A community United Over the last four years residents in Charlotte County have

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3 A community United Over the last four years residents in Charlotte County have witnessed remarkable change. There has been a new collaborative movement among human service providers, non-profits, government, faith-based, and community activists who have come together to support new ideas for solving the human condition of homelessness. A new era in innovative programs and services to assist those recovering from the economic recession and targeting families and individuals who are looking for a way out of homelessness. Charlotte County is a community committed to permanent change, leading homeless and extremely low income households back to sustainability. W. Kevin Russell Attorney at Law North Port, FL Gulf Coast Partnership Chair At the forefront of this new collaboration is the Gulf Coast Partnership (GCP), our community s Continuum of Care as Homelessness Lead Agency. The Gulf Coast Partnership s mission is to end homelessness through innovation and collaboration. Through capacity building, collaboration, and technology, the Gulf Coast Partnership works tirelessly to bring all service programs together and unite them, while focusing on limited community resources on our most vulnerable populations. Two years ago a group of concerned citizens and agencies came together and began the process of writing a 10 Year Plan to Prevent & End Homelessness in Charlotte County. Why? Because when all of our residents are given a fair opportunity to succeed we all benefit. It is our commitment, through the Gulf Coast Partnership, to bring new levels of sustainability, new programs and services, and to strengthen our community s human service providers. Please join us today in supporting the Gulf Coast Partnership s 10 Year Plan to Prevent & End Homelessness in Charlotte County because Together We Can! Jay Glynn CEO Charlotte Behavioral Health Care Punta Gorda, FL Gulf Coast Partnership Board Member Gulf Coast Partnership Ten Year Plan Page I

4 Planning Stephen R. Deutsch Board of County Commissioners Port Charlotte, FL Gulf Coast Partnership Board Member The Charlotte County 10 year plan to prevent and end homelessness started with five key components; Housing, Homeless Prevention & Early Intervention, Economic Stability, Health & Human Services, and Outreach & Safety. Each component of the plan has undergone a strategic development process including a full strengths, weakness, opportunity, and threats or S.W.O.T analysis. Strategies, action steps, and measurable outcomes have been developed and outlined in this 10 Year Plan to Prevent & End Homelessness. We have categorized our action steps to success into planning objectives, community collaboration, public awareness, supportive services and implementation phases. Before we get started we would like you to meet a few of our homeless here in Charlotte County. Carrie Blackwell Hussey Executive Director United Way of Charlotte County Port Charlotte, FL Gulf Coast Partnership Board Member Wayne had been homeless for more than a decade before coming in for assistance. He had several health conditions that prevented him from securing employment. The Continuum of Care engaged Wayne with services through the Charlotte County Homeless Coalition and Charlotte Behavioral Health Care. Providing Wayne with shelter allowed for other wrap around services to be offered. Once offered an opportunity for assistance he capitalized on mental health treatment and was engaged by case managers to bring him into the SOARS (SSI/SSDI Outreach, Access, and Recovery) process. Wayne was quickly qualified and received Social Security Disability Income (SSDI). After completing several months in intensive case management and the safe haven housing program Wayne moved into permanent housing and no longer lives in the woods of Charlotte County. Page II Gulf Coast Partnership Ten Year Plan

5 Homelessness The Sumner family came to the Continuum of Care after the economic collapse. Out of employment opportunities and left with nowhere to turn, Scott and his family had no other options but to come into the emergency shelter. Their children were immediately connected with the homeless education project through the Charlotte County Public Schools to ensure some continuity of their education. While in shelter Mrs. Sumner went through education classes, parenting classes, and employment training programs. She was able to get a job as Scott s health deteriorated to a state of needing specialized cancer treatments. Scott and his family did not have health insurance and had to forego ongoing treatment. The family continued to excel through the shelter program and finally secured permanent housing. Today, Scott still struggles with his illness but his main concern is for his wife and children to make sure they have a home and food everyday. Chantal Phillips Director Intervention and Dropout Prevention Charlotte County Public Schools Port Charlotte, FL Gulf Coast Partnership Board Member These successes and many more like them would not be possible if not for the continued growth and collaborative effort of the Gulf Coast Partnership and its community partners. We can do better. We can reach out to those still living in poverty and experiencing homelessness. We know by continuing to expand the reach of the Gulf Coast Partnership we can identify more families in need. Together we can make sure that no child has to sleep in a car or in the woods and go without a proper education. Together we can bring new possibilities to those without hope through the Gulf Coast Partnership We can make a difference! Angela M. Hogan CEO Charlotte County Homeless Coalition Port Charlotte, FL Gulf Coast Partnership Board Member Gulf Coast Partnership Ten Year Plan Page III

6 Housing Housing is a critical component to securing other resources for those families and individuals in need of stability. Unfortunately today in Charlotte County we do not have an adequate supply of affordable housing to the extremely low income. We as a community must be creative and consider other solutions. We have developed five strategies surrounding housing. They are: Loraine Helber Executive Director Punta Gorda Housing Authority Punta Gorda, FL Gulf Coast Partnership Board Member * Create a comprehensive housing referral system. * Expand on the successes of other existing not for-profit housing programs. * Determine the real housing needs of the homeless and extremely low income. * Pursue housing opportunities for youth and family services to address the needs of homeless youth. * Look to new and innovative means of providing housing vouchers through private sources of funding and subsidies to make existing housing affordable. Housing First is a best practice for getting families and individuals sheltered and bringing needed services to them. We plan to deploy a Charlotte County method of achieving this through coordinated assessment, Rapid Re-Housing and connected Master Case Management. Bob Segur School Board Member Charlotte County Public Schools Port Charlotte, FL Gulf Coast Partnership Board Member Developing additional affordable housing to include new innovative voucher systems through private funding will assist the homeless and extremely low income populations by creating an inventory of stable housing. Researching other not-for-profit housing models to develop a model that will fit needs of the homeless and extremely low income households that struggle with credit and background checks, creating a model of no wrong entry into stable housing. Page IV Gulf Coast Partnership Ten Year Plan

7 Prevention Homeless Prevention & Early Intervention covers several key areas of the plan. Crucial to success are coordination of discharge services and a higher level of engagement in our Charlotte County Public Schools. We have developed these essential strategies: * Coordination of a discharge process for homeless being discharged from jail, prison, crisis stabilization units, hospitals, and other health care providers. * Creation of a system of medium term supportive services to homeless and extremely low income individuals and families unable to receive assistance due to lack of sustainable income or resources (Rapid Re-Housing). Lt. Jill McBee Lieutenant Charlotte County Sheriffs Department Port Charlotte, FL Gulf Coast Partnership Board Member * Coordination of funding and case management services of county government, non-profit organizations, and faithbased service providers. * Programming that addresses the vocational and life skill needs of students who drop out of High School. * Increasing academic success of homeless and extremely low income students and youth in foster care. * Improving availability and quality of parenting, literacy, and educational options among homeless and extremely low income persons. The Gulf Coast Partnership knows that a policy of prevention and early intervention can lead to stronger families and a healthier Continuum of Care. Providing support to our community partners like the Charlotte County Public Schools, the Sheriff s Department, hospitals, and mental health providers is the primary mission of this Prevention Strategy. The Gulf Coast Partnership is leading the research and implementation of strategies with all community partners to bring about change and offer long term hope to our community. Joseph Sabatino President Society of St. Vincent de Paul Venice, FL Punta Gorda, FL Gulf Coast Partnership Board Member Gulf Coast Partnership Ten Year Plan Page V

8 Human Services Health & Human Services encompasses health, mental health, childcare, and connectivity to financial support. Homeless and extremely low income families are not offered the proper tools to success like free or low cost childcare or immediate access to health and mental health care. We must make a change to give them the best chance at success. We have created the following strategies to address these needs: Dr. Henry Kurban Chief Administrator Charlotte County Health Department Port Charlotte, FL Gulf Coast Partnership Board Member * Educate hospitals on the use of One Charlotte for followup care or referral to services needed by consumers who are homeless or extremely low income upon discharge. * Educate health care providers on the SOARS (SSI/SSDI Outreach, Access, and Recovery) process for assisting with the disability application process. * Increase opportunities for vision and dental care to the homeless and extremely low income. * Improve access to medical health services for the homeless and extremely low income. * Expand availability of mental health and substance abuse services for the homeless and extremely low income populations. * Increase options to provide free and very low cost childcare to homeless and extremely low income children to assist parents that are job searching or working low paying jobs. Suzanne Roberts CEO Virginia B. Andes Volunteer Community Clinic Port Charlotte, FL Gulf Coast Partnership Board Member * Increase county wide transportation options for homeless and extremely low income populations. Health, mental health, childcare, and transportation are all immediate needs of the homeless and working poor of Charlotte County. The Gulf Coast Partnership needs your assistance so that we can continue to remove barriers and seek programs that make sense for our community. Having appropriate resources available when they are needed will help to lessen the burden on our homeless and extremely low income families. Page VI Gulf Coast Partnership Ten Year Plan

9 Stability Economic Stability means different things depending on each situation a family or individual is in at that moment. The community developed the following strategies to increase financial stability: * Develop a first in line program that could expeditiously provide employment opportunities for homeless and extremely low income residents. * Support and encourage initiatives with business development groups to bring more employment into the county manufacturing/industrial support base. * Ensure adequate access to skill and job training programs for people who are homeless and extremely low income. Julie Mathis Executive Director Charlotte County Chamber of Commerce Port Charlotte, FL Gulf Coast Partnership Board Member * Increase the availability of intensive case management services to homeless and extremely low income people. * Streamline the delivery of services by implementing a single coordinated assessment intake process for all human service agencies. A centralized intake and referral center like One Charlotte would also enhance this process. * Recruit and train a group of qualified volunteers to assist the homeless and extremely low income with SOAR (SSI/ SSDI) applications. The economic recession has placed a substantial burden on many communities around the United States. Here in Charlotte County we are developing strong responses and measurable outcomes for addressing this severe economic impact. With your assistance, the Gulf Coast Partnership will continue to bring new ideas for job training programs and work with our county economic development teams to solicit new manufacturing/industrial opportunities and create living wage jobs. Dr. Douglas Whittaker Superintendent Charlotte County Public Schools Port Charlotte, FL Gulf Coast Partnership Board Member Gulf Coast Partnership Ten Year Plan Page VII

10 Outreach Page VIII Gulf Coast Partnership Ten Year Plan Outreach & Safety is protecting the homeless and ensuring the protection of property owners in Charlotte County. This is an ongoing mission of the Gulf Coast Partnership. Working with law enforcement, state legislature, and homeless advocates in developing policies that all residents can live with brought us to these strategies: * Create a strong campaign for community awareness and education about homelessness in Charlotte County. * Design a mobile service system that would provide outreach and case management to the chronically homeless on the streets while promoting homeless individuals coming into center-based services. * Expand a network of agencies that can provide adult protective services. * Initiate a legal aid strategy for homeless and extremely low income residents of Charlotte County. * Increase the number of Crisis Intervention Trained (CIT) police officers both in the Charlotte County Sheriffs Department and the City of Punta Gorda Police Department. Outreach in Charlotte County does not mean walking through the woods bringing blankets and food, it means developing effective programs to bring an end to homelessness. We must be able to provide protection to those who cannot manage themselves or understand how to navigate resources to get access into housing. Additionally this policy of outreach means we must, as a community, provide adequate resources for property owners to be able to protect their homes and land. The Gulf Coast Partnership will work with our local law enforcement and mental health partners to support the Crisis Intervention Training (CIT) process. CIT creates an environment for both law enforcement and persons on the streets to have a fair opportunity to be safe and express themselves and their needs with a goal of connecting the consumer to appropriate services.

11 Research During the past two years the Gulf Coast Partnership and the 10 year plan steering committee have been diligently working on the development of a 10 Year Plan to Prevent and End Homelessness in Charlotte County. We, as a community, wrote a plan that fits the needs of our county, investigated best practices from around the United States and came up with a strategic approach to solving homelessness. We are now poised to take the next step a more detailed research on implementing the strategies that have been developed. Year one of the plan will be spent identifying and understanding the implementation processes for the action steps in our strategies. We know for example there are extraordinary housing models that Habitat for Humanity and Goodwill currently use for getting people into permanent housing. Can these models for moderate income households be modified for use in addressing larger population with the homeless and extremely low income persons? We need to find out. Researching best practices for new micro enterprise approaches, recruitment of manufacturing and industrial companies, job training programs, and new ideas for a public transit system that could operate here in Charlotte County are all essential in year one if we are to get people ready to work. Performing analysis on parent engagement and student needs in our schools will assist us to better understand the learning gaps for homeless and extremely low income populations. The goal is to reduce student drop-out rates and increase opportunities for secondary education. These are just some of the first year research projects the Gulf Coast Partnership will be undertaking with your help. The process of uniting our community behind a mission of eliminating homelessness and poverty is underway we need you because together we can accomplish these goals. Gulf Coast Partnership Ten Year Plan Page IX

12 Collaboration Page X Gulf Coast Partnership Ten Year Plan Building a strong community collaboration is much like assembling an orchestra. The strings, percussion, woodwind, and brass sections must all work in harmony with each other to produce a work of art. Today in Charlotte County the Gulf Coast Partnership has challenged the human service agencies and residents to be something better, to work hand-in-hand as partners, to end homelessness and drive poverty out of our community. We know we cannot do it alone, and what is more, it is not reasonable to believe that one agency can. That is why we have created partnerships with Charlotte County Human Services, Charlotte 2-1-1, United Way of Charlotte County, Virginia B. Andes Volunteer Community Clinic, Charlotte Behavioral Health Care, Charlotte Community Foundation, Charlotte County Homeless Coalition, Charlotte County Habitat for Humanity, St. Vincent De Paul and many more great community partners. Through our partnership teams we developed several key opportunities for change, such as: The One Charlotte mission is To provide a united framework of one stop shop of health and human services assistance for Charlotte County residents. * Standardize intake and assessment by all community partners. * Screen clients for eligible services throughout the Continuum of Care. * Provide immediate access to emergency services for those individuals and families experiencing immediate trauma. * Work with clients to bring stability, offering a hand-up not a hand-out. * Refer to housing, prevention, employment, childcare. One Charlotte is about all community partners coming together with a client centered approach, working in one direction, with a common goal of improving the lives of those experiencing homelessness and poverty.

13 Public Awareness The Gulf Coast Partnership is working with our community partners to develop a media program that will bring homelessness and poverty issues to the forefront of our community initiatives. Educating our residents on what modern day homelessness really looks like here and how they can be engaged in the process is essential to building lasting, meaningful programs that will bring an end to homelessness. Educating residents is only one step in the process. The second stage is working with local government, human service agencies, private sector businesses, foundations, and faith-based partners to have one voice and one message speaking against homelessness and poverty. With our partners, the Gulf Coast Partnership will develop a media campaign that will include print, radio, and television public service announcements. These will explain what current conditions are here and how we plan to address them. The Homeless Coalition, as a GCP Community partner and in collaboration with the Americorps VISTA program, has launched a media production program to enhance public awareness in our local community. The Gulf Coast Partnership will support the Lead Agency and the Homeless Coalition with resources and data to produce video public service announcements. Reaching residents of our community about the struggle children in our public schools face every day like hunger, homelessness, and academic challenge is important to bring about change and offer hope to our community s youth. Gulf Coast Partnership Ten Year Plan Page XI

14 Initiatives Page XII Gulf Coast Partnership Ten Year Plan Throughout this plan, we will mention the One Charlotte project several times. It is a core program for success with preventing and ending homelessness in Charlotte County. Another important project is the Charlotte SOAR Center. It is a priority of the plan to develop a facility that provides SOAR Case Management to homeless and extremely low income people. Managed by a team of highly trained volunteer case workers, the organization will be connecting qualified clients to Social Security benefits and other mainstream resources like Food Stamps, Medicaid, TANF, and veteran benefits. Introducing the Bridges Out of Poverty program to Charlotte County through educational seminars and trainings for case workers and school staff is a priority project for the Gulf Coast Partnership. Reducing the social costs of poverty, strengthening the workforce, and building a more prosperous and sustainable community are goals on which most communities agree. Bridges Out of Poverty family of concepts, workshops, and products helps employers, community organizations, social service agencies, and individuals address and reduce poverty in a comprehensive way. Bridges brings people from all sectors and economic classes together to improve job retention rates, build resources, improve outcomes, and support those who are moving out of poverty. Dr. Ruby Payne Increasing Crisis Intervention Training (CIT) for the Charlotte County Sheriff s Department and Punta Gorda Police Department will continue to bring a new level of street engagement with the homeless by law enforcement. The Gulf Coast Partnership plans to meet with our two police training academies to introduce the possibility of CIT as a standard curriculum when training new officers. Legal aid for homeless and extremely low income residents is certainly another top concern for our community. The GCP will work with all facets of law enforcement and protective services to establish an adult protective services program that protects the most vulnerable homeless and extremely low income populations.

15 End Homelessness The Gulf Coast Partnership has many more initiatives listed in the detail of this presentation for your review. The Gulf Coast Partnership is committed to developing these programs and services in Charlotte County but we cannot do it alone we need you! Your support of the Gulf Coast Partnership will offer continued growth for our community, capacity development of our partner agencies; thereby and will put Charlotte County on a path to end homelessness and poverty. Our mission to end homelessness centers around the many new innovative ideas and existing programs found in the 10 year plan to prevent and end homelessness. Financial support of the Gulf Coast Partnership is critical to bringing a fundamental change. We also ask for your ongoing collaboration and want you at the strategic implementation table. The Gulf Coast Partnership will provide regular monitoring and progress updates through the Gulf Coast Partnership Board to our community and our funders. To date we have affected small changes in Charlotte County. Together we have an opportunity to do what few communities have ever thought of doing ending homelessness and poverty. Make the commitment today to become part of the team that believes... Together we can make a difference To find out how, contact us at: or call (941) ext. 106 Gulf Coast Partnership Ten Year Plan Page XIII

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17 Charlotte County 10 Year Plan Academic Review

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19 Table of Contents 1. Executive Summary a. Purpose Statement, Scope and Methodology b. Key Findings and Overview c. Introduction 2. Development of the Plan a. Guiding Principles b. Who is Homeless? c. Homelessness in the United States d. Homelessness in Florida e. Homelessness in Charlotte County f. Why is the 10 Year Plan so Important? g. The Cost of Homelessness 3. Strategic Planning Process: SWOT, Goals and Strategies a. Homeless Prevention and Early Intervention b. Housing c. Economic Stability d. Health and Human Services e. Outreach and Safety f. The Steps: Framework for Action g. Action Plan for Charlotte County: Years 1 Through The Plan: Objectives a. Research Analysis b. Community Collaboration c. Public Awareness d. New Program 6. Implementation and Evaluation a. One Charlotte b. SOAR Center c. Supportive Services d. Housing First e. Employment and Training f. Health Care g. Child Care h. Education i. Legal Aid j. Transportation 7. Conclusion and Appendix a. Conclusion and Recommendation b. Letter Addressing Homelessness c. Acknowledgments and Committee Members d. References pg. 3 pg. 4 pg. 4 pg. 6 pg. 9 pg. 10 pg. 10 pg. 11 pg. 12 pg. 13 pg. 14 pg. 15 pg. 17 pg. 18 pg. 20 pg. 23 pg. 26 pg. 29 pg. 33 pg. 34 pg. 45 pg. 46 pg. 50 pg. 53 pg. 54 pg. 61 pg. 62 pg. 64 pg. 67 pg. 69 pg. 76 pg. 85 pg. 94 pg. 94 pg. 107 pg. 110 pg. 113 pg. 114 pg. 115 pg. 118 pg. 123

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22 Purpose Statement, Scope and Methodology The purpose of the Charlotte County 10 Year Plan to Prevent and End Homelessness is to learn and have a better understanding of the issue of homelessness in Charlotte County. This plan will help the public understand the needs and identify best practices to meet those needs affecting the homeless, those at risk of homelessness, and to forge a community consensus to implement goals and strategies to raise the quality of life for all residents. This plan emphasizes our role as a community, government, business, nonprofit and local individuals to find ways to help solve homelessness in our county. This is not a one-person or group problem, but rather a problem that affects everyone. Thus, Charlotte County needs the involvement of everyone to address this issue. First, we will review the 10 Year Plan vision and mission statements, explain why the 10 Year Plan is so important, define what homelessness is and who is homeless, and address the needs by providing the best possible solutions to this problem. Then, we will present the steps taken in the plan, such as the SWOT Analysis, Needs Assessment, Goals, Strategies and Action Steps, as well as the framework for action selected in years 1 through 10. We will also examine the demographics and causes contributing to this issue. Finally, we will discuss the implementation process on how the goals, strategies and action steps are being developed to address this issue, as well as who or what agency would be responsible for each action step and what the expected outcomes, challenges, benchmarks and impacts. The methods used in this book are both qualitative and quantitative. The narrative and analysis have been collected from10 Year Plan meetings, as well as other sources, such as the homeless Point in Time Count, Community Information System, Charlotte County Human Services and Health Department, and United Way Needs Assessment, among others. The release of these findings will enable the public, government administrators, community developers, businesses, service providers and local individuals to closely examine the issue of homelessness and get engaged through community partnership and collaboration. Key Findings and Overview Executive Summary The U.S. Interagency Council on Homelessness has issued a challenge to communities across the country to address the problem of homelessness. Accordingly, in October 2010 community leaders of Charlotte County formed a committee to find resolutions through the development of a 10 year plan. Using the expertise of service providers, government officials, and homeless experts, the plan was designed to specifically address the needs of Charlotte County s homeless and extremely low income populations by providing assistance and case management, as well as minimizing economic costs, and ultimately resolving the substantial issue of homelessness. Page 4 Executive Summary

23 Key Findings and Overview People who are homeless have no regular place to stay; therefore, they use a variety of public systems in an inefficient and costly way. Individuals and families that are homeless use significant amounts of public funding, whether through targeted programs or through emergency or inpatient medical treatment. According to the United States Interagency Council on Homelessness, the economic cost associated with people who are chronically homeless is high. Homeless persons consume over 50 percent of community resources, including emergency medical services, psychiatric treatment, shelters, law enforcement and correctional facilities. The January 24, 2013 Point-in-Time Count revealed that approximately 573 households were homeless in Charlotte County on a single day. Approximately 33 percent of those households were chronically homeless, 16 percent were homeless for the first time, and 11 percent were families. Permanent supportive housing for these individuals decreases the costs at emergency health and medical service facilities. It is less expensive to provide permanent supportive housing than to maintain individuals who are homeless in treatment facilities, hospitals, or on the street. Yet, it is important to keep in mind that the data reflected in the Point in Time count usually underestimates the total number of homeless in the county because it only includes unsheltered and sheltered homeless people and excludes the number of a group of those who are referred to as doubled up. The two populations counted by the Point in Time are only the homeless persons living on the street, cars, camp outdoors, abandoned buildings, etc. or in emergency shelters and transitional housing. It does not include people in motels or those with family or friends. The 10 Year Plan is a long-range, comprehensive plan to help people who are homeless return to healthy and stable lives in permanent housing. The plan also attempts to prevent people from experiencing chronic homelessness. Recommendations featured in the plan are evidenced based practices drawn from best practices of innovative programs and initiatives in place across the country. The 10 Year Plan focuses on strategies for prevention and builds existing resources of various services by reinvesting and redirecting current resources and identifying new ones. The 10 Year Plan includes five general goals: Homeless Prevention & Early Intervention, Housing, Economic Stability, Health & Human Services, and Outreach & Safety. Each goal has multiple coordinated strategies. Many are considered national best practices with proven effectiveness in reducing homelessness in other counties and cities nationwide. The action steps to address these strategies have been measured, prioritized and categorized according to the importance, accessibility and the approach necessary to accomplish them. With this 10 Year Plan, Charlotte County will coordinate a multi-system effort to reduce the likelihood of homelessness by our community s most vulnerable members. In so doing, we will raise the profile of the crisis of homelessness across the county and in all sectors of our public service systems and amongst our citizenry. The heightened attention to this issue will assist us in calling for and engaging new resources to reach our goals. The collaboration and commitment of our community is more profound than the challenges we face today. Executive Summary Page 5

24 Key Findings and Overview There are common threads that permeate the various strategies and stand out as particular needs or barriers that must be addressed in our community in order for the plan to work. These include: Affordable rental housing Job creation Education and job training An efficient, accessible county wide transportation system Affordable and accessible medical, mental, eye and dental health care services Affordable child care and early childhood education programs Case management to reduce duplication and encourage service coordination A single intake application and coordinated assessment system for multiple agencies to streamline service delivery Legal assistance This 10 Year Plan is more than a set of general goals for bettering our community s efforts to address homelessness. It includes multiple specific strategies for new service innovations, pilot initiatives, and practices that will achieve these goals. Introduction Every night, some 1,000 people in Charlotte County find themselves homeless. They may be sleeping in the woods, crashing on a couch at a friend s apartment or living in an emergency shelter but one thing is certain: they have no place to call home. Many others are in imminent danger of becoming homeless, from a variety of circumstances, have worked against family disability, including which housing bust that has plunged Florida into a long and difficult recession. As these realities have strained the resources of government agencies and nonprofit organizations whose mission is to serve the needs of this population, it has become apparent that the problem must be addressed at its root. Emergency shelters, food pantries and intervention programs can do only so much. In the end, strategies designed to prevent and end homelessness are needed if Charlotte County is to create, preserve and enhance the quality of life for everyone. Struck by the dramatic increase in homeless people in Charlotte County and believing that solutions can only be found through a broad-based community approach, the Charlotte County Homeless Coalition brought together community leaders to draft a plan for ending homelessness. At its initial meeting, the group agreed to the following mission statement: Page 6 Executive Summary

