2020-076 Housing the Homeless Task ForceDate: September 4, 2020 Report No. 2020-076
INFORMAL STAFF REPORT
TO MAYOR AND CITY COUNCIL
SUBJECT:
Mayor Pro Tem Hudspeth requested a copy of the Housing the Homeless Task Force report from
2015 and asked for a summary of the actions that have taken since the conclusion of the Task
Force.
BACKGROUND
In 2015, a citizen task force organized by the Mayor Chris Watts, explored resources and activities
that could improve and expand housing solutions for the homeless in Denton. As a result, a plan
was produced that would assist individuals and families experiencing homelessness in finding and
keeping a safe, stable and permanent home (Attachment 1). Since 2015, the City has invested in
homeless initiatives that support the goal to Make Homelessness Rare, Brief and Nonrecurring.
DISCUSSION:
Staff completed a summary of progress and outcomes resulting from the city’s investment in
homeless solutions between 2015 and 2020. Staff had much of this information compiled, but with
the request, we updated and combined into an ISR to provide and inform all of Council.
Timeline Review:
2015
o January – Mayor Chris Watts convened a task force (Mayor’s Housing the Homeless Task
Force) to explore the improvement and expansion of housing solutions for people
experiencing homelessness in Denton.
o April – The task force’s findings were presented to Denton City Council.
o October – City entered 10-year lease agreement with the Monsignor King Outreach Center
for 300 S. Woodrow Lane providing a stable location for inclement weather shelter.
o December – Task force’s recommendations were compiled in a report and included City
Council actions implemented in 2015:
Long‐term lease agreement with the Monsignor King Outreach Center for the use
of city owned property to offer shelter and services to the homeless.
Allocate $100,000 of the City’s federal HOME Partnership Investment Grant funds
to Denton Affordable Housing Corporation for the development of a property on
Hinkle to offer transitional housing.
Approved $40,000 to encourage a collaborative public‐private partnership to
support a community homeless coordinator position at the United Way of Denton
County (UWDC).
Date: September 4, 2020 Report No. 2020-076
2016
o February – UWDC hired a Homelessness Initiatives Coordinator to launch a county-wide
collective impact initiative to improve coordination of homeless services.
o May – The Denton County Homelessness Leadership Team (DCHLT) was convened for
the first time.
o August – City of Denton contributed $200,000 of emergency funding in response to loss
of Emergency Solutions Grant funding. Funding assisted 926 households experiencing
homelessness and prevented 90 households from homelessness
2017
o January – City staff coordinated the Denton County Homeless Coalitions’ 2017 Point-In-
Time Count, including publishing, Homeless in a Day: A Snapshot of Homelessness in
Denton County in May 2017.
o October – City of Denton awards UWDC additional funding to hire Coordinated Entry
Specialist to support Coordinated Entry implementation and data quality support and use
of the shared database, the Homeless Management Information System (HMIS). [$80,000
Total funding: $40,000 for Homelessness Initiatives Coordinator, 40,000 for Coordinated
Entry Specialist.]
o November – DCHLT implements Coordinated Entry System for Denton County Housing
Crisis Response System (Agencies included in initial implementation: Denton County
Friends of the Family, Giving Hope, Monsignor King Outreach Center, Our Daily Bread,
Salvation Army Denton)
2018
o January – City staff and UWDC facilitated the Denton County Homeless Coalitions’ 2018
Point-In-Time Count including publishing Homeless to Housed: Busting Barriers to
Housing in Denton County, a report of Community Data and the 2018 PIT Count survey
results in April 2018.
o February – an internal staff team was convened. The team of Parks and Recreation,
Community Improvement Services, Health Inspections, Watershed, Police, Fire,
Community Development, Public Affairs, and Legal meets monthly and works
collaboratively to address the impacts of homelessness on City property and services and
improve connections to available resources. In late 2019 the internal team was expanded
to include community nonprofit partners.
o May – DCHLT launched the Denton County Homelessness Barriers Fund to help
households overcome barriers to getting and staying housed.
o September –
Denton Mayor Chris Watts signed on to Mayors Challenge to End Veteran
Homelessness and the DCHLT adopted the goal into its strategic plan.
City of Denton awarded UWDC $107,748 for Homelessness Initiatives staff
support. [$40,000 for Homelessness Initiatives Coordinator, $40,000 for
Date: September 4, 2020 Report No. 2020-076
Coordinated Entry Specialist, $27,748 for Housing Navigator to pilot the Landlord
Outreach Program.)
o October – DCHLT launched the Denton County Homelessness Data Dashboard (linked),
tracking the real-time total number of actively homeless households in the county and the
trajectory of households entering and exiting homelessness in the county. Data are used to
inform program development and grantmaking, and to guide prioritization of the most
vulnerable households for available housing support resources.
o November –
UWDC hired a Housing Navigator with one-time support of Cities of Denton and
Lewisville along with a private donor. The Housing Navigator’s primary role is to
liaise with landlords and property managers willing to accept tenants with housing
barriers such as poor rental or criminal histories, ultimately increasing homeless
service provider case management capacity.
DCHLT Shelter Planning Workgroup delivered a summary report to Denton City
Council with recommendations to:
Improve the current shelter environment (reduce barriers to entry, increase
access to transportation, and improve communication to and between
people accessing shelter and service people in shelter), and
Increase access to shelter through the expansion of shelter hours from 3 days
and during inclement weather to 7 days a week and longer services.
2019
o January – UWDC collaborated with Denton County Homeless Coalition to facilitate 2019
Point-In-Time Count.
o February –
City of Denton and UWDC staff partnered to research opportunities to implement
an Enhanced Shelter approach to homeless services in Denton.
UWDC notified of $123,926 award of federal funding to sustain Housing Navigator
and support expansion of Coordinated Entry throughout the county. UWDC
leverages the City of Denton’s funding for a Coordinated Entry Specialist to
maintain this grant.
o April – UWDC published the 2019 Denton County Homelessness Data Report with and
analysis of the 2019 Point-In-Time results and ongoing local data published via the Denton
County Homelessness Data Dashboard.
o May – The City’s Internal Homeless Response Team developed a procedure for site
evaluation and monitoring of homeless encampments on public property.
o September – City Council awarded Ongoing funding and Supplemental Funding for
Homelessness Initiatives
City of Denton entered into an agreement with the Monsignor King Outreach
Center (MKOC) to expand shelter services from three nights a week to seven and
Date: September 4, 2020 Report No. 2020-076
implement an Enhance Shelter program and other improvements to reduce barriers
such as right of return, storage of personal property and housing-focused case
management. ($80,000 for one-time Facility Improvements; $400,000 for
Enhanced Shelter operations and programming).
