THE POWER OF COMMUNITY Human Services Campus – Maricopa County, Arizona

1. THE POWER OF COMMUNITY Human Services Campus – Maricopa County, Arizona National Alliance to End Homelessness Conference One Stop Homeless Access Centers: Avoiding Pitfalls July 9, 2007 Linda Mushkatel Jessica Berg

2. MARICOPA COUNTY • Population of 3.8 million (more than 1/2 the state) • 24 cities and towns • Phoenix alone has population of 1.5 million • 9,222 square miles

3. MARICOPA COUNTY HOMELESS SITUATION 12,000 – 14,000 homeless adults & children 1,000 chronically homeless individuals from throughout Maricopa County on the streets or in shelters in downtown Phoenix

4. BACKGROUND • Need • No Mandated Responsibility • Collaborative Effort – “Perfect Storm” • Compassionate Community Response • Facilitate Economic Development between Copper Square and Capitol Mall

5. COLLABORATIVE PLANNING EFFORT • More than two-year planning effort • Broad planning participation ►Governmental entities ►Service providers ►Business community ►Philanthropic organizations ►Service consumers ►Neighborhood groups • Continuum of Care/Maricopa Assn. of Govts.

6. MISSION To deliver high-quality human services and provide leadership and innovative solutions to help break the cycle of homelessness and poverty through collaboration among faith-based, governmental, non-profit, private and community organizations.

7. ANCHOR PARTICIPANTS • Central Arizona Shelter Services (CASS) • Maricopa Health Care for the Homeless • NOVA Safe Haven • St. Joseph the Worker • St. Vincent de Paul • Lodestar Day Resource Center • Success Center

8. CAMPUS GOVERNANCE • Human Services Campus L.L.C. • 501(c)(3) Organization • Unique Governing Structure Reflects Integrated Services Objective

9. CONSTRUCTION • Campus concept • 5 buildings • ~ 150,00 square feet • Total Project Budget Original estimate: $24.6 million Final cost: $27.3 million

10. CAPITAL CAMPAIGN • 50/50 Public and Private Funding • Capital Campaign Leadership ►Prominent Business Leader ►Member, Board of Supervisors ►County Manager • Strategy ►Compassionate Community Response ►Good Business Decision ►Campus = starting point, not end point

11. COMMUNITY/BUSINESS IMPACT • Contributes to Revitalization between Capitol Mall and Copper Square • Alternative to Expensive Correctional and Health Care Settings

12. ALTERNATIVE SETTING COSTS

13. COST BENEFIT SettingCost • 2% of CASS bed days spent in jail $ 68,574 • 2% of CASS bed days spent in prison $ 188,123 • 2% of Safe Haven bed days spent in $ 40,355 psychiatric inpatient facility • 2% of HCH medical visits occurred in $ 865,416 hospital emergency room • 2% of HCH medical visits avoided like $4,337,864 number of hospital bed days

14. DEVELOPMENTAL MILESTONES • Campus Groundbreaking ~ November 2002 • HSC LLC granted ~ April 2005 non-profit status • Ribbon Cutting (Phase 1) ~ November 2005 • Ribbon Cutting (Phase 2) ~ April 2007

16. OPERATIONAL OVERVIEW: Who are we? Who are we serving? What are we doing? How are we doing it? How well are we doing it now? How are we going to do it better? What lies ahead?

17. Who are we?

18. Who are we? Mission: The LDRC is a collaborative entity providing a safe, engaging environment where homeless individuals can access a spectrum of services to assist them in creating positive, long-term life changes. Vision: To be the national model for ending homelessness. Values: We are guided by our values: dignity, respect, diversity, community, compassion, and innovation.