25 Introduction The 10 Year Plan to Prevent and End Homelessness is a community-wide initiative to understand homelessness, identify best practices to meet the needs of the homeless and those at risk of homelessness and to forge a community consensus to implement goals and strategies to raise the quality of life for all Charlotte County residents. The process began by recognizing the magnitude of the problem. Steering Committee members learned that those included in the homeless designation could be living in a car, an abandoned building, substandard housing, or even at a makeshift camp in the woods. They may be doubled up with family or friends or living in an emergency shelter. They could be spending time in a nightly or weekly motel facility with no other destination, or they could be in the hospital or in jail without a place to go when released. Once the problem came into focus, the Steering Committee set about finding solutions. They looked at best practices throughout the country and considered the barriers clients experience in accessing current resources. All this was aimed at drafting a road map that would be used to implement efforts to prevent and end homelessness. The plan, however, will work only with support from a community that recognizes the importance of making it work. There must be a realization that homelessness costs money and strains the resources of those struggling to provide basic services such as housing, food and clothing. But many will argue that the intangible costs of homelessness are even more important than the actual dollars. Many of the homeless are suffering from untreated physical and mental illnesses, their children are deprived of the opportunities afforded their counterparts in less tenable circumstances, and they are missing out on the rights and privileges of a free society. Likewise, the greater community is missing the contributions that could and should be made by those who are challenged merely to get by. Through cooperation and coordination, solutions to homelessness can be found. It becomes the moral responsibility of Charlotte County s leadership to find and implement strategies that address the needs of this vulnerable population. Executive Summary Page 7

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28 Development of the Plan Guiding Principles The President and Congress enacted the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act in May This new law was enacted with the purpose of developing a national strategic plan, named Opening Doors, to end homelessness in the United States. Opening Doors reflects an agreement by agencies on a set of priorities and strategies. These include activities initiated by the President. The U.S. Interagency Council on Homelessness reflected on the Plan and concluded that homelessness is expensive and unacceptable and that homelessness is solvable and can be prevented. In October 2010 community leaders of Charlotte County formed a group, now named the Gulf Coast Partnership, with the intention being to help prevent and end homelessness in Charlotte County, Florida. The 2014 document named the Charlotte County 10 Year Plan to Prevent and End Homelessness was created with the emphasis on finding resolutions and ways to address the issue of homelessness through the development of diverse goals and strategies. Who is Homeless? According to Opening Doors, Homelessness takes many forms. The most common face is the person living on the street. When we refer to people who are unsheltered, we are referring to people who live on the streets, in cars, camp outdoors, or live in abandoned buildings. Some people stay in emergency shelters or transitional housing, a group referred to as sheltered. A third group is staying temporarily with family or friends, a group referred to as doubled up. (Opening Doors) Figure 1 Source: Charlotte County Point in Time (PIT) Count Page 10 Resource Data

29 Development of the Plan Homelessness in the United States Figure 2 Source: Charlotte County Point in Time (PIT) Count The face of homelessness has changed in the past years. The number of people experiencing homelessness has grown. Decades ago, homelessness was predominantly experienced by single male adults. Homelessness among children did not exist in the same way it does today. Economic downturns have historically led to an increase in the number of people experiencing homelessness. This increase in homelessness is the result of some key factors, such as the loss of affordable housing and foreclosures, wages that have not kept pace with the cost of living, rising housing costs, job loss and unemployment. Homelessness in the United States Homeless statistics reported by the National Alliance to End Homelessness Figure 3 Source:United States Interagency Council on Homelessness (USICH) Resource Data Page 11

30 Development of the Plan The homeless population in the United States has decreased in the past 3 years. In the year 2010, we had nearly 650,000 homeless people, this number decreased by 40,000 to 610,000 in Homelessness in Florida According to the Council on Homeless 2013 Report There are approximately 450,000 Extremely Low Income (ELI) renter households in Florida. These are households with incomes at or below 30 percent of the area median income (AMI) for their communities. This equates to a family of four in Orlando earning $17,550 or less per year; or an elderly couple in the Panhandle with an annual income of $11,550. A majority 75 percent of ELI households are cost burdened, spending 40 percent or more of their income on housing. Between 2005 and 2011, the number of cost-burdened ELI renter households increased 24 percent. Across the state, the need for affordable housing to ELI households far exceeds the supply. (Council on Homeless Report, p1) Homelessness in the State of Florida Homeless statistics reported by DCF State office on Homelessness Figure 4 Source: Florida Department of Children and Families (DCF) Based upon the 2013 HUD Point in Time Count statewide data and Florida Department of Education counts there are over 42,000 homeless individuals and 31,000 homeless families with children in Florida. They do not include nearly 7,000 unaccompanied homeless youth working to stay in school and 25,000 families with children in school who live in unstable housing such as motels and doubled up with friends, neighbors or relatives. In addition, men made up the majority of the homeless persons with 67 percent and 33 percent are women. On the breakdown by age, 18 and under represents 18 percent, ages 24 to 60 conforms 70 percent and over 60 the remaining 12 percent. (Council on Homeless Report, 2013, p. 9) Page 12 Resource Data

31 Homelessness in Charlotte County Development of the Plan According to the January 24, 2013 one day Point in Time Count there were approximately 573 homeless individuals living in Charlotte County. Most of the people were identified as single individuals between the ages of and under 18 years of age. However, the demographics of the homeless population have changed over the past few years. Now we are starting to see more females, single parents and families rather than single male individuals as we used to see in the past. This is due to many factors, including the last economic recession in which a large Floridian population lost their jobs and consequently their homes. Florida remains one of the top states for foreclosure filings. From the 573 homeless individuals over 200 responded unemployment and financial reasons to be the cause, and over 100 responded to have housing issues and being forced to relocate from their homes. Although the homeless count rate has dropped significantly to almost half since 2011 and the unemployment rate continues to drop as well, homelessness continues to be a great concern in Charlotte County. About two-thirds of these homeless admitted to having some sort of disabling condition, two-fifths physical or mental disability, and one-fifth being with drug or alcohol addiction. Homelessness in Charlotte County Data Reported by the Charlotte County PIT Count Figure 5 Source: Charlotte County Point in Time (PIT) Count Economic strain has caused a dramatic increase in separated/divorced households. Single female and male head of households with children is a growing population. Only 54 percent of all households in Charlotte County with children are intact families. Of the 45,000 families living in the county, almost 36 percent are headed by single parents. Currently there are about 40 percent of the adult population in Charlotte County that is not employed and 20 percent who are retired, leaving only less than 25 percent who are employed full time and a little over 15 percent who are employed part time. (American Community Survey; Needs Assessment, p.70) Resource Data Page 13

32 Development of the Plan Charlotte County Household Demographic Data Reported by the U.S. Census Bureau for 2010 Why is the 10 Year Plan so Important? Figure 6 Source: U.S. Census Bureau The 10 Year Plan is an essential tool to help prevent and end homelessness through the implementation of a variety of services strategically targeted at specific populations and issues. Some of those issues leading to homelessness may be due to mental illness, health conditions, drug abuse or addiction, legal issues, education, transportation, housing cost and availability, income and economic recession. The cost burden necessary for ELI households to access permanent housing impact their ability to access and/or retain permanent housing. These issues can include a disabling condition, escaping a domestic violence situation, suddenly becoming unemployed or underemployed or losing their home to foreclosure. Many of these issues create barriers to owning or renting a home or obtaining the necessary assistance. Page 14 Resource Data Figure 7 Source: Charlotte County Point in Time (PIT) Count

33 Development of the Plan Homelessness by Cause 20% Site Family Problems 38% Site Unemployment 22% Site Disability Issues 20% Site Lack of Affordable Housing Data Reported from the Charlotte County PIT Count 2013 The Cost of Homelessness Figure 8 Source: Charlotte County Point in Time (PIT) Count According to the National Alliance to End Homelessness, the cost of homelessness is high and becomes more expensive when left unaddressed. For many government officials, community leaders, and even direct service providers, it often seems that placing homeless people in shelters or rehab institutions is the most inexpensive way to meet the basic needs of people experiencing homelessness. Hospitalization, medical treatment, incarceration, police intervention, and emergency shelter expenses can add up quickly, making homelessness surprisingly expensive for municipalities and taxpayers. The high annual costs of incarceration and state hospital care: $55,000 prison bed $64,400 juvenile commitment bed $125,022 state forensic hospital bed Figure 9 Source: Florida Substance Abuse and Mental Health Corporation, 2009, p.7-19 Costs of homelessness are far greater than providing adequate nighttime supported residences with case management. Annually supportive housing, an estimated $7,000 per year, is a much less costly option to a community than the homeless individuals moving through hospitals, mental health facilities, jails, and emergency shelters, which can equate to a staggering average of $27,413 per individual per year. This statistic clearly show the importance of addressing this issue. It is evident that the State of Florida spends a substantial amount of money; and therefore, helping prevent homelessness and educating our community will help us save lives, money, and address this issue more efficiently. Resource Data Page 15

34 Development of the Plan Annual Costs of Homelessness Data Reported by the National Alliance to End Homelessness 2012 Figure 10 Source: The National Alliance to End Homelessness Charlotte County Data Reported by the U.S. Census Bureau 2010 Figure 11 Source: U.S. Census Bureau Page 16 Resource Data

35 Strategic Planning

36 Strategic Planning Strategic Planning Process: SWOT, Goals, and Strategies The planning process began with a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats),which lead to five goals and multiple strategies, and subsequently numerous action steps which will be executed during the implementation to accomplish the 10 Year Plan. Goal 1: Homeless Prevention and Early Intervention Preventing individuals and families from becoming homeless. Traditionally this has meant offering financial assistance to avert housing loss for those facing eviction. Other strategies include offering services to those who are at the greatest risk of homelessness, such as people being discharged from institutions into homelessness. In the past, preventing homelessness meant offering financial assistance to those facing eviction. Times have changed, but we have also developed a better understanding of things that can be done to keep people from becoming homeless. We know that no one just wakes up one day and becomes homeless. Becoming homeless is a process. If we can intervene at critical stages in the process, we can actually prevent an individual or family from becoming homeless. Best Practice - Example for Homeless Prevention and Early Intervention: In order to ensure successful linkage to community resources upon discharge from jail, Charlotte County s Criminal Justice and Behavioral Health Advisory Council (CJBHAC) created a position for a full-time Transitional Planning Case Manager, who works closely with individuals from the target populations who are being transitioned from jail into the community. Individuals are identified and referred for this service in the following ways: 1) Individuals who were screened for Mental Health or Drug Court, but were either denied, excluded, or declined to participate. 2) Individuals identified as having mental health or substance abuse needs as identified by Pretrial Services, Prison Health Services, and/or State Attorney or Public Defender. The Transitional Planning Case Manager s approach is driven by a best practices approach to treatment by utilizing the GAINS Center s APIC Model (2002). This model incorporates a four-prong approach that aims to: (A) Assess the needs of the individual, (P) Plan for the required services, (I) Identify specific community resources, and (C) Coordinate the implementation of the plan. Page 18 Strategic Planning

37 Homeless Prevention & Early Intervention SWOT for Homeless Prevention and Early Intervention in our community: Strengths: Criminal Justice Re-investment Grant Discharge Planning Case Management for Justice Discharge Planning United Way Season of Sharing Funding Number of local organizations providing prevention financial assistance Weaknesses: Discharge Planning from County Jail still lacks thorough communication to external providers and only targets those homeless with mental health and substance abuse issues nothing for homeless without conditions Growth in mentally ill population not all receive case management services Veteran Services need to be more involved in community planning Lack of available Extremely Low Income (ELI) housing No services available to those with mental illness that are not a threat to themselves No free or very low income child care available Duplication of services throughout the county (financial) Eviction prevention services for Extremely Low Income (ELI)households Lack of centralized coordination of county, non-profit, and faith based services No landlord data base Contact information for ELI households Opportunities: Discharge Planning better communication/coordination between inmate, service provider, and case manager Subsidized bussing for ELI/Homeless Vocational Coordinator (need to explore a grant for this countywide position) Develop a Sustainability Committee to have oversight on all countywide services Develop limited scale fixed route transportation system from ELI housing locations to employment and vocational centers Need more funding for Discharge Planning for mental health case management Implementation of Housing First Model coordinated wrap around services centralized coordination Charlotte County Commission evaluation of services/budgets looking for duplicated services being provided through government, non-profit, and private sector Diversify economy in county short term lower paying jobs as well as long term higher paying jobs Develop case management services for pre-evictions Strategic Planning Page 19

38 Homeless Prevention & Early Intervention Threats: Discharge planned inmates returning to jail/prison Funding to Discharge Planning for Mentally Ill Inmates Drain on funding from repeat offenders no case management services for mental health transitional housing or services Loss of and total of supported housing in the county Strategies for Homeless Prevention and Early Intervention in our community: Strategy 1: Develop a coordinated discharge process for homeless people being released from jail, prison, crisis stabilization units and other health care providers. Strategy 2: Create a system to provide medium term services to homeless and extremely low income residents who are currently unable to receive assistance due to lack of sustainable income or resources. Strategy 3: Enhance coordination of funding and services of county government, non-profit organizations and faith-based service providers. Strategy 4: Expand programming that addresses the vocational and life skill needs of students who drop out of high school. Strategy 5: Support the efforts of the Charlotte County Public Schools to increase academic success of homeless, extremely low income students and youth in foster care. Strategy 6: Improve availability and quality of parenting, literacy and educational options among homeless and extremely low income persons. Goal 2: Housing Housing for extremely poor people in Charlotte County is hard to find. That need to change if we want to prevent and end homelessness. There are a few housing options for individuals and families categorized as extremely low income. Unfortunately there are other obstacles to obtaining housing, such as: first and last months rent, plus a security deposit, poor credit ratings, or a felony history. Preventing individuals and families from becoming homeless, increasing availability of housing for homeless individuals through partnerships with private agencies, and county government, making available extremely low income affordable housing to those individuals and families that are in this income bracket and bringing forth further resources to support the homeless and extremely low income individuals and families to be able to sustain housing once placed are some of the many ways to address this issue. Page 20 Strategic Planning

39 Housing Best Practice - Example for Housing First Model: Housing First is a relatively recent innovation in human service programs and social policy regarding treatment of the homeless and is an alternative to a system of emergency shelter/ transitional housing progressions. Rather than moving homeless individuals through different levels of housing, each level moves them closer to independent housing (for example: from the streets to a public shelter, and from a public shelter to a transitional housing, and from there to their own apartment in the community). Housing First moves the homeless individuals immediately from the streets or homeless shelters into their own apartments. Housing First approaches are based on the concept that a homeless individual s first and primary need is to obtain stable housing, and that other issues that may affect the household can and should be addressed once housing is obtained. In contrast, many other programs operate from a model of housing readiness that is, that an individual or household must address other issues that may have led to the episode of homelessness prior to entering housing. Housing First, when supported by the United States Department of Housing and Urban Development, does not only provide housing. The model, used by nonprofit agencies throughout America, also provides wraparound case management services to the tenants. This case management provides stability for homeless individuals, which increases their success. It allows for accountability and promotes self-sufficiency. The housing provided through government supported Housing First programs is permanent and affordable, meaning that tenants pay 30 percent of their income towards rent. Housing First, as pioneered by Pathways to Housing, targets individuals with disabilities. This housing is supported through HUD Assistance Programs. Pathways Housing First model has been recognized by the Substance Abuse and Mental Health Services Administration as an Evidence-based practice. Principles of Housing First are: 1) Move people into housing directly from streets and shelters without preconditions of treatment acceptance or compliance; 2) The provider is obligated to bring robust support services to the housing. These services are predicated on assertive engagement, not coercion; 3) Continued tenancy is not dependent on participation in services; 4) Units targeted to most disabled and vulnerable homeless members of the community; 5) Embraces harm-reduction approach to addictions rather than mandating abstinence. At the same time, the provider must be prepared to support resident commitments to recovery; 6) Residents must have leases and tenant protections under the law; 7) Can be implemented as either a project-based or scattered site model. Housing First is currently endorsed by the United States Interagency Council on Homelessness (USICH) as a best practice for governments and service-agencies to use in their fight to end chronic homelessness in America. Housing First programs currently operate throughout the United States in cities such as Minneapolis, New York City, District of Columbia, Denver, San Francisco, Atlanta, Chicago, Quincy, Philadelphia, Salt Lake City, Seattle, and Cleveland among many others, and are intended to be crucial aspects of the 10 Year Plan To End Homelessness. Strategic Planning Page 21

40 Housing SWOT for Housing in our community: Strengths: Homeless Coalition Emergency Shelter, Safe Haven (Chronic), & Single Family Housing C.A.R.E (Domestic Violence Emergency Shelter) County Housing Stock (Single/Multi-Family) through the NSP 3 (Neighborhood Stabilization Program) Homeless Coalition and Charlotte Behavioral Health Care Housing for Prisoner Re- Entry Program Weaknesses: Waiting list for vouchers Waiting list for entry into low income housing Credit History Background check Generational poverty Entitlement Situational poverty Chronic homelessness Housing stock for extremely low income Opportunities: Home ownership opportunity for extremely low income people County leased housing Short term mental health rehab triage Medical rehab triage Roommate resource sharing Threats: Entitlement mentality Jobs/economy Zoning Quantity of households in community with income level below $20,000 Page 22 Strategic Planning

41 Strategies for Housing in our community: Housing Strategy 1: Develop a housing referral list for broadcast (website based possibly) to all service providers and residents of the county that includes housing stock and landlord contact information. Strategy 2: Expand upon the success of specialized housing programs such as Goodwill Housing and Habitat for Humanity, but targeting the extremely low income and homeless populations. Strategy 3: Determine housing needs and plan for homeless and extremely low income populations and plan for the creation of housing for homeless and extremely low income persons. Strategy 4: Explore and pursue opportunities for youth and family services to address the needs of homeless youth. Strategy 5: Explore and pursue opportunities to increase the availability of housing vouchers and other available housing subsidies to make existing housing affordable to extremely low income population. Goal 3: Economic Stability Economic Stability is the ability to provide for basic needs such as shelter, food, clothing, and healthcare. People who do not have economic stability lack several key resources, which include: financial, emotional, mental, social capital, and role models. It is through education, employment services, and financial incentives that we hope to provide economic stability. In trying to help the homeless and pre-homeless long-term, we have to help them create economic stability. This is traditionally done through education, employment services, and financial supports. There are many factors working against economic stability for ELI and homeless people here. The level of unemployment is high, and it is been that way for a long time. We need to increase the industries available to employ people. One example of economic support would be the Florida Department of Children and Families through the Economic Self Sufficiency (Access) program. The DCF Economic Self Sufficiency (Access) program provides the means for those struggling to put food on the table, by partnering with agencies in the community, willing to provide computer access, enabling them to receive benefits along the pathway to ending homelessness in the community, where they live. The Supplemental Nutritional Assistance Program is a stepping stone in their progress towards economic self-sufficiency. Strategic Planning Page 23

42 Economic Stability Best Practice - Example for Economic Stability: Helping people with disabilities who are homeless gain access to the Social Security Administration s benefit programs for people with physical and/or mental disabilities Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) is a financially sound investment in people, in programs, and in communities. For individuals, the immediate gains of SSI and SSDI are clear: a steady income and health coverage. In addition, having SSI and/or SSDI brings homeless adults a step closer to accessing stable housing, treatment, and support services. Through work incentive programs, individuals can return to or begin employment, which may be an integral part of their recovery from serious mental illness. For community providers, SSI/SSDI eligibility for individual clients, and Medicaid eligibility that results from SSI eligibility in most States, help agencies expand their capacity to serve people with the most complex needs. State and local governments may recoup money spent on general assistance to applicants, and health care providers may receive Medicaid reimbursement for services they provide. These are not small incentives. In San Francisco, the County Department of Public Health realizes a 7:1 return on investment for assisting SSI applicants. Despite the benefits to individuals and communities, many homeless adults, particularly those who are chronically homeless and have mental illnesses or other disabilities, do not receive disability benefits. Estimates are that two-thirds of people who are chronically homeless have one or more serious health or behavioral health problems. Many likely would be eligible for benefits. Overall, only 11 percent of the homeless population is estimated to receive disability benefits. There are many reasons why eligible people do not receive benefits; chief among these are: They are unaware of programs, They have difficulty completing the application and are unable to get help in applying; Factors related to homelessness such as lack of an address, not keeping in contact with government agencies, and not keeping essential records, including records of treatment can complicate the application process; and Factors related to mental illness such as denial of mental illness because of the associated stigma and the effect of symptoms on the ability to work may inhibit individuals or the agencies that serve them from filing complete applications. Page 24 Strategic Planning

43 Economic Stability SWOT for Economic Stability in our community: Strengths: Unemployment insurance Southwest Florida Works/Vocational Rehabilitation Goodwill job placement Adult education & technical center Season of Sharing Funding Charlotte County Collective (C3) Large retired professional population Weaknesses: High unemployment Lack of industry Minimal Public Transportation Need for work readiness programs for the homeless and ELI Opportunities: Deliver training to residents of public housing Streamline delivery of services Centralized intake and referral Strengthen the Charlotte County Collective (C3) Small Business Administration- retired professionals network Recruit SOAR volunteers for case management Single application for multiple agencies Community resource guide Support Charlotte Church buses/transportation Public outreach through the school system Generate more jobs i.e. water park or other industry Work with employers to hire at-risk citizens/ hire preference to local residents Chamber of Commerce Partner with local colleges and universities Mobile service outreach and case management to the chronically homeless Ensure adequate access to skill/job training programs for people who are homeless or ELI such as CDL, CNA, etc. Strategic Planning Page 25

44 Economic Stability Threats: Limited resources and funding Turf wars Duplication of services Strategies for Economic Stability in our community: Strategy 1: Develop a First in Line Program that could expeditiously provide employment opportunities for homeless and extremely low income residents. Strategy 2: Support and encourage initiatives with business development groups to bring more employment into the county manufacturing/industrial support base. Strategy 3: Ensure adequate access to skill and job training programs for people who are homeless and extremely low income. Strategy 4: Increase the availability of intensive case management services to homeless and extremely low income people. Streamline the delivery of services by implementing a single intake application for multiple agencies. A centralized intake and referral center would also enhance this process. Strategy 5: Recruit and train a group of qualified volunteers to assist homeless and extremely low income with SOAR SSI/SSDI applications. Goal 4: Health and Human Services The 10 Year Plan identified the scope of Health and Human Services to include health, dental care, substance abuse, mental health, transportation services, education, and the need for discharge planning from institutions, such as hospitals in the county. The homeless populations have a definite need to gain access to these services as most do not carry any form of insurance or ability to private pay. Free or very low cost child care was addressed as a need in the county; this would allow parents to seek employment There is much work to be done in the broad topic of Health & Human Services and initially the homeless and those with extremely low incomes need a way to gain access to these services for little or no cost. Among the services identified by the committee were medical, mental, eye and dental care, including access to prescriptions, treatment and counseling. The county is fortunate to have several strengths is this category, notably, the Virginia B. Andes Volunteer Community Clinic. Charlotte Behavioral Health Care which provides both a Crisis Stabilization Unit (CSU) and Recovery Center (Detoxification), as well as three private hospitals with emergency rooms that operate 24/7. Page 26 Strategic Planning

45 Health and Human Services Best Practice Example for Health and Human Services: The Multicultural Child and Family Hope Center in Tacoma, Washington oversees a homeless childcare program. The Homeless Child Care program offers short-term, free child care for some homeless families that are not eligible for another child care subsidy program. Subsidies are provided so that children can attend licensed child care while adults in the family participate in activities to stabilize the family. Families may be eligible if they: Do not have a fixed, regular, and adequate nighttime residence Live in a shelter, car or park Live in transitional housing Live temporarily with family or friends Qualifying activities include: Seeking permanent housing Seeking employment or involved in employment activity Attending appointments for any of the following: Medical or mental health Substance abuse Violence avoidance Legal help Accessing other social services or training such as ESL or GED classes SWOT for Health and Human Services in our community: Strengths: Virginia B. Andes Volunteer Community Clinic Charlotte County Health Department Charlotte Behavioral Health Care (CSU/Detox) Charlotte Englewood Health Clinic Charlotte Human Services LiHeap, EHeap, and Heartship Programs United Way Season of Sharing Charlotte County Homeless Coalition financial assistance St. Vincent De Paul financial assistance Strategic Planning Page 27

46 Health and Human Services Weaknesses: Discharge Planning from Crisis Stabilization Unit (ELI/Homeless) Discharge Planning from Hospitals (ELI/Homeless) Lack of housing and follow up case management resources for discharged CSU and Hospital patients (ELI/Homeless) Adult eye care (ELI/Homeless) Adult dental care (ELI/Homeless) Mental health services in Englewood (ELI/Homeless) Free or extremely low cost child care (ELI/Homeless) Opportunities: Community-wide discharge Exit Plan from CSU, Hospitals Increased funding for case management services Countywide system for navigating follow-up care Educate hospital case workers on current services available to discharged clients and how they can access them Better utilization of Charlotte resources Need a Triage Center Increase mental health services in West County areas video/tele-therapy Coordination of Plan Implementation Interagency Cooperation (i.e., grant writing & program development) Threats: Economy causing an increase in mental health cliental Additional funding cuts for case management services Charlotte Behavioral Health Care saw 10,000 people in 2010, 3,042 of them had no payment source Page 28 Strategic Planning

47 Health and Human Services Strategies for Health and Human Services in our community: Strategy 1: Educate hospitals on the use of for follow-up care or referral to services needed for consumers who are homeless or extremely low income upon discharge. Strategy 2: Educate healthcare providers on Stepping Stones to Recovery, SSDI & SSI income application (SOAR) process. Strategy 3: Increase opportunities for eye and dental care to the homeless population. Strategy 4: Improve access to medical health care for the homeless and extremely low income populations. Strategy 5: Expand availability of mental health and substance abuse services for the homeless and extremely low income populations. Strategy 6: Explore options to provide free and very low cost childcare to homeless and extremely low income children to enable parents to search for work and deal with immediate financial needs more effectively. Strategy 7: Increase countywide transportation options for homeless and extremely low income populations. Goal 5: Outreach and Safety The 10 Year Plan identified the scope of Outreach and Safety to be the protection of people and property. This includes protection of citizen s property and livelihood, as well as protection of vulnerable populations such as children, the elderly, people with developmental and other disabilities from abuse and neglect. The committee specifically expressed the desire to reduce vulnerable population s level of exposure to risk. When we are talking about homelessness, there are two types of outreach we need to consider. First, to those who are already homeless, and second, to those who are at risk or in crisis. The chronically homeless are the people already in the woods, many of whom have been there for years. The other group to which we need to improve outreach is much larger. Those who are in danger of becoming homeless need to be reached through a variety of means. Strategic Planning Page 29