City of Denton awarded UWDC $40,000 for the Denton County Homelessness
Barriers Fund with a 100% match requirement.
City of Denton allocated $100,000 for Rapid Rehousing (RRH) as a stop-gap
measure when this program that had historically been awarded to local agencies via
state funding was lost, and $64,600 for Street Outreach (SO).
City of Denton awarded UWDC $80,000 for Homelessness Initiatives staff support.
[$40,000 for Homelessness Initiatives Coordinator, 40,000 for Coordinated Entry
Specialist]. Housing Navigator position sustained through other federal grant
awarded to UWDC earlier in the year (02/19).
o November –
MKOC hired an Executive Director, Program Manager and Case Manager.
Police department hired two (2) Homeless Outreach Officers. This formalized the
Homeless Outreach Team cross-sector collaborative team (Nonprofits, Police, and
Fire) to perform street outreach to individuals living unsheltered. In addition to
monitoring sites for health and safety of individuals that may be staying at
encampment sites, H.O.T.’s goal is to meet homeless individuals in their
environment, provide them with information on housing, employment, and benefit
resources they may qualify to receive, and connect them to resources.
o December – Homelessness Initiative Funding distributed for SO and RRH.
City of Denton executed a service agreement with Our Daily Bread for $64,600 to
hire a Mental Health Street Outreach Case Manager.
City of Denton executed agreements with Our Daily Bread ($67,100) and MKOC
($60,000) for Rapid Rehousing.
2020
o January –
City collaborated with UWDC and the Denton County Homeless Coalition to
facilitate 2020 Point-In-Time Count.
MKOC expanded from three nights a week to seven nights and began
implementation of the Enhanced Shelter model.
o March –
Denton disaster declaration and authorization of up to $50,000 of relief funding to
prevent Denton residents from losing housing. UWDC established COVID-19
Relief Fund (CRF) and implemented process for coordinated access to funding at
various agency entry points in and outside of Denton. The City’s allocation was
increased another $50,000. UWDC received a corporate donation from Peterbilt’s
Date: September 4, 2020 Report No. 2020-076
PACCAR Foundation for $75,000. Denton County Commissioners Court allocated
an initial $65,000 to the CRF and has since earmarked $20 million of CARES Act
funding for housing relief.
City Council approved funding to temporarily house individuals and families
experiencing homelessness in local hotels to allow for compliance with COVID-19
safety protocol.
City allocated funds not to exceed $50,000 to UWDC and provided staff to assist
with Information and Referral for residents seeking assistance navigating personal
and business related COVID-19 relief resources.
o May – UWDC published the 2020 Denton County Homelessness Data Report.
Funding Overview:
Fiscal Year Funding Amount*
2015-2016 $200,000
2016-2017 $631,000
2017-2018 $925,000
2018-2019 $377,498
2019-2020 $1,096,750
*Homeless/Homeless Prevention funding all sources (ie. HS Grant, CDBG, ESG, PLUSOne, City Council
Homelessness Initiatives)
Milestones:
Coordinated Entry –
o County-wide Coordinated Entry System implemented for Denton County homeless service
providers (2017). Currently 12 agencies in Denton County participate in this system, share
information in a single database and participate in twice-monthly collaborative case
conferencing meetings to prioritize and plan for moving vulnerable individuals and
families into permanent, stable housing. Through the collaboration with the City including
financial support for staff and database licensing, UWDC has increased local support and
is providing ongoing maintenance of the shared database through developing processes,
providing training, and monitoring data quality from active users across multiple agencies.
The number of agencies participating in Coordinated Entry has increase from 5 to 11
between 2017 and 2020.
o The Housing Priority List (HPL) is an actively managed and prioritized list of every
household experiencing homelessness in Denton County. The HPL was developed using
data entered into the system via Coordinated Entry and is managed by UWDC to support
case conferencing and inform that Data Dashboard. There are currently 15 agencies using
the shared database in the county.
Date: September 4, 2020 Report No. 2020-076
o Data Dashboard established (2018) and regularly updated to reflect real-time homelessness
data in the county. The impact of homelessness initiatives from August 2018 to July 2020
are as follows:
Actively Homeless: -48%
Veterans: -55%
Chronically Homeless: +19%
UWDC continues to work with community partners to support applications
to increase housing solutions for this population, and to actively prioritize
the most vulnerable households when resources become available.
Fleeing Domestic Violence Staying at the Denton County Friends of the Family
Shelter: -75%
o Data Reports – UWDC has published two annual Denton County Homelessness Data
Reports
Barriers Fund – As of July 2020, the Denton County Homelessness Barriers Fund has assisted
186 Households with $88,095.44. The below Barriers Fund analysis data was made available
by UWDC and includes applications approved between May 2018 and June 2020:
o Prevention & Intervention: 34% of approved applications assisted people experiencing
literal homelessness, and 66% assisted people currently housed.
o Denton Residents Served: 78% (91) of all Barriers Fund requests approved were for City
of Denton residents. (Addresses/last place of residence was not collected for the first 53
requests, and the true number of Denton residents assisted is likely higher.)
Resources for Service Providers –
o UWDC developed a Homeless Service Provider Toolkit (linked) to help nonprofits better
utilize the HMIS database and serve people moving from homeless to housed.
Veteran Homelessness –
o The community has seen a 55% decrease in Veterans experiencing homelessness from
August 2018 (49) to July 2020 (22).
Date: September 4, 2020 Report No. 2020-076
o The DCHLT continues to partner with the Denton County Behavioral Health Leadership
Team Veteran Workgroup to implement solutions to End Veteran Homelessness.
Strategic Planning –
o The DCHLT published its first strategic plan in March of 2017 and updated the
plan in 2018.
