Building Community Support for Preventing Homelessness

1. Building Community Support for Preventing Homelessness Kay Moshier McDivitt Lancaster County Coalition to End Homelessness 150 North Queen Street, Suite 610 Lancaster, PA 17603 kmcdivitt@co.lancaster.pa.us

2. Before Lancaster Interagency Council for the Homeless Primarily made up of service providers Focus on sheltering Often front line staff with limited organizational or community leveraging Largely networking with small group of “volunteers” responsible for the Continuum of Care submission After Lancaster County Coalition to End Homelessness Combined the former ICH, the CoC planning process and the 10 year plan under one umbrella Focus on prevention and ending homelessness Led by a Leadership Council made up political and community leaders, chaired by the Lancaster County Board of Commissioners Community Support for Preventing and Ending HomelessnessThe Lancaster County Experience

3. Before Model – Lancaster ICH • No political leadership nor buy in • Neither the Mayor of the City nor the County Board of Commissioners “owned” the issue • Most services located in the city; those experiencing homelessness from rural areas came into the city • Fragmented system • Programs sprang up around organizational agendas/goals rather than clear response to identified needs or strategies: Many “Silo’s • Lacked strategy on how to prevent (front door strategies) and plan for ending homelessness • Resources dedicated to sheltering and managing • Limited HMIS utilization meant limited understanding to target prevention resources

4. NO. INDIVIDUALS 738 707 589 561 545 537 384 YEAR Lancaster County PREVIOUS MODEL Service system that manages & shelters homeless

5. Identifying the “right” champions for your system change What do you need to affect change? Who has the largest circles of influence? Who needs to be brought to the table?

6. Getting Local Political LeadershipThe “BUY IN” of WHY • Lancaster’s Journey • Community Impact Steering Committee (started 10 year planning process) recognized need for political leadership and champions to make “shift” happen • “Champion” - has trust and respect of the community • “if they believe this matters, then I do” • Political Leadership - critical to bringing together a fragmented system and shift toward common goal • Community Leadership- key for widespread support • Local business leader with “clout” who could engage the political leader(s)

7. Mobilizing the Community -The “BUY IN” of WHY • Next Step… • Garner community buy-in through shared vision and education • Basic shared principals part of the messaging • Shift from system that “shelters and manages” to system that “prevents, diverts, rapidly re-houses” • County wide issue translates to county wide strategies • Use data – cost effectiveness • Develop clear communication strategy • Develop the “elevator speech” with key message • Tweak presentation to fit the audience/key targets • Identify who takes the message to whom

8. NEW APPROACH • System of: • Prevention • Diversion • Rapid re-housing • Permanent Housing Goal: To provide the opportunity for a full and dignified life in the community for every resident of Lancaster City and County through a comprehensive, coordinated effort to prevent and end homelessness in the next decade. Lancaster CountyThe System Shift PREVIOUS MODEL Service system that manages & shelters homeless

9. Identifying the “right” championThe result: A “system” change • 2009: Commissioners established the Lancaster County Coalition to End Homelessness resulting in: • The Continuum of Care, the Homeless Service Provider Network (former ICH ) and the 10 Year Plan in coordinated and collaborative effort • Preventing and ending homelessness are key components • The LCCEH Leadership Council of key community leaders invited personally by the Commissioners to serve - they said “yes” • Community Homeless Advisor Position

10. Identifying the “right” championsThe Result • We are talking “to each other” instead of about each other • Shift to “front end” approach as a system • Central intake system for prevention • Partnering with shelter providers • Include in planning for prevention • Support of the Board of Commissioners keeps the issue on the front lines • Commissioners used a system wide alignment of HPRP funding with 10 year plan goals

11. Identifying the “right” political championThe Benefits • Established a county office as the “lead agency” • HMIS now overseen by the county’s lead office • Data vastly improved • Providers sitting at the same table creating system wide prevention strategies and tools • Includes Faith based, non HUD funded • Resolutions passed: • All proposed affordable housing projects seeking funding must set aside 10% of units • All strategies and funded services must align with HEARTH Act goals and Open Doors Plan

12. Identifying the “right” championsThe Benefit • 2010 Point in Time Count • 2% decrease overall • 7% decrease in family homelessness • FIRST overall decrease since beginning the count • In spite of 3% increase in unemployment during same period

13. Final Thoughts • Identify the “right” Political Champion • Identify the “right” Community Champions to help obtain commitment • Keep message of shift to prevention at the forefront • Key strategies for engagement • Coordinate all systems under one umbrella • Strong communication strategy • Keep political leadership informed of all issues • Be prepared for challenges: change is hard • Success breeds success: build on small victories

14. THANK YOU