HomeMy WebLinkAboutPacket Health Board Feb 2 2021Whatcom County
Council as the Health Board
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Meeting Agenda
Tuesday, February 2, 2021
10 AM
Virtual Meeting
VIRTUAL MEETING - VIEW ONLINE
COUNCILMEMBERS
Rud Browne
Barry Buchanan
Tyler Byrd
Todd Donovan
Ben Elenbaas
Carol Frazey
Kathy Kershner
CLERK OF THE COUNCIL
Dana Brown -Davis, C.M.C.
Council as the Health Board Meeting Agenda February 2, 2021
Call To Order
Roll Call
Public Comment
Director and Health Officer's Report
Public Health Advisory Board Report
AB2021-082 Public Health Advisory Board Report
Update on Homelessness
AB2021-083 Update on Homelessness by Health Department Housing Staff
Other Business
Adjournment
Whatcom County Page 2 Printed on 21612024
WHATCOM COUNTY COUNCIL
SPECIAL COUNCIL MEETING
AS THE
HEALTH BOARD
10:00 a.m. Tuesday, February 2"d, 2021
Virtual
Access information can be found:
www.whatcomcounty.us/ioinvirtualcouncil
AGENDA
Meeting Topics
1. Roll Call
2. Public Comment
3. Director and Health Officer's Report_
4. Public Health Advisory Board Report
5. Update on Homelessness
Whatcom County
ll HEALTH
Department
Pages
Time
no ppr
10:00-10:05
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10:05-10:15
.no ppr 10:15-10:25
_pg 2 10:25-10:35
pg 3 to end 10:35-11:30
HEALTH BOARD
Discussion Form
February 2, 2021
AGENDA ITEM #: 2
PRESENTER: Sterling Chick, PHAB Chair
BOARD ACTION: Action Item ® Discussion FYI - Only
Changes in PHAB
• After an incredible job of chairing PHAB the past year, Dr. Chi-Na Stoane
has left PHAB
• At the January 7f" meeting, PHAB elected Sterling Chick as Chair and
Steve Bennett as Vice -chair
• Two new members were put forth: Dr. Amy Harley to represent Health
Care Access & Quality and Jacob Anderson to represent Community
Member with Lived Experience
2021 PHAB priorities — the theme is inequity
• The Child & Family Action Plan launched the creation of a Child and
Family Well Being Task Force. PHAB elected Sterling Chick to serve as
PHAB's representative.
• PHAB formed a subcommittee on Racial Equity for the following tasks:
identify ways to support county government in advancing racial equity,
review GARE resources, and consider ways to advance the spirit of the
resolution within PHAB policies and membership recruitment. Leah
Wainman, Steve Bennett, and Lindsey Karas volunteered.
• COVID-19: PHAB is concerned about how unequally the pandemic is
affecting the residents of Whatcom County. PHAB is interested in
regular updates about vaccine availability and about how COVID affects
behavioral health, food and housing security, and access to medical care
as the true wreckage left by the pandemic becomes clearer.
BOARD ROLE / ACTION REQUESTED
• Discuss as needed
Whatcom County
' ll HEALTH
Department
Page 2 of 67
HEALTH BOARD
Discussion Form
February 2, 2021
AGENDA ITEM # :
PRESENTER: Barbara Johnson-Vinna, Chris D'Onofrio, Ann Beck, Anne Deacon
BOARD ACTION: Action Item ® Discussion FYI - Only
The Health Department's Housing Program oversees program planning and
administration of multiple funds that support a continuum of services focused on
reducing homelessness, as well as promoting the addition of affordable housing units.
Funding comes from federal, state and local sources, each with its specific
requirements for use. The use of local funds is guided by state statutes.
The "Local Plan to End Homelessness" outlines the strategies the county employs that
have proven to be effective in achieving stable housing for people who were previously
homeless. Strategies include Coordinated Entry into the system, Case Management,
Eviction Prevention, and Housing Placements. The county also supports shelter
programs, which can promote an initial connection to people who may choose to
engage in these strategies/services.
Shelter programs are not specifically a component of the housing continuum. People
who receive shelter in congregate settings or tiny homes are still considered homeless.
However, shelters are an important support for people who would otherwise live outside
and unsheltered. Recently, the county has received significant sums of federal and
state monies to dedicate to expansion of local shelter capacity in an effort to promote
public health.
The county's housing program invests millions of dollars each year in housing programs
and services. However, local funding efforts alone will never be sufficient to address
completely the expansive problem of homelessness. Federal policies must be
strengthened to incentivize further the production of affordable housing options. And
neighboring counties could establish shelters in their locales, thereby freeing up some
of our local resources to invest further in permanent housing in the Whatcom
community.
The presentation today intends to provide a high-level overview of the housing
continuum and how the various programs and services we fund are integrated to create
a comprehensive strategy to reduce homelessness.
Whatcom County
' ll HEALTH
Department
Page 3 of 67
BOARD ROLE / ACTION REQUESTED
1. Advise ways in which the county can educate the community on the resources
dedicated to reducing homelessness, increasing affordable housing
opportunities, and accomplishments achieved
2. Provide feedback on shelter capacity goals, balanced with housing solutions
ATTACHMENT(S)
Local Plan to End Homelessness
fi)vWhatcom County
HEALTH
Department
Page 4 of 67
A HPME FPR EVER YPNE
Strategic Plan to End Homelessness in
Whatcom County
2019 Local Plan Update
Phase 5
Submitted by the Whatcom County Health Department
fWhatcom County
H EALTH VOM
jilL Department NasIF
Page 5 of 67
Table !zf Ccntents
Acknowledgements................................................................................................... 4
ExecutiveSummary................................................................................................... 5
Introduction................................................................................................................ 7
Historyof Planning................................................................................................. 7
Community Process of Plan Development............................................................. 8
Our Vision: A home for everyone....................................................................... 8
GuidingPrinciples.............................................................................................. 8
OurCore Values................................................................................................. 9
Homelessness in Whatcom County........................................................................... 9
Whatcom County's Housing Stability Needs.......................................................... 9
Local Homelessness Data...................................................................................
12
PointIn Time Count..........................................................................................
13
Local Housing Pool Data..................................................................................
15
Office of Superintendent of Public Instruction...................................................
17
A Community Wide Response to Homelessness....................................................
18
Funding................................................................................................................
18
Community Services Partners..............................................................................
20
Changes in Whatcom County Homeless System Performance ...........................
21
Alignment of Local Context with Federal and State Plans .......................................
23
Federal and State Plans.......................................................................................
23
LocalPlans..........................................................................................................
24
Foundational Pillars and Locally -Identified Strategies .............................................
24
Pillar 1: Collaboration...........................................................................................
24
Pillar 2: Quality Assurance...................................................................................
26
Pillar 3: Case Management..................................................................................
26
Pillar 4: Whatcom Homeless Service Center .......................................................
27
Evidence -Based Strategies..................................................................................
29
Strategy 1: A Centralized Point of Entry...............................................................
29
Strategy 2: Rapid Re-Housing.............................................................................
31
Strategy 3: Permanent Supportive Housing.........................................................
32
Strategy 4: Increase the Supply of Affordable Housing ........................................
34
Strategy 5: Homelessness Prevention and Diversion ..........................................
36
Page 6 of 67
Strategy 6: Interim Housing..................................................................................
37
Strategy 7: Economic Security.............................................................................
38
Statewide Goal and Objectives................................................................................
40
Objective 1: Quickly identify and engage people experiencing homelessness
under the state definition, and all unaccompanied youth under any federal
definition, through outreach and coordination between every system that
encounters people experiencing homelessness ...............................................
40
Objective 2: Prioritize housing for people with the greatest need .....................
45
Objective 3: Operate an effective and efficient homeless crisis response system
that swiftly moves people into stable permanent housing .................................
47
Objective 4: Project the impact of the fully implemented local plan on the
number of households housed and the number of households left unsheltered,
assuming existing resources and state policies ................................................
49
Objective 5: Address racial disparities among people experiencing
homelessness.................................................................................................. 50
Glossary.................................................................................................................. 53
Appendix A: Interim Housing in Whatcom County ................................................... 55
Appendix B: Coordinated Entry Programs............................................................... 57
Appendix C: County Recommendations to the State ............................................... 58
A Home For Everyone 2019
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Page 7 of 67
Ackn-rzwledgements
This Local Plan Update is presented with appreciation to following local partners for their input
and collaboration in the planning process:
• Bellingham Community Services
Office/DSHS
• Bellingham/Whatcom Housing Authority
• Catholic Community Services
• Catholic Housing Services
• City of Bellingham
• Domestic Violence and Sexual Assault
Services of Whatcom County
• East Whatcom Regional Resource Center
• Every resident of our community without a
home of their own
• Homeless Voices
• HomesNOW! Residents and President
• Interfaith Coalition
• Lake Whatcom Residential and Treatment
Center
• Lighthouse Mission Ministries
• Lydia Place
• Northwest Regional Council
• Northwest Youth Services
• Opportunity Council
• PeaceHealth St. Joseph Medical Center
• Pioneer Human Services
• Plan to End Homelessness Ad Hoc
Committees
• Skagit County Public Health
• Small Cities Partnership of Whatcom County
• Sun Community Services
• Unity Care Northwest
• Washington State Department of Social and
Health Services
• Whatcom Asset Building Coalition
• Whatcom County Coalition to End
Homelessness
• Whatcom County Council
• Whatcom County Housing Advisory
Committee
• Whatcom County Planning Department
• Whatcom County Steering Committee of the
Coalition to End Homelessness
• Whatcom Homeless Service Center
• Windward High School Students
Recognition is also due to all local service providers and nonprofits responding
to homelessness, and to volunteer heroes who work tirelessly on behalf of
those who are without a home of their own.
This local plan update is dedicated to those who lost the battle and died while homeless.
A Home For Everyone 2019
0
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Executive Summary
This plan describes Whatcom County's response to the complex issue of homelessness in our community. It explains how the
strategies and actions required of an effective homeless crisis response will be used to meet the needs of Whatcom County.
Housing in Whatcom County
The most frequent and direct hardship that leads to homelessness is the lack of affordable and available housing. This
challenge is often compounded by difficulty in accessing treatment for medical or behavioral health disabilities, domestic
violence, and discrimination that further reduces housing stability. Whatcom County's housing programs provide financial,
behavioral health, and other types of support services that successfully end homelessness and create lasting stability for
participants, and they provide significant benefits to the broader community as well. To overcome anticipated rent growth in
Whatcom County however, commensurate increases in funding will be necessary to prevent a corresponding increase in
homelessness.
Community Oriented Approach
A Home for Everyone was created with input from a wide range of community stakeholders that includes elected officials,
service providers, and those with the lived experience of homelessness. It calls for continuation of our balanced approach that
seeks to make homelessness a rare, brief, and non -repeated experience. Services will generally be prioritized for households
who are most likely to suffer the greatest harm as a result of homelessness and who are the least able to resolve their housing
crisis unassisted. At the same time, some resources will be reserved to divert households from losing housing in an effort to
avoid the trauma of homelessness. Every intervention aims to move people towards safe and stable housing.
Objectives from the Washington State Department of Commerce
In support of the goal of reducing and ending homelessness, five objectives, complete with specific actions, are included in
this strategic plan:
• To quickly identify and engage people experiencing homelessness
• Prioritization of housing for people with the greatest needs
• Operation of an effective and efficient homeless crisis response system that swiftly moves people into stable
permanent housing
• Project the fully implemented plan's impact on the number of households housed and the number of households left
unsheltered, assuming existing resources and state policies
• Addressing racial disparities among people experiencing homelessness in Whatcom County
What We Need
A full continuum of services is vital to overcome the common and unique barriers to household stability. The system must
include outreach programs that engage with unsheltered households and provide interim housing shelters that can transition
people into permanent housing. We need rapid re -housing that gets people back into stable housing and we need skilled case
managers to link them with the financial, medical, and social resources that will keep them housed. We must dedicate
affordable housing for people with constrained incomes and permanent housing programs that welcome and support people
with disabilities. And we need ready assistance to help those at risk as they face eviction or the threat of domestic violence.
Progress Made
Despite the rising costs of housing and healthcare, great strides have been made toward ending homelessness in Whatcom
County in recent years. The annual census of people experiencing homelessness found a 14% decrease in the number of
individuals from 2018 to 2019. Program capacity of supportive, affordable, and accessible housing units increased. New
diversion programs and a landlord liaison position helped people find and maintain housing by building relationships and
applying existing resources. A new comprehensive day center is connecting homeless youths with what they need to get back
on their feet. The community's hardest -to -serve residents are enrolled in a new countywide coordinated care and engagement
program. New buildings for permanent supportive housing have been constructed to serve people with experiencing chronic
homelessness while challenged with disabilities. Private citizens and faith -based institutions improved their responsiveness
and expanded upon their already generous donations of time and resources. And the partnerships between government and
not -for -profit housing agencies continue to strengthen and create opportunities for greater impact.
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6i
Ending Homelessness in Whatcom County
A Home for Everyone calls for the development of new and promising programs, and for the fine-tuning and coordination of
the nationally recognized best practices already in place. Better integrated data and performance management, as well as
broader partnerships and increased emphasis on equity, make A Home for Everyone a plan that will bring us closer to
realizing our goal of ending homelessness for every person in Whatcom County. The objectives of this plan include quick
identification and prioritization of those with the greatest needs, operating an efficient system that moves people to permanent
housing, quantifying and communicating the gap between the supply and needs for homeless housing, and decreasing the
disparities experienced by groups that face discrimination. This plan serves as a public blueprint for ending homelessness in
Whatcom County. Dedication and collaboration from government officials, community organizations, and an engaged public
can turn A Home For Everyone's vision into a reality for Whatcom County.
A Home For Everyone 2019
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Intm, ducticn
History cf Planning
Background
This 2019 Local Plan is a significant update to the 2012 Whatcom County 10-Year Plan to End Homelessness that includes
both local priorities and state mandated objectives. Local Plan Updates such as this are required by Washington State
legislation for counties receiving state funding at a minimum of once every five years, with briefer updates annually.
The purpose is to provide information about homelessness, review progress of reducing and ending homelessness locally,
and to present a revised strategic plan. This overview of activities and performance encompasses the years from 2012 and
into 2019, and demonstrates a commitment to strategic short, medium, and long term solutions that require participation from
multiple sectors of the community. Although this Plan includes components related to other systemic issues that contribute to
homelessness, its primary focus is the homeless crisis response system in Whatcom County. Importantly, this plan is limited
to the areas and activities that can be reasonably influenced by the Whatcom County Health Department, its primary author.
Although the network of contracted agencies that have formal relationships with the health department has grown, it still
accounts for a minority of the work and funding behind the broader efforts to end homelessness, develop affordable housing,
increase access to essential behavioral health supports, and provide social services for the county's most vulnerable
residents. The health department recognizes and appreciates that there are many agencies and organizations working
towards similar goals, but differences in approach, funding, and missions often lead to different strategies and impede close
coordination.
Local Plans serve as blueprints that guide decisions about how resources will be prioritized to reduce and end homelessness.
Informed by a wide range of community participants, including those with lived experience of homelessness, formal and
informal organizations, government entities and nonprofit agencies, Local Plans offer strategies and activities that provide
local solutions to homelessness. Deliberate collaboration and alignment among willing partners ensures effective and efficient
use of resources supporting those most vulnerable to homelessness.
For the purposes of this Local Plan Update, we have set objectives and targets, revisited the strategies, explored new
solutions, and collaborated with community partners in our efforts to reduce and end homelessness for everyone in Whatcom
County.
This 2019 Update to our original 10 Year Plan to End Homelessness summarizes the earnest efforts, achievements, setbacks,
and challenges, as we move forward with our persistent vision of A Home for Everyone in Whatcom County.
A Phased Approach
The following summary describes the primary impacts of Phases 1 through 4 of our Local Plan Updates:
Phase 1, 2005:
• The County's Homeless Coalition, Whatcom County Housing Advisory Committee, and other key stakeholders
identified major homeless housing and prevention gaps and priorities for funding.
• Key concepts and strategies emerged as necessary components of all future Plans — Housing First, Housing
Affordability, Serving All Homeless Populations, Single Point of Entry, Street Youth, and Ending Homelessness as we
know it.
Phase 2, 2006:
A Home For Everyone 2019
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FA
• The County designed a three-year pilot project to incorporate the priorities and approaches identified in Phase I. It
was submitted as an application for Washington State Department of Commerce's first round of the Homeless Grant
Assistance Program (HGAP) and resulted in a $1.4 million grant to establish the Whatcom Homeless Service Center.
Phase 3, 2008:
A new Plan Update transformed the housing community from a system that managed homelessness to one focused
on ending homelessness.
Phase 4, 2012:
• Emerging priorities included increased focus on ending Veteran homelessness, quicker response to people who are
medically fragile, and the provision of needed resources such as a surplus furniture bank, advocacy to assist with
obtaining identification documents, and access to services in the annual Project Homeless Connect.
Phase 5, 2016-2019:
In late 2016, planning began for an Update due at the end of 2018. The Steering Committee for the Whatcom County
Coalition to End Homelessness advised on plan components throughout 2017 and into 2018. The vision, guiding
principles, core values, goals, and strategies of the Plan were reviewed.
In December of 2018, Commerce published new guidelines for local plans with a new due date of December 1, 2019.
The guidelines were revised in March 2019 and then again in June of 2019. This plan adheres to the guidelines, and
incorporates additional elements necessary to best reconcile our local strengths, challenges, and strategies into the
Update.
Ccmmunity Prc,cess cf Plan Development
Since 2017, housing specialists with the Whatcom County Health Department began reaching out to seek community input
specifically for this update. Focus groups, meetings, interviews, and community forums included a broad range of
stakeholders:
• Policy makers
• Housing partners
• Funding partners
• Medical professionals
• Vocational specialists
Our Vision: A home for everyone.
• School district staff
• Planning staff
• People with lived experience
• Concerned residents and members of the public
Guiding Principles
The housing community's guiding principles date to 2005, when planning sessions for our first strategic plan generated a list of
consensus principles that continue to hold true today. These principles shaped the development of all phases of the Plan: how
we write policies, the methods of service delivery, how we talk about our work, and the way we interact and engage with
people seeking services.
• Housing is a basic human right
• Housing saves lives
• Housing restores dignity and instills hope
• Failures across multiple systems contribute to the prevalence of homelessness
• Homelessness is expensive; investments in strategies that work and are sustainable are fiscally responsible
• Prevention of homelessness is a primary intervention
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r,
• Communicating our work and using consistent messages will increase community support and produce better results
Our Core Values
The core values identified in earlier Plans continue to represent the position of housing partners and others in the community:
• We believe that every resident should have access to a safe and stable home.
• Stable housing is the foundation upon which people build and improve their lives — the foundation for good health, for
positive educational outcomes, and for reaching their economic potentials.
• Therefore, we maintain agreement to strive to end homelessness for all. We are committed to seek long term
solutions to homelessness in Whatcom County.
He melessness In Whatcc m Cr unty
This section describes the community -wide challenges facing Whatcom County residents and provides data that explains the
particular barriers faced by people experiencing homelessness locally.
Whatcrm Crunty's Hrusin+g Stability Needs
It would be difficult to overstate the severe need for housing in Whatcom County. In Bellingham alone (Whatcom County's
largest city and home to about half of the population), planners have estimated that there is a need for an additional 11,000
affordable housing units. Although not as precisely quantified, this need is prevalent across all of Whatcom County's
populated areas, and the housing shortage hits the community's most vulnerable residents the hardest. Specifically, people
with the lowest incomes, highest housing barriers, or with ongoing health needs are those most likely to struggle with housing
stability, to become homeless, and to enter the homeless crisis response system.'
Western Washington University's Center for Economic and Business Research in 2019 found that Homelessness and
Housing Affordability were the first and second most highly rated challenges facing the City of Bellingham in a survey
completed by 1,295 residents.z Although a comparable study was not completed for all of Whatcom County, a database of
households seeking services in Whatcom County suggests that these issues are not unique to Bellingham residents. In July of
2019, there were 123 homeless households signed up and waiting for housing services who reported their last stable address
had been a place in Whatcom County outside of Bellingham. Of all the households who had most recently been housed in
Whatcom County, 62% were from Bellingham and 38% were from elsewhere in Whatcom County. Additionally, many who list
their last address as "Bellingham" may not technically live within city limits, such as the neighborhoods of Sudden Valley,
Alderwood, Geneva, Tweed Twenty, Lake Samish, and elsewhere; potentially, half of the Whatcom County residents who
seek services here did not live within Bellingham's city limits. Regarding affordability in Whatcom County, Zillow reports that
rate of rent increase from July 2018 through June 2019 was greater for Whatcom County as a whole than it was for the City of
Bellingham (15.1 % vs 14.5%). All of this suggests that our housing crisis is not a problem created in or confined to the
county's largest city, but is spread throughout western Whatcom County.
Affordability of Housing Units
Each individual who has experienced homelessness has a story that is theirs alone. But in those unique stories there are
frequently shared components. The most common element that leads to homelessness in those stories is financial stress. This
underlying economic hardship is a combination of high housing costs and low incomes, and often spirals out of control
following an unexpected financial hardship like job loss, expensive medical bills, or even unanticipated automotive expenses.
1 https://www.cob.org/Documents/council/Issues/housing/Narrative%20A%2OWhy%20is%20housing%20expensive%206-28-19.pdf
2https://cbe.wwu.edu/files/2018%2OCity%20of%20Bellingham%20Residential%20Survey%20Executive%20Summary.pdf
A Home For Everyone 2019
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A national study completed in May of 2019 by the Consumer and Community Research Section of the Federal Reserve's
Division of Consumer and Community Affairs found that 27% of survey respondents would need to sell something and 12%
would simply be unable to pay an unexpected expense of $400.3 To put this in local terms, at the rate identified in the survey
(12%), the number of Whatcom County residents who would be unable to withstand a $400 economic blow is over 27,000
people. In other words, there are tens of thousands of Whatcom County residents who are one mishap away from
homelessness.
The terms "cost -burdened" and "severely cost -burdened" are used among service providers to describe households spending
more than 30% or 50% of their gross income on housing costs. The 2017 American Community Study estimated that
approximately 65% of Whatcom County's renter households pay more than 30% of their income in rent. A comprehensive
study completed in 2018 identified an affordability inflection point at which the rate of homelessness increases at a quicker
pace with subsequent rent increases.4 That is to say, the impact of rising cost burden, as shown in Figure 1, does not have a
linear relationship with homelessness. The study compared area median income for metropolitan areas with its median cost of
rent, and found that where median rent exceeded 32% of the median income, the rate of homelessness increased at an
accelerated rate. That rate for Whatcom County was 28.7% in 2018.
a
re
0.4%
0.2%
0.1%
0.0% :22% 32%
20% 25% 30% �5% 40% 45% 50%
Sharo of income spent on rent
Figure 1: Homelessness rates increase more dramatically once a community's median rent exceeds 32% of its
median income. This model was created using national income, rent, and Point In Time data, and shows the
relationship between housing affordability and homelessness. The rate of homelessness in Whatcom County
exceeds the model's prediction based on the amount of income spent on rent.
3 https://www.federalreserve.gov/publications/2019-economic-well-being-of-us-households-in-2018-dealing-with-unexpected-expenses.htm
4 Chris Glynn, Thomas H. Byrne and Dennis P Culhane. "Inflection Points in Community -level Homeless Rates" (2018)
Available at: http://works.bepress.com/dennis Culhane/228/
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10
In July of 2018, Zillow reported Whatcom County's median rent index had reached $1,543 per month. The median household
income in Whatcom County in 2018, as estimated by the Washington State Office of Financial Management was $64,681.5
This computes to a household that earns the median income spending 28.7% of their income for a median -priced rental. At
the time of writing (using July 2019 figures), Zillow estimates the county -wide median rent increased by 6.4% from a year
earlier.' The homelessness rate, as measured with Point In Time figures, is just over 0.3%. The model predicts that for an
area with a median rent that is 29% of the median household income, the rate of homelessness would be below 0.25%. The
rate of homelessness in Whatcom County is higher than the model estimates, but it is worth noting that homelessness is more
concentrated is certain areas of the country, and is much more prevalent on the West Coast. While rent is certainly a
contributing factor, this suggests that it is not the only factor to influence the rate of homelessness in Whatcom County.
Availability of Rental Units
The rental vacancy rate in Whatcom County was measured by the University of Washington's Runstad Department of Real
Estate at 0.4% in the spring of 2019.7 Whatcom County's rental vacancy rate has not been above 2% since 2013, which is
below the state average and well below the 7% that is often considered a healthy, "natural" rate by the Joint Center for
Housing Studies at Harvard University.$ Low vacancy rates often drive increases in rents, and also make it more difficult for
individuals who would benefit from rental subsidies to remain competitive against conventionally funded tenants. Although
measures have been taken to outlaw discrimination against potential tenants with vouchers both locally and at the state level,
there have been reports from individuals in Whatcom County who believe discrimination is still taking place. The competitive
nature of securing a unit has created an environment that is difficult for households with poor credit or the inability to pay large
move -in costs.