48 Outreach and Safety Best Practice - Example for Outreach and Safety: Crisis Intervention Team (CIT) training, developed in Memphis TN, provides a model of specialized law enforcement expertise. Volunteer officers, based in the general patrol division, work in cooperation with the mental health system, consumers, and families. Trained CIT Police officers carry on the normal duties of law enforcement, but switch to a specialist role when a potential mental health-related crisis is identified. CIT focuses on de-escalation strategies, and redirecting the individual from the criminal justice system to the mental health care system. In turn, the mental health care system assumes custody of the individual, and provides directed and non-restrictive accessibility to a full range of health care and social service options. Police are often the first to be called for a crisis situation involving person(s) with a mental illness. These crisis situations can and have involved officer and citizen injury or deaths. CIT training significantly decreases injuries, death, and community dissent. In turn, person(s) with a mental illness are diverted to the mental health system and treatment rather than to jail or to return to the streets. Citizens become more confident in reporting crisis situations and police officers are better prepared to respond safely to those situations. Crisis intervention shifts from lose-lose to win-win. Outcomes of CIT: Increases officer/citizen safety Decreases police liability and litigation Extends officers skills Increases on-scene expertise Minimizes officer turn-around time Increases officer/community confidence Increases professionalism Empowers officers to divert person(s) with a mental illness to treatment Increases cooperation between criminal justice and mental health systems Establishes responsibility and accountability Decreases arrest rates Reduces recidivism Page 30 Strategic Planning

49 Outreach and Safety SWOT for Outreach and Safety in our community: Strengths: Charlotte Behavioral Health Care Walk-In Mental Health Clinic Charlotte County Health Department Services to ELI/Homeless Transportation for homeless children to school Charlotte County Public Schools identifying of homeless youth Charlotte County Homeless Coalition Emergency Shelter Number of food pantries (34 in the county) Charlotte County Health Department Dental Services to children Criminal Justice Reinvestment Grant Weaknesses: Adult Protective Services Countywide Transportation System Case Management need more SOAR Caseworkers Legal Assistance to ELI/Homeless Shelter for families need more Section 8 Housing Vouchers need more No cost/low cost child care Opportunities: Criminal Justice Reinvestment Grant Increase number of Crisis Intervention Trained Officers in Punta Gorda Police Department and Charlotte County Sheriff s Office Community Volunteer Center 1st in Line Project for hiring homeless and extremely low income residents Southwest Florida Works develop countywide marketing to inform consumers about jobs availability Duplicated Service Agencies evaluate current service providers, overlap in services, streamline intake process for all agencies in the county Threats: Economy Program Funding Safety to people s property Level of exposure to risk for homeless, children, community Programming for developmentally challenged Strategic Planning Page 31

50 Outreach and Safety Strategies for Outreach and Safety in our community: Strategy 1: Create a strong campaign for community awareness & education of homelessness. Strategy 2: Develop a mobile service system that would provide outreach and case management to the chronically homeless in the field. Strategy 3: Build a network of agencies that can provide adult protective services. Strategy 4: Initiate a legal aid strategy for homeless and extremely low income residents of Charlotte County. Strategy 5: Increase the number of Crisis Intervention Trained (CIT) police officers both in the Charlotte County Sheriff s Department and City of Punta Gorda. Page 32 Strategic Planning

51 The Steps: Framework for Action Identification By Goal By Method HPEI: Homless Prevention and Early Intervention R: Research Analysis H: Housing ES: Economic Stability HHS: Health and Human Services OS: Outreach and Safety OC: One Charlotte SC: SOAR Center SS: Supportive Services HF: Housing First C: Community Collaboration A: Awareness N: New Program a,b,c,d,e: Continuation of Action Step By Category HC: Health Care CC: Child Care ED: Education LA: Legal Aid ET: Employment and Training PT: Public Transportation Example: HPEI-1.1a (R/OC): Homeless Prevention and Early Intervention, Strategy 1, Action Step 1, (a) Continuation of Action Step, (R) Research, and (OC) One Charlotte Strategic Planning Page 33

52 The Steps: Framework for Action Action Plan for Charlotte County Year 1 (2015) HPEI-4.1a (1R-ED-abc-123): Research best practices on student/parent engagement with extremely low income families. HPEI-5.1a (1R-ED-abcd-1234): Research AmeriCorps Volunteer availability for the Charlotte Public School System Volunteer Coordinator position. H-1.1a (1R-OC-abc-123): Research the use of FloridaHousingSearch.org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. H-2.3a (1R-HF-abc-123): Research housing models such Habitat for Humanity to see how they support their housing construction and operation costs. H-3.2a (1C-OC-abc-123): Support the development of One Charlotte Community Information System. H-5.1a (1C-SS-ab-12): Coordinate with Veterans Affairs Bay Pines to expand services to homeless and at risk veterans in Charlotte County. ES-1.1a (1R-ET-abc-123): Research tax-exempt incentives for businesses that create employment for the homeless and extremely low income populations. HHS-7.2a (1R-PT-ab-12): Research rural community transportation solutions for homeless and ELI populations. OS-1.1a (1A-SS-abc-123): Publish articles on childhood homelessness and at risk, keep it local to Charlotte County. OS-4.1a (1R-LA-abc-123): Investigate how much it costs the county to work an indigent case and for the law enforcement and judiciary system to prosecute and incarcerate a homeless individual. Page 34 Strategic Planning

53 The Steps: Framework for Action Year 2 (2016) HPEI-1.1a (2R-LA-ab-23): Collect and report discharge data for state prisons, including inmate count of adjudication and county of release. Include in report best practices in discharge and reentry coordination. HPEI-1.3a (2A-OC-a-2): Community-wide use/education of One Charlotte resource/ referral. HPEI-3.1a (2R-SS-abc-234): Define working poor in our community, identify specific ways to reach working families and provide support services. HPEI-4.1b (2N-ED-abc-123): Develop an implementation plan for student/parent engagement with ELI/Homeless families for Charlotte County and report to the Gulf Coast Partnership. HPEI-5.1b (2N-ED-abcd-1234): Develop a 1:1 mentoring program for homeless and ELI students and youth in foster care to increase academic success. Support the efforts to hire a district Volunteer Coordinator to implement and coordinate services through support of local businesses and retirees. HPEI -5.2a (2R-SS-a-2): Explore the possibility of CCPS receiving Title I funding for tutors at Shelter and Foster Care Settings. HPEI-6.1a (2R-ED-ab-23): Research and identify any viable state or federal options for Early Head Start, Head Start, Pre-K, Even Start, migrant education and any other potential ongoing sources of funding to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting literacy. HPEI-6.3a (2R-ED-ab-23): Survey ELI parents to determine home computer and internet access needs. Based on findings, create a plan to increase access to those in need. HPEI-6.4a (2R-ED-ab-23): Research and document the transportation needs of homeless and ELI parents and children and the potential barriers this can be to participate in extracurricular activities and parental school engagement. H-1.1b (2A-OC-abc-123): Promote the use of FloridaHousingSearch.org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. H-2.3b (2N-HF-abc-123): Report findings of research to the Gulf Coast Partnership with a recommendation for a non-profit housing model. H-3.2b (2N-OC-abc-123): Complete the data integration of Charlotte 211 into the Community Information System. H-4.2a (2R-HF-ab-23): Conduct study to determine need for youth shelter. Strategic Planning Page 35

54 The Steps: Framework for Action Year 2 (2016) H-4.3a (2N-ED-ab-23): Create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities. H-5.1b (2C-SS-ab-12): Monitor and report to the Gulf Coast Partnership programs and services being delivered to homeless and ELI Veterans H-5.2a (2R-HF-abcd-2345): Identify the housing needs of the homeless in our community. Conduct an extensive study to define the subpopulation needs. Coordinate housing surveys, collect data of how many people under poverty level are trying to get housing and obtain collaboration through the school system. ES-1.1b (2N-ET-abc-123): Establish a plan, reviewed and supported by the Gulf Coast Partnership, to market tax incentive programs to local businesses for hiring homeless and ELI persons. ES-1.2a (2R-ET-abcd-2345): Research current job skill training programs, including cost and capacity. Assess current skill level of homeless and ELI population and survey the current needs of our community employers for a skilled workforce. Create a guiding document for future strategies. ES-1.4a (2R-ET-abcde-2345): Research national and international best practices in supportive employment for homeless and ELI. ES-2.1a (2R-ET-ab-23): Obtain more information on CNA, CDL, HHA, PCA, and MA certificate programs. Make them more accessible and convenient and combine these training with a work opportunity so students become self-sustainable while obtaining this training. ES-3.1a (2R-LA-abc-234): Review the Guardian Ad Litem training model to protect at risk homeless and ELI adults more efficiently. ES-4.2a (2N-OC-a-2): Recruit volunteers to work as research navigation specialists. ES-4.3a (2N-OC-ab-23): Establish a Community Information System committee to develop a plan for a community-wide coordinated assessment. ES-5.1a (2R-SC-abcd-2345): Evaluate the needs for a community based SOAR volunteer program. HHS-3.1a (2R-HC-ab-23): Research best practices in provision of eye and dental care to the homeless and ELI populations. HHS-4.1a (2R-HC-ab-23): Identify the need and available resources for homeless and extremely low income populations, how many homeless and extremely low income people do not have access to medical care, mental health care, dental and vision care and determine barriers. HHS-5.1a (2C-HC-ab-23): Explore partnerships between mental health care providers and the public school system to better understand delivery of needed health care to homeless and extremely low income students. Page 36 Strategic Planning

55 The Steps: Framework for Action Year 2 (2016) HHS-6.1a (2R-CC-abc-234): Collect data on child care needs of homeless and ELI households, include aftercare and summer services HHS-7.2b (2R-PT-ab-12): Report research findings to the Gulf Coast Partnership for review and recommendations for an implementation plan. HHS-7.3a (2A-PT-a-2): Educate homeless and ELI consumers on Dial-Ride and Sunshine services. HHS-7.4a (2C-PT-a-2): Support the efforts of the County Human Services Transit Plan to increase transportation options for homeless and ELI consumers. OS-1.1b (2A-SS-abc-123): Educate the community on homelessness childhood homelessness and those at risk of homelessness. Make videos no longer than 30 seconds to keep the audience s attention. OS-2.1a (2R-SS-abc-234): Conduct an assessment of services needed by those who are literally homeless. OS-4.1b (2R-LA-abc-123): Collect data to identify if there is a need for pro-bono legal services for homeless individuals. OS-4.2a (2R-LA-ab-23): Research diversion programs so that homeless individuals can stay out of jail for minor offenses. OS-5.1a (2N-LA-abc-234): Meet with Lee and Sarasota Police Training Academies to promote CIT training as part of their curriculum. Strategic Planning Page 37

56 The Steps: Framework for Action Year 3 (2017) HPEI-1.1b (3R-LA-ab-23): Report findings to Gulf Coast Partnership to determine next steps. HPEI-2.2a (3C-OC-ab-34): Develop a master case management plan for delivery of coordinated services to ELI and Homeless populations. HPEI-3.1b (3N-SS-abc-234): Develop a working poor in-reach plan based on year 2 findings. HPEI-4.1c (3N-ED-abc-123): Begin implementation of best practices from ELI student / parent school engagement study. HPEI-4.2a (3C-ED-ab-34): Increase coordination between nonprofits and CCPS to bring additional resources for students and apply for grant opportunities outside the normal scope of the school system. Partner with nonprofit and schools to better access to funding streams that school cannot access. HPEI-5.1c (3N-ED-abcd-1234): Support the efforts to provide mentors for students in elementary school who are extremely low income or homeless to increase academic success. HPEI-5.3a (3C-OC-ab-34): Develop a plan to increase awareness of community resources through One Charlotte. HPEI-5.4a (3C-ED-a-3): Explore potential opportunities for collaboration with the Charlotte Local Education Foundation to increase the academic success of homeless and ELI students and youth in foster care. HPEI-5.7a (3A-SS-a-3): Introduce the Bridges Out of Poverty program to community through public events, monthly column, potluck dinner series church, etc. HPEI-5.8a (3C-OC-ab-34): Develop a plan for training all CCPS school staff on the use of One Charlotte. HPEI-6.1b (3N-ED-ab-23): Implement recommendation from Early Child Education Expansion Study in Year 1. HPEI-6.2a (3C-OC-ab-34): Re-explore school calendars for continuity of care through One Charlotte. HPEI-6.3b (3N-ED-ab-23): Implement plan to bring computers and internet access to ELI/homeless families registered in CCPS. HPEI-6.5b (3R-ED-ab-23): Report transportation needs to Gulf Coast Partnership to determine next step. H-1.1c (3C-OC-abc-123): Expand the use of FloridaHousingSearch.org to include criteria to qualify for services. This may include all NGOs, board of realtors and landlord associations. The data would include emergency, transitional and permanent housing as well as realtors rental listings, landlord listings, among others. Work with FloridaHousingSearch.org to customize these criteria. H-2.1a (3C-ET-ab-34): Pursue opportunities to expand 202 and 811 construction for the special needs homeless and extremely low income populations. Page 38 Strategic Planning

57 The Steps: Framework for Action Year 3 (2017) H-2.2a (3N-HF-a-3): Write a development plan to obtain funding or loans to expand affordable housing options, including private foundations and banks. H-2.3c (3N-HF-abc-123): Begin implementation of Gulf Coast Partnership decision on a non-profit housing model. H-3.1a (3N-HF-ab-34): Based on the Subpopulation Needs Study conducted in Year 1, create a plan for development of housing or services. H-3.2c (3N-OC-abc-123): Establish One-Charlotte H-4.1a (3C-SS-a-3): Establish a Community Response Team that meets monthly to provide coordinated case management services to homeless youth that are with parents/ guardians as well as unaccompanied youths. Possible partners: CCPS, CCSO, CCHC, Lutheran Services, DCF, Guardian Ad-Litem, Crossroads AMIKids, Workforce Board. H-4.2b (3N-HF-ab-23): Support the efforts of Lutheran Services to provide shelter to 35 runaway and unaccompanied youths in Charlotte County. H-4.3b (3N-ED-ab-23): Begin deployment of funds to assist school aged children with access to after school activities H-5.2b (3R-HF-abcd-2345): Coordinate and perform housing surveys to determine extremely low income and homeless affordable housing needs. ES-1.1c (3N-ET-abc-123): Promote tax-exempt incentives for businesses that create employment for the homeless and ELI populations. ES-1.2b (3R-ET-abcd-2345): Assess current skill level of homeless and extremely low income populations and perform a survey of the current needs of our community employers for a skilled workforce. ES-1.4b (3N-ET-abcde-2345): Begin the creation of a supportive employment program based on the recommendation of the study conducted in year two. ES-2.1b (3C-ET-ab-23): Work in collaboration with SWFL Works and towards developing a certificate program for clients to provide basic skill programs such as computer, medical assistance, dental hygienist, physical therapist, occupational therapist, CNC, CNA, and CDL training programs. ES-2.2a (3N-ET-a-3): Identify local opportunities, seek funding for local training programs and develop partnership with construction, maintenance, manufacturing, and customer service programs as well as local farms to employ our homeless and ELI ES-3.1b (3R-LA-abc-234): Recommend model to Gulf Coast Partnership, begin to seek funding for model based on their decision on how to proceed. ES-4.1a (3N-OC-ab-34): Establish a website or program for clients to go search, use and find information about resources that are available to them. Initiate a computer bank system for clients to enter data. Set policy and procedures for computer usage. ES-4.3b (3N-OC-ab-23): Implement a coordinated assessment in the community and get involved all agencies. Strategic Planning Page 39

58 The Steps: Framework for Action Year 3 (2017) ES-5.1b (3N-SC-abcd-2345): Develop a business plan for a community based SOAR volunteer program. HHS-1.1a (3N-OC-a-3): Make a toolkit with available community resources for homeless and ELI consumers and educate hospitals staff members and discharge planners on the use of the toolkit. HHS-2.1a (3C-SC-a-3): Support the efforts of developing a SOAR Volunteer Center. HHS-3.1b (3R-HC-ab-23): Report findings to Gulf Coast Partnership to determine next action steps. HHS-4.1b (3R-HC-ab-23): Report finding to Gulf Coast Partnership, meet with local health providers to look at reduction of barriers. HHS-4.2a (3N-HC-a-3): Support the efforts to increase funding and establish a medical/mental health facility that serves homeless and ELI populations. HHS-5.1b (3C-HC-ab-23): Submit report to Gulf Coast Partnership to determine next action steps. HHS-5.3a (3A-HC-a-3): Support community initiatives that educate the public on how to access available mental health and substance abuse services and increase awareness of mental illness. HHS-6.1b (3C-CC-abc-234): Partner with local organizations to provide childcare services to homeless and extremely low income children. HHS-7.1a (3R-PT-a-3): Evaluate the collected data from the latent demand study. OS-1.1c (3A-SS-abc-123): Continue video/marketing presentations of homelessness in Charlotte County. OS-2.1b (3N-SS-abc-234): Based on the Year 2 analysis of services needed for those who are literally homeless, develop a service plan to address the needs. OS-4.1c (3R-LA-abc-123): Report data findings to Gulf Coast Partnership to determine next steps. OS-4.2b (3N-LA-ab-23): Based on findings of research in year 2, create a diversion program so that homeless individuals can stay out of jail for minor offenses. OS-5.1b (3N-LA-abc-234): Design a Program Plan to offer modified CIT training to professionals other than police such as First Responders, Crisis Stabilization Units, In- Patient and Out- Patient Mental Health Facilities, Park and Recreation Centers and/or anyone who work with or near the homeless population. Page 40 Strategic Planning

59 The Steps: Framework for Action Year 4 (2018) HPEI-2.1b (4N-SS-ab-34): Deploy the Bridges out of Poverty Homeless Prevention and Rapid Re-Housing model. HPEI-2.2b (4C-OC-ab-34): Deploy master case management plan. HPEI-3.1c (4N-SS-abc-234): Implement working poor in-reach plan. HPEI-4.2b (4C-ED-ab-34): Report findings to Gulf Coast Partnership to determine next action steps. HPEI-4.3a (4N-ED-a-4): Expand professional development for working with children from poverty. Ongoing training for teachers to differentiate instructions for students with different needs. HPEI-5.1d (4N-ED-abcd-1234): Support the efforts of CCPS to introduce youth in grade and middle schools to higher education and career possibilities HPEI-5.3b (4C-OC-ab-34): Implement plan for increasing awareness of community resources through One Charlotte HPEI-5.5a (4N-SS-ab-45): Help develop a program that will serve Middle and High School students that are homeless and ELI with application and acceptance to college. HPEI-5.6a (4N-SS-a-4): Promote AA/NA-Al-Anon/Al-Ateen programs in schools. HPEI-5.8b (4C-OC-ab-34): Implement One Charlotte trainings for all CCPS school staff. HPEI-6.2b (4C-OC-ab-34): Implement a centralized information hub (government/ nonprofit/private) for all schools and supporters through One Charlotte. H-2.1b (4C-ET-ab-34): Identify and recruit partners who are capable of building and operating 202 and/or 811 Housing Programs. H-3.1b (4N-HF-ab-34): Begin implementation of Housing and Services identified in Year 3. H-5.2c (4R-HF-abcd-2345): Report housing survey analysis to the Gulf Coast Partnership and develop a recommendation for a program with funding supports. ES-1.2c (4N-ET-abcd-2345): Create a guiding document that outlines the current needs of the homeless and ELI populations for additional education and workforce training. ES-1.3a (4C-ET-a-4): Create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce, to employers who enrich the lives of homeless and ELI people through employment. ES-1.4c (4N-ET-abcd-2345): Develop an avenue for subsidized transitional or temporary housing alternative, a paid allowance certificate program that provides training and help students financially support themselves while they obtain the necessary training for a job. Develop a business plan and establish a committee to launch program. ES-3.1c (4N-LA-abc-234): Implement model with funding supports. ES-3.2a (4N-SS-a-4): Create a standardized financial literacy program targeted at homeless and ELI people to be shared with all service and case management agencies in our community. Strategic Planning Page 41

60 The Steps: Framework for Action Year 4 (2018) ES-4.1b (4N-OC-ab-34): Market the One Charlotte resource website to the community and community partners ES-5.1c (4R-SC-abcd-2345): Identify funding source and recruit a paid-staff to be a volunteer liaison staff for coordination of program and perform community outreach and recruit volunteers for SOAR volunteer program. HHS-2.2a (4A-SC-a-4): Inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center. HHS-5.2a (4N-HC-a-4): Create a program to partner with mental health care providers and the public school system to address the need of health care to homeless and ELI students. HHS-6.1c (4N-CC-abc-234): Support the efforts to provide childcare services to homeless and extremely low income children. OS-2.1c (4N-SS-abc-234): Implement programming for the literally homeless based on plan created in Year 3. OS-5.1c (4N-LA-abc-234): Explore and pursue grant opportunities for CIT programs as designed in Year 3. Page 42 Strategic Planning

61 The Steps: Framework for Action Year 5 (2019) HPEI-1.2a (5N-LA-a-5): Establish programming for homeless inmates prior to discharge in Charlotte County or their return to county of origin. Ensure that paperwork, housing, employment (Federal Bonding), mental health, and substance abuse service are coordinated if necessary. HPEI-1.4a (5N-HC-a-5): Establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders. HPEI-1.5a (5N-HC-a-5): Develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event. (Could be hotel vouchers) HPEI-5.5b (5N-SS-ab-45): Provide mentors to work with parents and youths who have dropped out of school. Encourage youth to connect to GED, vocational, job corps, and other appropriate programs. H-5.2d (5N-HF-abcd-2345): Develop a privately funded rental subsidy program. ES-1.2d (5N-ET-abcd-2345): Based on job training plan created in year two, build partnerships with local businesses, organizations and/or educational institutions to provide the training through a certificate program that will allow homeless and ELI residents gain the skills necessary to work for these or/and other businesses in the future. ES-1.4d (5R-ET-abcd-2345): Expand/encourage local businesses to get involved with local internships and apprenticeships. ES-1.4e (5N-ET-abcde-2345): Develop an agricultural job training /housing/life skills program to provide entry level opportunities to unskilled laborers. Supported employment possible for clients with disabilities. ES-5.1d (5N-SC-abcd-2345): Support the efforts to open the SOAR Volunteer Center. HHS-3.2a (5N-HC-a-5): Implement model for providing vision and dental care to homeless and ELI populations. HHS-7.5a (5C-PT-a-5): Increase accessibility to public transportation for homeless and ELI human service provider locations throughout the county. Review of Programming. Strategic Planning. Strategic Planning Page 43

62

63 Planning Objectives

64 Research Analysis Research Analysis In year 1, we would like to perform a research study and identify best practices to address education, housing, employment, transportation and discharge process in Charlotte County. We will find ways to increase parental engagement through mentoring programs in order to increase homeless and extremely low income students academic success. We would also like to research the use of the web FloridaHousingSearch.Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. This can also be done through housing models and not for profit home ownership and supportive housing developers to see how they support their housing construction and operation costs to expand affordable housing availability. We will also research tax incentive initiatives for businesses that create employment for the homeless and ELI populations and concentrate on finding rural community transportation solutions. Also, in order to reduce arrests and incarceration, the first year we will initiate a research on how much money the county spends on law enforcement and the judicial process to prosecute and incarcerate a homeless individual for diversion programs in the future. To reduce incarceration for minor offenses we will identify pro-bono legal services and build partnership to provide free or low cost services. In year 2, the 10 Year Plan will define working poor in our community, identify specific ways to reach working families and provide support services. We will also conduct an assessment of services needed by those who are literally homeless and continue working with education, housing, employment, transportation and discharge process. To address education, we will explore the possibility of CCPS receiving Title I funding for tutors at Shelter and Foster Care Settings, survey ELI parents to determine home computer and internet access needs as well as transportation needs to participate in extracurricular activities and parental school engagement, and explore best practices in creating an open dialogue between parents and educators such as school level town hall meetings and parent advocates. The 10 Year Plan will also research and identify any viable state or federal options for Early Head Start, Head Start, Volunteering Pre-K, Even Start, home instructions for parents of preschoolers, Title I, migrant education and any other potential ongoing sources of funding to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting literacy and educational options to homeless and ELI parents. It will identify the housing needs, conduct an extensive study and collect data of how many people under poverty level are in need of housing. Then, in year 3 we will research best practices in supportive employment and job skill training programs as well as assess the skill level of homeless and ELI population and the needs of our employers for a skilled workforce. We will collect data on child care needs of homeless and ELI households, including aftercare and summer services so parents are able to obtain and sustain a job. The 10 Year Plan will research best practices, identify the need and available resources in provision of medical, mental, eye and dental care to the homeless and ELI populations so the homeless receive good care and live healthy lives. Also, we will collect and report discharge data for state prisons, including inmate county of adjudication and county of release so we can improve the discharge process in our county. Page 46 Planning Objectives

65 Research Analysis In years 4 and 5, the 10 Year Plan will evaluate the needs for a community based SOAR volunteer program and identify funding source to hire a paid-staff for coordination of program and perform community outreach and recruitment of volunteers for SOAR volunteer program. A SOAR Center is extremely important to assist and ease the SSI/SSDI application process for hundreds of single individuals and families who suffer with physical and mental disabilities. The 10 Year Plan will also conduct a study to determine need for youth shelter, evaluate the collected public transit data from the latent demand study, research best micro-enterprise program models and search for funding, and partner with local businesses and organization to establish legal aid services in convenient locations in Port Charlotte, Englewood and Punta Gorda to assist and prevent incarcerations of homeless and ELI people for minor offenses. Action Step Method/Category Committee Year Research and identify best practices on student/parent engagement with extremely low income families. Research AmeriCorps availability for a CCPS Volunteer Coordinator position. Research the use of FloridaHousingSearch. Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. Research non-profit housing models to see how they support their housing construction and operation costs. Research tax incentives for businesses that create employment for the homeless and ELI populations. Research rural community transportation solutions for homeless and ELI populations. Investigate how much it costs the county to work an indigent case and how much it costs law enforcement and the judiciary system to work, prosecute and incarcerate a homeless individual. Collect and report discharge data for state prisons, including inmate county of adjudication and county of release. Include in report best practices in discharge and reentry coordination. Define working poor in our community, identify specific ways to reach working families and provide support services. Research Analysis/ Education Research Analysis/ Education Research Analysis/ One Charlotte Research Analysis/ Housing First Research Analysis/ Employment & Training Research Analysis / Public Transportation Research Analysis/ Legal Aid Research Analysis/ Legal Aid Research Analysis/ Supportive Services Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 1 (2015) 1 (2015) Housing 1 (2015) Housing 1 (2015) Economic Stability 1 (2014) Health & Human Services 1 (2015) Outreach & Safety 1 (2015) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 2 (2016) 2 (2016) Planning Objectives Page 47

