Union County

Affordable Housing Coalition

Ten Year Planto End Homelessness

Submitted:

December 31, 2006

IndexExecutive Summary........................................................................................................ 1

I. Introduction..................................................................................................................... 3

II. Background .................................................................................................................... 4A. Our Changing Community................................................................................... 4B. Community in Transition...................................................................................... 6C. Our Challenge – No One Left Behind ................................................................ 12

III. Homelessness.............................................................................................................. 16

IV. Rural Homelessness..................................................................................................... 17

V. Rural Poverty................................................................................................................ 18

VI. The RHISCO Project Area............................................................................................ 19

VII. Needs Statement.......................................................................................................... 24

VIII. Prevention .................................................................................................................... 26Prevention Services Currently Available in Our Community .................................... 26Homeless Prevention Activities ............................................................................... 28Projections.............................................................................................................. 32Current Chronic Homelessness Strategy ................................................................ 32Chronic Homeless Strategy/Goals .......................................................................... 34Adequate Treatment Programs............................................................................... 35Homeless Prevention Strategies ............................................................................. 37Employment............................................................................................................ 38Expanding Permanent Supported and Transitional Housing ................................... 39Homeless Prevention.............................................................................................. 39Direct Housing ........................................................................................................ 39Sheltered and Unsheltered Chronically Homeless .................................................. 41

IX. Coordination of Services............................................................................................... 42

X. Outreach....................................................................................................................... 46

XI. Workforce Development ............................................................................................... 47

XII. Building Support and Liaison Strategizing..................................................................... 48

XIII. Data Collection ............................................................................................................. 52

XIV. Sustainability Planning.................................................................................................. 53

XV. Permanent Housing...................................................................................................... 61

XVI. Implementation Strategy............................................................................................... 64

XVII. Regionalism.................................................................................................................. 74

XVIII. Conclusion.................................................................................................................... 75

AttachmentsAttachment 1: CoC Housing Inventory Charts .............................................................. 78Attachment 2: Homeless Population and Subpopulations............................................. 81Attachment 3: Service Activity Chart............................................................................. 82Attachment 4: Continuum of Care Organizations.......................................................... 84Attachment 5: Sample of Data Collected for HUD CoC ................................................ 86

Point-in-time Homeless Population & Subpopulations Chart.................. 87Homeless Population & Subpopulations Data Sources & Methods ........ 88

Attachment 6: Union County Homeless Needs Survey ................................................. 90

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Union County Affordable Housing CoalitionTen Year Plan to End Homelessness

Executive Summary

The Affordable Housing Coalition of Union County has developed this Ten YearStrategic Plan to End Homelessness in Union County with the cooperation of TheOsteopathic Heritage Foundation and the National Alliance to EndHomelessness. The Osteopathic Heritage Foundation is supporting the firstnational effort to end homelessness in rural America.

They have partnered with 17 counties throughout the central rural andAppalachian regions of Ohio. This initiative is called Rural Homeless Initiative ofSoutheastern and Central Ohio (RHISCO project). The Alliance recognizes theunique and special characteristics of rural homelessness. Traditional definitionsand descriptions of homelessness and at risk of homelessness that applyelsewhere are different in rural communities. Prevention and interventionstrategies used in this project will be informed by the Alliance’s past experienceand the lessons that we have learned in Union County.

Union County’s Coalition for Affordable Housing brings together a broad range ofcommunity organizations so a comprehensive response to the needs ofhomeless individuals and families can be identified. With a focus on endinghomelessness, our Housing Coalition also works on ways to preventhomelessness. These two approaches blend together to provide acomprehensive strategy and multiple funding resources that are needed toaccomplish our ultimate goal -- to end homelessness in Union County.

Twenty-five years ago, there was not widespread homelessness in America.Tonight, approximately 750,000 men, women and children will be homeless,despite a two billion dollar a year infrastructure designed to address the problem.Our last count of homeless in Union County in January, 2006 revealed 17 peopleidentified as homeless. This number included one family of three and twelveindividuals who were sheltered, and two individuals who were unsheltered.

This plan is designed to develop strategies that will end homelessness in UnionCounty by 2017. To accomplish this, the Plan recognizes key elements thatfocus on the conditions that contribute to and cause homelessness. The Planidentifies specific activities that concentrates on: 1) homeless prevention; and 2)the development of infrastructure activities and services that will be directed atgiving individuals and families the opportunity to develop the skills they need toend their cycle of homelessness.

2

Identified in the Plan are strategies that address:

Unmet needs (Gaps – Homeless Prevention Gaps Charts pg. 21-23). Goals to end Chronic Homelessness on pages 27-28. Streamlining the Coordination of Services, identified on pages 35-39,

would be a giant step toward “system change” efforts that would supportother efforts.

Ending homelessness is a community wide effort. On pages 42-44, thePlan identifies strategies that are directed at engaging and involving thebroader community.

Sustainability of the activities in the Plan are identified in the charts foundon pages 49-53.

Finally, the charts for Implementation Strategy and a Gantt Chart (pages59-66) incorporate the objectives outlined in the entire plan and providetarget dates for implementation.

In a changing community where most live in safety and live in decent andaffordable housing and are blessed with employment and a secure income, thereare still those who are less fortunate. It is our obligation to not leave thembehind. The measure of a community is in how it assists those less fortunate.This effort comes from many places – public, private, individuals, companies,civic and faith communities – all are essential in providing a tapestry that knittogether services to ensue that no one goes hungry, that everyone has a place tolive, a job to go to, where all children are safe and can learn – where no one isleft behind.

The Affordable Housing Coalition -To end homelessness through a community wide effort.December 31, 2006

3

RHISCO Project

Union County Ten Year Plan to End HomelessnessJanuary 1, 2007 to December 31, 2017

I. Introduction

The Affordable Housing Coalition of Union County has developed this ten

year strategic plan to end homelessness in Union County with the

cooperation of The Osteopathic Heritage Foundation and the National

Alliance to End Homelessness. The Osteopathic Heritage Foundation is

supporting the first national effort to end homelessness in rural America.

They have partnered with 17 counties throughout the central rural and

Appalachian regions of Ohio. This initiative is called Rural Homeless

Initiative of Southeastern and Central Ohio (RHISCO project). The

Alliance recognizes the unique and special characteristics of rural

homelessness. Traditional definitions and descriptions of homelessness

and at risk of homelessness that apply elsewhere are different in rural

communities. Prevention and intervention strategies used in this project

will be informed by the Alliance’s past experience and the lessons that we

have learned in Union County.

Union County’s Coalition for Affordable Housing brings together a broad

range of community organizations so a comprehensive response to the

needs of homeless individuals and families can be identified. With a focus

on ending homelessness, our Housing Coalition also works on ways to

prevent homelessness. These two approaches blend together to provide

a comprehensive strategy and identify multiple funding resources that are

needed to accomplish our ultimate goal, to end homelessness in Union

County.

4

We have included at the end of this document several Attachments from

our most recent HUD application (2006) to demonstrate our current status

related to our need and to demonstrate the level of documentation that is

currently being collected and updated yearly. These Attachments will be

referred to throughout this document and will be updated as this

documents continually evolves of the ten year time period.

II. Background

A. Our Changing Community

To understand our Ten Year Plan to End Homelessness one must

first understand our community and the rapid changes that are

taking place. Union County is a rural community located in Central

Ohio and is the third fastest growing county in the state.. The

census figures report Union County’s 2005 population are over

45,000 with expected annual growth to reach 50,736 in 2010. We

believe these estimates of growth are underestimated.

In 1982 Honda of America built their first automotive plant In Union

County. Since that time we have seen a steady growth in

employment and average household wages. We have also seen a

steady growth of various businesses that provide services to

Honda. These businesses include trucking, automotive parts

suppliers and a host of service sector businesses, such as

temporary labor pools. Surprisingly, the community did not

experience the corresponding growth that was anticipated by many.

New housing developments were slow in developing. It has only

been in the past 10 to 15 years that we have seen a dramatic

increase in housing.

5

Union County Housing Stock

Housing Units Number PercentTotal Housing Units 15,217 100%

Occupied housing units 14,346 94.3%Owner occupied 11,118 73.1%Renter occupied 3,228 21.2%

Vacant housing units 871 5.7%

Year Structure Built Number PercentTotal Housing Units 15,217 100%

Built 1995 to March, 2000 2,901 19.1%Built 1990 to 1994 1,247 8.2%Built 1980 to 1989 1,657 10.9%Built 1970 to 1979 2,647 17.4%Built 1960 to 1969 1,155 7.6%Built 1950 to 1959 1,098 7.2%Built 1940 to 1949 550 3.6%Built 1939 or earlier 3,962 26.0%

Union County Housing Starts

Residential Projects 2001 – 2005: Multi-family Units2005 302004 962003 182002 302001 35

Residential Projects 2001- 2005: Single Family Units2005 4122004 4982003 5772002 5292001 495

Information provided by the Union County Economic DevelopmentPartnership & County’s Engineer

The trend toward urbanization has been creeping up on our

community for the past decade and in 2007 this trend is upon us in

full strength. Commercial and residential property has been

purchased at unbelievable prices and many more are expected to

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be developed, increasing the growth of our community. This is

evidenced by the expansion of five new retail locations in Marysville

and two additional developments of both residential and

commercial at the Rt. 42 and Rt. 33 exchange. Some of the

retailers that we have seen move in are Home Depot, Super Wal-

Mart, Best Buy, Starbucks, and Applebee’s to name a few.

Housing starts have risen at a rapid pace in an attempt to meet this

growth. Unfortunately, most of these new housing and apartment

units are beyond the affordability of the populations served by this

project, i.e., those who are homeless or are at risk of becoming

homeless.

During the next ten years, this community will change in ways that

we can not even anticipate. This challenges us to be even more

prepared to meet those changes and challenges related to our Ten

Year Plan to End Homelessness.

B. Community in Transition

Without a doubt Union County is a county in transition. To the

credit of visionary leadership, both the City of Marysville (County

Seat) and the Union County Commissioners, in cooperation with a

strong Chamber of Commerce and Economic Development, we are

keeping pace with this growth. Specific plans and strategies are in

continual stages of development. Union County is able to brag

about the level of cooperation that exists not only between City and

County Government but also the partnership between the Public

Sector and the Private Sector.

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Business Profile for Union County – 2006

Business & Industry

A number of major corporations have located facilities and

headquarters in Union County giving the County one of the most

prominent corporate bases. With its rich agricultural heritage and

its strong corporate base, Union County boasts a well trained

workforce with a strong work ethic unparalleled in Ohio. In

economic development location is an important driver and Union

County is strategically located in a major metropolitan area along a

major highway system providing easy access to major markets

throughout the United States. This corporate base and the close

proximity to Columbus have been the ingredients to make Union

County the third fastest growing county in the State of Ohio.

Union County is home to the World and North American

Headquarters for The Scotts Miracle-Gro Company, the

headquarters for Honda of America Manufacturing, Inc. and the

headquarters for the Goodyear Tire and Rubber Company’s

Conveyor Belt Products Division. The manufacturing sector

remains the dominant industry in Union County providing the

community with the highest concentration of manufacturing

employees in Central Ohio. Additionally, this strong manufacturing

base is complimented by an extensive research and development

sector. The major companies in the County include:

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Manufacturing

Honda of America, Mfg., Inc................................. 7,000 employeesThe Scotts Miracle-Gro Company ........................ 1,137 employeesGoodyear Tire and Rubber Company...................... 318 employeesParker Hydraulic Systems ....................................... 210 employeesGI Plastek................................................................ 100 employeesUniventure............................................................... 100 employeesMAI Manufacturing .................................................... 55 employees

Research and Development

Honda R&D, North America ......................................930 employeesTransportation Research Center ...............................400 employeesNestle Research and Development...........................225 employeesThe Scotts Miracle-Gro Company R&D.....................150 employeesSelect Sires ...............................................................150 employeesRanco/Invensys...........................................................40 employeesVelocys........................................................................40 employeesGoodyear Tire and Rubber Company..........................20 employeesParker Hydraulic Systems ...........................................15 employeesSumitomo ....................................................................30 employeesHL-A Company............................................................20 employees

Our corporate base and their recent expansion have resulted in

Marysville being named one of the best small communities for

corporate facilities in the United States by Site Selection magazine.

With the construction of the Honda Motorcycle Plant in 1979,

Honda has made additional investments including the Marysville

Auto Plant, and the research and development facility. Honda’s

success in Union County has resulted in additional developments in

East Liberty and Anna. These Honda facilities have led to the

development of numerous manufacturing facilities throughout Ohio

that provide parts and supplies to the Honda operations in Union

County.

Marysville is the home to the World and North American

Headquarters of the Scotts Miracle-Gro Company which started as

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a small hardware store in the mid-1800s and has developed into

the world’s leading producer of lawn and garden products. Recent

renovations to the plant facility and the construction of a state of the

art greenhouse facility will continue to make the Scotts Miracle-Gro

Company the leader in its industry.

Union County is also known for its agricultural production and life

science industry which includes a number of national and state

headquarters for various organizations and companies. The state

headquarters for the Quarter Horse Congress is located in

Richwood, while the world headquarters for Select Sires, the Ohio

Cattleman’s Association, and Ohio Beef Council are all located in

Jerome Township. Additionally, The Ohio State University

Veterinary Clinic is located in Marysville.

With numerous fully serviced properties located along the U.S. 33

corridor in Marysville, Jerome Township, and Allen Township that

have quick access to major thoroughfares such as I-270, I-71, I-70,

and I-75 and reasonably priced land, Union County is poised for

additional industrial and office growth. Southeastern Union County

in Jerome Township continues to see unprecedented light

manufacturing and office developments resulting in the location of

over 150 industrial, office and service businesses. The Village of

Richwood, located in the northeastern region of the County,

recently secured the first business in its industrial park – MAI

Manufacturing, which opened in 2005 and now employing 55

associates. Additional sites are also available in Plain City that will

be directly accessible from the planned U.S. 42 bypass.

With the strong presence of business and industry in our

community, our county’s tax and employment bases remain rock-

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solid. Additionally, the existing businesses continue to be involved

in community projects improving our quality of life. These

philanthropic efforts by the companies have led to recent additions

and renovations to the YMCA, Memorial Hospital, and the

Veteran’s Memorial Auditorium. Numerous other organizations

such as the United Way, DARE Program, Pediatric Brain Tumor

Foundation, Marysville City Schools, Community Concert

Association and the City of Marysville have received assistance by

various companies.

