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09.28.23 Agenda M ayor Aaron Brockett Council M e mbe rs Matt Benjamin Lauren Folkerts Rachel Friend Junie Joseph Nicole Speer Mark Wallach Tara Winer Bob Yates Council Chambers 1777 Broadway Boulder, CO 80302 September 28, 2023 6:00 PM City M anage r Nuria Rivera-Vandermyde City Attorne y Teresa Taylor Tate City Cle rk Elesha Johnson ST UDY S E S S ION BOULDE R CIT Y COUNCIL Municipal Court and Boulder Police Department Quarterly Update 90 min - 30 min presentation / 60 min council discussion Annual Homelessness and Programs Update 120 Min (30 min presentation/ 90 min council discussion) 3:30 hrs City Council documents, including meeting agendas, study session agendas, meeting action summaries and information packets can be accessed at https://bouldercolorado.gov/city- council/council-documents. (Scroll down to the second brown box and click "I nformation Packet") This meeting can be viewed at www.bouldercolorado.gov/city-council. Meetings are aired live on Municipal Channel 8 and the city's website and are re-cablecast at 6 p.m. Wednesdays and 11 a.m. Fridays in the two weeks following a regular council meeting. Boulder 8 TV (Comcast channels 8 and 880) is now providing closed captioning for all live meetings that are aired on the channels. The closed captioning service operates in the same manner as similar services offered by broadcast channels, allowing viewers to turn the closed captioning on or off with the television remote control. Closed captioning also is available on the live HD stream on Boulder Channel8.com. To activate the captioning service for the live stream, the "C C" button (which is located at the bottom of the video player) will be illuminated and available whenever the channel is providing captioning services. The council chambers is equipped with a T-Coil assisted listening loop and portable assisted listening Packet Page 1 of 39 devices. I ndividuals with hearing or speech loss may contact us using Relay Colorado at 711 or 1- 800-659-3656. Anyone requiring special packet preparation such as Braille, large print, or tape recorded versions may contact the City Clerk's Office at 303-441-4222, 8 a.m. - 5 p.m. Monday through Friday. Please request special packet preparation no later than 48 hours prior to the meeting. I f you need Spanish interpretation or other language-related assistance for this meeting, please call (303) 441-1905 at least three business days prior to the meeting. Si usted necesita interpretacion o cualquier otra ayuda con relacion al idioma para esta junta, por favor comuniquese al (303) 441- 1905 por lo menos 3 negocios dias antes de la junta. Send electronic presentations to email address: CityClerkStaff@bouldercolorado.gov no later than 2 p.m. the day of the meeting. Packet Page 2 of 39 C OVE R SH E E T ME E T I N G D AT E September 28, 2023 ST U D Y SE SSI ON I T E M Municipal C ourt and Boulder Police Department Quarterly Update P RI MARY STAF F C ON TAC T C hief Maris Herold, 303 441 3310 J eff C ahn Interim Presiding J udge 303 441 1842 B RI E F H I STO RY O F I T E M Quarterly Updates to City C ouncil from the Police Department I S T HI S I T E M/P RO J E C T O N T HE C O U N C I L WORK P L AN? N/A H AS T HI S I T E M/P RO J E C T B E E N B U D GE T E D? N/A WHAT P RI MARY SU STAI N AB I L I T Y F RAME W O RK OU T C OME I S B E I N G SU P P O RT E D? Safe C ommunity, Healthy & Socially T hriving Community, Livable Community AT TAC H ME N T S: Description I tem 1 - Muni Court/B P D Quarterly Update Packet Page 3 of 39 STUDY SESSION MEMORANDUM TO: Mayor and Members of City Council FROM: Maris Herold, Chief of Police DATE: 09/28/2023 SUBJECT: Study Session for September 28, 2023 Police & Court Update PRESENTER Maris Herold, Chief, Boulder Police Department Jeff Cahn, Interim Boulder Municipal Court Judge EXECUTIVE SUMMARY The Boulder Police Department will provide City Council an update on crime in conjunction with Boulder’s municipal court. Report statistics on crime in the city Review significant incidents in the city KEY ISSUES IDENTIFIED High level overview of policing in the City of Boulder. BACKGROUND Updated presentation by the Boulder Police Department collaboratively with courts. Item 1 - Police and Court Update Page 1 Packet Page 4 of 39 C OVE R SH E E T ME E T I N G D AT E September 28, 2023 AG E N D A I T E M Annual Homelessness and Programs Update P RI MARY STAF F C ON TAC T Megan Newton/Policy Advisor AT TAC H ME N T S: Description I tem 2: Annual Homelessness Update Packet Page 5 of 39 STUDY SESSION MEMORANDUM TO: Mayor and Members of City Council FROM: Nuria Rivera-Vandermyde, City Manager Kurt Firnhaber, Housing and Human Services Director Vicki Ebner, HHS Operating and Homelessness Strategy Sr Manager Megan Newton, Homelessness Policy Advisor Lynette Badasarian, Homelessness Program Manager DATE: September 28, 2023 SUBJECT: Study Session for September 28, 2023 Annual Homelessness Update EXECUTIVE SUMMARY Each year, the Housing and Human Services (HHS) department provides Council with an update of the activities, trends, and initiatives occurring to address homelessness. While the focus of this report is on single adult homelessness, family homelessness continues to increase, and the work of the Eviction Prevention and Rental Assistance Services (EPRAS) program will be discussed in context. Key topics include discussions about housing, sheltering, services, mental/behavioral health, and some of the programs undertaken by the city’s nonprofit partners. A key theme of this report is the heightened collaboration and coordination between various partners to innovate and to provide successful exits from homelessness for some of the hardest-to-house individuals. It is important to recognize that there is no one solution to homelessness, and that a robust response requires a tapestry of services and housing types. Over the last three years with evolving challenges related to the impacts of COVID on the community, many new programs and strategies have been established in Boulder to ensure more supportive paths out of homelessness. Staff also continue to research and evaluate programs and services provided in other communities – either in Denver or across the nation. Staff are also aware of the difference of the Boulder community to that of communities we often compare ourselves to. Boulder has limited developable land for some initiatives and the high cost of land makes some approaches less feasible. Item 2: Annual Homelessness & Programs Update Page 1 Packet Page 6 of 39 The city does not solely provide homelessness services; it is an active member of Homeless Solutions for Boulder County (HSBC), a collaboration between the City of Boulder, City of Longmont, Boulder County and the local housing authorities. HSBC is responsible for policy level decisions for single adult homelessness responses across Boulder County. In addition, there is a robust structure for coordination related to family homelessness. The Family Resource Network, and the Family Homelessness Subcommittee, bring together city, county, nonprofit, and school district staff to address issues collectively. Questions for Council 1. Does Council have input into the six new programs: Building Home (including Peer Navigation and the Housing Retention Team), Boulder Shelter for the Homeless (BSH) pilot with Boulder Community Health (BCH), Tribe Recovery, Respite services, and the unit acquisition program? 2. Does Council wish to direct staff to implement or explore sanctioned camping? BACKGROUND Boulder has felt the impacts of a national homelessness crisis in a post-COVID world; the number of people using shelters and living unsheltered has dramatically increased, the degree of vulnerability faced by people living outside is unprecedented, and staffing shortages in mental/behavioral health and social services fields have compounded the challenges the system faces in exiting people from homelessness. While locally both sheltered and unsheltered homelessness continue to rise, nationally, unsheltered homelessness continues to rise, as sheltered homelessness decreases. There are many hypotheses as to why people are choosing to live outdoors rather than in shelter situations, and in many minds, this trend seems to be related to the COVID-19 response (reducing sheltering; perceptions of safety outdoors; dramatic reductions in access to case management, mental health services, and behavioral health treatment services). Particularly impactful was the reduction of mental and behavioral health services during the pandemic, as the combination of jail limitations, availability of newer and more lethal street drugs and lack of services caused many to decompensate or, for people newer to unsheltered homelessness, to spiral into behavioral health crises. Item 2: Annual Homelessness & Programs Update Page 2 Packet Page 7 of 39 Figure 1: National Sheltered vs. Unsheltered Homelessness Trends (Joint Center for Housing Studies: The State of the Nation's Housing 2022) The National Alliance to End Homelessness, through its review of the HUD Annual Homelessness Assessment Report (AHAR), notes the following: • In 2022, counts of individuals (421,392 people) and chronically homeless individuals (127,768) reached record highs in the history of data collection • Unsheltered rates are also trending upward, impacting most racial, ethnic, and gender subgroups. • Homeless services systems continued to expand the availability of both temporary and permanent beds in 2022, but these resources still fall short of reaching everyone in need. • Homelessness rose by a modest 0.3 percent from 2020 to 2022, a period marked by both pandemic-related economic disruptions and robust investments of federal resources into human services. In Colorado, the trend is similar. According to the National Alliance to End Homelessness, Colorado continues to be one of the higher-growth states for homelessness, with 10,397 people experiencing homelessness statewide in 2022. While not reaching the level of the west coast or New England, Colorado continues to see growth in