66 Research Analysis Explore the possibility of CCPS receiving Title I funding for tutors at Shelter and Foster Care Settings. Research and identify any viable state or federal options for Early Head Start, Head Start, Volunteering Pre-K, Even Start, home instructions for parents of preschoolers, Title I, migrant education and any other potential ongoing sources of funding to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting literacy and educational options to homeless and ELI parents. Survey ELI parents to determine home computer and internet access needs. Based on findings, create a plan to increase access to those in need. Research and document the transportation needs of homeless and ELI parents and children and the potential barriers this can be to participate in extracurricular activities and parental school engagement. Conduct study to determine need for youth shelter. Identify the housing needs of the homeless in our community. Conduct an extensive study to define the subpopulation needs. Coordinate housing surveys, collect data of how many people under poverty level are trying to get housing and obtain collaboration through the school system. Research current job skill training programs, including cost and capacity. Assess current skill level of homeless and ELI population and survey the current needs of our community employers for a skilled workforce. Create a guiding document for future strategies. Research national and international best practices in supportive employment for homeless and ELI. Research Analysis/ Education Research Analysis/ Education Research Analysis/ Education Research Analysis/ Education Research Analysis/ Housing First Research Analysis/ Housing First Research Analysis/ Employment & Training Research Analysis/ Employment & Training Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 2 (2016) 2 (2016) 2 (2016) 2 (2016) Housing 2 (2016) Housing 2 (2016) Economic Stability 2 (2016) Economic Stability 2 (2016) Page 48 Planning Objectives

67 Research Analysis Obtain more information on CNA, CDL, HHA, PCA, and MA certificate programs. Make them more accessible and convenient and combine these training with a work opportunity so students become selfsustainable while obtaining this training. Evaluate the needs for a community based SOAR volunteer program. Identify the need and available resources for homeless and ELI populations, how many do not have access to medical care, mental health, dental and vision care. Collect data on child care needs of homeless and ELI households, include aftercare and summer services. Research best practices in provision of eye and dental care to the homeless and ELI populations. Conduct an assessment of services needed by those who are literally homeless. Collect data to identify if there is a need for pro-bono legal services for homeless individuals. Research diversion programs so that homeless individuals can stay out of jail for minor offenses. Identify funding source and recruit a paid-staff to be a volunteer liaison staff for coordination of program and perform community outreach and recruit volunteers for SOAR volunteer program. Evaluate the collected data from the latent demand study. Research best micro-enterprise program models and search for funding. Create a micro-enterprise program. Partner with local businesses and organization to establish legal aid services in convenient locations in Port Charlotte, Englewood and Punta Gorda. Research Analysis/ Employment & Training Research Analysis/ SOAR Center Research Analysis/ Health Care Research Analysis/ Child Care Research Analysis/ Health Care Research Analysis/ Supportive Services Research Analysis/ Legal Aid Research Analysis/ Legal Aid Research Analysis/ SOAR Center Research Analysis/ Public Transportation Research Analysis/ Employment and Training Research Analysis/ Employment and Training Research Analysis/ Legal Aid Economic Stability 2 (2016) Economic Stability 2 (2016) Health & Human Services Health & Human Services Health & Human Services 2 (2016) 2 (2016) 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 2 (2016) Economic Stability 3 (2017) Health & Human Services 3 (2017) Economic Stability 4 (2018) Economic Stability 4 (2018) Outreach & Safety 5 (2019) Planning Objectives Page 49

68 Community Collaboration Community Collaboration In years 1 and 2, the 10 Year Plan will coordinate with the Veterans Affairs Bay Pines to expand services for homeless and at risk veterans in Charlotte County. It will also support other initiatives such as the development of One Charlotte, Charlotte County Transit Division with the effort to increase public transportation options, and tax incentive programs for businesses that create employment for the homeless and ELI populations. In year 3, interagency information sharing through One Charlotte will be in place and all Charlotte County Public School System staff will be trained to re-explore school calendars for continuity of care through One Charlotte. In addition, One Charlotte will expand the use of FloridaHousingSearch. org to include criteria to qualify for services. The data would include emergency, transitional and permanent housing as well as realtors rental listings, landlord listings, among others. Then, the 10 Year Plan will increase coordination between nonprofits and the Charlotte County Public School system to bring additional resources for students and apply for grant funding opportunities outside the normal scope of the school system and to increase the academic success of homeless and ELI students and youth in foster care. It will also establish a Community Response Team that meets monthly to provide coordinated case management services to homeless youth who are with parents/guardians as well as unaccompanied youths. To address housing and case management needs, the 10 Year Plan will pursue opportunities to expand 202 and 811 construction financing for the special needs homeless and ELI populations, and support the efforts of developing a SOAR Volunteer Center. In years 4 and 5, the 10 Year Plan will partner with local organizations to provide childcare services to homeless and extremely low income children; increase accessibility to public transportation for jobs and human service providers throughout the county; and create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce to employers who enrich the lives of homeless and ELI individuals through employment. This program will also collaborate with Southwest Florida Works to provide basic skill programs such as computer, dental hygienist, physical therapist, occupational therapist, CNA, CDL, HHA, PCA, and MA training programs. Page 50 Planning Objectives

69 Community Collaboration Action Step Method/Category Committee Year Coordinate with Veterans Affairs Bay Pines to expand services to homeless and at risk veterans in Charlotte County. Support the development of One Charlotte CIS Information Network. Promote tax incentives for businesses that create employment for the homeless and ELI populations. Explore partnerships between mental health care providers and the public school system to better understand delivery of needed health care to homeless and ELI students. Support the efforts of the County Government to increase transportation options for homeless and ELI people. Services to homeless prevention clients coordinated through primary case worker (master case management). Interagency information sharing through CIS-One Charlotte. Increase coordination between nonprofits and CCPS to bring additional resources for students and apply for grant funding opportunities outside the normal scope of the school system. Partner with nonprofit and schools to better access to funding streams that school cannot access. Explore potential opportunities for collaboration with the Charlotte Local Education Foundation to increase the academic success of homeless and ELI students and youth in foster care. Train all CCPS staff on use of One Charlotte. Re-explore school calendars for continuity of care through One Charlotte Community Collaboration/ Supportive Services Community Collaboration/ One Charlotte Community Collaboration/ Employment & Training Community Collaboration/ Health Care Community Collaboration/ Public Transportation Community Collaboration/ One Charlotte Community Collaboration/ Education Community Collaboration/ Education Community Collaboration/ One Charlotte Community Collaboration/ One Charlotte Housing 1 (2015) Housing 1 (2015) Economic Stability 2 (2016) Health & Human Services Health & Human Services Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 2 (2016) 2 (2016) 3 (2017) 3 (2017) 3 (2017) 3 (2017) 3 (2017) Planning Objectives Page 51

70 Community Collaboration Expand the use of FloridaHousingSearch. org to include criteria to qualify for services. This may include all non-profits, board of realtors and landlord associations. The data would include emergency, transitional and permanent housing as well as realtors rental listings, landlord listings, among others. Work with FloridaHousingSearch.org to customize these criteria. Pursue opportunities to expand 202 and 811 construction for the special needs homeless and extremely low income populations. Establish a Community Response Team that meets monthly to provide coordinated case management services to homeless youth that are with parents/guardians as well as unaccompanied youths. Possible partners: CCPS, CCSO, CCHC, Lutheran Services, DCF, Guardian Ad-Litem, Crossroads AMIKids, Workforce Board. Work in collaboration with SWFL Works and towards developing a certificate program for clients to provide basic skill programs such as computer, medical assistance, dental hygienist, physical therapist, occupational therapist, CNC, CNA, and CDL training programs. Support the efforts to develop a SOAR Volunteer Center Partner with local organizations to provide childcare services to homeless and extremely low income children. Create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce, to employers who enrich the lives of homeless and ELI people through employment. Increase accessibility to public transportation for homeless and ELI human service provider locations throughout the county. Community Collaboration/ One Charlotte Community Collaboration/ Housing First Community Collaboration/ Supportive Services Community Collaboration/ Employment & Training Community Collaboration/ SOAR Center Community Collaboration/ Child Care Community Collaboration/ Employment & Training Community Collaboration/ Public Transportation Housing 3 (2017) Housing 3 (2017) Housing 3 (2017) Economic Stability 3 (2017) Health & Human Services Health & Human Services 3 (2017) 3 (2017) Economic Stability 4 (2018) Health & Human Services 5 (2019) Page 52 Planning Objectives

71 Public Awareness Public Awareness In years 1 and 2, the 10 Year Plan will publish articles and educate the local community on childhood homelessness and those at risk of becoming homeless; promote the use of FloridaHousingSearch. org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs; review the Guardian Ad Litem training model to create an adult program to protect at risk homeless and ELI adults more efficiently; perform a communitywide education initiative on the use of One Charlotte resource/referral system and the Dial-Ride and Sunshine services for homeless and ELI people. In years 3 to 5, the 10 Year Plan will increase family awareness of community resources through One Charlotte; support community initiatives that educate the public on how to access available mental health and substance abuse services and increase awareness of mental illness; inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center; and introduce the Bridges Out of Poverty program to the local community through public events, monthly column, potluck dinner series at churches, etc. This program has the intention of moving individuals from poverty to self-sufficiency while reducing crime, strengthening educational attainment, increasing job skills and productivity. Action Step Method/Category Committee Year Publish articles on childhood homelessness and at risk, keep it local to Charlotte County. Promote the use of FloridaHousingSearch. Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. Review the Guardian Ad Litem training model to protect at risk homeless and ELI adults more efficiently. Community-wide use/education of One Charlotte Educate homeless and ELI consumers on Dial-Ride and Sunshine services. Educate the community on homelessness childhood homelessness and those at risk of homelessness. Make videos no longer than 30 seconds to keep the audience s attention. Make this a local issue. Increase family awareness of community resources through One Charlotte. Public Awareness/ Supportive Services Outreach & Safety 1 (2015) Public Awareness Housing 2 (2016) Public Awareness/ Legal Aid Public Awareness/ One Charlotte Public Awareness/ Public Transportation Public Awareness/ Supportive Services Public Awareness/ One Charlotte Economic Stability 2 (2016) Homeless Prevention & Early Intervention Health & Human Services 2 (2016) 2 (2016) Outreach & Safety 2 (2016) Homeless Prevention & Early Intervention 3 (2017) Planning Objectives Page 53

72 Public Awareness Introduce the Bridges Out of Poverty program to community through public events, monthly column, potluck dinner series church, etc. Public Awareness/ Supportive Services Homeless Prevention & Early Intervention 3 (2017) Support community initiatives that educate the public on how to access available mental health and substance abuse services and increase awareness of mental illness. Public Awareness/ Health Care Health & Human Services 3 (2017) Inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center. Public Awareness/ SOAR Center Health & Human Services 4 (2018) New Program In years 1 and 2, the 10 Year Plan is looking to establish Phase One of One Charlotte; establish a Community Information System committee to develop a plan for a community-wide coordinated assessment; recruit volunteers to work as research navigation specialists; create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities; and meet with Lee and Sarasota Police Training Academies to promote CIT training as part of their curriculum. CIT, a Crisis Intervention Training, is designed to improve the way law enforcement and the community respond to people experiencing mental health crises. The results are proven to be effective by better assisting these individuals through medical and/or mental treatment, rather than the use of force, arrests and incarcerations. This reduces monetary costs. In year 3, the 10 Year Plan will create a homeless prevention and rapid rehousing model for medium and long term services based on Bridges Out of Poverty model; it will implement a centralized information hub (government/nonprofit/private) through One Charlotte; establish a website or program for clients to go search, use and find information about resources that are available to them; and make a toolkit with available community resources for homeless and ELI. Then, we will implement best practices from ELI student/parent school engagement study and expand current mentoring programs, while developing best practices for mentoring ELI, homeless, and youth in foster care in order to increase academic success; and support the Charlotte County Public Schools efforts, pending availability of funding, to hire a district Volunteer Coordinator to implement and coordinate services through support of local businesses and retirees. We will also identify local opportunities and seek funding for local work-training programs and write a development plan to obtain funding or loans to expand affordable housing options; develop a business plan for a community based SOAR volunteer program and coordinated training system to help homeless and ELI adults more efficiently; and support the efforts to increase funding for medical/ mental health facilities that serve homeless and ELI populations. Page 54 Planning Objectives

73 New Program In year 4, the 10 Year Plan will design a program plan to offer modified CIT training to professionals other than police officers and pursue grant opportunities; implement a coordinated assessment in the community to connect with all agencies in the county; create a diversion program and an Adult Protective Services for homeless individuals ages 18 and up who have diminished capacity due to development disabilities, traumatic brain injury, and/or severe persistent mental illness so they can stay out of jail for minor offenses. The 10 Year Plan will develop an avenue for subsidized transitional or temporary housing alternative and recruit partners who are capable of building and operating 202 and/or 811 Housing Programs. It will build partnerships with local businesses, organizations and/or educational institutions to provide the training through a certificate program that will allow homeless and ELI residents to gain the skills necessary to work for these or/and other businesses in the future. Finally, we will begin the creation of a supportive employment program, local internships and apprenticeships, and agricultural job training /housing/life skills program to provide entry level opportunities to unskilled laborers or clients with disabilities. The 10 Year Plan will also support the Charlotte County Public School system expand professional development for teachers working with children from poverty; provide mentors to students in elementary school who are ELI, homeless, or in foster care to increase academic success, introduce youth in elementary and middle schools to higher education and career possibilities; develop a program that will serve middle and high school students who are ELI, homeless, and/or in foster care to prepare, guide, and support students on the path to college acceptance and prepare them for post graduation opportunities such as vocational school or the armed forces; and promote AA/NA-Al-Anon/Al-Ateen programs in schools, and support the efforts of Lutheran Services, or other qualified providers to provide shelter to runaway and unaccompanied youth in Charlotte County. In year 5, the 10 Year Plan will provide childcare services to homeless and extremely low income children; recruit mentors to work with parents and youth who have dropped out of school, and encourage youth to connect to GED, vocational, Job Corps, and other appropriate programs and create a standardized financial literacy program targeted at homeless and ELI people to be shared with all service and case management agencies in our community. It will also establish programming for homeless inmates prior to discharge in Charlotte County or their return to county of origin; develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event; implement a model for providing medical, mental, eye and dental care; establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders; develop a privately funded rental subsidy program; and open SOAR Volunteer Center to clients in the community. Planning Objectives Page 55

74 New Program Action Step Method/Category Committee Year Establish One Charlotte Phase I. Housing 2 One Charlotte (2016) Create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities. Recruit volunteers to work as research navigation specialists. Establish a CIS committee to develop a plan for a community-wide coordinated assessment. Meet with Lee and Sarasota Police Training Academies to promote CIT training as part of their curriculum. Create a homeless prevention and rapid rehousing model community-wide for medium and long term services based on Bridges Out of Poverty for homeless and ELI clients. Encourage self-sufficiency, accountability, and financial literacy. Begin implementation of best practices from ELI student/parent school engagement study. Expand current mentoring programs, while developing best practices for mentoring ELI, homeless, and youth in foster care to increase academic success. Support CCPS efforts, pending availability of funds, to hire a district Volunteer Coordinator to implement and coordinate services through support of local businesses and retirees. Implement a centralized information hub (government/nonprofit/private) for all schools and supporters through One Charlotte Write a development plan to obtain funding or loans to expand affordable housing options, including private foundations and banks. Based on the Subpopulation Needs Study conducted in Year 1, create a plan for development of housing or services. Begin implementation of Housing and Services identified in Year 2. Education One Charlotte One Charlotte Legal Aid Supportive Services Education Education Education One Charlotte Housing First Housing First Housing First Housing 2 (2016) Economic Stability 2 (2016) Economic Stability 2 (2016) Outreach & Safety 2 (2016) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 3 (2017) 3 (2017) 3 (2017) 3 (2017) 3 (2017) Housing 3 (2017) Housing 3 (2017) Housing 3 (2017) Page 56 Planning Objectives

75 New Program Identify local opportunities, seek funding for local training programs and develop partnership with construction, maintenance, manufacturing, and customer service programs as well as local farms to employ our homeless and ELI populations. Establish a website or program for clients to go search, use and find information about resources that are available to them. Initiate a computer bank system for clients to enter data. Set policy and procedures for computer usage. One Charlotte Phase II Develop a business plan for a community based SOAR volunteer program. Make a toolkit with available community resources for homeless and ELI consumers and educate hospitals staff members and discharge planners on the use of the toolkit. Support the efforts to increase funding and establish a medical/mental health facility that serves homeless and ELI populations. Design a Program Plan to offer modified CIT training to professionals other than police such as First Responders, Crisis Stabilization Units, Mental Health Facilities, Riverside, Park and Recreation Centers and/or anyone who work with or near the homeless population. Based on the Year 1 analysis of services needed for those who are literally homeless, develop a service plan to address the needs. Implement programming for the literally homeless based on plan created in Year 2. Develop a standardized and coordinated training system to protect at risk homeless and ELI adults more efficiently. Expand professional development for working with children from poverty. Ongoing training for teachers to differentiate instructions for students with needs. Provide mentors to students in elementary school who are ELI or homeless to increase academic success. Employment & Training One Charlotte SOAR Center One Charlotte Health Care Legal Aid Supportive Services Supportive Services Supportive Services Education Education Economic Stability 3 (2017) Economic Stability 3 (2017) Economic Stability 3 (2017) Health & Human Services Health & Human Services 3 (2017) 3 (2017) Outreach & Safety 3 (2017) Outreach & Safety 3 (2017) Outreach & Safety 3 (2017) Outreach & Safety 3 (2017) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 4 (2018) 4 (2018) Planning Objectives Page 57

76 New Program Introduce youth in elementary and middle schools to higher education and career possibilities. Develop a program that will serve middle and high school students that are ELI, homeless, and/or in foster care, to prepare, guide, and support students on the path to college acceptance. Develop a program that will serve middle and high school students that are ELI, homeless, and/or in foster care, to prepare them for post graduation opportunities such as vocational school or the armed forces. Promote AA/NA-Al-Anon/Al-Ateen programs in schools. Implement recommendation from Early Child Education Expansion Study in Year 1. Identify and recruit partners who are capable of building and operating 202 and/or 811 Housing Programs. Support the efforts of Lutheran Services to provide shelter to 35 runaway and unaccompanied youths in Charlotte County. Based on job training plan created in year two, build partnerships with local businesses, organizations and/or educational institutions to provide the training through a certificate program that will allow homeless and ELI residents gain the skills necessary to work for these or other businesses in the future. Begin the creation of a supportive employment program based on the recommendation of the study conducted in year two. Develop an avenue for subsidized transitional or temporary housing alternative, a paid allowance certificate program that provides training and help students financially support themselves while they obtain the necessary training for a job. Develop a business plan and establish a committee to launch program. Expand/encourage local businesses to get involved with local internships and apprenticeships. Page 58 Planning Objectives Education Education Education Supportive Services Education Housing First Supportive Services Education Employment & Training Housing First Employment & Training Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 4 (2018) 4 (2018) 4 (2018) 4 (2018) 4 (2018) Housing 4 (2018) Housing 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018)

77 New Program Develop an agricultural job training /housing/ life skills program to provide entry level opportunities to unskilled laborers. Supported employment possible for clients with disabilities. Create a standardized financial literacy program targeted at homeless and ELI people to be shared with all service and case management agencies in our community. Implement a coordinated assessment in the community and get involved all agencies. Create a program to partner with mental health care providers and the public school system to address the need of health care. Support childcare services to homeless and extremely low income children. Establish a committee to develop a program plan for Adult Protective Services for homeless individuals ages 18 and up who have diminished capacity due to development disabilities, traumatic brain injury, and/or severe persistent mental illness. The program shall case manage individuals through the court process. Based on findings of research in year 2, create a diversion program so that homeless individuals can stay out of jail for minor offenses. Explore and pursue grant opportunities for CIT programs as designed in Year 3. Establish programming for homeless inmates prior to discharge in Charlotte County or their return to county of origin. Ensure that paperwork, housing, employment (Federal Bonding), mental health, and substance abuse service are coordinated if necessary. Establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders. Develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event. (Could be hotel vouchers) Employment & Training Education One Charlotte Health Care Child Care Legal Aid Legal Aid Legal Aid Legal Aid Health Care Health Care Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Health & Human Services Health & Human Services 4 (2018) 4 (2018) Outreach & Safety 4 (2018) Outreach & Safety 4 (2018) Outreach & Safety 4 (2018) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 5 (2019) 5 (2019) 5 (2019) Planning Objectives Page 59

78 New Program Provide mentors to work with parents and youths who have dropped out of school. Encourage youth to connect to GED, vocational, job corps, and other appropriate programs. Develop a privately funded rental subsidy program. Open SOAR Volunteer Center to clients in the community. Implement model for providing vision and dental care to homeless and ELI populations. Education Housing First SOAR Center Health Care Homeless Prevention & Early Intervention 5 (2019) Housing 5 (2019) Economic Stability 5 (2019) Health & Human Services 5 (2019) Page 60 Planning Objectives

79 Implementation Evaluation

80 One Charlotte One Charlotte The vision of One Charlotte is One Charlotte, one cohesive network, one future. The One Charlotte Committee also developed a mission statement To provide a united framework of one stop shop of health & human services assistance for Charlotte County residents. Some components of this framework include: Standardized intake and assessment by all community partners. Screening clients for eligible services throughout the Continuum of Care. Provide immediate access to emergency services for those individuals and families experiencing immediate trauma. Working with clients to bring stability, offering a hand-up not a hand-out. Referrals to housing, prevention, employment, childcare. One Charlotte is about all community partners coming together with a client centered approach, working in one direction, with a common goal of improving the lives of those experiencing homelessness and poverty. One Charlotte has brought together agency leadership to work hand-in-hand to address the community-wide problem of hunger and homelessness. This One Charlotte leadership team will continue to analyze and evolve One Charlotte as it becomes further funded and needs in the community expand or change. Promoting the use of FloridaHousingSearch.Org to connect with landlords with clients and housing organizations is another objective of One Charlotte. FloridaHousingSearch.org was launched in 2006 and is sponsored by the Florida Housing Finance Corporation with the intention to support nonprofit and government organizations in Florida. One of One Charlotte s goals is to connect consumers to affordable housing available for low income populations. Expanding the resources and the use of FloridaHousingSearch.org to include criteria to qualify for services would be beneficial for this target population. The data would include emergency, transitional and permanent housing, as well as realtor listings, landlord listings, among others. Connecting with landlord associations and local housing organizations through a website with the purpose of working together to fulfill housing needs can be useful tool to address this need. Also, having a catalog to expand information of services available in the county, which include emergency, transitional and permanent housing as well as realtors MLS and landlord listings, among others, would be beneficial to the community. Prioritizing affordable housing, focusing on apartments for the special needs and extremely low income populations and finding ways to subsidize to meet the difference in cost of all family single housing/seasonal rentals available in the county can make a difference. Therefore, it is necessary to increase subsides through voucher programs and explore opportunities to develop a privately funded community based voucher system. Page 62 Implementation & Evaluation

81 One Charlotte The implementation of a centralized information hub with government, nonprofit, and private organizations for all schools and supporters through One Charlotte is important for the success of our children and engagement of their parents in their children s education. By implementing a community-wide use and education of One Charlotte resource and referral system, case managers at service provider agencies will be able to avoid duplication of efforts and better track and assist residents with needs. Therefore, once this project is implemented, the next step will be community awareness of the use of such a program. Making a toolkit with available community resources for homeless and extremely low income consumers to educate hospitals staff members and discharge planners on the use of the toolkit and establishing a website or program for patients to search, use and find information about resources that are available to them is another of the many goals of One Charlotte. Action Step Method/Category Committee Year Support the development of One Charlotte. Community Collaboration/ Housing 1 One Charlotte (2015) Research the use of FloridaHousingSearch. Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. Community-wide use/education of One Charlotte Services to Homeless Prevention clients coordinated through primary case worker (master case management). Interagency information sharing through CIS. Promote the use of FloridaHousingSearch.Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. Establish One Charlotte. Recruit volunteers to work as research navigation specialists. Increase family awareness of community resources through One Charlotte. Train all CCPS staff on use of One Charlotte. Re-explore school calendars for continuity of care through One Charlotte Research Analysis/ One Charlotte Public Awareness/ One Charlotte One Charlotte Public Awareness/ One Charlotte One Charlotte Research/ One Charlotte Public Awareness/ One Charlotte One Charlotte Research Analysis/ One Charlotte Housing 1 (2015) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 2 (2016) 2 (2016) Housing 2 (2016) Housing 2 (2016) Economic Stability 2 (2016) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 3 (2017) 3 (2017) 3 (2017) Implementation & Evaluation Page 63

82 One Charlotte Implement a centralized information hub (government/nonprofit/private) for all schools and supporters through One Charlotte Expand the use of FloridaHousingSearch. org to include criteria to qualify for services. This may include all non-profits, board of realtors and landlord associations. The data would include emergency, transitional and permanent housing as well as realtors rental listings, landlord listings, among others. Work with FloridaHousingSearch.org to customize these criteria. Make a toolkit with available community resources for homeless and ELI consumers and educate hospitals staff members and discharge planners on the use of the toolkit. Establish a website or program for clients to go search, use and find information about resources that are available to them. Initiate a computer bank system for clients to enter data. Set policy and procedures for computer usage. One Charlotte Phase II Implement a coordinated assessment in the community and get involved all agencies. One Charlotte One Charlotte One Charlotte One Charlotte One Charlotte Homeless Prevention & Early Intervention 3 (2017) Housing 3 (2017) Health & Human Services 3 (2017) Economic Stability 3 (2017) Economic Stability 4 (2018) SOAR Center The SOAR Center will be an extraordinary tool for the case management of hundreds of individuals suffering of medical and mental disability. Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) are disability income benefit programs administered by the Social Security Administration (SSA) that also provide Medicaid and/or Medicare health insurance to individuals who are eligible. The SSI/SSDI application process is complicated and difficult to navigate, particularly for people who are homeless or who are returning to the community from institutions (jails, prisons or hospitals). For those who have a mental illness, substance use issues, or co-occurring disorders that impair cognition, the application process poses an even greater challenge (SAMHSA, 2014). Page 64 Implementation & Evaluation