The rental market remains constrained in part because of the high cost of purchasing a home. For households currently
occupying rentals, the ability to purchase a home and create a rental vacancy has become more and more difficult. The
Runstad Department of Real Estate measures housing affordability as a function of median home prices and median
household incomes for each county. Using this index, Whatcom County was identified as the 5th worst of Washington State's
39 counties for affordability and 6th worst for first time homebuyers in the second quarter of 2019 for county residents to
purchase locally.9
Population Growth
From April 1, 2010 through April 1, 2018, the natural population increase (births in excess of deaths) has accounted for about
29% of growth, while migration from outside of Whatcom County has constituted the other 71 %.10 In the five years following
2013, the population of Whatcom County grew by 19,578 people, and the average household size has been 2.48 persons per
household (American Community Survey, 2013-2017). Over that period of time, the number of housing units increased by only
5,457 units. Given the average household size (one unit needed per 2.48 people), this created a deficit of 2,437 housing units.
This has contributed to a housing shortage and increased the challenge of housing in Whatcom County, especially for the
local households who are competing with newer residents for the scarce units- some of which are moving from areas with
higher average incomes and/or selling homes in higher -valued areas and are less sensitive to rising costs.
5https://www.ofm.wa.gov/sites/default/files/publicldataresearch/economv/median household income estimates.pdf
6 https://www.ziIlow.com/research/locaI-market-reports/
7 http://realestate.washington.edu/wp-contenYuploads/201910612019SpringApartmentMarketReport.pdf
8 http://www.'chs.harvard.edu/siteslichs.harvard.edu/files/w07-7.pdf
9 http://realestate.washington.edu/research/wcrer/housing-reportsl
10 https://www.ofm.wa.gov/sites/default/files/publicldataresearch/pop/aprill/ofm aprill poptrends.0
A Home For Everyone 2019
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11
Health Services for Housing Stability
Behavioral health disorders, including mental illness and the proliferation of opiate and methamphetamine abuse, are
contributing factors that lead some to become homeless. Although mental illness and substance abuse rates have remained
relatively steady and are not the leading causes of homelessness, a shortage of treatment options for those struggling with
substance use disorder and/or poor mental health is an enormous challenge for people experiencing homelessness. The
issue is further complicated by property damage (contamination) that occurs when methamphetamine is used within rental
units. Both publically and privately owned rentals have been damaged in this way, and the result is often loss of housing for
the tenant and the withdrawal of that housing unit (or units) from our housing system. The Bellingham Housing Authority
reports that the average cost for an environmental clean-up following the identification of methamphetamine contamination is
approximately $15,000 in addition to the several months of forgone rent collections. They have decontaminated and rebuilt a
total of 21 units in just the two years leading up to September 2019. This issue is not unique to Bellingham Housing Authority
properties however, and a stakeholders' meeting will be convened in 2020 to address this issue in a way that addresses the
individuals' needs, complies with fair housing laws, and supports landlords in their effort to preserve local housing
opportunities.
A new coordinated care program in Whatcom County, Ground -level Response And Coordinated Engagement (GRACE), has
brought providers together to rally in support of those with the most complex situations. Strengthening partnerships between
housing and behavioral health providers is contributing to a reduction in untreated behavioral health disorders, largely through
improved accessibility. Expansion of permanent supportive housing programs, including a brand new facility purpose-built at
the end of 2018 for those who have experienced chronic homelessness have also helped to house those with multiple barriers
to housing. The permanent supportive housing model has shown that individuals afflicted with behavioral health disorders can
be successful and retain housing when given the proper supports. Despite expansions of permanent supportive housing
programs and behavioral health services in recent years, there is still a severe shortage of purpose-built housing and
associated services for those with chronic behavioral health needs. Planning is currently underway by the Lighthouse Mission
Ministries, the Whatcom Homeless Service Center, and PeaceHealth St. Joseph Medical Center, to increase capacity for
medical respite care offered at the Mission, which currently offers two beds for medical respite care. This will address a critical
need in the community to provide medical respite care for those experiencing homelessness with serious medical problems.
There is also an identified need for an urban rest stop with health services for people who are homeless. This issue is in the
planning stage, but has been approved in the 5-year strategic plan of Unity Care NW.
In 2013, the Affordable Care and Patient Protection Act's began reducing the number of uninsured Washingtonians. When the
last update to this plan was released in 2012, the uninsured rate was at about 14% statewide. By 2017 the rate had
decreased to just 5.5%. The decrease was seen across all age groups, all race/ethnic groups, and for both male and female
sexes." The persistent disparities seen along racial and ethnic lines closely resemble those seen in Whatcom County's
homelessness, with people of Hispanic origin and American Indian/Alaska Native populations three to four times as likely to be
uninsured.
Lr,cal Homelessness Data
Collecting complete data about people experiencing homelessness is challenging. Many individuals and families are difficult to
locate because they have no predictable residence, while others actively avoid being located. Many are reluctant to share
personal information with people who have not earned their trust, and some go to great lengths to blend in. For these reasons,
quantitative data about homelessness should be used as general indicators of trends, not as definitive facts, and generally we
should assume true numbers to be greater than reports can count.
11 https://www.ofm.wa.gov/sites/default/files/public/dataresearch/researchbriefs/briefO89.pdf
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12
Point In Time Count
At the time of writing, the most recent Point In Time Count was conducted on January 241h, 2019. Volunteers surveyed 514
households who had spent the previous night either unsheltered or sheltered in interim housing. The number of individuals
counted (700) represents a 14% decrease from the 2018
count, and the consistency in counting methodology adds
validity to the suggestion that the number decreased. This
reduction is attributed to moderating rent growth, wage
increases, a new 40-bed permanent supportive housing
facility, and increased services for people experiencing
homelessness. The Point In Time report, although likely an
undercount of the homeless population, provides important
demographic and descriptive information about people
experiencing homelessness locally.
750
Sheltered and Unsheltered Homelessness
Sheltered homelessness is used to describe the living
conditions for individuals or households staying in
emergency shelters or in transitional housing programs.
Unsheltered homelessness is used to describe the living
conditions for individuals or households who sleep in places
not meant for human habitation, such as tents, doorways,
abandoned buildings, vehicles, or other places outside.
Number of Individuals Using Shelters
Unsheltered
500
■ Sheltered
250
2008 2010 2012 2014 2016 2018
Figure 2: Whatcom County Point In Time Count of Sheltered and Unsheltered Individuals 2008-2019. There were
700 individuals counted in 2019.
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Household Composition
48
■ Unaccompanied Individuals
❑ Adult Couples without Children
■ Single Adult with Children
■ Multiple Adults with Children
Figure 3: Whatcom County Point In Time Count household configurations 2019. There were 514 households
counted.
300
250
200
150
100
50
0
Homeless Individuals by Age Group
Under18
251
18-35 36-54 55+
Figure 4: Whatcom County Point In Time Count ages of individuals experiencing homelessness 2019
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14
Factors Leading to Homelessness (%)
50
40
30
20
10
0 ■ ■ ■ ■ ■ ■ ■
Oro 5� P� \�z JzQ e° °o, �5 a° 6
o��G 5 �\o�J4\�G
��J �°�� �� r°�C3
5� ro 1
Jam° Qr� \Go°� o� rmt°a
�r 5
(:0
Figure 5: Whatcom County Point In Time Count self -identified factors that led to homelessness 2019 as reported
by survey respondents.
The 2019 Whatcom County Point In Time Count identified 72 households that included children. The total number of
individuals in these families was 207, and more than 80% of these families had only a single adult. The Count also revealed
that 119 individuals experiencing homelessness were at least 55 years of age. The median age of all people was 37 years old,
and 64% had their last stable housing within Whatcom County. In contrast to the common belief that people who experience
homelessness are overwhelmingly men, almost half (47%) of individuals counted in the 2019 PIT identified themselves as
female.
Local Housing Pool Data
The local Housing Pool is a database that holds household data, including housing history and eligibility considerations, and is
used to determine which households will be selected to fill program openings when requested by participating housing
partners. Households in the pool have been assessed to determine their level of need and their barriers to stable housing. The
eligibility often hinges on a combination of income, household composition, duration of homelessness, veteran status, and/or
the presence of a documented disability, in accordance with funding requirements. The level of need attempts to understand
the consequences and likelihood of harm with continued homelessness for the individual. When partner agencies have
openings in their programs they contact the Whatcom Homeless Service Center to request a referral. The Whatcom Homeless
Service Center then uses data from the Housing Pool database to refer an eligible household for that program's opening.
When more than one individual or family is eligible, they refer in order of greatest need. More details about the referral process
are available in the Central Point of Entry strategy on page 28.
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There are several ways that households are removed from the pool. The best outcome is when a household either self -
resolves (finds housing on their own) or is matched to a program vacancy and moves directly into permanent housing or into a
supportive transitional program that will likely lead to permanent stability. Another way removal from the pool occurs is through
loss of contact. For a household to stay in the pool there must be ongoing verification that the household is still seeking
services, remains income eligible, is still experiencing homelessness, and continues to reside in Whatcom County.
Periodically, the households that have left the county, have found housing independently, have increased income and lost
eligibility, technically stopped being considered homeless due to prolonged institutionalization, lost interest in services, or
cannot otherwise be located are removed from the pool. Sudden drops in the number of households in the pool are usually
explained either by this process, or when a new facility opens and many are housed in a short period of time.
Self -Reported Areas of Need
80%
60%
40%
20%
0% t E
E
E
E
E
Mental Health
Chronic Health
Developmental
Ground Floor
Drug Abuse
Alcohol Abuse
Condition
Disabilities
Needed
Figure 6: Prevalence of self -identified needs and barriers to stable housing for households in the housing pool at
Intake (January — June 2019)
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16
600
500
400
300
200
100
Jan-16 May-16 Sep-16 Jan-17 May-17 Sep-17 Jan-18 May-18 Sep-18 Jan-19 May-19
+Single HHs
Families
with
Children
� Couples
without
Children
t Seniors
(60+)
Figure 7: Number of households in the housing pool who are waiting for placement (Jan '16 - Aug '19). The number of families
with children (and adult couples without children) almost reached functional zero in 2018, but rebounded slightly as vouchers
from HUD were exhausted.
Households on the housing pool list are grouped into categories corresponding to the type of intervention most likely to fit their
needs. At the time of writing, August 2019, there were 236 households waiting for placement in Rapid Re -Housing programs,
259 waiting for placement in Permanent Supportive Housing Programs, and another 42 households in need of move -in or
deposit assistance. More information about these program types is available in this plan's section on local strategies.
Office of Superintendent of Public Instruction
Each year school districts in Washington State report information about homelessness among their students to the Office of
the Superintendent of Public Instruction (OSPI). OSPI makes this data available for the public.12,13 Although OSPI's definition
of homelessness differs from the federal definition used for the Point In Time Count (more than half of their reported students
are "doubled up"), the information they provide adds depth to our understanding of homelessness in Whatcom County. Across
the county's seven school districts, a total of 966 students (3.1%) were identified as having experienced a housing crisis
during the 2017-2018 school year. This ratio is significantly higher than what is seen in the Point In Time Count, albeit with use
of a different definition. The largest district in the county, Bellingham School District, accounts for about 42% of the county's
students but has about 53% of the students experiencing housing instability. The Mount Baker School District, though much
12 http://www.kl2.wa.us/HomelessEd/Data.aspx
13 The sum of these numbers does not equal 100% because the sensitive nature of the topic requires that school districts not report
numbers that could lead to personal identification of students. The numbers for groups that make up smaller, more identifiable populations
are not reported when fewer than 10 students of a specific race within a school district are homeless. In effect, this leads to an
undercounting of Asian, Black, Multiracial, and Native American students.
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17
Page 21 of 67
smaller, has a matching rate of instability among its students at 3.9%, which speaks to the presence of rural housing needs as
well as the urban needs.
Bellingham
Blaine
Ferndale
Lynden
Meridian
Mount
Baker
Nooksack
Total
Total Enrollment
12,923
2,514
5,287
4,081
1,970
2,066
2,001
30,842
2017-18
Students that
Experienced
509
79
120
81
31
81
65
966
Housing Crisis
Percent of Students
that Experienced
3.9%
3.1 %
2.3%
2.0%
1.6%
3.9%
3.2%
3.1 %
Housing Crisis
The OSPI data also is broken out by other characteristics of the students, which allows us to see elevated rates of instability
within certain groups. In particular, the data show non -white students and students with limited English proficiency
experiencing particularly high rates of housing instability. Although Whatcom County's Hispanic population accounts for only
9.1 % of Whatcom County residents, Hispanic school children make up 31.2% of students who experienced a housing crisis
during the school year.14 The table below shows these trends among other racial minority groups as well.
Race
Percent of Homeless Student
Population n=966
Percent of Community
Population n=225,685
Homelessness Probability
Differences by Race
Native American
4.2%
3.1 %
135%
Asian
Too few to report
4.1 %
n/a
Black
1.9%
1.0%
190%
Hispanic
31.2%
9.1%
3430 0
Multiracial
7.0%
4.2%
166%
White (non -Hispanic)
50.5%
79.8%
63%
A Cr mmunity Wide Respr nse tr He melessness
This report is a product primarily of the Whatcom County Health Department, but the vision and strategies were created jointly
with stakeholders and require the contributions of an organized coalition of partners to make them possible. The wide mix of
housing programs and services in Whatcom County would not be possible without significant efforts, energy, and funding from
a large number of like-minded agencies and individuals.
Funding
The Whatcom County Health Department funds affordable housing, interim housing, supportive services, and permanent
supportive housing with funding collected from a variety of source. The bulk of this funding, as seen in Figure 7 below, comes
in the form of document recording fees collected locally, and from state grants awarded by the Department of Commerce. The
taxes and fees for these sources is collected specifically for housing programs and may not be used for any other purpose.
Additional funding, which amounted to nearly $1.2 million in 2019 was added to housing programs from sales and property
taxes raised specifically to benefit local veterans and people with behavioral health disorders. With support of elected officials,
14 The OSPI definition of housing instability includes multiple families sharing a home. When comparing across cultural groups, it is
important to consider that customs and traditions, especially as they pertain to shared housing, will impact these figures. At the same time,
inequities and lack of opportunity are factors that decrease the access of disadvantaged populations to housing.
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the health department was able to fund over $5 million in services for people experiencing (or at risk of) homelessness in
2019.
$6,000,000
$4,000,000
$2,000,000
$0
2019 WCHD Housing Budget
2012 2014 2016 2018
$76,500
Mental Health Millage
Behavioral Health Sales
Tax
■ Veterans Millage
Housing and Essential
Needs Grant
Consolidated Homeless
Grant
■ Document Recording
Fees
Figure 7: Expenditures of Housing Services Contracted by Whatcom County Health Department exceeded five million dollars
in 2019 (left). The sources of revenues to pay 2019 contracts are shown at right.
Even with the addition of the veterans' and behavioral health dollars, the health department's funding accounts for less than
30% of spending on services for Whatcom County's homeless population. Non-profit agencies and other government
agencies play a vital role in the sponsorship of homelessness and housing services. The City of Bellingham contributes
generously in the affordable housing arena, and with services and resources for those experiencing homelessness within city
limits. The 2018 renewal of the City of Bellingham's Housing Levy for an additional 10 years boosted the community by
ensuring continuity of services and affordable housing projects that fill gaps in housing capacity. Through the Housing Levy,
together with the City's entitlement funds from the federal Department of Housing and Urban Development, the City of
Bellingham contributes over $5 million annually to the county's housing programs. The City of Bellingham's Planning and
Community Development Department and the Whatcom County Health Department work together closely and jointly fund
many critical services.
In Washington State's Fiscal Year 2019, Whatcom County's non-profit and faith -based agencies reported that they had raised
more than $5 million in private contributions. These donations are raised largely through the hard work associated with
creating and hosting fundraiser events, and with dedicated development specialists that help community members understand
the importance and impact of giving to organizations that work on behalf our vulnerable neighbors.
Another key agency is the Whatcom County/Bellingham Housing Authority, which is responsible for the majority of federal
funding distributed to Whatcom County's low-income rentals, and who also worked very hard to use a variety of resources to
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iK
construct new units that will be reserved for households with modest incomes and for formerly homeless households, too.
Federal funding, in the form of vouchers issued by Whatcom County/Bellingham Housing Authority, and in grants issued
directly to local non-profit organizations amounted to approximately $4 million in the State Fiscal Year of 2019.
■ Whatcom County Health Dept (local & state
funding)
City of Bellingham (local & federal funding)
■ Housing Authority and other Federal Funding
21S7J
21114
■Private Contributions
Figure 8: This graph shows the four leading categories of funding for housing programs in Whatcom County. It does not
include in -kind or volunteer contributions.
In addition to the main sources of state, local, and federal funding from the government and charitable donations from local
residents, many foundations award grants to the county's hardworking non-profit agencies for specific programs or projects
that serve people experiencing homelessness. All of these resources add value to the county's housing system.
Cr_mmunity Services Partners
Whatcom County is fortunate to have many partner organizations that contribute towards ending homelessness. These
agencies combine public funding with grants and/or private contributions to deliver a wide range of programs in response to
our community's needs. Anti -poverty, legal support and other social service agencies provide invaluable support for people
experiencing or at -risk of homelessness, as do a number of medical and behavioral health providers. The community's strong
base of volunteers has given generously of time, money, material items, and compassion for the cause of homelessness. Our
faith -based community has strengthened local efforts by filling gaps of public funding, some opening their doors to provide
emergency and transitional housing for our residents. In early 2019 a local congregation completed extensive renovation of
their basement to provide a comprehensive day center for youth. The Lighthouse Mission Ministries programs, funded solely
by private donations, provides emergency shelter for an average of approximately 130 people per night, as well as a wide
range of complementary services for their guests. There are two new grassroots efforts that were championed by local
residents in the past year, some having a history of homelessness themselves. These projects include a safe camping site for
those in recovery from alcohol and other drugs, and a safe storage program is being developed for those living unsheltered.
Other contributing community members include the seven school districts of Whatcom County, as well as the local hospital
and the Whatcom County Jail, which both connect homeless individuals with service providers prior to discharge. Partners
provide essential housing support for homeless clients within the Mental Health Court and Drug Court programs, while others,
such as Mercy Housing, have chosen to fill desirable senior housing units partially from the Whatcom Homeless Service
Center's housing pool candidates.
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20
Changes in Whatcom Ccunty Homeless System Performance
There are four system -wide measures that the Department of Commerce uses to track key indicators of each crisis response
system. They include the length of time households spend homeless while working towards permanent housing, the percent of
exits to permanent housing, the percent of households that return to homelessness within two years, and the percent of
households that are entering into services who have recently spent times unsheltered.
200
.M
120
40
SFY 2015 SFY 2016 SFY 2017 SFY 2018
t# of Days
Homeless
(Whatcom)
# of Days
Homeless
(Statewide)
Length of Time Homeless: The median number of days people who are active in Emergency Shelter, Safe Haven, and
Transitional Housing experience homelessness. This includes the length of time homeless in any Emergency Shelter, Safe
Haven and Transitional Housing projects during the report period, and prior to the report period going back no further than
October 1, 2012. If the person reports that homelessness started prior to project enrollment, the project date is essentially
extended back in time to the date reported.
70%
60%
50%
40%
30%
SFY 2015 SFY 2016 SFY 2017 SFY 2018
t Exits to
Permanent
Housing
(Whatcom)
Exits to
Permanent
Housing
(Statewide)
Exits to Permanent Housing: The percent of people who exited Emergency Shelter, Safe Haven, Transitional Housing,
and Rapid Re -Housing projects to permanent housing destinations.
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21
20%
16%
12%
8%
4%
tReturns to
Homelessness
(Whatcom)
Returns to
Homelessness
(Statewide)
0%
SFY 2015 SFY 2016 SFY 2017 SFY 2018
Returns to Homelessness: The percent of people in Street Outreach, Emergency Shelter, Safe Haven, Transitional
Housing, and any permanent housing type projects who exited to permanent housing destinations two years prior to the
reporting period.
65%
55%
tUnsheltered
Entries
(Whatcom)
45%
Unsheltered
35%
Entries
(Statewide)
25%
SFY 2015 SFY 2016 SFY 2017 SFY 2018
Unsheltered Entries: The percent of people served who were unsheltered or had a recent history of unsheltered
homelessness or were fleeing domestic violence.
The above data is reported in Washington State Department of Revenue County Report Cards and is derived from the
statewide HMIS Database. To view updates or compare across counties, visit https:Hpublic.tableau.com/profile/comhau#!/.
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Alignment rf Lc cal Context with Federal and State
Plans
Homelessness is not unique to Whatcom County. Although there
are a unique combination of advantages and disadvantages locally,
the five leading causes of homelessness identified by the National
Alliance to End Homelessness15 are all very important at the local
level as well.
1. Lack of affordable housing
2. Insufficient income
3. Poor health
4. Domestic violence
5. Racism and discrimination
Alignment with other strategic plans (federal, state, and municipal)
ensures that those working to end homelessness are striving to
meet the same goals and objectives, and thus have an additive
effect with this plan.
Federal and State Plans
The Washington State Department of Commerce guidelines require
that Local Plans align with federal and state strategic plans to
prevent and end homelessness. The current federal plan, Home,
Together, was released by the United States Interagency Council
on Homelessness (USICH) in July 2018, and covers fiscal years
2018-2022.11 The Washington State Department of Commerce's
State of Washington Homeless Housing Crisis Response System
2019-2024 Strategic Plan" was released Spring of 2019. Overlap
between the goals, objectives and strategies of these two plans and
our Local Strategic Plan for Whatcom County may be summarized
by the following themes:
• The overarching goal is to end homelessness
• If homelessness occurs, it should be rare, brief, and a one-
time experience
• A systemic response is needed by multiple partners from a
wide range of sectors to end and reduce homelessness
• Equity must be addressed in strategic planning
• The voice of those with lived experience in homelessness
Housing First
Housing First is an approach to connect households
experiencing homelessness to permanent housing
without preconditions to entry. Supportive services
are offered to maximize housing stability and prevent
returns to homelessness as opposed to mandating
treatment prior to entry.
Housing First emerged as an alternative to the linear
approach in which people experiencing
homelessness were required to first participate in and
graduate from short-term residential and treatment
programs before obtaining permanent housing. In the
linear approach, permanent housing was offered only
after a person experiencing homelessness could
demonstrate that they were "ready" for housing. By
contrast, Housing First is premised on the following
principles:
• Homelessness is a housing crisis and can be
addressed through the provision of safe housing.
• All people experiencing homelessness, regardless
of their housing history, can achieve stability in
permanent housing. Some may need very little
support while others may need more intensive and
long-term supports. These supports must be
available to all who wish to participate.
• Everyone is "housing ready;" sobriety, compliance
in treatment, or expunged criminal histories are
not necessary to succeed in housing.
• Many experience improvements in quality of life,
in health, mental health, substance use, and
employment, as a result of achieving housing.
• People experiencing homelessness have the right
to self-determination and should be treated with
dignity and respect.
• The exact configuration of housing and services
depends upon the needs and preferences of the
population.
is critical in seeking solutions for preventing and ending homelessness
• Affordable housing resources must be expanded to end homelessness
• Employment opportunities support housing stability and independence
15 https://endhomelessness.org/homelessness-in-america/what-causes-homelessness/
16 https://www.usich.gov/resources/uploads/asset library/Home-Together-Federal-Strategic-Plan-to-Prevent-and-End-Homelessness.pdf
17 http://www.commerce.wa.qov/wp-contenVuploads/2018/02/hau-strategic-plan-2018.pdf
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23
• Systems should be held accountable through performance standards
• Embrace a Housing First approach that offers behavioral health services but does not require preconditions to
housing
Lccal Plans
Consistency between the Local Plan Update with other local strategic plans builds community momentum to identify and
implement solutions for homelessness locally. The City of Bellingham's Consolidated Plan18, the Whatcom County
Comprehensive Plan19, and the Community Health Improvement Plan20 of the Whatcom County Health Department all
address local housing needs. These local planning efforts identify similar key challenges:
• Whatcom County has a need for additional affordable housing of a wide range from standard type units to innovative
solutions for people with special needs
• Health and housing are inextricably related; substandard housing and homelessness leads to poor health outcomes
and vice versa.
• We need to preserve our existing housing stock and address expiring tax credit projects that risk becoming
unaffordable
• All over Whatcom County, many people are paying more for housing than they can afford
While our Local Strategic Plan to End Homelessness focuses on the explicit goal of ending homelessness, each of the above
strategic plans encompass the vision that Whatcom County is able to offer all residents safe, healthy, and affordable homes. It
is essential that we share a common understanding of why homelessness exists in Whatcom County, and have a shared map
to guide us in engaging in proven strategies and solutions to implement in our community.