both housed and unhoused individuals. Item 2: Annual Homelessness & Programs Update Page 3 Packet Page 8 of 39 Figure 2: Rate of Homelessness 2022 (National Alliance to End Homelessness) While homelessness, in general, is primarily an economic issue – people cannot afford to rent – chronically homeless individuals have several challenges that impact their ability to weather economic conditions. Chronic Homelessness is defined as a lengthy period of homelessness combined with one or more disabling condition, and the longer time that someone spends living unsheltered, the higher the likelihood is that the person will also suffer from substance use disorder. As a result, a key subset of people that the homelessness response system aims to serve requires creative housing and service provision. To that end, the city and its partners focused its efforts over the past year to implement a tapestry of services such as Building Home (peer support and housing retention services), a unit acquisition program, strengthening local voucher programs, developing unique services for high utilizers of the criminal justice system, planning for the opening of a Day Services Center, securing funding to add respite services to sheltering, and increased coordination amongst the various outreach and case management services provided within the city. In addition, HHS has requested grant funding to add, if awarded, mental and behavioral health services including medically assisted treatment and counseling to the Day Services Center, as well as requesting a significant number of housing vouchers coupled with intensive tenant supportive services (one case manager to every 15 clients). ANALYSIS Service Innovations Boulder, either through council directive or through grant funding, is working to create new and innovative programming. With the foundation of our homeless strategy of Housing First, programs and services must always accompany individuals transition to Item 2: Annual Homelessness & Programs Update Page 4 Packet Page 9 of 39 housing. As a result of this approach six new programs have begun over the last fourteen months in the City of Boulder: 1) Building Home Providers have found that many vulnerable individuals who have been experiencing chronic homelessness for several years struggle to maintain their housing. Building Home is a new local initiative funded through American Rescue Plan Act of 2021 (ARPA) funds. Building Home is designed to improve housing retention for people within Permanent Supportive Housing (PSH) units, reduce feelings of isolation for people who have been recently housed, and to build community for people who have formerly experienced chronic homelessness. The intention of the program will be to match individuals with lived experience in homelessness to people who will soon be housed or have recently been housed through PSH resources. In addition to peer support services and a housing retention team designed to provide multi-disciplinary support to very vulnerable PSH residents, Building Home services will also include daytime programming designed to assist in socialization, housing program navigation, and life skills. Focus Re-entry was awarded the contract for Peer Support and Daytime Programming, and Boulder Shelter for the Homeless (BSH) was awarded the contract for the Housing Retention Team. Both programs started operating in the first quarter of 2023. In the first two quarters of 2023, 24 individuals have been served by the Housing Retention Team, and 23 people have received individualized peer support services. Peer support specialists have also led three classes for individuals living in permanent supportive housing in the community. 2) Boulder Shelter for the Homeless Acquisition Program People experiencing homelessness who have lengthy criminal histories face difficulty in obtaining rental housing. Landlords are often unwilling to lease to people with lengthy backgrounds, and many are not allowed to rent to registered sex offenders. BSH has recently purchased 12 individual units to assist this population. This program removes the barrier of dependency on a landlord system and provides housing options for some of the community’s highest system utilizers. These units are accompanied by case management services. Since the implementation of the program in 2022, nine individuals have been housed. The last three units are currently being prepared to be leased. All nine individuals housed through the program had lengthy histories of experiencing homelessness, significant criminal histories and experienced many barriers to accessing safe and affordable housing. All nine program participants remain housed and continue to work toward their identified goals. 3) Respite Center This year, the city was awarded $2,000,000 in Transformational Homelessness Response Grant (THR) funding through the State of Colorado Division of Housing (DOH) to Item 2: Annual Homelessness & Programs Update Page 5 Packet Page 10 of 39 provide respite care for people experiencing homelessness. This grant was made possible through ARPA funding, and the award funds the project over the course of two years. Respite care is defined by the grant as short term, recuperative care for people experiencing homelessness who can perform all activities of daily living independently but require assistance with minor procedural care such as dressing changes or short-term oxygen use following discharge from the hospital. While respite care is not skilled nursing care, contagious disease isolation, physical therapy center, or hospice care, it provides a pathway for hospital or clinic discharge that does not require people to recover on the streets. The first goal of the Respite Center is to reduce morbidity and mortality of unhoused individuals who are discharged from the hospital or a clinic. The secondary goal is to begin the process of housing placement or long-term care for residents who are transferred to the Respite Center. The tertiary goal is to reduce hospital readmission rates, reduce calls to emergency services or law enforcement for non-emergency services, and reduce the strain on the sheltering system with clients whose needs they cannot meet. The State hopes to have contracts completed in the 4th quarter of this year. Housing and Human Services staff are working on implementation with a goal to begin services in early 2024. 4) Tribe Recovery Methamphetamine (meth) addiction has been identified as one of the largest challenges to housing individuals experiencing homelessness. Landlords will not lease to people with histories of or known addictions to meth. There is a high public health risk associated with smoking meth, and the related damage to apartment units is associated with high remediation and rehabilitation costs. A sober living task force was convened and provided recommendations to HSBC in early 2021. This task force was comprised of representatives from justice services, County and local municipalities, service providers, and individuals with lived experience in homelessness and addiction. The task force provided recommendations to the HSBC Board around what would be necessary to include in a project that would address treatment for substance use disorders, primarily methamphetamine addiction, for individuals experiencing homelessness. HSBC designed a program to build capacity for accessible recovery home options to support individuals with substance use disorders who are experiencing homelessness and secured resources to stand up this program. Boulder County was awarded a contract through the Bureau of Justice Assistance (BJA) to provide operational support for Project Recovery. Project Recovery began providing outpatient services to individuals at Boulder County’s campus in the 4th quarter of 2022. In August of this year, Tribe Recovery, the organization chosen by Boulder County to provide Project Recovery services, secured a Item 2: Annual Homelessness & Programs Update Page 6 Packet Page 11 of 39 more permanent space in the community to continue to provide these outpatient services. Project Recovery has been providing the following services to individuals in need. • Individual and group therapies in alignment with national standards and best practices • Trauma treatment (more specifically EMDR-Eye Movement Desensitization and Reprocessing, which is a national best practice intervention for trauma) • Medically Assisted Recovery (MAT) services • Sobriety monitoring • Peer navigation • Case management services to ensure a client’s basic needs are met as well as connection to additional resources such as workforce, Alcoholics Anonymous, Narcotics Anonymous, etc. The City of Boulder was the primary funder for the purchase of one of the first residential recovery home (Boulder County also contributed some funding for this home). The purchase of the first Boulder Recovery home was completed in August, and the program begins residential services in September. 5) Boulder Shelter for the Homeless/Boulder Community Health Partnership Boulder Shelter for the Homeless (BSH) and Boulder Community Health (BCH) have created a partnership with the goal of connecting unhoused high utilizers of the hospital’s emergency department with housing and supportive services to reduce the individual’s reliance on emergency services. Individuals are referred from the hospital to the Boulder Shelter for the Homeless (BSH) case manager who immediately begins working with the individual, connecting them to services and assisting with obtaining housing. From July 1, 2022, to June 30, 2023, the BSH case manager engaged with a total of 39 clients. The level of engagement varied from meeting with them once to working with a client all the way to moving them into an apartment. During that period, 12 people were placed into housing and an additional three people had received vouchers and were in the process of applying for a place to live. For the 12 individuals who have transitioned into supportive housing, BCH reports that their utilization of BCH emergency department services has decreased by 84%, and BCH reports a 63% reduction to acute care admissions for these individuals. The length of hospitalization stays for those newly housed individuals reduced by 70% as patients were now able to access the level of care needed to safely discharge from the hospital. This program helps demonstrate the improved impact and outcomes of targeted individualized services for high system utilizers and the benefits of coordinated and collaborative partnerships. 