Document Arvada_doc_16c196120d

2024 HOMELESSNESS ACTION STRATEGY P R E P A R E D B Y ---PAGE BREAK--- DRAFT This document is currently a draft. It was presented to Arvada City Council on July 8,2024. Revisions are underway and the plan will be formally adopted by Arvada City Council at a future meeting. This document is currently a draft. It was presented to Arvada City Counci l on July 8,2024. Revisions are underway and the plan will be formally adopted by Arvada City Council at a future meeting. ---PAGE BREAK--- 01. Executive Summary 02. Table of Contents 0 1 Next Steps 05. Goals & Strategies At-A- Glance Definition of Terms 06. The Problem & Current Efforts 03. Acknowledgments 08. Goals, Strategies & Actions 04. CONTENTS Sources Consulted 07. ---PAGE BREAK--- Homelessness Action Strategy Purpose The development of a homelessness action strategy for the City of Arvada helps to: Clarify and align the City Council’s Strategic Results, goals, and role in addressing homelessness Create an implementable design to respond to homelessness with actions that make noticeable chang e for people experiencing homelessness and the community Establish and cultivate strong working relationships inter- departmentally within the City, with community-based organizations, the business community, the faith community, and other local governments to improve the collective response to, and reduce the instances of, homelessness in the community Guiding Principles This strategy is created on a foundation of the following guiding principles: Everyone needs a safe place to call home, and all efforts in this strategy must be implemented in a housing-focused manner while recognizing the unique needs of people experiencing homelessness Homelessness is a community problem requiring community and regional solutions People with lived expertise must be instrumentally involved in developing and implementing solutions Recognition that people of color disproportionately experience homelessness requiring an equity approach to this work EXECUTIVE SUMMARY The City of Arvada’s Homelessness Action Strategy builds upon best and promising practices and incorporates approaches applicable to Arvada, aligned with other metro Denver communities actively implementing similar efforts to address homelessness. Homelessness is a complicated social challenge, and creating viable solutions to address it is not only the right thing to do, but it helps create an environment where all individuals and families can thrive. Working to solve homelessness will improve the quality of life within and across the Arvada community, Jefferson County and the metro Denver region. C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 2 ---PAGE BREAK--- Strategy Development The process of developing this strategy included research of national and local practices and evidence-based approaches to address homelessness, a s well as the review of strategies or action plans from multiple communiti es across the country, including the Denver metro area. Additionally, se mi-structured interviews were conducted with a diverse number of stakeholders, including people with lived expertise with homelessn ess, government, community-based not-for-profit organizations, and me mbers of the business community. From these stakeholder intervie ws and meetings, a collection of themes and innovative ideas were identif ied for incorporation into the strategy. Information from the 202 3 Arvada Community Survey was also used in the Homelessness Action Strategy development. In addition to the recommendations of high-level goals and strategies, a detailed action plan has been developed to assist with implementation , included below. Separate documents including the action plan organiz ed by action completion timeframe, a financial operating pro forma fo r a navigation center along with potential revenue sources for both capital and operating funding, have been developed and provided to the City. C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 3 EXECUTIVE SUMMARY ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 4 GOAL 1: Enhance integrated services for peopl e experiencing homelessne ss that increase options for economic and housing stability Strategy 1: Establish and sustain robust an d effective housin g-focused outreach services CCSP Strategic Alignment: Homelessness Goal 6 Strategy 2: Organize the development of a 24/ 7 emergency no n-congregate shelter f or adults experienc ing homelessness, located at the navigation center CCSP Strategic Alignment: Homelessness Goal 1 Strategy 3: Facilitate the development of a navigation center f or adults experienc ing homelessness, with 24/7 emergency shelter and comprehensive walk-in services CCSP Strategic Alignment: Homelessness Goal 1 Strategy 4: Implement an encampmen t decommissioning program CCSP Strategic Alignment: Homelessness Goal 7 Strategy 5: Leverage the navigation cente r development to bui ld collaborative alignment across the metro region CCSP Strategic Alignment: Homelessness Goal 2 GOALS & STRATEGIES AT-A-GLANCE ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 5 GOAL 2: Prevent people from experiencing homelessness Strategy 1: Cultivate prevention services fo r individuals a nd households at-risk of experiencing homelessness CCSP Strategic Alignment: Homelessness Goal 1 Strategy 2: Explore the creation of a n eviction/foreclosu re prevention program to serve all types of at-risk households in Arvada CCSP Strategic Alignment: Homelessness Goal 1 Strategy 3: Preserve affordable housing CCSP Strategic Alignment: Homelessness Goal 2 GOAL 3: Foster long-term housing stability Strategy 1: Maximize permanent supportive housing (PSH) units CCSP Strategic Alignment: Homelessness Goal 2 Strategy 2: Ensure meaningful progres s toward affordab le housing goals outli ned in the Arvada Housing Strategic Plan CCSP Strategic Alignment: Homelessness Goal 1 GOALS & STRATEGIES AT A GLANCE ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 6 GOAL 4: Facilitate broad access to information t o increase awareness a nd understanding of homelessness in the community Strategy 1: Launch a coordinated messaging campaign CCSP Strategic Alignment: Homelessness Goal 5 Strategy 2: Establish culture of authenti c communications on homelessness with the community CCSP Strategic Alignment: Homelessness Goal 5 GOAL 5: Establish data collection and reportin g methods to support continuous improvement Strategy 1: Determine key performanc e indicators deem ed necessary to measure success Strategy 2: