HOMELESS TASK FORCE
Homeless in Springfield & Greene County A Status Report
2010
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TABLE OF CONTENTS
Overview…………page 3 Recommendations……page 4 Emergency Shelter Requirements….page 5 Response to 10‐Year Plan to End Homelessness…page 6 Youth Services Recommendations…..page 14 Acknowledgements……………………………..Page 19
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HOMELESS TASK FORCE REPORT November 2010 The Homeless Task Force was established in November of 2009 in response to the number of pregnant women on waiting lists at the Missouri Hotel and families living in cars and tents in Springfield. The Task Force was a community response to a growing problem made worse by a declining economy and the mortgage crisis. A wide variety of volunteers and agencies interested in helping reduce homelessness and to help families at risk of becoming homeless joined co‐chairs Doug Pitt and Annie Busch in monthly meetings through November 2010. Although the Task Force was established in response to a child and family crisis, the intent was to also address the chronic homeless issue that exists in our community and region. The Junior League, the Council of Churches, Community Partnership of the Ozarks, several local churches, a motel owner, some local apartment owners and individuals have stepped forward with offers to help, including monetary support and use of facilities. This crisis has touched our community and many stand ready to assist as the community moves forward. Participation at most monthly meetings exceeded 40, so the group was divided into smaller groups to address specific pieces of the problem. The topics included: affordable housing, emergency housing, legal issues, awareness, data collection, centralized intake and a faith community response. Early in the process, the Task Force had to address the issue of inclement weather as winter was quickly approaching. The City declared an “economic calamity” which waived regulations and allowed the opening of emergency shelters for the homeless. The Community Partnership of the Ozarks contributed $10,000 and the Junior League donated $5,000 to purchase hotel vouchers for families in need and local hotel owner, Gordon Elliott donated rooms at his Eagles Lodge. These efforts allowed the agencies to provide shelter for all families who requested help throughout the winter of 2009‐10. The Council of Churches took the leadership in directing the faith community response and dedicated a volunteer to coordinate their response. The East Sunshine Church of Christ stepped forward and was certified as an emergency shelter location for single men and Pathways United Methodist Church offered to house single women. Although neither facility was ready for last winter, they are prepared to care for those in need in the winter 2010‐11. The Task Force was fortunate that the Continuum of Care had just completed and identified initiatives in their 10‐Year Plan to End Homelessness. The Task Force used those initiatives as a basis for its work and this report.
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The attached report is a record of what has been done so far, what is in process and what is yet to be addressed in response to that 10‐Year Plan. This report shows good things have occurred, but there is much left to do. To move forward, there are some overriding issues that will need to be addressed by this community: There is a fragmented response to homelessness, caused by a multiplicity of grants and agencies applying for those grants without a coordinated focus and lack of a single responsible entity to set priorities. This leaves pots of money in a variety of places without enough money in any one place. Inadequate coordination of agency efforts and communication. This has been helped by the establishment of the Continuum of Care, which provides a communication venue but participation is voluntary and each entity makes their own decisions and sets their own priorities. Housing. The City currently surveys the status of housing in the community every five years. Therefore, the City does not always have current data to use to prioritize and distribute HUD, CDBG funds, etc. to the areas that need them the most on a yearly basis. There is the opportunity in the near future to accept some federal funds in one pool instead of distributing them through various agencies. If the City were the central distribution point for those funds, it could prioritize the funds to the greatest needs of the community based on data from a Housing Department, which we recommend the City establish. Community’s perception of homelessness limits its willingness to respond either individually or organizationally. Changing the face of homelessness is necessary to increase our community’s efforts to create solutions. Mental health. Unless the community addresses the mental health issues of our citizens, homelessness cannot be completely prevented. Mental health issues include addiction, abuse and neglect issues, as well as the multitude of psychiatric problems. Jails and prisons have become our default mental institutions, which is a counter‐ productive, expensive and ineffective response to the problems. Living Wage. Minimum wage only covers 54% of the cost of a market‐rate, two‐ bedroom apartment. Add child care to that cost and there is no way a single parent or even a family can become self sufficient working low wage jobs. Our community, state and nation need to recognize the impact of inadequate wages and how we address the issue of the working poor. Child abuse and neglect. Until this region adequately deals with family violence, exacerbated by the drug culture in our area, we will continue to see high levels of homeless children and a continuing cycle of abuse from generation to generation.