6) High Utilizers People who are experiencing unsheltered homelessness are highly correlated with high usage of community services, including emergency room visits, mental health services, interactions with jails and the legal system, and use of Police resources and ambulance Item 2: Annual Homelessness & Programs Update Page 7 Packet Page 12 of 39 services. Beginning in 2022, Boulder leads multi-organizational policy and operations teams to reach across organizational boundaries to identify resources and pathways out of homelessness for these individuals. The goal of this work is to work collaboratively to share data, coordinate services, and identify responses to current gaps in available housing options for the highest utilizers of community systems. The Interagency Taskforce on Boulder’s Unhoused High Utilizers recently developed a proposal to connect High System Utilizers with non-traditional supportive housing (PSH). The proposal involves providing comprehensive, intensive, and highly clinical wrap-around supportive services for High System Utilizers, including peer support by individuals with lived experience, case management and treatment services with a focus on criminal justice, housing retention, significant behavioral health care, and services designed to assist people with substantial substance use disorders. Some high system utilizers are guided to treatment services prior to placement in housing, and services are tailored to meet the unique needs of this unique subset of people experiencing homelessness. The supportive housing is designed to be the landing place for these high utilizers who have completed detox or treatment or as the foundation from which they can engage with the services they need for stability. This proposal is seen as the first step in an ongoing process to exit these most challenging individuals from homelessness, and the process will likely involve ongoing advocacy to state and national leaders. An information packet was provided in the September 7, 2023, Council Information Packet (IP), and this IP included a detailed update on this work and the collaborative efforts of the many systems involved in this work. Regional and Local Coordination Homeless Solutions for Boulder County Homeless Solutions for Boulder County (HSBC) was created in 2017 to provide a regional coordinated approach to addressing the needs of individuals experiencing homelessness. HSBC includes the involvement of multiple government entities including Boulder County and the cities of Boulder and Longmont, public housing authorities, public health, Metro Denver Homeless Initiatives (MDHI), and nonprofits working to impact homelessness. While the two city councils and commissioners give policy directives, county commissioners appoint the members of the executive board. By having a coordinated regional approach, HSBC is able to utilize data and best practices to leverage resources towards proven strategies that positively impact homelessness outcomes. In June of this year, HSBC brought community providers from across the county together to participate in a listening session regarding system design. Agencies were asked to identify both strengths and gaps in the system as well as identify programming and interventions they would like to see. Feedback from that session will be used by HSBC Item 2: Annual Homelessness & Programs Update Page 8 Packet Page 13 of 39 partners when determining funding priorities and additional programming. These sessions, along with learning sessions, will be held multiple times a year to continue regular system review as well as coordination and collaboration. During its annual retreat, HSBC leadership requested an evaluation of programs, processes, and the system itself. This evaluation was also requested by Council during its January retreat. In addition to the evaluation of the existing system, the evaluation will also look at the feasibility of implementing micro communities or other sheltering responses. The process to identify an evaluator and the release of a request for proposals is in process and is expected to have a contractor selected in the next three months. Metro Denver Homeless Initiative and Built for Zero A Continuum of Care (CoC) is a regional or local planning body that coordinates housing and services funding for homeless families and individuals. In 1995, the US Department of Housing and Urban Development (HUD) began to require communities to submit a single application for McKinney-Vento Homeless Assistance Grants in order to streamline the funding application process, encourage coordination of housing and service providers on a local level, and promote the development of Continuums of Care (CoCs). A CoC is intended to provide a more strategic system by providing unhoused individuals with housing and services appropriate to their range of needs. Metro Denver Homeless Initiatives (MDHI) acts as the planning body for the CoC on behalf of the seven-county Front Range region, and Boulder is a member of this CoC. In March 2021, MDHI adopted the Built for Zero methodology as an approach to regional coordination on homelessness. Built for Zero works primarily with CoCs across the nation and uses data to help inform solutions to end homelessness. Boulder County provides a staff member to represent the countywide HSBC collaborative in this work. Through the Build for Zero work, HSBC is working towards being a part of the “Last Mile Cohort” for reaching functional zero for veterans experiencing homelessness. Functional Zero is reached for a population when the number of people experiencing homelessness at any time does not exceed the community’s proven record of housing at least that many people in a month. The Last Mile cohort is for teams with strong collaboration, commitment, and will drive reductions toward their functional zero threshold for one population experiencing homelessness. These communities have strong structures in place to support their system in the enhancement of strategy prepared to focus on the Last Mile. Within Last Mile, the work is centered around strengthening structures and processes in place to sustain progress that scales across population focuses, accelerating positive exits, and preventing new experiences of homelessness. This cohort centers system sustainability throughout the work to equip communities to create a system that makes homelessness rare, brief, and nonrecurring. Centering Racial Equity Item 2: Annual Homelessness & Programs Update Page 9 Packet Page 14 of 39 MDHI has stated that an end to homelessness in Metro Denver will require the region to continuously analyze the inequities that can be both the cause of someone's homelessness and their barrier to resolving it. One statistically significant disparity that has remained consistent across data sources over time in both the national statistics as well as local data is the overrepresentation of Black, American Indian/Alaska Native (AI/AN), Native Hawaiian/Pacific Islander (NH/PI), and multiracial people experiencing homelessness. In an effort to move these community conversations forward, MDHI hired C4 Innovations, a consulting agency dedicated to building racially equitable systems through process improvement, to look deeply at racial inequities in the Metro Denver coordinated entry system. They also formed the Results Academy, a group of community stakeholders including people of color and individuals with lived expertise, to create an action plan for the redesign of coordinated entry. Boulder partners are engaged in this ongoing work. HSBC and HHS staff also analyze the impact of changes to programs on people of color, people with lived experience, and people facing bias due to sexual orientation or gender nonconformity. HHS also uses the Racial Equity Tool when embarking on new initiatives to ensure that new programming will either remove barriers caused by systemic racism or to not create any unintended barriers. Figure 3: HSBC CE Screening - Ethnicity at System Entry, People Reporting New to Homelessness Item 2: Annual Homelessness & Programs Update Page 10 Packet Page 15 of 39 Figure 4: CE Screening Data - Gender at System Entry, People Reporting New to Homelessness Figure 5: CE Screening Data - Race at System Entry, People Reporting New to Homelessness Entry Point Services Accessing homeless services in Boulder County is designed to be low barrier and can be accomplished in multiple ways. Using a brief assessment, Coordinated Entry is the initial step in determining individual’s needs and connecting them with appropriate resources including emergency shelters, diversion, and reunification. For individuals who may not be ready or able to access Coordinated Entry, Boulder has expanded resources into the field to meet people where they are at. This has been accomplished through the highly coordinated efforts of programs and services providing both outreach and navigation services. Item 2: Annual Homelessness & Programs Update Page 11 Packet Page 16 of 39 Coordinated Entry Local Coordinated Entry screening (CE) is the front door for sheltering and case management services within Boulder County. CE is a quick screening process that identifies the best match between people and available services. Through CE, people can be referred to case managed programs such as Shelter Services or Diversion and Reunification services. CE screening also refers people to other assistance outside of the HSBC system, if such referral would better meet a person’s needs. This can include youth shelters, domestic violence shelters, or other targeted interventions. A total of 3,809 individuals were screened through CE between January 2020 and June 