It is clear why Union County is known as the place “Where

Business and Community Come Together.”

With a workforce of nearly 24,000 people, our companies

continually provide jobs for our residents making Union County one

of the most employed counties in the State of Ohio. Consistently,

Union County boasts one of the lowest unemployment rates in the

State of Ohio. Our companies partner with local school districts

and county agencies to provide various educational opportunities

that prepare the kids and the under-trained of today to become the

workers of tomorrow.

Companies

Companies within Union County pay various taxes including real

estate taxes, personal property taxes, payroll withholding taxes,

corporate income taxes, and various state and national taxes.

Some interesting facts on the importance of the business tax base

include:

Less than two percent of the land area of Union County is used

as commercial and industrial yet commercial and industrial

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properties accounted 39.9% (approximately $500,000,000.00)

of the property tax valuation in 2004.

In 2004, the City of Marysville received revenues in its general

fund totaling $11,171,923.00 of which $5,319,475 (48%) was

received as payroll withholding or corporate income tax from

companies in the City of Marysville. If you add the remaining

companies in Union County, 53% of the general fund revenues

were provided from Union County companies.

In 2003, Jerome Township property tax collections showed that

for every acre of commercial/industrial land $679.00 was

generated while for every acre of agricultural/residential $36.00

was generated.

Since 1996, over 120 businesses have located along the

Industrial Parkway corridor in Jerome Township. The total

number of service, office, research and development, and

manufacturing businesses along this critical corridor between

US 42 and SR 161now exceeds 170.

In 2004, Honda of America Mfg., Inc. paid $13,910,615.55 in

real estate and personal property taxes to Union County. These

funds were distributed to Union County, Marysville Exempted

Village School District, Union County Mental Health Recovery

Board, Union County Health Department, Ohio Hi Point Career

Center, Allen Township, and Union County MR/DD.

Through December 1, 2005, 66.3% of the real and personal

property taxes and sales tax was provided by Union County

companies.

In the 2004-2005, the Marysville Exempted Village School

District had a grand total of $42,129,675.00 in general fund

revenues of which $17,305,639.00 or 41.1% was provided by

commercial and industrial businesses in the school district. This

would mean that for every $8,735.34 it takes to educate a pupil,

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$3,581.49 (41.1%) is provided by the commercial and industrial

businesses in Union County. The remainder of the school’s

general fund revenues comes primarily from the State of Ohio

(32.6%) and local residential/agricultural real estate taxes

(31.1%).

C. Our Challenge – No One Left Behind

It has been said that the measure of a community is how they take

care of those less fortunate. Every community is made up of a

cross-section of various ethnic, social and economic strata. Union

County is no exception. We find ourselves changing from a rural –

mostly white, mostly middle class agricultural community - to one of

increasing diversity. The explosion in population (third fastest

growing county in Ohio) along with the sudden increase in

commercial and service sector businesses is bringing a diversity of

culture, social structure and economic status that is different from

what we have seen in the past.

The level of collaboration described above also reaches to our

network of social service agencies. Another of our community’s

strengths is in the level of partnership that has developed among

these agencies. This partnership also crosses over to the political

and business partnerships that were described above. This

partnering within the community is a strength in developing

strategies to end homelessness.

Our community is fortunate that we are not just starting to address

the homeless and affordable housing needs of a growing

community.

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The Mental Health & Recovery Board has taken primary

responsibility for funding the various housing and homeless needs

targeted toward persons with chronic mental illness and substance

abuse.

The Mental Health and Recovery Board of Union County

recognized the need to begin addressing the needs of the mentally

ill homeless in 1988-89 by applying for and receiving one of the first

Transitional Housing grants from HUD under the newly enacted

McKinney Act. At that time the Board opened a 5-bed transitional

house and named it Homeward Bound. This facility focused on

taking in those persons who, due to their mental illness, had

repeating episodes of homelessness.

In 1994 the Board, through a capital grant from the Ohio

Department of Mental Health (ODMH), opened a transitional house

for persons with the dual diagnosis of mental illness and

alcohol/drug addiction. This house named the Hudson House, after

a man who devoted his life to helping others who were recovering

from alcoholism, is a double and houses both men and women.

The house has a capacity of 6. In 2001 the CoC designated the

permanent supported housing project of the MH&R Board to be

submitted to HUD. This project was awarded and in 2004 six

apartments were built and immediately filled with qualifying

individuals. This project is entitled “I’m Home” and added to the

continuum of housing opportunities.

Our consumer group developed a recovery center (Wings

Enrichment Center aka. Wings) in 1999, which has come to play a

vital role in our continuum of care. The consumer group’s primary

intervention is through peer-to-peer outreach and support. They

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have located their operation on the same campus as our

Transitional House (Homeward Bound) and Permanent Supported

Housing project (I’m Home). Their primary operation is in a building

owned by the Board (and renovated through a capital grant form

ODMH) and located beside the Transitional House (Homeward

Bound).

Wings currently manages the “I’m Home” HUD permanent

supported housing project. Both the director and assistant director

of I’m Home have been homeless and one was a previous resident

of our transitional house. The Board awarded Wings the funding

for support services and operations of this project and they are able

to use some of this award to employ other peers to help in the

support services. They have even engaged the residents in the I’m

Home apartments to help in the upkeep of the property and provide

a small stipend for their work.

Also during the ‘90s, the ODMH began earmarking funding to local

communities targeted toward housing assistance for persons with

mental illness. This Housing Assistance Program (HAP) continues

to help support individuals with rental assistance.

In 2001, the MH&R Board asked ODMH for assistance in

developing a coalition that would focus on homeless issues. HUD

was also asking communities to develop a group that they called

the Continuum of Care (CoC). Through a technical assistance

grant COHHIO (Coalition on Homelessness and Housing in Ohio),

housing and homeless consulting group from Columbus, was

engaged to help Union County begin this process. We experienced

an involvement of community partners who had not participated in

the past. The City of Marysville’s City Planner, local realtors, and

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the United Way Director became involved through this effort. Since

that time the Coalition for Affordable Housing has grown to be

recognized as the central group that focuses on a range of housing

related concerns including ending homelessness in Union County.

An important part of our strategy’s success has stemmed from the

fact that persons involved in our housing programs (several who

were homeless) are ongoing participants in the CoC’s

development. Their input has been very important in that it gives a

face to homelessness and ensures that the continuum understands

the needs of all persons in our community. They have also helped

to focus the CoC on ways to identify the need for and developing a

variety of safe, decent and affordable housing and apartment units,

including home ownership opportunities.

In 2004 the Union County Department of Job and Family Services

(DJFS) asked The Salvation Army to manage their TANF funds,

which were directed at preventing homelessness for families. In

2006 they were successful in obtaining a Housing Trust Fund grant

that enabled them to increase their work and increase the number

of families they could serve. The work that The Salvation Army has

achieved has begun to develop a single point of access for

emergency housing needs, including homelessness. While this

program is currently only able to address homelessness prevention,

they do receive many referrals for homeless issues, as well.

Through their efforts, numerous churches that also provide

emergency support services are coordinating their efforts with The

Salvation Army.

The Salvation Army program has become the key referral point for

all other community organizations, such as the Department of Job

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and Family Services, the Veteran’s Service Commission, churches,

Community Action Organization and our consumer operated

recovery center.

III. Homelessness

Twenty-five years ago there was not widespread homelessness in

America. Tonight approximately 750,000 men, women and children will be

homeless, despite a two billion dollar a year infrastructure designed to

deal with the problem.

While the seeds of homelessness were planted in the 1960s and 1970s

with deinstitutionalization of people living with mental illness and loss of

affordable housing stock, widespread homelessness did not emerge until

the 1980s. Several factors have affected its growth over the last two

decades. Housing has become scarcer for those with little money.

Earnings from employment and from benefits have not kept pace with the

cost of housing for low income and poor people. Services that every family

needs for support and stability have become harder for very poor people

to afford or find.

In addition to these systemic causes, social changes have exacerbated

the personal problems of many poor Americans, leading them to be more

vulnerable to homelessness. These social trends have included new kinds

of illegal drugs and more single parent and teen-headed households with

low earning power and thinning support networks. These causes of

homelessness must be addressed. People who are homeless must be

helped. The current system does this reasonably well for many of those

who become homeless. But the homeless assistance system can neither

prevent people from becoming homeless nor change the overall

availability of housing, income and services that will truly end

homelessness.

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Many people think of homelessness as strictly an urban phenomenon

because homeless people are greater in number and are more visible in

urban areas, but homelessness, including people who live in housing not

meant for habitation, is pervasive in rural areas. The number of people

who experience rural homelessness is unknown, but the last national

count of homeless people found that 9 percent live in rural areas. In

actual raw numbers, this translates into roughly 67,000 people on any

given night. (Burt, 1996) Evidence suggests that if the number of people

who experience homelessness in rural areas was viewed and counted

more accurately, the number would be far greater.

IV. Rural Homelessness

Advocates and researchers often refer to people who experience rural

homelessness as the “hidden homeless.” Many people who experience

housing instability in rural areas go unnoticed and uncounted because

rural homelessness takes shape differently than urban homelessness.

Most rural homeless people live in doubled up situations with friends or

family or in motels, in cars, campgrounds and other places not intended

for habitation. This is largely because most rural areas do not have large

emergency shelters systems.

While those doubled up households do not meet HUD’s definition of

homelessness, people living temporarily with friends and family are

essentially homeless and they experience similar problems with housing

instability. Many researchers and advocates argue for expanding this

view of homelessness to capture the unique situations rural homeless

people face. If the view of homelessness included households who

double up, the numbers of people who experience homelessness in rural

areas would increase exponentially.

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The same structural factors that contribute to urban homelessness, such

as a lack of affordable housing and inadequate income to pay for housing,

also cause rural homelessness. Other predictors of homelessness, such

as mental illness and drug abuse, are still present among the rural

homeless, but are not pervasive as seen in our urban counterpart.

However, people who experience rural homelessness do report higher

rates of alcohol abuse and domestic violence than their urban

counterparts.

V. Rural Poverty

Rural poverty has some unique characteristics. Areas concentrated with

rural poverty can be identified throughout the South, West and the

Midwest of the United States. The scarcity of jobs, goods, and services

has caused an outward migration of rural populations to places with more

opportunities. As a consequence, the rural communities with high rates of

poverty are sparsely populated and their poverty populations are severely

impoverished.

High rates of poverty and unemployment in rural areas also drive

homelessness. Rural homelessness is most dramatic in areas that

experience high rates of unemployment because of declining industries,

for example farming, timber, mining, or fishing. (Aaron and Fitchen, 1996)

The lack of available jobs and steady incomes means that poverty rates

are higher in rural areas; the poverty rate in non-metropolitan areas is 14

percent, almost 11.6 percent less than in metropolitan areas. It is not

surprising that one in five children living in rural areas is below the poverty

line. (USDA Economic Research Service, 2004)

Union County Ohio is the exception to the rule in that, of the RHISCO

counties Union has the next to lowest number of people living below the

100% poverty rate at 4.60% and a low unemployment rate also at 4.5%

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(based on August, 2006 data). This is due to the industrial and

manufacturing base that currently exists in Union County. There are

major employers like Honda of America, Scotts - Miracle Grow, Goodyear

and a variety of smaller businesses that provide a median household

income of $51,743. At the same time we are seeing an increase of entry-

level jobs brought by Wal-Mart, Home Depot, Best Buy and companies

like these. With these entry level jobs comes entry-level wages. The

average employee of these companies may make $14,000 a year which,

for a family, is not enough to sustain them and many are forced to work

two jobs to make ends meet.

The other factor that contributes to our affordable housing challenge is

that as the median incomes increase so does the cost of housing,

especially affordable housing for those who are working at the entry level

paying jobs. From a county economic standpoint, those businesses need

the level of employees who are willing to work for their lower wages and

therefore it is in these companies best interest to have affordable housing

available throughout the county.

VI. The RHISCO Project area

Counting and estimating the number of people who experience

homelessness is extremely difficult and costly, and even more so in rural

areas. Statewide estimates from the Coalition on Homelessness and

Housing in Ohio report that 179,718 people experience homelessness in

Ohio over the course of a year and 27,867 Ohioans are homeless on any

given night. At this time, estimates from the seventeen rural counties that

comprise the RHISCO Project area, the Rural Homeless Initiative of

Southeast and Central Ohio, are becoming available.

Counts of homeless people in Southeastern and Central Ohio are being

planned and executed presently. The poverty and unemployment rates in

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these areas suggest that homelessness is prevalent. According to the

U.S. Census Bureau (See Table 1, below), poverty rates in the counties of

Southeastern and Central Ohio range from 3.8 percent in Delaware

County to as high as 27 percent in Athens County. The poverty rates in

Appalachian counties tend to be higher than other counties. About half

are higher than the national poverty rate of 14 percent. Unemployment

rates in rural Ohio counties are also high, ranging from 7 percent to 20

percent. In Meigs and Morgan Counties, the unemployment rates reach

20 percent, 15 percentage points higher than the national average of 5

percent. (Bureau of Labor Statistics, 2005) People who live in poverty

are at higher risk of homelessness. Although relatively few people of the

region are homeless, the problem affects the entire community as a

persistent and debilitating social issue.

Table 1

County Type Population Pop over 65Pop at or below100% poverty

Medianincome

Householdnot in the

Labor ForceN N % N % $

Delaware Rural 125,399 9,833 7.80% 4,118 3.80% $67,258 7%Fayette Rural 28,176 4,048 14.40% 2,810 10.10% $36,735 12%Knox Rural 56,037 7,496 13.40% 5,159 10.10% $38,877 13%Licking Rural 148,731 17,872 12.00% 10,602 7.40% $44,124 13%Madison Rural 40,365 4,498 11.10% 2,790 7.90% $44,212 11%Pickaway Rural 53,437 5,842 10.90% 4,402 9.60% $42,832 15%Union Rural 43,010 4,066 9.50% 1,763 4.60% $51,743 10%

Athens Appalachian 63,266 5,860 9.30% 14,728 27.30% $27,322 16%Fairfield Appalachian 129,161 14,058 10.90% 7,064 5.90% $47,962 12%Hocking Appalachian 28,481 3,737 13.10% 3,711 13.50% $34,261 18%Jackson Appalachian 32,854 4,362 13.30% 5,286 16.50% $30,661 17%Meigs Appalachian 23,111 3,377 14.60% 4,506 19.80% $27,287 20%Morgan Appalachian 14,749 2,302 15.60% 2,691 18.40% $28,868 20%Perry Appalachian 34,408 4,110 11.90% 3,970 11.80% $34,383 16%Ross Appalachian 74,469 9,048 12.20% 8,120 12.00% $37,117 15%Vinton Appalachian 13,128 1,597 12.20% 2,529 20.00% $29,465 17%Washington Appalachian 62,561 9,622 15.40% 7002 11.40% $34,275 17%

21

Union County

The housing challenges faced by many families in Union County mirrors a

national trend in housing instability for low-income families. A growing

body of research suggests that the growing numbers of homeless families

can be attributed to the following factors1:

Poverty: 100% of homeless families in the Direct Housing

Program will have income at or below 35% of the median

income level for Union County.