Establish a culture of continuou s improvement related to homelessness data and outcomes reporting GOALS & STRATEGIES AT-A-GLANCE ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 7 THE PROBLEM AND CURRENT EFFORTS The Need The existence of homelessness is clear throughout Arvada, Jefferson County and the Denver metro region. Data that can be validated as substantially accurate has bee n difficult to establish; however, local efforts are being made to increase the quality of information collected and reported in Arvada and throughout the Jefferson Cou nty region. The sources of data that can be attributed to the City of Arvada come from two primary sources: the Homeless Management Information System (HMIS), whi ch is administered by the Metro Denver Homeless Initiative (MDHI), and the annual Point in Time (PIT) count. Both sources are considered to under-report homelessness but are detailed here to provide a scale of the challenge in Arvada and Jefferson County. In its May 16, 2024 Request for Proposal (RFP) for Homeless Outreach Services the City of Arvada estimates approximately 200 individuals are unsheltered in the City o n any given night. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 8 The Causes Data extracted from the Jefferson County 2023 PIT, isolated for each municipality, show the top reasons, reported by at least 20% of people in Arvada experiencing homelessness. A person or household may indicate multiple factors that led to their experiences of homelessness: ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 0 9 It is critical to note that in the most recent 2023 Metro Denver Point in Time report, as well as the MDHI 2023 State of Homelessness Report, 91% and 94% of respondents indicated the y did not choose to experience homelessness. Additionally, the MDHI 2023 State of Homelessness Report noted respondents who chose to share information about th eir previous address indicate 88% were last housed in Colorado, helping dispel the idea people are overwhelmingly moving to Colorado and becoming homeless. According to the 2024 Arvada Housing Strategic Plan, developed by Root Policy: “Rental units in the city have increasingly shifted to higher price points over the last decade , resulting in a sharp decline in units affordable to low- and middle-income household s. Limited supply and low vacancy rates contribute to an extremely tight market.” The Plan a lso indicates that currently over half of the households renting in Arvada are cost burde ned, meaning they are spending more than 30% of their gross income on housing. Addition ally, Root Policy states the city has a rental affordability gap of 2,790 units for households earning less than 50% of the area median income (AMI). When designing programs and solutions to address homelessness, this information needs to be considered, and the voices of people with lived expertise must be incorporated to ensur e solutions are not created solely from the perspective of people who have not experienc ed homelessness, and to develop solutions that truly meet the needs of those who need our help. Efforts Underway within the City of Arvada Over the past several years multiple programs provided directly by the City of Arvada, or by and through other governmental entities with operations in the City, have been implemented with the goal of addressing and mitigating the issue of homelessness. In February 2024, the Arvada City Council held its Strategic Planning retreat and identified homelessness as a top priority. This concern is echoed by the community, specifically note d in the 2022 and 2023 City of Arvada Community Surveys when residents stated homelessne ss was one of the top issues facing Arvada. The 2023 survey also revealed that more than half of the residents support increasing partnerships with non-profits and expanding programs to address homelessness. On May 20, 2024, the Arvada City Council adopted the 2024-2030 Strategic Plan, which includes a dedicated focus on homelessness. The plan states that the city will "Collaborat e and coordinate with nonprofits, local organizations, and regional governments to advan ce services to individuals experiencing homelessness or at risk of experiencing homelessnes The first strategic goal under this result specifies that the city will "Develop a Homeless ness Strategic Plan that will set a path forward for street outreach, 24/7 emergency she lter, partnership agreements for the provision of services, and transitional housing opportunities. The Strategic Plan will consider the feasibility of and opportunities for a navigation center." Also on May 20, 2024, the Arvada City Council adopted the Housing Strategic Plan, developed by Root Policy with direction from City staff and the Housing Advisory Committee. This Homelessness Action Strategy directly supports the achievement of the City Council's strategic goal and result and aligns key strategies and actions with the Housing Strategic Plan. In September of 2018 the Arvada Police Department established the Community Outreach ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 0 Resource Enforcement (CORE) unit for the purpose of developing a lasting community alliance by providing options, support and outreach for families and individuals experiencing homelessness. Specific job duties related to this unit include: Development of a multi-pronged partnership to increase collaboration of service providers to assist people experiencing homelessness in becoming self-sufficient Foster ongoing personal contact between the CORE officers and individuals and families experiencing homelessness to increase trust and make referrals to service providers Work closely with local organizations to facilitate public and private resources, mental health services, treatment programs, housing, employment and medical services Encampment clean-up efforts are facilitated through the Arvada Police Department, and since January of 2023 more than 600 camp clean-ups have been completed (source: City of Arvada internal GIS mapping program). In 2019 the City of Arvada created One Small Step (OSS), a specialized problem-solving court for defendants experiencing homelessness. The primary goal of OSS is to work wit h defendants who committed low-level offenses (e.g. littering, trespassing, theft) to avoid t he usual court-related consequences like fines and possible incarceration by connecting them with existing community resources, such as access to food, obtaining vital documents, mental health and substance abuse treatment, and