City of Alexandria, Virginia
________________
MEMORANDUM
DATE: JANUARY 21, 2015
TO: THE HONORABLE MAYOR AND MEMBERS OF CITY COUNCIL
FROM: MARK B. JINKS, ACTING CITY MANAGER /s/
DOCKET TITLE:
TITLE
Consideration of the Adoption of the Strategic Plan to Prevent and End Homelessness in the City of Alexandria.
BODY
_________________________________________________________________
ISSUE: Adoption of the Strategic Plan to Prevent and End Homelessness in the City of Alexandria, submitted by The Partnership to Prevent and End Homelessness in the City of Alexandria (The Partnership)
RECOMMENDATION: That City Council receive and adopt the Strategic Plan to Prevent and End Homelessness in the City of Alexandria (Attachment I).
BACKGROUND:
In October 2004, the Homeless Services Coordinating Committee (HSCC) created the Ten Year Plan to End Chronic Homelessness and Other Forms of Homelessness. It was approved by City Council in March 2005. The Ten Year Plan to End Chronic Homelessness and Other Forms of Homelessness set an ambitious agenda for the homeless service providers to end homelessness in the City of Alexandria by:
1. Planning for outcomes through data collection and analysis;
2. "Closing the front door" by preventing homelessness;
3. "Opening the back door" by creating permanent housing; and
4. Building the infrastructure by maximizing mainstream resources.
The plan was updated, renamed the Strategic Plan to Prevent and End Homelessness in the City of Alexandria, VA ("Strategic Plan"), and adopted by the HSCC on October 19, 2010. The goals align with the City Council's Strategic Plan initiatives and the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness. In 2012, the HSCC adopted a new name, The Partnership to Prevent and End Homelessness in the City of Alexandria (The Partnership) reflective of the mission.
The Partnership is composed of public and private non-profit homeless, housing and human service providers, faith-based and educational institutions, advocates, former homeless services consumers, and other community stakeholders. It serves as the homeless service Continuum of Care (CoC). The Partnership develops and implements the Strategic Plan. It also coordinates and oversees the delivery of prevention and homeless services to persons at-risk of or experiencing homelessness in the City of Alexandria.
DISCUSSION: In July 2014, The Partnership updated and approved the Strategic Plan, which was presented at the City Council Work Session on September 23, 2014. The Plan's vision - that "Within the City of Alexandria, no one should experience homelessness - no one should be without a safe, suitable, and stable place to call home," - includes the following four goals to ensure that Alexandria has an effective and efficient system to prevent and end homelessness:
Goal 1: Increase Leadership, Collaboration, and Civic Engagement
Goal 2: Increase Access to Stable and Affordable Housing
Goal 3: Increase Economic and Health Security
Goal 4: Retool the Homeless Crisis Response System
The Plan aligns with the City's Strategic Plan and was updated to coincide with other City Council approved plans, including the Housing Master Plan, and the Alexandria of Our Future: A Livable Community for All Ages (Strategic Plan on Aging, 2012-2016).
Responses to the September 23, 2014 City Council Work session
The following includes the responses to the key discussion questions from the September 23, 2014 City Council Work Sessions.
1. Which jurisdiction is the City second to in the reduction of homelessness?
Response: According to the 2014 Point-in-Time count, out of the nine jurisdictions, Alexandria had a 3% drop in homeless between 2013 to 2014. It was second to Prince William County, which showed no percent change in homelessness for the same period.
2. How can the City tweak the zoning code to provide incentives for micro units?
Response: The Office of Housing and the Department of Planning and Zoning have looked at planning processes within the City to create incentives, such as parking requirements and/or increased density for both micro units and affordable units within all development plans. This will be part of the review of parking standards for new development projects (which is docketed for a City Council work session on January 27, 2015). A reduction in parking ratios is recommended for affordable housing, and a deduct credit is proposed for studio/micro units.
3. What are the best tools for creating affordable housing for those at 30% of Area Median Income (AMI)?
Response: Throughout the development of the Housing Master Plan, many different models were reviewed for creating units at 30% AMI. The major issue is that units at this income level have very little cash flow and cannot carry debt or need a source of revenue to cover the debt. Historically, this is why the Public Housing and Housing Choice Vouchers Programs (HCV), as well as the Community Services Board operated units have been the most productive way of providing these units. The Public Housing program included operating income and capital funds. While the HCV provides rental assistance to cover the gap between the household incomes and rents needed to support the units.
4. What incentives are being used in other jurisdictions to create micro units? How can developers avoid losing money by building smaller units?