Widening Gap Between Living Wage and Housing

Affordability: According to NLIHC’s annual “Out of Reach”

report released December 13, 2005 - based on a living wage of

$27,500 in Ohio, a family must have 2.4 wage earners working

full-time at minimum wage, or one full-time wage earner working

94 hours in order to afford a modest, Fair Market Rent (FMR)

two-bedroom apartment at $631 per month.2

Shortage of Affordable Housing: Union County does not

have a Public Housing Authority. Families seeking Housing

Voucher Assistance must apply in a neighboring County.

Typically, individuals are referred to Delaware, Logan, Marion

and Champaign counties. Each of the county metropolitan

housing authorities has over 400 households currently on a 1-2

year waiting list.

Most of our at-risk population are unemployed, underemployed or

on some form of disability or public assistance. Those who are

able to gain employment work minimum wage jobs in food service,

1National Alliance to End Homelessness: 10 Year Plan to End Homelessness. Washington, D.C.2 National Low Income Housing Coalition. Out of Reach 2005. Washington, D.C.

22

hotel industries, or as clerks in retail stores. According to the Ohio

Department of Development, individuals working in

“Accommodation and Food Services” average $13,661 per year in

income. This means that they would have to find housing

(including utilities) that cost under $398 per month, in keeping with

HUD’s housing costs recommendation of spending 35% toward

rent and utilities. Those who receive SSI, which averages

approximately $603 per month, would need to find housing

(including utilities) that is less than $211 per month. The median

gross rent for Union County if $574, which only serves to

emphasize the difficulty our population experiences in trying to find

affordable housing.

Foreclosures: The number of Ohioans who lost their homes to

foreclosure and sheriff sales continued to grow in 2005. Last year,

foreclosure filings increased 8.5 percent, and the 63,996 filings

represented one for every 71 Ohio households. In 61 of Ohio’s 88

counties, foreclosure filings have quadrupled over the last decade, as they

have for the state as a whole.

Policy Matters Ohio analyzes foreclosure filing data from the Ohio

Supreme Court in this July 2006 report, and provides data from its biennial

survey of county sheriffs on auctions of foreclosed properties. Based on

reports from 71 counties covering 86 percent of Ohio’s population, the

number of properties put up for sheriff sale increased 4.6 percent in 2005

from a year earlier and 21.3 percent from 2003. Asked to rank the factors

contributing to foreclosures, 31 of the 50 departments that responded said

predatory lending was No. 1, while 11 cited job loss/weak economy.

23

Union County Foreclosure Filings, 1995 - 2005

2649 41 53 66

95129

151189

223 237

0

50

100

150

200

250

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Rental Units: The Ohio Department of Development reports there are3,101 renter-occupied housing units in Union County. Gross rents forthose units are:

Gross Rent Amount Number PercentLess than $100 49 1.6$100 to $199 179 5.8$200 to $299 111 3.6$300 to $399 283 9.1$400 to $499 433 14.0$500 to $599 580 18.7$600 to $699 560 18.1$700 to $799 326 10.5$800 to $899 185 6.0$900 to $999 71 2.3$1,000 to $1,499 145 4.7$1,500 or more 0 0.0No cash rent 179 5.8Median gross rent $574

Most of our at-risk population are unemployed, underemployed or on

some form of disability or public assistance. Those who are able to gain

employment, work minimum wage jobs in food service, hotel industries, or

as clerks in retail stores. According to the Ohio Department of

Development, individuals working in “Accommodation and Food Services”

average $13,661 per year in income. This means that they would have to

find housing (including utilities) that cost under $398 per month, in keeping

24

with HUD’s housing costs recommendation of spending 35% toward rent

and utilities. Those who receive SSI, which averages approximately $603

per month, would need to find housing (including utilities) that is less than

$211 per month. The median gross rent for Union County if $574, which

only serves to emphasize the difficulty our population experiences in trying

to find affordable housing. While housing starts have risen at a rapid

pace in attempts to meet this growth unfortunately, most of these new

housing and apartment units are beyond the affordability of the

populations served by this project, i.e., those who are homeless or are at

risk of becoming homeless.

VII. Needs Statement

With a population of 45,000 and an estimated growth by 2010 to over

50,000 Union County is rapidly leaving the designation of rural. With this

rapid change in population comes a change in the community. Once

characterized as rural, Union County is transitioning to suburban. Many of

the new residents see Columbus as the place where they work, shop and

play. This creates a challenge for county planners as to how to involve

the new residents in a way that will invested them in the culture we want to

retain.

Chronic homelessness in rural Ohio is often times hidden. It is rare to see

the homeless walking our streets and sleeping in public places but it is

nonetheless here. We know that mental illness and alcohol and drug

addiction contribute to much of the homeless conditions that exist in our

society. In rural Ohio there still exists an attitude of taking care of our

own. The notion of taking care of our own in these areas has meant that

only as a last resort would families cast out a family member to the

streets.

25

There are also other realities that have emerged over the past 50 years in

these communities: urbanization changing social values, and the aging of

the generation. Now rural Ohioans are facing homelessness that they are

not prepared for. Rural homelessness, unlike our urban counterparts, is

identified as people living in barns and out buildings, in cars, in the woods

and going from family member to family member until there is no longer

anyone to take them in.

There is a network of social service organizations working in collaboration

to provide numerous services essential to consumers obtaining and

retaining permanent and supportive housing. A core provider of services

is our local community mental health center. They provide outreach,

assessment and supportive services to most of our housing consumers.

They also act as a key referral point for all other community organizations,

such as Department of Job and Family Services, the Veteran’s Service

Commission, The Salvation Army, churches, Community Action

Organization and our consumer operated recovery center. Through this

network of service providers, a continuum of care is developed to provide

a variety of services to insure the safety and well being of our target

populations.

The Mental Health & Recovery Board was the original lead agency in the

planning process and has taken primary responsibility for funding the

various housing needs targeted toward persons with chronic mental illness

and substance abuse. Funds are set aside and designated for emergency

shelter at the Marion Area Shelter Program through United Way funding.

Temporary shelter is also provided through our local network of hotels and

funded through several resources. The Department of Job and Family

Services, through their outreach efforts, works closely with The Salvation

Army and our community mental health center to identify and intervene

with homeless individuals in our community.

26

Our consumer group developed a recovery center, which has come to

play a vital role in our continuum of care. The consumer group’s primary

intervention is through peer-to-peer outreach and support. They have

located their operation in a building owned by the Board and located on

the same campus as our Transitional House (Homeward Bound) and

Permanent Supported Housing project (I’m Home). Other community

organizations are also involved in our homeless prevention and safe and

affordable housing strategy development.

Attachment 1 - CoC Housing Inventory Charts 2005- 2006 shows the

current Emergence Housing Inventory for Union County. This chart shows

that we currently have:

One bed located at the Wings Enrichment Center for short term

homeless person.

Two transitional housing facilities. One is HUD funded and can

accommodate 5 people. The second is for people with dual

disorders with a focus on alcohol and drug problems (Hudson

House). This facility can accommodate 4 men and 2 women.

Six Permanent Supported Housing Units.

Attachment 1 also identifies an unmet need of six transitional house

beds. In addition it is estimated that Union County needs a minimum of 10

permanent supported housing units for persons with serious and

persistent mental illness.

VIII. Prevention

Prevention services currently available in our community

Homeless prevention has to be an essential component to preventing

homelessness. There are two components to prevention – assistance and

mitigation. While assistance helps prevent homelessness in the

immediate situation, mitigation efforts hopefully will prevent a family or

individual from being caught in a vulnerable situation again. At the

27

present time we have more prevention structures in place than there are

mitigation structures. Listed below are the resources we have in place.

Homeless Prevention

Emergency Funding – Salvation Army & Churches Wraparound Funds – Consolidated Care, Inc. Food Pantries (4) HEAP / PIPP – Community Action Organization CHIP / CHIS Housing Assistance Program – Mental Health & Recovery Board PRC/TANF – Dept. of Job & Family Services Medical Care Clinic Downpayment/Mortgage Assistance – U.S. Dept. of Agriculture

Mitigation Resources

DJFS Jobs Program RSC Temporary Employment Agencies Legal Aid Society

28

Homeless Prevention Activities ChartWhat are the gaps or

unmet preventionneeds?

What strategies will you useto fill these gaps?

Responsible Person - Organization Target Dates(mo/yr will be

accomplished)

Funding runs out:needs > resources

Better documentation ofthe problems to justify theneed.

Obtain additional fundingstreams,

The Salvation Army, MH&R Board,and United Way

Affordable Housing Coalition willcoordinate this effort.

This is anongoingactivity.

Lack of Transportation Find ways to enhance ourcurrent countytransportation.

Long term – partner inplanning for publictransportation.

County and UCATS

City – County partnership

The City andCounty willdetermine thetime line forthis.

Lack of Education ofAvailable Services

Develop easy to read andeasy to use pamphletswith directional maps,phone numbers,requirements & contactpersons. Keep thisupdated and easilyreproduced.

Help the publicunderstand the true natureof homelessness byunderstanding thesocietal, cultural,economic & politicalfactors that create and

Affordable Housing Coalition willcoordinate this effort.

This should bean activity thatbegins as aresult of thecompletion ofthis Ten YearPlan and willcontinue as apart of theAffordableHousingCoalition’ongoingefforts.

29

What are the gaps orunmet prevention

needs?

What strategies will you useto fill these gaps?

Responsible Person - Organization Target Dates(mo/yr will be

accomplished)

sustain homelessness.

Create a range ofAffordable Housing thatis decent, safe andlocated throughout ourcommunity.

Affordable housing is a range ofhousing units includingapartments and houses thatprovide individuals and familieswith options in a wide range ofprice points. These units shouldbe for rent and available forownership.

Affordable Housing Coalition willcoordinate this effort along with the CoC.

The CoC willencourage theappropriatesubmission ofHUD grants toaddress theseneeds.

Grants/FundingStreams are too specific– too many restrictionsaround the use of funds

Work with housing lobbyinggroups to have legislatorsunderstand the need anddevelop legislation that is moreresponsive to problems faced byhousing services.

Affordable Housing Coalition willcoordinate this effort along with RHISCOand the counties involved in this project.

This legislativeeffort is anongoing effortand willbecome a partof the activitieswe willundertake in acollaborativeeffort.

Lack of Communication/ System Coordination

Have a single point ofcontact and coordination.

Provide training foragencies that deal with thehomeless.

Affordable Housing Coalition willcoordinate this effort.

Training will be a shared effortbetween those entities that aremost involved in the coordinationefforts.

This activityshould begin in2007. Ananticipatedtime ofimplementationwould be 2010.

Outreach As our community grows we willhave to develop outreach

Affordable Housing Coalition willcoordinate this effort. Additional funding

2008 - 2012

30

What are the gaps orunmet prevention

needs?

What strategies will you useto fill these gaps?

Responsible Person - Organization Target Dates(mo/yr will be

accomplished)

components that not only locatethe homeless but also go into thecommunity in our mitigationefforts. We need to developcommunity based, not officebased services.

will be required to do this.

No MetropolitanHousing Authority

Look at exploring a partnershipwith another community that hasa MHA such as Delaware.

Affordable Housing Coalition willcoordinate this effort. This could beginimmediately.

2007-completed by2010.

31

The Salvation Army currently provides services to prevent

homelessness. The goal of The Salvation Army Homeless

Prevention Program is to assist families and individuals in resolving

their housing/homelessness situation and to successfully stabilize

them into permanent housing within the Union County community.

The Homeless Prevention program is an emergency assistance

program that can provide financial assistance to households that

have a utility shut off or eviction notice, or who are currently

homeless and need assistance with deposit and/or first month’s

rental fees. The program provides families and individuals with a

combination of financial assistance and supportive services specific

to their need, which include short-term case management and

services such as landlord advocacy, individualized goal planning,

emergency and on-going budget assistance, linkage to agency

resources and linkage to community resources. All services are

intended to:

1) Assist families/individuals in meeting their basic needs,

and

2) Provide resources, services and education/training

needed for families/individuals to maintain permanent

housing.

The Homeless Prevention Program is designed to stabilize Union

County households at risk of homelessness and those currently

homeless that have income at or below 200% of the Federal

Poverty level or 35% of the area median income. Households

receiving homeless prevention services will receive cash

assistance in an effort to avoid eviction/foreclosure or utility shut-

off, or to cover move-in expenses, and will receive short-term case

management services in order to link them with necessary

resources to maintain permanent housing. The Salvation Army

32

Homelessness Prevention Project has provided the following

outcomes:

2005Served 365 Households, consisting of 1144 Individuals

2006 (Year to Date)The Homeless Prevention Program’s target number ofhouseholds served for 2006 is 264.

As of 6/30/06, the Homeless Prevention Program had served161 Households with 472 individuals:

-139 Adults-245 Children

Projected for Next Year

The Homeless Prevention program intends to serve 325

households during 2007 should direct client assistance funding

level remain the same as in 2006. Should The Salvation Army be

successful in obtaining an ODOD-Homeless Assistance grant in

2007, additional households would be served through the Direct

Housing Program and the Homeless Prevention Program beginning

01-01-07.

Current Chronic Homelessness Strategy

To end chronic homelessness before 2016 we will develop several

strategies. As we know, chronic substance abuse and severe and

persistent mental illness are the leading causes of chronic

homelessness. For our community to achieve being able to end

chronic homelessness before 2016, we will need to have multiple

approaches. Identified below are the results of Union County’s

most recent Point-in-Time count based on our most recent HUD

application submitted in 2006. This count was done in January of

2006.

33

This chart indicates that in the middle of winter in Union County we

had a total of 17 people homeless, including one family with two

children. Of that number, all but two were in some type of shelter

but two persons were unsheltered. Of the seventeen people who

were homeless ten were identified as chronically homeless using

HUD’s definition.