Frundaticnal Pillars and Locally -Identified Strategies
Four essential pillars of our homeless housing system that are woven into some or all of the seven strategies of this plan are
described below.
Pillar h Confllabr,ratiocn
Collaboration is a crucial component of the strategies listed below. This plan cannot be successful without broad support
across sectors. We need strong leadership and shared vision to break down silos and organize our resources. Homelessness
is rarely caused by a single barrier to housing, and for most people and families, permanent housing will require multiple types
of support before becoming truly sustainable. For example, obtaining legal identification through LAW Advocates' Access ID
program may be the first of many steps taken before even applying for housing services.
The scale of our challenge demands that we approach our solutions with all hands on deck. We must develop public, private,
and non-profit partnerships and investments with citizens, including people who have had firsthand experience with
homelessness working alongside local public officials, businesses, nonprofits, faith -based organizations, charitable
foundations, and volunteers. As we make progress toward our goal of ending homelessness, we should expect growing
community interest in Plan efforts and the shared belief that it is unacceptable for anyone in our community to be without a
home, and that we can truly end homelessness. Intentional communication about plans, progress, and opportunities will be
important to foster alignment among the many actors involved in ending homelessness.
18 https://www.cob.org/services/housing/Pages/consolidated-plan.aspx
19 http://whatcomcounty.us/1171/Current-Comprehensive-Plan
20 https://wa-whatcomcounty.civicplus.com/2930/Community-Health-Improvement-Plan
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24
Highlight 1. DVSAS and Lydia Place
Since 2015, Domestic Violence and Sexual Assault Services (DVSAS) has partnered with Lydia Place, another local non-profit
agency whose mission is to "disrupt the cycle of homelessness and promote sustained independence" for people living in
Whatcom County. Through this partnership, Lydia Place Housing Case Managers visit the DVSAS Safe Housing Program
shelters and meet with survivors one-on-one. They assist clients to better understand the local housing landscape and identify
safe housing options that best fit the clients' situations. Housing Case Managers work closely with DVSAS Safe Housing
Advocates to help clients make and carry out plans that give them the best chance of achieving stability and independence
upon leaving the Safe Housing Program. For some clients, this plan includes accessing supportive housing programs through
the local Coordinated Entry System and the Bellingham Whatcom County Housing Authority. For others, it means increasing
their income and finding an apartment to rent. For many, it means working to overcome debt, bad credit, poor or nonexistent
rental history, or prior criminal convictions, all of which are barriers to becoming independent renters. Throughout this process,
Lydia Place Housing Case Managers and DVSAS Safe Housing Advocates communicate frequently to make sure that
updates are shared, paperwork is turned in, and mostly importantly, that clients are supported and empowered. In 2018, this
partnership helped make it possible for 64 % of clients to secure stable housing upon leaving the Safe Housing Program.
By DVSAS and Lydia Place forming this strategic partnership, both agencies have been able to provide expert services that
align with their mission and strengths (survivor advocacy for DVSAS and housing case management for Lydia Place),
ensuring that Safe Housing Program residents have access to the best level of care and support possible while on their
journey to safety and permanent housing.
Highlight 2., Mental Health Crurt & Pinneer Human Service's City Gate Apartments
Another successful cross -agency collaboration involving housing programs is the relationship between Pioneer Human
Services, the agency that operates City Gate (a permanent supportive housing facility in Bellingham) and the two local Mental
Health Court programs. Mental Health Court members have pending criminal charges and are diagnosed with a serious
mental illness, usually schizophrenia or bipolar disorder. All are found to be "high risk and high need" as defined by the
likelihood of committing further crimes and the relationship between their mental health symptoms and the criminal behavior.
Most experience substance use issues either at the "severe" level or at a level that negatively impacts their mental health.
Needless to say, access to stable housing is crucial for members' recoveries and for their success in the Mental Health Court
program. A history of homelessness is not uncommon among program participants.
Mental Health Court members are granted access for up to 6 of the 10 re-entry apartments set aside at City Gate for people
involved in the criminal justice system. City Gate staff and the Mental Health Court program manager meet on a bi-weekly
basis to consider referrals, review status and treatment plans of mutual clients, and explore long-term housing plans. Since
Mental Health Court members usually have multiple service providers including mental health, substance use disorder
treatment, housing case managers and others, the Mental Health Court program manager brings together all service providers
in a coordinated plan. The entire treatment and on -site housing team provides weekly updates to the Mental Health Court
program so the individual's successes can be noted and celebrated at court.
Highlight 3. HSSP and Youths (OC, NWYS, Bellingham Schnnl District)
The Homeless Student Stability Program (HSSP) is a partnership between the Opportunity Council, Northwest Youth
Services, and the Bellingham School District. This program is funded by grants from the Department of Commerce and Office
of Superintendent of Public Instruction for the purpose of offering support for unaccompanied homeless students and
homeless families. The objective is to improve educational outcomes for identified students by supporting housing stability.
Case management and housing navigator services provide in -school support, connection to coordinated entry and housing
services, and diversion.
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25
Pillar 2: Quality Assurance
A benefit that we anticipate from growing public interest and cross -agency collaboration is collective accountability and
responsibility. Given the broad array of strategies, it will be necessary to have a multi -tiered governance structure to oversee
and guide Plan efforts, with managers, supervisors, and front-line staff engaged, coordinated, and working towards the same
goals. An engaged public will ensure that this is done transparently and that it remains a top priority. To further guarantee that
programs are implemented as intended and that the plan results in quality services, the Whatcom County Health Department
will use the action plan detailed in the table below.
Quality Assurance Action Plan for Case Management
Actions
Who
Frequency
Milestones
How to measure
success?
Contract
WCHD Housing and Fiscal
Annually or
Monitoring is
No findings issued to
Monitoring
Staff; City of Bellingham;
biennially
conducted as per
partner agencies
partner agencies
funder requirements
Robust training
WCHD; Community
Quarterly
Trainings offered for
Zero grievances filed
provided for
Training Committee;
• Trauma -Informed
against service providers;
housing partners
partner agencies
Care
housing staff reports that
• Harm Reduction
they consider themselves
• Motivational
supported and prepared
interviewing
through available training
Survey WHSC
WCHD
Annually
Partner agencies
Surveys completed by a
partner agencies
complete surveys and
majority of case
share needs and ideas
managers within the
about their work
coordinated entry system
Survey a random
WCHD
Annually
Clients complete
Surveys call attention to
sampling of
surveys to share about
system -wide issues that
partner agency
their experience with
highlight training or
clients
case management
supportive needs
To assist organizations in coordinating service delivery, we need common standards and procedures while at the same time
allowing for agencies to stay true to their missions. The common values and guiding vision needs to be shared and
strategically communicated to the public as well as the participating partners that provide coordinated services. And it will be
important that the work of this plan is reviewed by the very people it is intended to serve. Those who have been homeless in
the past or continue to live without adequate housing need to have their voices heard as this plan and our programs change
over time.
Pillar 3c Case Management
A third pillar that runs through the following strategies is high quality case management services for people experiencing
homelessness, at risk of homelessness, or not yet stable in their new homes. Case management services may be needed
infrequently or daily for households; briefly, for a month or two, or for a lifetime. Case managers throughout the housing
system work diligently in increasingly complex systems to help individuals identify their strengths and overcome the barriers
that led to homelessness. Clients are assisted with navigation of bureaucratic social services and medical systems, accessing
legal counsel, managing difficult relationships, resolving landlord/tenant issues, and making ends meet in the face of economic
disadvantages, among other roles case managers fulfill. Their more pragmatic support might involve taking clients to
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appointments or helping them to fill out paperwork, but they also must deal with behavioral health complications and cultural
stigma that negatively impacts their clients. Case managers are most successful when they benefit from the support of system
administrators, receive high quality training, have reasonably sized and appropriate caseloads, work in positive team -focused
environments, and are recognized in a way that encourages them to stay in their jobs, build experience, increase skills over
time.
The need for additional case management positions in our homeless housing system has long been recognized by funders
and nonprofit housing providers. However, funding levels have been insufficient to fill this gap. Increased capacity of case
management is critical to ensuring an adequate level of support for responding quickly to crisis situations, to providing ongoing
support to help build trust and avoid crises, and relieving strain on current case managers with unreasonable caseloads. More
case management resources would also allow case managers to spend more time with colleagues and make important
connections across the network of social support service providers. Smaller caseloads and more experienced staff are
expected to lead to a decrease in the time it takes households to establish permanent housing, and access essential
resources and supportive services.
One area related to case management in which significant progress has been made is the increasingly intentional manner in
which training has been provided locally and by state partners. A Community Training Committee comprised of Human
Services and nonprofit staff came together in 2016 and began identifying the most critical training needs for direct service staff
in homeless housing programs. In 2017, Whatcom County began assisting with the coordination of and funding for several key
trainings. Maintaining this committee is a challenge due to limited staff capacity, yet efforts made to find quality trainers, who
are vetted by Community Training Committee members and Human Services staff, have paid off as indicated by feedback
forms collected at the events.
Pillar 4c Whatcrm Hameless Service Center
The fourth pillar of support for the following strategies is the Whatcom Homeless Service Center (WHSC), based in the
Opportunity Council, which fulfills a unique role in our local homeless housing system. The primary functions of the WHSC, in
addition to operating the county's Coordinated Entry system (see Strategy 1), are explained below.
Leadership and expertise related to homelessness is provided by the WHSC county -wide. The WHSC Director serves in
leadership roles as Chair for the Whatcom County Coalition to End Homelessness and the Steering Committee for the
Coalition. The WHSC also has a responsibility for ensuring effective functioning of the homeless housing system in Whatcom
County, working with government agencies at the local, state, and federal levels, to maintain a high -functioning system to the
extent possible with available funding. The WHSC serves as a resource for the entire community on homelessness -related
issues.
Data Management is provided by the WHSC, the center for our Homeless Management Information System (HMIS).. Our
local Systems Administrator for HMIS has three primary roles: 1) providing ongoing support and consultation for all local users
of HMIS; 2) offering assistance accessing data reports by partner agencies of HMIS; and 3) monitoring data quality. The
WHSC also assists with coordination of the annual Point in Time Count (PIT) for Whatcom County, which culminates in a
report prepared by the WHSC, providing an analysis of data from the most recent and previous PIT Counts.
Outreach provided by the WHSC Homeless Outreach Team (HOT) connects people experiencing homelessness with
services. The HOT operates primarily in the City of Bellingham, which is the largest city in Whatcom County and the primary
funder for the team. HOT's additional funding from the US Department of Veterans Affairs' SSVF (Supportive Service for
Veteran Families) grant and the Substance Abuse Block Grant's Opioid Substance Use Disorder Program provide for modest
outreach into the county and bring expertise and resources specifically to people with opiate use disorders. Outreach staff is
available five days weekly and engages those new to homelessness, as well as those with a history of homelessness in the
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27
community. Assistance is offered to connect people to community resources, such as the WHSC, shower facilities, medical
care, employment, and income supports. HOT focuses mostly on unsheltered households and encampments, but also does
weekly on -site outreach at the Lighthouse Mission to facilitate check -ins for Coordinated Entry, perform intakes, and to provide
additional resources and referrals. The HOT also provides support for businesses and community members in working
through issues related to homelessness.
Landlord liaison services were implemented in the WHSC in 2017 with funding from the City of Bellingham and the VA's
SSVF grant. The landlord liaison's services are available to anyone, regardless of vulnerability or income, and include:
Recruit new landlords to participate in the homeless housing system by choosing to rent to households exiting
homelessness. This helps to increase the number of units available to people seeking re -housing opportunities.
Maintain existing relationships through support, education, and mediation for tenant disputes. Communication and
mediation from a third party is a positive influence on housing retention.
Assist households experiencing homelessness with housing search and application support through the Housing Lab
program, a weekly drop -in client -driven service that utilizes advocates who help create custom plans to help attain
housing. This service reduces the time it takes for people to find new housing options and can also reduce reliance
on vouchers or rental assistance.
In addition to these three central services, the landlord liaison hosts a weekly Roommate Cafe for adults who are unable to
afford living alone but need help finding good matches for roommates who are in similar positions. This assistance, in effect,
creates arrangements that make housing affordable to people who would otherwise be unable to pay rent for a place of their
own. The low -barrier, cost effective program is open to anyone experiencing homeless or housing instability and does not
require participation in the Coordinated Entry system. A similar program, focused on the growing number of at -risk or
homeless seniors, is the Generations Housing Program that helps seniors find roommates or host homes.
Distribution of rental assistance for some eligible households is available through the WHSC. A wide range of rental
assistance resources are provided to the WHSC through the County and City of Bellingham, along with federal and state
grants. The WHSC works with partner agencies including Catholic Community Services, Lake Whatcom Treatment and
Residential Center, Lydia Place, Northwest Youth Services, Opportunity Council, and Pioneer Human Services to distribute
rental assistance. Unfortunately, the need for these resources exceeds the amount of financial support available. Prioritization
for households most in need of rental assistance is determined through the policies and procedures of our Coordinated Entry
system. Use of a coordinated entry system is the first of seven strategies, which include or are best practices in resolving
homelessness.
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Evidence -Based Strategies
The strategies below reflect a plan of action focused on meeting our goal and objectives. Strategies are evidence -based
practices: tried and true methods that have been proven to affect and sustain changes when implemented correctly. The
seven strategies below were components of the last local plan in 2012, and they will continue to be refined in the future to
include new approaches to homelessness and to meet evolving local needs.
Strategy lc A Centralized PcInt of Entry
Whatcom County works closely with the Whatcom Homeless Services Center (WHSC) to operate a coordinated services
approach for those seeking housing. The coordinated service protocol follows the Housing First approach, which has been
shown to improve mental health and quality of life while decreasing health services use and improving housing stability.21 In
an effective and efficient crisis response system, people are quickly identified, assessed, and connected to housing and
homeless assistance based on their needs and strengths. Standardized tools are used and consistent practices are utilized to
maximize transparency and fair distribution of scarce resources. Participant choice is provided to the greatest extent possible.
Within the array of coordinated services provided by the WHSC, the federal, state, and locally supported Coordinated Entry
(CE) system is a process that aspires to help all people experiencing a housing crisis in a defined geographic area. CE also
makes strong efforts to ensure that all have a fair and equal access to assistance, with that assistance prioritized for those
with the greatest needs. WHSC is the CE lead agency, and provides referrals to partner agencies for individuals or
households that best match the type of housing and supportive services they provide.
Prior to the introduction of the coordinated services approach, households seeking services needed to contact each agency
independently and respond to information requests from each agency. This was a burdensome task, and often required
people to relive trauma repeatedly as they spoke with the many intake professionals around the county. Now, a household can
connect at the community resource center at the WHSC office and in effect, be connected with all of the housing services
available from the entire network of Coordinated Entry agencies. Coordinated Entry evolves based on changing requirements
from funders, community needs, resource availability, partner capacity, and emerging best practices. The Coordinated Entry
lead for Whatcom County is the Whatcom Homeless Service Center (WHSC), a department of the Opportunity Council, which
is a local not -for -profit organization based in Bellingham. A secondary entry point managed by Northwest Youth Services
provides access for youth at a youth -specific provider location, and intakes are also completed by the Homeless Outreach
Team specialists, at the DVSAS safe shelters with Lydia Place staff, at Opportunity Council's East Whatcom Regional
Resource Center, and the Lake Whatcom Residential and Treatment Center. Partner agencies participating in our CE System
in 2019 are listed on a chart found in the Appendix, along with the type of interventions offered and population(s) served.
Partner agencies are nonprofits that specialize in serving Whatcom County residents with a history of homelessness.
One achievement of this strategy since 2012 includes local implementation of the statewide homeless services database, the
Homelessness Management Information System (HMIS), with the majority of CE housing partners. Additionally, an updated
and more thorough risk assessment tool, the Service Prioritization Decision Assistance Tool (SPDAT) was adopted in 2019.
The SPDAT scores those with highest level of vulnerability to be prioritized for housing and services. Community values also
guide CE; families with children, veterans, seniors, and people experiencing chronic homelessness have been prioritized.
Partner agencies providing case management and housing support receive referrals for the population they serve as program
21 Baxter AJ, Tweed EJ, Katikireddi SV, et al. J Epidemiology and Community Health 2019;73:379-387.,
https://iech.bmi.com/contenV'ech/73/5/379.full.pdf
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29
openings occur. There are hundreds of households awaiting housing on the Housing Pool (HP), and case management to
assist those on the HP is limited to families with children and the most vulnerable single adults.
LIneligible, Turned Away Coordinated Entry
Outreach and � Targeted � Housing Pool with or Housing Program
♦System Entry Screening without Case Management with Short or LongTerm Supports
Diversion Services, Housing Private Market Housing —
Lab, Roommate Cafe, etc. No Ongoing Support
This diagram shows the pathways for housing services through the Whatcom Homeless Service Center
In 2018, the most recent year for which we have complete data, there were 1,304 households that received some level of
support at the Whatcom Homeless Service Center. These households included 2,281 individual people.
In the state fiscal year (SFY) of 2018 (July 2017-June 2018), there were 1,698 project entries logged in Whatcom County's
HMIS database. This includes services that range from one-time homelessness prevention funding to medium term Rapid Re -
Housing (RRH) or long-term Permanent Supportive Housing (PSH) programs. The average length of time homeless while
enrolled in programs, but before receiving permanent housing, was 161 days, and 60% of program exits were to permanent
housing situations. Of all the people served, 55% were unsheltered at their time of entry. Of the people who exited to
permanent housing over the last two years, only 10% returned to homelessness.22
Recently, new Coordinated Entry Guidelines have been released by the State Department of Commerce. CE systems
statewide are also being evaluated by the Department of Commerce, and Whatcom County is awaiting a final evaluation
report in response to the evaluation that took place in the summer of 2019.
Coordinated Entry Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Implementation of
WHSC Director and
By end of 2019
n/a
Results of monitoring
revised 2019 CE
Manager; CE Partners
by Commerce; annual
policies
evaluations by WCHD
22 This data is updated annually by the Department of Commerce. Both current and historical data can be found here:
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSVstemPerformanceCountVReportCardsSFY2018/ReportC
and
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W
Establishment of
WHSC Director and
CE Governance
CE Governance
Records of meetings
CE Governance
Manager; WCHD
Committee membership
Committee will be
will be kept by WHSC
Committee
Housing Program;
established by WHSC
formed and active with
Committee members
and approved by WCHD
scheduled meeting
by September 30, 2019
2. WHSC will ensure
Committee will provide
Changes incorporated
Committee meets twice
suggestions to
into CE policies and
annually.
improve coordinated
procedures
entry
Quarterly WHSC
Coordinated by WCHD
Beginning May, 2019
Improved system
County report cards
Partner
and WHSC Director
measures for partner
Coordination
and Manager; CE
agencies
Meetings
Partners
Strategy 2c Rapid Re—Hrusing
Rapid Re -Housing (RRH) helps families and individuals living outdoors, in emergency shelters, or in transitional housing to
obtain permanent housing through a custom package of supportive services and time -limited financial assistance. Households
will typically pay 30% of their income towards rent, and the sponsoring agency will cover the rest of the rent. The model has
shown positive results by helping households exit homelessness permanently. A fundamental goal of RRH is to reduce the
length of time households are homeless.
According to the United States Interagency Council on Homelessness, RRH moves people into permanent housing with costs
that are significantly less than emergency shelter or transitional housing. The high rate of successful transitions that RRH
provides and the absence of permanent subsidies are the key factors that make this such an economical approach. Because
households enter leases directly with landlords, there is no obligation to relocate when rental assistance tapers off. This
makes the transition to independence much easier for the household. The biggest challenge for RRH in Whatcom County is
the lack of suitable units that are affordable to the households after the subsidies are discontinued. For households unable to
acquire full time employment with adequate pay, or struggle to pay prior debts, keeping up on rent remains a challenge.
Core components of RRH include finding available units, financial assistance for rent and move -in costs, and case
management and other supportive services that promote housing stability. This is colloquially referred to as a "find, pay, and
stay" model. Services are always voluntary and respectful of people's right to self-determination.
Who is served? RRH serves more people than any other intervention type. Eligible families and individuals can receive RRH
if they can live independently and maintain a lease.
Partner agencies providing RRH in Whatcom County include Catholic Community Services, Lydia Place, Northwest Youth
Services, and the Opportunity Council.
Number served, cost, and length of time served: The table below provides information on these measures from the last
two State Fiscal Years.
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Whatcom County Rapid Re -Housing Data for State Fiscal Years 2018 and
2019
SFY 2018
SFY 2019
Total Households served in RRH (service began or continued from previous year)
492
539
Total Households Entries in RRH (service began)
389
344
Households Entering from Unsheltered Homelessness
300 (77%)
235 (68%)
Households Entering from Sheltered Homelessness
71 (18%)
83 (24%)
Households Entering from Institutions
17 (4%)
22 (6%)
Total Exits from RRH
347
397
Exits to Permanent Housing
255 (73%)
261 (66%)
Exits to Sheltered Homelessness
12 (3%)
15 (4%)
Exits to Unsheltered Homelessness
11 (3%)
46 (12%)
Exits to Institutions
2 (1%)
2 (1%)
Exits to Unknown Destinations
48 (14%)
56 (14%)
This information is derived from data entered into the Homeless Management Information System by partners
participating in Coordinated Entry in Whatcom County. Updates can be found online by accessing the
Washington State Department of Commerce's Housing Assistance Unit dashboard:
https://public.tableau.com/profile/comhau#!/.
Strategy 3c Permanent Supportive Housing
Permanent Supportive Housing (PSH) is a housing intervention based on the Housing First Model in which homes are
provided for people who would otherwise be unlikely to maintain stable housing. PSH offers housing combined with supportive
services for people with a history of chronic homelessness. In order to be
considered as CH two requirements must be documented: First, that the Chronic Homelessness
Often the public face
individual has a disability. Secondly, the individual must have a documented
chronic homelessnesss involves either
history of homelessness for at least one year or on at least four occasions long-term (12+ months) or repeated
(which totaled at least 12 months) in the last three years. Deep subsidies may periods of homelessness (totaling 12+
be provided for rental assistance. Although the experience of homelessness months over three years) as well as a
can lead to health problems or make existing physical and mental illnesses disability. People experiencing chronic
worse, PSH has been shown to improve physical and mental health and homelessness may be sheltered or
reduce the need for expensive treatment services. People's lives improve unsheltered, and they are considered
dramatically with PSH and the community benefits too. PSH is designed to the least likely to self -resolve theirexperience of homelessness.
meet the long term needs of homeless individuals and families who have been
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32
chronically homeless using the Housing First model, which does not require any preconditions to housing or participation in
supportive services. PSH interventions in Whatcom County may be provided in a staffed "single -site" facility or in unstaffed
"scattered site" units. The increase of PSH units in Whatcom County has been among our greatest assets developed since
our last Local Plan Update in 2012.
Chronic Homelessness was identified as a likely (though unverified) characteristic of 165 unaccompanied households during
the January 2019 Point In Time Count. This represents more than a 50% increase in the three preceding years and highlights
a need that is growing faster than resources. An exciting opportunity to use federal funds (Foundational Community Supports)
to sponsor care for these households may play a critical role in reversing the trend of a growing population of chronically
homeless individuals.
In January of 2019, the Whatcom County Point In Time Count identified 514 households experiencing homelessness. At the
same time, an additional 350 formerly homeless households were enrolled in Whatcom County's permanent supportive
housing programs, according to our Homeless Management Information System data. These 350 households included 530
household members who would likely have remained homeless were it not for the permanent supportive housing programs.
In the spring of 2019, when the most recent county -wide survey of housing resources was conducted, there were 365 project
beds in permanent supportive housing projects for people with disabilities and another 213 beds for people without diagnosed
disabilities. The total cost of administering these programs, including both the facilities and services, was approximately
$4,012,160. Looking at just the units dedicated for people with disabilities, and the fact that the more robust service need
necessitates higher spending levels, it's not surprising that the price per unit is significantly higher. The total operating and
service expenditures to house this population totaled $3,661,247 in State Fiscal Year 2019, which amounts to just over
$10,000 per bed year.
A 2017 study conducted by RAND Corporation found that similar interventions (high intensive permanent supportive housing)
in Los Angeles County provided net savings to their communities of approximately 20% while improving the lives of the
individuals they housed. Cost savings were primarily attributed to fewer ER visits, fewer inpatient hospital stays, and reduced
outpatient visits as well as decreased use of financial assistance for indigent adults.23 If comparable savings are found in
Whatcom County, the 365 beds dedicated to PSH would have generated positive economic externalities (social, legal, and
medical) of approximately $732,250 ($2,000 per person) above the cost of providing the services. In other words, for every
$100 spent serving this population, $120 of benefit is returned to the community.