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RECOMMENDATIONS
HOUSING
Establish a Housing Department within City government that can provide regular assessments of housing stock and target federal, state and local funds to meet the changing housing needs of the community. This office could also chair the Continuum of Care. The Housing Committee of the City Strategic Plan Initiative also recommends that a Housing Department be established. Develop a voluntary rating system for housing to ensure a safe environment for tenants. The Housing and Early Childhood Development Committees of the City Strategic Plan Initiative also recommend some kind of rating system for housing. Establish a community taskforce to identify an acceptable location and funding source for a permanent emergency shelter to address the chronic homelessness issue as outlined in the attached Emergency Shelter Report. Encourage the development of affordable housing that is safe, energy efficient and that provides a variety of support services to the residents. The Housing and Early Childhood Development Committees of the City Strategic Plan Initiative also endorse this recommendation.
ACCESS
Reduce the structural barriers that limit access to all mainstream programs for the poor; multiple applications, decentralized office locations, transportation problems, etc. Continue to fund staffing for One Door which provides a single access point for referrals.
FUNDING
Prioritize federal funding that comes through the city toward the eradication of homelessness. Find funding for one to two full‐time employees for the Continuum to write grants, maintain statistics, plan homeless counts and write grant reports. The Continuum needs staff dedicated to the work that continues to expand, particularly with the new direction of federal funding.
HEALTH
Charge the mental health community to develop a comprehensive regional plan to address mental health as it pertains to the homeless Support the Health Commission’s efforts to develop an integrated health plan to address the mental and physical health of our citizens.
COMMUNITY ENGAGEMENT
Support efforts to educate the region about the costs and changing face of homelessness. Continue a small committee of non‐agency community leaders to provide advice and support for the City, County and the Continuum of Care as they continue to address homelessness issues.
YOUTH Youth are particularly at risk and their problems demand more complex solutions. The recommendations of the Youth Committee of the Continuum should guide the city’s actions.
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Emergency Shelter Facility Requirements Primarily for men, but would have the capability to have overflow beds for single women, and youth as well as “no barrier” shelter beds as needed.
Open 365 days per year
8 p.m. to 6 a.m., overnight stay only
No case management available
No meals, maybe coffee & donuts in the morning
Overnight supervisory staff trained in medical and mental health issues
Staff on hand during the day for housekeeping & laundry
Laundry facilities available for guests
Shower facilities available for guests
Dormitory sleeping arrangements, cots : 60 men, 10 women, 5 youth, 10 wet
Located on a bus line for ease of transportation
Secure lockers for guests
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Homeless Task Force Response To Continuum of Care’s 10‐Year Plan Blue – Completed, Green – In Process, Red –Not addressed
Continuum of Care Initiatives 1. Centralized Housing Resources
Using Community Development Block Grant funds, the City made it possible for The Kitchen, Inc. to hire two One Door caseworkers to screen and evaluate new clients who are homeless, at risk of being homeless or newly homeless. Clients and organizations/agencies now have one number to call for assistance. This has been one of the most successful and effective initiatives to occur. Providing a central location for people in crisis is crucial to getting them the assistance they need without their getting lost in the system. The staff have taken over 5,000 phone calls. Some churches have allowed the One Door staff to do the preliminary screening for them so that church staff can make better decisions about the use of their money and can save staff time. The Springfield‐Greene County Library has developed a wiki (a database/communication tool) for all agencies serving the homeless, providing up‐to‐date and accurate information about resources and services available throughout the region. The wiki contains a mapping application that allows low income and subsidized housing to be displayed on a map showing their proximity to school buildings, businesses, etc.
The Continuum of Care Affordable Housing Collaborative is in the process of creating a database of affordable housing units with information about their target population, requirements for qualifying and availability of units. This database will be available on the wiki.
2. Homeless Risk Assessment Centralized intake has devised a screening tool that appears to be adequate in identifying the appropriate service for each client.
3. HMIS (Homeless Management Information System) Participation
Participation in the federal data gathering HMIS system has increased, but every agency needs to contribute to the database in order for it to be effective. The federal data requirements do not give as comprehensive a view of the homeless problem as is needed to truly identify the needs of our region.