job search and housing assistance. Additionally, the City of Arvada created a new Homelessness Program Manager position in March of 2023 to convene the implementation of the city's homeless strategy, provid e support and coordination among all city departments, and coordinate with providers a nd other municipalities within Jefferson and Adams County. Within the next 45 days the Homelessness Program Manager will hire and oversee the Homelessness Resolution Case Managers. The Arvada Housing Authority has hired a Housing Navigator and applied for and received a three-year, $1.9M grant from the Colorado Department of Local Affairs, Division of Housing . This grant will provide programming support for outreach services, shelter provision a nd bridge housing through December 31, 2026. An RFP for the Outreach services has b een issued, with a goal of awarding a contract later this summer. This contract will be overseen by the Homelessness Program Manager. In January of 2023 the Arvada Fire Protection District, a special tax district not affiliated with the City of Arvada, established the STARvada program. This program is modeled after th e Denver STAR (Supported Team Assisted Response) Program in partnership with WellPowe r, which provides the clinicians to help with crises primarily related to mental health, substa nce use disorder and homelessness. This program is designed to offer services to people in crisis that meet their needs more efficiently and effectively than simply transporting them to an emergency room, and to help reduce calls to other first responders. The Jefferson County Public Library, also not part of the City of Arvada, has a Community Resource Coordinator that regularly brings organizations to the Arvada Public Library to provide services onsite to people experiencing homelessness, including public benefits acquisition and troubleshooting, food distribution, RTD passes and seasonal supplies. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 1 There are also several community-based non-profit organizations operating programs and/or providing services directly to people experiencing homelessness in the City of Arvada. Som e of these organizations are Beyond Home, Community Table, Family Tree, Grace Churc h, Jefferson Center for Mental Health, Mission Arvada, and the Severe Weather Shelter Network, to name a few. Also, in January of 2023 the City Manager’s office briefed the City Council in a study session on the City’s planned response to homelessness, including immediate, intermediate an d long-term strategies to address this challenge. Some progress on these strategies was mad e; however, momentum waned in 2024 for multiple reasons, but primarily resulting from turnover in key positions including the Homelessness Project Manager and Homelessness Navigators; the Adams County outreach team; and STARvada. It has been difficult to accurately quantify the annual expenditures the City of Arvada makes directly for services to people experiencing homelessness; however, during calendar yea r 2024 it is estimated that expenditures – originating from the general fund or pass-throu gh grant funding – will be between $2.2M and $2.5M. There may be realistic opportunities to consider re-allocating some of the City’s current expenditures to assist with the im implementation of this action plan. Challenges in Delivering Services Difficulties in delivering services for the City’s residents and addressing the challenge of homelessness are not unique. Some of the prominent challenges include: People experiencing homelessness often have frequent contact with the criminal justice system, including ticketing and jailing on low-level offenses Currently there is no emergency shelter in the City of Arvada, or currently open within the Jefferson County region, for people experiencing homelessness Services for people experiencing homelessness are often siloed without strong overarching alignment principles and operating partnerships, despite efforts driven b y coordinated entry, the local Continuum of Care (CoC), and the Jefferson County Regional Homeless Coordinator A substantive lack of affordable and permanent supportive housing inventory Notable community opposition to programs serving people experiencing homelessness, including housing efforts, in areas close in proximity to their neighborhoods and homes Clarification of Roles It is helpful to clarify the roles of various stakeholders related to this Homelessness Action Strategy: City of Arvada: Provide access to sites where services will be offered. In collaboration with other city and county partners, provide funding for capital and operations. Aid with gran t applications that may fund service providers’ programming. Serves as a convenor to bring pr providers and services together, but not as a program or services operator. Jefferson County: Provide regional leadership to create a county-wide response to homelessness and connections to other efforts metro-wide; provide funding for capital and operations. People with lived expertise: To engage in the development of strategy, intervention and solutions based on life experience to help ensure programs and services are relevant and work best for people needing assistance. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 2 Foundations: Provide funding for capital and operations for new initiatives and capacity building Service providers: Provide services and connect resources to aid people experiencing homelessness; collect data and report on impact and outcomes. Faith community: Provide a variety of supports depending upon individual church approaches, ranging from volunteerism and donation of food and other supplies up to direct services for people experiencing homelessness. Consultants: Provide guidance to align best and promising practices with realities of the local community; support successful efforts that grow programmatic capacity when possible. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 3 GOALS, STRATEGIES AND ACTIONS The Homelessness Action Strategy is comprised of five goals with associated strategies and suggested actions. This work was centered around stakeholde r interviews; guiding principles; alignment with the Arvada City Council Strateg ic Result and the Arvada Housing Strategic Plan; efforts and strategies of other me tro region cities and counties; and incorporates best and promising practices implemented in communities across the country. It is highly recommended the City of Arvada facilitate the formation of a Lived Expertise Advisory Council (LEAC). This body should be prevalently engaged to ensur e solutions are not created solely from the perspective of people who have n ot experienced homelessness, and to develop opportunities that truly meet the needs of those seeking assistance. Members of the LEAC should be compensated for their time when contributing their expertise. Additionally, the City should establish expectations and accountability for incorporating trauma-informed approaches that are person-centered and utilize low -barrier, housing first and harm reduction principles throughout the implementation of this plan. While everyone experiencing homelessness needs assistance unless otherwise identified, this action plan will begin with services geared toward adults, includin g Veterans, living in unsheltered situations. Using the lessons learned and oth er relevant experiences from serving adult populations, additional services specifically targeted for families, youth and other demographics will be established over time. The implementation of this plan will be led by the Arvada Homelessness Program Manager, with assistance from additional stakeholders including the City’ s Homelessness Coordination Team, nonprofit provider partners and Jefferson County Heading Home. Navigation Center Strategy The navigation center model has received a lot of attention the past several years, both nationally and locally throughout the Denver metro region, and the development of a navigation center is a critical recommendation of this Homelessness Action Strategy. While there is no official definition, navigation centers are primarily designed to provide low-barrier, trauma-informed respite for people experiencing unsheltered homelessness. They often provide temporary residential services without time limitations, combined with intensive wrap-around services designed to help ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 4 people navigate from life on the streets to safe stable and supported housing. Common navigation center programming elements, at a single site or a campus concept may include: Enhanced 24/7 shelter, non-congregate or semi-private rooms Day sheltering options Meals and laundry Case management and housing navigation services Physical and behavioral health services Substance abuse treatment services Employment & workforce services Benefits acquisition & support Medical respite beds Housing units The creation of a navigation center within the City of Arvada, to initially focus on re- housing adults experiencing unsheltered homelessness, should be done in strong coordination with programs already providing services to these individuals, o r programs that are currently in development. Establishing this approach will assi st with the optimization of resources and avoid unnecessary duplication of effo rt, allowing the navigation center to direct development of services currently unavailable and/or those that could be strengthened for the benefit of people served and the community. Given the current gaps in services, it is recommended the navigation center prioritize the development of 24/7 emergency shelter using non-congregate, or a semi-privat e (for example, 3-4 people per room) room configuration, with housing-focused ca se management services. The portion of the facility dedicated for sheltering servi ces alone should be approximately 12,000-15,000 square feet for 15-20 room s to accommodate between 45-60 people, initially. This square footage allotment will also permit adequate common area space and storage for personal belongings. The necessity to secure a facility with adequate available square footage as outlined above, with room for phasing in additional services noted below, at a propert y currently appropriately zoned to allow for residential and potentially multi-fami ly development, will play a significant role in the location of the navigation center facility in Arvada. Integrated physical & behavioral health services, along with substance abuse treatment and workforce services should be established as soon as possible. Da y sheltering and associated resources such as meals, laundry, showers and space f or resting and recuperation for clients not residing in the shelter should be created in conjunction with other providers, while offering incentives to co-locate those services on-site or in the very near proximity of the future navigation center. Consideration of additional navigation center elements to be phased in depending upon provider capacity and available resources, include medical respite and on-site housing units. ---PAGE BREAK--- 1 5 GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1. Establish and sustain robust and effective housing-focused outreach services 1. Select outreach provider and fund using DOLA grant City of Arvada, Homelessness Program Manager August, 2024 2. Define desired outreach services outcomes, using a housing-focused approach City of Arvada, Homelessness Program Manager, Outreach Provider August, 2024 3. Design outreach services to achieve desired outcomes Outreach provider, Homelessness Program Manager August, 2024 4. Launch outreach program Outreach Provider October, 2024 5. Define roles to create a strong outreach team collaborative amon g all entities providing outrea ch services, aligned with the navigation center operations City of Arvada, Homelessness Program Manager, Arvada Police Department (CORE), Arvada Fir e Protection District (STARvada), Jefferson Coun ty Human Services (expanded outreach), Jefferson Cen ter (RTD outreach program) Outreach Provider, Navigation Center Lead Entity October, 2024 GOALS, STRATEGIES AND ACTIONS THE MATRIX BELOW PROVIDES DETAILED RECOMMENDED ACTIONS FOR STRATEGY IMPLEMENTATION C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1. Establish and sustain robust and effectiv e housing-focused outreach services (cont.) 6. Using available data and knowledge, design a process t o prioritize encampments for outreach and housing navigation services City of Arvada, Arvada Housing Authority, Arvada Police Department, Outreach Provider October, 2024 7. Evaluate opportunities to make changes to the Arvad a Police Department's CORE uni t, to include adding civilian members to the team. City of Arvada, Arvada Police Department December, 2024 2. Organize the development of a 24/ 7 emergency no n-congregate shelter f or adults experienc ing homelessness, located at the navigation center 1. Complete the purchase of a building that will house the navigation center and emergency