Homeless Population and Subpopulations (Attachment 2)

This chart is taken from the 2006 HUD application and identifies the

characteristics of the homeless that was documented through our

Point in Time count conducted in January 2006. This chart

documents that there were a total of:

7 homeless individuals that were sheltered,

5 were sheltered in our transitional house,

2 homeless individuals were unsheltered.

1 homeless family was sheltered and had 3 members in

that family unit.

The chart also documents the “Subpopulations” which is HUD’s

way of delineating the factors that may contribute to a persons

homelessness. This is useful in planning for interventions and

treatments based on the identified needs. The chart identified the

following”

1. Chronically Homeless 10 2 12

2. Seriously Mentally Ill 5

3. Chronic Substance Abuse 7

4. Veterans 0

5. Persons with HIV/AIDS 0

6. Victims of Domestic Violence 3*

7. Youth (Under 18 years of age) 2*

*Currently 1 family consisting of1 adult and 2 children are in ourdomestic violence shelter.

(Persons identified here may be included in more than one category, i.e. a person may be #1,2 and 4. )

34

Chronic Homeless Strategy/Goals

This Chronic Homeless Strategy/Goals chart below is taken from the 2006

submission to HUD and updated for our Ten Year Strategy to identify the

Goals our CoC established to end Chronic Homelessness.

Goal: End ChronicHomelessness

(“What” are you trying toaccomplish)

Action Steps

(“How” are you to goabout accomplishing

it)

Responsible Person- Organization

(“Who” isresponsible for

accomplishing it)

Target Dates

(mo/yr will beaccomplished)

Goal 1: Develop a localfull-service shelteralternative based on aversion of the InterfaithHospitality Network.

This program would bephased out as outendeavors to endhomelessness weresuccessful.

Receive funding fromUnited Way – Applyfor a grant from OhioDepartment ofDevelopment

Core Group of theCoC

The CoC hasinvestigated thispossibility but inthe current modelof movingfamilies fromchurch to church– it is notfeasible.Beginning in2006 the CoC islooking at thepossibility ofhaving a centrallocation for thehomeless andhaving churchescome to thislocation.

Goal 2: Continue ourCount of sheltered andunsheltered homeless andrefine our instrument.

1. Distribute form toall agencies thathave homelessrequests.

2. Integrate this infointo our HMIS

Mental Health andRecovery Board andThe Salvation Armytake the lead in thisprocess and the datais collected by theMH&R Board.

Implementationhas had twocycles – 2005and 2006.The instrument iscontinuallyrefined.

Next count will bein January of2007 andannuallythereafter.

Goal 3: Increase job andskill development amonghomeless.

Develop job skillsdevelopment throughlocal groups involvedin employment suchas DJFS, RSC, CCIand Wings.

MH&R Board willlead the endeavor todevelop thisemploymentprogram.

2006 beginmeetingsDevelopstrategies in 2007and find funding.

Have elements ofprogrammingbegun by July of2007.

35

Goal: End ChronicHomelessness

(“What” are you trying toaccomplish)

Action Steps

(“How” are you to goabout accomplishing

it)

Responsible Person- Organization

(“Who” isresponsible for

accomplishing it)

Target Dates

(mo/yr will beaccomplished)

Goal 4. Increase socialskills among thechronically homeless.

Look at models inother communities anddevelop similaractions.

Increase TheSalvation Armyprogramming toinclude skilldevelopment.

The Salvation Army,Community ActionOrganization, WingsEnrichment Center.

SFY ’08 look atgrant fundingthough ODODHousing TrustFund.

Goal 4: Develop fundingproposal based offindings to be submittedto HUD, ODMH or otherpotential funders ofhousing projects

1. Identify fundersfor identified needswith submissiontimelines.

Housing Coalition This is anongoingprocess.

Adequate Treatment Programs Including Employment that

Engage the Homeless

The Service Activity Chart (Attachment 3) is included and was part

of the 2006 HUD application. This chart identifies the fundamental

components of our service delivery in Union County. This chart

provides detail on the fundamental components of the network of

supportive services that are used to not only help people who are

homeless but also are provided to individuals and families that may

become homeless. The components identified in this chart are:

Prevention: Emergency assistance,

Rental Assistance,

Outreach,

Supportive Services

Permanent Supported Housing.

In each of these categories there is a Services Planned section that

details many of the planning activities to become part of this Ten

Year Plan.

36

It is essential that our community mental health and alcohol and

drug provider be committed to housing and homelessness needs.

Currently, our Behavioral Health provider, Consolidated Care Inc.,

is an active member of the CoC. Not only do they take an active

roll in the CoC, they have demonstrated a continued commitment to

reach out to the chronically homeless in our community. Time after

time, the caseworkers would go to homeless individuals to try to

engage them in seeking help. While not always successful, their

outreach efforts continue.

Along with the traditional behavioral health provider, our community

has a very active client based mental health recovery community

(Wings Enrichment Center). These individuals have been trained

and practice peer support. Many of the individuals involved with

Wings have also been homeless and have lived for a time in the

transitional house. We believe this peer-to-peer approach has a

greater potential than traditional clinical approaches to be

successful in working with the chronically homeless. Located within

a campus-like area are the transitional House, the Wings drop-in

center and our new Supported Housing Program. The Mental

Health and Recovery Board currently contracts with Wings to

provide the support services this housing project. They have

created a safe and welcoming environment for individuals. They

also provide a peer respite program that works with consumers to

prevent psychiatric hospitalizations (a leading cause to loosing

one’s housing). This group has been very successful in engaging

mental health consumers who do not want to or are not able to

engage our traditional system. They have worked for months with

people who have chosen to live in vans or cars in their parking lot.

During this time the people of Wings are eventually building the

37

trust that successfully engages them with the outcome of stable

housing. Through Wings’ work, they are also providing employment

and employment readiness skill development for many of their

peers. This unique approach provides a safe environment for the

mentally ill, chronically homeless person to engage the recovery

environment at their own pace. Thus, helps to break down the

barriers that can often get in the way of their personal success.

Homeless Prevention Strategies

Ending homelessness also requires ending the cycle of losing

housing over and over again. There are two facets that must be

recognized. The first is the societal factors such as the ability to

make a living wage, having access to affordable housing, and

educational opportunities which we have already discussed. The

second facet to ending homelessness is working with individuals

and families to end the personal circumstances that create

conditions that put them in homeless situations time and time

again. To end this cycle, we need to develop strategies that will

increase an individual’s ability to understand how their decisions

contribute to this cycle and find ways to help them learn new skills

to avoid repeating these patterns. This focus is on encouraging

people to take personal responsibility in their lives and provide

them with opportunities to learn how to change their circumstances.

This is not about having them pull themselves up by their own

bootstraps. It is about teaching someone the skills they need to be

personally successful while supporting them in the process.

Four episodes of homelessness in 3 years (HUD’s definition of

chronic homelessness) is often accompanied by poor money

management, lack of adequate employment or an inability to keep

employment, as well as the factors of chronic mental illness and

38

substance abuse as described in this plan and elsewhere. If we

are to achieve our goal of ending homelessness before 2016, we

also need to address the factors that contribute to the revolving

door of homelessness - issues of money management,

employment, a stable social and family environment, and a

community where they can feel a part.

Employment

While we currently have employment programs through the DJFS

and RSC, they are not targeted to the chronically homeless and

there are currently no programs that are designed to teach people

many of the basic skills that are needed to keep a job. While we

recognize that the first step is gaining a degree of stability in their

lives, we need to develop the capacity to assess what other skills

are needed. Other skill development strategies need to be

developed that will equip individuals to reenter the work place,

retain their employment and even improve their ability to be

promoted if this is what they desire.

These strategies need to be investigated and specific plans

developed to move this forward. Plans are currently underway

through discussions with ODMH, RSC, our local behavioral health

provider and our consumer organization to embark on just such a

program. The Housing Coalition can also support efforts to building

on the work The Salvation Army is currently doing in collaboration

with the DJFS, United Way and other local partners. We are

encouraged with the success in obtaining the Housing Trust Fund

grant that puts this project on firmer ground and enables them to

increase their activities specifically to address homeless prevention

activities.

39

Expanding our Permanent Supported and Transitional Living

Housing

We completed construction of a 6-unit permanent supported

housing project in the Summer of 2004 and it was immediately

filled. We moved four of the five residents from our Transitional

House into these apartments and within a month the Transitional

House again became fully occupied. We always have waiting lists

for both. The CoC will have to continue to seek opportunities to

expand our base of supported housing through continued

successful HUD applications.

Homeless Prevention

The Salvation Army, a key participant in our CoC, has employed

through a Housing Trust Fund grant, one full-time worker, who

operates out of the in-kind office space at the Department of Job

and Family Services (DJFS). Individuals and families who are in

need of housing related assistance are referred to The Salvation

Army by local agencies, and would complete an interview with the

Housing case manager to determine whether to access Direct

Housing or homeless prevention services. Should an individual or

family be in need of short-term financial assistance to maintain their

current housing situation, the case manager facilitates the

emergency rental assistance process, while providing short-term

case management services in the form of budget assistance,

landlord advocacy, linkage to housing assistance services.

Direct Housing

Households who have already lost control of their housing situation

and are currently homeless would be eligible to enter the Direct

Housing Program through The Salvation Army Housing Trust Fund

grant. The Direct Housing model is currently successfully operating

in both Franklin and Delaware Counties, and provides landlord

40

advocacy, rental assistance and case management services for low

income, and homeless families with barriers to obtaining and

maintaining permanent housing. The Program seeks out available,

affordable existing housing stock in the community and facilitates

the rental process for homeless families with barriers in securing

leases. Rent, deposit and application fees may be provided, while

staff forms relationships with local landlords to advocate for them to

rent to the targeted population. Once housing is identified, staff

helps families move and settle into their new homes. Basic

household items and a start-up food box will be provided to ease

the transition. Families can be assisted with rent and utilities for up

to three months before assuming full financial responsibility for their

housing. Home-based supportive services will be provided to

families for approximately three to six months. In-home case

management services include: Housing search and placement,

landlord advocacy, individualized goal planning, emergency and

on-going budget assistance, linkage to agency resources and

linkage to community resources.

The Salvation Army Direct Housing case manager will ensure that

families become familiar with and linked to other forms of public

and private housing assistance. As families build a support

network in their new neighborhoods, the intensity of supportive

services will be reduced. While supportive services may cease

after three to six months as families become stabilized, the

Program will continue to track Direct Housing permanent housing

outcomes at the six month and one year intervals.

The overall goal of The Salvation Program - Union County Housing

Program is to assist families and individuals in resolving their

41

housing crisis or homelessness situation, and to successfully

stabilize them into permanent housing within the Union County

community. The Salvation Army’s Housing Program will provide a

central entry point of intake for households experiencing housing

crisis and/or homelessness, and provide families and individuals

with a combination of financial assistance and supportive services

specific to their needs. All households, whether receiving cash

assistance for Homeless Prevention activities or Direct Housing

activities, will be provided with case management services tailored

to their needs, such as housing search and placement, landlord

advocacy, individualized goal planning, emergency and on-going

budget assistance, linkage to other community resources. All

services are intended to:

1) Assist families/individuals in meeting their basic needs,

2) Assist families/individuals in obtaining affordable permanent

housing,

3) Provide resources and services needed to maintain permanent

housing and

4) Prevent Homelessness.

Sheltered and Unsheltered Chronically Homeless

Our Subpopulation chart that was part of our HUD submission in 2006,

shows that at the point in time of the study (January 27, 2006) we had 15

sheltered and 2 unsheltered homeless persons (one family of 3). As we

look for the reasons for this, we find the unsheltered homeless do not want

to go out of county for shelter. We currently have a contract with a nearby

community’s shelter to take our homeless, but some people don’t want to

leave our community. This is why we will continue to look at the

development of an Interfaith Hospitality type response. For the individuals

that are sheltered, we find that they could benefit from the services of our

42

transitional house, but there are no current openings. We have known for

some time that there is a local need for additional transitional housing and

this will be a priority in the years to come.

IX. Coordination of Services

Coordination of services occurs at two levels; the homeless prevention

service and the direct homeless assistance. The Multiple Front Doors

Chart (Coordination of Services, Chart 1) looks at the current structure

that people needing either homeless prevention or direct homeless

services accesses the system. This system while adequate needs to be

improved and as part of our Strategies the Affordable Housing Coalition

will need to look at a Centralized Intake System (Coordination of Services,

Chart 2)

There are several agencies that collaborate on the coordination of

services as seen in the charts. Most provide services to specific

populations and this is usually tied to funding requirements. Some, like

churches determine who they will serve through their individual

congregations but, for the most part have fewer restrictions. Listed below

are the various organizations that provide services to the homeless.

Mental Health

Our mental health center Consolidated Care, Inc. (CCI) takes the lead

through their case management department in case finding and case

management when the individual has conditions of mental illness or

substance abuse. In these cases resources are provided, often times in

cooperation with our consumer organization Wings Enrichment Center.

The case managers will link the individuals with DJFS services and look

for permanent housing while working to stabilize the person’s mental state

if that is needed. Our community mental health center has an array of

psychological and psychiatric services available.

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Wings operate a peer to peer program that can provide temporary housing

for a homeless person. Wings has trained a group of their peers in

engaging and working with other peers who may need temporary respite

care. They operate a facility on the Wings campus for this purpose. They

use the same structure to work with people who are homeless. The

advantage they have is in their understanding of mental illness and in their

peer-to-peer approach. Wings works closely with the mental health

center’s case managers, therapists and supervisors to coordinate service

for homeless referrals.

If the homeless individual or family does not have a problem that could

qualify them for services through the community mental health system we

will work with our other partners.

Veterans Service Commission

If the person has had any military involvement, our Veterans Service

Commission may have resources to assist. These resources may also

apply to immediate family members of the service member.

The Salvation Army

The Salvation Army also is able to assist families through their Homeless

Prevention services.

The United Way

The United Way helps with the coordination of resources and services and

has been useful in bridging the gap toward a Centralized Coordination of

Services. .

Churches – provide services based on their individual criteria established

by their congregations.