The state and locally -funded Consolidated Homeless Grant's primary performance measure for PSH is the exits to or retention
of permanent housing. The 2018 State Fiscal Year baseline for Whatcom County was a 93% retention rate, which is a
remarkable percentage for those members of our community with lengthy histories of homelessness and a disability. The
more intensive support provided for people in PSH may be a significant reason for the high percentage of retention of and
exits to permanent housing for this subpopulation. In the 2019 State Fiscal Year, this retention rate increased to 97%, a
reduction of more than 50% in the negative discharges and putting Whatcom County's rate above the state average of 95%.
PSH has clearly seen success for some of our most vulnerable people in the community.
23https://www.rand.org/contenVdam/rand/pubs/research reports/RR1600/RR1694/RAND RR1694.pdf
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Strategy 44 Increase the Supply cf Affrrdable Hcusing
Housing is considered affordable when rent or mortgage expenses account for no more than 30% of gross household income.
People are considered severely cost burdened when they pay 50% or more of their gross income for housing. Transportation
needs must be considered when providing affordable housing because it is critical for connecting people to jobs, schools,
health care, and child care. Many of the more affordable places to live in Whatcom County require households to incur greater
expenses associated with commuting, both financially and in terms of their time. One measure, the Housing and
Transportation Affordability Index, considers housing as affordable if the combined housing and transportation costs are less
than 45% of household income.
Although eviction and housing loss are cited by a large number of Point In Time respondents as factors leading to
homelessness, the rate is particularly high for single parent households with children. This group in particular appears to be
strongly impacted by financial constraints exacerbated by high housing costs. When surveyed for the Point In Time count,
single parent households reported below average rates of mental illness, substance abuse, and other disabilities compared to
the general homeless population, but struggle to maintain housing nonetheless. One contributing factor is likely the high cost
of childcare in Whatcom County, which was found to have among the least affordable childcare in Washington State.24
Housing affordability is the product of two distinct factors: the price of rent, and the tenant's income and ability to pay. One
way to shrink the gap between ability to pay and price of rent for many households is through rental assistance programs that
subsidize some or all of the household's rental payments. The Bellingham Housing Authority uses funding from HUD to issue
rental vouchers to eligible households to the greatest extent possible. Another source of federally funded rental assistance is
to the HOME Consortium of Skagit, Whatcom, and Island Counties. This consortium allocates federal funds to the Opportunity
Council for use outside of the City of Bellingham in Whatcom County, as well as locations in most of Skagit and Island
Counties. The City of Bellingham also provides HOME -funded and local Housing Levy -funded rental assistance to the
Opportunity Council, Lydia Place, and NWYS as part of or in addition to services contracts that support clients with case
management.
The need for affordable housing is acknowledged by local officials in Whatcom County. In the first half of 2019, the permitting
office at the City of Bellingham issued permits for 450 new units, which is on track to surpass the 785 permits issued in all of
2018 and 578 in 2017.25 At the same time, the Small Cities Caucus of Whatcom County has formally expressed interest in
using local Economic Development Investment funds to renew (and increase) funding for the Homes Affordable For The
Workforce program. In 2018, City of Bellingham residents approved an initiative to renew and strengthen a tax levy that will
provide a variety of housing -related supports for at least ten more years. The smaller cities of Whatcom County however have
not found support for these types of programs and may need more support from county government to address the needs that
exist in their communities too, albeit at a smaller scale. This need for affordable housing in rural areas of Whatcom County
persists, and is addressed in the action plan that follows.
A number of local groups and agencies have organized to address the challenge of our affordability crisis. Not -for -profits, such
as Whatcom Skagit Housing, Habitat for Humanity, and Kulshan Community Land Trust have contributed greatly to the
24 https://childcareawarewa.org/wp-contenYuploads/2019/05/2018-Affordability-Analysis-by-County-2019-04-08-FINAL.pdf
25 https://www.cob.0rg/services/permits/Pages/activity.aspx
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34
construction and retention of housing affordability for aspiring homeowners. The Whatcom Housing Alliance, a broad alliance
of public health, economic development, housing development, and private business owners is working to advance diversity
and affordability throughout Whatcom County.
The City of Bellingham sponsors a down -payment assistance program for first time homebuyers with modest incomes and
makes use of both federal HOME funding and local funding derived from their housing levy to support low-income renters. The
City of Bellingham also funds a grant program through the Opportunity Council that offers health and safety repairs for
residents of mobile home parks. This grant allows residents to retain their existing affordable housing, and the city is currently
assessing potential planning, zoning, and funding strategies to further support mobile home parks over time.
Affordable Housing Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Prepare for expiration of federal
WCHD and
By end of
Plan developed to help
Households losing
affordable housing requirements at risk
community
2020
households maintain
affordability protections
of losing affordability requirements
partners
tenancy or to relocate
do not become
without entering
homeless as a result
homelessness
Conduct needs assessment to measure
WCHD and
By end of
Needs assessment
Strategy developed that
the need for farmworker housing
community
2020
complete and
will address housing
together with identified community
partners
recommended
needs of farmworkers in
partners that work with this community
interventions compiled
Whatcom County
Partner with organization(s) to conduct
WCHD and
By end of
Needs assessment
Strategy developed that
a needs assessment and explore the
community
2020
complete and
will address housing
need for rural housing together with
partners
recommended
needs of residents in
identified community partners, such as
interventions compiled
rural Whatcom County
the Opportunity Council's East
Whatcom Regional Resource Center
Federal HOME Consortium funding
WCHD,
By end of
HOME Consortium
An increased proportion
contributes to affordable housing
Consortium
2020
funding is used to support
of the Consortium
development or acquisition in Whatcom
partners,
down payments for first-
funding is used to
County
and local
time homebuyers or to
support rural or small
housing
provide rental assistance
city Whatcom
agency
to low-income renters
households
Apply annually for a Community
WCHD staff
Annually
A block grant is awarded
Grant spending will be
Development Block Grant from the
for a project based in
accompanied by reports
Washington State Department of
Whatcom County; Project
that quantify number of
Commerce that support affordable
increases supply of
households supported
housing in Whatcom County (outside of
affordable housing in
by the grant
Bellingham city limits)
Whatcom County
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35
Strategy 5c Heamelessness Prevention and Diversion
Although the most urgent priority of our homeless housing system is to assist the most vulnerable who have lost their homes,
some resources are used to divert and prevent certain households from ever becoming homeless or from returning to
homelessness. Homelessness prevention and diversion are key components in an effective homeless crisis response system,
as they can ultimately reduce the size of a community's homeless population.26 According to the National Alliance on Ending
Homelessness, prevention can help households avoid homelessness by preserving their current housing situation, while
diversion assistance helps people seeking shelter by helping them identify alternatives and supportive services available.27
The Substance Abuse and Mental Health Services Administration (SAMHSA) reports that research indicates prevention
interventions are more cost effective than assisting people after homelessness occurs.28 Examples in which these two
interventions are offered by local housing partners are described below.
Diversion is typically used for families with children or seniors that need briefer and less intensive assistance. Short-term case
management and services are offered to help the household identify available resources to find an affordable and safe home
or maintain stability in the home where they currently reside. The diversion case manager uses practical methods to steer
families away from homelessness, which may include advocacy with landlords, or negotiated agreements with an amiable
relative that has housing available. Diversion is intended to be used as a first response in working with families experiencing
housing instability.
The Opportunity Council reported in 2019 that a grant -funded diversion program they implemented from 2017-2018 had a
69% success rate in keeping households from being added to the Housing Pool, primarily by relying on their own resources
and social support networks. The program served approximately 50 households per year and managed to divert more than
half without any direct financial assistance. This diversion program, funded by the Seattle non-profit, Building Changes,
through a 3-year nonrenewable grant, came to an end in the summer of 2019.29 The 80% success rate for participant
diversion from homelessness over the 3 years this program operated and relative low cost of administration firmly established
it as an important program to maintain in our local continuum of care. The non-renewable grant was so successful that the
Opportunity Council moved other funding from traditional homeless prevention to continue the important work of diversion into
the future. While there will be a gap in funding that was formerly used to cover rent shortages formerly targeted with
prevention funding, the impact and efficacy of diversion was deemed too valuable to let expire.
In 2019, the City of Bellingham began funding a new diversion program delivered by the Opportunity Council that assists
seniors experiencing homelessness and families with children who are at risk of homelessness. This diversion program is
intended to re -house households and support housing stability without relying on other more conventional, longer -term
programs. The program offers flex funding, deposit assistance, and case management for as many as 72 households,
including 36 households that include seniors, and 36 households that include children.
County funding from the Consolidated Homeless Grant (CHG) also began supporting a family diversion program in mid-2019,
which primarily offers deposit assistance. Previously, CHG funding had been used for prevention. Other resources are used
locally to provide additional prevention funding for veterans as follows:
• The Veteran's Assistance Fund (VAF) assists eligible veterans with eviction prevention using local veteran -specific
funding
26 https://www.usich.gov/resources/uploads/asset library/Prevention-Diversion-Rapid-Exit-July-2019.pdf
27 https://endhomelessness.org/ending-homelessness/solutions/crisis-response/
28 https://www.samhsa.gov/homelessness-programs-resources/hpr-resources/housing-shelter
29 https://buildingchanges.org/strategies/diversion
A Home For Everyone 2019
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36
• A large federal grant awarded to the Whatcom Homeless Service Center, referred to as the Veterans Affairs'
Supportive Services for Veteran Families (SSVF), also offers prevention resources for veterans.
The Whatcom Homeless Service Center reports that from 2011-18, a total of 735 total client households were served with the
VAF and/or the SSVF program, including 328 households who were re -housed and 407 households who received homeless
prevention services.
From a wider perspective, there are many other ways of preventing homelessness further upstream, such as an adequate
supply of affordable housing, offering vocational and financial skills, and sufficient behavioral health services. For the
purposes of an effective homeless crisis response system, however, interventions generally focus more narrowly on
households who are already on the brink of experiencing homelessness.
Strategy Ft Interim Housing
Interim housing is the general term that describes both emergency shelters and transitional housing. Emergency shelters are
usually easier to access and are intended for shorter durations than transitional housing, but there is a wide range of
approaches to this type of shelter. For purposes of the Point In Time Count and official definitions used by HUD and the
Department of Commerce, individuals staying in emergency shelters and transitional housing continue to be homeless until
they're able to find a more permanent housing arrangement. Emergency shelters may operate on a night -by -night basis and
require shelter users check in each evening. Most night -by -night shelters allow users to stay for as many nights as necessary.
Other emergency shelters may limit stays to 90 days and encourage shelter users to find new housing resources as soon as
possible. Transitional housing placements may last as long as two years before participants are required to move. When stays
in transitional housing reach their limits, residents are required to move to a different residence, and therefore are still
considered homeless while in transitional housing. For more detail about Whatcom County's interim housing, please refer to
the appendix.
Interim housing resources are best used in support of the bigger goal of helping people get into permanent housing as quickly
as possible. Time spent in emergency shelters or transitional housing units can be used to prepare individuals or families for
independent or supported living. Often, those using interim housing shelters need time to connect with economic or medical
services, resolve legal issues, and/or connect with other community supports. Because the current housing stock is unable to
meet the demand for immediate housing for all, these interim programs are a resource for people waiting for longer term
placements. However, because people served in these programs remain in a state of homelessness and because these
programs are much more costly than rapid re -housing, precisely targeting people for these services is a must.
Significant changes have occurred in the need and availability of shelter beds in Whatcom County since the last Local Plan
Update, and offering beds to the unsheltered homeless population remains an urgent priority for the community. The largest
interim housing provider in Whatcom County is Lighthouse Mission Ministries (LMM), which houses approximately 250 people
at any given time in various arrangements ranging from low -barrier night -by -night shelter, to residential interim housing options
as part of longer -term programs. In the fall of 2016, LMM opened a low -barrier shelter, and increased their capacity to serve
an additional 80 individuals beyond what already existed in the community. They have since been able to increase this
number further, and have been willing partners with other agencies and organizations who have stepped up to help those
experiencing homelessness, especially during the winter when local capacity to provide shelter is severely strained. LMM's
primary facility that hosts shelter beds has an interim permit that will expire at the end of 2022, putting urgent pressure on the
need to find permanent shelter facilities that offer adequate capacity, as well as space for hygiene facilities and other social
and health services.
A Home For Everyone 2019
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37
As shown in the appendix, LHM is one of a number of providers that participate in interim housing services, but the demand
for shelters is far from being met in Whatcom County. The Point In Time Count of January 2019 identified nearly 300
individuals who were unsheltered in Whatcom County. And while it's true that some of these individuals do not wish to stay in
shelters, it's also likely that there are many more unsheltered individuals in Whatcom County that were not counted. In 2018 a
group of elected officials and community stakeholders attempted to identify a site for a permanent night -by -night shelter in
Bellingham but was unable to find a location that met all of their criteria. Increasing the capacity of existing shelters and adding
additional shelters for populations with special needs remain priorities for the local community. In the near -term, work is being
done to establish sites and develop policies for severe weather shelters that will operate on an as -needed basis when weather
presents life -threatening conditions, and to add additional capacity throughout the winter months when those in need would
otherwise be turned away when all available beds are expected to be filled.
The Consolidated Homeless Grant's performance measure for Interim Housing is the percent of exits to permanent housing.
The SFY 2019 baseline is 38% for emergency shelters and 66% for transitional housing. The Whatcom County rates are 32%
and 52% respectively, indicating room for improvement in our interim housing projects. The target is an increase of 5% for
each intervention by June 30, 2020.
Strategy 7c Ecc noc mic Security
While circumstances vary, the main reason people experience homelessness is because they cannot find housing they can
afford. Loss of a job, medical bills, or other emergency expenses can lead to inability to pay the rent, then eviction, and
eventually homelessness. For the past several years, during the annual Point In Time Count, household economic factors
topped the list of reasons for homelessness; those being the inability to pay rent or mortgages, and job loss.
The good news is that while economic insecurity is a significant factor as a cause of homelessness for many, the strategy of
creating economic security provides a way out of homelessness and supports people at risk of homelessness. Providing
services to help people increase workforce skills, build assets and manage income, maximize their earning potential,
accessing affordable housing, and avoid financial disruptions (such as large medical bills) are effective at preventing or ending
homelessness for many.
In Whatcom County, economic security for those experiencing homelessness can be increased through a myriad of pathways.
However, programs designed to connect people to employment need to respond to the concurrent needs of people who have
been or still are homeless. Examples of this type of support offered in the community follow.
Income/Employment
Resources related to increasing income and employment or providing financial stability in Whatcom County includes:
Programs to Improve Economic Stability
Vocational
Food and
Financial
Direct Financial
Physical and Behavioral
Focus
Training and/or
Basic
Planning /
Support (SSI /
Health Care for People
Population
Supported
Needs
Financial Literacy
SSDI)
Experiencing
Employment
Homelessness
Youths (13-17)
1,9
1
1
10, 11, 12
Youths (18-24)
1, 2, 3, 4, 5, 9
1,2, 5
1, 2, 6, 7
5
10, 11, 12
Veterans
2, 3, 4, 5
2,5
2, 6, 7
5, 13
10, 11, 12
A Home For Everyone 2019
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Adults
2, 3, 4, 5
2, 5
2, 6, 7
5
10, 11, 12
Seniors
2, 3, 4, 5
2,5
2, 6, 7
5
10, 11, 12
People with
1,2, 3, 4, 5, 10
1,2, 5
2, 6, 7
5
10, 11, 12
Disabilities
1. Northwest Youth Services
8.
Department of Children, Youth, and Families
2. Opportunity Council
9.
Job Corps
3. WorkSource
10.
SeaMar
4. Goodwill
11.
Unity Care NW
5. Department of Social and Health Services
12.
Compass Health
6. Whatcom Asset Building Coalition
13.
Whatcom County Health Department's Veterans
7. Whatcom Dream
Office
Health Management's Role in Financial Stability Economic security can also be strengthened with affordable health care
by reducing costs and improving health and capacity for work. Two federally qualified community health centers serve a high
number of those experiencing homelessness in Whatcom County.
• Unity Care Northwest offers a full range of health care services in Bellingham and Ferndale. Payment is based on a
sliding fee scale for uninsured patients or with high deductibles and co -pays. Psychiatric care and mental health
specialists are available, as well as health coaching, dental care, and general medical care.
• Sea Mar Community Health Center offers similar services, along with long term care services and Health Care for the
Homeless. The Health Care for the Homeless program, available in Bellingham, includes case management, migrant
outreach, shelter outreach, food vouchers, community voice mail, and bus and shower passes, among other
services.
Economic Security Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Support federal, state, and local
WCHD,
Continuous
Local priorities and ideas
Whatcom County
policies that contribute to the economic
interested
are included in new policy
Coalition to End
wellbeing of low-income populations
community
agendas
Homelessness
and reduce homelessness; connect
members,
meetings include time
interested community members with the
WLIHA
for policy suggestions
Washington Low Income Housing
at least once per year
Alliance (WLIHA)
Organize a resource fair that connects
WCHD and
Once
Resource fair held in 2021
Number of attendees
case management staff and other
community
every two
and number of
interested professionals to learn about
partners
years
participating
various organizations working in
organizations that
Whatcom County to promote economic
table at the event
opportunities and stability
A Home For Everyone 2019
Page 43 of 67
39
Statewide G!zal and Qbjectives
Washington State is adopting the 2018 federal strategic goal to end homelessness and the federal criteria and benchmarks for ending homelessness for each
subpopulation. This plan is required to include the five objectives that have been adopted by our state partner, the Department of Commerce. While the objectives
and measures of success are mandatory components of the local plans, the methods by which we achieve success are created specifically for Whatcom County.
This local methodology encompasses the actions, responsible parties, timeline, milestones prior to 2022, and how success will be measured in the charts under
the following five objectives. The seven strategies of our local plan, included in an earlier section, support the accomplishment of these objectives.
Objective 1: Quickly identify and engage people experiencing homelessness under the state definition, and all unaccompanied youth
under any federal definition, through outreach and coordination between every system that encounters people experiencing
homelessness.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior
to 2022
How Success Will
Be Measured
1.1 Street Outreach will
1.1 a Increase training
1.1 a WCHD;
1.1 a 3-4 local
1.1 a Trainings will
1.1 a % exits to
increase the percentage of
opportunities for outreach and
WHSC;
trainings
occur according to
positive outcome
exits to positive outcome
day center staff in behavioral
Street
offered annually
timeline; all staff
destinations
destinations to the level of the
health care, community
Outreach
for outreach
working in outreach
increase by 2%
top performing 20 percent of
resources, trauma informed
staff; NWYS
workers
will receive training
annually and by at
homeless crisis response
care, motivational interviewing,
staff at
beginning in
in at least 3 areas
least 5% between
systems nationwide.
& harm reduction strategies, to
Ground Floor.
2020
listed by the end of
1/1/20 and 6/30/22
give them tools to support
each calendar year.
people moving indoors.
Page 44 of 67
Measure of Success
Action
Responsible
Timeline
Milestones Prior
How Success Will
Parties
to 2022
Be Measured
1.1 b Increase use of
1.1 b WCHD;
1.1 b Annual
1.1 b Reduction in
1.1 b PIT annual
emergency shelters by
City of
increase in # of
proportion of
report on
expanding the total capacity,
Bellingham;
shelter beds
unsheltered
sheltered/unshelter
improving accessibility,
partner
and in
households by 2%
ed;
expanding choice, and
agencies
proportion of
annually and a
HMIS;
improving quality of stay
providing
people who are
minimum of 6% by
Annual Report (# of
shelter
homeless that
2022; provide more
ES units reported)
stay in
case management
emergency
to increase
shelters; and
availability of PSH
fewer people
unsheltered
1.2 Compliance with state and
1.2a Conduct annual
1.2a WCHD
1.2a Annual
1.2a Full
1.2a Data quality
federal Coordinated Entry
evaluations of policies and
& WHSC;
evaluations of
compliance with
scores on County
Data Collection requirements
make adjustments as
WA State
CE by WCHD
contractual
report cards show
in order to build and maintain
necessary with guidance by
Dept. of
due in
obligations and
consistent
active lists of people
Commerce; receive technical
Commerce;
February;
Commerce and
improvement on
experiencing homelessness
assistance by Commerce in
providers
monitoring of
HUD requirements
annual basis
and to track the
continuing to build and
using HMIS
CE by
homelessness status,
maintain active lists as practice
Commerce
engagements and housing
evolves
placements for each
household.
1.3 Increase share of
1.3a Increase engagement of
1.3a WHSC,
1.3a Annual
1.3a At least 60%
1.3a County report
individuals served who are
unsheltered population and
Street
improvements
will enter from
cards; HMIS data
entering services from
collect data to capture
Outreach
unsheltered
unsheltered homelessness to
transitions into shelters
agencies,
homelessness
at least 60%
WCHD,
shelter
providers
Ell
Page 45 of 67
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior
to 2022
How Success Will
Be Measured
1.3b Coordinated Entry system
1.3b WHSC,
1.3b Quarterly
1.3b At least 60%
1.3b County report
to hold meetings for Street
Street
Meetings
will enter from
cards; HMIS data;
Outreach and Referral
Outreach
unsheltered
partner data
Specialist staff to review
agencies,
homelessness
progress of unsheltered
WCHD
receiving housing
Where we are now:
Program directors from Coordinated Entry partners have traditionally met on an as -needed basis to address system challenges as they are identified. Regular
meetings with this team, as have been recently scheduled, are anticipated to improve coordination and make this system more efficient.
The table to the right shows the total number of people on the Housing Pool in January of each of the last five years. Although the number has generally
decreased since a high 2017, it remains above a realistic number of who can be served in a reasonable time. Additional measures will be taken to reduce the
number of people placed on the Housing Pool list who are unlikely to be served, thereby conveying a more realistic expectation among people in need of services.
According to Point In Time Counts, the ratio of unsheltered individuals has been increasing over time. The average percent
of unsheltered individuals was 28% from 2008-2011, but rose to 44% from 2016-2019. Services for people experiencing
unsheltered homelessness will be a priority. This includes both outreach efforts and the myriad of factors that can lead
unsheltered individuals and households to choose to stay in shelters instead of alternative and less healthy arrangements.
Although the drop from 2018's PIT to 2019's PIT count of unsheltered homelessness fell by 23%, continued attention and
effort will be required to decrease the number further. Measuring the unsheltered population and the movement from
unsheltered to sheltered locations is particularly challenging in our community because there are gulfs between data
collected at the largest shelter (LMM's Drop -In Center), the Homeless Outreach Team (HOT) field staff, and the Homeless
Management Information Systems.
While the HOT focuses their efforts on unsheltered individuals and households in the field, a day center for homeless
youths provides drop -in services for the county's youths and young adults at a set location. The Ground Floor was
developed by the First Congregational Church of Bellingham in partnership with Northwest Youth Services. This day center was extensively remodeled from an
underused basement in 2018 and began operating in early 2019. The Ground Floor provides access to free laundry machines, free essential needs (hygiene
items, clothing, food, etc.), private bathrooms and showers, study spaces, and quiet rooms for rest and regrouping. Staff is available to offer support, and to
connect youth with other resources necessary to end homelessness. Ongoing operations of the Ground Floor are made possible by funding from the City of
Bellingham. A further expansion of the hours, services, and resources currently offered at the Ground Floor as additional funding becomes available would have a
positive impact on young people presently experiencing homelessness or at risk of becoming homeless.
Average number of
active households
Year
on Housing Pool
(January)
2015
487
2016
659
2017
686
2018
512
2019
524
Cyr
Page 46 of 67
One area of renewed commitment has been to provide trauma -informed care and harm reduction for front-line staff to increase their skills when work with people
who have experienced trauma or may struggle with behavioral health disorders. This is expected to improve outcomes for the unsheltered and/or isolated
households in Whatcom County as a result of more positive interactions working with agency staff and better communication of needs. Funding has been set
aside by the Whatcom County Health Department specifically for training community workers who work directly with individuals experiencing behavioral health
disorders.
Number of Unsheltered Individuals
500
400
300
200
100
0
2008 2010 2012 2014 2016 2018
Figure 9: Number of individuals experiencing unsheltered homelessness during Point In Time counts (2008-2019).
Ratio of Unsheltered Homelessness
50%
40%
30%
20%
10%
0%
2008 2010
2012
2014
2016
2018
Figure 10: Percent of people experiencing homelessness who are unsheltered during Point In Time counts (2008-2019).
43
Page 47 of 67
Rate of Homelessness in Whatcom County
0.50%
0.40%
0.30%
0.20%
0.10%
0.00% '
2008 2010 2012 2014 2016 2018
Figure 11: The Percent of Whatcom County residents experiencing either sheltered or unsheltered homelessness during Point In Time counts
(2008-2019). The rate of homelessness was 0.29% in Washington State in 2019 and 0.17% nationally in 2018 (most recent available data).