shelter facility City of Arvada July, 2024 2. Issue RFP to select lead navigation center provider, negotiate and execute operating and lease agreements City of Arvada, Lead Navigation Center Provider September, 2024 3. Determine lead shelter provider (if not the lead navigation center provider) Lead Navigation Center Provider October, 2024 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 6 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Organize the development of a 24/ 7 emergency no n-congregate shelter f or adults experienc ing homelessness, locate d at the navigation center (cont.) 4. Issue RFP to select architectural firm to creat e renovation plans with initial capital expenditure estimates City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) October, 2024 5. Finalize annual operating budget, confirm revenu e sources and evaluate feasibility for soft shelter opening Lead Navigation Center Provider Lead Shelter Provider) November, 2024 6. Secure American Rescue Plan Act (ARPA) funding from Jefferson County City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) December, 2024 7. Soft shelter opening, if feasible Lead Navigation Center Provider Lead Shelter Provider) December, 2024 8. Finalize construction plan, confirm capital investmen t required to renovate the shelter facility City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) February, 2025 9. Develop revenue strategy and fund development plan for capital needs City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) March, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 7 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Organize the development of a 24/ 7 emergency no n-congregate shelter f or adults experienc ing homelessness, locate d at the navigation center (cont.) 10. Complete remaining capital fundraising for shelter renovations City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) June, 2025 11. Issue RFP and select general contractor to complete shelter renovations City of Arvada, Lead Navigation Center Provider Lead Shelter Provider) June, 2025 12. Complete shelter renovations General Contractor, Lead Navigation Center Provider October, 2025 13. Official opening of the emergency shelter Lead Navigation Center Provider Lead Shelter Provider) November, 2025 3.Facilitate the development of a navigation center for adul ts experienc ing homelessness, with 24/7 emergency shelter and comprehensive walk-in services 1. Cultivate a provider network, including the faith-base d community, committed to offering coordinated services at the navigation cen ter; collaboratively build the full navigation center service design City of Arvada, Lead Provider, Provider Network January, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 8 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 3.Facilitate development of a navigation center fo r adults experiencing homelessness with 24/7 emergency beds and comprehensive walk-in services (cont.) 2. Finalize navigation center construction plan, confir m capital and annual operati ng investment required to o pen phase 1 of the navigation center services City of Arvada, Lead Navigation Center Provider February, 2025 3. Develop revenue strategy and fund development plan fo r annual navigation cent er operating needs and remaining capital funding City of Arvada, Lead Navigation Center Provider April, 2025 4. Complete remaining capital fundraising for phase 1 navigation center renovations City of Arvada, Lead Navigation Center Provider June, 2025 5. Complete navigation center renovations General Contractor, Lead Navigation Center Provider October, 2025 6. Open phase 1 of the navigation center City of Arvada, Lead Provider and Provider Network November, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 1 9 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 3.Facilitate development of a navigation center fo r adults experiencing homelessness with 24/7 emergency beds and comprehensive walk-in services (cont.) 7. Determine timing and implementation plan fo r subsequent navigation cent er phases, including services for families, youth and/or housing units City of Arvada, Lead Provider, Provider Network April, 2026 4. Implement encampment decommissioning program 1. Utilizing the housing-focused outreach team collaborative , develop pathways out of homelessness and to safe, stable and permanent housing for each encampment resident Outreach team collaborative November, 2024 2. Begin relocating encampment residents to interim housing placements Outreach team collaborative December, 2024 3. Implement plan for removal of remaining belongings and structures and closure of camps City of Arvada, Arvada Police Department January, 2025 4. Explore formation of supported Safe Outdoor Spac e micro community(s) to serve as additional interim housing placement option City of Arvada March, 2026 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 0 ---PAGE BREAK--- GOAL 1: Enhance integrated services for people experiencing homelessness that increase options for economic and housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 5. Leverage the navigation center development t o build collaborati ve alignment across the metro region 1. Take a leadership role in developing a metro Denve r navigation center partnershi p, helping create aligned operat ing philosophies and coordinated services approaches City of Arvada, Lead Navigation Center Provider January, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 1 ---PAGE BREAK--- GOAL 2: Prevent people from experiencing homelessness STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1. Cultivate prevention services for individuals an d households at-risk of experiencing homelessness 1. Increase diversion and prevention services through th e City's Homelessness Resolution Case Managers City of Arvada August, 2024 2. Facilitate a strong relationship with Colorado Give s Foundation'sColorado Pay it Forward Fund to create enhanced job training programming and opportunities City of Arvada November, 2024 3. Assist in developing enhanced partnerships with organization s like the Arvada Chamber of Commerce's Career Co ach program, Cross Purpose an d/or the Center for Work Education & Employment City of Arvada February, 2025 4. Facilitate augmented partnerships to offer housin g and financial counseling servic es and poverty reduction and prevention assistance City of Arvada April, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 2 ---PAGE BREAK--- GOAL 2: Prevent people from