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A data committee has developed a survey for agencies to identify the information missing from the federal government reports that would help identify risk factors that can cause homelessness and identify those services which are best at stabilizing those lives. Once that data is gathered and analyzed, the Continuum will have a much better handle on how to proceed.
4. Community Education and Outreach The Awareness Committee of the Task Force is working on a long‐term campaign to educate the public about the changing face of homelessness and the effort it will take to deal with this issue. The Community Partnership of the Ozarks runs a campaign about homelessness during November, Homelessness Awareness Month, but this committee would develop a longer‐term initiative similar to the Care to Learn campaign. Sheri Austin with the Alchemedia Project has volunteered her time to assist with identifying a name to brand the new central intake services, making it easy to remember and to understand. The Awareness Committee chose One Door as the name and promotional items have been printed and distributed to interested agencies and partners. Lynn Thompson provided his video crew to film a PSA to promote the services of One Door. A communications class at MSU will be assisting in planning a year‐long media campaign. A political science class at MSU will be conducting a pre and post perception survey of our community’s view of the homeless starting this fall and again a year after the campaign has run to determine the effectiveness of the message. Short, informative “did you know” pieces that can be printed in weekly bulletins will be prepared for churches. These pieces would include local statistics and examples of activities that churches can sponsor to make a difference.
5. Staff Support to Continuum of Care At this time, the support comes from two staff members that have split duties with their respective agencies. There is no one person to manage or direct the Continuum and no clerical staff to deal with routine duties. Grant writing and compliance requirements, coupled with communication and coordination efforts among the Continuum members, require at least one dedicated staff member who can focus on these very important tasks and, ideally, two.
6. Homeless Court There could be as many as 15 to 20 homeless people in the Greene County jail at any given time. Municipal court offenders who have committed a “nuisance” offense, for the most part, end up in the county’s maximum security facility beside federal and state offenders at a cost of approximately $45 per day.
A COP officer stated that he is giving out trespassing tickets primarily and is moving the homeless from one part of town to another. He does make referrals to local agencies, along with offers of transportation, but most of the time those offers are refused. Drunkenness is the primary issue for our chronic homeless and they do not want to go into shelter if they have to remain sober or go into a program.
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In an effort to keep these individuals out of jail and to save money for the county, there needs to be better communication between the agencies who serve the homeless and the court system. There does not appear to be a need for a full‐scale Homeless Court to deal specifically with issues related to homelessness, but at the time the volume warrants it, the Municipal Court judges are willing to set aside a particular day of the month to deal with that population. In the interim, the Municipal Court and One Door staff are now communicating to prevent unnecessary court and jail expense for the homeless who are receiving services from an agency. One of the common myths is that our community is a magnet for the homeless because of the extensive services we provide. Analysis of zip code data from the last three (2007‐2009) years shows that approximately 75% of those seeking services from the Kitchen, Inc., came from the areas served by the Continuum of Care (Greene, Webster and Christian County). Also, over the last three years that number increased from 61% to 77% within the Continuum service area. At the same time, applicants from out of state decreased from 20% down to 9.4%. Applicants from the rest of Missouri declined from almost 19% down to 13.6%. As the largest metropolitan area in southern Missouri, it’s not surprising that Springfield draws people from the surrounding areas where services are limited or unavailable. However, those percentages are small compared to the numbers of our own population which are seeking assistance.
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Homeless Prevention Initiatives 1. Prevent new individuals/families from becoming homeless. The Rapid Rehousing funds that have allowed the Continuum members to keep families from becoming homeless have been depleted. The funds were expected to last three years, but have been spent in only nine months. In addition, many families are now falling through the cracks and not able to qualify for any subsidy program.
2. Reduce the number of episodically homeless. With the leadership of the Council of Churches, we are identifying churches willing to participate in a mentoring program called Leap of Faith. The program provides training for participants who will work with families to identify their needs and teach the skills necessary to be self sufficient.
3. Create a streamlined early intervention system that is easy to access and use. The new One Door office has gone a long way in making the system easier to navigate. But, it is not the total one‐stop shop that provides assessment, referrals to the qualified agency, centralized application processing for all agencies and adequate follow up and case management for that individual or family. Nor is it a centralized location for cash and non‐cash assistance which could streamline and provide cost savings for the various agencies serving the homeless.