Vrlylfl OI rrumudrn rdrLlGlpdfll5
Rapid Re -Housing Origin of Program Participants
1
■ Institutional Setting
Unsheltered
Homelessness
■ Sheltered
Homelessness
■ Permanent Housing
Interim Housing
1
68
Unknown V 60
This graphs show the previous housing arrangements for households entering into Rapid Re -Housing (left) and Emergency Shelters or Transitional
Hrnisinn (rinht) diirinn Rtatp Ficral Ypar gn19
Page 48 of 67
Objective 2: Prioritize housing for people with the greatest need.
This objective refers to people living unsheltered, in emergency shelters, and in transitional housing. Implementing changes so our system enables people to
move quickly into permanent housing is not only a cost -saving and humane measure, but achieves what people want - a home of their own. The primary
mechanism for housing prioritization is our Coordinated Entry system operated by the Whatcom Homeless Service Center. A standardized assessment,
OrgCode's Service Prioritization Decision Assessment Tool (SPDAT)30, is in use to objectively determine the level of need among households requesting services.
As program openings occur, level of need is used to prioritize services for eligible households.
Measure of Success
Action
Responsible
Timeline
Milestones Prior to
How Success Will
Parties
2022
Be Measured
2.1 Compliance with state
2.1 a Review
2.1 a WHSC &
2.1 a Quarterly
2.1 a Quarterly
2.1 a Data quality
and federal Coordinated
requirements with
WCHD
meetings will be held
reports show
Entry requirements for all
project staff regularly
with new staff
consistent
projects receiving federal,
beginning in 2020;
improvement;
state and local homeless
annual meeting with all
monitoring by
funds
HMIS active staff by
WCHD and
2020; new governance
Commerce results
committee meets
in no findings or
biannually beginning in
issues.
2020
2.2 Revisit the Coordinated
2.2a Implement
2.2a WCHD,
2.2a WCHD,
2.2a Number of youth-
2.2a Point In Time
Entry Core Element
recommendations in
WHSC &
WHSC & NWYS
headed households in
reports
recommendations and the
consultation with local
NWYS
will meet annually
Point In Time counts
Office of Homeless Youth's
youth services
to respond to
decreases
Five Recommendations for
provider; assess need
changes; decision
Making Coordinated Entry
for additional access
to implement
Work For Youth and Young
points for CE for youth
recommendations
Adults annually
made by 2/1/20.
2.3 Successful
2.3a Update
2.3a WHSC
2.3a New tool in
2.3a SPDAT 4.01
2.3a A detailed
implementation of
assessment tool to
use for select
assessments complete
assessment is
prioritization policies for all
more accurately
populations by
for majority of highly
available for
projects receiving federal,
determine needs and
end of 2019
vulnerable households
placements in
state and local homeless
improve referrals
on housing pool list
services/program
funds, resulting in
from the housing
30 https://d3n8a8pro7vhmx.cloudfront.neVorgcode/pages/313/attachments/original/1479850999/SPDAT-v4.01-Single-Fillable.pdf?1479850999
45
Page 49 of 67
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior to
2022
How Success Will
Be Measured
prioritized people
pool list for the
consistently housed in a
majority of
timely manner
prioritized
households
2.3b Streamline
2.3b WCHD,
2.3b New referral
2.3b Regular meetings
2.3b Fewer
referral process and
WHSC
process in place
to discuss referrals
negative outcomes
communication
by end of March
with all relevant
for clients in
between CE lead and
2020
agencies
programs
partner agencies
2.3c Increase the
2.3c WCHD,
2.3c Increase to
2.3c Maintain level of
2.3c County report
percent of system
WHSC, partner
60% by
unsheltered entries at
cards from
entries for households
agencies
06/30/2020
60% or higher
Department of
who were previously
Commerce
unsheltered or fleeing
domestic violence to
60%
Where we are now:
The prioritization of services and resources for people in need is an ongoing challenge. Different opinions, perspectives, and values exist along a continuum.
Funding requirements from HUD and the Washington State Department of Commerce require that the most vulnerable - those with the greatest needs - are
prioritized for services because they are most likely to suffer the greatest harm as a result of being turned away from services. Much of the state and federal
funding spent locally is designated to support people who are experiencing chronic homelessness, which is both 12 months or more of homelessness either
continuously or in four or more episodes over the last three years, and the presence of a professionally recognized (and documented) disability. On the other end
of the spectrum, others are quick to point out that a greater number of people could be served if resources were spread more thinly for those who need
significantly less support- so called "light touch" populations. There are also strong opinions in support of specific special populations - homeless youths, seniors,
families with young children, veterans, individuals with medical complications, people with developmental disabilities, and for people with mental illness. Because
the needs of the community so greatly dwarf the resources devoted to resolving homelessness, conflicting values about prioritizing those resources will persist.
The Whatcom County Health Department's housing program budget is funded with seven distinct revenue sources, each with its own set of eligible expenses and
household eligibility criteria. Details about revenue, expenditures, and eligible uses of funds are available on the Whatcom County website, from the Washington
State Department of Commerce, from HUD, in Washington State Administrative Code, and in the Revised Code of Washington. Where flexibility exists, the health
department strives to gather input from diverse stakeholders that work in housing -related fields, from elected officials, from open public meetings of the Whatcom
County Housing Advisory Committee, from the general public, and from people who have the lived experience of homeless.
M.
Page 50 of 67
Objective 3: Operate an effective and efficient homeless crisis response system that swiftly moves people into stable permanent housing.
For people who experience homelessness, their time without housing is often traumatic, dangerous, and fraught with significant risks to their health. For these
reasons, as well as others, it is important to strive to make these homeless experiences as brief as possible. To quickly re -house an individual or family there must
be effective outreach, accessible intake processes, and program capacity to enroll new clients.
A key challenge in program capacity has been the scarcity of vacancies and cost of rentals, as detailed on page 11. Many programs struggle to exit households
from interim housing or ongoing case management, and rising rents have made it very difficult to continue to expand RRH programs that require rental assistance.
State Fiscal
Year
Average number of days spent
homeless before housing provided
2015
81
2016
112
2017
172
2018
161
Table 1: Time spent homeless in any living arrangement
before being housed
State
Days in Interim Housing
Days in Interim Housing
Fiscal
before enrollment in
before enrollment in
Year
Permanent Housing
Permanent Housing
Projects (mean)
Projects (median)
2018
126
63
2019
93
44
Table 2: Length of time in emergency shelters or transitional housing before
obtaining permanent housing. This does not include time spent unsheltered or
in an emergency shelter or transitional housing facilities that does not
participate in Washington State's HMIS data system.
It is encouraging to see the length of time decrease in the two tables above from 2017 through present, but it does not capture the experience of all people facing
homelessness. According to the 2019 Whatcom County Point In Time Count Report, roughly 20% of the people counted in 2019 were also counted in 2018, and
11 % were also counted in 2017. This means that 20% of the people (about 140 individuals) were in roughly the same position they had been in full year ago.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior to
2022
How Success
Will Be
Measured
3.1 Increase percentage of
3.1 a Implement
3.1 a WHSC,
3.1 a TBD
3.1 a TBD
3.1 a TBD
exits to permanent housing to
recommendations from CE
WCHD
the level of the top performing
assessment
20 percent of homeless crisis
3.1 b Improve referrals to
3.1 b All
3.1 b
3.1 b Increased
3.1 b County
response systems nationwide.
better match needs of clients
agencies
Continuous
percent exits to
Report Cards;
participating in
permanent housing
HMIS data from
HMIS
by 2% annually from
WHSC
2019 to 2022
El
Page 51 of 67
3.1 c Improve exits to
3.1 c WCHD,
3.1 c
3.1 c Increase system-
3.1 c County
permanent housing from all
partner
Continuous
wide average or
Report Cards
programs by 5% by
agencies
successful exits to
06/30/2020
70%
3.2 Reduce returns to
3.2a Build partnerships with
3.2a WCHD
3.2a
3.2a Increased
3.2a Quarterly
homelessness after exits to
behavioral health providers
Continuous
number of clients
reports from PSH
permanent housing to less
and expand access to
accessing BH
facilities; County
than 10 percent
behavioral health services
services
Report Cards
3.2b Strengthen landlord
3.2b WHSC
3.2b
3.2b Annual housing
3.2b ILL Monthly
liaison program
Continuous
related contacts from
reports
ILL program increased
3.2c Reduce returns to
3.2c WCHD,
3.2c
3.2c Returns to
3.2c County
homelessness to 5% or less
WHSC, partner
Continuous
homelessness will
Report Cards
by 2024
agencies
reduce to 7% or less
3.3 Reduce average length of
3.3a Increase case
3.3a WCHD
3.3a When
3.3a Average length
3.3a County
stay in temporary housing
management to decrease size
and case
funding is
of stay in ES and TH
Report Cards;
projects to less than 90 days.
of caseloads as funding
management
available
decreases
quarterly reports
allows
partners
from agencies
3.3b Respond quickly to
3.3b WCHD; all
3.3b
3.3b Reasons for
3.3b Analysis
lengths of stay in excess of 90
relevant ES
Quarterly
extended stays are
conducted to
day; develop permanent
case
documented in client
determine causes
housing plans within 14 days
management
and agency files
of long stays;
after client enters interim
and shelter
reduction in
housing
providers
average # of days
spent in ES and
TH projects
Page 52 of 67
Objective 4: Project the impact of the fully implemented local plan on the number of households housed and the number of households
left unsheltered, assuming existing resources and state policies.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones
Prior to 2022
How Success Will
Be Measured
4.1 An estimate of people experiencing
4.1 a Update
4.1 a WCHD
4.1 a By
4.1 a
4.1 a Tool attached
homelessness that will be housed during
modelling tool
September 01,
Completed
as appendix to this
2024 after successful implementation of the
provided by
2019
plan update and
local plan using existing resources, and the
Commerce with
subsequent
count of households left unsheltered at a
latest numbers to
updates
point in time in 2024, based on credible
improve accuracy
4.1 b Make annual
4.1 b WCHD
4.1 b By
4.1 b Annual
4.1 b Annual
data and research; including the data
assumptions, calculations, and related
adjustments in
September 1 St
updates
updates will
citations necessary for outside parties to
response to
of each year
include updated
review and reproduce the estimate
variations from
2020-2024
appendix
predictions
The model provided by Department of Commerce predicts that the number of unsheltered homeless households will decrease by 24 over the next five years if
demographics and housing costs remain stable, given the current performance of our crisis response system. However, even modest growth in population and
rents will reverse the predicted decrease. The table below highlights six potential population and rent scenarios:
Predicted change in
Annual funding increases required to
Population Growth
Rent Growth
number of unsheltered
offset inflation (price of service
(annual %)
(annual %)
households in 2024
delivery) and to overcome scenario's
increase of population and rent prices
Scenario 1
0
0
-24
$111,272
Scenario 2
0
3
-8
$192,364
Scenario 3
1.5
3
+27
$312,275
Scenario 4
1.5
5
+59
$463,883
Scenario 5
1.5
8
+112
$693,359
For reference, the population growth rate in Whatcom County has been about 1.5% over the last decade. The year -over -year increase in Whatcom County rent
value, according to Zillow was 6.4% in July of 2019. An annual growth rate of 5% has been the average since 2012.
The predictions of the model are using the assumption that performance targets for emergency shelter, transitional housing, and rapid rehousing are met.
Specifically, the percent of households exiting to permanent housing from these three interventions should be 50%, 80%, and 80%, respectively, and the returns
to homelessness for the same three interventions should be 10%, 5%, and 5%. Although these targets have not yet been achieved, Whatcom County is on track
49
Page 53 of 67
to meet them in the coming years. The current yearly total of successful housing interventions is 729; meeting the above performance targets would increase that
number to 831.
Objective 5: Address racial disparities among people experiencing homelessness.
To better understand the impact of race on homelessness and access to services, the following analysis was derived from questions posed by the Washington
State Department of Commerce and data collected in 2018.
1) How does your county compare to other like size counties in the state? Are any groups over or underrepresented in the homeless population?
a. In Whatcom County, people who belong to minority groups are over -represented among people experiencing poverty, and over -represented
even more so among people experiencing homelessness. Although white people make up 86% of the population and 78% of people
experiencing poverty, they account for only 68% of those identified during the most recent Point In Time Count. In families with children, white
people made up only 48% of the people experiencing homelessness.
b. The Native Americans/Alaskans make up only about 3% of the county's population, but they account for 5% of people in poverty and 16% of
people experiencing homelessness. These disparities are larger still within families with children experiencing homelessness, where Native
American/Alaskan individuals accounted for 31 % of all the people in families with children who were experiencing homelessness.
c. Black people make up a small percent of the county, and are only 2% of the people living in poverty. Still, they make up 4% of people
experiencing homelessness.
d. For multi -racial or those who do not identify as white, black, Native American/Alaskan, or Asian/Pacific Islander, there are also elevated rates of
homelessness beyond what poverty ratios would predict, but this is seen only among families with children. The "Other/Multi-Racial" group
makes up 10% of those in poverty, but 15% of the homeless families with children population.
e. Single -parent households with children are disproportionately headed by a female parent. Nationally, single mothers account for about 80% of
the single -parent households; however they were identified as 93% of the single -parent households during the Point In Time Count.
2) In PIT counts, are there significant differences between sheltered and unsheltered counts?
a. For people without children, race appears to play only a very small role in access to shelter. Although white people make up 68% of the people
experiencing homelessness in Whatcom County, they account for a larger percent (73%) of people who are unsheltered. This means that
people of racial minorities are able to (or choose to) access shelter at a slightly higher rate than their white peers. This phenomenon is more
pronounced among families with children, where we see white people make up 48% of the population, but account for 58% of those who are
unsheltered.
3) Are there specific local or state conditions that might lead to these differences?
a. The most startling data here suggests that Native American/Alaskans in poverty are three times more likely to become homeless than others
who are in poverty. And although this population is just 5% of the county's people experiencing poverty, they account for 31 % of the people in
families who are experiencing homelessness. Specific local conditions that may be contributing to this, as well as possible corrections need to
be researched; this will be a topic for discussion in the new Coordinated Entry governance body.
Page 54 of 67
Measure of Success
Action
Responsible
Timeline
Milestones Prior to
How Success Will Be
Parties
2022
Measured
5.1 Completion of an
5.1 a Include analysis in
5.1 a WCHD,
5.1 a By
5.1 a Completed
5.1 a Analysis included
initial analysis using
this document
Steering
September 01,
in this plan and
a racial equity tool
Committee of
2019
subsequent updates
and data provided
Coalition to End
by Commerce.
Homelessness
5.1 b Revisit analysis and
5.1 b WCHD
5.1 b By
5.1 b Annual updates
5.1 b Annual updates
make adjustments annually
September 1st
will include updated
of each year
appendix
2020-2024
5.2 Reduce
5.2a Provide training for
5.2a WCHD with
5.2a At least
5.2a Training program
5.2a Annual training
disparities in
partner agency staff on
Partner Agencies
one annual
in place
activities;
homelessness seen
equity and cultural
training
HMIS and PIT Count
in the Point In Time
competency
specifically on
Data will indicate fewer
Count for people of
equity
disparities in data
color, LGBTQ, and
reporting on successful
formerly
exits to PH and housing
institutionalized
retention
individuals
5.2b Require contractual
5.2b WCHD with
5.2b Included in
5.2b Increase in # or %
5.2b Quarterly reports
partners of WCHD to
Partner Agencies
contracts/amen
of households from
submit annual plan on how
dments by
minority groups that
they intend to work toward
01/01/2021
receive permanent
reduction in disparities in at
housing, and retain
least one identified group
housing for 6 months
with disparities; provide
and 1 year.
opportunities for more
suggestions from partners
51
Page 55 of 67
5.2c Develop criteria for
5.2c WCHD and
5.2c WCHD
5.2c Assessment tool
5.2c Decrease of time
CE assessment that
WHSC
and WHSC and
modified to account for
spent in housing pool
recognizes barriers for
partners will
systemic prejudice that
for people that belong to
people of color, LGBTQ,
discuss and
adds barriers to housing
groups facing disparities
formerly institutionalized
decide on this
for minority groups
in rates of
individuals and other
by 06/01/2020.
homelessness
groups that face disparities
in rates of homelessness
5.2d Analyze hiring and
5.2d WCHD with
5.2d Analysis of
5.2d Hiring and
5.2d New efforts to
recruitment practices of
Partner Agencies
hiring practices
recruitment policies
recruit from minority
partner organizations to
completed by
include considerations
populations will be
determine if outreach to
12/31/2020
to attract staff that
documented and
populations with
reflects the population
reported in annual
inequitable outcomes in
being served
updates
housing can be improved
5.2e Fill position for Tribal
5.2e WCHD
Position will be
Tribal Representative
List of attendees in
Representative on
housing staff
filled by
will be present for
minutes will include
Whatcom County Housing
06/01/2020
majority of meetings
Tribal Representative
Advisory Committee
52
Page 56 of 67
Girssary
Affordable Housing — Housing is considered "affordable" when a household pays no more than 30% of their
gross income towards housing, inclusive of utilities.
Chronically Homeless — A subset of the homeless population that has been homeless either for the last 12+
months, or homeless several times over the past three years adding up to 12 months or longer. People who
have experienced chronic homelessness are the primary participants in permanent supportive housing projects.
CoC — Continuum of Care (CoC) is a HUD designation for a jurisdiction that receives federal grants for housing
programs. In Washington State, the five most populous counties (King, Snohomish, Pierce, Spokane, and
Clark) constitute their own CoCs, while the rest of the counties (including Whatcom County) form a sixth CoC
called the Balance of State.
Commerce — The Washington State Department of Commerce is the primary state -level funder for housing
assistance in Washington State. There are three offices in particular that support people experiencing
homelessness, the Office of Family and Adult Homelessness, the Office of Supportive Housing, and the Office
of Homeless Youth.
Coordinated Entry — A system that allows people seeking services to have a single point of entry for all
participating agencies. This eliminates the need to visit and register with several agencies across the county. A
list of people seeking services is used to connect households with agencies that provide services.
Diversion — A relatively brief service that helps households creatively solve housing crises without formal
engagement in the coordinated entry housing system. Households that use diversion services typically will
relocate to a new living situation but will not losing housing altogether.
ES — Emergency Shelter (ES) is any type of site that houses individuals or families on a temporary basis. Some
shelters are reserved for specific populations, such as women fleeing domestic violence or for minors, while
others are available for any adult seeking shelter. People using emergency shelters, regardless of their length
of stay, are still considered to be homeless.
HMIS — The Homeless Management Information System is a database that keeps statistics about housing
services and clients. Information from Whatcom County is connected to other counties and used by Department
of Commerce and HUD to analyze performance of each county and Continuum of Care. Data entry is required
of agencies that receive funding from the Whatcom County Health Department and for all programs receiving
state or federal funds.
Housing Pool — The "housing pool" serves as a quasi -wait list that matches individuals seeking services with
appropriate programs. Households in the housing pool are organized by eligibility status, housing needs and
vulnerability.
HUD — The United States Department of Housing and Urban Development (HUD) is a funder for many housing
subsidy programs delivered locally and the primary funder of the Whatcom County and Bellingham Housing
Authority.
Partner Agencies — Non-profit organizations that receive funding from local, state, and/or federal sources and
implements programs that serve populations experiencing and/or at risk of homelessness. Many of these
organizations also collect private contributions at fundraising events and benefit from significant volunteer
support. As a condition of public funding, these agencies must record data in HMIS and populate their
programs primarily through referrals from the WHSC.
Page 57 of 67
PH — Permanent Housing (PH) can be subsidized or paid at market rate. PSH and RRH program participants
are considered to be in permanent housing and no longer homeless.
Prevention — A program that provides stopgap funding for households in imminent risk of eviction or housing
loss. Unlike diversion services, prevention usually helps families maintain their housing without having to
relocate.
PSH — Permanent Supportive Housing (PSH) is a service that combines rental subsidies with ongoing case
management support. PSH is offered either in single -site facilities that provide on -site staff to assist tenants, or
in scattered -site locations that may be integrated into neighborhoods.
Rapid Re -Housing — A rental subsidy that generally lasts for about two years. Households receiving rapid re-
housing (RRH) are expected to develop financial independence over the two year period and take over rent
payments at the completion of the program. These tenants have leases with their landlords and typically remain
in the same housing unit after the subsidy ends.
Referral — A referral for a client is issued by the WHSC when partner agencies identify a vacancy or additional
capacity. When requested for a referral, the WHSC accesses the Housing Pool to determine the most
appropriate household to refer to the requesting agency.
SPDAT — The Service Prioritization Decision Assistance Tool is used to determine the level of vulnerability of
applicants for housing services. The result of this assessment helps determine the most appropriate service for
the household.
TAY Triage Tool — This version of the SPDAT is designed specifically for transition -aged youths (TAY). It helps
determine the needs of young adults aged 18-24 and is used both for Northwest Youth Services and Whatcom
Homeless Service Center intakes for client in that age range.
TH — Transitional Housing (TH) is a temporary arrangement that is expected to provide subsidized housing for
up to two years. Unlike RRH, transitional housing tenants are not protected by leases and are expected to
move out to a different home at the end of the program. While in TH, households are still considered to be
homeless.
WHSC — The Whatcom Homeless Service Center is the lead agency for Coordinated Entry in Whatcom
County. It disperses rental assistance funding and fills referral requests when partner agencies have vacancies
in their programs.
54
Page 58 of 67
Appendix Ac Interim Hrusing In Whatvam Ccunty
As of early 2019, the number of year-round emergency shelter or transitional housing beds for men, women, and children in
Whatcom County was approximately 700. In practice, due to household configurations, the total number of individuals that can
be sheltered is typically less, although temporary shelters are used during the winter months and motels can be used to add
capacity when necessary. Because many of the organizations that provide shelter do not participate in county -wide data
sharing, the number of people in shelters at any given moment is generally not known.
Interim housing operated by partner agencies that work with the Whatcom Homeless Service Center and/or receive funding
from the City of Bellingham or Whatcom County Health Department:
Domestic Violence and Sexual Assault Services (DVSAS)
o DVSAS's Safe Housing Program provides emergency, confidential shelter to individuals and families fleeing
domestic violence. Survivors are housed in three buildings at two locations in Bellingham, one for families
and two that are limited to adult women. Survivors can be screened through the DVSAS office in downtown
Bellingham or over the 24-hour helpline, and can enter the shelter immediately. Shelter stays are typically
limited to ninety days, and motel stays are available for survivors who do not identify as female.
• Interfaith Coalition
o Interfaith Coalition uses several houses and housing units to provide emergency shelter and transitional
housing for families. These units are located in Bellingham, Ferndale, and Blaine. The goal for the
emergency shelter units is to move families into permanent housing within 90 days, however this
demographic and the expense of housing families make this target very challenging. Transitional housing
units allow for stays up to two years in length. Entry to these units is through Coordinated Entry.
Lydia Place
o Lydia Place operates a small transitional housing facility with room for five households (women with or
without children). Households may stay up to a year, but often move on after only a few months. This facility
is located in Bellingham. Lydia Place also provides motel stays to be used as emergency shelter on an as -
needed basis for families. Entries to Lydia Place's transitional housing program are facilitated by
Coordinated Entry.
• Northwest Youth Services
o Northwest Youth Services operates a Positive Adolescent Development (PAD) program for up to eight
minors aged 13-17 that is available on an emergency basis directly through Northwest Youth Services. They
also operate an eight -bed emergency shelter for youths aged 18-24. Both shelters limit stays to 90 days and
are located in Bellingham. Transitional housing is available for youth at scattered site units with case
management support available.
Sun Community Services
o Sun Community Services operates a nine bed emergency shelter called Sun House in Bellingham.
Residents there are expected to limit their stays to 90 days, although these stays are extended on a case -
by -case basis when necessary. Their beds are filled through the Coordinated Entry referral process, and
their focus is primarily on single adults with serious mental illness.
• Whatcom Homeless Service Center
o The Whatcom Homeless Service works with Opportunity Council's Community Services division to provide
emergency motel stays primarily for families with children on an as -needed basis.
• YWCA
o The YWCA in downtown Bellingham provides both emergency shelter and transitional housing for a total of
36 single women. Entry to this facility is through the Coordinated Entry system.
55
Page 59 of 67
Interim housing operated by agencies that do not work with the Whatcom Homeless Service Center and/or receive funding
from the City of Bellingham or Whatcom County Health Department:
• Engedi Refuge Ministries
o The Engedi Refuge works with women who are survivors of sex trafficking. They house up to six women at
a time at a facility in Lynden without limits on length of stay. Entries to the refuge come through the
Washington Anti -Trafficking Response Network.