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Coordination of ServiceAccessing Homeless Services

Chart 1

TheSalvationArmyHomelessPrevention

TheSalvation

ArmyDirect

Housing

ChurchesMarionShelter

TurningPoint

DomesticViolenceShelter

CommunityAction:HEAPUtilityAssistance

1 night HotelStays

Veteran’s ServicesFor eligible servicemembers andfamilies

Homeless Prevention Direct Homeless Assistance

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Centralized Coordination of ServiceAccessing Homeless Services

Chart 2

TheSalvationArmyHomelessPrevention

TheSalvation

ArmyDirect

Housing

ChurchesMarionShelter

TurningPoint

DomesticViolenceShelter

CommunityAction:HEAPUtilityAssistance

1 Night HotelStays

Veteran’s ServicesFor eligible servicemembers andfamilies

Homeless Prevention Direct Homeless Assistance

Centralized Coordination

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All of these agencies will use our two out of county homeless shelters

when ever necessary. Turning Point is the domestic violence shelter that

is used and is located in an adjacent county (Marion County); the Marion

Area Shelter is the homeless shelters. (Both Turning Point and the Marion

Shelter Program are United Way supported.)

The lack of local shelter options is a problem for those who do not want to

leave the county. Some families do not want to take their children out of

their home school. Others just do not want to leave the local community.

If the individual or family is involved in the mental health system they will

often qualify for subsidized housing assistance called HAP (Housing

Assistance Program). HAP provides rental assistance and is coordinated

through the MH&R Board in cooperation with CCI. There is always a

waiting list for HAP and ODMH sees this program as a temporary

assistance program while the individuals seek permanent housing

solutions. Unfortunately, HAP often becomes a long-term housing option.

The obstacles that still need to be addressed in our service array are

those that have already been identified – skill building, money

management, job training and job readiness opportunities, an array of job

opportunities that can provide special accommodations if necessary.

X. Outreach

Outreach activities currently taking place in our community

Homeless encounters are handled on a case-by-case basis. Often law

enforcement is the first to encounter a homeless person. We have worked

with them to understand how to link the homeless with our service array.

Since our community is small and our network of mental health care is

fairly well developed, we have a fairly good understanding of those who

are most vulnerable for homelessness. In the past we have had

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individuals who have chosen to live in continual homeless conditions.

Over time we have been successful in engaging these individuals and

getting them into permanent housing. Several churches have taken on as

their ministry “helping the Homeless” and have become partners in our

Housing Coalition. The Chart below identifies the range of Outreach

activities that are currently planned.

XI. Workforce Development

Workforce development and training currently available in our

community?

While we have an array of workforce development projects (listed below),

they do not target the populations that find themselves in chronic

homeless situations. What is needed is to clearly understand the factors

that contribute to chronic homelessness and then develop programming

that specifically addresses the identified need. This will require additional

funding, which has already been identified as a need. Existing workforce

development is identified below.

ABLE/GED

One Stop Employment Center

Rehabilitation Services Commission (RSC) / Bureau of Vocational

Rehab (BVR)

MR/DD

Temporary Employment Agencies

JOG Program

Vocational Schools

Community College

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XII. Building Support and Liaison Strategizing(Including building political and community will)

Liaison Efforts Currently Taking Place in Union County

The Affordable Housing Coalition has been in operation for seven years

and has had a good track record for being successful in obtaining HUD

and Ohio Department of Development grants for homeless housing and

homeless prevention services. Our success in these areas has earned

the Coalition the respect of both political and civic community leaders.

This is evident in the growth of the participation in our activities. Our

Coalition is the only entity that is looking at the affordable housing issues

on a community/citizen basis. We work with both the City and County in

their development of both their CHIP and CHIS plans. Listed in

Attachment 4 are the members of the Affordable Housing Coalition of

Union County.

Continuum of Care Organizations

The Affordable Housing Coalition has identified the following groups that

we will continue to build relationships with as part of our ten-year plan.

Business Leaders Center Of Vocational Alternatives

(COVA) Chamber of Commerce Churches Citizens Coalition on Housing &

Homelessness in Ohio (COHHIO) County Officials Court / Judges Foster Care Network Funders – Private & Government Health Care Jobs & Family Services Landlord Association Law Enforcement Legislators

Media Mental Health Association MR/DD Prisons/Jails Real Estate Developers Realtors Rehabilitation Services Commission

(RSC) Salvation Army Schools Senior Agencies Social Security Administration Township Trustees Victims of Crime Assistance

(VOCA) Wings Enrichment Center

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These groups fall into five basic categories of types of organizations –

Governmental, Business, Social Service Organizations, the Faith

Community and Schools.

Some Strategies to “Building support and liaison strategizing (Including

building political and community will)” will cut across all of the sectors

identified above. Other Strategies will require that the Coalition find

unique and specific ways to include and engage each specific categories

involvement. We understand that the issues of eliminating homelessness

may not be the focus of many of these organizations therefore, it is

incumbent on us to engage each of these organizations in a manner that

they can relate to and in a way that allows each to engage us with input,

information and insight into how their work can influence ours and visa-

versa. Listed below are the Strategies that we anticipate using to Build

Support, including Political Will and Community Will.

Those Strategies that are Inclusive of All Organizations

Develop low cost strategies to communicate our work and information.

These include:

News letters

Internet site

E-mail news letters

Targeted Communication to specific sectors that will provide

a perspective to the information in a way that may capture

their interest. The same information may be presented to a

Faith Based Organization in a different manner that to a

Governmental entity.

Have Quarterly Focus Groups where you invite a different selection of

similar groups to attend a breakfast to provide their input to various

subjects.

Annual Dinner and Annual Fundraiser (silent auction, golf outing etc.)

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Those Strategies that are Specific to Particular Categories of Organizations

Organizational Category Specific Strategy

GovernmentalFor City and County Government Participate in their CHIP and CHIS

planning, Attend at least one time a year

one public meetings to talk aboutthe progress that has been madeand gain their input regardingissues and trends related to ourwork.

State and Federal Government Participate in lobbying effort, Meet with local congressional

representatives –to educate anddiscuss your issues – at electiontimes hold special meetings wheremembers of the coalition canattend.

Business Organizations Develop relationships throughCoalition members whereemployment opportunities forhomeless may develop.

Have targeted information thatinforms business owners andindustry of the work and needs.

Social Service Create opportunities for additionalsocial service agencies toparticipate in the Coalition’s efforts– widen the net.

The Faith Community Establish specific meetings for thefaith based communities whohave a zeal for homelessness andthose in need where they canfocus on collaborative strategies.

Discuss with this group a versionof the Hospitality Network wherewe find a single location and thechurches come to the families.

Schools Establish a point of contact –liaison who can be a part of alarger focus group and who willaddress issues that are related tothe school system.

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Listed below is the liaison work that needs to be developed and how, who and

when it will be done.

What liaison workneeds to be developed How and who?

When will this beaccomplished

Join other planninggroups / shareprocesses

MH&R Board, is in aposition to work with Cityand County governmentUnited Way is in a goodposition to work withmany of the non-profitorganizations.

While this is an ongoingprocess, the Homeless issueand the need forinfrastructures to support ourissues can be brought up inmany contexts. We need totake advantage of the manyhats some of us wear.

Garner politicalsupport

Invite potential liaisonsto coalition meetings

This should be a functionof the current CoalitionChair.

Bimonthly meetings

Survey for input

Get on City and VillageCouncil agendas andmeet with CountyCommissioners

The Coalition’s Chairshould take the lead onthis

Set the first meeting after theTen Year Plan is completed.Meets with these entities twotimes a year for updates.

Share successes The Core Group Have an annual dinnermeeting for presentation ofprogress and needs.

Develop marketingmaterial

Core Group should setup a special committee todo this.

Winter of 2007 withsuggestions and samples ofmaterials by spring of 2007and publication by thesummer of 2007

Develop sub-committees based onbylaws.

The ExecutiveCommittee of theCoalition

To be determined

Show how positivechanges will affect theentire community

PR committee of thecoalition

To be determined.

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XIII. Data Collection

We have listed in the CoC Housing Inventory Data Sources and Methods

Chart (Attachment 5) some of the data collection instruments used in our

most recent HUD submission. These charts demonstrate the current

status of our data collection and the information that these instruments

provide. While they are not yet refined enough, they are a good start. We

have plans to refine and improve these forms and our process of data

gathering. Attachment 6 is the Union County Homeless Needs Survey

that will be used for our data collection instrument at our Point in Time

Count in January of each year or as designated by HUD. Training on the

use of this instrument is always conducted prior to the survey count. We

gather a broad cross-section of service providers, law enforcement and

churches to participate in the training. One agency is designated by the

CoC to track the data collection and tabulate the results.

Plans for Improving Our Data Methodology

Over time we anticipate being able to refine our data collection

methodology using several methods.

First, we will continue to use and refine the HMIS from HUD.

Who – The MH&R Board has taken the lead in this project and

coordinates the data collection through the HMIS with the two

HUD projects we currently have (the Transitional House –

Homeward Bound and Permanent Supported Housing – I’m

Home).

When – This process is underway for our preparation to

conduct our third Point-in-time count in January 2007. Our

instrument has undergone revisions and we will be distributing it

to the end users prior to implementation. This instrument’s

refinement will be an ongoing process. HUD undoubtedly will

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continue to refine and improve their HMIS and our local CoC will

keep up to date with those improvements and changes.

Second, we will look at expanding this data collection using HMIS

to the other work we are doing to prevent homelessness. The

system has the adaptability to collect information broader that

required by HUD.

Who – The MH&R Board will continue to take the lead on

this project. We will work closely with The Salvation Army as

they also have an important component of homeless

prevention.

Who - The Salvation Army also has a very detailed database

of their own. Coordination of the two data bases will need

to take place and will be coordinated by the representatives

form both organizations.

Third – Over time and as our community grows, we will need to

determine who else and what else needs to be included into our

data collection project. Data is vital to document need, follow

trends and to use to justify additional resources.

Who – A special subcommittee of the Core Group of the

Housing Coalition should be developed to shepherd this

project. In time it would be advisable to look for a person

who specializes in MIS to do this work. This may need to be

a shared position.

XIV. Sustainability Planning

Union County is a growing community with low unemployment. Housing

and apartment units are springing up throughout the county as Union

County is ranked as the 2nd fastest growing community in Ohio. These

success factors create a disparity between those who reap the fruits of

this success and those who live their daily lives under the burden of

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chronic and persistent mental illness and chronic alcohol and drug

addiction. At the same time, the disparity between those who are able to

afford these housing and apartment units and the population of consumers

we serve continues to grow. The goals that the CoC Planning group is

addressing are currently related to development of:

1.) Permanent supported housing for our people, who need

greater support to be successful in their housing,

2.) Financial assistance to assist people in keeping their

housing,

3.) Determine what type of homeless intervention is best suited

for our community (shelter, Interfaith hospitality network).

4.) Under active planning is implementing a program The

Salvation Army is conducting in a neighboring community

that is a blend to the concepts of Interfaith Hospitality and a

shelter program.

We have also been successful in acquiring a HUD capital grant that built

six Permanent Supported Housing units (completed 2004). These six

units will were for current residents of our transitional house. A seventh

unit was also constructed to serve several functions. It will be a gathering

place for the residents of our supported housing for meals and

socialization and also serves as a one night emergency shelter when

other options are not available. The CoC’s mission is to develop

strategies to clearly outline and demonstrate the need for a variety of

shelter and housing options and develop actions that would lead to greater

access to safe and affordable housing for all.

Our designated target groups are those vulnerable populations of Union

County residents that, for whatever reason, may not have access to an

affordable, decent range of housing to which they aspire and who may be

homeless or vulnerable. Our objective is to review the imbalance between

the availability of safe, decent and affordable housing and apartment units

that currently exist and what is needed. By working in collaboration with

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the current policy structures and businesses (builders, policy makers and

community leaders) we can promote a network of affordable housing

options. In years to come we have the dream of ending homelessness

and for all to have the choice and accessibility of decent and affordable

housing.

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Sustainability Chart

Component What Needs to beDone

Who will do this Potential Resources Time Lines

Employment Develop thecapacity to assesswhat employmentskills are needed. Develop skilldevelopmentstrategies that willequip individuals toreenter the workplace, retain theiremployment and evenimprove their ability tobe promoted, if this iswhat they desire.

The Board of Directorswill need to establish asubcommittee toaddress thecomponents of a full-scale employmentprogram.

The ExecutiveDirector of the MH&RBoard has alreadybegun foundationalwork in this area.

ODMH, RSC, our localDJFS, behavioralhealth provider andour consumerorganization all have acommon interest inemploymentopportunities and skilldevelopment.Together they canlook at fundingpossibilities that mayalready exist likeTicket to Work. Theycan also explore otherfunders includingfoundations that focuson employment.Contact should bedeveloped with ourlocal Joint VocationalSchools.

This committee shouldbe established by theSpring of 2007. Theyshould providequarterly reports to thefull Coalition with anannual report.

Employmentprogramming shouldbe targeted to beginusing coordination ofexisting resourceswith a focus on thehomeless by theSummer of 2007.

Our local JointVocational Schoolsshould be contactedas early as the Winterof 2006 to determinetheir interest andresources.

Funders willing to helpfund a fully developedemployment programthat includes targeting

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Component What Needs to beDone

Who will do this Potential Resources Time Lines

homeless should beidentified by the Fall of2007.

Applications forfunding should beginin the Winter of 2007and continue assuccesses areachieved in gettingavailable funding.This will be anongoing endeavor asthis program grows.

ExpandingPermanentSupported Housing

Our datademonstrates thatthere is a growingneed to expand ourbase of permanentsupported housingespecially for thosewith chronic mentalillness and substanceabuse.

CoC will have tocontinue to seekopportunities toaddress this need.

HUD is the primaryresource of funding forPermanent SupportedHousing. There areplans to develop“Shelter Care Plus”applications to HUD incooperation with ourMental Health providerand ConsumerOrganization.

HUD application forShelter Care Plus willbe developed in 2007.Continuedconsideration will begiven to this fundingas long as the needcontinues.

Expand TransitionalHousing

Our data supports thatneed for additionalTransitional Housing.Unfortunately HUDcurrently does notidentify this as a

The MH&R Board willcontinue to look foropportunities todevelop this neededhousing type and willapply to funding

To Be Determined. Unknown at this time

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Component What Needs to beDone

Who will do this Potential Resources Time Lines

funding Priority. Thecurrent annualoperating costs of aTransitional Housingare approximately$160,000.

sources as they arediscovered.

HomelessPrevention

Our data shows thatthere are manyIndividuals andfamilies who are inneed of short-termfinancial assistance tomaintain their currenthousing situation.They are in need of acase manager whowould facilitate theemergency rentalassistance process,and providing short-term casemanagement servicesin the form of budgetassistance, landlordadvocacy, and linkageand referral services.