Response: According to the research, micro units are typically created in jurisdictions based on market demand. Two incentives that can be used are: reduced parking requirements and increased density. With regard to zoning, when Floor Area Ratio is used versus per unit density, the market may choose based on demand to create micro units. When unit per acre is used, smaller units are not incentivized for the development community. Parking requirements for these types of units can also be a determinant if a developer is required to park a micro unit at the same level as a one bedroom. The development community looks at a dollar per square foot basis for setting rents, so the main issue is whether there is demand within the community to create micro units.
5. How does the Partnership advocate at the state level for more flexibility on housing policy and wages?
Response: The Partnership has an advocacy committee comprised of members of The Partnership and other groups (i.e. Alexandria Council for Human Services Organization Education and Advocacy Committee and Habitat for Humanity) and concerned residents. The committee focuses primarily on local budget and housing policy issues with particular emphasis on affordable housing, homelessness, and human services.
For statewide advocacy, The Partnership relies heavily on its membership and participation with its statewide partnerships: principally, the Virginia Coalition to End Homelessness (VCEH); and the Virginia Housing Coalition (VHC). While there has been progress in ending homelessness through VCEH advocacy, most of the progress has occurred at the local level, implementing some of the strategies recommended by VCEH, such as, micro units for Housing First, rapid rehousing, prevention services, 100 Homes initiative. Local investment and flexibility in zoning and land use have been the most effective strategies.
The VHC has been a strong advocate for a statewide housing trust fund to supplement local dollars to preserve and develop affordable housing and The Partnership has been engaged in annual advocacy efforts to restore and increase funds for the Housing Trust Fund. Two years ago, the Partnership was successful in utilizing the national mortgage settlement funds allocated to Virginia. Those dollars were allocated through a statewide competitive process to various housing projects. However, since that time the General Assembly has not allocated additional funds, despite vigorous statewide Housing Trust campaigns.
While wages are critical to the well-being of clients, it is somewhat beyond the scope of the Partnership's core competencies. The Partnership recently established an employment committee which is beginning to access workforce development resources and opportunities in the City and regionally. The Partnership recommends that the committee expand its efforts to look for statewide opportunities and advocacy partners such as the Commonwealth Institute. The committee may contact delegates and senators in the General Assembly to make them aware of their concerns and to determine if a minimum wage law can be introduced.
The Partnership recommends that the City of Alexandria includes in its legislative package continued support for the statewide housing trust fund and the passage of a minimum wage law as has been done in other states. The City's 2015 Legislative Package includes both of these items.
6. How is the Partnership engaging the public on addressing homelessness?
Response: The Partnership believes that Alexandria residents are not well informed on the causes of homelessness, those who are experiencing homelessness, efforts to end homelessness, and how residents can become involved. Consequently, to address these issues, the Partnership recently established a Communications Committee which has responsibility for developing and implementing strategies to educate the community on the challenges to residents who may be at risk of or experiencing homelessness in the City of Alexandria, the available resources and the successes that have occurred in addressing this issue. The Committee will accomplish this through creating fact sheets, developing media articles and conducting community forums.
7. What is the path out of homelessness?
Response: Homelessness occurs when people are unable to acquire and/or maintain housing, or a crisis occurs that is not immediately and effectively addressed and results in the loss of housing. The key elements to ending homelessness are affordable housing, economic security, and access to as well as engagement in health care services. The essential strategies to prevent and end homelessness include:1) closing the front door - prevent homelessness from happening by providing and connecting vulnerable residents with emergency and/or case management services; and 2) opening the back door - implement a housing-first approach to housing persons experiencing homelessness. The housing-first approach shortens the time in the shelter system because the housing is without preconditions for treatment allowing for housing the most troubled persons. While the homelessness services can be improved to help prevent homelessness and shorten the experience of homelessness, ultimately people will continue to be threatened with instability until the supply of affordable housing is increased, incomes are adequate to pay for necessities such as food, shelter and health care, and the services are available to meet their basic needs.
The Partnership seeks the continued support of City Council in engaging the community, requesting that it keep the issue of homelessness at the forefront of their discussions.
FISCAL IMPACT: While the adoption of this Strategic Plan does not trigger any mandated new expenditures, some of the recommendations contained in this strategic plan if implemented would have a fiscal cost to the City.
ATTACHMENTS:
Attachment I - The Strategic Plan to Prevent and End Homelessness in the City of Alexandria
STAFF:
Debra R. Collins, Deputy City Manager
Kate Garvey, Director, Department of Community & Human Services (DCHS)
Suzanne T. Chis, Executive Deputy Director, DCHS
Dennis McKinney, Director, Center for Economic Support, DCHS
Jim Fleming, Fiscal Officer III, DCHS
Lesa Gilbert, Assistance Director, Office of Community Services, DCHS
Eric Keeler, Division Chief, Office of Housing/ Program Administration Division
Pam Michell, Executive Director, New Hope Housing, Inc. and Chair, PPEH