experiencing homelessness (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Explore the creation of an eviction & foreclosur e prevention program to serve all types of at-risk households in Arvada 1. Determine opportunities to create a prevention fund and program City of Arvada February, 2025 2. Identify a prevention program provider organization wit h homelessness prevention expertise to administer the program City of Arvada April, 2025 3. Implement the prevention program in coordination wit h the City's homeless navigation services City of Arvada, Prevention Program Provider June, 2025 4. Evaluate opportunities to enhance court-based eviction diversion programming City of Arvada, Prevention Program Provider June, 2025 5. Assess the benefits of Prevention Targeting Tools (PTT) , or similar prevention assistance models; select and utilize tools City of Arvada, Prevention Program Provider September, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 3 ---PAGE BREAK--- GOAL 2: Prevent people from experiencing homelessness (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 3. Preserve affordable housing 1. Establish partnerships to acquire expiring income -restricted properties (Housin g Strategic Plan, Policy Lever 1, Strategy 5) City of Arvada, Arvada Housing Authority, Community Partner Organizations June, 2025 2. Invest in affordable and naturally occurring affordabl e housing using the Arva da Affordable Housing F und (Housing Strategic Plan, Policy Lever 1, Strategy 5) City of Arvada, Arvada Housing Authority December, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 4 ---PAGE BREAK--- GOAL 3: Foster long-term housing stability STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1.Maximize permanent supportive housing (PSH) units 1. Using available and projected data, establish a target and pla n for additional PSH uni ts (quantity and timing) in Arva da, refocusing future resources from crisis response to permanent housing placement City of Arvada, Lead Navigation Center Provider, Community Partner Organizations March, 2025 2. Evaluate the City's ability to partner in leveraging affordabl e housing financing throu gh mechanisms like social impact bond/pay for results and Proposition 123 City of Arvada June, 2025 3. Establish partnerships with qualified PSH developers t o cultivate expansi on opportunities and help preserve expiring income-restricted units City of Arvada June, 2025 4. Finalize PSH expansion plan and begin implementation City of Arvada January, 2026 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 5 ---PAGE BREAK--- GOAL 3: Foster long-term housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Ensure meaningful progress toward affordabl e housing goals in the Arvada Housing Strategic Plan 1. Actively watch for property and land in Arvada to acquir e and redevelop (Housi ng Strategic Plan, Policy Lever 1, Strategy 2) City of Arvada Immediately and ongoing 2. Include review of Housing Strategic Plan, progress an d challenges as a regul ar discussion item on the Homelessness Coordination Team's agenda City of Arvada September, 2024 3. Define land bank program and strategies/priorities fo r disposition, e.g. donation s, discounted sales, and/or lo ng-term ground leases (Hous ing Strategic Plan, Policy Lever 1, Strategy 2) City of Arvada, Housing Advisory Committee June, 2025 4. Determine concrete priorities for the Arvada Affordabl e Housing Fund (Housi ng Strategic Plan, Policy Lever 1, Strategy 3) City of Arvada, Arvada Housing Authority, Housing Advisory Committee June, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 6 ---PAGE BREAK--- GOAL 3: Foster long-term housing stability (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Ensure meaningful progress toward affordabl e housing goals in the Arva da Housing Strategic Plan (cont.) 5. Evaluate feasibility of small sales tax increase to support th e Arvada Affordable Housing Fu nd (Housing Strategic Plan, Policy Lever 1, Strategy 3) City of Arvada, Housing Advisory Committee June, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 7 ---PAGE BREAK--- GOAL 4: Facilitate broad access to information to increase awareness and understanding of homelessness in the community STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1. Launch a coordinated messaging campaign 1. Engage a communications consultant with expertise i n developing messagi ng campaigns to combat the stigmas of homelessn ess, aligned with the City's current community engagement plan City of Arvada September, 2024 2. Develop campaign core messaging Communications Consultant, City of Arvada November, 2024 3. Develop a coordinated communications plan to provid e education and information to the community about homelessness Communications Consultant, City of Arvada, Faith Community, Community Partner Organizations January, 2025 4. Begin campaign implementation Communications Consultant, City of Arvada, Faith Community, Community Partner Organizations March, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 8 ---PAGE BREAK--- GOAL 4: Facilitate broad access to information to increase awareness and understanding of homelessness in the community (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Establish culture of authentic communicatio n on homelessness with the community 1. Develop a neighborhood engagement plan fo r communications about the navigation center City of Arvada, Communications consultant July, 2024 2. Begin holding regular "town hall" style meetings to addres s community questions a nd concerns and share about future efforts City of Arvada, Community Partner Organizations August, 2024 3. Share outcome and other data with the community on a regular basis, demonstrati ng progress and challeng es. Consider creating a web-based dashboard City of Arvada, Community Partner Organizations January, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 2 9 ---PAGE BREAK--- GOAL 5: Establish data collection and reporting methods to support continuous improvement STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 1. Confirm key performance indicators deemed necessary to measure success 1. Homelessness strategy consultant to present draft KPIs , methods for collecting a nd reporting data, tied to the Homelessness Action Strategy Homelessness Strategy Consultant July, 2024 2. Enhance City's participation in regional Built-for-Zero (BFZ) efforts and achieve quality, by- name data in HMIS City of Arvada January, 2025 3. Include the KPIs in provider contracts, requiring periodi c