83 SOAR Center Therefore, the development of this SOAR Center will allow case managers to spend more time with the client and assist them through the SSI/SSDI application process. Unfortunately, Charlotte County today does not have the capacity or the case workers necessary to provide the assistance to these residents. Thus, evaluating the needs for a community based SOAR volunteer program and developing a business plan for this SOAR volunteer program is the goal in the first two years of this project. The 10 Year Plan will be able to identify funding sources and help recruit a paid-staff and volunteers to perform community outreach and better assist residents in need. The 10 Year Plan will also inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center. Action Step Method/Category Committee Year Evaluate the needs for a community based SOAR volunteer program. Develop a business for a community based SOAR volunteer program. Identify funding source and support the recruitment of a paid-staff to be a volunteer liaison staff for coordination of program and perform community outreach and recruit volunteers for SOAR volunteer program. Support the efforts of developing a SOAR Volunteer Center Inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center. Open SOAR Volunteer Center to clients in the community Research Analysis/ SOAR Center SOAR Center Research Analysis/ SOAR Center Community Collaboration/ SOAR Center Public Awareness/ SOAR Center SOAR Center Economic Stability 2 (2016) Economic Stability 3 (2017) Economic Stability 3 (2017) Health & Human Services Health & Human Services 3 (2017) 4 (2018) Economic Stability 5 (2019) Implementation & Evaluation Page 65

84 SOAR Center Dave and Joe SOAR to help others If you asked Dave England and Joe Sargent if they thought they would be the key to many of our clients success, their answers would probably be no. These are two very humble men. Dave and Joe are the Homeless Coalition first two Social Security Income/Social Security Disability Income Outreach, Access, and Recovery trained volunteers (SOAR). Having gone through a two day training both men received their certification through Charlotte Behavioral Healthcare Center and they have both successfully assisted the Homeless Coalition clients in applying for Social Security benefits. Now that the Coalition has two SOAR trained volunteers to assist clients we can ensure applications are done in a timely manner and actively facilitate collection of records for the SSA applications. Dave England came from Coventry, Connecticut to Florida in Dave, who previously owned a Grocery Store and Car Dealership, decided it was time for him and his daughter to relocate closer to his mother, who lives in Marco Island. Upon moving to Florida, Dave started working for PGT Industries until he was injured and became permanently disabled. With free time on his hands, Dave wanted to get back to volunteering; something he s previously taken part in. When asking what Dave would like to see in the upcoming years he states There are so many problems, one person can t possibly fix them all, but if everyone could help a little it will make a huge difference. And that s why I m where I m at today. Joe Sargent, a previous Mayor, Councilmen, and Retired Deputy Sheriff of New Cumberland, West Virginia moved with his family and three children in 2011 to Port Charlotte, FL after surviving but becoming disabled from an accident in Joe has a passion for helping clients receive disability benefits, having had to go through it himself. Joe heard about the Homeless Coalition through other volunteers and knew it was somewhere he would be able to make a difference. Page 66 Implementation & Evaluation

85 Supportive Services Supportive Services Supportive Services is another category of the 10 Year Plan that focuses on multiple service areas. Conducting an assessment of services needed by those who are literally homeless, identifying specific ways to reach working families, educating the community on homelessness, childhood homelessness and those at risk of homelessness through public awareness such as videos, articles and providing support services are the priorities of Supportive Services. Through public events, monthly columns, potluck dinner series at churches, etc., introducing Bridges Out of Poverty will move individuals from poverty to self-sufficiency, reduce crime, strengthen educational attainment, increase job skills and productivity. All this in conjunction with other programs such as a rapid re-housing program for medium and long term services for self-sufficiency of homeless and those at risk will help reduce social costs and enhance economic development while revitalizing neighborhoods and building strong and sustainable communities. The 10 Year Plan will also coordinate with the Veterans Affairs Bay Pines office to expand services to homeless and at risk veterans in Charlotte County. It will help develop a standardized and coordinated training system to protect at risk homeless and ELI adults more efficiently. The 10 Year Plan will create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities programs where the youth can engage in positive activities. We will support the efforts of Lutheran Services or another qualified service provider to provide shelter to runaway and unaccompanied youth in Charlotte County. It will promote AA/NA-Al-Anon/Al- Ateen programs in schools and establish a Community Response Team that meets monthly to provide coordinated case management services to the youth in partnership and collaboration with the Charlotte County Public School system, Charlotte County Sheriff s Office, Charlotte County Homeless Coalition, Lutheran Services, Florida Department of Children and Families, Guardian Ad-Litem, Crossroads AMIKids, and the Workforce Board. Action Step Method/Category Committee Year Coordinate with Veterans Affairs Bay Pines to expand services to homeless and at risk veterans in Charlotte County. Publish articles on childhood homelessness and at risk, keep it local to Charlotte County. Educate the community on childhood homelessness and those at risk of homelessness. Make videos no longer than 30 seconds to keep the audience s attention. Make this a local issue. Community Collaboration/ Supportive Services Public Awareness/ Supportive Services Public Awareness/ Supportive Services Housing 1 (2015) Outreach & Safety 1 (2015) Outreach & Safety 2 (2016) Implementation & Evaluation Page 67

86 Supportive Services Conduct an assessment of services needed by those who are literally homeless. Create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities. Define working poor in our community, identify specific ways to reach working families and provide support services. Create a homeless prevention and rapid rehousing model community-wide for medium and long term services based on Bridges Out of Poverty for homeless and ELI clients. Encourage self-sufficiency, accountability, and financial literacy. Introduce the Bridges Out of Poverty program to community through public events, monthly column, potluck dinner series church, etc. Based on the Year 1 analysis of services needed for those who are literally homeless, develop a service plan to address the needs. Implement programming for the literally homeless based on plan created in Year 2. Develop a standardized and coordinated training system to protect at risk homeless and ELI adults more efficiently. Establish a Community Response Team that meets monthly to provide coordinated case management services to homeless youth that are with parents/guardians as well as unaccompanied youths. Possible partners: CCPS, CCSO, CCHC, Lutheran Services, DCF, Guardian Ad-Litem, Crossroads AMIKids, Workforce Board. Promote AA/NA-Al-Anon/Al-Ateen programs in schools. Support the efforts of Lutheran Services to provide shelter to 35 runaway and unaccompanied youths in Charlotte County. Research Analysis/ Supportive Services Research Analysis/ Supportive Services Research Analysis/ Supportive Services Supportive Services Public Awareness/ Supportive Services Supportive Services Supportive Services Supportive Services Supportive Services Public Awareness/ Supportive Services Community Collaboration/ Supportive Services Outreach & Safety 2 (2016) Housing 2 (2016) Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 2 (2016) 3 (2017) 3 (2017) Outreach & Safety 3 (2017) Outreach & Safety 3 (2017) Outreach & Safety 3 (2017) Housing 3 (2017) Homeless Prevention & Early Intervention 4 (2018) Housing 4 (2018) Page 68 Implementation & Evaluation

87 Housing First Housing First Lack of affordable housing is one of the major issues in Charlotte County. There is not sufficient lowcost housing to meet the needs of residents living in poverty. Studies have shown that in practice, and not just in theory, providing people experiencing chronic homelessness with permanent supportive housing saves tax-payers money. Housing is a serious problem for lower income Americans, including those who work. Yet stable housing is essential to achieve national goals of improved education, safety, health care and employment. People become homeless because of the lack of affordable housing. For the poorest Americans, reduced incomes are part of a long-term trend. Wages for the lowest-paid workers have gone down substantially in real terms over the past decades and affording a home or purchasing one has become more and more difficult. Charlotte County Housing Occupancy Vacant Housing Units 29.2% Occupied Housing Units 70.8% Data Reported by the U.S. Census Bureau for 2010 Figure 12 Source: U.S. Census Bureau Implementation & Evaluation Page 69

88 Housing First Charlotte County Housing Occupancy by Type Rental Housing Units 20.3% Owner-Occupied Housing Units 79.7% Data Reported by the U.S. Census Bureau for 2010 Figure 13 Source: U.S. Census Bureau Charlotte County Housing Unit Type Data Reported by the U.S. Census Bureau for 2010 Figure 14 Source: U.S. Census Bureau Charlotte County has been significantly impacted with families losing their homes. Almost 30 percent of the previously occupied homes in the county are now vacant. 20 percent of all housing units in Charlotte County are available for rent making it difficult for families to find decent affordable housing. Charlotte County has more single unit family homes by far than any other type, however the Fair Market Rent average for most homes are of over $900/month in Charlotte County, which is considerably over most household incomes limits of 30 percent housing burden. Page 70 Implementation & Evaluation

89 Housing First The Gulf Coast Partnership will conduct a study to identify and determine the need for housing and youth shelter for the homeless populations. By conducting an extensive study to define how many people in poverty are trying to get housing and obtain collaboration through the school system and coordinating housing availability with realtors and housing organizations, this subpopulation will be able to obtain the necessary help. The Gulf Coast Partnership will also research housing models nationally to see how they support their housing construction and operation costs, write a development plan to obtain funding or loans to expand affordable housing options, including private foundations and banks; and pursue opportunities to expand 202 and 811 construction for the special needs homeless and extremely low income populations. Once The Gulf Coast Partnership has identified and recruited partners who are capable of building and operating 202 and/or 811 Housing Programs, it will also establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders, and also develop a privately funded rental subsidy program and find avenues for subsidized transitional or temporary housing alternatives for those in need in order to help them financially support themselves while they reincorporate back to society. Action Step Method/Category Committee Year Research non-profit housing models to learn how they support their housing construction and operation costs. Conduct study to determine need for youth shelter. Identify the housing needs of the homeless in our community. Conduct an extensive study to define the subpopulation needs. Coordinate housing surveys, collect data of how many people under poverty level are trying to get housing and obtain collaboration through the school system. Write a development plan to obtain funding or loans to expand affordable housing options, including private foundations and banks. Based on the Subpopulation Needs Study conducted in Year 1, create a plan for development of housing or services. Begin implementation of Housing and Services identified in Year 2. Begin implementation of best practices from ELI student/parent school engagement study. Research Analysis/ Housing First Research Analysis/ Housing First Research Analysis/ Housing First Housing First Housing First Housing First Housing First Housing 1 (2015) Housing 2 (2016) Housing 2 (2016) Housing 3 (2017) Housing 3 (2017) Housing 3 (2017) Housing 3 (2017) Implementation & Evaluation Page 71

90 Housing First Research opportunities to expand 202 and 811 construction for the special needs homeless and extremely low income populations. Identify and recruit partners who are capable of building and operating 202 and/or 811 Housing Programs. Develop an avenue for subsidized transitional or temporary housing alternative, a paid allowance certificate program that provides training and help students financially support themselves while they obtain the necessary training for a job. Develop a business plan and establish a committee to launch program. Establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders. Develop a privately funded rental subsidy program. Housing First Research Analysis/ Housing First Housing First Housing First Housing First Housing 3 (2017) Housing 4 (2018) Economic Stability 4 (2018) Homeless Prevention & Early Intervention 5 (2019) Housing 5 (2019) Page 72 Implementation & Evaluation

91 Housing First Fulcher Family Help and Hope The loss of a home is a traumatic event in anyone s life. To lose a business at the same time seems almost unbearable. Tony Fulcher has had to battle back from that situation the past two years. In 2010, he faced foreclosure on his Port Charlotte house, where he also ran an in-home daycare center. Tony said he got behind on the house payments and hired a lawyer to help him modify the mortgage. Despite paying on the new loan, Tony said the mortgage holder foreclosed anyway. Tony and his 14-year-old son, Tony Jr., were homeless, and Tony had lost his source of income. After many months of trying to find housing, and with financial assistance from the Charlotte County Homeless Coalition, Tony eventually succeeded and is operating his business again. Originally from Flint, Michigan, Tony has been in the daycare business for 22 years. He said he called many people trying to find a new house, but many landlords did not want a tenant who was also operating a business at home. He found work at Wal-Mart during the holiday season in 2010, but was separated from his son. Tony asked friends to look after Tony Jr. while he slept in his car and looked for a place to live. In December 2010, he finally found a new home in Port Charlotte. But he was short on the move-in costs, so he contacted a caseworker at the Homeless Coalition, who agreed to pay the costs. Tony and his son have been living in the home for about a year and a half. Since then, everything s been looking up for me, said Tony, who reapplied for his daycare license and now has 13 clients. Tony said how grateful he was. If it wasn t for that help, he didn t know where he would be. Implementation & Evaluation Page 73

92 Housing First Trials, Tribulations and Triumph Rashia Nance admits she felt embarrassed when she had to move into the shelter. Naturally, she had concerns about the environment and the welfare of her young children. However, after a two-month stay this summer, she said she gained a new perspective on life and about people in need. Rashia gave birth to a beautiful baby boy in the spring but due to complications from a cesarean section, she was unable to continue working. Because his fiancé needed constant care, Charles had no choice but to take time off of work and eventually lost his job. Sadly, the hardships didn t stop there. The family was forced to move from the home they were sharing with family members. It was then, that Rashia and her family found themselves with nowhere to go and ended up at the shelter, where the number of homeless families seeking assistance continues to rise. Page 74 Implementation & Evaluation

93 Housing First Focusing on Families When Hurricane Sandy damaged Regina s rental house beyond repair, she gratefully accepted her father s offer of plane tickets for her and her 3 children to relocate to Florida. Within just a few days of their arrival it was apparent that the living situation was too much for her father and they found themselves destitute. Holly and her 8-yearold daughter found their way to the Homeless Coalition Shelter when the friends they had been doubled up with were evicted from their apartment. Working part-time didn t provide enough income when Clifford found himself, unexpectedly, with custody of his two sons ages 8 and 15. The Shelter Case Manager met this family outside the shelter. Someone who used to be a friend dropped them off, threw their belongings out of the car and sped away shouting, Now they re your problem! The youngest boy was confused and crying. These three families all came in on the same day, and each one was welcomed by workers and volunteers at the Homeless Coalition s Shelter. These families were sleeping in the woods and in their cars, some with infants. In response to the need, the shelter was completely rearranged and the single men s and single women s dorms were moved to smaller quarters. This made room for us to immediately take in an additional 8 families. Today there are 24 children who call the shelter home and more arriving every day. The community stepped up as soon as we decided to make this change. We need to send a special thank you to the Charlotte County Schools for furnishing a homework area for the children with desks, laptops, supplies, and books. Implementation & Evaluation Page 75

94 Employment and Training Employment and Training The population has grown significantly in Charlotte County over the past decades and with population growth comes the need of more employment in our community. In the past years, we had a 40 percent population increase, having a total of nearly 160,000 people now living in the county. However, with more people, more jobs are demanded. Although Charlotte County has always had a strong senior population, there has also been a steady increase of year olds seeking jobs and affordable housing. Charlotte County Age Demographic Data Reported by the U.S. Census Bureau for 2010 Figure 15 Source: U.S. Census Bureau Being the nation s second largest 65 and over population, predominantly composed by retirees, the working class is also growing at a fast pace and the need for jobs and industries is growing in Charlotte County. Most of the residents fields of work are in the area customer service, maintenance, construction, education and healthcare. According to the 2013 Charlotte County Community Needs Assessment, the recession has left 12 percent of the county s population in poverty. Charlotte County s economy is largely supported by three industries: trade, transportation, and utilities (27.02%); education and health services (25.12%); and the leisure and hospitality industry (15.51%). The county s largest industry, construction, has been cut in half since 2007 while industries like leisure and hospitality, and education and health services have grown. (Needs Assessment, p.37) Page 76 Implementation & Evaluation

95 Employment and Training Employment in Charlotte County Employment Type Leisure, Hospitality % Trade, Transportation, Utilities % TTU EH LH Education, Health Care % Data Reported from the U.S. Census Bureau for 2010 Figure 16 Source: U.S. Census Bureau Charlotte County continues to face high unemployment rates and low wage jobs. According to the same study, the unemployment rate nearly doubled in Rates were consistently higher than the state and national unemployment rates until this year. On average, employees earn five dollars, or 25 percent, less per hour in Charlotte County ($14.88) than the state average ($19.89). Charlotte County has a substantially larger percentage of households whose income comes from Social Security benefits and retirement income and fewer households with income coming from salary earnings. (American Community Survey; Charlotte County Economic Development Office; Needs Assessment, p.32) Charlotte County Median Income $50,696 $41,190 Data Reported by the U.S. Census Bureau for 2010 Figure 17 Source: U.S. Census Bureau Implementation & Evaluation Page 77

96 Employment and Training Charlotte County Household Income Data Reported from the U.S. Census Bureau for 2010 Figure 18 Source: U.S. Census Bureau The economic conditions in Charlotte County have not only contributed to a rise in homelessness but also a rapid decline in available income. Most households are now paying in excess of 30 percent of their total household income to support the rent or mortgage. Charlotte County also ranks 10 th in the nation for foreclosures with a 14 percent housing loss rate. On average, Charlotte County workers earn 25 percent less per hour than the state average. The USA TODAY December 2013 jobs report showed that unemployment rate continues to fall to 6.7 percent, but it estimated the labor force shrank by 347,000 last month while only 74,000 jobs were added. Just 62.8 percent of adults were working or sought jobs, tied for the lowest since 1974; whether unemployment is dropping because of new jobs or because people have stopped looking. About 76 percent of those leaving the workforce in 2013 represented people over 55 who say they don t want jobs. (USA TODAY, the News-Press Section B, Jan., 2014) Therefore, in order to create employment opportunities in Charlotte County, the 10 Year Plan will research diverse programs such as tax incentives for businesses that create employment for the homeless and extremely low income populations. By promoting tax incentives for businesses that create employment for these populations, it will bring more businesses to the county as well as decrease the unemployment and poverty levels. In the first years, the 10 Year Plan is committed to research national and international best practices in supportive employment for homeless and extremely low income populations as well as explore current job skill training programs, including cost and capacity; interact with Southwest Florida Works to assess current skill level of homeless and extremely low income populations and find current needs of our local employers for a skilled workforce and partner with them to create jobs in construction, maintenance, manufacturing, and customer service programs as well as local farms to employ our homeless and extremely low income populations. Page 78 Implementation & Evaluation

97 Employment and Training By building partnerships and promoting tax incentives for local employers, organizations and educational institutions to provide the training through basic skill and certificate programs in the fields mentioned above as well as technical skills in the field of computer, dental hygienist, physical therapist, occupational therapist, CNA, CDL, HHA, PCA, and MA, will enable the homeless and extremely low income become self-sufficient while obtaining the necessary skills. Another 10 Year Plan goal is to create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce to employers and educational institutions who enrich the lives of homeless and extremely low income people through employment, supportive employment programs such as work-training, internships, assistantship or apprenticeships can join the local workforce and become self-sufficient The 10 Year Plan is also committed to create a standardized financial literacy program targeted at homeless and extremely low income people to be shared with all service and case management agencies in our community. This program will teach them to manage their finances and make ends meet. Other programs are agricultural job training /housing/life skills programs to provide entry level opportunities to unskilled laborers. This can be done through partnership with the local government, farms and businesses in need of workforce and resources. The 10 Year Plan will also research for best practices and seek funding to create a micro-enterprise program. Micro-enterprise is often where local businesses or organizations lend capital to local individuals at low or no interest rate to start-up their own businesses, and raise loans as they pay back when they become self-sufficient. This method is most common in developing nations and is proven to be successful. Action Step Method/Category Committee Year Research tax incentives for businesses that create employment for the homeless and ELI populations. Promote tax incentives for businesses that create employment for the homeless and ELI populations. Research current job skill training programs, including cost and capacity. Assess current skill level of homeless and ELI population and survey the current needs of our community employers for a skilled workforce. Create a guiding document for future strategies. Research Analysis/ Employment & Training Community Collaboration/ Employment &Training Research Analysis/ Employment & Training Economic Stability 1 (2015) Economic Stability 2 (2016) Economic Stability 2 (2016) Implementation & Evaluation Page 79

98 Employment and Training Obtain more information on CNA, CDL, HHA, PCA, and MA certificate programs. Try to make them more accessible and convenient and combine these training with a work opportunity so students become selfsustainable while obtaining this training. Research national and international best practices in supportive employment for homeless and ELI. Interact with SWFL Works and towards developing a certificate program for clients to provide basic skill programs such as computer, medical assistance, dental hygienist, physical therapist, occupational therapist, CNC, CNA, and CDL training programs. Identify local opportunities, seek funding for local training programs and develop partnership with construction, maintenance, manufacturing, and customer service programs as well as local farms to employ our homeless and ELI populations. Based on job training plan created in year two, build partnerships with local businesses, organizations and/or educational institutions to provide the training through a certificate program that will allow homeless and ELI residents gain the skills necessary to work for these or/and other businesses in the future. Create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce, to employers who enrich the lives of homeless and ELI people through employment. Begin the creation of a supportive employment program based on the recommendation of the study conducted in year two. Expand/encourage local businesses to get involved with local internships and apprenticeships. Research Analysis/ Employment & Training Research Analysis/ Employment & Training Community Collaboration/ Employment & Training Research Analysis/ Employment & Training Employment & Training Employment &Training Employment & Training Community Collaboration/ Employment & Training Economic Stability 2 (2016) Economic Stability 2 (2016) Economic Stability 3 (2017) Economic Stability 3 (2017) Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Page 80 Implementation & Evaluation

99 Employment and Training Develop an agricultural job training / housing/life skills program to provide entry level opportunities to unskilled laborers. Supported employment possible for clients with disabilities. Research best micro-enterprise program models and search for funding. Create a standardized financial literacy program targeted at homeless and ELI people to be shared with all service and case management agencies in our community. Create a micro-enterprise program. Employment & Training Research Analysis/ Employment & Training Employment & Training Employment & Training Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 4 (2018) Economic Stability 5 (2019) Implementation & Evaluation Page 81

100 Employment and Training Perseverance Pays Off Times were often tough for Alan Aguglia and his family. At the age of six, Alan lost his father, leaving his mother to raise him and struggle to put food on the table. He describes his early years in Pittsburgh as a good life but financially meager. To help support his family, Alan got a job but had to drop out of high school. While working, he obtained his GED. In 1999, Alan s cabinet-making business stalled so he took a second job in landscaping to support his family. Unfortunately, Alan was in an accident on the job and had severe injuries which caused doctors to amputate his leg. Pittsburgh s icy winters eventually became too much to bear, so in 2005 he and his family moved to Port Charlotte in search of a warmer climate and sound opportunities to secure their future. In 2012, Alan lost everything his job, his home and his family. Soon after, he began to start over. As he struggled to find employment he heard about the program at the Homeless Coalition and decided to seek shelter and services. He quickly began working with case managers on his goals to find employment and permanent housing. Alan stated, I put in over 150 applications and only got one interview people don t want to hire me when they see my leg. This did not stop him from trying. Alan s perseverance paid off and he is currently working two jobs. He signed a lease and will be moving into permanent housing soon. He rides his bike from CCHC to North Port where he catches the bus to Venice and then takes another bus to work in Osprey. Although Alan gets off work after the bus system has stopped running for the night, he rides his bike home after the long day. It s hard but you do what you have to, says Alan. Page 82 Implementation & Evaluation

101 Employment and Training Second Chance Done Right Now 41 years old, Gary Hayward, a new resident of the Charlotte County Homeless Coalition s Shelter, recalls the mistakes he made earlier in his life; and the circumstances that led up to those mistakes. I wanted money, in large bills and fast! So I hustled, he explained. I got a rush from money, not from drinking, not from drugs; I have never used drugs a day of my life. The love of money was my downfall. Sadly, the consequences yielded Mr. Hayward 13 years behind bars. Not happy with being locked-up, it did not take him long to re-adjust his way of thinking. When Gary was recently release to the streets of Charlotte County, he began walking in the direction of the Homeless Coalition, making it to US Highway 41 where a man offered him a ride. I didn t know where the shelter was and he didn t either, but he stuck it out with me, he said appreciatively. After asking for directions at a gas station, we found it together! Since his release, Gary has had some contact with his family. He also mentioned a wonderful niece that helped him though the last seven years with kind words and encouragement. Gary s biggest fear has been how people will respond to him; he wonders if he will have the chance to prove himself and show he has actually reformed. He admits he has been shocked and pleasantly surprised by the positive reactions he has received from the good people, as he referred to them. He went on to express his gratitude for the efforts of kind people like the man who helped him find the Coalition, the staff of the Coalition, and his new job for taking a chance on him. He plans to save every penny he can, acquire his GED, and start his new life as a stand-up kind of man. I just want to do my second chance right. After all, you can be or do anything you want, just go out and get it done. Implementation & Evaluation Page 83

102 Employment and Training Frey Family - in Transition Like many of the former homeowners in Charlotte County, the Frey family are not strangers to the knock on the door for eviction. The Frey family thought they had thirty days to pack and move but to their surprise they had only hours to vacate their property. Vinny Frey had been the sole provider for the family but was laid off from a local air conditioning company. Lorraine Frey, wife and mother of 4 children, raised the children while Vinny worked outside the home. After exhausting several options, including trying to work with the bank to save their home, they had to move out of state and stay with family in NY. It was difficult to move in with family where the housing wasn t suitable for an additional large family. The constant strain took a toll on everyone so they had to make a change for the better. Vinny and Lorraine decided to move back to Charlotte County where the support of her mother was the only option. This situation was temporary so they reached out to the Homeless Coalition for additional assistance. The timing was perfect for the Frey Family, as one of the Homeless Coalition transitional homes had just been vacated. Lorraine had received her state and national certification as a pharmacy tech giving them one solid income to live on. The difficulty they faced in the community was being able to afford the first and last month s security deposit and rent. The Homeless Coalition s transitional housing program does not require deposits but rather reviews client s income and ability to pay in the future months to come. The Frey family was encouraged and excited to have a home again where their children could play outside safely with room to grow. Case management services are provided by a case manager from the Coalition. This staff member meets with the family to discuss their needs and offers the Frey family resources to reach their goals. Vinny found another job and now with both working, they continue to strive for success. They plan to live in the transitional housing (a 2 year program) and then move to a permanent home in Charlotte County. Page 84 Implementation & Evaluation