• HomesNOW.!
o The HomesNOW! organization operates a tiny -home encampment of 15 units on a temporary basis in
Bellingham. Entries to this encampment are screened by HomesNOW! staff with consultation from the
Bellingham Police Department. This organization intends to expand in the coming years and add operations
outside of Bellingham. There is no specific limit to length of stay.
• Lighthouse Mission Ministries
o The Lighthouse Mission's Drop -In Center, in Bellingham, is the largest emergency shelter in Whatcom
County. The Lighthouse also operates a transitional housing program for single women and for women with
young children and another for single men. There is no limit on the number of nights a person may stay at
the Mission.
• Lummi Housing Authority
o The Lummi Housing Authority operates a temporary housing facility for tribal members on the Lummi Indian
Reservation called Sche'leng'en Village. This project provides housing and wrap -around services for 30
families. Entry is through the Lummi Housing Authority and residents must comply with clean and sober
policies before admittance. There is no limit on length of stay, but the residencies are not expected to be
permanent for most households.
• New Way Ministries
o New Way Ministries provides housing for 23 families in Lynden, Washington. Applications for entry are
made directly with the facility.
Lummi Stepping Stones
o Lummi Stepping Stones provide emergency shelter in two facilities on the Lummi Indian Reservation. They
provide beds for up to 51 individuals and entries are through the Stepping Stones organization directly.
Lummi Victims of Crime
o Lummi Victims of Crime is a domestic violence support agency that operates on the Lummi Indian
Reservation. They provide emergency shelter for up to five individuals.
56
Page 60 of 67
Appendix M C^rrdinated Entry Programs
Whatcom Homeless Service Center: Coordinated Entry System Partners
Partner Agency
Intervention Type
Population Served
Catholic Housing Services
Permanent Affordable Housing
Low-income adults and families
Catholic Housing Services
Permanent Supportive Housing with 24-
Chronically homeless single adults; some young
hour On -site Staff
adults
Catholic Community
Services
Case Management
CH single adults
DVSAS
Emergency Shelter
Survivors (families and singles) of domestic
violence
Interfaith Coalition
Emergency Shelter
Families with children experiencing
homelessness
Interfaith Coalition
Transitional Housing
Families with children experiencing
homelessness
Lake Whatcom Residential
Permanent Supportive Housing
Chronically homeless individuals with mental
and Treatment Center
illness
Lydia Place
Transitional Housing
Families with children
Lydia Place
Case Management
Families with children; some singles
Lydia Place
Rapid Re -Housing
Families with children
Lydia Place
Long Term Support (No disabilities
Bellingham Housing Authority project -based
required)
voucher holders
Mercy Housing
Permanent Affordable Housing
Low -Income senior households
Northwest Youth Services
Emergency Shelter
Youth and young adults
Northwest Youth Services
Rapid Re -Housing
Families with children
Northwest Youth Services
Transitional Housing
Youth and young adults
Northwest Youth Services
Case Management
Youth and young adults
Opportunity Council
Case Management
Families with children and small number of
singles
Opportunity Council
Permanent Supportive Housing
Chronically homeless single adults and single
adults with children
Opportunity Council
Transitional Housing
Homeless families with children
Opportunity Council
Rapid Re -Housing
Families with children; veterans; aged, blind, or
otherwise disabled adults
Opportunity Council
Emergency Shelter
Homeless families with children
Pioneer Human Services
Permanent Supportive Housing with 24-
Singles re-entering the community from
hour On -site Staff
institutions; Veterans; chronically homeless
Emergency Shelter with 24-hour On -site
Single adults with serious mental illness
Sun Community Services
Staff
discharged from correctional and mental health
facilities or unsheltered
Sun Community Services
Permanent Supportive Housing
Chronically homeless single adults
Emergency Shelter and Transitional
Single women experiencing homelessness and
YWCA
Housing with Daytime On -site Case
often history of domestic violence
Manager
57
Page 61 of 67
Appendix Cc C!zunty Reccmmendatice ns tc the State
• Create legislation to limit the application and move -in fees that increase the cost of securing housing;
prohibit excessive and/or repetitive fees for background checks.
• Eliminate unnecessary reporting requirements and regulations for counties to allow county staff time to
focus on implementation of system improvements, increased support to partners, and monitoring contract
compliance.
• Support counties to use local document recording fees without tying use of the fees to CHG requirements.
This provides opportunities for counties to respond effectively to the unique local combination of factors that
drives homelessness.
• Seek input from counties before assigning funding requirements for a specific population. For example, the
Permanent Supportive Housing funding in the CHG and the ending of TANF specific funding may not be as
helpful for Whatcom County as general CHG funding, which allows for more varied uses.
• Consider legislation that would create consistency and factor in special needs when clearing homeless
encampments from public property.
• Consider legislation that would revise sitting and lying in public ordinances to create safe alternatives for
people without homes.
• Provide funding that can be used to install public bathrooms or urban rest stops to enable better hygiene
and health outcomes for people without homes.
• Sanction and support safe parking or camping areas that promote security, stability, and healthy conditions
conducive to exiting homelessness.
• Create limits or regulations relating to escalation of rent without improvements or justification.
• Provide more oversight resources to better enforce fair housing laws; provide legal support to applicants
who have been illegally discriminated against to bring lawsuits against landlords who break the law.
• Gradually taper withdrawal of social service benefits to avoid abrupt benefit cliffs.
• Fund complete behavioral health and medical services that are accessible for indigent people with mental
illness, and support the inclusion of these services in supportive housing programs and operations.
• Create legislation to ban the use of criminal history as criteria that may deny housing to an individual, much
like the "ban the box" legislation for job applications.
• Fund an increase of accessibility of legal support services for survivors of domestic violence who wish to
separate from spouses and free themselves from their ex-partner's debts.
• Add contextual flexibility to the criteria that define chronic homelessness or other eligibility restrictions, and
develop systems for exceptions that would increase efficiency and effectiveness of the homeless housing
system for people in unique situations or who are unable to produce specific types of documentation.
Page 62 of 67
Shelter Bed Capacity in Whatcom County
2019-2020 Winter Season
2020-2021 Winter Season
Actions taken to increase capacity
This winter season, there are over 500 shelter beds operational, of those beds 239 are low barrier beds that do not require enrolling
in any programs.
During the 2019-20 winter season severe weather shelters were activated for 9 nights total.
During that time the highest capacity of shelter use of all available shelters was 212 people on 01/13/20.
The City of Bellingham spent $50,000 on motel stays for the 2019-20 winter season and has designated $100,000 for the 2020-21
season. WCHD increased their winter motel stay totals from $21,300 in 2019-20 to $200,000 in 2020-21.
*The 280 beds is a conservative estimate of the year-round emergency shelter beds provided by DVSAS, Interfaith Coalition, LMM, NWYS, Sun
Community Services, and the YWCA. These beds are available regardless of the season.
Page 63 of 67
Whatcom County & City of Bellingham's Homeless Housing System 2021
Drop -In Shelter
Specialty Shelter
Providers
Providers
Lighthouse
Sun, DVSAS, Interfaith
Mission, Faith-
Coalition, NWYS, OC,
based Orgs
Lydia Place, YWCA,
Rental Assistance &
Eviction Prevention
OC, Lydia Place,
Northwest Youth Services
Permanent Supportive
Pioneer Human Services, OC,
NYWS, Lydia Place, Catholic
Community Services, Sun,
Lake Whatcom Center
Case Management Providers Coordinated Entry & System Support
Lydia Place, Opportunity Council, Northwest Opportunity Council / Whatcom
Youth Services, Catholic Community Services Homeless Service Center
Page 64 of 67
2021 Contract Housing Budget
Updated 01/26/21
121100
122200
122300
122900
122800
122600
114
124112
127100
Lrd
Contract
2060
Recording
Fees -
Homeless
Commerce-
CHG
CHG-
PSH/CHF
Shelter
Grant
ESG
Commerce -
HEN
Vets
Hsg BH
Fund
MH Millage
Hsg
General
Fund
US Treasury
Grant
Annual Total
CCS CM
295,310
9,912
305,222
CCS Francis Place PSH
6,500
238,916
1
245,416
DVSAS - Suvivor Shelter ES
37,500
37,500
Interfaith - Family ES Shelters
19,409
19,409
Lake Whatcom Center - Master Leasing
25,000
25,000
LMM - Base Camp Rent + Furniture
492,104
4,584
1 496,688
Lydia Place - Facility O&M
15,133
15,133
Lydia Place - Shelter Grant (Motel)
81,760
25,468
107,228
Lydia Place -CM
28,490
149,734
25,780
114,529
3185533
NWYS - CM
187,028
81,714
2685742
NWYS - Ground Floor DC
50,000
85,000
1355000
NWYS - PAD ES
52,500
16,958
45,542
1155000
OC C/M
174,163
200,370
26,543
142,153
5435229
OC HEN
1,611,846
1,611,846
OC HSC Admin Ops, Motels, R/A
24,788
288,472
232,396
971,245
76,500
15593,401
OC Leasing Specialist
30,520
38,970
695490
OC Partnership House (Trans)
7,168
75168
OC Point -in -Time Count
5,827
5,827
OC Rental Assistance (T-RAP)
6,800,000
65800,000
Opp Council 22 North PSH
62,795
203,084
9,900
275,779
Pioneer Human Svcs -City Gate PSH
77,713
112,219
290,392
9,975
490,299
Sun Commuinty - Sun House
132,872
54,760
67,608
85,155
340,395
Sun Community I -Street
31,000
31,000
Whatcom Housing Assoc - Housing Wk
5000
5,000
YWCA Operations (ES)
1 20,0001
1
1
1
1
1 20,000
YWCA Shelter Grant (Senior ES)
91,5961
1
1
1
1
1 91,596
Total Housing Sub Contracts
246,900
154625239
499,268
52,323
6655460
1 1,4745365
1 1,611,846
1 76,500
1 800,000
2005000
85,000
1 65800,000
1 13,9735901
I:\HS\Housing\Budget Documents\2021 Drafts\2021 WCHD Housing Budget Overview 1/27/2021
Page 65 of 67
2021 WCHD budget of Emergency Solutions Grant — COVID
1. Catholic Community Services — Case Management ($19,824)
a. ESG-CV funds support a case aide who will work part time to finalize paperwork and
stabilize new clients temporarily residing in motels while waiting for placement in
permanent housing. Funding also provides for a cell phone, phone service, and laptop
for that case aide.
2. Lydia Place — Case Management ($114,529)
a. Funding contributes primarily to staff, including housing case managers and housing
program supervisor who work to promote stability in newly housed households.
3. Lydia Place — Shelter Grant ($25,468)
a. Funding supports part time staff to provide case management for families with children
staying in motels. Motel rooms are paid with shelter grant while the ESG funding
provides services for families in the motels and a small amount for phone service and
office supplies.
4. Northwest Youth Services — Case Management ($81,714)
a. Funds support housing case managers that promote stability in young adult population
transitioning out of homelessness.
5. Northwest Youth Services — Ground Floor Day Use Center ($50,000)
a. Funds support case management services at day use center for homeless young adults
interested in engaging with the housing system and other social services.
6. Opportunity Council — Case Management ($142,153)
a. Funds support case managers who work with singles and families who are waiting for
housing placements, temporarily residing in motels, and adjusting to permanent
housing.
7. Opportunity Council — Whatcom Homeless Service Center ($971,245)
a. Funds provide rental assistance for households moving into permanent housing,
financial support for the prevention of evictions for at -risk households, the cost of
renting motels for vulnerable families, and a small amount for case management and
data coordination.
8. Sun Community Services —Sun House Emergency Shelter ($54,760)
a. Funds support case management and social service connections for adults with mental
illness and a history of institutionalization while staying at the emergency shelter.
9. YWCA— Emergency Shelter Alcove Program ($20,000)
a. Funds support staff who work with nine guests residing in the emergency shelter
alcoves to stabilize their health and connect with broader social and housing services. A
small amount of funding is for supplies and equipment, including technology, sanitation,
and household supplies.
10. Lighthouse Mission Ministries — Base Camp Support ($4,584)
a. A small amount of funding will contribute towards the purchase of improved, durable
beds.
Page 66 of 67
AFFORDABLE HOUSING GOVERNMENT FUND SOURCES
Bellingham HOME Fund
Affordable and Supportive Housing Fund
Skagit Home Consortium
Down Payment Assistance
Tax Credits
Bellingham Whatcom Housing Authority
Shelter + Care Vouchers
$4 million annually
up to $680,000 annually for 20 years
Variable
Variable
Variable
Variable
Page 67 of 67
Whatcom County
Agenda Bill Report
File Number: AB2021-082
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360)778-5010
File ID: AB2021-082 Version: 1 Status: Discussed
File Created: 01/25/2021 Entered by: SMurdoch@co.whatcom.wa.us
Department: Health Department File Type: Discussion
Assigned to: Council as the Health Board Final Action: 02/02/2021
Agenda Date: 02/02/2021 Enactment M
Primary Contact Email: Sterlingc@ccsww.org
TITLE FOR AGENDA ITEM:
Public Health Advisory Board Report
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
See attachment
HISTORY OF LEGISLATIVE FILE
Date: Acting Body: Action: Sent To:
02/02/2021 Council as the Health Board DISCUSSED
Attachments: Discussion Form - PHAB Update (2-2-2021)
Whatcom County Page 1 Printed on 2/6/2024
HEALTH BOARD
Discussion Form
February 2, 2021
AGENDA ITEM #: 2
PRESENTER: Sterling Chick, PHAB Chair
BOARD ACTION: Action Item ® Discussion FYI - Only
Changes in PHAB
• After an incredible job of chairing PHAB the past year, Dr. Chi-Na Stoane
has left PHAB
• At the January 7t" meeting, PHAB elected Sterling Chick as Chair and
Steve Bennett as Vice -chair
• Two new members were put forth: Dr. Amy Harley to represent Health
Care Access & Quality and Jacob Anderson to represent Community
Member with Lived Experience
2021 PHAB priorities — the theme is inequity
• The Child & Family Action Plan launched the creation of a Child and
Family Well Being Task Force. PHAB elected Sterling Chick to serve as
PHAB's representative.
• PHAB formed a subcommittee on Racial Equity for the following tasks:
identify ways to support county government in advancing racial equity,
review GARE resources, and consider ways to advance the spirit of the
resolution within PHAB policies and membership recruitment. Leah
Wainman, Steve Bennett, and Lindsey Karas volunteered.
• COVID-19: PHAB is concerned about how unequally the pandemic is
affecting the residents of Whatcom County. PHAB is interested in
regular updates about vaccine availability and about how COVID affects
behavioral health, food and housing security, and access to medical care
as the true wreckage left by the pandemic becomes clearer.
BOARD ROLE / ACTION REQUESTED
• Discuss as needed
Whatcom County
' ll HEALTH
Department
Whatcom County
Agenda Bill Report
File Number: AB2021-083
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360)778-5010
File ID: AB2021-083 Version: 1 Status: Discussed
File Created: 01/25/2021 Entered by: SMurdoch@co.whatcom.wa.us
Department: Health Department File Type: Discussion
Assigned to: Council as the Health Board Final Action: 02/02/2021
Agenda Date: 02/02/2021 Enactment #:
Primary Contact Email: adeacon@co.whatcom.wa.us
TITLE FOR AGENDA ITEM:
Update on Homelessness by Health Department Housing Staff
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
See attachment
HISTORY OF LEGISLATIVE FILE
Date: Acting Body: Action: Sent To:
02/02/2021 Council as the Health Board DISCUSSED
Attachments: Update on Homelessness Discussion Form (2-2-2021), 2019 Whatcom County Local Housing Plan
Update (2-2-2021), Shelter Bed Capacity in Whatcom County (2-2-2021), Whatcom County
Homeless Housing System Diagram (2-2-2021), 2021 WCHD Housing Budget Overview (2-2-2021),
ESG Services (2-2-2021), AFFORDABLE HOUSING GOVERNMENT FUND SOURCES (2-2-2021)
Whatcom County Page 1 Printed on 2/6/2024
HEALTH BOARD
Discussion Form
February 2, 2021
AGENDA ITEM # :
PRESENTER: Barbara Johnson-Vinna, Chris D'Onofrio, Ann Beck, Anne Deacon
BOARD ACTION: Action Item ® Discussion FYI - Only
The Health Department's Housing Program oversees program planning and
administration of multiple funds that support a continuum of services focused on
reducing homelessness, as well as promoting the addition of affordable housing units.
Funding comes from federal, state and local sources, each with its specific
requirements for use. The use of local funds is guided by state statutes.
The "Local Plan to End Homelessness" outlines the strategies the county employs that
have proven to be effective in achieving stable housing for people who were previously
homeless. Strategies include Coordinated Entry into the system, Case Management,
Eviction Prevention, and Housing Placements. The county also supports shelter
programs, which can promote an initial connection to people who may choose to
engage in these strategies/services.
Shelter programs are not specifically a component of the housing continuum. People
who receive shelter in congregate settings or tiny homes are still considered homeless.
However, shelters are an important support for people who would otherwise live outside
and unsheltered. Recently, the county has received significant sums of federal and
state monies to dedicate to expansion of local shelter capacity in an effort to promote
public health.
The county's housing program invests millions of dollars each year in housing programs
and services. However, local funding efforts alone will never be sufficient to address
completely the expansive problem of homelessness. Federal policies must be
strengthened to incentivize further the production of affordable housing options. And
neighboring counties could establish shelters in their locales, thereby freeing up some
of our local resources to invest further in permanent housing in the Whatcom
community.
The presentation today intends to provide a high-level overview of the housing
continuum and how the various programs and services we fund are integrated to create
a comprehensive strategy to reduce homelessness.
Whatcom County
' ll HEALTH
Department
BOARD ROLE / ACTION REQUESTED
1. Advise ways in which the county can educate the community on the resources
dedicated to reducing homelessness, increasing affordable housing
opportunities, and accomplishments achieved
2. Provide feedback on shelter capacity goals, balanced with housing solutions
ATTACHMENT(S)
Local Plan to End Homelessness
fi)vWhatcom County
HEALTH
Department
A HPME FPR EVER YPNE
Strategic Plan to End Homelessness in
Whatcom County
2019 Local Plan Update
Phase 5
Submitted by the Whatcom County Health Department
fWhatcom County
H EALTH
jilL Department
Table !zf Ccntents
Acknowledgements................................................................................................... 4
ExecutiveSummary................................................................................................... 5
Introduction................................................................................................................ 7
Historyof Planning................................................................................................. 7
Community Process of Plan Development............................................................. 8
Our Vision: A home for everyone....................................................................... 8
GuidingPrinciples.............................................................................................. 8
OurCore Values................................................................................................. 9
Homelessness in Whatcom County........................................................................... 9
Whatcom County's Housing Stability Needs.......................................................... 9
Local Homelessness Data...................................................................................
12
PointIn Time Count..........................................................................................
13
Local Housing Pool Data..................................................................................
15
Office of Superintendent of Public Instruction...................................................
17
A Community Wide Response to Homelessness....................................................
18
Funding................................................................................................................
18
Community Services Partners..............................................................................
20
Changes in Whatcom County Homeless System Performance ...........................
21
Alignment of Local Context with Federal and State Plans .......................................
23
Federal and State Plans.......................................................................................
23
LocalPlans..........................................................................................................
24
Foundational Pillars and Locally -Identified Strategies .............................................
24
Pillar 1: Collaboration...........................................................................................
24
Pillar 2: Quality Assurance...................................................................................
26
Pillar 3: Case Management..................................................................................
26
Pillar 4: Whatcom Homeless Service Center .......................................................
27
Evidence -Based Strategies..................................................................................
29
Strategy 1: A Centralized Point of Entry...............................................................
29
Strategy 2: Rapid Re-Housing.............................................................................
31
Strategy 3: Permanent Supportive Housing.........................................................
32
Strategy 4: Increase the Supply of Affordable Housing ........................................
34
Strategy 5: Homelessness Prevention and Diversion ..........................................
36
Strategy 6: Interim Housing..................................................................................
37
Strategy 7: Economic Security.............................................................................
38
Statewide Goal and Objectives................................................................................
40
Objective 1: Quickly identify and engage people experiencing homelessness
under the state definition, and all unaccompanied youth under any federal
definition, through outreach and coordination between every system that
encounters people experiencing homelessness ...............................................
40
Objective 2: Prioritize housing for people with the greatest need .....................
45
Objective 3: Operate an effective and efficient homeless crisis response system
that swiftly moves people into stable permanent housing .................................
47
Objective 4: Project the impact of the fully implemented local plan on the
number of households housed and the number of households left unsheltered,
assuming existing resources and state policies ................................................
49
Objective 5: Address racial disparities among people experiencing
homelessness.................................................................................................. 50
Glossary.................................................................................................................. 53
Appendix A: Interim Housing in Whatcom County ................................................... 55
Appendix B: Coordinated Entry Programs............................................................... 57
Appendix C: County Recommendations to the State ............................................... 58
A Home For Everyone 2019
3
Ackn-rzwledgements
This Local Plan Update is presented with appreciation to following local partners for their input
and collaboration in the planning process:
• Bellingham Community Services
Office/DSHS
• Bellingham/Whatcom Housing Authority
• Catholic Community Services
• Catholic Housing Services
• City of Bellingham
• Domestic Violence and Sexual Assault
Services of Whatcom County
• East Whatcom Regional Resource Center
• Every resident of our community without a
home of their own
• Homeless Voices
• HomesNOW! Residents and President
• Interfaith Coalition
• Lake Whatcom Residential and Treatment
Center
• Lighthouse Mission Ministries
• Lydia Place
• Northwest Regional Council
• Northwest Youth Services
• Opportunity Council
• PeaceHealth St. Joseph Medical Center
• Pioneer Human Services
• Plan to End Homelessness Ad Hoc
Committees
• Skagit County Public Health
• Small Cities Partnership of Whatcom County
• Sun Community Services
• Unity Care Northwest
• Washington State Department of Social and
Health Services
• Whatcom Asset Building Coalition
• Whatcom County Coalition to End
Homelessness
• Whatcom County Council
• Whatcom County Housing Advisory
Committee
• Whatcom County Planning Department
• Whatcom County Steering Committee of the
Coalition to End Homelessness
• Whatcom Homeless Service Center
• Windward High School Students
Recognition is also due to all local service providers and nonprofits responding
to homelessness, and to volunteer heroes who work tirelessly on behalf of
those who are without a home of their own.
This local plan update is dedicated to those who lost the battle and died while homeless.
A Home For Everyone 2019
4
Executive Summary
This plan describes Whatcom County's response to the complex issue of homelessness in our community. It explains how the
strategies and actions required of an effective homeless crisis response will be used to meet the needs of Whatcom County.
Housing in Whatcom County
The most frequent and direct hardship that leads to homelessness is the lack of affordable and available housing. This
challenge is often compounded by difficulty in accessing treatment for medical or behavioral health disabilities, domestic
violence, and discrimination that further reduces housing stability. Whatcom County's housing programs provide financial,
behavioral health, and other types of support services that successfully end homelessness and create lasting stability for
participants, and they provide significant benefits to the broader community as well. To overcome anticipated rent growth in
Whatcom County however, commensurate increases in funding will be necessary to prevent a corresponding increase in
homelessness.
Community Oriented Approach
A Home for Everyone was created with input from a wide range of community stakeholders that includes elected officials,
service providers, and those with the lived experience of homelessness. It calls for continuation of our balanced approach that
seeks to make homelessness a rare, brief, and non -repeated experience. Services will generally be prioritized for households
who are most likely to suffer the greatest harm as a result of homelessness and who are the least able to resolve their housing
crisis unassisted. At the same time, some resources will be reserved to divert households from losing housing in an effort to
avoid the trauma of homelessness. Every intervention aims to move people towards safe and stable housing.
Objectives from the Washington State Department of Commerce
In support of the goal of reducing and ending homelessness, five objectives, complete with specific actions, are included in
this strategic plan:
• To quickly identify and engage people experiencing homelessness
• Prioritization of housing for people with the greatest needs
• Operation of an effective and efficient homeless crisis response system that swiftly moves people into stable
permanent housing
• Project the fully implemented plan's impact on the number of households housed and the number of households left
unsheltered, assuming existing resources and state policies
• Addressing racial disparities among people experiencing homelessness in Whatcom County
What We Need
A full continuum of services is vital to overcome the common and unique barriers to household stability. The system must
include outreach programs that engage with unsheltered households and provide interim housing shelters that can transition
people into permanent housing. We need rapid re -housing that gets people back into stable housing and we need skilled case
managers to link them with the financial, medical, and social resources that will keep them housed. We must dedicate
affordable housing for people with constrained incomes and permanent housing programs that welcome and support people
with disabilities. And we need ready assistance to help those at risk as they face eviction or the threat of domestic violence.