2023. The number of individuals being screened through CE has remained fairly consistent during this period with 1,169 people screened in 2020, 968 people screened in 2021, 1,108 people screened in 2022, and 564 people screened through June of this year. These numbers include a small number of rescreens, when a person’s situation fundamentally changes. Figure 6: CE Screenings 2/1/2020 - 6/30/2023 Data collection through CE continues to be valuable in evaluating trends and making needed adjustments to the system. Generally, people who access CE are new to homelessness or to Boulder County. Information gathered by outreach workers shows that at least 2/3 of people camping in public spaces have been screened through CE. In 2023, 49% of individuals screened through CE report to have been in Boulder County less than 30 days, and a total of 60% of individuals screened through CE have been in the community for less than six months. Item 2: Annual Homelessness & Programs Update Page 12 Packet Page 17 of 39 Figure 7: Countywide CE Screening - Prior Living Situation for People Reporting to be Newly Homeless Knowing that CE is focused on people newly experiencing homelessness or new to Boulder, it is not surprising that CE data shows a higher level of people reporting shorter lengths of homelessness than was reported in the summer PIT. However, the CE data does provide important information about each person’s situation. The system also sees a large number of people who have been screened through CE in the past but who either stabilize or do not seek any further services. Figure 8: CE Screening Data - Accessing Services Data collected through CE is used to identify gaps in service delivery, evaluate existing programming and make system decisions. While Boulder is one community attempting to Item 2: Annual Homelessness & Programs Update Page 13 Packet Page 18 of 39 resolve a national homelessness crisis, it can be helpful to study where people are from and how long they have been experiencing homelessness. Boulder and HSBC work with other communities within the Greater Denver Continuum of Care to coordinate services. Outreach Coordination Boulder has a highly coordinated and efficient outreach system. Evidence-based best practices show that strong street outreach efforts create a sense of community among people experiencing unsheltered homelessness. It is the sense of community and connection, coupled with coordinated case management services, that helps to successfully house individuals experiencing unsheltered homelessness. Outreach workers can build rapport and provide the bridge to resources with people who might not else have been engaged in services. Agencies and programs in Boulder who are a part of the outreach and navigation system meet weekly to share information, coordinate services, and reduce duplicative efforts. Agencies providing outreach and navigation services to individuals, living in unsheltered situations, work together to make sure the services provided are coordinated and effective. Some of the agencies that regularly participate in this work are Boulder Shelter for the Homeless (BTHERE & BCH high utilizer partnership case manager), Boulder County Criminal Justice Services (Behavioral Health Assistance Program), Clinica (Street Medicine Team), Boulder Police Department (Homeless Outreach Team), Focus Reentry, and Boulder Municipal Court. This group also coordinates regularly with Boulder partners who provide basic needs services such as Deacon’s Closet, Harvest of Hope, and Feet Forward as regular meeting spots and consistent places to connect with individuals. The group has shared that often the individuals they are working with have complicated barriers that include a history of chronic long-term homelessness, substance use, mental and physical health barriers, and trauma that requires coordination and collaboration to effectively end the individual’s episode of homelessness and get them connected to long term supports in the community. It is not uncommon for multiple partners to assist an individual through the housing process and to assist in coordinating appointments for both care and housing. BTHERE Boulder Shelter for the Homeless (BSH), as an expansion to Coordinated Entry, can provide citywide street outreach services through the Boulder BTHERE team. The BTHERE team consists of an outreach supervisor and three team members. It is the BTHERE team’s goal to engage with and build relationships with people experiencing homelessness for future connections to housing and other services. The team visits locations with high incidence of camping in public spaces and provides connections to coordinated intake, Diversion and Reunification services, sheltering, housing resources, medical services, mental health services, and assistance with obtaining necessary ID documentation. Item 2: Annual Homelessness & Programs Update Page 14 Packet Page 19 of 39 Since incorporating BTHERE as part of the enhanced Coordinated Entry program with BSH in April 2022, BTHERE has had 1,777 interactions in the field. These interactions include assisting 34 individuals with coordinated entry, 12 in-field diversions from homelessness, 35 medical referrals, 28 housing assessments, 103 enrollments in entitlement benefits, and 10 mental health referrals. By completing housing assessments with individuals living unsheltered, BTHERE is able to add individuals directly to Boulder’s by-name lists to be included in the queue for housing resources. BTHERE is also able to provide continued support to individuals while they navigate their housing process. With the expansion of services into the field, BTHERE has been able to adjust the way individuals interact with the homeless services system. BTHERE is able to provide a continuum of services in the field, while focusing on the overall end goal of permanent housing. Community Court The Community Court Program has spent the past two and a half years addressing a range of offenses associated with homelessness. The program's unique strength lies in its participant-centered approach, meeting individuals where they are and facilitating trust- building interactions. The program works with our unhoused individuals in the City of Boulder, assisting them with obtaining vital documents, benefits and working towards housing. In 2023, in collaboration with Boulder County and other agencies around the city and county, the program assisted 22 individuals into housing. Once housed, the recidivism rate associated with these individuals is significantly reduced. Community Court has been providing services to the neediest and least-engaged people, and as part of their services, have been working with Naropa Community Counseling Center. Naropa counselors meet with individuals at every Community Court session. The Naropa counselors meet with individuals to address mental health and substance use issues. Community Court has also reestablished their Homeless Advisory Council, consisting of five lived-experience council members who will provide the court with invaluable insight into the challenges faced by the unhoused. The success of the Community Court Program is a testament to the power of effective collaboration. The program operates in conjunction with multiple city and county agencies as well as nonprofit organizations. The ability to weave together the expertise of these different entities has been crucial to the program's ability to transition individuals from the streets to stable housing. Point in Time Count The Point in Time (PIT) count is an annual, unduplicated count of people experiencing sheltered and unsheltered homelessness on a single night in January. The PIT count is merely a snapshot in time and not recommended by HUD as a year-over-year comparison due to variations in count methodology, count participation, and weather conditions. Item 2: Annual Homelessness & Programs Update Page 15 Packet Page 20 of 39 This year, the PIT count was performed nationally on or around January 25th, 2023. The breakdown of data provided by Metro Denver Homelessness Initiative (MDHI) for the city of Boulder revealed 124 unsheltered individuals experiencing homelessness. To determine if there is a variation in the number of unsheltered individuals experiencing homelessness within the city of Boulder during the summer months, the City of Boulder HHS, homelessness service providers, and community volunteers came together to conduct a summer PIT Count on the night of July 26th, 2023. The data for the July 26th count revealed 171 unsheltered adults experiencing homelessness. The increase in the number of unsheltered individuals from January 25th, 2023, to July 26th, 2023, is often due to warmer weather conditions which leads to individuals choosing to stay outside of the congregate shelter settings. This comparison indicates an increase of 23 individuals who were found to be unsheltered in Boulder between January and July of this year, in the city of Boulder. Figure 9: Unsheltered Count Comparison Mental and Behavioral Health Services Increased mental and behavioral health services have been identified ongoing needs in the Boulder community, and there is often a direct link between homelessness and mental/behavioral health challenges. In fact, CE screening shows that many people experiencing homelessness face multiple health challenges. Item 2: Annual Homelessness & Programs Update Page 16 Packet Page 21 of 39 Figure 10: HSBC CE Screening Data - Types of Disabling Conditions To begin to address these needs Mental Health Partners has received a grant award to acquire and renovate a new commercial building space to consolidate and expand the organization’s acute care services. The current acute care services and programs provided by Mental Health Partners are provided in two locations: • Warner House: which includes Transitional Residential Treatment Substance Use Services (8 beds) and Respite services (8 beds) • Airport Road Walk-In Crisis Center: which includes Walk in crisis, Living Room, Withdrawal Management, Medication Assisted Treatment, Outpatient Services, care coordination. A