103 Health Care Health Care People experiencing homelessness are more likely to access the most costly health care services. According to the National Alliance to End Homelessness and the New England Journal of Medicine, homeless people spent an average of four days longer per hospital visit than comparable non-homeless people. This extra cost is of approximately $2,500 per hospitalization. Homelessness both causes and results from serious health care issues and mental disorders that require a long-term and consistent care. This inability to treat these problems can become more dangerous and costly for municipalities and taxpayers. Hospital Visits by all Charlotte County Residents % ER Visits Peace River Charlotte Regional Fawcett % Occupancy Rate 0.00% 20.00% 40.00% 60.00% 80.00% Data Reported from the Charlotte County Health Assessment 2010 Figure 19 Source: Charlotte County Community Health Assessment Hospital Visits by all Charlotte County Residents Inpatient Peace River Charlotte Regional Fawcett Beds Data Reported from the Charlotte County Health Assessment 2010 Figure 20 Source: Charlotte County Community Health Assessment Implementation & Evaluation Page 85

104 Health Care The overall health of Charlotte County is also impacted by its significant aging population. The median age in Charlotte County is 56, making Charlotte County one of the oldest counties in the state of Florida. The uninsured population in the county has grown over the past few years as well. Insured vs. Uninsured Charlotte County Florida Insured Florida Charlotte County Uninsured 0.00% 20.00% 40.00% 60.00% 80.00% Data Reported from the Charlotte County Health Assessment 2010 Figure 21 Source: Charlotte County Community Health Assessment Mental Health Treatment in Charlotte County Mental Health Services 32% Pay/Insurance Non-Pay/No Insurance 68% Charlotte Behavioral Health Care 10 Year Plan Steering Committee 2010 Figure 22 Source: Charlotte Behavioral Health Care Page 86 Implementation & Evaluation

105 Health Care Figure 23 Source: State of Florida Homeless Policy Academy Action Plan, 2003, p.1 The substance abuse treatment system is also facing a severe treatment gap. The National Association of State Alcohol and Drug Abuse Directors indicate that only half of those who need treatment receive it. Waiting times for treatment and financial means to pay for it are the main obstacles. Without therapy, substance abuse treatment, peer support, and pharmaceutical interventions, individuals with substance abuse disorders may never recover or at least manage their disease. Figure 24 Source: Florida Substance Abuse and Mental Health Corporation, 2009, p. 7 Service providers often see these same individuals in the community at risk of arrest because of behaviors associated with their disorders and others on probation or returning home after incarceration with diverse treatment needs. The large numbers of adults with medical and behavioral health disorders pose a special challenge for public administrators who are seeking to spend their constituent s money in a most cost-effective way. As corrections populations grow, requirements for correctional facilities also grow for programs and personnel. They often lack the resources to provide these kinds of services and many of the individuals in need of recovery often end up returning to jail or prison. Implementation & Evaluation Page 87

106 Health Care Identifying the need and educating service providers, case managers and discharge planners on the use of Charlotte are some of the steps to address this issue. Building the necessary infrastructure to support health care agencies, building capacity work with SOAR and SSI/SSDI, promoting communication and coordination among local health care providers and providing information on Medicaid and Medicare. Exploring ways to merge or work in joint venture partnership with mental health institutions and rehab centers such as ER, Detox and CSU as well as the public on how to access available services, advertise and create awareness to identify mental illness, and explore ways to engage people. Clients with Disabilities Served in Charlotte County 700 Disability Type Mental Health Alcohol Abuse Drug Abuse Developmental Physical Data Reported from the Charlotte County HMIS on Clients Served 2013 Figure 25 Source: Charlotte County HMIS on Clients Served The economic impact of drug and alcohol use in Florida is significant and affects every level of the state, from our streets to our classrooms. The devastation is not just economic, but also deeply personal. According to the Florida Substance Abuse and Mental Health Corporation, Florida spends $2,128 per child for prevention services, while the amount committed to residential and correctional facilities is $42,606. The Florida Department of Corrections estimates more than 65,000 of Florida s inmates and 93,000 offenders on probation with substance abuse problem and in need of treatment. (Florida Substance Abuse and Mental Health Corporation, p.16). Page 88 Implementation & Evaluation

107 Health Care Domestic Violence in Charlotte County Domestic Violence Reported Cases ES Sheltered Cases Reported Cases ES Sheltered Cases Annual Report on the Criminal Justice, Mental Health, and Substance Abuse Reinvestment Grant Program Act 2010, ES Sheltered DV Reported by CCHC HMIS 2010 Figure 26 Source: Charlotte Behavioral Health Care In Charlotte County drug related felonies [were] down among youth over the past five years; however, drug related misdemeanors are on the rise after dropping in Alcohol offenses have increased from 6 in to 20 in Furthermore, 6.5 percent of Charlotte County students, grades 6 thru 12 surveyed by the Florida Youth Substance Abuse Survey, said they participated in selling drugs compared to 5 percent of students statewide. In addition, 13 percent reported being drunk or high at school compared to 11.2 percent of students statewide. Forty-seven percent of youth reported having used alcohol at some point in their lifetime down from 69 percent in Thirty-eight percent reported having used some type of illicit drug at some point in their lifetime down from 45 percent in Despite being lower than rates in 2002, the percentage of those reporting having used drugs at some point in their lifetime is on the rise again after declining for several years. (Needs Assessment, p ) Many individuals and families, both housed and homeless, struggle daily with substance abuse preventing them from becoming productive members of our community. We recognize this threat of substance abuse and are working through our community partners to bring more intensive treatment and follow up case management to assist people with getting their lives back on track. The 10 Year Plan will identify the need for more resources for homeless and extremely low income populations, and determine how many people do not have access to health care needs. We will research best practices in provision of these services, explore partnerships between health care providers by supporting community initiatives that educate the public on how to access these services. The 10 Year Plan will support efforts to increase funding for health facilities that serve homeless and extremely low income populations, develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event (like a hotel voucher system), and create a local program to better understand delivery and address the need of health care to homeless and ELI students through a partnership with mental health care providers and the public school system. Implementation & Evaluation Page 89

108 Health Care Figure 27 Source: Kaiser Family Foundation The Affordable Care Act was passed with the goal of filling in gaps in the availability of affordable health coverage in the United States. Given particularly high uninsured rates for adults living below poverty, the expansion of Medicaid to all adults with incomes at or below 138% of poverty is a key component of this effort. In states that expand their Medicaid programs, millions of adults will gain Medicaid eligibility under the law. However, with many states opting not to implement the Medicaid expansion, millions of adults will remain outside the reach of the ACA and continue to have limited, if any, option for health coverage: most do not have access to employer-based coverage through a job, few can afford coverage on their own, and most are currently ineligible for public coverage in their state. (Kaiser Family Foundation) While a small share may be eligible to purchase subsidized coverage through the new Health Insurance Marketplaces, most have incomes below the poverty level and thus will be ineligible for these premium tax credits. It is unlikely that people who fall into the coverage gap will be able to afford Marketplace coverage: The national average premium for a 40-year-old individual purchasing coverage through the Marketplace is $270 per month for a silver plan and $224 per month for a bronze plan, 7 which equates to about half of income for those at the lower income range of people in the gap and about a quarter of income for those at the higher income range of people in the gap. Further, people in the coverage gap are ineligible for cost-sharing subsidies for Marketplace plans and may face additional out-of-pocket costs up to $6,350 a year if they were to purchase Marketplace coverage. Given the limited budgets of people in the coverage gap, these costs are likely prohibitively expensive. (Kaiser Family Foundation) Page 90 Implementation & Evaluation

109 Health Care The Florida Department of Health in Charlotte County has transitioned away from offering primary care serivces to focusing on health promotion and prevention. Two Federally Qualified Health Centers the Family Health Centers of Southwet Florida and North Port Family Center, offer primary care services for Charlotte County residents. The ability of DOH-Charlotte to focus on health promotion and prevention places the health department in the unique situation to deal with high rates of Hepatitis C in the community and other initiatives such as the Community Health Improvement Partnership (CHIP). Charlotte County is fortunate to have the Virginia B Andes Volunteer Community Clinic (VBA). VBA s mission is dedicated to providing no-cost volunteer medical, pharmacy, and wellness services to the under-resourced in Charlotte County. VBA provides semi-urgent medical services, prescription medication, patient assistance programs, and wellness services to those who financially qualify with annual incomes equal to or below 200% of the Federal Poverty Level. Since the onset of the economic recession in 2008 residents of Charlotte County have had to battle a myriad of issues including; job loss, housing loss, wage reductions, limited employment opportunities at much lower wages, loss of public health care through the Health Department, and a new national health care plan which some will not qualify to afford. These additional stressors have led to increase of needed mental health services. Both of the county s mental health providers, Charlotte Behavioral Health Care and Coastal Behavioral Health Care, have experienced an increase of consumers with little or no ability to pay for mental health services. Battling mental health issues, especially when homeless, often leads to a prolonged duration of homelessness and over utilization of emergency health care services. This costs the community considerably more money and drains resources at a much greater pace leaving those in need of care with little or no access to medical/mental health stabilization. Poor mental health also contributes to declining physical health, again especially for those experiencing homelessness. Personal neglect and a decline in mental health can result in inadequate hygiene, lack of necessary precautions against disease, the beginning of self-medicating behaviors, and sometimes substance abuse. On a national level, it is estimated that of the 2-3 million people who experience chronic homelessness each year, ten percent suffer with substance abuse disorders or face some sort of physical or mental disabilities or disabling health conditions. These individuals have greater difficulty exiting homelessness on their own, using half of all emergency assistance and service provision for people who are homeless and those in need of treatment. Seeking alternate forms of physical and mental health care delivery to extremely low income and homeless individuals and families of Charlotte County requires new forms of collaboration. The 10 Year Plan to Prevent & End Homelessness in Charlotte County, through the Gulf Coast Partnership s leadership, seeks to identify new methods and best practices that we can bring to our partner agencies like Virginia B. Andes, Charlotte Behavioral Health Care, and Coastal Behavioral Health Care so together we can all strive to provide necessary care for those in need of Charlotte County. Implementation & Evaluation Page 91

110 Health Care Action Step Method/Category Committee Year Identify the need and available resources for homeless and ELI populations, how many homeless and ELI people do not have access to medical care, mental health care, dental and vision care and determine barriers. Research best practices in provision of eye and dental care to the homeless and ELI populations. Explore partnerships between mental health care providers and the public school system to better understand delivery of needed health care. Support the efforts to increase funding and establish a medical/mental health facility that serves homeless and ELI. Support community initiatives that educate the public on how to access available mental health and substance abuse services and increase awareness of mental illness. Create a program to partner with mental health care providers and the public school system to address the need of health care to homeless and ELI students. Develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event. (Could be hotel vouchers) Implement model for providing vision and dental care to homeless and ELI populations. Research Analysis/ Health Care Research Analysis/ Health Care Community Collaboration/ Health Care Health Care Public Awareness/ Health Care Health Care Health Care Health Care Health & Human Services Health & Human Services Health & Human Services Health & Human Services Health & Human Services Health & Human Services Health & Human Services Health & Human Services 2 (2016) 2 (2016) 2 (2016) 3 (2017) 3 (2017) 4 (2018) 5 (2019) 5 (2019) Page 92 Implementation & Evaluation

111 Health Care A Fairy Tale Ending In 2010, Doretta Rockwell left her secretarial position with benefits & insurance and moved to SW Florida to help her ill, aging mother. Her search lead her to a waitressing position in Charlotte County, with no insurance benefits, but gave her the flexibility to help her support her mother. In 2012, Doretta developed problems with her right hip. While In serious pain, her medical condition became more severe, Doretta developed clinical depression and needed anti-depression medications, in addition to her other medications. Shortly after being diagnosed, Doretta lost her source of income and was forced to take a leave of absence. Virginia B. Andes Volunteer Community Clinic (VBA) was the lifesaving resource for Dortetta. Over the next few weeks, VBA worked with community partners to secure the artificial hip, arrange for her surgery through Bayfront Punta Gorda Hospital with Dr. Schroering, one of VBA Clinics volunteer orthopedic surgeons, and scheduled rehabilitation therapy. In addition to Doretta s surgery and rehabilitation therapy, she was able to receive her medications through the VBA Pharmacy and Patient Assistance Program without any cost. Today, Doretta is back to work, pain free and giving back to her community! If not for the VBA Clinic and Pharmacy, as well as the many Community Partners, Doretta and many others like her would surely go without the medical assistance they desperately need to survive. Implementation & Evaluation Page 93

112 Child Care and Education Child Care Child Care is another great need in Charlotte County. Without an affordable child care system, homeless parents are unable to seek jobs or training programs, and extremely low income individuals or families cannot afford these services with their low-paying minimum wage income. The 10 Year Plan will collect data on child care needs of homeless and extremely low income households, include aftercare and summer services, research available funding to subsidize programs that are available in our community and partner with local organizations to provide child care services to homeless and extremely low income children. Action Step Method/Category Committee Year Collect data on child care needs of homeless and ELI households, include aftercare and summer services. Partner with local organizations to provide childcare services to homeless and extremely low income children. Provide childcare services to homeless and extremely low income children. Education Research Analysis/ Child Care Community Collaboration/ Child Care Child Care Health & Human Services Health & Human Services Health & Human Services 2 (2015) 3 (2016) 4 (2017) Homeless children face several barriers to education. Many homeless children have such disrupted education experiences that their future productivity and career prospects may suffer. This makes the effects of homelessness much longer lasting than just the time spent in shelters. This cruel reality and the lack of social support, family members, friends and sometimes positive role models can lead to future homeless generations. According to the Charlotte County Community Needs Assessment the county continues to have lower levels of educational attainment than state and national averages. Less than 50 percent of the population has a high school diploma or less, 33 percent an associate s degree and only 19 percent of the adult population has a bachelor s degree or higher. In 2012, [over 50 percent] of middle school and high school students in Charlotte County said they had a lack of commitment to school. (Needs Assessment, p.13-28) From July 1, 2007-June 30, 2013, the Florida Department of Education has seen a 104 percent increase in homeless and unstably housed students. Children who are homeless are sick four times more often than other children. These same children also go hungry at twice the rate of other children and have three times the rate of emotional and behavioral problems, including high rates of anxiety, depression, withdrawal, and aggression, compared to children who have a permanent home. By the age of 12, 83 percent of homeless children have been exposed to at least one serious violent event. (FLDOE, National Center on Family Homelessness, Homeless Children America, 2014) Page 94 Implementation & Evaluation

113 Education Homeless Students by Florida County County Charlotte Collier ,407 1,281 Desoto Glades <11 < Hardee Hendry Highlands Lee 839 1,030 1,143 1,282 1,392 Manatee 1,574 1,770 1,684 1,788 1,641 Sarasota 1,068 1, , Figure 28 Source: Florida Department of Education The school districts in our state capture and report to the Florida Department of Education, the number of students identified as homeless during the school year. By Federal law, the public schools use the expanded definition of homeless individuals to include those children and youth who lack a fixed, regular, and adequate nighttime residence, including those who are: Sharing the housing of others due to loss of housing, economic hardship, or similar reason; Living in motels, hotels, trailer parks, and camping grounds, due to lack of adequate alternative housing; Living in emergency or transitional shelters; Abandoned in hospitals or awaiting foster care placement; Living in a public or private place not designed for or used as a regular sleeping accommodation for human beings to live; Living in cars, parks, abandoned buildings, bus or train stations; substandard housing or similar setting; and Migratory children living in any of the above circumstances. (Florida Council on Homelessness 2013 Report) According to the Council on Homelessness 2013 Report, During the school year, the Florida school districts identified 63,685 children and youth who were homeless. This is a 12 percent increase from Of those identified, 6,798 (11%) were unaccompanied youth. An unaccompanied youth is defined as one who is not in physical custody of a parent or guardian. The majority, 47,191 (74%) were reported as homeless and temporarily sharing the housing of other persons due to the loss of their housing or economic hardship; the same percent as reported from the previous school year. However, this data does not reflect the children who are not yet attending school (ages 0-5) or children who are home-schooled or not attending to school programs due to financial difficulties or homelessness. Implementation & Evaluation Page 95

114 Education The McKinney-Vento Homeless Assistance Act is a federal policy created to ensure that students in homeless situations receive equal access to education and are enabled to reach the academic achievement standards defined by the Department of Education. Each school district is required to have a liaison that must ensure students are identified, and enrolled in school even if they do not immediately have the required documentation. Students are provided with transportation assistance when necessary to avoid disruptions in their school year. The homeless education liaison can assist families in obtaining medical records or required immunizations as well as school supplies and assistance with school meals. In Charlotte County, the Homeless Education Project is responsible for performing these duties. According to the Charlotte County Public School System, the Homeless Education Project served 493 students during the school year, including 107 unaccompanied youths. There was an average of 61 new students per month and approximately 274 families served for the school year. Homeless Students Reported in Florida Public Schools School Year Homeless Students Change , % , % , % , % , % Figure 29 Source: Florida Department of Education, 2014 Page 96 Implementation & Evaluation

115 Education Homeless Youth by School Englewood/El Jobean Area Myakka River Elementary LA Ainger Middle School Lemon Bay High School Vineland Elementary Total # of Students Port Charlotte/Murdock Area Academy Charlotte Harbor Center Kingsway Elementary Liberty Elementary Meadow Park Elementary Murdock Middle School Neil Armstrong Elementary Peace River Elementary Port Charlotte High School Port Charlotte Middle School Total # of Students Punta Gorda/Burnt Store/Deep Creek Area Baker Center 8 Charlotte High School 57 Deep Creek Elementary 9 East Elementary 23 Punta Gorda Middle School 23 Sallie Jones Elementary 14 Edison Collegiate High School 1 Total # of Students 135 Figure 30 Source: Charlotte County Public Schools, 2014 Implementation & Evaluation Page 97

116 Education Economic Hardship Trend (%) Students Participating in the Federal Free and Reduced Lunch Program Florida Charlotte County Adult Unemployment Rate Trend (%) Florida Charlotte County Source: Florida Workforce Innovation Foreclosure Rates Trend (#) Charlotte County Source: Charlotte County Department of Housing Figure 31 Source: Charlotte County Public Schools, 2014 High School Dropouts Trend (%) Florida Charlotte County Florida Charlotte County Graduation Rates Trend (%) Florida Charlotte County Florida Charlotte County Figure 32 Source: Florida Department of Education, 2014 Page 98 Implementation & Evaluation

117 Education Free and Reduced Lunch School Total # # Membership Free Reduced # F+R % F+R Sallie Jones Elementary Charlotte High School 1, Peace River Elementary Charlotte Harbor School Lemon Bay High School 1, Baker/Head Start East Elementary Neil Armstrong Elementary Punta Gorda Middle School 1, Port Charlotte Middle School Meadow Park Elementary Port Charlotte High School 1, , Charlotte Technical Center L.A. Ainger Middle School Vineland Elementary Liberty Elementary Murdock Middle School Myakka River Elementary Deep Creek Elementary Compass Learning Center Kingsway Elementary Edison Collegiate High School Figure 33 Source: Charlotte County Public Schools, 2014 Implementation & Evaluation Page 99

118 Education Charlotte County Student Dropout & Graduation Rates Dropout Rate Graduation Rate Data reported from Charlotte County Public Schools 2014 Figure 34 Source: Florida Department of Education Charlotte County Public Schools 76.3% 79.2% 10.6% 61.3% Data Reported from the Charlotte County Public Schools Homeless Youth Education Project Figure 35 Source: Charlotte County Public Schools Homeless Youth Education Project Page 100 Implementation & Evaluation

119 Education Charlotte County Homeless Reporting Previous Foster Care Data Reported Charlotte County Homeless Coalition Point in Time Count Figure 36 Source: Charlotte County Point in Time (PIT) Count Building partnership with local businesses and organizations to provide training through a certificate program will allow homeless and ELI residents to gain the skills necessary to work and reduce barriers for underprivileged citizens in the community. Efforts like this can be done through financial and tax incentives for businesses that create employment and provide training to the homeless and ELI as well as those that promote educational programs for underprivileged students through access to additional scholarships and drop-out prevention programs. We need to research programs and increase awareness about available community resources to support the efforts of promoting education and employment creation for the homeless and ELI residents. There is no doubt education is very important to succeed in life and extremely important to prevent homelessness. The 10 Year Plan strongly supports the power of education and is engaged with the Charlotte County Public School System, government agencies, higher educational institutions and local non-profit organizations to guide our future generations, create awareness of homelessness and help those who are homeless, at risk to become homeless, or drop-out from school. The 10 Year Plan will research and identify best practices on student/parent engagement, explore the possibility of the Charlotte County Public School System receiving Title I funding for tutors at Shelter and Foster Care Settings, explore best practices in creating an open dialogue between parents and educators and identify needs to create a plan for future assistance to the county s youth. Implementation & Evaluation Page 101

120 Education The 10 Year Plan will also research and identify any viable state or federal options for Early Head Start, Head Start, Volunteering Pre-K, Even Start, Parental Home Instructions, Title I, Migrant Education and any other ongoing program to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting, literacy and educational options to homeless and ELI parents The Gulf Coast Partnership will increase coordination between nonprofits and the Charlotte County Public School System to bring additional resources for students and explore potential opportunities for collaboration outside the normal scope of the school system to increase the academic success of homeless and ELI students and youth in foster care. Expanding professional development to work with children from poverty, establishing an ongoing training for teachers to differentiate instruction for students with different needs and providing mentors to work with parents and youths who have dropped out or are at risk of dropping out of school are key steps to prevent homelessness in the future. The 10 Year Plan will expand current mentoring programs, while developing best practices for mentoring ELI, homeless, and youth in foster care to increase academic success. By supporting the Charlotte County Public Schools efforts, pending availability of funds, to hire a district Volunteer Coordinator to implement and coordinate these services, we will address these issues more efficiently through school mentoring, extracurricular activities and parental school engagement to encourage middle and high school students facing difficulties, learn about the importance of vocational, job corps, and other programs for college applications and increase academic success. Action Step Method/Category Committee Year Research and identify best practices on student/parent engagement with extremely low income families. Research AmeriCorps availability for a CCPS Volunteer Coordinator position. Explore the possibility of CCPS receiving Title I funding for tutors at Shelter and Foster Care Settings. Research and document the transportation needs of homeless and ELI parents and children and the potential barriers this can be to participate in extracurricular activities and parental school engagement. Survey ELI parents to determine home computer and internet access needs. Based on findings, create a plan to increase access to those in need. Research Analysis/ Education Research Analysis/ Education Research Analysis/ Education Research Analysis/ Education Research Analysis/ Education Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention Homeless Prevention & Early Intervention 1 (2015) 1 (2015) 2 (2016) 2 (2016) 2 (2016) Page 102 Implementation & Evaluation

121 Education Research and identify any viable state or federal options for Early Head Start, Head Start, Volunteering Pre-K, Even Start, home instructions for parents of preschoolers, Title I, migrant education and any other potential ongoing sources of funding to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting literacy and educational options to homeless and ELI parents. Research Analysis/ Education Homeless Prevention & Early Intervention 2 (2016) Increase coordination between nonprofits and CCPS to bring additional resources for students and apply for grant funding opportunities outside the normal scope of the school system. Partner with nonprofit and schools to better access to funding streams that school cannot access. Community Collaboration/ Education Homeless Prevention & Early Intervention 3 (2017) Explore potential opportunities for collaboration with the Charlotte Local Education Foundation to increase the academic success of homeless and ELI students and youth in foster care. Community Collaboration/ Education Homeless Prevention & Early Intervention 3 (2017) Expand current mentoring programs, while developing best practices for mentoring ELI, homeless and youth in foster care to increase academic success. Education Homeless Prevention & Early Intervention 3 (2017) Support CCPS efforts, pending availability of funds, to hire a district Volunteer Coodinator to implement and coordinate services through support of local businesses and retirees. Education Homeless Prevention & Early Intervention 3 (2017) Expand professional development for working with children from poverty. Ongoing training for teachers to differentiate instructions for students with different needs. Education Homeless Prevention & Early Intervention 4 (2018) Provide mentors to students in elementary school who are ELI, homeless, or in foster care to increase academic success. Education Homeless Prevention & Early Intervention 4 (2018) Introduce youth in elementary and middle schools to higher education and career possibilities. Education Homeless Prevention & Early Intervention 4 (2018) Implementation & Evaluation Page 103

122 Education Develop a program that will serve middle and high school students that are ELI and homeless and/or in foster care, to prepare, guide, and support students on the path to college acceptance. Education Homeless Prevention & Early Intervention 4 (2018) Develop a program that will serve middle and high school students that are ELI and homeless and/or in foster care, to prepare them for post graduation opportunities such as vocational school or the armed forces. Education Homeless Prevention & Early Intervention 4 (2018) Implement recommendation from Early Child Education Expansion Study in Year 1 Education Homeless Prevention & Early Intervention 4 (2018) Provide mentors to work with parents and youths who have dropped out of school. Encourage youth to connect to GED, vocational, job corps, and other appropriate programs. Education Homeless Prevention & Early Intervention 5 (2019) Page 104 Implementation & Evaluation

123 Education Life Lesson Earns an A+ High school graduation is a major milestone for most of us. High school years can be some of the most challenging of a young person s life. The struggle to form your own identity, peer pressure, and the looming reality of adulthood all can make high school over whelming. Daniel found this out first hand. Just turning eighteen, Daniel was at a point where he was not sure if he cared about his future or even if he graduated. Although years of arguments and conflicts were common between Daniel and his family, they began to grow more frequent and prolonged. These heated situations left his mother in low spirits and at loss for a solution. Not long after Daniel turned 18, and 4 months before graduation, his mother took the advice of the rest of the family living in the household, and dropped Daniel off at the Charlotte County Homeless Coalition. Overnight his life had changed. When Daniel was accepted into the Safe House Shelter, his grades were poor and his attitude matched. Daniel has now graduated from high school, moved into a home with friends, and is in a job program with Southwest Florida Works. He still comes to the Shelter, but now he s a volunteer helping others who are in the position he once found himself. He plans to go to barber school and may continue on for his Bachelor s Degree in Business and open his own barbershop. Daniel s plan is to work hard, get his own apartment, his own car, and finish barber school by the time he is twenty, and his bachelor s degree by twenty-four. Implementation & Evaluation Page 105