ATTACHMENT(S):
1. Housing the Homeless Task Force Report - December 2015
2. 2018-2021 DCHLT Strategic Plan
STAFF CONTACT:
Dani Shaw, Danielle.Shaw@CityofDenton.com, (940) 349-7237
Courtney Cross, Courtney.Cross@CityofDenton.com, (940) 349-7235
REQUESTOR: (List Council Member Name/Board, Commission or Committee/Staff Initiated)
Mayor Pro Tem Hudspeth
PARTICIPATING DEPARTMENTS:
Community Development
STAFF TIME TO COMPLETE REPORT: (Estimated amount of cumulative staff time to
complete the report and associated analysis)
5 hours
MAYOR’S
HOUSING THE HOMELESS
TASK FORCE
REPORT
DECEMBER 15, 2015
DENTON 215 E. McKINNEY DENTON, TEXAS 76201 • (940) 349-7717 • FAX (940) 349-8596 OFFICE OF THE MAYOR
October 20, 2015
Dear Denton Community,
Recognizing that homelessness is a significant issue in our community, I organized a k force
in 2014 to explore improving and expanding housing solutions for the homeless in Denton and
appointed Alice Masciarelli, RN, DNP, CEO of Denton Community Health Clinic, to chair the
group. I am grateful for her leadership, as she shares my deep commitment to improve the
quality of life for all who live in the city.
The goal of the task force was to produce a plan for coordinated community-wide efforts to
address homelessness. Simply put, the group developed a plan of support to help our homeless
citizens find-and keep-homes. The process has made clear that solutions to prevent and
reduce homelessness in Denton will require adequate funding, accessible, affordable housing;
and collaborative commitments by many organizations.
The Denton City Council has taken three steps to support the recommendations of the task force.
First, the City is working with a local organization that will lease a vacant City facility in which
it will operate and maintain a shelter for the homeless. Second, federal funds have been allocated
to promote the development of transitional housing. Third, the City has approved funding for a
coordinator who will assist in implementing the plan in conjunction with participating nonprofit
organizations.
I extend my sincere thanks to everyone involved in the task force and to all others in the
community who are working to prevent and reduce homelessness in Denton.
liTis Watts, Mayor
City of Denton
"Dedicated to Quality Service"
www.cityofdenton.com
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 3
At the request of citizens, and in collaboration with the Denton County Homeless Coalition, City
of Denton Mayor Chris Watts formed a task force charged to explore different housing options
for the homelessness and, if possible, develop a plan for ending homelessness in Denton. The
results of the task force efforts would be delivered to the City of Denton City Council. Informally
the task force was referred to as the Mayor’s Housing the Homeless Task Force.
PARTICIPANTS
Mayor Watts appointed Alice Masciarelli of Denton Community Health Clinic to chair the Task
Force. Danielle Shaw, human services coordinator for the City of Denton was assigned to provide
staff support. Invitations to participate were extended by email to executive directors of local
organizations who were identified as either currently providing some type of housing
intervention to assist the homeless or are working to prevent homelessness through assistance
programs. Each was encouraged to send leadership staff and board members. In addition, some
previously identified homeless were invited to participate. Others were added to meeting notices
and updates by request.
List of participants can be found in EXHIBIT 1 (p.11).
MEETINGS
The strategy was ambitious with an initial goal to meet in just 4 weekly 1‐hour meetings. Week
one set out to explore the interest of the different parties in ending homelessness. Discussion
examined existing plans by any agency or group and how those plans were currently being
implemented. Week two focused discussion around the perceived causes of homelessness and
the perceived needs of the homeless. Week three discussions expanded on the strategies and
interventions needed to help people exit out of homelessness and considered other strategies
that could be implemented. Week four considered plans to eliminate homelessness by
identifying resources that already exist and those resources that are still needed.
After the fourth week, the information collected from the previous meetings was sorted and a
tool was drafted. The tool initially used identifiers based on the type of housing intervention,
amount of time housed, goals, resources needed, and supportive services provided. A fifth week
was then scheduled to introduce this tool to the task force and to allow task force participants
time to provide additional guidance.
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 4
Over the 5 earlier meetings, the task force generated many innovative and supportive ideas for
program and housing interventions for the homeless. It also recognized gaps and concerns in the
current system where resources currently exist but are scarce, often fragmented, and siloed. It
was discussed frequently in the meetings that communication about what resources are
currently available is limited and is a frequent barrier to getting people in need to the right
services at the right time. The scarcity of resources ‐ human, fiscal, and knowledge ‐ creates a
system that is limited in its ability to create lasting change. As a result the task force’s overall
consensus supports stronger community collaboration around a coordinated system‐wide
approach to ending homelessness.
This was the framework for another meeting to be called to finalize priorities to be presented to
City Council. The July 20, 2015 meeting discussion reflected on how best to implement the
strategies produced by the task force that would meet the short‐term and long‐term needs of
the homeless.
Meeting notes can be found in EXHIBIT 2 (p.13).
REPORTS
The reports below were created from task force member discussion and the meeting activities.
Housing Levels Tool [EXHIBIT 3 p.35]
Housing Inventory Survey [EXHIBIT 4 p.41]
Housing System Map [EXHIBIT 5 p.53]
It is recommended that these be shared with the Denton County Homeless Coalition and
community stakeholders as a guide to encourage a system‐wide view of coordinated housing
interventions and to further reinforce the vital need for shared data collection to help maintain
an accurate view of current resources and gaps in service.
Housing Levels Tool
The Housing Levels Tool identified these levels of coordinated housing interventions:
Level 0: Entry Level
Level 1: Short‐Term Housing
Level 2: Transitional Housing
Level 3: Long‐Term or Permanent Supportive Housing
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 5
Each level includes the same categories consistently applied: population housed; needs of the
population; goals for housing and services; services to be provided; resources needed to
achieve the goals; and resources that already exist in the community that could be leveraged.
As available community resources are constantly changing, the Housing Levels Tool will initially
provide a flexible format for real‐time strategic modeling. It should be used as a device that can
be updated as data and other community needs assessments reflect on existing needs and gaps
in the community. The Housing Levels Tool is found in EXHIBIT 3 (p.35).
Housing Inventory Survey
The task force also identified some information that would be essential to informing their efforts.