reporting directly to the City of Arvada if not available through HMIS City of Arvada March, 2025 4. Regularly track and evaluate costs invested by the City int o homeless solutions by leveraging available financ ial data through the City's time, accounting and financial systems City of Arvada March, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 0 ---PAGE BREAK--- GOAL 5: Establish data collection and reporting methods to support continuous improvement (cont.) STRATEGY ACTIONS RESPONSIBLE PARTY COMPLETION TIMEFRAME 2. Establish a culture of continuous improvemen t related to homelessness data and outcomes reporting 1. Ensure the City of Arvada and all contracted providers ar e participating in HMIS and OneHome, completely and accurately City of Arvada August, 2024 2. Regularly produce and review KPI dashboard reports with th e Homelessness Coordinati on Team, develop action items to address, facilitate change s to build on and mitigate critical weaknesses City of Arvada January, 2025 3. Establish a tool to track and report progress and challenges in achieving Homelessness Action Strategy goals City of Arvada January, 2025 4. Consider creating data sharing agreements with variou s entities (health care, l aw enforcement, cities, counti es, school districts) to broaden and deepen access to critical information City of Arvada December, 2025 C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 1 ---PAGE BREAK--- * * - I n c l u s i o n o f t h e A r v a d a H o u s i n g A u t h o r i t y i n t h i s a c t i o n p l a n i s n o t i n t e n d e d t o i m p l y a n y r o l e f o r t h e A r v a d a H o m e l e s s n e s s T e a m i n o v e r s e e i n g a c c o m p l i s h m e n t s o f t h e C i t y ’ s H o u s i n g S t r a t e g i c P l a n o r o t h e r h o u s i n g m a t t e r s , o r t o o t h e r w i s e c o m m i t t h e H o u s i n g A u t h o r i t y t o t i m e l i n e s i t c a n n o t m e e t . I t w i l l b e i m p o r t a n t , h o w e v e r , f o r t h e C i t y ’ s H o m e l e s s n e s s T e a m a n d t h e A r v a d a H o u s i n g A u t h o r i t y t o c o l l a b o r a t e a n d m a i n t a i n a l i g n m e n t t o a c h i e v e c r i t i c a l m i l e s t o n e s t h a t i m p a c t b o t h p l a n s . C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 2 ---PAGE BREAK--- NEXT STEPS Given the rapidly changing landscape and the innovative opportunities that may be identified, the time horizon of this Homelessness Action Strategy is designed with a relative short-term lens only through 2026. The intention of this Strategy is to create traction and momentum to help generate meaningful and lasting solutions, and it should also be considered a dynamic and living document. Pending the approval of this Strategy, the City team is encouraged to regularly update the action plan to maintain relevance with ever-changing conditions, modify or eliminate approaches that have proven to be less effective or impactful, and add solutions that may not have been contemplated in this version. There is certainly an element of risk with implementing these approaches to achieve the goals and strategies outlined here; however, as has been said before by numerous others – the biggest risk is doing nothing. The City of Arvada should be commended for its willingness to consider the execution of this Strategy to help people experiencing homelessness, and to improve the quality of life for residents across the City of Arvada. C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 3 ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 4 DEFINITION OF TERMS 24/7 emergency shelter Typically includes extended hours of operation 24 hours per day, 7 days a week, with expanded services, reduced barriers to entry, and no requirements for residents to exit and relinquish their beds each morning and secure a bed again each evening. Affordable housing Housing on which the occupant is paying no more than 30% of gross income for housing costs, including utilities. Built for Zero (BFZ) Built for Zero is a national initiative providing local communities with a strategy to measurably end homelessness through data-driven collaborations. The approach works to know each person experiencing homelessness “by name” based on specific popu populations, such as Veterans or those who have experienced chronic homelessness. Continuum of Care (CoC) The Continuum of Care (CoC) program is designed to promote a community-wide commitment to the goal of ending homelessness; to provide funding for efforts b y nonprofit providers, states, Indian Tribes or tribally designated housing entities, a nd local governments to quickly rehouse homeless individuals, families, persons flee ing domestic violence, dating violence, sexual assault, and stalking, and youth w hile minimizing the trauma and dislocation caused by homelessness; to promote a ccess to and effective utilization of mainstream programs by homeless individuals and families, and to optimize self-sufficiency among those experiencing homelessness. Harm reduction A set of practical strategies and ideas aimed at reducing negative consequences primarily associated with drug use. Homeless Management Information System (HMIS) A local information technology platform to collect client-level data on the provision of housing and services to individuals and families experiencing homelessness, and those at risk of experiencing homelessness. Low-barrier shelter At its essence, a low-barrier shelter strives to keep requirements for entry limited or minimal to encourage people experiencing homelessness to seek assistance by removing obstacles. Metro Denver Homeless Initiative (MDHI) MDHI is the Continuum of Care (CoC) program for the seven-county Denver metro region. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 5 DEFINITION OF TERMS OneHome Coordinated Entry System OneHome is the Coordinated Entry System for the Metro Denver region. Coordinated Entry is a client-centered process that partners with service providers and communit y members to assess and identify the housing needs of people experienci ng homelessness. OneHome Coordinated Entry matches individuals, youth, and families to the appropriate housing resources available while elevating client choice. Permanent Supportive Housing (PSH) Permanent supportive housing is an intervention that combines affordable housing assistance with voluntary support services to address the needs of peopl e experiencing chronic homelessness and those with high barriers to housing stabilit y. The services are designed to build independent living and tenancy skills and connect people with community-based health care, treatment and employment services. Point in Time (PIT) Count The Point-in-Time (PIT) Count is a HUD required annual count of sheltered and unsheltered people experiencing homelessness on a single night in January. Prevention Targeting Tools (PTTs) Prevention Targeting Tools (PTTs) connect people at risk of homelessness with services they need. These short surveys assess a person’s risk of becoming homeles s and determine eligibility and prioritization for services such as short-term financial assistance. Quality by-name data A comprehensive data set of every person in a community experiencing homelessness, updated in real time. Using information collected and shared wit h their consent, each person in the data set has a file that includes their name, histo ry of homelessness, health, and housing needs. This data is updated at minimum. Trauma-informed care An approach or perspective to client care that focuses on understanding the effects of trauma, that is multi-disciplinary and widely applicable in diverse settings. It is a service system in which all parties involved recognize and respond to the impact of traumatic stress on those who have contact with various systems. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 6 POTENTIAL REVENUE SOURCES A detailed list of potential funding and revenue sources for capital and operating needs has been developed and provided separately to the City of Arvada. ---PAGE BREAK--- C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 7 SOURCES CONSULTED 2 0 2 3 M e t r o D e n v e r P o i n t i n T i m e C o u n t C i t y o f A r v a d a i n t e r n a l G I S m a p p i n g p r o g r a m C i t y o f A r v a d a H o u s i n g S t r a t e g i c P l a n C i t y o f A r v a d a C i t y C o u n c i l S t r a t e g i c P l a n , 2 0 2 4 - 2 0 3 0 C i t y o f A u r o r a R e g i o n a l N a v i g a t i o n C e n t e r C a m p u s C i t y o f B o u l d e r H o m e l e s s n e s s S t r a t e g y C i t y a n d C o u n t y o f D e n v e r , 2 0 2 3 D e p a r t m e n t o f H o u s i n g Stability Action Plan S t a b i l i t y A c t i o n P l a n S t a b i l i t y A c t i o n P l a n 2 0 3 0 C o l o r a d o S t a t e H o m e l e s s n e s s P l a y b o o k C o l o r a d o D e p a r t m e n t o f L o c a l A f f a i r s , S t r a t e g y & F u n d i n g Approach for Proposition 123’s Program Serving Persons Experiencing Homelessness C o l o r a d o D e p a r t m e n t o f L o c a l A f f a i r s , S t r a t e g y & F u n ding Approach for Proposition 123’s Program Serving Persons Experiencing Homelessness s E x p e r i e n c i n g H o m e l e s s n e s s S h a r i n g T o o l k i t F r a m e w o r k , V e r s i o n 2 0 2 3 S h i f t T o w a r d 2 4 / 7 S h e l t e r M o d e l s J e f f e r s o n C o u n t y , 2 0 1 9 C o m p r e h e n s i v e H o m e l e s s C o u n t M e t r o D e n v e r H o m e l e s s I n i t i a t i v e ( M D H I ) S t a t e o f H o m e l e s s n e s s 2 0 2 3 P r e v e n t i n g H o m e l e s s n e s s : E v i d e n c e - B a s e d M e t h o d s t o S c r e e n Adults and Families at Risk of Homelessness in Los Angeles A d u l t s a n d F a m i l i e s a t R i s k o f H o m e l e s s n e s s i n L o s A n g e l e s t h e N o r t h M e t r o A r e a San Antonio, Together to End Homelessness: Strategic Plan S u m m a r y a n d C a l l t o A c t i o n U n i t e d S t a t e s I n t e r a g e n c y C o u n c i l o n H o m e l e s s n e s s , A L L I N : The Federal Strategic Plan to Prevent and End Homelessness T h e F e d e r a l S t r a t e g i c P l a n t o P r e v e n t a n d E n d H o m e l e s s n e s s U n i t e d S t a t e s I n t e r a g e n c y C o u n c i l o n H o m e l e s s n e s s. 19 Strategies for Communities to Address Encampments Humanely and Effectively H u m a n e l y a n d E f f e c t i v e l y H o m e l e s s n e s s I n W e l d C o u n t y ---PAGE BREAK--- ACKNOWLEDGEMENTS C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 8 T h e c o n s u l t i n g t e a m w o u l d l i k e t o e x p r e s s s i n c e r e g r a t i t u d e t o t h e f o l l o w i n g p e o p l e a n d o r g a n i z a t i o n s . W i t h o u t t h e i r v i t a l c o n t r i b u t i o n s , t h i s p r o j e c t w o u l d n o t h a v e b e e n p o s s i b l e . A d a m s C o u n t y P a o l o D i a z A r v a d a F i r e P r o t e c t i o n D i s t r i c t D e a n n a H a r r i n g t o n C i t y o f A r v a d a C i t y C o u n c i l M a y o r L a u r e n S i m p s o n , M a y o r P r o T e m R a n d y M o o r m a n , S h a w n a A m b r o s e , J o h n M a r r i o t t , B o b F i f e r , L i s a F e r e t , S h a r o n D a v i s C i t y o f A r v a d a L o r i e G i l l i s , D o n W i c k , L i n d a H a l e y , C a r r i e E s p i n o s a , E l i z a b e t h B l y t h e , J a c k H a r d w i c k , R a c h a e l K u r o i w a , S a r g e n t M c D o n a l d C i t y o f A r v a d a M u n i c i p a l C o u r t J u d g e K a t i e K u r t z C i t y o f A r v a d a P o l i c e D e p a r t m e n t T o d d R e e v e s C i t y a n d C o u n t y o f D e n v e r D e p a r t m e n t o f H o u s i n g a n d S t a b i l i t y ( H O S T ) J a m i e R i f e C i t y o f W e s t m i n s t e r M a r k F r e i t a g , B a r b a r a O p i e , A l e x R e a v e s , T o m á s H e r r e r a - M i s c h l e r , K a t e S k a r b e k C o l o r a d o V i l l a g e C o l l a b o r a t i v e D e D e d e P e r c i n , C u i c a M o n t o y a C o m m u n i t y m e m b e r s w i t h l i v e d e x p e r t i s e A n g e l a , D a v i d , J a s o n , J o h n C o m m u n i t y T a b l e R o c k y B a l d a s s a r e F a m i l y T r e e D o n t a e L a t s o n , C a s s i e R a t l i f f J e f f e r s o n C o u n t y P u b l i c L i b r a r y , A r v a d a L i b r a r y P a o l a V i l a x a J e f f e r s o n C o u n t y H u m a n S e r v i c e s M a r y B e r g , K a t D o u g l a s , K e r r y W r e n i c k ---PAGE BREAK--- ACKNOWLEDGEMENTS C I T Y O F A R V A D A H O M E L E S S N E S S A C T I O N S T R A T E G Y 2 0 2 4 3 9 C h r i s t i e M c E l h i n n e y C h r i s t i e M c E l h i n n ey C h r i s t i e M c E l h i n n e y C h r i s t i e M c E l h i n n e y C h r i s t i e M c E l h i n n e y C h r i s t i e M c E l h i n n ey C h r i s t i e M c Elhinney C h r i s t i e M c E l hinney C h r i s t i e M c E l h i n n e y C h r i s t i e M c Elhinney C h r i s t i e M c E l h i n n e y C h r i s t i e M c E l h i n n e y