19. Who are we? Operational Milestones 2004 – Day Resource Center begins pilot program on West Jefferson 2005 – Human Services Campus and the Lodestar Day Resource Center open 2006 – HSC awarded $1,000,000 Challenge Grant from The Virginia G. Piper Charitable Trust 2007 – VSUW Primary Partner Agency status received for LDRC 2007 – NOVA Safe Haven Opens on the Campus 2007 – Success Center renovation complete; building available for usage 2007 – LDRC becomes its own non-profit corporation with community BOD

21. Who are we serving?

22. Who are we serving? –First Quarter 2007 – Reported information Race/Ethnicity: White: 313 Black: 144 Amer Ind/Alaskan: 45 Asian: 7 Hispanic: 96 Age 18-34: 143 35-49: 237 50-64: 112 64+: 7 Sex Male: 503 Female: 108 LDRC intakes completed: 618 • Veterans: 69 • Housing at first contact: • Outdoors: 257 • Shelter: 290 • Jail/prison in past year: 78 • Known diagnoses: • Schizophrenia/ • Psychotic 95 • Affective Disorder 252

23. Who are we serving? Hard to serve populations: Mentally Ill Substance Abusers Veterans Individuals from Corrections Chronically Homeless Disabled

24. What are we doing?

25. LDRC Services AA/NA/CMA & Outpatient substance use treatment Employment: Temporary & Job Development Identification & legal documents Government benefits Medical/Nursing triage & referral Computer lab/GED tutoring Outreach, service connection, case-management Mental health services (Provided by 10 outside agencies) U.S. Post Office Housing: Placement, Subsidy, Follow-up (Provided by LDRC)

26. LDRC Engagement Programs Art Open-mic Poetry Yoga Theatre Seasonal celebrations Nursing Education Movies Dominoes Tournaments Workshops/Classes

27. A Closer Look…

28. How are we doing it?

29. Through Collaboration, • Welcome: • Reduce clients’ • personal health & safety risk; • provide safe & • nurturing environment.

30. Through Collaboration, 2. Engage: Engage clients in a process & services to achieve stability; co-locate programs to eliminate barriers.

31. Through Collaboration, 3. House: Utilize a client-centered approach to assist clients in ending their homelessness & ultimately reaching self-sufficiency.

33. LDRC Estimated Revenues FY08 Department of Economic Security Arizona Department of Housing Phoenix Office of Arts and Culture TOTAL Government 26% Arizona Commission on the Arts United States Postal Service Maricopa County Lodestar Foundation Valley of the Sun United Way TOTAL Foundation 41% Stardust Foundation LDRC Provider Operating Fees TOTAL Program Earnings 11% Private TOTAL Private 22% Total Budget Revenues: ~ $1 million

34. How well are we doing it now?

35. How well are we doing it now? Permanent Housing Placements: -Pilot Program (4/04-10/05): 194 -Lodestar DRC (11/05-6/07): 373 -Total clients placed to date: 567 Fiscal YTD Data (7/06-6/07): -Permanent housing placements: 195 -Transitional housing placements: 3 -Total clients housed: 198

36. How well are we doing it now? Barriers: Need for: Database Housing & Housing follow-up resources Client Coordination: staffing/engagement Development staff Motivating client movement Space Keywords: INFRASTRUCTURE & 1:1 ENGAGEMENT

37. How are we going to do it better?

38. How are we going to do it better?:AKA, Avoiding the Pitfalls Strategic Plan: CLIENT-CENTERED GOALS Database/collaboration consultation Advocacy for Affordable Housing and Housing First model, and enhancing follow-up services Client Engagement Action Plan for Self-Sufficiency Security

39. Strategic Plan: STAFF/VOLUNTEER-CENTERED GOALS Volunteer program/recognition Staff training/enrichment Employee Satisfaction Inter-agency collaborations (e.g., De-Escalation Team) How are we going to do it better?:AKA, Avoiding the Pitfalls

40. How are we going to do it better?:AKA, Avoiding the Pitfalls Strategic Plan: OPERATIONAL GOALS Advisory Board Administrative Independence/501c3 Support Success Center development Community Involvement Resource Development – think out of the box!

41. What lies ahead?

42. FY 07/FY 08 Changes & Enhancements Administrative independence/501c3 Engagement programs Security plan/Appeals Committee Collaborative outreach (Providers/Phx PD) Staff training/enrichment Community Advisory Board Physical building changes (half-wall, Post Office, etc.)

43. What lies ahead?

44. Questions? • Linda Mushkatel, Special Projects Manager, Maricopa County Manager’s Office (602) 506-7062 lmushkat@mail.maricopa.gov • Jessica Berg, Executive Director, Lodestar Day Resource Center (602) 417-9851 jberg@drc-az.org