One of these was the need for a simple housing inventory. A brief survey questionnaire was
distributed to help identify existing housing and supportive housing options that serve the
homeless. The Housing Inventory Survey is found in EXHIBIT 4 (p.41).
Housing System Map
To generate the system map for the community, the Housing Inventory Survey was combined
with the Housing Levels Tool and with the notes from the task force meetings. The Housing
System Map found in EXHIBIT 5 (p.53) is an infographic that has three main parts. It reflects all of
the priorities as identified by the task force. It maps the housing and supportive services
interventions by the levels including the snapshot of the housing inventory at each level. Finally
it provides the supportive services wheel, a visual representation of the most common identified
supportive services needs of those who are homeless or at risk of homelessness.
It is recommended that the draft map and its concepts be applied over the next year to any
current community strategies. It could help determine where any adjustments need to be made
in the system. It is anticipated that this system map will also provide the first steps in initiating a
community wide, coordinated system driven approach to ending homelessness. It can help any
independent organization determine how it fits into a coordinated system approach. An
organization should be able to identify where its services are meeting a community level need,
where it fits in the overall system of care, and where it can collaborate to help ensure a client’s
progression through the continuum of care.
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 6
PRIORITIES
1. Funding – Increase in Available Resources
2. Housing – Coordinated, Accessible, and Affordable
3. System Design – to establish a network of Community Collaboration
Funding
As previously stated, having the resources to provide the necessary services and implement
innovative solutions are necessary. Funding is a vital resource. Currently there is neither sufficient
funding to meet the needs and frequently the funding source rules and regulations are barriers
to being able to help all those in need. Increasing the overall availability of financial resources,
specifically unrestricted funding, will be an important step in achieving the goal of ending
homelessness. Another aspect of funding is the efficient use of available resources. When entities
work in silos often there are often unintended consequences like duplication of services or with
clients falling through the cracks.
Accessible/Affordable Housing Options
There is an urgent need for more accessible and affordable housing to prevent low‐income
families from becoming homeless and to help house more of those currently homelessness.
These are people who are typically unemployed or underemployed at the time of housing need.
Accessible and affordable housing options provide housing that ensure renters are not cost
burdened and that reduces the barriers found in trying to access traditional market rate housing.
Income and unemployment, poor credit rating, record of previous eviction, criminal
backgrounds, etc… are all barriers to get people who are homeless off the street.
This emphasizes a priority need to identify areas of coordination among housing service
programs and housing providers. For example, identifying how to provide support to landlords in
helping reduce barriers and helping them to recognize early signs for risk for eviction to help
prevent homelessness. It also seeks to possibly incentivize landlords to house some homeless.
System Design
System Design view is taking a look at new and existing programs to find areas for coordination
of services for broader community impact. This effort serves a number of important needs. A
coordinated approach means more efficient use of existing resources. It is leveraging funding
across the service providers and providing opportunities for scaling up successful programs for
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 7
greater impact. It is sharing resources and knowledge. It is community data that informs decision‐
making. It is identification of best practices to improve programs and reducing programs no
longer relevant. It is the development of innovative system‐wide programmatic interventions like
coordinated access or centralized intake, as it is commonly known. This is an example of a task
force priority to find a way to give citizens in need one easily accessible entry point to find the
right service to help them prevent or exit homelessness.
The homeless population and those at risk of homelessness remain fragile for many years and at
risk of returning to homelessness when faced with a crisis. Another integral component of system
design is the ability to provide on‐going case management from the point of intake through
independent living. Having a sufficient number of well training and adequately funded case
managers supports the system design recommendations for a strong foundation for successful
implementation of community strategies.
RECOMMENDATIONS
Immediately following the July 20th meeting the task force chair, Alice Mascerelli sent a report by
email to Mayor Watts with recommendations from the task force. The email was also shared with
City Council members the same day. This email can be found in EXHIBIT 6 (p.57).
The recommendations were formed from the task force’s priorities specifically to develop a more
community focused view of ending homelessness. Nested in the ideas for program and housing
interventions for the homeless was stronger community collaboration around shared community
goals to end homelessness; better data collection and sharing; involvement of a wider audience
of stakeholders; and more intentional effort to help educate and inform the community about
solutions to homelessness and community impact efforts. Ultimately, the priorities that the task
force recommended to City Council for their support and consideration were to seek funding to
seed new collaborative projects.
The first of the recommendations sought to increase the number of supportive housing beds for
homeless in the community. Specifically asking for dedicated funding for the renovation or
expansion of an existing building or one that would create a new supportive housing facility. The
first suggestion took into consideration interested donors, the City’s current support of an
inclement weather shelter, and the existing plans for the development of a new transitional
housing facility.
MAYOR’S HOUSING THE HOMELESS TASK FORCE REPORT
December 15, 2015 8
The second recommendation sought support for a coordinator position to oversee the
development and implementation of a community‐wide coordinated system to address
homelessness and housing services. The goals, based on task force priorities, would be to
increase and improve effectiveness of community funding, ensure multi‐faceted affordable
housing options are available, provide a framework (structure, process and on‐going evaluation)
for delivery, supporting the implementation of innovative programs.
An integral part of the position would be the effort to collect systematic data on access to and
the use of current resources as well as the impact the resources make in the current service
environment. This would provide the community with a robust picture of the impact of current
resources, the gaps in availability of resources, existing barriers to access housing and the need
for more housing resources that would support the ending of homelessness in Denton.
The second recommendation took into consideration existing examples of public private
partnerships where the City is collaborating with other organizations to provide funding to
programs like Mentor Denton, the Park Foundation, and Keep Denton Beautiful.
CITY COUNCIL ACTIONS
With the presentation of priorities to City Council, the task force has concluded its work. At the
time of publication of this report, the City Council, in support of efforts to end homelessness, has
implemented the following:
• Directed staff to make available through a long‐term lease agreement with the Monsignor
King Outreach Center the use of a city owned property for the purpose of offering shelter
and services to the homeless.
• With 2015‐16 Action Plan approval by City Council, the Community Development Advisory
Committees recommendation is approved to allocate $100,000 of the City’s federal
HOME Partnership Investment Grant funds to Denton Affordable Housing Corporation for
the development of a property on Hinkle that will offer transitional housing.