4. Ensure safe, affordable housing is available Local apartment owners and managers have been approached to see if they would be willing to provide apartments at a 50% discount if the apartments are guaranteed by a supporting agency that is also providing case management to that family. The Wooten Company has already committed 6 apartments to the Rare Breed for transitional youth at half the normal cost. This will allow the Rare Breed’s grant money to serve twice as many youth. The Coryell family of TLC Apartments has offered three discounted apartments for single women with children. Craig Waggoner has offered some apartments on the north side of town. The Apartment and Housing Association is surveying their members to see if other landlords would like to participate. The Task Force has identified two certified mediators who will volunteer their time to work with landlord/tenant as well as foreclosure issues. Consumer Credit Counseling has recently received a grant to add two case workers to provide credit counseling.
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The Affordable Housing Committee of the Continuum of Care has developed a survey for all subsidized housing managers in the region to identify what kind of housing exists, their program requirements, their accessibility to transportation and for those with disabilities as well as the average availability of their units. This will help central intake in making referrals, but it will also help the City in identifying where there are additional housing needs. The Faith Committee is identifying churches willing to provide mentors to supplement the work of the agencies’ social workers for these families in transition. The Legal Committee of the Task Force is in discussions with the MSU Center for Conflict Resolution about a role for them. Some new affordable housing developments have been built in Greene County in recent months. At least one development provides housing, but also child care, a social worker, access to transportation and skills training on site. Agencies like OTC and Community Partnership of the Ozarks are working with the developer to provide these services. The Task Force, as well as the Housing and Early Childhood Committees of the City’s Strategic Plan has recommended some kind of rating system for apartments in the region. The Task Force is interested in making sure the housing is safe, in terms of criminal activity in the area as well as clear of lead, mold and other environmental issues and that it’s utility bills are reasonable.
5. Promote a dynamic job market that provides a living wage and offers career path employment. In this economic environment employment issues are a critical challenge. The Chamber of Commerce prioritizes their recruitment efforts to those companies who pay at least the local average wage in their particular industry and who provide at least 50% of the cost of health insurance, but companies are looking for more and more incentives before committing to a community. No longer is quality of life and workforce an adequate factor. The Chamber’s current focus on poverty is a huge step forward in helping employers understand the economic impact of the environment in which our youngest citizens are raised and its importance for the development of our future workforce.
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Shelter Services 1. Create additional emergency housing beds and a true emergency shelter.
The chronic homeless issue cannot be solved until there is facility that provides shelter without the restrictions of current agency providers. The Community needs to decide that it is safer for everyone if we deal with the chronic homelessness issue instead of chasing it back and forth across town. The Emergency Shelter subcommittee has written a proposal for such a facility and it is appended to this report. Both Victory Mission and the Salvation Army are investigating solutions to this problem. As more transitional housing becomes available, stable families can be moved out of the Missouri Hotel and other congregate housing facilities making room for emergency shelter beds.
2. Move stable families and individuals out of shelter facilities and into housing distributed throughout the community. It’s important to stabilize housing in order to stabilize lives. At risk families need to be a part of the larger community, not housed in congregate housing with other families in crisis. Scattered site housing also decreases the stigma attached to multiple family units and the attendant NIMBY issues. Support services and mentors would provide the necessary oversight to help them become self sufficient. This would free up space within the shelters for those who need more intensive care. The City of Springfield is making available to The Kitchen, Inc. several houses they have recently acquired as homes for qualified individuals or families. The participation by local landlords in a discount program will help in meeting the need for housing spread throughout the local community. The faith community in this region can bring a wealth of expertise and volunteer support to this effort. They could adopt an apartment and provide mentoring for the families housed in that apartment. They are also given the opportunity to volunteer at the central intake office as well as assisting in the provision of resources for this population. The Council of Churches is the liaison between the churches and the central intake office. They have provided volunteer, Romona Baker, who has been instrumental in recruiting churches and coordinating their efforts.
3. Increase shelter programs for targeted populations The Affordable Housing committee’s survey of rental properties will include an accessibility component and a services component. This is a start to understanding the gaps in service to special needs populations.
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Supportive Services
1. Increase access to supportive/targeted employment training OTC is a crucial resource for training. For many of the homeless, education can be a challenge. Even if they want technical training, it will require a GED. OTC is working with The Rare Breed to place on‐site GED training at the drop‐in center. OTC is working with Rare Breed to customize their Middle College program for at‐risk teens. The Home Builders Association is interested in providing a shadowing program for teens who think they might be interested in construction jobs, but would like to experience the various kinds of jobs available. The Career Center has funds for tuition, housing and daycare for teens returning to school.