The Housing Coalitionwill continue tosupport the efforts tobuilding on the workThe Salvation Army iscurrently doing incollaboration with theDJFS, United Wayand other localpartners in this area.We need to developadditional fundingstreams to supportthis work.

The ODOD HousingTrust Fund is currentlyfunding theseprograms and we willcontinue to pursue thisresource. Otherfunders such asfoundations thatsupport this work willcontinue to be sought.

We will continue tosubmit applications toexpand our currentservice array annually.

The Salvation Armywill continue this workthrough a HousingTrust Fund grant onefull-time worker, whooperates out of the in-kind office space atthe Department of Joband Family Services(DJFS).

Direct Housing This program provideslandlord advocacy,rental assistance andcase managementservices for low

Our Core Group incooperation with TheSalvation ArmyHousing will continueto develop our

The Housing TrustFund of ODOD.

The Salvation Armyhas been successfulin being awardedgrants and willcontinue to build on

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Component What Needs to beDone

Who will do this Potential Resources Time Lines

income, and homelessfamilies with barriersto obtaining andmaintainingpermanent housing.The Program seeksout available,affordable existinghousing stock in thecommunity andfacilitates the rentalprocess for homelessfamilies with barriersin securing leases.Rent, deposit andapplication fees maybe provided, whilestaff form relationshipswith local landlords toadvocate for them torent to the targetedpopulation. Oncehousing is identified,staff helps familiesmove and settle intotheir new homes.Basic household itemsand a start-up foodbox will be provided toease the transition.Families can be

strategies for fundingof our Direct HousingProgram through theTrust Fund grant formODOD. The DirectHousing model iscurrently successfullyoperating in bothFranklin and DelawareCounties andoperated by TheSalvation Army there.

their success.

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Component What Needs to beDone

Who will do this Potential Resources Time Lines

assisted with rent andutilities for up to threemonths beforeassuming full financialresponsibility for theirhousing. Home-basedsupportive serviceswill be provided tofamilies forapproximately three tosix months. In-homecase managementservices include:Housing search andplacement, landlordadvocacy,individualized goalplanning, emergencyand on-going budgetassistance, linkage toagency andcommunity resources.

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XV. Permanent Housing

Permanent Housing Development Strategy

Our Target Population is the economically disadvantaged, homeless

families in Union County, who do not have a fixed, safe, permanent

residence. Families are most likely temporarily residing outside on the

land, in a vehicle, in an out of county shelter, or in a motel/hotel, and

typically display the following characteristics:

Have income at or below 35% of area median income,

Have multiple barriers to securing and maintaining permanent

housing, such as multiple evictions, criminal history, mental

illness, etc.

Have adequate income or demonstrate the ability to have such

income, in order to maintain permanent housing,

Demonstrate appropriateness for independent living, rather than

needing a higher level of assisted living due to substance

abuse, mental illness, etc.

Shortage of Affordable Housing

Union County does not have a Public Housing Authority. Families seeking

Housing Voucher Assistance must apply in a neighboring County. The

Delaware County Housing Authority currently has over 400 households

currently on the 1-2 year waiting list.

Explanation of Community Need

The condition addressed by the Direct Housing Program is the growing

number of families who are experiencing homelessness due to the

increased gap between family income and affordable housing.

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The housing challenges faced by many families in Union County

mirrors a national trend in housing instability for low-income

families.

A growing body of research suggests that the growing numbers

of homeless families can be attributed to the following factors3:

Poverty

100% of homeless families in the Direct Housing Program will have

income at or below 35% of the median income level for Union County.

Widening Gap Between Living Wage and Housing Affordability

According to NLIHC’s annual out of reach report released December 13,

based on a housing wage of $12.14 in Ohio, a family must have 2.4 wage

earners working full-time at minimum wage, or one full-time wage earner

working 94 hours in order to afford a modest, Fair Market Rent (FMR) two-

bedroom apartment at $631 per month.4

Program LevelOutcome:

100% of homeless families will resolve theirhomeless situation.

Indicator of Success: 90% of the homeless family will obtain andmaintain permanent housing.

PerformanceBenchmark:

80% of families will obtain permanent housing andmaintain it for six month.

Cost: From our 2006 homeless point-in-time count,Union County had one family of 3 and tenindividuals who were homeless (either sheltered orunsheltered). To house these persons, it wouldrequire:

Family – 1 @ $631/month x 12 mos = $7,572Individual – 10 @ $450/month x 12 mos. = $54,000

3National Alliance to End Homelessness: 10 Year Plan to End Homelessness. Washington, D.C.4 National Low Income Housing Coalition. Out of Reach 2005. Washington, D.C.

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It would require $61,572 annually to meet this level of demand. If all 11 of

these people were to get into affordable permanent housing and we had

the resources to cover the initial cost of housing plus two months rent, we

estimate that the cost would be approximately $2,000 per household @ 11

households = $22,000. If after two months, we would see that there were

resources to have the resident pay 35% of their rental cost or an average

of $220 for a family and $157 for an individual, we would have to have

additional funding of $17,325 and $2,200 for the family. This would total

$41,525 annually. Trying to achieve funding at a $50,000 level would be

the goal.

Sources of Funding

With an annual goal of $50,000 for direct housing for homeless, several

funding sources could be developed over time. One source could be to

mobilize the faith community. The goal would be to find ten churches that

would contribute $5,000 per church to this effort. The management of

these funds could be coordinated between the MH&R Board and either

The Salvation Army or the United Way. Another source of funding could

be from the county and City of Marysville. It may be possible to have

these governmental entities set aside $25,000 from their CHIP funds.

Other grants could be sought from ODOD Housing Trust Fund, or

Foundations who support homeless concerns. It also may be possible to

collaborate with Delaware County. We currently work closely with their

Housing Authority and The Salvation Army who heads a program in both

of our counties. Our Coalition has discussed the possibility of partnering

with Delaware Housing Authority to include Union County under their

umbrella. This needs to be explored more fully. Collaboration with

Delaware Housing (a not for profit who specializes in housing

management) is another possibility. This would open up the possibility of

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applying for 811 housing funding for the mentally ill. This group has

successfully applied for this type of housing.

XVI. Implementation Strategy

Once this plan has been approved the Union County Coalition for

Affordable Housing and Ending Homelessness (Housing Coalition) will

meet to review the elements of the Plan and establish an annual

monitoring process. Committees and subcommittees will need to be

established according to the plan. Each year we will map out a more

detailed work plan revising it as needed. We will build in strategies to

keep focused and on track. We will also use the “Beyond Shelter” modes

identified below.

Beyond Shelter states that, the Housing First approach is implemented

through four main stages: Crisis Intervention and Short-term Stabilization,

Screening, Intake and Needs Assessment, Provision of Housing

Resources and Provision of Case Management. The Housing First

method deals with a holistic and integrated approach, interrelating

problems that homeless families face, such as poverty with economic

development, social infrastructure and housing. It quickly removes

families from the crisis and instability of homelessness by fulfilling their

basic need of housing, and integrates them back into their community

where they can begin to address the issues that led to their housing

crisis.5

The Union County Direct Housing Program will follow the Housing First

methodology of housing, which is an alternative and dramatic new

response to the problem of family homelessness. The Housing First

model is designed to be a time-limited relationship, which is designed to

empower participants and foster self-reliance not dependence on service

5 Beyond Shelter. Housing First Fact Sheet. 2003.

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providers. Direct Housing is considered an alternative to establishing a

congregate shelter, as it helps homeless families move directly into

affordable rental housing in residential neighborhoods within their

community. Additionally, the program provides up to one year of

individualized, home-based social services after move-in to help each

family achieve housing stability and break their cycle of homelessness.6

6 Beyond Shelter. Housing First Fact Sheet. 2003.

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Implementation Strategy Ten Year Strategy to End Homelessness in Union CountyUnmet Need Service Coordination – Outreach Gaps

What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

Standardized Referral

There is a lack ofunderstanding of the currentarray of services that areavailable and who areeligible for the services andhow to access them.

Establish county wideprocedures forcoordination of respondingto the needs of thehomeless.

Educate very broad cross-sections of providers ofthe available services,

Develop low costpublication that can beeasily updated andreproduced,

Develop easily accessibleinternet informationresources available at theCounty level,

Develop training that istargeted to specificprofessionals andproviders.

The Coalition willestablish a subcommitteeto address thedevelopment of a productand process for this gap.

Begin early 2007 todiscuss anddevelop theinformation neededto disseminate.

By the end of 2007have the materialready for abrochure.

Early in 2008 beginbi-yearly training forthe proceduresestablished.

The subcommitteewill investigate howwe could publishthis on the internetincluding a plan todo so by January of2008.

“One Stop” for Homelessor Centralized IntakeProcess

Coordinate of service Due tothe lack of our ability to fund

This will only be solved if we areable to find resources that can bedirected toward servicecoordination and administrationof these efforts.

The Coalition needs to addressthis issue. Chart 1 describesthe current status of referral anddemonstrates a lack ofcoordination. Chart 2 describesour goal. To accomplish this we

The Coalition willbegin in early 2007looking at how toaddress this issue,

By July of

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What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

this services United Way andthe Salvation Army aretaking the lead.

Find funding to develop amulti service center thatcan pull resourcestogether and bettercoordinate our efforts.

Get all agencies on thesame page – follow thesame steps to addresshomelessness.

Establish a CentralizedIntake Process that all canfollow with a central pointof coordination.

will need planning and funding. 2010 have aplanincludingfunding.

Securefunding by2012.

EstablishCentralizedintake andtrainingagencies onnewprocedureearly 2012.

Transportation

There is a lack of publictransportation in UnionCounty which makes itdifficult for people who arehomeless.

Public Transportation is acounty level problem andthe solution is at that level.We will work with theleaders in planning effortsto address the publictransportation issue.

This is a Coalition levelinteraction. The Coalition willneed to establish a process towork on this issue.

This issue will beaddressed in early2007 and theCoalition will set aprocess that willtake several yearsto develop. 2010 to2015

EmploymentWhile Union County hasvarious employmentprograms with DJFS and

Work with all localemployment services toidentify how they can assistand interface with homeless

This is a Coalition levelinteraction. The Coalition willneed to establish a process towork on this issue.

This issue will beaddressed in early2007 and theCoalition will set a

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What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

RSC there isn’t any directemployment or supportedemployment.

Jobs that fit career goals –instead of short term fix

Lack of “permanent” jobs

individuals. Develop direct employment

opportunities and workhardening opportunities.

Create Customizeemployment opportunities*

Use Place and Trainmodels

The MH&R Board will look atdeveloping direct employmentand employment readiness.This is already under way.

Develop a job readinessand placement programthat looks at working witha wide cross section ofindividuals who would liketo work but need specialaccommodations, skilldevelopment and directjob placement andsupport.

Work with localemployers through aFocus Group todetermine their needsand their suggestionsregarding the skills theyrequire.

Work with local employers tosee if there is a possibility todevelop off site work programs.*

process that willtake several yearsto develop.

In early 2009 thebeginnings of andirect employmentprogram should bedeveloped andcontinue to growthrough 2016.

Skill Development Identify the personal skillsneeded to avoid

The Salvation Army and theUnited Way could look at

The Coalition willreview this gap as

69

What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

homelelseeness. Provide services directed

toward skill development Identifying the current

resources for personal skilldevelopment leads toeliminating the causes ofhomelessness.

Develop a job readiness andplacement program that looksat working with a wide crosssection of individuals whowould like to work but needspecial accommodations, skilldevelopment and direct jobplacement and support.

Work with local employersthrough a Focus Group todetermine their needs andtheir suggestions regardingthe skills they require.

Work with local employers tosee if there is a possibility todevelop off site workprograms. *

funding opportunities to fund thisarray of services.

they review the TenYear Plan at thebeginning of 2007,

Explore fundingopportunities 2008.

Secure funding by2009 or 2010.

Case management Special training may berequired for our casemanagers that willincrease their ability to

This will be a cooperativeeffort between TheSalvation Army, MH&R

Begin early 2007 todiscuss anddevelop theinformation needed

70

What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

more skillfully work withthe chronically homeless.

Helping case managersrecognize those at risk ofhomeless and the factorsthat cause individuals andfamilies to be at risk.

The above will makeintervention take place atearlier points in time andavoid housing crisis.

Board and United Way. to training.

By the end of 2007have the materialready and trainingcan be scheduled.

Early in 2008 beginbi-yearly training forthe proceduresestablished.

Permanent Housing Review the HUD housingguidelines yearly to determineif any housing proposals willbe submitted.

Apply for HUD Shelter CarePlus

Look at the possibility of 811HUD grant.

The CoC will promote entitiessubmitting HUD housingproposals.

The MH&R Board will look atapplying for HUD Shelter CarePlus and 811 grants.

This is an ongoingactivity of the CoC.

Submit a proposalin May of 2007 andevery yearthereafter if MH&RBoard determinesthis is an activitythat is needed.

The MH&R Boardwill opendiscussions with ahousing corporationthat has experiencein 811 applicationsand operations

71

What are the gaps orunmet needs in

coordination of services?

What strategies will you useto fill these gaps?

Responsible Person -Organization

Target Dates(mo/yr will be

accomplished)

beginning in 2008.

Legislative Solutions

State and Federal LevelRules & Restrictions onFunds: rules related to theuse of funds based onspecial populations make itdifficult to serve someindividuals that don’t fall intothese categories. Changingthis will require lobbyingefforts.

This is a System Changeissue and needs solvedthrough working withadministrators andlegislators to modifycurrent regulations.

Work with housinglobbying groups to havelegislators understand theneed and developlegislation that is moreresponsive to problemsfaced by housing services.

This effort is a combined effortwith various partners regionallyand state wide to help bringabout changes that are neededin addressing ruralhomelessness.

The Coalition will designate apoint person to track, report onand be involved in lobbyingactivities.

Designate aperson(s) to beresponsible for thiswork by June 2007.

Semi-annualreports to theCoalition from thisperson(s).

*An off site work program would be a program that takes a specific function of a company and delivers this service to the companyfor another site. This site will be able to employ individuals and will be able to make the special accommodations that may beneeded better than the company can. The accommodations range from split shifts, job co-opting, accommodating irregularschedules, extended time for illnesses, less stressful and safer environments. These jobs would be at competitive wages and this isnot a sheltered workshop model. These jobs could be permanent or skill development where the individual will move on to morecompetitive employment.

72

Ten Year Timeline Chart

Task Year1

2007

Year2

2008

Year3

2009

Year4

2010

Year5

2011

Year6

2012

Year7

2013

Year8

2014

Year9

2015

Year10

2016Standardized Intake Standardize Intake and Referral Training systemsCentralized Intake

Planning for the development of a central place forintakes and referrals.