• Approved in the final budget, is a council priority item of $40,000 to encourage a
collaborative public‐private partnership to support a community homeless coordinator
position. United Way of Denton County is partnering with the City to fund and supervise
this positon using the United Way’s Community Impact model.
2018-2021 Strategic Plan
A Collective Impact Initiative of:
Vision
Every person in Denton County has a place to call home that is safe,
affordable, accessible and supported by community resources.
Mission
The Denton County Homelessness Leadership Team fosters an effective
and coordinated system of homelessness prevention and intervention,
resulting in homelessness that is rare, brief and nonrecurring through:
•Community Awareness & Connection
•Data-driven, evidenced-based, fiscally responsible recommendations
•Innovative solutions around affordable housing, access to primary and
behavioral health care services, adequate incomes and coordinated
services
•Mobilizing, advocating and empowering public-private community-wide
collaboration
Source: National Alliance to End Homelessness and the HUD EXCHANGE
DENTON COUNTY’S COMPREHENSIVE
DEFINITION OF HOMELESSNESS
CATEGORY 1: Chronic/Literal
Literal: People who are living in a place not meant for human habitation, in emergency shelter, in transitional housing, or
are exiting an institution where they temporarily resided.
Chronic: An unaccompanied literal homeless individual with a disabling condition who has been continuously for a year or
more or has had at least four episodes of homelessness in the past three years
*A disabling condition is defined as ““a diagnosable substance abuse disorder, a serious mental illness,
developmental disability, or chronic physical illness or disability, including the co-occurrence of two or more of
these conditions.
CATEGORY 2: At-Risk
People who are losing their primary nighttime residence, which may include a motel or hotel or a doubled-up situation,
within 14 days.
- May include Cost Burdened Families: Families who pay more than 30 percent of their income for housing are
considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation
and medical care. An estimated 12 million renter and homeowner households now pay more than 50 percent of
their annual incomes for housing. A family with one full-time worker earning the minimum wage cannot afford
the local fair-market rent for a two-bedroom apartment anywhere in the United States.
CATEGORY 3: Youth (and other statuses)
Unaccompanied youth under 25 years of age, or families with children and youth who are unstably housed and likely to
continue in that state.
CATEGORY 4: Domestic Violence
People who are fleeing or attempting to flee domestic violence, have no other residence, and lack the resources or
support networks to obtain other permanent housing.
Source: https://www.hudexchange.info/resources/documents/System-Performance-Measures-Introductory-Guide.pdf
SYSTEM PERFORMANCE MEASURES
Accurate, high quality data is important when measuring community efforts toward ending homelessness. Performance
measurements help communities understand if elements of a Housing Crisis Response System are working effectively together to
achieve their goals of preventing and ending homelessness.
The implementation of a Coordinated Entry System will assist Denton County’s Housing Crisis Response System in collecting
information and data about people experiencing homelessness in the community. Consistent monitoring of the following
performance measures will assist in identifying gaps in homeless and housing services and where to channel collective impact
efforts.
Number – Reduce number of people experiencing homelessness
Length –Reduce the length of time households are enrolled in emergency shelter and transitional housing experiencing
homelessness.
First Time Homeless – Reduce the number of persons who become homeless for the first time
Recidivism – Reduce the number of people who return to homelessness after receiving permanent housing
Barriers – Increase access to housing through a variety of successful housing placement options
Income – Increase income of homeless adults being served
Outreach – Identify vulnerable populations
Standards of Excellence
The Standards of Excellence (Standards) are a set of performance goals and quality standards for outreach and engagement, emergency and temporary housing, and supportive housing programs. The Standards are a tool for providers and organizations, and are intended to build on strengths and push our community towards real goals. The four primary components of the Standards are:
•Goals & Indicators –Markers and metrics of programs that make measurable progress
•Operating Standards –Hallmark of high quality programs
•Suggested Practices –Strategies for continuous improvement
•System Recommendations –Opportunities for effective change
*The 2018 Standards of Excellence is a supplemental document to the 2018-2021 DCHLT Strategic Plan.
Completed Progress
2017-2018
Completed Progress: Increase Access to Housing
✓Identify Unmet Housing Need
▪Develop Housing Crisis Response System
o Develop Housing Priority List & Prioritization Standards
▪Determine level of housing need
o Clearly define percentages of diversified types of housing to serve
literal homeless
▪Identify available housing resources and types of
housing
o Develop comprehensive supportive housing inventory
▪Expand housing and rental availability databases
o Identify occupancy rates; rental rates
2017-2018
✓Expand Housing Capacity
▪Develop replicable supportive housing program
protocol
o Generate Program Overview
o Add 2 units of supportive housing (2/10)
▪Network with private landlords
o Research landlord risk mitigation funds
o Develop landlord outreach model
Completed Progress: Increase Access to Housing
2017-2018
✓Foster Housing Stability
▪Identify and reduce barriers to access
o Collaborate with Denton County Homeless Coalition to establish a
Barriers Fund
▪Support case management capacity of local agencies
o Assess case management capacity of local agencies and make
recommendations for funding
o Secured funding for Housing Navigator to liaise between nonprofits
and landlords and support housing search and placement
▪Collaboration between agencies to create seamless transition
to maintain long term housing stability
o Assess Availability/accessibility of wrap-around services
o Assess capacity of local agencies to provide diversionary services
o Establish county-wide case conferencing to prioritize and house
families
Completed Progress: Increase Access to Housing
2017-2018
✓Influence Public Policy
▪Advocate and support on-going housing initiatives at
all levels of government (City/County, State & Federal)