2. Create a holistic service system with goals and outcome measures
The Continuum must continue to work together to identify what they are trying to accomplish, how to focus resources on those goals and to identify what works for our community and region. The data committee’s work in identifying data needs of each agency is an essential first step in being able to judge the effectiveness of the various services offered. Making sure those in need receive the subsidies for which they qualify could add just enough funds to prevent homelessness, but a great number of qualified families either do not know about the various programs or don’t know how to apply. Centralizing the application process for all programs ‐ TANF, SDII, etc. – could be enough to keep the families off the street. This centralized location would make it easier to gather and aggregate data to provide a holistic view of the range and impact of the services individually and as a whole.
Health Care The new Regional Health Commission is a coordinated effort to meet the challenges of providing affordable health care for our citizens. The Continuum must stay engaged in that process to make sure that the needs of the most vulnerable are heard and that all the efforts to provide mental as well as physical health care are coordinated and focused.
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Springfield Homeless Task Force Homeless Youth Services Delivery System Research Based Development Recommendations Homeless Youth Subcommittee of the Continuum of Care
Homeless youth is a critical problem in need of more attention. The subject of homeless children and adolescents has been recognized as an emerging issue in the Community Focus Report 2009. Specialized and targeted homeless youth services in Springfield are more than a decade old. There are aspects of the local homeless youth service continuum that have received national attention as a result of a unique approach and demonstrated effectiveness. Given the relative longevity of local services for homeless youth, most of the youth services continuum continues to exist fragilely from one national federal grant competition to the next. As a result, entire homeless youth service components have almost been lost on more than one occasion over the past ten years. The exploration and creation of sustaining local funding should be a top priority; not only to maintain the existing continuum, but to expand and strengthen it by building on its considerable experience, success in engaging youth and right philosophical foundation.
Services Assessment & Recommended Advancement Opportunities The National Alliance to End Homelessness (NAEH) recommends community planners and youth services agencies develop and implement a service spectrum with the following components: 1. Street and community‐based outreach to link youth with appropriate services; 2. Prevention and early intervention services geared toward family preservation; 3. Crisis emergency shelters with case managers seeking family reunification; 4. Youth housing with positive youth development services. Building on Homeless Youth Subcommittee efforts, The Kitchen, Inc.’s Rare Breed Youth Services has been working diligently to create such a service framework for non‐system high risk and homeless youth in Springfield for nearly ten years and has been joined in this work by Boys & Girls Town of Missouri’s Empowering Youth program for the last three years, and to a somewhat related degree, Isabel’s House Crisis Nursery for nearly two years. Positive Youth Development (PYD) is a strongly recommended philosophical approach for programs serving high risk and homeless youth. The PYD approach guides the way adults interact with and support young people to achieve their full potentials. Agencies implementing PYD to its fullest engage youths with the goal of shifting youths’ role as a passive recipient of service to that of an active participant, leader and even decision maker in program development, service delivery, evaluation, organizational management and advocacy. In this sense, PYD is more “how we do what we do,” than simply what we do. PYD profoundly impacts the effectiveness of services and creates numerous opportunities for youth to experience success. The existing local homeless youth services spectrum measures up well to the NAEH’s recommendations in certain areas; however sizeable service gaps and lack of capacity create considerable challenges for
15 the system. Advancement opportunities contained herein were developed by Homeless Youth Subcommittee members relying on local youth input, research and programmatic experience.
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Positive Youth Development (PYD) approach and services The local capacity for outreach is perhaps the strongest part of the local homeless youth services spectrum. The difficulty is matching the characteristics and capacities of the back end services to the success of the front end outreach. This disparity will continue to grow as outreach efforts are broadened. Nearly 6,000 youth have already been directly engaged in the last decade and traditional mainstream advertising is only now being employed.