new psychiatric urgent care clinic is planned to be added to this location. The new psychiatric urgent care clinic will include case management, therapy, nursing, and medical providers. The new planned space will consolidate the services above into one location. The items that are most often identified in community assessments, including the Behavioral Health Roadmap, as having inadequate levels of service or are gaps in service provision for the unhoused community are listed below: • Intensive Substance Use Disorder (SUD) treatment – this is a longer-term treatment system, often inpatient. • Medication Assisted Treatment (MAT) – this includes substance use disorder treatment such as methadone for opioid addiction, which is administered by a medical professional on a regular basis. • SUD residential – people experiencing homelessness who are exiting detox, treatment, or correctional units (following addiction-related crime sentencing) often require specialized living environments to maintain sobriety and to stabilize for re-entry to mainstream living. • Withdrawal management – this includes short and long-term detox assistance. • Crisis – walk in crisis care for acute treatment. • Living room model – alternative to hospitalization in a calm and safe environment for someone experiencing a mental health crisis • Assessment – used to determine what type of treatment may be needed. Item 2: Annual Homelessness & Programs Update Page 17 Packet Page 22 of 39 • Navigation – model of support for people living with mental illness who present at primary care with unmet non-clinical needs. • Brief outpatient services– treatment services designed to address a wide range of mental health issues. In addition to the expansion of MHP’s services, the Behavioral Health Roadmap has been completed, and Boulder County is determining the resources and program area next steps for implementation. Sheltering Services Emergency sheltering is an integral piece of Boulder’s homeless response system. Emergency Shelters are intended to provide an immediate crisis response for individuals with the goal of quickly connecting them to long term housing resources. Sheltering services are not intended to be permanent solutions to unsheltered homelessness; but, rather, they are the tool through which case managers and service providers can engage with people to find permanent housing and stabilization services. Boulder Shelter for the Homeless Boulder Shelter for the Homeless (BSH) has the capacity to serve 160 individuals nightly. BSH takes a housing focused approach which prioritizes breaking the cycle of homelessness by focusing on any available assistance and intervention that leads to a stable place to live. The shelter provides individuals with meals, case management, counseling services, and medical care. Analysis of data shows that BSH has seen a significant increase in bed utilization over the past two years. The winter weather season 2021-2022 (October-April) as well as the 2022 summer months (May-September) where the data presented forty days with one- hundred-seventy-six individuals turned away due to capacity for 2021-2022 winter months and six days with twenty-four individuals turned away due to capacity during the summer. This is compared to zero turn aways during the same summer months in 2021. The increase remains consistent through the 2022-2023 winter weather season (October- April) with thirty-nine days of turn aways, and two-hundred-seventy-eight individuals turned away due to capacity during that time. This is a 57% increase in turn aways for capacity from winter 2021-2022 season to winter 2022-2023 season. More analysis over a longer period of time is needed to attempt to identify causes and determine if this is an isolated increase or it will be a continued trend. Item 2: Annual Homelessness & Programs Update Page 18 Packet Page 23 of 39 Figure 11: BSH Turn Aways Winter Planning The City of Boulder is partnering with BSH in their continued commitment to support the community for the 2023-2024 winter weather season. This season will run from October 1, 2023, through May 31, 2024. The shelter will provide daytime and/or overnight services when the weather meets critical weather criteria. Critical weather criteria are defined as: • 10 degrees or below an/or, • 6 inches of snow or more and/or, • 70 mph winds or more When critical weather conditions are expected, the shelter has agreed to increase overnight beds from 160 to 180 and to remove the Coordinated Entry (CE) requirement. When daytime critical weather is expected, the shelter will stay open for clients to shelter inside until the critical weather passes. In addition to the daytime and overnight services provided at BSH, transitional sheltering in the form of 25 hotel rooms with associated case management and supportive services for clients on the housing track are planned to be provided from November 15th, 2023, thru March 31st, 2024. Not only will this prepare people for housing, but it will increase space in the BSH facility during the core winter season. Last year, over 1/3 of the hotel program participants exited directly to housing. Over the past few winter seasons, City of Boulder has worked with Boulder Shelter for the Homeless (BSH) to provide interim sheltering for clients on track for housing in the form of hoteling in Boulder. Due to diminishing hotel resources and increasing cost, BSH and Housing and Human Services staff are currently looking for capacity to continue the program but interim sheltering in the form of hoteling is not a long-term, cost-effective solution therefore, other sheltering opportunities should be explored for the winter weather season. Day Services Center Item 2: Annual Homelessness & Programs Update Page 19 Packet Page 24 of 39 Council has identified the development of a day services center as a priority. The goal of the Homelessness Day Services Center is to serve as a location for navigation services - a space that creates a welcoming and inclusive environment where individuals experiencing homelessness can come to engage with service providers in a single location. The center will aim to build a sense of healthy community, meet people where they are on their housing journey, replace unproductive habits with productive habits, and provide participants with a path to housing or assistance. Housing and Human Services (HHS) has developed a contract with Boulder Shelter for the Homeless (BSH) for operating of the day services center, and HHS staff have also submitted a grant application to the state of Colorado Department of Local Affairs for state ARPA funding to support enhanced operations of the day services center. The owner of the property initially identified to be redeveloped into the permanent Day Services Center with attached permanent supportive housing at 1844 Folsom St. no longer intends to redevelop the property for that intended use. HHS staff are continuing to explore that property for Day Services Center use as leased space and are exploring other properties using the identified priority criteria. Haven Ridge (Mother House/The Lodge) Mother House is relocating both their transitional housing facility and navigation shelter to a new, larger location in South Boulder. As part of the expansion and relocation of services into a shared location, both Mother House and The Lodge programs will operate under one name, Haven Ridge. Mother House at Haven Ridge, a transitional housing facility, will continue to serve pregnant people, single parents, and their children. They will be providing transitional housing, employment support, connections to childcare and healthcare, parenting classes, case management, housing counseling, and many other services, all with a focus on self- care and healthy families. The Lodge at Haven Ridge, a navigation shelter, will continue providing safe and healthy spaces for adult women and transgender individuals. This program will continue providing employment counseling, housing counseling, hot meals, connections to healthcare providers, and substance recovery support, all from a safe, welcoming, and inclusive environment. The programs anticipate settling into the new location over the last quarter of 2023 and then increasing opportunities for guests - in terms of both numbers of guests and services available to them - in 2024 and 2025. One of the primary goals for services in future is focusing more resources on on-site substance recovery work and on-site holistic counseling and mental health support. Item 2: Annual Homelessness & Programs Update Page 20 Packet Page 25 of 39 TGTHR TGTHR’s Homeless Youth Shelter, the Source, is available for up to 16 young people between the ages of 12-21 to stay nightly. Youth staying at the shelter receive employment assistance, access to education programs, long-term housing navigation, support and inclusivity groups, family coaching services, life-skills development, mental and physical wellness support, and an array of individual and group activities. The goal of the shelter programming is to reduce youth homelessness with a continuum of care that moves youth from the streets or in the shelter towards stable, long-term housing and/or family reunification. TGTHR recently received funding that will be used to renovate the Source’s current space to both improve and expand services. Sanctioned Camping/Safe Outdoor Spaces/Alternative Sheltering Sanctioned camping sites began in communities as an alternative to sheltering for individuals who were unwilling or unable to live in congregate settings. In response to Covid-19 precautions and lack of sufficient shelter space, communities began looking for alternatives to congregate sheltering options, and the number of alternative sheltering interventions began to grow. Communities began standing up alternative sites using varying structures. Hoteling, ice fishing tents, pallet shelters, and tiny homes were the most commonly used to create alternative sheltering sites. Many of these sites have been funded using American Rescue Plan Act (ARPA) funding matched with other government and private funding