o Network and communicate advocacy goals at various levels of
government
✓Seek Funding
▪Make funding recommendations to address needs that
result from strategic objectives
o Secured funding for Housing Navigator to liaise between
nonprofits and landlords and support housing search and
placement
Completed Progress: Increase Access to Housing
2017-2018
✓Implement Coordinated Entry (CE)
▪Define Denton County CE Process
o Develop CE Policies and Procedures Document for Denton County and corresponding protocol training materials
o Develop Logic Model to track inputs, outputs and outcomes throughout CE Implementation
o Define and develop prioritization standards
o Identify roles of agencies throughout CE process
▪Identify phases of CE Implementation
▪Address capacity issues and barriers to implementation
o Track use of system and tools throughout Denton County
▪Assess equipment and personnel needs for implementation and maintenance
Completed Progress: Increase Access to Housing
2017-2018
✓Determine Housing Need
▪Utilize local data to identify gaps in needed housing and services by DCHLT homeless definition category
✓Develop and Maintain Data Dashboard
▪Identify data sources
▪Establish master template for consistent reporting of data from multiple data sources
✓Seek Funding
▪Secured funding from City of Denton to support HMIS licenses at various agencies
▪Secured funding from City of Denton to support dedicated position to oversee HMIS and Coordinated Entry implementation and maintenance
Completed Progress: Increase Access to Housing
2017-2018
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
1. INCREASE ACCESS TO HOUSING FOR DENTON COUNTY RESIDENTS BY 10%
Workgroup Strategies Metrics Status
Housing
Workgroup
• Implement landlord outreach initiative, Doors for Denton County
• Maintain consistent case conferencing meetings to move actively
homeless households off the Denton County Housing Priority List
• Implement Standards of Excellence across Denton County homeless
prevention and intervention programs
• Maintain & Expand Denton County’s Coordinated Entry System
• Prioritize client satisfaction and obtain feedback
• Hire & train Housing Navigator
• Establish baseline number of landlords willing to rent to households with barriers (2018)
• Build list of at least 50 potential landlords identified throughout the county within the first
year (2018-2019); Increase list by 10% annually
• Provision of housing navigation for clients and case managers in housing programs
resulting in a 10% increase in successful housing placements from the HPL
• DFDC should support 5% of housing placements across Denton County homeless programs
• 85% retention rate after households have been housed for 3 months and 75% retention
after 6 months
• 10% increase in successful housing placements from Denton County Housing Priority List
• Identify and report average current length of time and then improve the average length of
time quarterly, working towards a system goal of 60 days or less from housing navigation
referral to being housed (SPM Goal: 90 days total from CE to housed)
• Measure number of households enrolled in housing navigation and placed with no financial
assistance or subsidy (excluding risk mitigation)
• Track dollars committed to and expended for risk mitigation via the Barriers Fund
• Develop Case Conferencing procedures (define roles and action steps assigned to providers
in case conferencing meetings)
• Standards for Outreach & Engagement:
o 75% coverage of Denton County service area; track # of total engagements made and #
of unique engagements
o 90% of households engaged through outreach are assessed for housing through
Coordinated Entry
o 50% of households eligible are successfully assisted in collecting all housing documents
within 30 days
o 70% of households engaged through outreach are placed in temporary, transitional or
permanent housing
• Standards for Emergency Shelter/Temporary Housing:
o 90% of households engaged through shelter are assessed for housing through
Coordinated Entry
o Measure households diverted from homelessness
o 50% of households enrolled in emergency shelter exited within 120 days (exits include
diversion, extended stay or other housing)
I/P
X
X
X
X
X
X
X
X
X
I/P
X
X
X
X
X
X
X
X
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
o 35% of households enrolled in emergency shelter exit to temporary or transitional
housing
o 40% of households enrolled in emergency shelter exit to permanent housing
o 70% of shelter stayers recommend shelter to someone else in need
• Standards for Supportive Housing
o 75% of households enrolled in a supportive housing program (Rapid Re-Housing,
Permanent Supportive Housing, Homeless Prevention or other) maintain housing 3
months after program exit
o 35% of households enrolled in a supportive housing program increase income by
program exit (through earned income or non-cash benefits)
o 85% of households exit supportive housing programs to permanent housing destination
o 85% of those who complete supportive housing programs would recommend the
agency to someone else in need
• Research coordinated entry processes for ‘at-risk’ populations
• Begin tracking number of requests for homeless prevention services in Denton County
• Administer twice yearly surveys to households who have exited local homeless prevention
and intervention programs to obtain feedback on their experience
X
X
X
X
X
X
I/P
X
X
Data Workgroup
• Maintain the Coordinated Entry Housing Priority List in collaboration with
community partners to ensure there is a real-time list of people
experiencing homelessness with their housing needs
• Support at a minimum, monthly Case Conferencing and ongoing maintenance of the Master
HPL
• Measure housing navigation referrals through Coordinated Entry; Goal to achieve 100%
referrals from CE (and if participant denies CE, the HMIS record) to housing navigation
I/P
X
Ad Hoc Affordable
Housing Committee
• Research and propose workforce housing solutions
• Utilize data to increase diverse stock of supportive/affordable housing
• Establish baseline number of affordable housing units in Denton County
• Engage local experts and stakeholders
• Increase number of affordable housing units by 10%
• Explore ways to incentivize affordable housing at a local level
• Support inclusion of affordable housing development strategies in city-specific housing
plans
X
I/P
X
I/P
X
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
Shelter Planning
Workgroup
• Assess current environment and determine direction for the future of
Emergency Shelter services for people experiencing homelessness in
Denton County
• Increase access to shelter and temporary housing solutions for sheltered
and unsheltered populations in Denton County.