Maintain and increase street‐based outreach Outreach to youth at points of transition from other systems
Involve other systems in outreach, for increased early identification of high risk/homeless youth
Mitigate legal and other barriers to youth service access
Facilitate transportation for regular drop‐in center/services engagement Increase drop‐in center operating days/hours
Add assertive case management capacity to drop‐in center
Develop 24‐hour youth helpline
2. Prevention and early intervention services geared toward family preservation with PYD approach and services Local prevention and early intervention services need to be strengthened to reduce the flow of youth into homelessness. Youths need to remain safely and stably housed by any means necessary. Non‐system providers should be developed to deliver specialized prevention services, in accordance
17 with evidence based interventions and promising practices. These services would engage youth and families in a variety of settings, including in home, school and community. The NEAH and others recommend in‐home services center on crisis intervention, improving communication, conflict resolution, adolescent development education, behavioral planning, resource development, family reinforcement, parenting skill development, and delivering evidence based interventions, such as Multisystemic Therapy (MST), Intensive Family Preservation Services (IFPS), Functional Family Therapy (FFT), Family Group Conferencing (FGC) or Family Group Decision Making (FGDM). Other promising practices for preventing youth homelessness and improving family functioning include intensive case management, family mediation, emergency financial assistance, and youth oriented outpatient mental and chemical health counseling. In addition, barrier free services, as homeless prevention measures, must be added to the existing services spectrum, specifically to aid older youth, for whom family preservation or reunification presents a danger or is otherwise impossible.
Bolster collaboration with school based persistence to graduation
Increase runaway prevention efforts and targeted runaway response
Expand evidenced based family focused preventive in‐home and case management capacity
Add assertive case management capacity to drop‐in center
Focus on points of transition from systems, services, and developmental (e.g. Safe@17)
3. Two separate local 4. studies found homeless youth had been homeless
with their family at 56% 5. and 73% rates.
Expand breadth of barrier free services available through drop‐in center (youth oriented GED, employment, outpatient therapy & recovery services) as prevention early intervention tools
Financial prevention and aftercare support for long term stabilization
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3. Crisis emergency shelters with case managers seeking family reunification with PYD approach and services Emergency shelter access for young people is a critical aspect of the spectrum and serves to alleviate, at least temporarily, the potential for abuse, neglect, victimization and exploitation. For younger children, temporary placement in a crisis nursery represents an opportunity to remain safe while their parents work to relieve a severe family crisis. This ensures children remain continually housed, in the midst of a family crisis, which otherwise may threaten their safety and well being. For older children and youths, age 10‐17, emergency shelter is a short term stay, protecting them from the dangers of the street. The primary goal is to reunite young people with their families, whenever possible, or to locate appropriate alternative placements with stable relative or longer term transitional youth housing in pursuit of independence. For older adolescents and young adults 18‐24, emergency shelter options are limited to adult oriented services and may not be safe or appropriate for meeting their developmental needs.
Age appropriate emergency shelter for older youth, age 18‐24
Ability to shelter youth through host homes arrangement
Limited length of stay 21 days at EY
Increase post shelter placement
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4. Youth housing with PYD approach and services Transitional living programs provide longer‐term housing services to homeless youth. The services are designed to help young people who are homeless make a successful transition to self‐sufficient living by providing stable, safe living accommodations, access to needed services, and developmentally appropriate skill building education. Youth housing may include host homes, group homes, maternity group homes, or supervised community apartments owned or rented by the program.
Expand TLP capacity for age 16‐21
Explore TLP model redevelopment
Summary
Increase clinical capacity for TLP
Develop pregnant/parenting TLP for age 16‐21
Young adult offender reentry 18‐24 years
The recommendations presented herein are mainly focused on broad enhancements to the homeless youth service delivery system to increase capacity and effectiveness for meeting identified needs of local high risk and homeless youths.
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THANKS In addition to the agencies who work with the homeless every day, we would also like to thank:
City of Springfield – funding for One Door, housing Council of Churches, Romona Baker – coordination of church response Gordon Elliott – emergency shelter Missouri State University faculty and students – surveys, marketing campaigns OTC – customized training for at‐risk kids Wilhoit Properties – housing TLC Properties – housing Craig Wagoner ‐ housing Lynn Thompson – mediation Lisa Owen ‐ mediation Homebuilders Association – mentoring for youth Sheri Austin – marketing consulting Ryder and Associates – data consulting Liquidustech – data consulting Community Partnership of the Ozarks – emergency funds Junior League – emergency funds Pathways United Methodist Church – emergency shelter single women East Sunshine Church of Christ – emergency shelter single men Springfield‐Greene County Library – Wiki development and management