sources. Housing and Human Services staff have researched programs in other communities to explore what these programs entail. Staff have met with the primary provider of services in Denver’s safe outdoor spaces, explored potential sites, and researched estimated costs. Nationally, there are varying degrees of amenities offered at sites such as security, showers, common cooking areas, and restrooms. The level to which a site is connected to housing or case management resources varies. Who stays in these alternative sheltering sites also varies by community; in cities with large numbers of shelter beds, the unsheltered population tends to have higher rates of disability and behavioral health challenges, which may create barriers to entering shelters. In contrast, in West Coast cities with limited shelter availability (or where barriers to shelter use are higher), the unsheltered population represents a greater mix of people. After review, staff identified the following common components of successful sites: • Uniformly provided structures • Partnership with an operating organization with demonstrated ability to work with the system • Controlled access/fencing • 24 Hour staffing • Time-limited stay and requirement for demonstrated progressive engagement with services; not a drop-in service Item 2: Annual Homelessness & Programs Update Page 21 Packet Page 26 of 39 • Harm reduction approach to substances – no alcohol, marijuana, or illegal substances in common areas • Resident commitments to communal living • Individual structures designed with ADA accessibility in mind (doorway ramps added as needed). Structures can also shelter two individuals who seek to be together. • Meals • Restrooms and showers • Laundry access • Community space for building connections and meeting with service providers • Pet areas • Storage space for personal goods • Access to public transit/transportation • Electricity (i.e., for phone charging) • Wi-fi • Regular trash collection and hazardous waste removal • Daily access to care coordination managers who will help guests navigate social services. • Access to medical professionals. Multiple locations within the city of Boulder were identified as potential sites. Initial site reviews have been conducted to determine viability with the following considerations: • Proximity to transit • Access to utilities (electricity, water) • Meeting basic zoning and permitting criteria • Meeting basic environmental criteria • Limited surrounding impacts on neighbors Depending on site variables such as size of lot, raw land vs. paved/graveled lot, fencing length, proximity to utilities, access points, environmental remediation required, etc., each would require varying amounts of time and investments before sites are able to be used for an alternative sheltering project. Planning and Development has indicated that an entitlement process, depending on required infrastructure, could take approximately 6-9 months. Using costs from other communities and provider data, staff estimate the following as approximate initial and ongoing costs. Alternative Shelter Ice Fishing Tent Pallet Shelter Tiny Home Cost Per Unit $300 $10,000 Approximately- $25,000 (varies Item 2: Annual Homelessness & Programs Update Page 22 Packet Page 27 of 39 widely by size and materials) Communal Structures- restrooms with showers, laundry, kitchenettes, on-site management office, social spaces $150,000-$300,000 $150,000-$300,000 $150,000-$300,000 Site Development- site leveling, trenching, utility connections, fencing, etc. (Estimates from other communities. Local amounts have not been determined and will vary by individual site). $300,000-$700,000 $300,000-$700,000 $300,000-$700,000 Operations/ Supportive Services $1-$1.5 million Annually $1-$1.5 million Annually $1-$1.5 million Annually Using a site size of 30 structures with an average length of stay of 4 months, staff estimates the following total costs and costs per person for the first year and subsequent years. Ice Fishing Tent Pallet Shelter Tiny Homes Total Coat Per Person/ Per Year Total Cost Per Person/ Per Year Total Cost Per Person/ Per Year Year 1 $1,459,000- $2,509,000 $16,200- $27,880 $1,750,000- $2,800,000 $19,500- $31,200 $2,200,000- $3,250,000 $24,500- $36,200 Year 2 $1,000,000- $1,500,000 $11,200- $16,700 $1,000,000- $1,500,000 $11,200- $16,700 $1,000,000 - $1,500,000 $11,200- $16,700 Attachment A includes case studies of sites reviewed in other communities. Item 2: Annual Homelessness & Programs Update Page 23 Packet Page 28 of 39 Housing The solution to homelessness begins with housing. By connecting people experiencing homelessness to housing and services, they have a platform from which they can address other areas that may have contributed to their homelessness such as employment, health, and substance abuse. Permanent housing with connection to services has been shown to be the most successful intervention for solving homelessness. Housing Exits Between July of 2022 and June of 2023, the system has seen 308 exits out of homelessness into stable housing. Of those who exited the system, 197 people entered into permanent housing, eight people were reunified with their families or support systems, 99 people were diverted from the homeless system all together, and four people were able to resolve their homelessness in another way. Many of these exits into housing were facilitated by housing vouchers that are provided by multiple funding streams. Boulder Housing Partners and Mental Health Partners (MHP) manage vouchers from HUD, Colorado Department of Housing (DOH), and locally funded vouchers. These vouchers are then paired with supportive services provided by BSH, TGTHR, and MHP. In an effort to best utilize valuable permanent supportive housing resources, HSBC implemented Move On/Move Up strategies. Move On strategies are a part of HUD’s strategic priority to end homelessness. HUD encourages communities to implement Move On strategies in communities for clients in permanent supportive housing (PSH) who may no longer need or want the intensive services offered in PSH but continue to need financial assistance to maintain their housing. This frees up housing that includes more intensive services for individuals in need who are entering the system. The system continues to benefit from Rapid Re-Housing funding from the state and federal governments. This funding is best utilized for people who have resolvable housing crises rather than for people experiencing chronic homelessness. In some cases, people who have not been able to stabilize under a Rapid Re-Housing program may “move-up” to an Emergency Housing Voucher. Future expansion of units for PSH will primarily come through new development. In late 2023, a new housing development will be completed on 30th street and Mapleton, with 40 apartments and will be similar in approach and services to that of Lee Hill and in mid- 2025, a similar development will be completed in Longmont that will include 55 units of PSH. In the same time period where there were 308 exits from homelessness into housing (July 2022-June 2023), there were 1,170 individuals screened through Coordinated Entry. The ratio of persons exiting the system compared to individuals entering the system was 26% between July 2022 and June 2023. It is important to note that these are often different individuals, as many people entering the system require more than one month of service Item 2: Annual Homelessness & Programs Update Page 24 Packet Page 29 of 39 to achieve housing. These figures include exits across the county and are not limited to the City of Boulder. Local Voucher Program In 2018 the city of Boulder began providing funding to Boulder Housing Partners to fund 48 local housing vouchers, with supportive services contracted out to Boulder Shelter for the Homeless. These vouchers serve individuals who have long histories in Boulder and are often not prioritized for other housing programs. The program has served 78 individuals since it began. All 78 individuals served experienced multiple barriers to housing before being matched to the program. Of the 78 individuals served, nine people are survivors of domestic violence, all have at least one disability, 59 people report co-occurring disabilities, and 25 people report three disabilities. Of the 78 individuals served, three (4%) have returned to homelessness. Of the current clients, 100% are enrolled in Medicaid, 100% are enrolled in SNAP benefits, and 65% have income. BSH staff shared the following story of participants in the program. ‘Mandy’ and ‘Sam’ entered the COB voucher program as a couple. They were living under the foothills and goose creek overpass, and both were addicted to heroin/opioids. With the help of their housing case manager, once housed, both entered methadone treatment, started getting mental health and physical health care, and both got jobs. They were eventually able to get their kids back, and in August graduated out of the program with a mainstream housing voucher. Family Homelessness For families struggling to afford rent and other household expenses, and for city staff and organizations serving them, 2023 continues to pose significant challenges. As staff shared in the April 2023 memo, the challenges include consistently high demand for rental assistance and eviction-related legal services to help prevent homelessness, and high demands for funding and staff support to shelter families already experiencing homelessness. There are many root causes of family homelessness, including changes in family structure, domestic violence and economic hardship, and the high cost of living in Boulder. Exacerbating families' struggle to afford rent and other household basic needs, is the COVID-19 public health emergency unwind that in May reduced the amount of assistance through the Supplemental Nutrition Assistance Program (SNAP) and Medicaid eligibility. This is an example of increased financial burdens on families which can impact housing insecurity. City HHS staff continue to work collaboratively with Boulder County and nonprofit agencies to prevent