124 Education Kelly and Skylar Marie Kelly s first stay at the Shelter was when she was a senior in high school. She managed to finish her senior year and graduate, despite her family moving to West Virginia. Shortly after graduating Kelly fell in love and soon she moved in with her boyfriend. Then she discovered she was pregnant and things started to deteriorate between Kelly and her boyfriend. When she was 6 months pregnant Kelly s boyfriend forced her to move out leaving her penniless and with no place to stay. At 20 years old and pregnant she came to the Coalition. Kelly was assigned a caseworker who immediately got her signed up with the Healthy Start Coalition, nutritional programs, and cash assistance. On December 4, 2013 Kelly gave birth to Skylar Marie a healthy 6 pound baby girl. Despite a difficult birth, Kelly and Skylar returned to the Coalition only 3 days later. Knowing she needed help, Kelly contacted her mother who agreed to let her and the baby come home and stay with her. The Coalition arranged for the little family to get to West Virginia. They spent Skylar s first Christmas surrounded by family. Page 106 Implementation & Evaluation

125 Legal Aid Legal Aid Homeless people spend more time in jail or prison than in a mental facility or service provider agency, being tremendously costly to states and counties. Often time, this is the result of laws specifically targeting the homeless population, including regulations against loitering, sleeping in cars, and begging or panhandling. According to a University of Texas two-year survey of homeless individuals, each person costs the taxpayers $14,480 per year, primarily for overnight jail. A typical cost of a prison bed in a state or federal prison is $20,000 per year. These jails and prisons usually oversee a disproportionate number of individuals with mental health and substance use disorders. Coordinating with local organizations to provide services to inmates and clients being discharged, providing training and farms where clients can work, self-sustain and gain the necessary skills, and offer services so they can obtain the necessary paperwork to start working again are some ways to help ex-convicted felons return and reincorporate to society. Establishing a mobile web-based application system as a one-stop center for identification paperwork, and connecting individuals to case management where legal assistance can be offered through local pro-bono attorneys as well as pursuing grant opportunities to expand CIT training programs for all Charlotte County law enforcement would help decrease arrests and government spending by keeping this population out of jails and prisons. The Gulf Coast Partnership will investigate how much it costs the county to work an indigent legal case and how much it costs law enforcement and the judiciary system to prosecute and incarcerate a homeless individual. It will also collect and report discharge and re-entry data for state prisons, including Inmate County of adjudication and county of release, and research diversion programs so that homeless individuals can stay out of jail for minor offenses. By creating a diversion program so that homeless individuals can stay out of jail for minor offenses, designing a program plan to offer modified CIT training to professional such as first responders, crisis stabilization units, mental health providers and law enforcement and developing a program for Adult Protective Services for homeless individuals ages 18 and up with development disabilities, traumatic brain injury, and/or severe mental illness can be beneficial to better address and handle a situation reducing arrests, law enforcement intervention and county spending on imprisonment. The Gulf Coast Partnership wants to reduce county spending by coordinating more CIT trainings and preventing arrests and incarcerations. The GCP will meet with local police training academies to promote CIT trainings as part of its curriculum and explore and pursue grant opportunities for this program. It will review the Guardian Ad Litem training model to protect at risk homeless and extremely low income adults more efficiently and partner with local businesses and organization to establish legal aid services in convenient locations in Port Charlotte, Englewood and Punta Gorda. Finally, it will ensure that paperwork, housing, employment, federal bonding, mental health, and substance abuse services are better coordinated, if necessary, so these populations can obtain the necessary assistance and stay out of jail or prison. Implementation & Evaluation Page 107

126 Legal Aid Action Step Method/Category Committee Year Investigate how much it costs the county to work an indigent legal case and how much it costs law enforcement and the judiciary system to work, prosecute and incarcerate a homeless individual. Collect and report discharge data for state prisons, including inmate county of adjudication and county of release. Include in report best practices in discharge and reentry coordination. Meet with Lee and Sarasota Police Training Academies to promote CIT training as part of their curriculum. Collect data to identify if there is a need for pro-bono legal services for homeless individuals. Research diversion programs so that homeless individuals can stay out of jail for minor offenses. Review the Guardian Ad Litem training model to protect at risk homeless and ELI adults more efficiently. Design a Program Plan to offer modified CIT training to professionals other than police such as First Responders, Crisis Stabilization Units, Mental Health Service Providers, Park and Recreation Centers and/or anyone who work with or near the homeless population. Establish a committee to develop a program plan for Adult Protective Services for homeless individuals ages 18 and up who have diminished capacity due to development disabilities, traumatic brain injury, and/or severe mental illness. The program shall case manage individuals through the court process. Based on findings of research in year 2, create a diversion program so that homeless can stay out of jail for minor offenses. Explore and pursue grant opportunities for CIT programs as designed in Year 3. Research Analysis/ Legal Aid Research Analysis/ Legal Aid Legal Aid Research Analysis/ Legal Aid Research Analysis/ Legal Aid Public Awareness/ Legal Aid Legal Aid Legal Aid Legal Aid Legal Aid Outreach & Safety 1 (2015) Homeless Prevention & Early Intervention 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 2 (2016) Outreach & Safety 3 (2017) Outreach & Safety 4 (2018) Outreach & Safety 4 (2018) Outreach & Safety 4 (2018) Page 108 Implementation & Evaluation

127 Legal Aid Establish programming for homeless inmates prior to discharge in Charlotte County or their return to county of origin. Ensure that paperwork, housing, employment (Federal Bonding), mental health, and substance abuse service are coordinated if necessary. Partner with local businesses and organization to establish legal aid services in convenient locations in Port Charlotte, Englewood & Punta Gorda. Legal Aid Legal Aid Homeless Prevention & Early Intervention 5 (2019) Outreach & Safety 5 (2019) Implementation & Evaluation Page 109

128 Public Transportation Public Transportation According to the Charlotte County Needs Assessment study, Charlotte County residents rely heavily on automobiles as the primary form of transportation. An estimated 87 percent of workers drive to work, 7 percent [take] a taxi or [ride] motorcycles, 5 percent work from home, and 1 percent walked or use public transportation. (Needs Assessment, p.82-88).yet, most of our homeless and ELI populations heavily rely on bicycles as their only method of transportation. Data at the Homeless Coalition Shelter show that most homeless and ELI do not even have a way of transportation other than bicycle, walking, Dial-Ride and Sunshine. Transportation in Charlotte County % 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Transportation Type Drive Taxi Work from Home Walk Public Transit Data Reported from the Charlotte County Needs Assessment 2013 Figure 37 Source: Charlotte County Community Needs Assessment Developing a marketing team and enhancing marketing initiatives of transportation needs in our community to educate the public on Dial-Ride and Sunshine services as well as increasing availability of Dial-Ride vouchers for doctor appointments and employment interviews are some ways to connect transportation to our community. Some steps also include feasibility of transit vouchers and coordination with all different types of transportation to educate residents on how to use public transit and evaluate options on transit schedule flexibility and route systems. The Gulf Coast Partnership will research rural community transportation solutions for homeless and extremely low income populations, evaluate the collected data from local transit studies, and support the efforts of the Charlotte County Transit Plan to increase accessibility to public transportation options for our homeless and ELI consumers in Charlotte County. Page 110 Implementation & Evaluation

129 Public Transportation Action Step Method/Category Committee Year Research rural community transportation solutions for homeless and ELI populations. Educate homeless and ELI consumers on Dial- Ride and Sunshine services. Support the efforts of the County Transit Plan to increase transportation options for homeless and ELI consumers. Evaluate the collected data from the latent demand study. Increase accessibility to public transportation for homeless and ELI human service provider locations throughout the county. Research Analysis/ Public Transportation Public Awareness/ Public Transportation Community Collaboration/ Public Transportation Research Analysis/ Public Transportation Community Collaboration/ Public Transportation Health & Human Services Health & Human Services Health & Human Services Health & Human Services Health & Human Services 1 (2015) 2 (2016) 2 (2016) 3 (2017) 5 (2019) Implementation & Evaluation Page 111

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131 Conclusion Appendix

132 Conclusion and Recommendations Conclusion and Appendix In this document we have learned about homelessness and how this issue impacts the residents of Charlotte County. We also learned that no agency can fix this problem alone. This is not a oneagency problem, rather a community-wide initiative where everyone needs to get involved. Indeed, our county has many organizations that administer their own programs for the poor and homeless. But to effectively solve these problems, we must encourage local individuals, private businesses, faith based communities, and government agencies to work together toward common goals with a spirit of collaboration and cooperation. Charlotte County is small; we have scarce resources available. Only by joining together can we positively affect change. Getting involved, volunteering and helping the homeless requires more than just offering to help at the shelter, or collecting clothes, or serving food. That is wonderful! However, we need to think creatively and understand that there are so many more ways we can become part of the solution: a retired school teacher can help a struggling high school student stay in school, a retired social worker can case manage one or two people to complete their SSI/SSDI applications, a retired public safety worker can get trained to teach working police officers Crisis Intervention Techniques, a retired CEO or small business owner can use those business skills to help agencies better organize, a retired former foster parent can help keep a young person who is about to age-out of the system from ending up homeless and a retired government official can become a great advocate for the cause of homelessness at the county, state, and national level. These are ways we can work together to prevent and end homelessness. The local economy also must attract industries and creating jobs for these target populations. Along with service providers and local volunteers, this would be a win-win situation that will stimulate our local economy and enable targeted local residents to be productive and independent. State funding assistance for local homeless coalitions and lead agencies is also crucial. It is important to ensure capacity to secure essential federal resources targeted to reducing homelessness. By helping community partners carry out federally required planning, data collection, program coordination and grant writing necessary to successfully compete for significant grant funding to house persons experiencing homelessness more money could be brought into our county. It is important that the 10 Year Plan is consistent with other initiatives in Charlotte County and works in collaboration with other agencies to avoid duplication of efforts, increase collaboration for funding and service expansion, and coordination of resources. The Gulf Coast Partnership is asking for your assistance, we need you to participate in ending homelessness and poverty in Charlotte County. Many of our residents need us to commit to changing our community, our neighbors need us, our friends need us, and our children need us. We know you have talents in many of the areas of this plan we have addressed join us today to make a difference, join us because Together We Can make a difference in Charlotte County! Page 114 Conclusion & Appendix

133 Letter Addressing Homelessness The White House Since the founding of our country, home has been the center of the American dream. Stable housing is the foundation upon which everything else in a family s or individual s life is built - without a safe, affordable place to live, it is much tougher to maintain good health, get a good education or reach your full potential. Veterans should never find themselves on the streets, living without care and without hope. It is simply unacceptable for a child in this country to be without a home. The previous Administration began the work to end chronic homelessness. Now is the time to challenge our Nation to aspire to end homelessness across all populations including families, youth, children, and veterans. This will take a continued bipartisan effort, as Republicans and Democrats in Congress have collaborated for years to make progress on fighting homelessness. And preventing and ending homelessness is not just a Federal issue or responsibility. It also will require the skill and talents of people outside of Washington where the best ideas are most often found. Tremendous work is going on at the State and local level where States, local governments, nonprofits, faith-based and community organizations, and the private and philanthropic sectors are responsible for some of the best thinking, innovation, and evidence-based approaches to ending homelessness. These State and local stakeholders must be active partners with the Federal Government, and their work will inform and guide our efforts at the national level. As we undertake this effort, investing in the status quo is no longer acceptable. Given the fiscal realities that families, businesses, state governments, and the federal government face our response has to be guided by what works. Investments can only be made in the most promising strategies. Now more than ever, we have a responsibility to tackle national challenges like homelessness in the most cost-effective ways possible. Instead of simply responding once a family or a person becomes homeless, prevention and innovation must be at the forefront of our efforts. The goals and timeframes set forth in the Plan reflect the fact that ending homelessness in America must be a national priority. Together working with the Congress, the United States Interagency Council on Homelessness, mayors, governors, legislatures, nonprofits, faith-based and community organizations, and business and philanthropic leaders across our country we will make progress on ensuring that every American has an affordable, stable place to call home. President Barack Obama Source: Opening Doors, 2010 Conclusion & Appendix Page 115

134 Letter Addressing Homelessness The US Interagency Council on Homelessness [In] June 22, 2010 the United States Interagency Council on Homelessness (USICH) [released] the nation s first comprehensive strategy to prevent and end homelessness titled Opening Doors: The Federal Strategic Plan to Prevent and End Homelessness. The Council is an independent agency composed of 19 Cabinet Secretaries and agency heads that coordinates the federal response to homelessness. Opening Doors will serve as a roadmap for joint action by Council agencies to guide the development of programs and budget proposals towards a set of measurable targets. Each night, 640,000 men, women, and children in the United States are without housing. The HEARTH Act, signed into law by President Obama in May 2009, mandated that USICH produce a national strategic plan to end homelessness to Congress. Beginning in January 2010, USICH held regional stakeholder meetings; organized federal working groups focused on specific populations, solicited public comment through an interactive website, and engaged experts from across the country to develop an action plan to solve homelessness for veterans, adults, families, youth, and children. [The] four Cabinet Secretaries: HUD Secretary and USICH Chair Shaun Donovan, Labor Secretary and USICH Vice Chair Hilda Solis, VA Secretary Eric K. Shinseki and HHS Secretary Kathleen Sebelius. USICH is eager to share Opening Doors with communities across the country. After we release the Federal Strategic Plan to Prevent and End Homelessness, the real challenge will be implementation. While by name it is a federal plan, the federal role is meant to be collaborative. USICH and its 19 member agencies looks forward to working together with Congress, mayors, legislatures, advocates, providers, nonprofits, faith-based and community organizations, and business and philanthropic leaders to achieve the vision of Opening Doors: No one should experience homelessness -- no one should be without a safe, stable place to call home. Barbara Poppe, Executive Director The U.S. Interagency Council on Homelessness Source: Opening Doors, 2010 Page 116 Conclusion & Appendix

135 Letter Addressing Homelessness The U.S. Department of Housing and Urban Development As the Chair of the United States Interagency Council on Homelessness (USICH), I am honored to present the nation s first ever comprehensive Federal Strategic Plan to Prevent and End Homelessness. As the most farreaching and ambitious plan to end homelessness in our history, Opening Doors will both strengthen existing partnerships such as the combined effort of HUD and the Department of Veterans Affairs to help homeless Veterans and forge new partnerships between agencies like HUD, HHS, and the Department of Labor. This is the right time to align our collective resources toward eradicating homelessness. We have a legislative mandate from the HEARTH Act of 2009 and bi-partisan support to adopt a collaborative approach. Most importantly, we now know how to address this important issue on a large scale. Over the past five years, the public and private sectors have made remarkable progress in reducing chronic homelessness. By developing the technology of combining permanent housing and a pipeline of support services, we ve reduced the number of chronically ill, long-term homeless individuals by one-third in the last five years. I join my fellow Cabinet Secretaries and Council members to call for an alignment of federal resources toward four key goals: (1) Finish the job of ending chronic homelessness in five years; (2) Prevent and end homelessness among Veterans in five years; (3) Prevent and end homelessness for families, youth, and children in ten years; and (4) Set a path to ending all types of homelessness. This Plan outlines an interagency collaboration that aligns mainstream housing, health, education, and human services to prevent Americans from experiencing homelessness in the future. We propose a set of strategies that call upon the federal government to work in partnership with the private sector, philanthropy, and state and local governments to employ cost effective, comprehensive solutions to end homelessness. Our partners at the local level have already made tremendous strides, with communities across the nation including over 1,000 mayors and county executives across the country having developed plans to end homelessness. In the current economic climate, we recognize that from Washington, DC, to Salt Lake City, Utah, everyone is making difficult decisions based on the need for fiscal discipline. Working together, we can harness public resources and build on the innovations that have been demonstrated at the local level and in cities nationwide to provide everyone from the most capable to the most vulnerable the opportunity to reach their full potential. The Council members and the Administration are fully committed to taking these best practices and proven solutions to scale across the federal government. I am committed to leading an open dialogue with all stakeholders as we ensure our efforts reflect the most current research and data on homelessness. By working together in new ways, we can for the first time set a path to end homelessness for the over 640,000 men, women, and children who are without housing on any single night in our country. They cannot afford to wait. Shaun Donovan HUD Secretary and USICH Chair Source: Opening Doors, 2010 Conclusion & Appendix Page 117

136 Lead Agency and Community Partners Acknowledgements We would like to thank the Gulf Coast Partnership Continuum of Care (CoC) Advisory Board for its commitment in leading the development of the Charlotte County 10 Year Plan to Prevent and End Homelessness since October The Gulf Coast Partnership is responsible for the coordination and oversight of the 10 Year Plan and CoC planning efforts. The Gulf Coast Partnership will be looking at the long-term planning of our community and what opportunities exist that Charlotte County needs to address and capitalize on. We also want to thank the Charlotte County Homeless Coalition for its leadership and important role in the development of the Charlotte County 10 Year Plan to Prevent and End Homelessness. The Charlotte County Homeless Coalition in collaboration with the Gulf Coast Partnership (GCP) will be working on several key strategies over the next few years. These strategies include the 10 Year Plan to Prevent and End Homelessness and developing capacity of agencies serving the homeless and Extremely Low Income (ELI) populations. Special thanks to the following agencies for their support and commitment: Bayside Eye Centre Bayfront Health Calusa National Bank Career Source Southwest Florida Charlotte Behavioral Health Care Charlotte Community Foundation Charlotte County Board of Commissioners Charlotte County Chamber of Commerce Charlotte County Economic Development Charlotte County Family Services Department Charlotte County Habitat for Humanity Charlotte County Head Start Charlotte County Health Department Charlotte County Healthy Start Coalition Charlotte County Homeless Coalition Charlotte County Housing Department Charlotte County Human Services Department Charlotte County Public Schools Charlotte County Sheriff Office Charlotte County Transportation Department Charlotte County Veterans Services Charlotte Sun Herald Charlotte City of Punta Gorda Coastal Behavioral Healthcare Early Learning Coalition of Florida s Heartland Educare Learning Center Family Health Centers of Southwest Florida Fawcett Memorial Hospital Florida SouthWestern State College Florida Weekly Florida Department of Children and Families Goodwill Industries of Southwest Florida Gulf Harbor Treatment Services Harry Chapin Food Bank Health Planning Council of Southwest Florida Henkels & McCoy Jesus Loves You Outreach Ministry Lutheran Services Florida Peace River Regional Medical Center Punta Gorda Housing Authority Punta Gorda Police Department Renaissance Manor Second Chance Recovery Housing St. Vincent De Paul Diocesan Council of Venice, FL The New Paradigm Foundation United Way of Charlotte County Virginia B. Andes Volunteer Community Clinic Waste Management W. Kevin Russell, PA Page 118 Conclusion & Appendix

137 Acknowledgements Special Thanks to the AmeriCorps Vista Program This book was made possible thanks to the collaboration and efforts of the Corporation for National & Community Service, the AmeriCorps Vista Program, and the National Coalition for the Homeless. All contents in this book have been recorded, compiled, analyzed, written, reviewed and edited by David A. Justiniano. After many years of working directly with the public, in several diverse professional settings, David A. Justiniano was recruited by the Corporation for National & Community Service and the National Coalition for the Homeless to serve as an AmeriCorps Vista Member and then Vista State Leader at the Charlotte County Homeless Coalition in Port Charlotte, Florida. David A. Justiniano graduated with distinction from Rutgers University and has a Master Degree in Public Policy and Administration with a concentration in Community Economic Development, as well as a double Bachelor Degree of Arts in Political Science, Urban Studies, and a minor in Latin American Studies. In the past years, David has held numerous administrative, project management, community outreach, and constituent service positions while working in the public, private and nonprofit sectors. Prior to this position, David A. Justiniano worked for the New Jersey State Government, assisting the Governor s staff and State Legislators at the State and National level. David s educational background and work experience have enabled him to gain the necessary skills to indentify the local needs and recruit key community members in Charlotte County. As the 10 Year Plan to Prevent and End Homelessness in Charlotte County Coordinator, David s work has been to coordinate, plan and prioritize strategic meetings to address the issue of homelessness affecting Charlotte County. David has been leading the process since June 2012 and working with diverse community partners on the strategic planning and implementation process of the Charlotte County 10 Year Plan. Conclusion & Appendix Page 119

138 Acknowledgements Gulf Coast Partnership W. Kevin Russell, Attorney, W. Kevin Russell, P.A. (Chair) Angela Hogan, CEO, Charlotte County Homeless Coalition Carrie Blackwell Hussey, CEO, United Way of Charlotte County Chantal Phillips, Director of Intervention and Dropout Prevention Services, CC Public Schools David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition Dr. Henry Kurban, Director, Charlotte County Health Department Jay Glynn, CEO, Charlotte Behavioral Health Care Jill McBee, Lieutenant, Charlotte County Sheriff Office Joe Sabatino, President, St. Vincent De Paul Diocesan Council of Venice, FL Julie Mathis, CEO, Charlotte County Chamber of Commerce Loraine Helber, CEO, Punta Gorda Housing Authority Michael Overway, HMIS Administrator, Charlotte County Homeless Coalition Stephen R. Deutsch, Commissioner, Charlotte County Board of Commissioners Suzanne Roberts, CEO, Virginia B. Andes Volunteer Community Clinic Bob Segur, School Board Member, Charlotte County Public Schools 10 Year Plan Steering Committee Phase 1 W. Kevin Russell, Esq., Steering Committee Chair, Charlotte County 10 Year Plan Alex Chang, COO, Fawcett Memorial Hospital Angela Hogan, CEO, Charlotte County Homeless Coalition Ashley Capps, AmeriCorps VISTA, 10 Year Plan Coordinator, Charlotte County Homeless Coalition Bill Cameron, Sheriff, Charlotte County Sheriff s Office Chantal Phillips, Charlotte County Public Schools David Eastburn, Citizen Howard Kunik, City Manager, City of Punta Gorda Ian Vincent, Board Member, Charlotte County Public Schools Jay Glynn, CEO, Charlotte Behavioral Health Care Jo Anna Bradshaw, Chairperson, Harry Chapin Food Bank of SW Florida Kathy Grey, Editor, The Florida Weekly Kathy Silverberg, Board Member, United Way of Charlotte County Mary Kay Burns, Interim Administrator, Charlotte County Health Department Michael Hirsh, Writer, The Florida Weekly Michael Overway, HMIS Administrator, Charlotte County Homeless Coalition Michael Wyers, CFO, Fawcett Memorial Hospital Robert Hebert, Housing Manager, Charlotte County Human Services Robert Starr, Charlotte County Board of Commissioners Victoria Carpenter, Director, Charlotte County Human Services Page 120 Conclusion & Appendix

139 Homeless Prevention and Early Intervention Acknowledgements Terri Williams, Relationship Banker, Calusa National Bank (Facilitator) David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition (Coordinator) Allison Tyler, Director of Needs Assessment, United Way of Charlotte County Angela Hogan, CEO, Charlotte County Homeless Coalition Carrie Blackwell Hussey, CEO, United Way of Charlotte County Chuck Bradley, Asistant Superintendent Division of Learning, Charlotte County Public Schools Dr. Faezeh Andrews, Director, Charlotte Dr. Doug Whittaker, Superintendent, Charlotte County Public Schools Emily Lewis, Manager, Family Services Division, Charlotte County Human Services Joe Sabatino, President, St. Vincent De Paul Diocesan Council of Venice, FL Kendra Stamp, CEO, Educare Learning Center Sheila Lacrete, School Social Worker, Charlotte County Public Schools Vickie D Agostino, COO, Charlotte Behavioral Health Care W. Kevin Russell, Attorney, W. Kevin Russell, P.A. Housing Angela Hogan, CEO, Charlotte County Homeless Coalition (Facilitator) David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition (Coordinator) David Donohey, Veterans Services Officer, Charlotte County Veterans Services David Nelson, CEO, The New Paradigm Foundation Derryl Wilson, Gulf Harbor Treatment Services Kathy Nelson, CEO, The New Paradigm Foundation Kayleigh Dunna, Non-Residential Counseling, Lutheran Services Florida Loraine Helber, CEO, Punta Gorda Housing Authority Michael Mansfield, CEO, Charlotte County Habitat for Humanity Robert Hebert, Housing Director, Charlotte County Housing Department Todd Abbott, Director of Outreach and Housing, Renaissance Manor Outreach and Safety Michael Overway, HMIS Administrator, Charlotte County Homeless Coalition (Facilitator) David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition (Coordinator) Jill McBee, Lieutenant, Charlotte County Sheriff Office Leslie Martin, CEO, Jesus Loves You Outreach Ministry Shannon Miller, Senior Operations Specialist, Waste Management Terry Black, Volunteer, Jesus Loves You Outreach Ministry Thomas Lewis, Captain, Punta Gorda Police Department Conclusion & Appendix Page 121

140 Acknowledgements Economic Stability Julie Mathis, CEO, Charlotte County Chamber of Commerce (Facilitator) David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition (Coordinator) Alecia Cunningham, Shelter Director, Charlotte County Homeless Coalition Angela Hogan, CEO, Charlotte County Homeless Coalition Carrie Blackwell Hussey, CEO, United Way of Charlotte County Dr. Faezeh Andrews, Director, Charlotte Dr. Patricia Land, President, Florida SouthWestern State College Edward Fritz, Henkels & McCoy Emily Lewis, Manager, Family Services Division, Charlotte County Human Services Ian Connell, Access Community Partner Liaison, Florida Department of Children and Families Jeremy Birchfield, Veterans Employment Representative, Career Source Southwest Florida Sabrenia Morgan, Job-Link Coordinator, Goodwill Industries of Southwest Florida Stephen R. Deutsch, Commissioner, Charlotte County Board of Commissioners Health and Human Services Vikki Carpenter, Director, Charlotte County Human Services Department (Facilitator) David A. Justiniano, 10 Year Plan Coordinator, Charlotte County Homeless Coalition (Coordinator) Aaron Stitt, Community Development Administrator, Department of Children and Families Allison Tyler, Director of Needs Assessment, United Way of Charlotte County Angela Kearley, Director of Financial Operations, Family Health Centers of Southwest Florida Anna Brookbank, Associate Director, Early Learning Coalition of Florida s Heartland, Inc. Carrie Hussey, CEO, United Way of Charlotte County Dr. Faezeh Andrews, Director, Charlotte Fred McKenna, Director, Charlotte County Transportation Department Gina Wynn, Director of Residential, Healthy Start and Adult Case Management Services, CBHC Jennifer Sexton, Health Planning Analyst, Health Planning Council of Southwest Florida Karen James, Intern Manager, Charlotte County Head Start Kendra Stamp, CEO, Educare Learning Center Liz Brown, Charlotte County Liaison, Coastal Behavioral Healthcare Lori North, Health Educator, Charlotte County Health Department Noreen Chervinski, Director of Operations, Virginia B. Andes Volunteer Community Clinic Sheila Lacrete, School Social Worker, Charlotte County Public Schools Suzanne Roberts, CEO, Virginia B. Andes Volunteer Community Clinic Tammy Hall, Transit Coordinator, Charlotte County Transportation Department Vickie D Agostino, COO, Charlotte Behavioral Health Care Page 122 Conclusion & Appendix