Investigate Funding Obtain Funding and ImplementTransportation Identify the range of Transportation needsAnd develop a plan for implementation. Planning for the need for mass-transit system and

implement and fund the plan.Employment

Work with all local employment services toidentify how they can assist and interface withhomeless individuals.

Develop direct employment opportunities and workhardening opportunities.

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Task Year1

2007

Year2

2008

Year3

2009

Year4

2010

Year5

2011

Year6

2012

Year7

2013

Year8

2014

Year9

2015

Year10

2016Skill Development

Identify the personal skills needed to avoidhomelelseeness.

Identifying the current resources for personal skilldevelopment leads to eliminating the causes ofhomelessness.

Provide services directod toward skill development

Permanent Housing

Review the HUD housing guidelines yearly todetermine if any housing proposals will besubmitted.

Apply for HUD Shelter Care Plus

Lobbying

Homeless Point in Time CountJanuary each year

Coalition Monitoring of Plan Yearly

74

XVII. Regionalism

Regionalism has two implications, one relates to HUD’s discussion related

to wanting Ohio’s Balance of State counties to organize in regional

groups. This would not be favorable to Union County at this time as Union

County is currently only competing with the other counties that submit

proposals. Under the HUD concept of regions, the regional CoC would

select one proposal for funding which could restrict the number of projects

that were brought forward on our behalf.

Regionalism as it relates to collaboration across counties has a number

of advantages. They are:

Sharing strategies that relate to many areas. Counties who are

new to the housing collaboration and homeless work could be

provided with information and support related to starting a

community collaborative. Counties could share resources such as

bylaws, meeting structures and gaining community participation

and support. Counties could collaborate on assistance in

preparing HUD proposals, sharing experiences and providing

suggestions on how to write successful proposals.

Benefits include: Counties may want to collaborate on joint

ventures that cross counties. These projects may be housing

projects directed at special populations such as persons with both

mental illness and chronic substance abuse. Many times smaller

counties may not have the numbers of individuals to support a

program themselves and would benefit from developing a joint

venture with a neighboring county. Leveraging resources from

entities that serve multiple counties could be a benefit. In Union

County Honda of America has several manufacturing plants. They

are also in several surrounding counties. This is true of several

larger industries. We have found that these companies do want to

help the local communities and like proposals that benefit more

75

than one county. Foundations are also inclined to support multi-

county proposals.

Collaborative lobbying on a regional and RHISCO Project level

would also be an activity that our Housing Coalition would support.

XVIII. Conclusion

Our Challenge – No one Left Behind

It has been said that the measure of a community is how they take care of

those less fortunate. Every community is made up of a cross-section of

various ethnic, social and economic strata. Union County is no exception.

We find ourselves changing from a rural – mostly white, mostly middle

class agricultural community - to one of increasing diversity. Once

characterized as rural, Union County is transitioning to suburban. Many of

the new residents see Columbus as the place where they work, shop and

play. This creates a challenge for county planners when they try to

involve the new residents in a way that will invest them in the culture we

want to retain.

Many people think of homelessness as strictly an urban phenomenon

because homeless people are greater in number and are more visible in

urban areas. But, homelessness, including people who live in housing not

meant for habitation, is pervasive in rural areas. Advocates and

researchers often refer to people who experience rural homelessness as

the “hidden homeless.” It is rare to see the homeless walking our streets

and sleeping in public places, but it is nonetheless here. In rural Ohio,

there still exists a attitude of ‘taking care of our own’. Many people in rural

areas who experience housing instability go unnoticed and uncounted

because rural homelessness takes shape differently than urban

homelessness. Most rural homeless people live doubled-up with friends

or family, in motels, cars, or campgrounds, and in other places not

intended for habitation. While those doubled-up households do not meet

76

HUD’s definition of homelessness, people living temporarily with friends

and family are essentially homeless and experience similar problems with

housing instability that needs to be incorporated into our strategies. We

also know that mental illness and alcohol and drug addiction contribute to

much of the homeless conditions that exist in our society and cannot be

ignored.

Tonight approximately 750,000 men, women and children will be

homeless, despite a two billion dollar a year infrastructure designed to

deal with the problem. Twenty-five years ago, there was not widespread

homelessness in America. In Ten Years, if every community committed

themselves to ending homelessness, we would have achieved our goal.

This journey has to start with the first step. Let’s take that first step

together.

77

Attachments

and

Examples of Current

Data Collection Instruments

Attachment 1CoC Housing Inventory Charts 2005- 2006

Emergency Shelter: Fundamental Components in CoC System – Housing Inventory ChartTargetPop Year-Round Other Beds

Provider Name Facility NameHMISPart.Code

Number ofYear-Round

Beds inHMIS

GeoCode

A B Fam.Units

Fam.

Beds

Indiv.Beds

TotalYear-RoundBeds

Seas-onal

Overflow &Voucher

Current Inventory Ind. Fam.Wings EnrichmentCenter

Wings EnrichmentCenter 5 1 0 399159 SMF 0 0 1 1 0 0

SUBTOTALS: 1 0 SUBTOT. CURRENTINVENTORY:

0 0 1 1 0 0

New Inventory in Place in 2005(Feb. 1, 2005 – Jan. 31, 2006)

Ind. Fam.

N/A

SUBTOTALS: SUBTOTAL NEWINVENTORY:

Inventory Under DevelopmentAnticipated

Occupancy DateN/A

SUBTOTAL INVENTORY UNDER DEVELOPMENT:TOTALS: 0 0 1 1 0 0

Unmet Need 0 0 5 5 0 01. Total Year-Round Individual ES Beds: 1 4. Total Year-Round Family Beds: 02. Year-Round Individual ES Beds in HMIS: 1 5. Year-Round Family ES Beds in HMIS: 03. HMIS Coverage Individual ES Beds: 6. HMIS Coverage Family ES Beds: 0Divide line 2 by line 1 and multiply by 100. Round to awhole number.

100Divide line 5 by line 4 and multiply by 100. Round to awhole number.

78

CoC-I

Transitional Housing: Fundamental Components in CoC System – Housing Inventory Chart

TargetPop Year-Round

Provider Name Facility Name HMIS Part.Code

Number ofYear-Round

Beds inHMIS

GeoCode

A B FamilyUnits

FamilyBeds

Individ.Beds

Total Year-Round Beds

Current Inventory Ind. Fam.5 5 0 SMF 0 0 5 5Mental Health & Recovery

Board of Union CountyHomewardBound

Mental Health & RecoveryBoard of Union Count

Hudson House 6 0 SMF 0 0 6 6

SUBTOTALS: 5 0 SUBTOT. CURRENTINVENTORY:

0 0 5 11

New Inventory in Place in 2005(Feb. 1, 2005 – Jan. 31, 2006)

Ind. Fam.

N/A

SUBTOTALS: SUBTOTAL NEWINVENTORY:

Inventory Under Development Anticipated OccupancyDate

N/A

SUBTOTAL INVENTORY UNDER DEVELOPMENT:TOTALS: 0 0 5 5

Unmet Need 0 0 3 31. Total Year-Round Individual TH Beds: 11 4. Total Year-Round Family Beds: 02. Year-Round Individual TH Beds in HMIS: 11 5. Year-Round Family TH Beds in HMIS: 0

6. HMIS Coverage Family TH Beds: 0Divide line 5 by line 4 and multiply by 100. Round toa whole number.

79CoC-I

80

Permanent Supportive Housing*: Fundamental Components in CoC System – Housing Inventory Chart

Target Pop Year-RoundProvider Name Facility Name HMIS Part.

Code

Number ofYear-Round

Beds in HMIS

GeoCode

A B FamilyUnits

FamilyBeds

Individ.Beds

Total Year-Round Beds

Current Inventory Ind. Fam.5 6 0 SMF 0 0 6/5 6Mental Health & Recovery

Board of Union CountyI’m Home

SUBTOTALS: 6 0 SUBTOT. CURRENTINVENTORY:

0 0 6/5 6

New Inventory in Place in 2005(Feb. 1, 2005 – Jan. 31, 2006)

Ind. Fam.

N/A

SUBTOTALS: SUBTOTAL NEWINVENTORY:

Inventory Under Development Anticipated OccupancyDate

N/A

SUBTOTAL INVENTORY UNDER DEVELOPMENT:TOTALS: 0 0 6 6

Unmet Need 0 0 3 31. Total Year-Round Individual TH Beds: 6 4. Total Year-Round Family Beds: 02. Year-Round Individual TH Beds in HMIS: 6 5. Year-Round Family TH Beds in HMIS: 0

6. HMIS Coverage Family TH Beds: 0Divide line 5 by line 4 and multiply by 100. Round to awhole number.

81

Attachment 2:

Homeless Population and Subpopulations

Homeless Population Sheltered Unsheltered TotalEmergency Transitional

1. Homeless Individuals 4 5 2 11

2. Homeless Families withChildren

1 0 0 1

2a. Persons in HomelessFamilies with Children

3 0 0 3

Total (lines 1 + 2a)7 5 2 14

Part 2: HomelessSubpopulations

Sheltered Unsheltered Total

1. Chronically Homeless 10 2 122. Seriously Mentally Ill 53. Chronic Substance Abuse 74. Veterans 05. Persons with HIV/AIDS 06. Victims of DomesticViolence

3*

7. Youth (Under 18 years ofage)

2*

*Currently 1 familyconsisting of 1 adultand 2 children are inour domestic violenceshelter.

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Attachment 3Service Activity Chart

Fundamental Components in CoC System – Service Activity ChartComponent: PreventionService in place:Emergency Assistance: Limited funding is available to assist individuals in thepayment of some housing expenses to avoid eviction. United Way funded and operated by the local ministerial association –

Emergency Food and Shelter program funded by. Consolidated Care Inc. has wrap-around funds that can be used for mentally ill

person’s needs to related to housing.

Rental Assistance:

United Way and operated by the local ministerial association - Provide rentassistance, food, motel for temporary assistance.

Mental Health and Recovery Board – Housing Assistance Program providesemergency rental assistance and emergency assistance

Service planned: A variety of employment opportunities are needed for peoplewith mental and other disabilities that will enable them to afford housing options.We are working on employment options through our consumer group and throughDJFS to increase the range of employment opportunities. Our consumer group isalso in the process of developing a consumer operated services that will use apeer to peer model to provide assistance to consumers in the proper upkeep oftheir residence.How homeless persons access/receive assistance: We make sure that the networkof social services providers, churches, police and other law enforcement haveinformation regarding our housing and other services for referral purposes.

Component: OutreachService in place:

DJFS: Caseworkers with DJFS are often the first persons to identify emergencyhousing and homeless needs.

Living Waters Church has a very aggressive outreach program that goes out tolocations where the homeless are to provide food and other things as needed.

Consolidated Care Inc. - Case managers will do outreach with individuals thatare mentally ill and homeless. We have a well developed and coordinatedsystem of community interventions through not only our own case managementsystem but also through the collaboration among our broader social servicesnetwork.

VOCA (Victims of Crime Assistance): Works with victims of domestic violencein outreach programs to assist them to avoid homelessness.

83

Service planned: The Salvation Army through a United Way grant will bedeveloping an outreach program as part of a homeless intervention programunder development. We are currently working with the Department of Job andFamily Services around several high-risk, substance abusing populations that willuse outreach and assessment to intervene earlier and avoid more seriousconsequences such as loss of housing due to substance abuse.How homeless persons access/receive assistance: We make sure that the networkof social services providers, churches, police and other law enforcement haveinformation regarding our housing and other services for referral purposes.Component: Supportive ServicesService in place: As stated above we have a well developed and coordinatedsystem of community interventions through not only our mental health casemanagement system but also through the collaboration among our broader socialservices network. This system works closely with consumers to assist them in thesupports needed to keep their housing. Community Action Organization assists individuals with supportive services

around the proper upkeep of their property. Wings Enrichment Center uses a peer model to work with individuals to avoid

eviction. Consolidated Care Inc. Case managers offer various services that enable

individuals to stay in housing. They access a variety of resources. Union County Special Needs Pantry provides individuals with commodities

that can not always be purchased with food stamps but are essential for beingable to maintain tenure in the community. Items such as laundry detergent,shampoo, toilet paper to name a few.

Service planned: Our consumer group is also in the process of developing aconsumer operated services that will use a peer to peer model to provideassistance to consumers in the proper upkeep of their residence.How homeless persons access/receive assistance: We make sure that thenetwork of social services providers, churches, police and other law enforcementhave information regarding our housing and other services for referral purposes.

Services Being PlannedComponent: Permanent Supportive HousingService planned: We are currently in the construction phase for 7 permanentsupported housing units and hope to apply for more in the future.

84

Attachment 4

Continuum of Care Organizations

Specific Names of CoCOrganizations/Persons

Geographic AreaRepresented

SubpopulationsRepresented, if

any*

Level of Participation (activity andfrequency) in Planning Process

Local government agencies:Mental Health and Recovery Boardof Union CountyMike WitzkyKim Morley

Union County SMI Lead Agency. Participate in the overallorganization and planning of strategies toend chronic homelessness. Participatesin the Permanent Supported HousingProject and serves on the HMIS DataCollection Committee. Also working withUnited Way and Salvation Army on aversion of a shelter/Interfaith HospitalityNetwork program.

City of MarysvilleKathy House

City of Marysville None Participate in the overall organizationand planning of strategies to end chronichomelessness.

Union County Board of CommissionersTom McCarthy

Union County None Provides input as requested.

Marysville City CouncilVacant

City of Marysville None Provides input as requested.

Dept. of Job & Family ServicesPat Williams

Union County None Participates in the overall organizationand planning of strategies to end chronichomelessness.

Union County Dept. of MentalRetardation

and Development DisabilitiesJessie Roberts

Union County MR/DD Participates in the overall organizationand planning of strategies to end chronichomelessness.

Union County Veterans ServiceGail DeGood-Guy

Union County VETS Provides input as requested.

Community Action OrganizationJim Cesa

Union County None Participates in the overall organizationand planning of strategies to end chronichomelessness.

Public Housing Authorities (PHAs):Delaware Metropolitan Housing

AuthorityGinger Kauble

Union County None Participates in the overall organizationand planning of strategies to end chronichomelessness.

Nonprofit organizations:(includes Faith-Based organizations):

Salvation ArmyBeth Fetzer-Rice

Union County Homeless Participates in the overall organizationand planning of strategies to end chronichomelessness. Working with UnitedWay and Mental Health and RecoveryBoard on a version of a shelter/InterfaithHospitality Network program. Serves onthe HMIS Data Collection Committee.