Progress Made
Despite the rising costs of housing and healthcare, great strides have been made toward ending homelessness in Whatcom
County in recent years. The annual census of people experiencing homelessness found a 14% decrease in the number of
individuals from 2018 to 2019. Program capacity of supportive, affordable, and accessible housing units increased. New
diversion programs and a landlord liaison position helped people find and maintain housing by building relationships and
applying existing resources. A new comprehensive day center is connecting homeless youths with what they need to get back
on their feet. The community's hardest -to -serve residents are enrolled in a new countywide coordinated care and engagement
program. New buildings for permanent supportive housing have been constructed to serve people with experiencing chronic
homelessness while challenged with disabilities. Private citizens and faith -based institutions improved their responsiveness
and expanded upon their already generous donations of time and resources. And the partnerships between government and
not -for -profit housing agencies continue to strengthen and create opportunities for greater impact.
A Home For Everyone 2019
5
Ending Homelessness in Whatcom County
A Home for Everyone calls for the development of new and promising programs, and for the fine-tuning and coordination of
the nationally recognized best practices already in place. Better integrated data and performance management, as well as
broader partnerships and increased emphasis on equity, make A Home for Everyone a plan that will bring us closer to
realizing our goal of ending homelessness for every person in Whatcom County. The objectives of this plan include quick
identification and prioritization of those with the greatest needs, operating an efficient system that moves people to permanent
housing, quantifying and communicating the gap between the supply and needs for homeless housing, and decreasing the
disparities experienced by groups that face discrimination. This plan serves as a public blueprint for ending homelessness in
Whatcom County. Dedication and collaboration from government officials, community organizations, and an engaged public
can turn A Home For Everyone's vision into a reality for Whatcom County.
A Home For Everyone 2019
6
Intm, ducticn
History cf Planning
Background
This 2019 Local Plan is a significant update to the 2012 Whatcom County 10-Year Plan to End Homelessness that includes
both local priorities and state mandated objectives. Local Plan Updates such as this are required by Washington State
legislation for counties receiving state funding at a minimum of once every five years, with briefer updates annually.
The purpose is to provide information about homelessness, review progress of reducing and ending homelessness locally,
and to present a revised strategic plan. This overview of activities and performance encompasses the years from 2012 and
into 2019, and demonstrates a commitment to strategic short, medium, and long term solutions that require participation from
multiple sectors of the community. Although this Plan includes components related to other systemic issues that contribute to
homelessness, its primary focus is the homeless crisis response system in Whatcom County. Importantly, this plan is limited
to the areas and activities that can be reasonably influenced by the Whatcom County Health Department, its primary author.
Although the network of contracted agencies that have formal relationships with the health department has grown, it still
accounts for a minority of the work and funding behind the broader efforts to end homelessness, develop affordable housing,
increase access to essential behavioral health supports, and provide social services for the county's most vulnerable
residents. The health department recognizes and appreciates that there are many agencies and organizations working
towards similar goals, but differences in approach, funding, and missions often lead to different strategies and impede close
coordination.
Local Plans serve as blueprints that guide decisions about how resources will be prioritized to reduce and end homelessness.
Informed by a wide range of community participants, including those with lived experience of homelessness, formal and
informal organizations, government entities and nonprofit agencies, Local Plans offer strategies and activities that provide
local solutions to homelessness. Deliberate collaboration and alignment among willing partners ensures effective and efficient
use of resources supporting those most vulnerable to homelessness.
For the purposes of this Local Plan Update, we have set objectives and targets, revisited the strategies, explored new
solutions, and collaborated with community partners in our efforts to reduce and end homelessness for everyone in Whatcom
County.
This 2019 Update to our original 10 Year Plan to End Homelessness summarizes the earnest efforts, achievements, setbacks,
and challenges, as we move forward with our persistent vision of A Home for Everyone in Whatcom County.
A Phased Approach
The following summary describes the primary impacts of Phases 1 through 4 of our Local Plan Updates:
Phase 1, 2005:
• The County's Homeless Coalition, Whatcom County Housing Advisory Committee, and other key stakeholders
identified major homeless housing and prevention gaps and priorities for funding.
• Key concepts and strategies emerged as necessary components of all future Plans — Housing First, Housing
Affordability, Serving All Homeless Populations, Single Point of Entry, Street Youth, and Ending Homelessness as we
know it.
Phase 2, 2006:
A Home For Everyone 2019
7
• The County designed a three-year pilot project to incorporate the priorities and approaches identified in Phase I. It
was submitted as an application for Washington State Department of Commerce's first round of the Homeless Grant
Assistance Program (HGAP) and resulted in a $1.4 million grant to establish the Whatcom Homeless Service Center.
Phase 3, 2008:
A new Plan Update transformed the housing community from a system that managed homelessness to one focused
on ending homelessness.
Phase 4, 2012:
• Emerging priorities included increased focus on ending Veteran homelessness, quicker response to people who are
medically fragile, and the provision of needed resources such as a surplus furniture bank, advocacy to assist with
obtaining identification documents, and access to services in the annual Project Homeless Connect.
Phase 5, 2016-2019:
In late 2016, planning began for an Update due at the end of 2018. The Steering Committee for the Whatcom County
Coalition to End Homelessness advised on plan components throughout 2017 and into 2018. The vision, guiding
principles, core values, goals, and strategies of the Plan were reviewed.
In December of 2018, Commerce published new guidelines for local plans with a new due date of December 1, 2019.
The guidelines were revised in March 2019 and then again in June of 2019. This plan adheres to the guidelines, and
incorporates additional elements necessary to best reconcile our local strengths, challenges, and strategies into the
Update.
Ccmmunity Prc,cess cf Plan Development
Since 2017, housing specialists with the Whatcom County Health Department began reaching out to seek community input
specifically for this update. Focus groups, meetings, interviews, and community forums included a broad range of
stakeholders:
• Policy makers
• Housing partners
• Funding partners
• Medical professionals
• Vocational specialists
Our Vision: A home for everyone.
• School district staff
• Planning staff
• People with lived experience
• Concerned residents and members of the public
Guiding Principles
The housing community's guiding principles date to 2005, when planning sessions for our first strategic plan generated a list of
consensus principles that continue to hold true today. These principles shaped the development of all phases of the Plan: how
we write policies, the methods of service delivery, how we talk about our work, and the way we interact and engage with
people seeking services.
• Housing is a basic human right
• Housing saves lives
• Housing restores dignity and instills hope
• Failures across multiple systems contribute to the prevalence of homelessness
• Homelessness is expensive; investments in strategies that work and are sustainable are fiscally responsible
• Prevention of homelessness is a primary intervention
A Home For Everyone 2019
8
• Communicating our work and using consistent messages will increase community support and produce better results
Our Core Values
The core values identified in earlier Plans continue to represent the position of housing partners and others in the community:
• We believe that every resident should have access to a safe and stable home.
• Stable housing is the foundation upon which people build and improve their lives — the foundation for good health, for
positive educational outcomes, and for reaching their economic potentials.
• Therefore, we maintain agreement to strive to end homelessness for all. We are committed to seek long term
solutions to homelessness in Whatcom County.
He melessness In Whatcc m Cr unty
This section describes the community -wide challenges facing Whatcom County residents and provides data that explains the
particular barriers faced by people experiencing homelessness locally.
Whatcrm Crunty's Hrusin+g Stability Needs
It would be difficult to overstate the severe need for housing in Whatcom County. In Bellingham alone (Whatcom County's
largest city and home to about half of the population), planners have estimated that there is a need for an additional 11,000
affordable housing units. Although not as precisely quantified, this need is prevalent across all of Whatcom County's
populated areas, and the housing shortage hits the community's most vulnerable residents the hardest. Specifically, people
with the lowest incomes, highest housing barriers, or with ongoing health needs are those most likely to struggle with housing
stability, to become homeless, and to enter the homeless crisis response system.'
Western Washington University's Center for Economic and Business Research in 2019 found that Homelessness and
Housing Affordability were the first and second most highly rated challenges facing the City of Bellingham in a survey
completed by 1,295 residents.z Although a comparable study was not completed for all of Whatcom County, a database of
households seeking services in Whatcom County suggests that these issues are not unique to Bellingham residents. In July of
2019, there were 123 homeless households signed up and waiting for housing services who reported their last stable address
had been a place in Whatcom County outside of Bellingham. Of all the households who had most recently been housed in
Whatcom County, 62% were from Bellingham and 38% were from elsewhere in Whatcom County. Additionally, many who list
their last address as "Bellingham" may not technically live within city limits, such as the neighborhoods of Sudden Valley,
Alderwood, Geneva, Tweed Twenty, Lake Samish, and elsewhere; potentially, half of the Whatcom County residents who
seek services here did not live within Bellingham's city limits. Regarding affordability in Whatcom County, Zillow reports that
rate of rent increase from July 2018 through June 2019 was greater for Whatcom County as a whole than it was for the City of
Bellingham (15.1 % vs 14.5%). All of this suggests that our housing crisis is not a problem created in or confined to the
county's largest city, but is spread throughout western Whatcom County.
Affordability of Housing Units
Each individual who has experienced homelessness has a story that is theirs alone. But in those unique stories there are
frequently shared components. The most common element that leads to homelessness in those stories is financial stress. This
underlying economic hardship is a combination of high housing costs and low incomes, and often spirals out of control
following an unexpected financial hardship like job loss, expensive medical bills, or even unanticipated automotive expenses.
1 https://www.cob.org/Documents/council/Issues/housing/Narrative%20A%2OWhy%20is%20housing%20expensive%206-28-19.pdf
2https://cbe.wwu.edu/files/2018%2OCity%20of%20Bellingham%20Residential%20Survey%20Executive%20Summary.pdf
A Home For Everyone 2019
9
A national study completed in May of 2019 by the Consumer and Community Research Section of the Federal Reserve's
Division of Consumer and Community Affairs found that 27% of survey respondents would need to sell something and 12%
would simply be unable to pay an unexpected expense of $400.3 To put this in local terms, at the rate identified in the survey
(12%), the number of Whatcom County residents who would be unable to withstand a $400 economic blow is over 27,000
people. In other words, there are tens of thousands of Whatcom County residents who are one mishap away from
homelessness.
The terms "cost -burdened" and "severely cost -burdened" are used among service providers to describe households spending
more than 30% or 50% of their gross income on housing costs. The 2017 American Community Study estimated that
approximately 65% of Whatcom County's renter households pay more than 30% of their income in rent. A comprehensive
study completed in 2018 identified an affordability inflection point at which the rate of homelessness increases at a quicker
pace with subsequent rent increases.4 That is to say, the impact of rising cost burden, as shown in Figure 1, does not have a
linear relationship with homelessness. The study compared area median income for metropolitan areas with its median cost of
rent, and found that where median rent exceeded 32% of the median income, the rate of homelessness increased at an
accelerated rate. That rate for Whatcom County was 28.7% in 2018.
a
re
0.4%
0.2%
0.1%
0.0% :22% 32%
20% 25% 30% �5% 40% 45% 50%
Sharo of income spent on rent
Figure 1: Homelessness rates increase more dramatically once a community's median rent exceeds 32% of its
median income. This model was created using national income, rent, and Point In Time data, and shows the
relationship between housing affordability and homelessness. The rate of homelessness in Whatcom County
exceeds the model's prediction based on the amount of income spent on rent.
3 https://www.federalreserve.gov/publications/2019-economic-well-being-of-us-households-in-2018-dealing-with-unexpected-expenses.htm
4 Chris Glynn, Thomas H. Byrne and Dennis P Culhane. "Inflection Points in Community -level Homeless Rates" (2018)
Available at: http://works.bepress.com/dennis Culhane/228/
A Home For Everyone 2019
10
In July of 2018, Zillow reported Whatcom County's median rent index had reached $1,543 per month. The median household
income in Whatcom County in 2018, as estimated by the Washington State Office of Financial Management was $64,681.5
This computes to a household that earns the median income spending 28.7% of their income for a median -priced rental. At
the time of writing (using July 2019 figures), Zillow estimates the county -wide median rent increased by 6.4% from a year
earlier.6 The homelessness rate, as measured with Point In Time figures, is just over 0.3%. The model predicts that for an
area with a median rent that is 29% of the median household income, the rate of homelessness would be below 0.25%. The
rate of homelessness in Whatcom County is higher than the model estimates, but it is worth noting that homelessness is more
concentrated is certain areas of the country, and is much more prevalent on the West Coast. While rent is certainly a
contributing factor, this suggests that it is not the only factor to influence the rate of homelessness in Whatcom County.
Availability of Rental Units
The rental vacancy rate in Whatcom County was measured by the University of Washington's Runstad Department of Real
Estate at 0.4% in the spring of 2019.7 Whatcom County's rental vacancy rate has not been above 2% since 2013, which is
below the state average and well below the 7% that is often considered a healthy, "natural" rate by the Joint Center for
Housing Studies at Harvard University.$ Low vacancy rates often drive increases in rents, and also make it more difficult for
individuals who would benefit from rental subsidies to remain competitive against conventionally funded tenants. Although
measures have been taken to outlaw discrimination against potential tenants with vouchers both locally and at the state level,
there have been reports from individuals in Whatcom County who believe discrimination is still taking place. The competitive
nature of securing a unit has created an environment that is difficult for households with poor credit or the inability to pay large
move -in costs.
The rental market remains constrained in part because of the high cost of purchasing a home. For households currently
occupying rentals, the ability to purchase a home and create a rental vacancy has become more and more difficult. The
Runstad Department of Real Estate measures housing affordability as a function of median home prices and median
household incomes for each county. Using this index, Whatcom County was identified as the 51h worst of Washington State's
39 counties for affordability and 6th worst for first time homebuyers in the second quarter of 2019 for county residents to
purchase locally.9
Population Growth
From April 1, 2010 through April 1, 2018, the natural population increase (births in excess of deaths) has accounted for about
29% of growth, while migration from outside of Whatcom County has constituted the other 71 %.10 In the five years following
2013, the population of Whatcom County grew by 19,578 people, and the average household size has been 2.48 persons per
household (American Community Survey, 2013-2017). Over that period of time, the number of housing units increased by only
5,457 units. Given the average household size (one unit needed per 2.48 people), this created a deficit of 2,437 housing units.
This has contributed to a housing shortage and increased the challenge of housing in Whatcom County, especially for the
local households who are competing with newer residents for the scarce units- some of which are moving from areas with
higher average incomes and/or selling homes in higher -valued areas and are less sensitive to rising costs.
5https://www.ofm.wa.gov/sites/default/files/publicldataresearch/economv/median household income estimates.pdf
6 https://www.ziIlow.com/research/locaI-market-reports/
7 http://realestate.washington.edu/wp-contenYuploads/201910612019SpringApartmentMarketReport.pdf
8 http://www.'chs.harvard.edu/siteslichs.harvard.edu/files/w07-7.pdf
9 http://realestate.washington.edu/research/wcrer/housing-reportsl
10 https://www.ofm.wa.gov/sites/default/files/publicldataresearch/pop/aprill/ofm aprill poptrends.0
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Health Services for Housing Stability
Behavioral health disorders, including mental illness and the proliferation of opiate and methamphetamine abuse, are
contributing factors that lead some to become homeless. Although mental illness and substance abuse rates have remained
relatively steady and are not the leading causes of homelessness, a shortage of treatment options for those struggling with
substance use disorder and/or poor mental health is an enormous challenge for people experiencing homelessness. The
issue is further complicated by property damage (contamination) that occurs when methamphetamine is used within rental
units. Both publically and privately owned rentals have been damaged in this way, and the result is often loss of housing for
the tenant and the withdrawal of that housing unit (or units) from our housing system. The Bellingham Housing Authority
reports that the average cost for an environmental clean-up following the identification of methamphetamine contamination is
approximately $15,000 in addition to the several months of forgone rent collections. They have decontaminated and rebuilt a
total of 21 units in just the two years leading up to September 2019. This issue is not unique to Bellingham Housing Authority
properties however, and a stakeholders' meeting will be convened in 2020 to address this issue in a way that addresses the
individuals' needs, complies with fair housing laws, and supports landlords in their effort to preserve local housing
opportunities.
A new coordinated care program in Whatcom County, Ground -level Response And Coordinated Engagement (GRACE), has
brought providers together to rally in support of those with the most complex situations. Strengthening partnerships between
housing and behavioral health providers is contributing to a reduction in untreated behavioral health disorders, largely through
improved accessibility. Expansion of permanent supportive housing programs, including a brand new facility purpose-built at
the end of 2018 for those who have experienced chronic homelessness have also helped to house those with multiple barriers
to housing. The permanent supportive housing model has shown that individuals afflicted with behavioral health disorders can
be successful and retain housing when given the proper supports. Despite expansions of permanent supportive housing
programs and behavioral health services in recent years, there is still a severe shortage of purpose-built housing and
associated services for those with chronic behavioral health needs. Planning is currently underway by the Lighthouse Mission
Ministries, the Whatcom Homeless Service Center, and PeaceHealth St. Joseph Medical Center, to increase capacity for
medical respite care offered at the Mission, which currently offers two beds for medical respite care. This will address a critical
need in the community to provide medical respite care for those experiencing homelessness with serious medical problems.
There is also an identified need for an urban rest stop with health services for people who are homeless. This issue is in the
planning stage, but has been approved in the 5-year strategic plan of Unity Care NW.
In 2013, the Affordable Care and Patient Protection Act's began reducing the number of uninsured Washingtonians. When the
last update to this plan was released in 2012, the uninsured rate was at about 14% statewide. By 2017 the rate had
decreased to just 5.5%. The decrease was seen across all age groups, all race/ethnic groups, and for both male and female
sexes." The persistent disparities seen along racial and ethnic lines closely resemble those seen in Whatcom County's
homelessness, with people of Hispanic origin and American Indian/Alaska Native populations three to four times as likely to be
uninsured.
Lr,cal Homelessness Data
Collecting complete data about people experiencing homelessness is challenging. Many individuals and families are difficult to
locate because they have no predictable residence, while others actively avoid being located. Many are reluctant to share
personal information with people who have not earned their trust, and some go to great lengths to blend in. For these reasons,
quantitative data about homelessness should be used as general indicators of trends, not as definitive facts, and generally we
should assume true numbers to be greater than reports can count.
11 https://www.ofm.wa.gov/sites/default/files/public/dataresearch/researchbriefs/briefO89.pdf
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Point In Time Count
At the time of writing, the most recent Point In Time Count was conducted on January 24th, 2019. Volunteers surveyed 514
households who had spent the previous night either unsheltered or sheltered in interim housing. The number of individuals
counted (700) represents a 14% decrease from the 2018
count, and the consistency in counting methodology adds
validity to the suggestion that the number decreased. This
reduction is attributed to moderating rent growth, wage
increases, a new 40-bed permanent supportive housing
facility, and increased services for people experiencing
homelessness. The Point In Time report, although likely an
undercount of the homeless population, provides important
demographic and descriptive information about people
experiencing homelessness locally.
750
500
250
Sheltered and Unsheltered Homelessness
Sheltered homelessness is used to describe the living
conditions for individuals or households staying in
emergency shelters or in transitional housing programs.
Unsheltered homelessness is used to describe the living
conditions for individuals or households who sleep in places
not meant for human habitation, such as tents, doorways,
abandoned buildings, vehicles, or other places outside.
Number of Individuals Using Shelters
2008 2010 2012 2014 2016 2018
Unsheltered
■ Sheltered
Figure 2: Whatcom County Point In Time Count of Sheltered and Unsheltered Individuals 2008-2019. There were
700 individuals counted in 2019.
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Household Composition
48
■ Unaccompanied Individuals
❑ Adult Couples without Children
■ Single Adult with Children
■ Multiple Adults with Children
Figure 3: Whatcom County Point In Time Count household configurations 2019. There were 514 households
counted.
300
250
200
150
100
50
0
Homeless Individuals by Age Group
Under18
251
18-35 36-54 55+
Figure 4: Whatcom County Point In Time Count ages of individuals experiencing homelessness 2019
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14
Factors Leading to Homelessness (%)
50
40
30
20
10
0 ■ ■ ■ ■ ■ ■ ■
61 I�°��e °1?5
�r 5
&11
Figure 5: Whatcom County Point In Time Count self -identified factors that led to homelessness 2019 as reported
by survey respondents.
The 2019 Whatcom County Point In Time Count identified 72 households that included children. The total number of
individuals in these families was 207, and more than 80% of these families had only a single adult. The Count also revealed
that 119 individuals experiencing homelessness were at least 55 years of age. The median age of all people was 37 years old,
and 64% had their last stable housing within Whatcom County. In contrast to the common belief that people who experience
homelessness are overwhelmingly men, almost half (47%) of individuals counted in the 2019 PIT identified themselves as
female.
Local Housing Pool Data
The local Housing Pool is a database that holds household data, including housing history and eligibility considerations, and is
used to determine which households will be selected to fill program openings when requested by participating housing
partners. Households in the pool have been assessed to determine their level of need and their barriers to stable housing. The
eligibility often hinges on a combination of income, household composition, duration of homelessness, veteran status, and/or
the presence of a documented disability, in accordance with funding requirements. The level of need attempts to understand
the consequences and likelihood of harm with continued homelessness for the individual. When partner agencies have
openings in their programs they contact the Whatcom Homeless Service Center to request a referral. The Whatcom Homeless
Service Center then uses data from the Housing Pool database to refer an eligible household for that program's opening.
When more than one individual or family is eligible, they refer in order of greatest need. More details about the referral process
are available in the Central Point of Entry strategy on page 28.
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15
There are several ways that households are removed from the pool. The best outcome is when a household either self -
resolves (finds housing on their own) or is matched to a program vacancy and moves directly into permanent housing or into a
supportive transitional program that will likely lead to permanent stability. Another way removal from the pool occurs is through
loss of contact. For a household to stay in the pool there must be ongoing verification that the household is still seeking
services, remains income eligible, is still experiencing homelessness, and continues to reside in Whatcom County.
Periodically, the households that have left the county, have found housing independently, have increased income and lost
eligibility, technically stopped being considered homeless due to prolonged institutionalization, lost interest in services, or
cannot otherwise be located are removed from the pool. Sudden drops in the number of households in the pool are usually
explained either by this process, or when a new facility opens and many are housed in a short period of time.
Self -Reported Areas of Need
80%
60%
40%
20%
0% t E
E
E
E
E
Mental Health
Chronic Health
Developmental
Ground Floor
Drug Abuse
Alcohol Abuse
Condition
Disabilities
Needed
Figure 6: Prevalence of self -identified needs and barriers to stable housing for households in the housing pool at
Intake (January — June 2019)
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600
500
400
300
200
100
Jan-16 May-16 Sep-16 Jan-17 May-17 Sep-17 Jan-18 May-18 Sep-18 Jan-19 May-19
+Single HHs
Families
with
Children
� Couples
without
Children
t Seniors
(60+)
Figure 7: Number of households in the housing pool who are waiting for placement (Jan '16 - Aug '19). The number of families
with children (and adult couples without children) almost reached functional zero in 2018, but rebounded slightly as vouchers
from HUD were exhausted.
Households on the housing pool list are grouped into categories corresponding to the type of intervention most likely to fit their
needs. At the time of writing, August 2019, there were 236 households waiting for placement in Rapid Re -Housing programs,
259 waiting for placement in Permanent Supportive Housing Programs, and another 42 households in need of move -in or
deposit assistance. More information about these program types is available in this plan's section on local strategies.
Office of Superintendent of Public Instruction
Each year school districts in Washington State report information about homelessness among their students to the Office of
the Superintendent of Public Instruction (OSPI). OSPI makes this data available for the public.12,13 Although OSPI's definition
of homelessness differs from the federal definition used for the Point In Time Count (more than half of their reported students
are "doubled up"), the information they provide adds depth to our understanding of homelessness in Whatcom County. Across
the county's seven school districts, a total of 966 students (3.1%) were identified as having experienced a housing crisis
during the 2017-2018 school year. This ratio is significantly higher than what is seen in the Point In Time Count, albeit with use
of a different definition. The largest district in the county, Bellingham School District, accounts for about 42% of the county's
students but has about 53% of the students experiencing housing instability. The Mount Baker School District, though much
12 http://www.kl2.wa.us/HomelessEd/Data.aspx
13 The sum of these numbers does not equal 100% because the sensitive nature of the topic requires that school districts not report
numbers that could lead to personal identification of students. The numbers for groups that make up smaller, more identifiable populations
are not reported when fewer than 10 students of a specific race within a school district are homeless. In effect, this leads to an
undercounting of Asian, Black, Multiracial, and Native American students.
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17
smaller, has a matching rate of instability among its students at 3.9%, which speaks to the presence of rural housing needs as
well as the urban needs.
