Neighborhood Resources Department
TO: David L. Corliss, City Manager; Debbie Van Saun, Assistant City Manager
THRU: Victor Q. Torres, Director, Neighborhood Resources
FROM: Margene K. Swarts, Community Development Manager
DATE: March 16, 2007
SUBJECT: 2006 Homeless Initiatives
In 2006, the City Commission budgeted $209,000 for initiatives to address homeless issues in the community. The funding was for case management ($160,000), transportation (bus passes) and clothing vouchers ($6,000), and funds for the continued operation of the Lawrence Community Shelter (LCS) and Salvation Army ($30,000). The balance of funds ($13,000) was earmarked for staffing oversight but was not expended in 2006 as existing Community Development Division (CDD) staff was utilized for oversight as part of regular job responsibilities.
After a Request for Proposals (RFP) process, the City contracted with Bert Nash Community Mental Health Center to provide case management outreach services in the community. Originally, four case managers were desired, but only 3.5 were able to be provided for the cost of $160,000. The RFP and hiring process was rather lengthy and the case managers began working in May, 2006. As part of the contract, Bert Nash provided quarterly reports to the City for the quarters ending June 15, September 15, and December 15. After each report, as a result of public and staff input, minor changes were incorporated for future reports. Also during the year, Bert Nash was able to reallocate resources and increased the 3.5 case managers to the desired number of four which will be continued for 2007. For 2007, quarterly reports will be submitted March 31, June 30, September 30, and December 31.
Attached is the final 2006 quarterly report submitted in January, 2007. Upon receipt of that report by the City Commission, additional questions were raised by the public and Bert Nash completed a general report of Background Information on Homeless Outreach Services for 2006 to provide additional information. That report is also attached.
After reviewing the reports and also taking into consideration anecdotal information, it appears that the longer the case management component is in place, the less resistance there is by potential clients as fewer individuals “decline” services (75 in the first quarter, reduced to seven in the final quarter). However, it was also found that more long term and intensive services for this population were needed than originally anticipated. Use of the case managers also appears to be decreasing duplication of services in the community because the case managers become a central point of contact for both clients and services. In reviewing the first year, case managers have identified instances where numbers of clientele have been duplicated in 2006. For 2007, changes will be made to the tracking system so there will be an accurate depiction of the number of unduplicated individuals served.
The case managers have also been very involved with assisting clients with the Lawrence Douglas County Housing Authority (LDCHA) HOPE Program by regularly referring clients to the program and providing ongoing case management during the process. This has been particularly beneficial because in addition to being designated as chronically homeless, eligible HOPE Program clients must be diagnosed with a disability. Many clients also suffer from a substance abuse problem as well. As a result, this clientele often requires intensive counseling and case management, which housing authority staff are not necessarily equipped to provide.
It appears the case management services to the homeless in the community has been very well received by the community, including clients, agencies, and citizens. However, the case managers have identified some challenges in their work with this population. In particular, they have noted a lack of affordable housing units for individuals with limited income, lack of affordable fully handicapped accessible units, and a limited supply of supportive housing vouchers. Additionally, the lack of a crisis stabilization unit for psychiatric issues, lack of immediate crisis housing, and lack of psychiatric support for shelter staff during nights and weekends are some of the barriers to providing complete wrap around services to this at risk population.
Funds for the transportation and clothing vouchers were distributed though LCS to seven agencies that provide services to the homeless, including LCS. All agencies met to discuss the various needs of their clients and then determined the allocation of bus passes based on those needs. With regard to the clothing allowance, each agency initially received the same amount, but it was discovered that some agencies had clients with more clothing needs than others, so some of the clothing allowance was reallocated between agencies. The attached spreadsheet indicates the number of bus passes and clothing allowance allocated for each agency. All of the allocated passes and funds for clothing have been utilized.
CDD staff and Bert Nash staff continue working together to identify various informational components that will provide the most clarity for future reporting of the case management activities. Continued initiatives to address homeless issues are on track for 2007 and regular reports regarding case management activities and use of transportation and clothing vouchers will be forthcoming. If you have further questions, please let me know.