141 References References President Barack Obama, Opening Doors: Federal Strategic Plan to Prevent and End Homelessness, 2010, Barbara Poppe, Executive Director, the Office of Urban Affairs, June 2010, blog/2010/06/15/obama-administration-unveil-national-strategic-plan-prevent-and-end-homelessness Shaun Donovan, HUD Secretary and USICH Chair, Opening Doors: Federal Strategic Plan to Prevent and End Homelessness, 2010, OpeningDoors_2010_FSPPreventEndHomeless.pdf Opening Doors: Federal Strategic Plan to Prevent and End Homelessness, 2010, OpeningDoors_2010_FSPPreventEndHomeless.pdf Council on Homelessness Report, Florida Department of Children and Families, 2013, com/service-programs/homelessness The Cost of Homelessness, National Alliance to End Homelessness, 2013, org/pages/cost_of_homelessness State of Florida Homeless Policy Academy Action Plan, March 2003, bdfd fe32859_a4m6iyww0.pdf Changing Course for More Cost-Effective Solutions, 2009 Annual Report, Florida Substance Abuse and Mental Health Corporation, pdf Charlotte County Community Needs Assessment, 2013, United Way of Charlotte County, Charlotte County Human Services and Charlotte Community Foundation, services/familyservices/documents/2013needsassessment.pdf Bureau of Labor Statistics, 2013, U.S. Census Bureau, American Community Survey, 2013, Charlotte County Economic Development Office, Charlotte County Demographic Profile, 2013,www. floridasinnovationcoast.com/siteselection/demographics/pdfs/demographic_profile.pdf Southwest Florida Workforce Development Board, Inc. (2013). Charlotte County Homeless Coalition, Lead Agency Survey of 2013 Point-in-Time Count Charlotte County Human Services Department, Senior Services Division, 2013 Charlotte County Public Schools, Annual District Report Card, , net/documents/fedprograms/district_report_card_1011.pdf Conclusion & Appendix Page 123

142 References Charlotte County Public Schools, Early Childhood Programs, 2012, CCPS Early Childhood Programs Annual Report, Florida Department of Children and Families, 2012, Florida Youth Substance Abuse Survey, Florida Department of Education, Office of Early Learning, 2006, Voluntary Prekindergarten (VPK) Education Program, US Department of Education, National Center for Education Statistics, Common Core of Data, Public Elementary/Secondary School Universe Survey, , d11/tables/dt11_045.asp U.S. Department of Health and Human Services, 2020 Leading Health Indicators, 2013, US Department of Housing and Urban Development, Affordable Housing, 2013, offices/cpd/affordablehousing/ Florida Department of Economic Opportunity, Employment Projections Data : Workforce Region 24, statistical-programs/employment-projections Florida Department of Education, Education Information & Accountability Services, 2012, fldoe.org/eias/eiaspubs/pubstudent.asp Housing 1000, 2013, Florida Partners in Crisis, 2013, State of Florida Homeless Policy Academy Action Plan, March homelessness/docs/actionplan.pdf National Alliance to End Homelessness, A Plan: Not A Dream How to End Homelessness in Ten Years, 2013, Adults with Behavioral Health Needs Under Correctional Supervision: A Shared Framework for Reducing Racidivism and Promoting Recovery, National Institute of Corrections, Justice Center of State Page 124 Conclusion & Appendix

143 References Governments Bureau of Justice Assistance US Dept. of Justice, 2013, CSG_Behavioral_Framework.pdf Annual Report on the Criminal Justice, Mental Health, and Substance Abuse Reinvestment Grant Program Act, The Florida Substance Abuse and Mental Health Corporation and the Criminal Justice Mental Health and Substance Abuse Technical Assistance Center, January Practice Guidelines: Core Elements in Responding to Mental Health Crisis, US Dept. of Health and Human Services, Substance Abuse and Mental Health Services Administration, Center for Mental Health Services, 2009, MHCrisisResponse.pdf Charlotte County Florida Health Assessment, 2010, The Health Planning Council of Southwest Florida. Conclusion & Appendix Page 125

144 Charlotte County 10 Year Plan to Prevent and End Homelessness The Steps: Framework for Action Committee/Goal: HPEI: Homeless Prevention H: Housing ES: Economic Stability HHS: Health and Human Services OS: Outreach and Safety Method: R: Research Analysis C: Community Collaboration A: Awareness N: New Program a,b,c,d,e: Continuation of Steps Program: OC: One Charlotte SC: SOAR Center SS: Supportive Services HF: Housing First ET: Employment and Training Program: HC: Health Care CC: Child Care ED: Education LA: Legal Aid PT: Public Transportation Example: HPEI-1.1a (R-OC-abc-123): Homeless Prev. & Early Interv. Strategy 1, Action 1, (a)1 st Step, (R) Research, (OC) One Charlotte 3 steps, implementation in yrs 123 HPEI- Committee/Goal Homeless Prevention & Early Interv. -1.1a Strategy, Action, Step Strategy 1, Action 1, 1st Step (R-OC- Method Used, Program Research, One Charlotte -abc- # of Steps 3 steps -123) Years of Implementation Years 1, 2, 3 Implementation Years 1 Through 5 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-4.1a (1R-ED-abc-123): Research best practices on student / parent engagement with extremely low income families. HPEI-4.1b (2N-ED-abc-123): Develop an implementation plan for student / parent engagement with ELI / Homeless families for Charlotte County and report to the Gulf Coast Partnership. HPEI-4.1c (3N-ED-abc-123): Begin implementation of best practices from ELI student / parent school engagement study. HPEI-5.1a (1R-ED-abcd-1234): Research AmeriCorps Volunteer availability for the Charlotte Public School System Volunteer Coordinator position. HPEI-5.1b (2N-ED-abcd-1234): Develop a 1:1 mentoring program for homeless and ELI students and youth in foster care to increase academic success. Support the efforts to hire a district Volunteer Coordinator to implement and coordinate services through support of local businesses and retirees. HPEI-5.1c (3N-ED-abcd-1234): Support the efforts to provide mentors for students in elementary school who are extremely low income or homeless to increase academic success. HPEI-5.1d (4N-ED-abcd-1234): Support the efforts of CCPS to introduce youth in grade and middle schools to higher education and career possibilities. H-1.1a (1R-OC-abc-123): Research the use of FloridaHousingSearch.Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. H-1.1b (2A-OC-abc-123): Promote the use of FloridaHousingSearch.Org by connecting with landlord associations and local housing organizations with the purpose of working together to fulfill housing needs. H-1.1c (3C-OC-abc-123): Expand the use of FloridaHousingSearch.org to include criteria to qualify for services. This may include all NGOs, board of realtors and landlord associations. The data would include emergency, transitional and permanent housing as well as realtors rental listings, landlord listings, among others. Work with FloridaHousingSearch.org to customize these criteria. Page 126 Conclusion & Appendix

145 Year 1 Year 2 Year 3 Year 4 Year 5 H-2.3a (1R-HF-abc-123): Research housing models such Habitat for Humanity to see how they support their housing construction and operation costs. H-2.3b (2N-HF-abc-123): Report findings of research to the Gulf Coast Partnership with a recommendation for a non-profit housing model. H-2.3c (3N-HF-abc-123): Begin implementation of Gulf Coast Partnership decision on a non-profit housing model. H-3.2a (1C-OC-abc-123): Support the development of One Charlotte Community Information System. H-3.2b (2N-OC-abc-123): Complete the data integration of Charlotte 211 into the Community Information System. H-3.2c (3N-OC-abc-123): Establish One-Charlotte H-5.1a (1C-SS-ab-12): Coordinate with Veterans Affairs Bay Pines to expand services to homeless and at risk veterans in Charlotte County. H-5.1b (2C-SS-ab-12): Monitor and report to the Gulf Coast Partnership programs and services being delivered to homeless and ELI Veterans ES-1.1a (1R-ET-abc-123): Research tax-exempt incentives for businesses that create employment for the homeless and ELI populations. ES-1.1b (2N-ET-abc-123): Establish a plan, reviewed and supported by the Gulf Coast Partnership, to market tax incentive programs to local businesses for hiring homeless and ELI persons. ES-1.1c (3N-ET-abc-123): Promote tax-exempt incentives for businesses that create employment for the homeless and ELI populations. HHS-7.2a (1R-PT-ab-12): Research rural community transportation solutions for homeless and ELI populations. HHS-7.2b (2R-PT-ab-12): Report research findings to the Gulf Coast Partnership for review and recommendations for an implementation plan. OS-1.1a (1A-SS-abc-123): Publish articles on childhood homelessness and at risk, keep it local to Charlotte County. OS-1.1b (2A-SS-abc-123): Educate the community on homelessness childhood homelessness and those at risk of homelessness. Make videos no longer than 30 seconds to keep the audience s attention. OS-1.1c (3A-SS-abc-123): Continue video/marketing presentations of homelessness in Charlotte County. OS-4.1a (1R-LA-abc-123): Investigate how much it costs the county to work an indigent case and for the law enforcement and judiciary system to prosecute and incarcerate a homeless individual. OS-4.1b (2R-LA-abc-123): Collect data to identify if there is a need for pro-bono legal services for homeless individuals. OS-4.1c (3R-LA-abc-123): Report data findings to Gulf Coast Partnership to determine next steps. Conclusion & Appendix Page 127

146 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-1.1a (2R-LA-ab-23): Collect and report discharge data for state prisons, including inmate count of adjudication and county of release. Include in report best practices in discharge and reentry coordination. HPEI-1.1b (3R-LA-ab-23): Report findings to Gulf Coast Partnership to determine next steps. HPEI-1.3a (2A-OC-a-2): Community-wide use/education of One Charlotte resource/referral. HPEI-3.1a (2R-SS-abc-234): Define working poor in our community, identify specific ways to reach working families and provide support services. HPEI-3.1b (3N-SS-abc-234): Develop a working poor in-reach plan based on year 2 findings. HPEI-3.1c (4N-SS-abc-234): Implement working poor in-reach plan. HPEI -5.2a (2R-SS-a-2): Explore the possibility of CCPS receiving Title I funding for tutors at Shelter and Foster Care Settings. HPEI-6.1a (2R-ED-ab-23): Research and identify any viable state or federal options for Early Head Start, Head Start, Pre-K, Even Start, migrant education and any other potential ongoing sources of funding to support expanded quality early child education services to homeless and ELI children 0-5 and/or parenting literacy. HPEI-6.1b (3N-ED-ab-23): Implement recommendation from Early Child Education Expansion Study in Year 1. HPEI-6.3a (2R-ED-ab-23): Survey ELI parents to determine home computer and internet access needs. Based on findings, create a plan to increase access to those in need. HPEI-6.3b (3N-ED-ab-23): Implement plan to bring computers and internet access to ELI/homeless families registered in CCPS. Page 128 Conclusion & Appendix

147 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-6.4a (2R-ED-ab-23): Research and document the transportation needs of homeless and ELI parents and children and the potential barriers this can be to participate in extracurricular activities and parental school engagement. HPEI-6.4b (3R-ED-ab-23): Report transportation needs to Gulf Coast Partnership to determine next step. H-4.2a (2R-HF-ab-23): Conduct study to determine need for youth shelter. H-4.2b (3N-HF-ab-23): Support the efforts of Lutheran Services to provide shelter to 35 runaway and unaccompanied youths in Charlotte County. H-4.3a (2N-ED-ab-23): Create a homeless and extremely low income fund to provide financial assistance to youths ages to subsidize afterschool and summer activities. H-4.3b (3N-ED-ab-23): Begin deployment of funds to assist school aged children with access to after school activities. H-5.2a (2R-HF-abcd-2345): Identify the housing needs of the homeless in our community. Conduct an extensive study to define the subpopulation needs. Coordinate housing surveys, collect data of how many people under poverty level are trying to get housing and obtain collaboration through the school system. H-5.2b (3R-HF-abcd-2345): Coordinate and perform housing surveys to determine extremely low income and homeless affordable housing needs. H-5.2c (4R-HF-abcd-2345): Report housing survey analysis to the Gulf Coast Partnership and develop a recommendation for a program with funding supports. H-5.2d (5N-HF-abcd-2345): Develop a privately funded rental subsidy program. ES-1.2a (2R-ET-abcd-2345): Research current job skill training programs, including cost and capacity. Assess current skill level of homeless and ELI population and survey the current needs of our community employers for a skilled workforce. Create a guiding document for future strategies. ES-1.2b (3R-ET-abcd-2345): Assess current skill level of homeless and extremely low income populations and perform a survey of the current needs of our community employers for a skilled workforce. ES-1.2c (4N-ET-abcd-2345): Create a guiding document that outlines the current needs of the homeless and ELI populations for additional education and workforce training. ES-1.2d (5N-ET-abcd-2345): Based on job training plan created in year two, build partnerships with local businesses, organizations and/ or educational institutions to provide the training through a certificate program that will allow homeless and ELI residents gain the skills necessary to work for these or/and other businesses in the future. Conclusion & Appendix Page 129

148 Year 1 Year 2 Year 3 Year 4 Year 5 ES-1.4a (2R-ET-abcde-2345): Research national and international best practices in supportive employment for homeless and ELI. ES-1.4b (3N-ET-abcde-2345): Begin the creation of a supportive employment program based on the recommendation of the study conducted in year two. ES-1.4c (4N-ET-abcd-2345): Develop an avenue for subsidized transitional or temporary housing alternative, a paid allowance certificate program that provides training and help students financially support themselves while they obtain the necessary training for a job. Develop a business plan and establish a committee to launch program. ES-1.4d (5R-ET-abcd-2345): Expand/encourage local businesses to get involved with local internships and apprenticeships. ES-1.4e (5N-ET-abcde-2345): Develop an agricultural job training / housing/life skills program to provide entry level opportunities to unskilled laborers. Supported employment possible for clients with disabilities. ES-2.1a (2R-ET-ab-23): Obtain more information on CNA, CDL, HHA, PCA, and MA certificate programs. Make them more accessible and convenient and combine these training with a work opportunity so students become self-sustainable while obtaining this training. ES-2.1b (3C-ET-ab-23): Work in collaboration with SWFL Works and towards developing a certificate program for clients to provide basic skill programs such as computer, medical assistance, dental hygienist, physical therapist, occupational therapist, CNC, CNA, and CDL training programs. ES-3.1a (2R-LA-abc-234): Review the Guardian Ad Litem training model to protect at risk homeless and ELI adults more efficiently. ES-3.1b (3R-LA-abc-234): Recommend model to Gulf Coast Partnership, begin to seek funding for model based on their decision on how to proceed. ES-3.1c (4N-LA-abc-234): Implement model with funding supports. ES-4.2a (2N-OC-a-2): Recruit volunteers to work as research navigation specialists. ES-4.3a (2N-OC-ab-23): Establish a Community Information System committee to develop a plan for a community-wide coordinated assessment. ES-4.3b (3N-OC-ab-23): Implement a coordinated assessment in the community and get involved all agencies. ES-5.1a (2R-SC-abcd-2345): Evaluate the needs for a community based SOAR volunteer program. ES-5.1b (3N-SC-abcd-2345): Develop a business plan for a community based SOAR volunteer program. ES-5.1c (4R-SC-abcd-2345): Identify funding source and recruit a paid-staff to be a volunteer liaison staff for coordination of program and perform community outreach and recruit volunteers for SOAR volunteer program. ES-5.1d (5N-SC-abcd-2345): Support the efforts to open the SOAR Volunteer Center. HHS-3.1a (2R-HC-ab-23): Research best practices in provision of eye and dental care to the homeless and ELI populations. HHS-3.1b (3R-HC-ab-23): Report findings to Gulf Coast Partnership to determine next action steps. Page 130 Conclusion & Appendix

149 Year 1 Year 2 Year 3 Year 4 Year 5 HHS-4.1a (2R-HC-ab-23): Identify the need and available resources for homeless and extremely low income populations, how many homeless and extremely low income people do not have access to medical care, mental health care, dental and vision care and determine barriers. HHS-4.1b (3R-HC-ab-23): Report finding to Gulf Coast Partnership, meet with local health providers to look at reduction of barriers. HHS-5.1a (2C-HC-ab-23): Explore partnerships between mental health care providers and the public school system to better understand delivery of needed health care to homeless and extremely low income students. HHS-5.1b (3C-HC-ab-23): Submit report to Gulf Coast Partnership to determine next action steps. HHS-6.1a (2R-CC-abc-234): Collect data on child care needs of homeless and ELI households, include aftercare and summer services. HHS-6.1b (3C-CC-abc-234): Partner with local organizations to provide childcare services to homeless and extremely low income children. HHS-6.1c (4N-CC-abc-234): Support the efforts to provide childcare services to homeless and extremely low income children. HHS-7.3a (2A-PT-a-2): Educate homeless and ELI consumers on Dial-Ride and Sunshine services. HHS-7.4a (2C-PT-a-2): Support the efforts of the County Human Services Transit Plan to increase transportation options for homeless and ELI consumers. OS-2.1a (2R-SS-abc-234): Conduct an assessment of services needed by those who are literally homeless. OS-2.1b (3N-SS-abc-234): Based on the Year 2 analysis of services needed for those who are literally homeless, develop a service plan to address the needs. OS-2.1c (4N-SS-abc-234): Implement programming for the literally homeless based on plan created in Year 3. OS-4.2a (2R-LA-ab-23): Research diversion programs so that homeless individuals can stay out of jail for minor offenses. OS-4.2b (3N-LA-ab-23): Based on findings of research in year 2, create a diversion program so that homeless individuals can stay out of jail for minor offenses. Conclusion & Appendix Page 131

150 Year 1 Year 2 Year 3 Year 4 Year 5 OS-5.1a (2N-LA-abc-234): Meet with Lee and Sarasota Police Training Academies to promote CIT training as part of their curriculum. OS-5.1b (3N-LA-abc-234): Design a Program Plan to offer modified CIT training to professionals other than police such as First Responders, Crisis Stabilization Units, In-Patient and Out- Patient Mental Health Facilities, Park and Recreation Centers and/or anyone who work with or near the homeless population. OS-5.1c (4N-LA-abc-234): Explore and pursue grant opportunities for CIT programs as designed in Year 3. HPEI-2.1a (3N-SS-ab-34): Create a homeless prevention and rapid rehousing model communitywide for medium and long term services based on Bridges Out of Poverty for homeless and extremely low income clients. Encourage self-sufficiency, accountability, and financial literacy. HPEI-2.1b (4N-SS-ab-34): Deploy the Bridges out of Poverty Homeless Prevention and Rapid Re- Housing model. HPEI-2.2a (3C-OC-ab-34): Develop a master case management plan for delivery of coordinated services to ELI and Homeless populations. HPEI-2.2b (4C-OC-ab-34): Deploy master case management plan. HPEI-4.2a (3C-ED-ab-34): Increase coordination between nonprofits and CCPS to bring additional resources for students and apply for grant opportunities outside the normal scope of the school system. Partner with nonprofit and schools to better access to funding streams that school cannot access. HPEI-4.2b (4C-ED-ab-34): Report findings to Gulf Coast Partnership to determine next action steps. HPEI-5.3a (3C-OC-ab-34): Develop a plan to increase awareness of community resources through One Charlotte. HPEI-5.3b (4C-OC-ab-34): Implement plan for increasing awareness of community resources through One Charlotte HPEI-5.4a (3C-ED-a-3): Explore potential opportunities for collaboration with the Charlotte Local Education Foundation to increase the academic success of homeless and ELI students and youth in foster care. Page 132 Conclusion & Appendix

151 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-5.7a (3A-SS-a-3): Introduce the Bridges Out of Poverty program to community through public events, monthly column, potluck dinner series church, etc. HPEI-5.8a (3C-OC-ab-34): Develop a plan for training all CCPS school staff on the use of One Charlotte. HPEI-5.8b (4C-OC-ab-34): Implement One Charlotte trainings for all CCPS school staff. HPEI-6.2a (3C-OC-ab-34): Re-explore school calendars for continuity of care through One Charlotte. HPEI-6.2b (4C-OC-ab-34): Implement a centralized information hub (government/nonprofit/private) for all schools and supporters through One Charlotte. H-2.1a (3C-ET-ab-34): Pursue opportunities to expand 202 and 811 construction for the special needs homeless and extremely low income populations. H-2.1b (4C-ET-ab-34): Identify and recruit partners who are capable of building and operating 202 and/or 811 Housing Programs. H-2.2a (3N-HF-a-3): Write a development plan to obtain funding or loans to expand affordable housing options, including private foundations and banks. H-3.1a (3N-HF-ab-34): Based on the Subpopulation Needs Study conducted in Year 1, create a plan for development of housing or services. H-3.1b (4N-HF-ab-34): Begin implementation of Housing and Services identified in Year 3. H-4.1a (3C-SS-a-3): Establish a Community Response Team that meets monthly to provide coordinated case management services to homeless youth that are with parents/guardians as well as unaccompanied youths. Possible partners: CCPS, CCSO, CCHC, Lutheran Services, DCF, Guardian Ad-Litem, Crossroads AMIKids, Workforce Board. Conclusion & Appendix Page 133

152 Year 1 Year 2 Year 3 Year 4 Year 5 ES-2.2a (3N-ET-a-3): Identify local opportunities, seek funding for local training programs and develop partnership with construction, maintenance, manufacturing, and customer service programs as well as local farms to employ our homeless and ELI. ES-4.1a (3N-OC-ab-34): Establish a website or program for clients to go search, use and find information about resources that are available to them. Initiate a computer bank system for clients to enter data. Set policy and procedures for computer usage. ES-4.1b (4N-OC-ab-34): Market the One Charlotte resource website to the community and community partners. HHS-1.1a (3N-OC-a-3): Make a toolkit with available community resources for homeless and ELI consumers and educate hospitals staff members and discharge planners on the use of the toolkit. HHS-2.1a (3C-SC-a-3): Support the efforts of developing a SOAR Volunteer Center. HHS-4.2a (3N-HC-a-3): Support the efforts to increase funding and establish a medical/ mental health facility that serves homeless and ELI populations. HHS-5.3a (3A-HC-a-3): Support community initiatives that educate the public on how to access available mental health and substance abuse services and increase awareness of mental illness. HHS-7.1a (3R-PT-a-3): Evaluate the collected data from the latent demand study. Page 134 Conclusion & Appendix

153 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-4.3a (4N-ED-a-4): Expand professional development for working with children from poverty. Ongoing training for teachers to differentiate instructions for students with different needs. HPEI-5.5a (4N-SS-ab-45): Help develop a program that will serve Middle and High School students that are homeless and ELI with application and acceptance to college. HPEI-5.5b (5N-SS-ab-45): Provide mentors to work with parents and youths who have dropped out of school. Encourage youth to connect to GED, vocational, job corps, and other appropriate programs. HPEI-5.6a (4N-SS-a-4): Promote AA/NA-Al-Anon/Al-Ateen programs in schools. ES-1.3a (4C-ET-a-4): Create an annual award to be given in conjunction with Economic Development and the Chamber of Commerce, to employers who enrich the lives of homeless and ELI people through employment. ES-3.2a (4N-SS-a-4): Create a standardized financial literacy program targeted at homeless and ELI people to be shared with all service and case management agencies in our community. HHS-2.2a (4A-SC-a-4): Inform medical and mental health practitioners of the availability of the SOAR Volunteer Resource Center. HHS-5.2a (4N-HC-a-4): Create a program to partner with mental health care providers and the public school system to address the need of health care to homeless and ELI students. Conclusion & Appendix Page 135

154 Year 1 Year 2 Year 3 Year 4 Year 5 HPEI-1.2a (5N-LA-a-5): Establish programming for homeless inmates prior to discharge in Charlotte County or their return to county of origin. Ensure that paperwork, housing, employment (Federal Bonding), mental health, and substance abuse service are coordinated if necessary. HPEI-1.4a (5N-HC-a-5): Establish additional supportive housing programs for homeless clients with mental health illness and co-occurring disorders. HPEI-1.5a (5N-HC-a-5): Develop a temporary medical rehab center for homeless clients who are recovering from a major medical health event. (Could be hotel vouchers). HHS-3.2a (5N-HC-a-5): Implement model for providing vision and dental care to homeless and ELI populations. HHS-7.5a (5C-PT-a-5): Increase accessibility to public transportation for homeless and ELI human service provider locations throughout the county. The Steps: Framework for Action Committee/Goal: HPEI: Homeless Prevention H: Housing ES: Economic Stability HHS: Health and Human Services OS: Outreach and Safety Method: R: Research Analysis C: Community Collaboration A: Awareness N: New Program a,b,c,d,e: Continuation of Steps Program: OC: One Charlotte SC: SOAR Center SS: Supportive Services HF: Housing First ET: Employment and Training Program: HC: Health Care CC: Child Care ED: Education LA: Legal Aid PT: Public Transportation Example: HPEI-1.1a (R-OC-abc-123): Homeless Prev. & Early Interv. Strategy 1, Action 1, (a)1 st Step, (R) Research, (OC) One Charlotte 3 steps, implementation in yrs 123 HPEI- Committee/Goal Homeless Prevention & Early Interv. -1.1a Strategy, Action, Step Strategy 1, Action 1, 1st Step (R-OC- Method Used, Program Research, One Charlotte -abc- # of Steps 3 steps -123) Years of Implementation Years 1, 2, 3 Page 136 Conclusion & Appendix

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156 Gulf Coast Partnership (941) ext