Richwood Civic CenterDick Ridge

Village ofRichwood

Senior Citizens Participates in the overall organizationand planning of strategies to end chronichomelessness.

Living Waters Church of GodRev. Jack Marcum

Vineyard Church

Shiloh ChapelLori Spain

Central Ohio None Participates in the overall organizationand planning of strategies to end chronichomelessness.

Consolidated Care, Inc.Bob Ahern

Union County SMI Provides input as requested.

85

Specific Names of CoCOrganizations/Persons

Geographic AreaRepresented

SubpopulationsRepresented, if

any*

Level of Participation (activity andfrequency) in Planning Process

Help Me GrowMindy Stice

Union County Children & Families Participates in the overall organizationand planning of strategies to end chronichomelessness. Serves on the HMISData Collection Committee.

Wings Enrichment Center(consumergroup)

Laurel LabadieDixie Vowell

Union County SMI Participates in the overall organizationand planning of strategies to end chronichomelessness. Participates in thePermanent Supported Housing Project.

Marion Shelter ProgramMark Lovett

Union County Homeless Participates in the overall organizationand planning of strategies to end chronichomelessness.

United Way of Union CountyShari Marsh

Union County None Participates in the overall organizationand planning of strategies to end chronichomelessness. Working with theSalvation Army and the Mental Healthand Recovery Board on a version of ashelter/Interfaith Hospitality Networkprogram.

Our Lady of Lourdes Church Union County None Provides input as requested.

Businesses / Business Associations:Chamber of CommerceEric Phillips

Union County None Provides input as requested.

RealtorJohn Waite

Union County None Provides input as requested.

Working with Homeless / Formerly homelesspersons with mental illness:

Laurel LabadieUnion County Homeless Participates in the overall organization

and planning of strategies to end chronichomelessness. Participates in thePermanent Supported Housing Project.

Homeward Bound-Transitional HouseAndrea Ropp

Marysville Homeless Participates in the overall organizationand planning of strategies to end chronichomelessness.

86

Attachment 5

Sample of Data Collected for HUD CoC

CoC Housing Inventory Data Sources and Methods Chart(1) Indicate date on which Housing Inventory count was completed: _01/25/2006 (mm/dd/yyyy)(2) Identify the primary method used to complete the Housing Inventory Chart (check one):

Housing inventory survey to providers – CoC distributed a housing inventory survey (via mail,fax, or e-mail) to homeless programs/providers to update current bed inventories, target populationsfor programs, beds under development, etc.On-site or telephone housing inventory survey – CoC conducted a housing inventory survey (viaphone or in-person) of homeless programs/providers to update current bed inventories, targetpopulations for programs, beds under development, etc.HMIS – Used HMIS data to complete the Housing Inventory Chart

(3) Indicate the percentage of providers completing the housing inventory survey:_100_% Emergency shelter providers_100_% Transitional housing providers_100_% Permanent Supportive Housing providers(4) Indicate steps to ensure data accuracy for 2006 Housing Inventory Chart (check all that apply):

Instructions – Provided written instructions for completing the housing inventory survey.Training – Trained providers on completing the housing inventory survey.Updated prior housing inventory information – Providers submitted updated 2005 housinginventory to reflect 2006 inventory.Follow-up – CoC followed-up with providers to ensure the maximum possible response rate andaccuracy of the housing inventory survey.Confirmation – Providers or other independent entity reviewed and confirmed information in 2006Housing Inventory Chart after it was completed.HMIS – Used HMIS to verify data collected from providers for Housing Inventory Chart.Other – specify:

Unmet Need:(5) Indicate type of data that was used to determine unmet need (check all that apply):

Sheltered count (point-in-time)Unsheltered count (point-in-time)Housing inventory (number of beds available)Local studies or data sources – specify:National studies or data sources – specify:Provider opinion through discussions or survey formsOther – specify:

(6) Indicate the primary method used to calculate or determine unmet need (check one):Stakeholder Discussion – CoC stakeholders met and reviewed data to determine CoC’s unmetneedCalculation – Used local point-in-time (PIT) count data and housing inv. to calculate unmet needApplied statistics – Used local PIT enumeration data and applied national or other local statisticsHUD unmet need formula – Used HUD’s unmet need formula*Other – specify:

(7) If your CoC made adjustments to calculated unmet need, please explain how and why.

*For further instructions, see Questions and Answers Supplement on the CoC portion ofhttp://www.hud.gov/offices/adm/grants/fundsavail.cfm

CoC-J

87

CoC Point-in-Time Homeless Population and Subpopulations ChartIndicate date of last point-in-time count:____01/25/2006___________(mm/dd/yyyy)

ShelteredPart 1: Homeless PopulationEmergencyTransitional

Unsheltered Total

Number of Families with Children(Family Households): 1 0 0 1

1. Number of Persons in Familieswith Children: 3 0 0 3

2. Number of Single Individualsand Persons in Householdswithout Children:

4 5 2 10

(Add Lines Numbered 1 & 2)Total Persons: 7 5 2 14

Part 2: HomelessSubpopulations

Sheltered Unsheltered Total

a. Chronically Homeless (Forsheltered, list persons inemergency shelter only)

3 2 5

b. Severely Mentally Ill 7 * 3 10c. Chronic Substance Abuse 0 * 2 2d. Veterans 1 * 0 1e. Persons with HIV/AIDS 0 * 0 0f. Victims of Domestic Violence 7 * 0 7g. Unaccompanied Youth

(Under 18) 0 * 0 0

If applicable, complete the following section to the extent that the information isavailable. Be sure to indicate the source of the information by checking theappropriate box:

Data Source: Point-in-time count OR Estimate

Part 3: Hurricane Katrina Evacuees Sheltered Unsheltered Total

Total number of Katrina evacueesOf this total, enter the number ofevacuees homeless prior to Katrina*Optional for Unsheltered CoC-K

88

CoC Homeless Population and Subpopulations Data Sources & Methods ChartSheltered Homeless Population and Subpopulations(1) Check the primary method used to enumerate sheltered homeless persons in the CoC(check one):

Point-in-Time (PIT) no interview – Providers did not interview sheltered clients during thepoint-in-time countPIT with interviews – Providers interviewed each sheltered individual or household during thepoint-in-time countPIT plus sample of interviews – Providers conducted a point-in-time count and interviewed arandom sample of sheltered persons or households (for example, every 5th or 10th person)PIT plus extrapolation – Information gathered from a sample of interviews with shelteredpersons or households is extrapolated to the total sheltered populationAdministrative Data – Providers used administrative data (case files, staff expertise) tocomplete client population and subpopulation data for sheltered homeless personsHMIS – CoC used HMIS to complete the point-in-time sheltered count and subpopulationinformationOther – please specify:

(2) Indicate steps taken to ensure data quality of the sheltered homeless enumeration (checkall that apply):

Instructions – Provided written instructions to providers for completing the sheltered point-in-time countTraining – Trained providers on completing the sheltered point-in-time countRemind and Follow-up – Reminded providers about the count and followed up with providersto ensure the maximum possible response rate and accuracyHMIS – Used HMIS to verify data collected from providers for the sheltered point-in-time countOther – please specify:

(3) How often will sheltered counts of sheltered homeless people take place in the future?Biennial (every two years)AnnualSemi-annualOther – please specify:

(4) Month and Year when next count of sheltered homeless persons will occur: 01/2007(5) Indicate the percentage of providers completing the populations and subpopulationssurvey:

100% Emergency shelter providers100% Transitional housing providers100% Permanent Supportive Housing providers

CoC-L-1

89

Unsheltered Homeless Population and Subpopulations*(1) Check the primary method used to enumerate unsheltered homeless persons in the CoC:

Public places count – CoC conducted a point-in-time count without client interviewsPublic places count with interviews – CoC conducted a point-in-time count andinterviewed every unsheltered homeless person encountered during the public places countSample of interviews – CoC conducted a point-in-time count and interviewed a randomsample of unsheltered personsExtrapolation – CoC conducted a point-in-time count and the information gathered from asample of interviews was extrapolated to total population of unsheltered homeless peoplecountedPublic places count using probability sampling – High and low probabilities assigned todesignated geographic areas based on the number of homeless people expected to befound in each area. The CoC selected a statistically valid sample of each type of area toenumerate on the night of the count and extrapolated results to estimate the entirehomeless population.Service-based count – Interviewed people using non-shelter services, such as soupkitchens and drop-in centers, and counted those that self-identified as unshelteredhomeless personsHMIS – Used HMIS to complete the enumeration of unsheltered homeless peopleOther – please specify:

(2) Indicate the level of coverage of the point-in-time count of unsheltered homeless people:Complete coverage – The CoC counted every block of the jurisdictionKnown locations – The CoC counted areas where unsheltered homeless people areknown to congregate or liveCombination – CoC counted central areas using complete coverage and also visitedknown locationsUsed service-based or probability sampling (coverage is not applicable)

(3) Indicate community partners involved in point-in-time unsheltered count (check all thatapply):

Outreach teamsLaw EnforcementService ProvidersCommunity volunteersOther – please specify:

(4) Indicate steps taken to ensure the data quality of the unsheltered homeless count (checkall that apply):

Training – Conducted a training for point-in-time enumeratorsHMIS – Used HMIS to check for duplicate informationOther – specify:

(5) How often will counts of unsheltered homeless people take place in the future?Biennial (every two years)AnnualSemi-annualQuarterlyOther – please specify:

(6) Month and Year when next count of unsheltered homeless persons will occur: 01/2007

90

Attachment 6 Union County Homeless Needs Survey

Union County Homeless Needs Survey

Name: _______________________________________________________________

Organization: _________________________________________________________

Address: ____________________________________________________________

City:________________________________________________________________

County: _____________________________________________________________

Phone Number:_______________________________________________________

Please apply the following definitions when filling out the below charts:

Emergency Shelter is defined as program designed to be a temporary residence (up to 90 days) for anindividual or family that meets HUD’s definition of homelessness. Populations may include singleindividuals and families, victims of domestic violence, chronic substance abusers, and persons withserious and persistent mental illness, unaccompanied youth, and physically disabled individuals.Typically, emergency shelter provides meals during its time of operation as well as a bed or cot for eachresident. Case management services are varied, although the following services may be provided:transportation, telephone usage, substance abuse prevention, mental health outreach, employmentassistance, and other special services upon request. Emergency shelters are generally staffed 24 hours aday, seven days a week. The living environment provides structure, with guidelines for things such ascurfew, visitors, drug usage and behavioral standards.

Transitional Housing is defined as one type of structured supportive housing that is used to facilitate themovement of individuals and families meeting HUD’s definition of homelessness to permanent housing.Homeless individuals and families live in transitional housing for varying lengths of time (usually up to24 months) and receive supportive services that enable them to live more independently. The housingcomponent includes guidelines such as visitors’ hours and community responsibility that enhance thesupportive living environment. Supportive services provided include case management, mental health andsubstance abuse/referral and coordination, child care and children’s programming, educational andinstructional services, employment services, health-related services (including HIV/AIDS relatedservices), housing services, life skills training and transportation. The supportive services may beprovided by the organization that is managing the housing, or may be coordinated with other serviceproviders.

Permanent Supportive Housing is permanent housing with supportive services.

91

Using the format below, please provide (to the best of your ability) information regardingthe number and characteristics of the homeless population you are actively serving.

Homeless Populations Sheltered ChartPart 1: Homeless Population Sheltered Total

Emergency Transitional PermanentSupported

1. Homeless Individuals

2. Homeless Families with Children

3. Number of Children in the HomelessFamilies

Total

Please Identify All Categories That ApplyPlease Note that we also need an Unduplicated Count*Part 2: HomelessSubpopulations

Identify All Categories ThatApply

18 to 29 30 to 50 Over 50 Total1.ChronicallyHomeless Individual

2. ChronicallyHomeless Family

3. Severely MentallyIll

4. Chronic SubstanceAbuse

5. Veterans

6. Persons withHIV/AIDS

7. Victims ofDomestic Violence

8. Youth (Under 18years of age)

Total UnduplicatedCount*

92

Homeless Populations Chart Un-Sheltered*Part 1: Homeless Population

1. Homeless Individuals

2. Homeless Families with Children

3. Number of Children in the HomelessFamilies

Total (lines 1 + 2)

* If an individual of family is recently homeless and staying with someone on anemergency and temporary (2 or 3 nights) basis they can be counted as homeless.

Please Identify All Categories That ApplyPlease Note that we also need an Unduplicated Count*Part 2: HomelessSubpopulations

Un-Sheltered

Identify All Categories ThatApply

18 to 29 30 to 50 Over 50 Total1.ChronicallyHomeless Individual

2. ChronicallyHomeless Family

3. Severely MentallyIll

4. Chronic SubstanceAbuse

5. Veterans

6. Persons withHIV/AIDS

7. Victims ofDomestic Violence

8. Youth (Under 18years of age)

Total UnduplicatedCount*

93

Homeless Populations Chart - DOUBLED UPDoubled up means any individual or family that does not have a residence and is staying withsomeone else temporally (over a week). This would not be a son or daughter whom the parent’s justcan’t get to leave. It may be a son or daughter or relative or their family who has lost their housingand is staying with a relative on an emergency basis because they have no other place to go.Part 2: Homeless Population

DOUBLED UPWhere*

Total

1. Individuals

2. Homeless Families with Children

3. Number of Children in the Homeless.

Total (lines 1 + 2a)

*1- With relatives2. With friends ** Count any Significant Other with Parent

Please Identify All Categories That ApplyPlease Note that we also need an Unduplicated Count*Part 2: Homeless Subpopulations

Un-Sheltered

Identify All Categories ThatApply

18 to 29 30 to 50 Over 50 Total1.ChronicallyHomeless Individual

2. ChronicallyHomeless Family

3. Severely MentallyIll

4. Chronic SubstanceAbuse

5. Veterans

6. Persons withHIV/AIDS

7. Victims ofDomestic Violence

8. Youth (Under 18years of age)

Total UnduplicatedCount*

94

Contributors

Michael Witzky, Ph.D.Executive DirectorMental Health and Recovery Board

Kim MorleyAdmin. Asst. / Housing Assistance ProgramMental Health and Recovery Board

Shari MarshExecutive DirectorUnited Way

Beth Fetzer-RiceThe Salvation Army

RHISCO Project

Union County Chamber of Commerce and theEconomic Development Partnership