan for transition to general delivery – need to streamline process to ensure access

• Will be working with other jurisdictions in Marin to provide

regional mail services

Progress To-Date • Have conferred with Food Bank about the

requirements for new sites

• Have reached out to local providers to see if they’d host (St. Vincent’s, the County, etc.) – no capacity

• Ritter has modified process to create fewer spikes in visits and less waste/littering

• “Care-a-van” concept welcomes multiple vendors included in the mobile model

Questions