homelessness and assist families experiencing homelessness to obtain shelter and more permanent housing. While these efforts have proven to be successful, it Item 2: Annual Homelessness & Programs Update Page 25 Packet Page 30 of 39 is also true that the higher-than-ever demand continues to outpace available resources. Following is a brief update on key programs and services. Keep Families Housed Funded in part by the city’s Human Services Fund and administered by the Emergency Family Assistance Association (EFAA), has served an estimated 526 Boulder families, comprised of an estimated 882 individuals. By comparison, EFAA served 416 Boulder families in all of 2022. EPRAS The city’s Eviction Prevention Rental Assistance Services program (EPRAS) staff have directly served 564 clients with rental assistance, legal services or mediation so far in 2023. Of those served, 219 shared that they have children in the household; this may be an underreported figure as 260 clients did not provide any information about family composition. EFAA also serves tenants at risk of eviction through funds provided by the city's EPRAS program for tenants at the initial stages of an eviction process but not yet facing eviction court. Through September 6, 2023, EFAA has served an additional 200+ clients. Family Outreach Coordination The city HHS’ Family Outreach Coordinators continue to assist families experiencing housing insecurity, by helping to pay basic needs expenses and service navigation in coordination with BVSD and nonprofit organizations. Year to date, the Family Outreach Coordinators have assisted 82 families and distributed more than $40,800 in financial assistance. Staff estimate that all families assisted so far in 2023 are experiencing housing insecurity. Additional HHS Programs and Investments Including affordable housing programs, support for manufactured housing community residents, the Food Tax Rebate, innovative projects like the Elevate Boulder guaranteed income project, grants to nonprofit agencies serving low-income community members (e.g., EFAA, food distribution organizations, health service agencies and other programs providing assistance and free or subsidized services) - are all helping families make ends meet. Preventing families from becoming homeless is time-and-resource-intense work. When successful, it also prevents further disruption, stress and generational trauma on parents and children. The city and our partners also collaborate to care for families already experiencing homelessness. Education Programs McKinney-Vento Education Program (McKinney-Vento) is a federal program that provides children and youth in households experiencing homelessness (as defined by the Department of Education) with protections and services to ensure they have equal access to a free and appropriate public education. The program aims to remove educational barriers for children and youth experiencing homelessness and also funds supplemental Item 2: Annual Homelessness & Programs Update Page 26 Packet Page 31 of 39 academic support services. To date, 2023-24 school year data from Boulder Valley School District (BVSD) indicates that 366 students in the district are receiving McKinney-Vento services; of these, 158 attend schools in the city. Homeless students are currently sheltered (67), living temporarily doubled-up with another family (73), are reportedly unsheltered such as in a tent or car (seven), or in a hotel (11). Family Hoteling Family Hoteling is provided through EFAA and the Safehouse Progressive Alliance for Nonviolence (SPAN), supported in part with funding from the city for 2023. Through September 6, EFAA has served 61 families with hotel vouchers; this is the same number as were served in all of 2022. SPAN has assisted 29 families with vouchers in 2023 to date. Coordination City staff engagement and leadership in the countywide Family Resources Network and its Family Homelessness Subcommittee provide open communication among government and nonprofit agencies to track family needs and respond as efficiently as possible, and maintaining these agency relationships is critical for families. For example, a nonprofit agency director contacted HHS staff on August 30 about a homeless family in Boulder whose hotel vouchers had run out. On the cusp of a long holiday weekend, with rapid communication and action between the nonprofit agency, a Family Outreach Coordinator, Boulder County Housing Stabilization Program staff and BVSD staff, the family was sheltered through the weekend and by September 5 was approved for six months of rental assistance and additional services. From 2023 city, county and nonprofit partner client data, what we know about families at risk of, or who have experienced homelessness in Boulder is that they are disproportionately people of color; specifically, families identifying as Latino, with the percentage of other racial/ethnic groups represented at significantly higher rates than the general Boulder population. Some agencies report that a high percentage of families seeking assistance are single female head of household, and domestic violence continues to be a primary factor. PIT Boulder County data for homeless families reflects this reporting. NEXT STEPS HHS continues to work toward the opening of the Day Services Center and the Respite Center while monitoring new initiatives such as Building Home and the Shelter Unit Acquisition Program. HHS also continues to work on homelessness prevention, sheltering, housing retention and housing security through services and investments and is committed to cross-departmental and cross-agency work to continue and improve collaboration. The HSBC system evaluation will be conducted during 2024. Item 2: Annual Homelessness & Programs Update Page 27 Packet Page 32 of 39 ATTACHMENTS Attachment A: Safe Outdoor Spaces/Alternative Sheltering Item 2: Annual Homelessness & Programs Update Page 28 Packet Page 33 of 39 ATTACHMENT A: Sanctioned Camping/Safe Outdoor Spaces/Alternative Sheltering Case Study 1: Denver, Colorado While the City and County of Denver, Colorado prohibits unauthorized camping on both public and private property, service provider and law enforcement officials had been seeking alternative options for people experiencing homelessness to camp safely. Colorado Village Collaborative (CVC), a non-profit organization that supports people experiencing homelessness with housing, employment, and education while living in tiny home villages, along with multiple partners built political will to support safe camping as a COVID- 19 response. In fall 2020, CVC provided a mock-up Safe Outdoor Spaces space for local officials and neighbors to visit and begin to understand the model. The City and County of Denver administered a Request for Proposals (RFP) process for Safe Outdoor Spaces, and CVC launched a Safe Outdoors Space (SOS), located on a church parking lot in Capitol Hill, in December 2020, and another non-profit organization, EarthLinks, launched a second SOS with 22 tents to serve up to 30 women and transgender people. As a temporary solution, the purposes of the CVC SOS were to mitigate the spread of COVID, provide on-site services, and to reduce unsanctioned camps in Denver. The original SOS site was equipped with 30 tents (with a capacity to serve up to 40 people), fencing around the perimeter of the site, large tents for community space, services and a warming/food station, a sharps container drop box, portable bathrooms and sanitation stations. Each tent had access to an electric outlet. There is one entrance to the SOS, which is managed by on-site staff, and an emergency exit. There is on-site staffing 24 hours a day, 7 days a week. The SOS provides on-site resources and services, including showers, laundry, a mailing address, outreach services, the public library, health providers, homeless management case management, benefit navigation, employment referrals, hotel referrals, one warm meal a day, and food (almost all provided through in-kind donations). SOS residents can access the site at any hour, using the one entrance managed by staff, remain as a couple, and stay with pets. To help with maintenance, all residents’ items must stay within their tent. Portable bathrooms and hand washing stations (Denverite) Colorado Village Collaborative’s Safe Outdoors Space (Denverite) Item 2: Annual Homelessness & Programs Update Page 29 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 34 of 39 For resident selection, CVC partners with outreach teams and the Denver Police to help identify interested residents. CVC’s only criteria currently is that residents need to be 18 years or older and are experiencing unsheltered homelessness in Denver. Once people are identified to live in the SOS, CVC proceeds with an intake assessment and the use agreement. The use agreement provides ground rules of the SOS around violence, substance use, maintenance, and general peacekeeping rules. CVC has found that the SOS has not encouraged additional camping in the area as the on-site services are reserved for SOS residents and CVC works with Denver Police to keep nearby blocks clear of unsanctioned camps. CVC has also found that the SOS is meeting the basic needs for people to gain a sense of stability which allows them to work towards long-term goals, including housing, employment, well-being, and education. Since the original sites were stood up in 2020, CVC has expanded services to include three current sites. In March 2023, Denver City Council approved $7.5 million contract amendment for CVC to continue to operate sites through 2024. CVC shared that set up costed approximately $300 a tent (including wooden panels for the foundation for the Eskimo 5-sided tent) and general operations cost CVC roughly $1 million dollars annually for each site. In June 2023, Denver City Council voted to add the outdoor sites to Denver’s zoning code as part of the city’s temporary managed communities alongside tiny home villages and expand where and how they can operate. The bill expands lease options for the campsites from a few months to up to four years, removes