• Implement Standards of Excellence across Denton County homeless
prevention and intervention programs
• Prioritize client satisfaction and obtain feedback
• Develop Denton County shelter and transitional/temporary housing inventory
• Develop and administer customer service survey to Denton County’s sheltered and
unsheltered population
• Identify opportunities to reduce barriers to shelter and collaboratively develop a quick-
action shelter improvement plan for public consumption and shelter adaptation
• Develop plans for housing-focused case management across shelter and outreach programs
• Standards for Outreach & Engagement:
o 75% coverage of Denton County service area; track # of total engagements made and #
of unique engagements
o 90% of households engaged through outreach are assessed for housing through
Coordinated Entry
o 50% of households eligible are successfully assisted in collecting all housing documents
within 30 days
o 70% of households engaged through outreach are placed in temporary, transitional or
permanent housing
• Standards for Emergency Shelter/Temporary Housing:
o 90% of households engaged through shelter are assessed for housing through
Coordinated Entry
o Measure households diverted from homelessness
o 50% of households enrolled in emergency shelter exited within 120 days (exits include
diversion, extended stay or other housing)
o 35% of households enrolled in emergency shelter exit to temporary or transitional
housing
o 40% of households enrolled in emergency shelter exit to permanent housing
o 70% of shelter stayers recommend shelter to someone else in need
C
I/P
X
X
X
X
X
X
X
X
X
X
X
X
Backbone Support
• Advocate and support on-going efforts to increase access to housing at
all levels of government
• Seek funding to support objectives
• Support maintenance and expansion of Coordinated Entry in Denton
County
• Network and communicate advocacy goals at various levels of government:
o City/County – Chambers of commerce, city government committees, North Central
Texas Council of Governments
o State – Denton County Delegates in Texas Legislature
o Federal – Denton County Delegates in Federal Government
• Increase Barriers Fund resources in collaboration with the Denton County Homeless
Coalition and other community partners
• Develop online Coordinated Entry toolkit for easy access to tools and information for
housing providers and the general public
X
I/P
X
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
2. CONTINUOUS IMPROVEMENT OF HOMELESSNESS DATA MANAGEMENT
Workgroup Strategies Metrics Status
Data
Workgroup
• Maintain master Housing Priority List that accurately reflects the number of
people experiencing homelessness at any given time in a community
• Develop web-based dashboard of comprehensive Denton County
Homelessness Data
• Support ongoing implementation of Coordinated Entry System as a part of
Denton County’s Housing Crisis Response System to collect information and
data about people experiencing homelessness
• Increase the number of agencies using HMIS and Coordinated Entry
• Improve the data quality of HMIS users through data entry support, training,
and data reporting
• Identify cost offsets of housing chronically homeless individuals
• Monthly HPL Dashboard report tracking # intakes, #CE Assessments, # CE Referrals, #Inflow,
#Active, and #Outflow
• Maintain a consistent number of licenses and agencies reporting to HMIS
• Provide at least 1,500 hours of data quality training, assistance, and HPL support with HMIS
License holders
• Develop average individual cost of chronic homelessness specific to Denton County
• Utilize Denton Supportive Housing Pilot and other community data to conduct cross-sector
cost analysis of chronically homeless, justice-involved individuals with high system
utilization rates
I/P
I/P
I/P
X
X
Housing
Workgroup
• Monitor community-wide System Performance Measures to assist in
identifying gaps in both homeless and housing services and to determine
where to channel collective impact efforts and community resources in Denton
County
• At a minimum these measures must track progress toward these System Performance
Measures
o Number – Reduce number of people experiencing homelessness Goal: Reduce by
5% annually
o Length – Reduce the length of time households are enrolled in emergency shelter
and transitional housing experiencing homelessness. Goal: Reduce by 30 days
annually toward the overall goal to reduce the length of homelessness to 90 days
or less
o First Time Homeless – Reduce the number of persons who become homeless for
the first time. Goal: Reduce by 5% annually
o Recidivism – Reduce the number of people who return to homelessness after
receiving permanent housing. Goal: Total returns to homelessness to be less than
25%
o Barriers – Increase access to housing through a variety of successful housing
placement options. Goal: Increase housing placement by 10% annually
o Income – Increase income of homeless adults being served. Goal: 37% of the
people enrolled in housing assistance programs will increase their income
o Outreach – Identify vulnerable populations in Denton County. Goals: To have street
outreach to 75% coverage of Denton County and 90% of those people engaged
through Street Outreach will be assessed through CE and entered into HMIS
I/P
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
Shelter Planning
Workgroup
• Collect quantitative and qualitative data to assess needs of Denton County’s
sheltered and unsheltered homeless population
• Conduct surveys of Denton County’s sheltered and unsheltered homeless population I/P
Backbone
Support
• Advocate and support on-going efforts to improve homeless data
management at all levels of government
• Seek funding to supportive objectives
• Collaborate with Denton County Homeless Coalition to conduct annual Point-
In-Time Homeless census counts
• Continue to seek funding to support HMIS licenses, Coordinated Entry and cross-sector
cost analysis efforts
• Produce comprehensive annual report on homelessness data
• Measure trending data of homelessness based on HMIS and Point-In-Time data
I/P
X
X
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
3. END VETERAN HOMELESSNESS IN DENTON COUNTY BY 2020
Workgroup Strategies Metrics Status
Data Workgroup
• Identify all Veterans experiencing homelessness • Manage Housing Priority List to accurately reflect total number of Veterans
households experiencing homelessness I/P
Housing
Workgroup
• Develop resources, plans, partnerships and system capacity to identify and address
housing and service needs of Veterans entering, returning to or at risk of
homelessness
• Provide service-intensive transitional housing only in limited instances
• Develop capacity to assist Veterans to swiftly move into permanent housing
• Provide shelter immediately to any Veteran experiencing unsheltered homelessness
who wants it
• Establish Veteran-specific outreach and Front Door access for Coordinated Entry
• All Veterans experiencing homelessness assessed for housing through Coordinated
Entry
• Update Denton County Coordinated Entry Eligibility Matrix and Coordinated Entry
advertisement to reflect Veteran-specific access and housing options
• Prioritize Veteran households for available housing assistance resources in case
conferencing
• Cross reference VA list to determine HUD-VASH eligibility
• Prioritize Veteran households for Housing Navigation through Doors for Denton
County
• Reduce returns to homelessness for Veterans
• Identify and increase coordination of wrap-around services to ensure long-term
housing stability
X
I/P
I/P
I/P
X
X
X
X
X
Shelter Planning
Workgroup
• Provide shelter immediately to any Veteran experiencing unsheltered homelessness
who wants it
• Ensure accurate referrals from shelter and outreach
• Update Coordinated Entry tools and provide training to shelter and outreach staff
to ensure awareness of and referrals to available Veteran housing opportunities X
2018-2022 DCHLT Strategic Goals
Status Key: X – To Be Done; I/P – In Progress; C - Completed
Workgroup Strategies Metrics Status
Backbone Support
• Advocate and support on-going efforts to end Veteran homelessness
• Collaborate with local Veterans service organizations to increase access to funding
and housing solutions
• Network and communicate advocacy goals at various levels of government:
o City/County – Chambers of commerce, city government committees, North
Central Texas Council of Governments
o State – Denton County Delegates in Texas Legislature
o Federal – Denton County Delegates in Federal Government
• Advocate for increased HUD-VASH Vouchers
• Maintain communication of identified Veteran housing need to Fort Worth Catholic
Charities to ensure adequate funding
I/P
I/P
I/P
Sources: The United States Department of Housing and Urban Development (HUD); Denton County Homeless Coalition; OrgCode Consulting; United States
Interagency Council on Homelessness (USICH); The National Alliance to End Homelessness (NAEH);
HOUSING TERMS
Organizational Structure
Balance of State (BoS) – Texas’s largest CoC. The Texas Balance of State CoC is made up of all service providers,
advocates, local government officials, and citizens who work to eliminate homelessness in over 213 counties in Texas
outside of most major metropolitan cities. DCHC is a member. Texas Homeless Network (THN) serves as the CoC lead
agency, HMIS administrator and the applicant for the HUD Continuum of Care (CoC) Program for the Balance of State.