the 30-tent capacity cap in exchange for limits based on location and expands the types of locations for campsites to include vacant lots near major roads. The new Denver mayor is working to stand up ten additional sites, defined as “micro- communities”, using primarily hoteling, pallet sheltering, and tiny homes by the end of 2023. Denver has released three Requests for Proposals to provide site operations, supportive services, and site construction. The goal of these sites will be to have “communities” where entire camps – can relocate together. Inside a SOS tent (Denverite) Setting up the SOS (Denverite) Item 2: Annual Homelessness & Programs Update Page 30 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 35 of 39 The plan has an expected cost of $48.6 million with the following breakdown. • $19.6 million to build and operate micro-communities, using pallet shelters and tiny homes. • $18.9 million to buy and run the 194-unit former Best Western Central Park hotel • $5.4 million for leases and operations at additional hotels • $4 million for rentable units • $750,000 for encampment response, including outreach and services like temporary portable bathrooms Case Study 2: Madison, Wisconsin In May 2020, the Mayor of Madison issued an executive order, which provided the following guidance for setting up temporary camping sites: • Maintain at least 500 feet from any residential property. • Avoid areas in the flood plain or other low-lying area susceptible to flooding, areas deemed unsafe and inaccessible via public property or right of way for delivery of services (portable toilets, hand washing stations, trash containers, etc.), as well as areas that are environmentally sensitive. • Follow CDC guidelines, such as practicing social distancing. • The presence of a camping space cannot prevent, disrupt, or interfere with the intended use of a nearby public space, such as park shelters and playgrounds. In October 2021, the City of Madison increased services and contracted with two local service providers to operate the sanctioned sheltered campground. The site consists of thirty climate- controlled structures to provide shelter to individuals living there. There is a central building at the property to provide office space, showers, and restroom facilities for the users of the site. The operators provide on-site services including support for housing searches, mental health wellness, and addiction recovery. The City of Madison is now collaborating with Dane County to plan for and design the area’s first purpose-built shelter facility that will serve primarily men in the community who experience homelessness. No ongoing costs for the site could be found. City of Madison staff estimated $900,000 would be required for initial startup of the site in 2021. Case Study 3: Portland, Oregon Portland has two forms of Safe Outdoor Spaces. The first is operated by Dignity Village and has been operating since 2000, and the other is an expansion as part of a Covid-19 response with further expansion as a congregate sheltering alternative this year. Dignity Village: Dignity Village has been providing camping space for 60 people per night since 2000 through a self-governed, transitional housing model. Each campsite includes showers, an open-air kitchen, computer lab, donation center, common room, garbage service, mail service, Item 2: Annual Homelessness & Programs Update Page 31 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 36 of 39 shared phone, and Wi-Fi. Campsites feature small wooden structures made from recycled/reused materials. Structures are heated by gas or solar power. The program has a two-year maximum for a stay, and in 2019 the median length of stay was 1.7 years with 80% of those that exited receiving some form of permanent housing. People wishing to stay in the community must apply to and be interviewed by the Village Intake Committee, a committee of current residents. There is a waiting list for housing structures (10 spaces of emergency sheltering are also available in winter weather), and the community screens for understanding of village rules, their needs, and what they can contribute to the community. People are accepted under a 60-day probation. The village has basic rules which include no violence; no theft; no alcohol, illegal drugs, or drug paraphernalia onsite or within a one block radius; no consistent disruptive behavior; everyone must contribute to the operation and maintenance of the village with a minimum of 10 hours of sweat equity per week; and each resident must pay a fee of $50 per month. The community has a zero-tolerance policy for drug/alcohol use. The community reports that people with violent or trust violating behavior support needs are not good fits. While the campgrounds are self-governed, they are supported through the non-profit JOIN. JOIN manages the operations and provides case management. They connect residents to social services, make job referrals, assist with Social Security applications, provide housing search assistance, and aid with obtaining identification and documentation. Each campground has a $30,000 per year operating budget. No city funding goes into the operations of the camps, and the county financially supports a JOIN social worker. Safe Rest Villages: The Safe Rest Village program was established in July 2021 as a place for people experiencing homelessness to temporarily stay and receive basic services while waiting to move into permanent housing. Safe Rest Villages are alternative shelters, normally tiny homes, that serve as improved points of entry for Portlanders on the continuum from living on the streets to finding stability in permanent housing. All Safe Rest Villages include case management with wraparound behavioral and mental health services. The sites work towards helping people into housing or their next steps in life in six to nine months, and only accept referrals from specific outreach staff. Dignity Village: Variety of Structures Dignity Village Common Area Item 2: Annual Homelessness & Programs Update Page 32 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 37 of 39 There are currently seven operating Safe Rest Villages with an eighth under development. The City of Portland provided the following breakdown of costs. Capital Costs range for each site depending on the conditions: • Site development –$350,000-$750,000 per site. • Communal service structures-$150,000-$300,000 per site. • Sleeping units/pods—pods range from $10,000 to $25,000 depending on unit and vendor. 60 pods per site would range from $600,000 to $1,500,000. Program Costs will range as well, based on the shelter operator and the number of sleeping units and Villagers served at a given site. This cost is generally budgeted to be $1.5M - $3.0M per site, per year. Program costs include all staffing by the shelter operator, costs for related support services (mental and behavioral health, peer support), village operations, food, materials, supplies, etc. Ongoing Operational Costs include leases/rent, electricity, garbage, water, and sewer, which will be kept in the City’s name and paid for by the SRV program. This depends on the site, but it ranges from $100,000 to $300,000 per year. Alternative Shelter Sites: City of Portland has begun expanding on Safe Rest Village sites and is working to create an additional six temporary alternative shelter sites in the City of Portland, with each site helping up to 200 unsheltered individuals. The sites will be complementary to the existing shelter system and provide a low-barrier option for populations that are not using available shelter beds. The first site began operations in July 2023 and consists of pallet shelters. Initially, each site will have up to 150 pods and/or tent platforms (for up to 200 people, although some sites may be smaller). Item 2: Annual Homelessness & Programs Update Page 33 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 38 of 39 Site Services Include: • Individual pods designed with ADA accessibility in mind (doorway ramps added as needed). Pods can also shelter two individuals who seek to be together. • Some sites may be set up for RV residency. • A small number of tent platforms for individuals who may not want to move into a pod right away. • Meals: Average of one meal per day, plus snack • Restrooms and showers, with some ADA-accessible restrooms • Laundry access • Community space for building connections and meeting with social workers • Decompression areas • Pet areas • Storage space for personal goods • Access to public transit/transportation • Electricity (i.e., for phone charging) • Wi-fi • Designated parking areas • Perimeter fencing • Regular trash collection and hazardous waste removal • Livability enhancements like planter boxes, artwork, etc. Supportive Services • 24/7 operations with 1 guest services staff for every 15 guests. • Single point of entry and exit for guests at the site with 24/7 check in/out procedures. • Daily access to care coordination managers who will help guest navigate social services (1 care coordination manager to every 20 guests). • Access to medical professionals. • Close coordination Multnomah County to use a Built For Zero client-centered public health approach to guide clients through the continuum of care. • Referral-based entry system through the City of Portland. Walk-ins will not be allowed. • Stay for an indefinite period of time. Though the intention is for an individual to use these sites temporarily before transitioning to other housing or care, there will be no specific time limit regarding length of stay. Site cost estimates for the initial alternative shelter site provided by the City of Portland are: • $2.5 million for the pods funded by the state. • $1.5 million dollars of city funds for site development. • $7.5 million annual ongoing operating cost for the site. Includes 24/7 staffing; homeless services; meals; hygiene; client services; maintenance and pest control. Item 2: Annual Homelessness & Programs Update Page 34 Attachment A: Sanctioned Camping/Safe Ourdoor Spaces/Alternative Sheltering Packet Page 39 of 39