Continuum of Care (CoC) – CoC’s are authorized by HUD, CoC’s are designed to promote communitywide commitment
to the goal of ending homelessness. CoC’s apply to HUD and are awarded CoC grants that then provide funding for efforts
by nonprofit providers, state, and local governments to end homelessness.
US Department of Housing and Urban Development (HUD) – One of the many things offered by HUD are grants and
programs related to the topic of homelessness.
Grants – Local Grants related to Homelessness (not all inclusive):
COD – City of Denton Human Services Grant
ESG – Emergency Solution Grant
EFSP – Emergency Food and Shelter Program
SHP – Supportive Housing Grant
CoC – Continuum of Care Grants
Programs – List of some homeless program types (not all inclusive):
Affordable Housing – Defined as paying 30% or less than an individual’s income for housing.
Coordinated Entry – Process used in communities to streamline access, assessment, and referral process for housing and
other services across agencies in a community. In a coordinated system, each system entry point (‘Front Door’) uses the
Sources: The United States Department of Housing and Urban Development (HUD); Denton County Homeless Coalition; OrgCode Consulting; United States
Interagency Council on Homelessness (USICH); The National Alliance to End Homelessness (NAEH);
same assessment/intake tool and makes decisions on which programs families are referred based on a comprehensive
understanding of each program’s specific requirements, target population, and available beds and services.
Emergency Shelter – Shelter provided to address the immediate needs of homeless persons living on the street by
providing temporary housing.
Diversion – Diversion is a strategy that prevents homelessness for people seeking shelter by helping them identify
immediate alternate housing arrangements and, if necessary, connecting them with services and financial assistance to
help them return to permanent housing.
Housing Inventory Count (HIC) – The Housing Inventory Count (HIC) is a point-in-time inventory of provider programs
within a Continuum of Care that provide beds and units dedicated to serve persons who are homeless, categorized by five
Program Types: Emergency Shelter; Transitional Housing; Rapid Re-housing; Safe Haven; and Permanent Supportive
Housing.
Homeless Management Information System (HMIS) – HMIS tracks the data regarding the homeless and services
provided.
Homelessness Prevention (HP) – Short- and/or medium-term rental assistance provided to prevent an individual or
family from moving into an emergency shelter or another place not fit for human habitation.
Housing Choice Voucher (HCV) – Formerly known as Section 8 Vouchers; federally funded housing voucher for low-
income individuals and families; administered locally by the Denton Housing Authority
Housing Crisis Response System (HCRS) – An effective HCRS identifies all people experiencing or at risk of experiencing
homelessness across the community, prevents homelessness whenever possible, provides immediate access through
coordinated entry to shelter and crisis services without barriers to entry, as stable housing and supports are being secured,
and quickly connects people who experience homelessness to housing assistance and/or services tailored to the unique
strengths and needs of households and which enable them to achieve and maintain permanent housing.
Housing First – Housing First is an approach to quickly and successfully connect individuals and families experiencing
homelessness to permanent housing without preconditions and barriers to entry, such as sobriety, treatment or service
Sources: The United States Department of Housing and Urban Development (HUD); Denton County Homeless Coalition; OrgCode Consulting; United States
Interagency Council on Homelessness (USICH); The National Alliance to End Homelessness (NAEH);
participation requirements. Supportive services are offered to maximize housing stability and prevent returns to
homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry.
Housing Priority List (HPL) – List of individuals and families who have been assessed using the VI-SPDAT in HMIS and
are waiting to be connected to a permanent housing solution
Low-Barrier – Housing solutions that requires a minimum number of expectations of the people who wish to be placed
there.
Point-In-Time (PIT) Count – A count of sheltered and unsheltered homeless persons on a single night in January. HUD
requires that Continuums of Care conduct an annual count of homeless persons who are sheltered in emergency shelter,
transitional housing, and Safe Havens on a single night. Continuums of Care also must conduct a count of unsheltered
homeless persons every other year (odd numbered years). Each count is planned, coordinated, and carried out locally.
Permanent Supportive Housing (PSH) – Housing for people who need long-term housing assistance with supportive
services to stay housed.
Rapid Re-Housing (RRH) – Housing relocation and stabilization services and assistance provided to help a homeless
individual or family move as quickly as possible into permanent housing and achieve stability in that housing.
Social Security Disability Insurance (SSDI) – Monthly benefit for people who are living with a disability
Supplemental Security Income (SSI) – Monthly benefit program for people with little income who are also living with a
disability
Supportive Housing (SH) and Transitional Housing (TH) – Housing that is provided with case management designed
to help client achieve self-sufficiency and exit the program over a determined amount of time
Street Outreach. Essential services and outreach provided to unsheltered homeless people on the street
Veteran Affairs Supportive Housing (VASH) – Combination of Housing Choice Voucher rental assistance and
individualized case management services for Veterans experiencing homelessness
Sources: The United States Department of Housing and Urban Development (HUD); Denton County Homeless Coalition; OrgCode Consulting; United States
Interagency Council on Homelessness (USICH); The National Alliance to End Homelessness (NAEH);
VI-SPDAT – The VI-SPDAT is a pre-screening, or triage tool that is designed to be used by all providers within a
community to quickly assess the health and social needs of homeless persons and match them with the most appropriate
support and housing interventions that are available
Wrap-Around Services. Community based, client centered approach to provide other supportive services as available and
as needed for clients to maintain housing stability. Wrap-Around Services might include: Health Care, Child Care,
Substance Use Treatment, Mental Health Care, Education, Employment, Legal Services, Counseling, Transportation, etc.