Bellingham
Blaine
Ferndale
Lynden
Meridian
Mount
Baker
Nooksack
Total
Total Enrollment
12,923
2,514
5,287
4,081
1,970
2,066
2,001
30,842
2017-18
Students that
Experienced
509
79
120
81
31
81
65
966
Housing Crisis
Percent of Students
that Experienced
3.9%
3.1 %
2.3%
2.0%
1.6%
3.9%
3.2%
3.1 %
Housing Crisis
The OSPI data also is broken out by other characteristics of the students, which allows us to see elevated rates of instability
within certain groups. In particular, the data show non -white students and students with limited English proficiency
experiencing particularly high rates of housing instability. Although Whatcom County's Hispanic population accounts for only
9.1 % of Whatcom County residents, Hispanic school children make up 31.2% of students who experienced a housing crisis
during the school year.14 The table below shows these trends among other racial minority groups as well.
Race
Percent of Homeless Student
Population n=966
Percent of Community
Population n=225,685
Homelessness Probability
Differences by Race
Native American
4.2%
3.1 %
135%
Asian
Too few to report
4.1 %
n/a
Black
1.9%
1.0%
190%
Hispanic
31.2%
9.1%
3430 0
Multiracial
7.0%
4.2%
166%
White (non -Hispanic)
50.5%
79.8%
63%
A C? mmunity Wide Respr nse tr He melessness
This report is a product primarily of the Whatcom County Health Department, but the vision and strategies were created jointly
with stakeholders and require the contributions of an organized coalition of partners to make them possible. The wide mix of
housing programs and services in Whatcom County would not be possible without significant efforts, energy, and funding from
a large number of like-minded agencies and individuals.
Funding
The Whatcom County Health Department funds affordable housing, interim housing, supportive services, and permanent
supportive housing with funding collected from a variety of source. The bulk of this funding, as seen in Figure 7 below, comes
in the form of document recording fees collected locally, and from state grants awarded by the Department of Commerce. The
taxes and fees for these sources is collected specifically for housing programs and may not be used for any other purpose.
Additional funding, which amounted to nearly $1.2 million in 2019 was added to housing programs from sales and property
taxes raised specifically to benefit local veterans and people with behavioral health disorders. With support of elected officials,
14 The OSPI definition of housing instability includes multiple families sharing a home. When comparing across cultural groups, it is
important to consider that customs and traditions, especially as they pertain to shared housing, will impact these figures. At the same time,
inequities and lack of opportunity are factors that decrease the access of disadvantaged populations to housing.
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the health department was able to fund over $5 million in services for people experiencing (or at risk of) homelessness in
2019.
$6,000,000
$4,000,000
$2,000,000
$0
2019 WCHD Housing Budget
2012 2014 2016 2018
$76,500
Mental Health Millage
Behavioral Health Sales
Tax
■ Veterans Millage
Housing and Essential
Needs Grant
Consolidated Homeless
Grant
■ Document Recording
Fees
Figure 7: Expenditures of Housing Services Contracted by Whatcom County Health Department exceeded five million dollars
in 2019 (left). The sources of revenues to pay 2019 contracts are shown at right.
Even with the addition of the veterans' and behavioral health dollars, the health department's funding accounts for less than
30% of spending on services for Whatcom County's homeless population. Non-profit agencies and other government
agencies play a vital role in the sponsorship of homelessness and housing services. The City of Bellingham contributes
generously in the affordable housing arena, and with services and resources for those experiencing homelessness within city
limits. The 2018 renewal of the City of Bellingham's Housing Levy for an additional 10 years boosted the community by
ensuring continuity of services and affordable housing projects that fill gaps in housing capacity. Through the Housing Levy,
together with the City's entitlement funds from the federal Department of Housing and Urban Development, the City of
Bellingham contributes over $5 million annually to the county's housing programs. The City of Bellingham's Planning and
Community Development Department and the Whatcom County Health Department work together closely and jointly fund
many critical services.
In Washington State's Fiscal Year 2019, Whatcom County's non-profit and faith -based agencies reported that they had raised
more than $5 million in private contributions. These donations are raised largely through the hard work associated with
creating and hosting fundraiser events, and with dedicated development specialists that help community members understand
the importance and impact of giving to organizations that work on behalf our vulnerable neighbors.
Another key agency is the Whatcom County/Bellingham Housing Authority, which is responsible for the majority of federal
funding distributed to Whatcom County's low-income rentals, and who also worked very hard to use a variety of resources to
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construct new units that will be reserved for households with modest incomes and for formerly homeless households, too.
Federal funding, in the form of vouchers issued by Whatcom County/Bellingham Housing Authority, and in grants issued
directly to local non-profit organizations amounted to approximately $4 million in the State Fiscal Year of 2019.
■ Whatcom County Health Dept (local & state
funding)
City of Bellingham (local & federal funding)
■ Housing Authority and other Federal Funding
21S7J 4,J& 2611
■ Private Contributions
Figure 8: This graph shows the four leading categories of funding for housing programs in Whatcom County. It does not
include in -kind or volunteer contributions.
In addition to the main sources of state, local, and federal funding from the government and charitable donations from local
residents, many foundations award grants to the county's hardworking non-profit agencies for specific programs or projects
that serve people experiencing homelessness. All of these resources add value to the county's housing system.
Cr_mmunity Services Partners
Whatcom County is fortunate to have many partner organizations that contribute towards ending homelessness. These
agencies combine public funding with grants and/or private contributions to deliver a wide range of programs in response to
our community's needs. Anti -poverty, legal support and other social service agencies provide invaluable support for people
experiencing or at -risk of homelessness, as do a number of medical and behavioral health providers. The community's strong
base of volunteers has given generously of time, money, material items, and compassion for the cause of homelessness. Our
faith -based community has strengthened local efforts by filling gaps of public funding, some opening their doors to provide
emergency and transitional housing for our residents. In early 2019 a local congregation completed extensive renovation of
their basement to provide a comprehensive day center for youth. The Lighthouse Mission Ministries programs, funded solely
by private donations, provides emergency shelter for an average of approximately 130 people per night, as well as a wide
range of complementary services for their guests. There are two new grassroots efforts that were championed by local
residents in the past year, some having a history of homelessness themselves. These projects include a safe camping site for
those in recovery from alcohol and other drugs, and a safe storage program is being developed for those living unsheltered.
Other contributing community members include the seven school districts of Whatcom County, as well as the local hospital
and the Whatcom County Jail, which both connect homeless individuals with service providers prior to discharge. Partners
provide essential housing support for homeless clients within the Mental Health Court and Drug Court programs, while others,
such as Mercy Housing, have chosen to fill desirable senior housing units partially from the Whatcom Homeless Service
Center's housing pool candidates.
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20
Changes in Whatcom Ccunty Homeless System Performance
There are four system -wide measures that the Department of Commerce uses to track key indicators of each crisis response
system. They include the length of time households spend homeless while working towards permanent housing, the percent of
exits to permanent housing, the percent of households that return to homelessness within two years, and the percent of
households that are entering into services who have recently spent times unsheltered.
200
.M
120
40
SFY 2015 SFY 2016 SFY 2017 SFY 2018
f# of Days
Homeless
(Whatcom)
# of Days
Homeless
(Statewide)
Length of Time Homeless: The median number of days people who are active in Emergency Shelter, Safe Haven, and
Transitional Housing experience homelessness. This includes the length of time homeless in any Emergency Shelter, Safe
Haven and Transitional Housing projects during the report period, and prior to the report period going back no further than
October 1, 2012. If the person reports that homelessness started prior to project enrollment, the project date is essentially
extended back in time to the date reported.
70%
60%
50%
40%
30%
SFY 2015 SFY 2016 SFY 2017 SFY 2018
t Exits to
Permanent
Housing
(Whatcom)
Exits to
Permanent
Housing
(Statewide)
Exits to Permanent Housing: The percent of people who exited Emergency Shelter, Safe Haven, Transitional Housing,
and Rapid Re -Housing projects to permanent housing destinations.
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21
20%
16%
12%
8%
4%
0%
SFY 2015
SFY 2016 SFY 2017 SFY 2018
tReturns to
Homelessness
(Whatcom)
Returns to
Homelessness
(Statewide)
Returns to Homelessness: The percent of people in Street Outreach, Emergency Shelter, Safe Haven, Transitional
Housing, and any permanent housing type projects who exited to permanent housing destinations two years prior to the
reporting period.
65%
55%
_i
tUnsheltered
Entries
(Whatcom)
45%
Unsheltered
35%
Entries
(Statewide)
25%
SFY 2015 SFY 2016 SFY 2017 SFY 2018
Unsheltered Entries: The percent of people served who were unsheltered or had a recent history of unsheltered
homelessness or were fleeing domestic violence.
The above data is reported in Washington State Department of Revenue County Report Cards and is derived from the
statewide HMIS Database. To view updates or compare across counties, visit https:Hpublic.tableau.com/profile/comhau#!/.
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Alignment rf Lc cal Context with Federal and State
Plans
Homelessness is not unique to Whatcom County. Although there
are a unique combination of advantages and disadvantages locally,
the five leading causes of homelessness identified by the National
Alliance to End Homelessness15 are all very important at the local
level as well.
1. Lack of affordable housing
2. Insufficient income
3. Poor health
4. Domestic violence
5. Racism and discrimination
Alignment with other strategic plans (federal, state, and municipal)
ensures that those working to end homelessness are striving to
meet the same goals and objectives, and thus have an additive
effect with this plan.
Federal and State Plans
The Washington State Department of Commerce guidelines require
that Local Plans align with federal and state strategic plans to
prevent and end homelessness. The current federal plan, Home,
Together, was released by the United States Interagency Council
on Homelessness (USICH) in July 2018, and covers fiscal years
2018-2022.11 The Washington State Department of Commerce's
State of Washington Homeless Housing Crisis Response System
2019-2024 Strategic Plan" was released Spring of 2019. Overlap
between the goals, objectives and strategies of these two plans and
our Local Strategic Plan for Whatcom County may be summarized
by the following themes:
• The overarching goal is to end homelessness
• If homelessness occurs, it should be rare, brief, and a one-
time experience
• A systemic response is needed by multiple partners from a
wide range of sectors to end and reduce homelessness
• Equity must be addressed in strategic planning
• The voice of those with lived experience in homelessness
Housing First
Housing First is an approach to connect households
experiencing homelessness to permanent housing
without preconditions to entry. Supportive services
are offered to maximize housing stability and prevent
returns to homelessness as opposed to mandating
treatment prior to entry.
Housing First emerged as an alternative to the linear
approach in which people experiencing
homelessness were required to first participate in and
graduate from short-term residential and treatment
programs before obtaining permanent housing. In the
linear approach, permanent housing was offered only
after a person experiencing homelessness could
demonstrate that they were "ready" for housing. By
contrast, Housing First is premised on the following
principles:
• Homelessness is a housing crisis and can be
addressed through the provision of safe housing.
• All people experiencing homelessness, regardless
of their housing history, can achieve stability in
permanent housing. Some may need very little
support while others may need more intensive and
long-term supports. These supports must be
available to all who wish to participate.
• Everyone is "housing ready;" sobriety, compliance
in treatment, or expunged criminal histories are
not necessary to succeed in housing.
• Many experience improvements in quality of life,
in health, mental health, substance use, and
employment, as a result of achieving housing.
• People experiencing homelessness have the right
to self-determination and should be treated with
dignity and respect.
• The exact configuration of housing and services
depends upon the needs and preferences of the
population.
is critical in seeking solutions for preventing and ending homelessness
• Affordable housing resources must be expanded to end homelessness
• Employment opportunities support housing stability and independence
15 https://endhomelessness.org/homelessness-in-america/what-causes-homelessness/
16 https://www.usich.gov/resources/uploads/asset library/Home-Together-Federal-Strategic-Plan-to-Prevent-and-End-Homelessness.pdf
17 http://www.commerce.wa.gov/wp-contenVuploads/2018/02/hau-strategic-plan-2018.pdf
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23
• Systems should be held accountable through performance standards
• Embrace a Housing First approach that offers behavioral health services but does not require preconditions to
housing
Lccal Plans
Consistency between the Local Plan Update with other local strategic plans builds community momentum to identify and
implement solutions for homelessness locally. The City of Bellingham's Consolidated Plan18, the Whatcom County
Comprehensive Plan19, and the Community Health Improvement Plan20 of the Whatcom County Health Department all
address local housing needs. These local planning efforts identify similar key challenges:
• Whatcom County has a need for additional affordable housing of a wide range from standard type units to innovative
solutions for people with special needs
• Health and housing are inextricably related; substandard housing and homelessness leads to poor health outcomes
and vice versa.
• We need to preserve our existing housing stock and address expiring tax credit projects that risk becoming
unaffordable
• All over Whatcom County, many people are paying more for housing than they can afford
While our Local Strategic Plan to End Homelessness focuses on the explicit goal of ending homelessness, each of the above
strategic plans encompass the vision that Whatcom County is able to offer all residents safe, healthy, and affordable homes. It
is essential that we share a common understanding of why homelessness exists in Whatcom County, and have a shared map
to guide us in engaging in proven strategies and solutions to implement in our community.
Fcundaticnal Pillars and Locally -Identified Strategies
Four essential pillars of our homeless housing system that are woven into some or all of the seven strategies of this plan are
described below.
Pillar h Confllabr,ratiocn
Collaboration is a crucial component of the strategies listed below. This plan cannot be successful without broad support
across sectors. We need strong leadership and shared vision to break down silos and organize our resources. Homelessness
is rarely caused by a single barrier to housing, and for most people and families, permanent housing will require multiple types
of support before becoming truly sustainable. For example, obtaining legal identification through LAW Advocates' Access ID
program may be the first of many steps taken before even applying for housing services.
The scale of our challenge demands that we approach our solutions with all hands on deck. We must develop public, private,
and non-profit partnerships and investments with citizens, including people who have had firsthand experience with
homelessness working alongside local public officials, businesses, nonprofits, faith -based organizations, charitable
foundations, and volunteers. As we make progress toward our goal of ending homelessness, we should expect growing
community interest in Plan efforts and the shared belief that it is unacceptable for anyone in our community to be without a
home, and that we can truly end homelessness. Intentional communication about plans, progress, and opportunities will be
important to foster alignment among the many actors involved in ending homelessness.
18 https://www.cob.org/services/housing/Pages/consolidated-plan.aspx
19 http://whatcomcounty.us/1171/Current-Comprehensive-Plan
20 https://wa-whatcomcounty.civicplus.com/2930/Community-Health-Improvement-Plan
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24
Highlight 1. DVSAS and Lydia Place
Since 2015, Domestic Violence and Sexual Assault Services (DVSAS) has partnered with Lydia Place, another local non-profit
agency whose mission is to "disrupt the cycle of homelessness and promote sustained independence" for people living in
Whatcom County. Through this partnership, Lydia Place Housing Case Managers visit the DVSAS Safe Housing Program
shelters and meet with survivors one-on-one. They assist clients to better understand the local housing landscape and identify
safe housing options that best fit the clients' situations. Housing Case Managers work closely with DVSAS Safe Housing
Advocates to help clients make and carry out plans that give them the best chance of achieving stability and independence
upon leaving the Safe Housing Program. For some clients, this plan includes accessing supportive housing programs through
the local Coordinated Entry System and the Bellingham Whatcom County Housing Authority. For others, it means increasing
their income and finding an apartment to rent. For many, it means working to overcome debt, bad credit, poor or nonexistent
rental history, or prior criminal convictions, all of which are barriers to becoming independent renters. Throughout this process,
Lydia Place Housing Case Managers and DVSAS Safe Housing Advocates communicate frequently to make sure that
updates are shared, paperwork is turned in, and mostly importantly, that clients are supported and empowered. In 2018, this
partnership helped make it possible for 64 % of clients to secure stable housing upon leaving the Safe Housing Program.
By DVSAS and Lydia Place forming this strategic partnership, both agencies have been able to provide expert services that
align with their mission and strengths (survivor advocacy for DVSAS and housing case management for Lydia Place),
ensuring that Safe Housing Program residents have access to the best level of care and support possible while on their
journey to safety and permanent housing.
Highlight 2., Mental Health Crurt & Pioneer Human Service's City Gate Apartments
Another successful cross -agency collaboration involving housing programs is the relationship between Pioneer Human
Services, the agency that operates City Gate (a permanent supportive housing facility in Bellingham) and the two local Mental
Health Court programs. Mental Health Court members have pending criminal charges and are diagnosed with a serious
mental illness, usually schizophrenia or bipolar disorder. All are found to be "high risk and high need" as defined by the
likelihood of committing further crimes and the relationship between their mental health symptoms and the criminal behavior.
Most experience substance use issues either at the "severe" level or at a level that negatively impacts their mental health.
Needless to say, access to stable housing is crucial for members' recoveries and for their success in the Mental Health Court
program. A history of homelessness is not uncommon among program participants.
Mental Health Court members are granted access for up to 6 of the 10 re-entry apartments set aside at City Gate for people
involved in the criminal justice system. City Gate staff and the Mental Health Court program manager meet on a bi-weekly
basis to consider referrals, review status and treatment plans of mutual clients, and explore long-term housing plans. Since
Mental Health Court members usually have multiple service providers including mental health, substance use disorder
treatment, housing case managers and others, the Mental Health Court program manager brings together all service providers
in a coordinated plan. The entire treatment and on -site housing team provides weekly updates to the Mental Health Court
program so the individual's successes can be noted and celebrated at court.
Highlight 3. HSSP and Youths (OC, NWYS, Bellingham Schnnl District)
The Homeless Student Stability Program (HSSP) is a partnership between the Opportunity Council, Northwest Youth
Services, and the Bellingham School District. This program is funded by grants from the Department of Commerce and Office
of Superintendent of Public Instruction for the purpose of offering support for unaccompanied homeless students and
homeless families. The objective is to improve educational outcomes for identified students by supporting housing stability.
Case management and housing navigator services provide in -school support, connection to coordinated entry and housing
services, and diversion.
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Pillar 2: Quality Assurance
A benefit that we anticipate from growing public interest and cross -agency collaboration is collective accountability and
responsibility. Given the broad array of strategies, it will be necessary to have a multi -tiered governance structure to oversee
and guide Plan efforts, with managers, supervisors, and front-line staff engaged, coordinated, and working towards the same
goals. An engaged public will ensure that this is done transparently and that it remains a top priority. To further guarantee that
programs are implemented as intended and that the plan results in quality services, the Whatcom County Health Department
will use the action plan detailed in the table below.
Quality Assurance Action Plan for Case Management
Actions
Who
Frequency
Milestones
How to measure
success?
Contract
WCHD Housing and Fiscal
Annually or
Monitoring is
No findings issued to
Monitoring
Staff; City of Bellingham;
biennially
conducted as per
partner agencies
partner agencies
funder requirements
Robust training
WCHD; Community
Quarterly
Trainings offered for
Zero grievances filed
provided for
Training Committee;
• Trauma -Informed
against service providers;
housing partners
partner agencies
Care
housing staff reports that
• Harm Reduction
they consider themselves
• Motivational
supported and prepared
interviewing
through available training
Survey WHSC
WCHD
Annually
Partner agencies
Surveys completed by a
partner agencies
complete surveys and
majority of case
share needs and ideas
managers within the
about their work
coordinated entry system
Survey a random
WCHD
Annually
Clients complete
Surveys call attention to
sampling of
surveys to share about
system -wide issues that
partner agency
their experience with
highlight training or
clients
case management
supportive needs
To assist organizations in coordinating service delivery, we need common standards and procedures while at the same time
allowing for agencies to stay true to their missions. The common values and guiding vision needs to be shared and
strategically communicated to the public as well as the participating partners that provide coordinated services. And it will be
important that the work of this plan is reviewed by the very people it is intended to serve. Those who have been homeless in
the past or continue to live without adequate housing need to have their voices heard as this plan and our programs change
over time.
Pillar 3c Case Management
A third pillar that runs through the following strategies is high quality case management services for people experiencing
homelessness, at risk of homelessness, or not yet stable in their new homes. Case management services may be needed
infrequently or daily for households; briefly, for a month or two, or for a lifetime. Case managers throughout the housing
system work diligently in increasingly complex systems to help individuals identify their strengths and overcome the barriers
that led to homelessness. Clients are assisted with navigation of bureaucratic social services and medical systems, accessing
legal counsel, managing difficult relationships, resolving landlord/tenant issues, and making ends meet in the face of economic
disadvantages, among other roles case managers fulfill. Their more pragmatic support might involve taking clients to
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appointments or helping them to fill out paperwork, but they also must deal with behavioral health complications and cultural
stigma that negatively impacts their clients. Case managers are most successful when they benefit from the support of system
administrators, receive high quality training, have reasonably sized and appropriate caseloads, work in positive team -focused
environments, and are recognized in a way that encourages them to stay in their jobs, build experience, increase skills over
time.
The need for additional case management positions in our homeless housing system has long been recognized by funders
and nonprofit housing providers. However, funding levels have been insufficient to fill this gap. Increased capacity of case
management is critical to ensuring an adequate level of support for responding quickly to crisis situations, to providing ongoing
support to help build trust and avoid crises, and relieving strain on current case managers with unreasonable caseloads. More
case management resources would also allow case managers to spend more time with colleagues and make important
connections across the network of social support service providers. Smaller caseloads and more experienced staff are
expected to lead to a decrease in the time it takes households to establish permanent housing, and access essential
resources and supportive services.
One area related to case management in which significant progress has been made is the increasingly intentional manner in
which training has been provided locally and by state partners. A Community Training Committee comprised of Human
Services and nonprofit staff came together in 2016 and began identifying the most critical training needs for direct service staff
in homeless housing programs. In 2017, Whatcom County began assisting with the coordination of and funding for several key
trainings. Maintaining this committee is a challenge due to limited staff capacity, yet efforts made to find quality trainers, who
are vetted by Community Training Committee members and Human Services staff, have paid off as indicated by feedback
forms collected at the events.
Pillar 4c Whatcrm Hameless Service Center
The fourth pillar of support for the following strategies is the Whatcom Homeless Service Center (WHSC), based in the
Opportunity Council, which fulfills a unique role in our local homeless housing system. The primary functions of the WHSC, in
addition to operating the county's Coordinated Entry system (see Strategy 1), are explained below.
Leadership and expertise related to homelessness is provided by the WHSC county -wide. The WHSC Director serves in
leadership roles as Chair for the Whatcom County Coalition to End Homelessness and the Steering Committee for the
Coalition. The WHSC also has a responsibility for ensuring effective functioning of the homeless housing system in Whatcom
County, working with government agencies at the local, state, and federal levels, to maintain a high -functioning system to the
extent possible with available funding. The WHSC serves as a resource for the entire community on homelessness -related
issues.
Data Management is provided by the WHSC, the center for our Homeless Management Information System (HMIS).. Our
local Systems Administrator for HMIS has three primary roles: 1) providing ongoing support and consultation for all local users
of HMIS; 2) offering assistance accessing data reports by partner agencies of HMIS; and 3) monitoring data quality. The
WHSC also assists with coordination of the annual Point in Time Count (PIT) for Whatcom County, which culminates in a
report prepared by the WHSC, providing an analysis of data from the most recent and previous PIT Counts.
Outreach provided by the WHSC Homeless Outreach Team (HOT) connects people experiencing homelessness with
services. The HOT operates primarily in the City of Bellingham, which is the largest city in Whatcom County and the primary
funder for the team. HOT's additional funding from the US Department of Veterans Affairs' SSVF (Supportive Service for
Veteran Families) grant and the Substance Abuse Block Grant's Opioid Substance Use Disorder Program provide for modest
outreach into the county and bring expertise and resources specifically to people with opiate use disorders. Outreach staff is
available five days weekly and engages those new to homelessness, as well as those with a history of homelessness in the
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community. Assistance is offered to connect people to community resources, such as the WHSC, shower facilities, medical
care, employment, and income supports. HOT focuses mostly on unsheltered households and encampments, but also does
weekly on -site outreach at the Lighthouse Mission to facilitate check -ins for Coordinated Entry, perform intakes, and to provide
additional resources and referrals. The HOT also provides support for businesses and community members in working
through issues related to homelessness.
Landlord liaison services were implemented in the WHSC in 2017 with funding from the City of Bellingham and the VA's
SSVF grant. The landlord liaison's services are available to anyone, regardless of vulnerability or income, and include:
Recruit new landlords to participate in the homeless housing system by choosing to rent to households exiting
homelessness. This helps to increase the number of units available to people seeking re -housing opportunities.
Maintain existing relationships through support, education, and mediation for tenant disputes. Communication and
mediation from a third party is a positive influence on housing retention.
Assist households experiencing homelessness with housing search and application support through the Housing Lab
program, a weekly drop -in client -driven service that utilizes advocates who help create custom plans to help attain
housing. This service reduces the time it takes for people to find new housing options and can also reduce reliance
on vouchers or rental assistance.
In addition to these three central services, the landlord liaison hosts a weekly Roommate Cafe for adults who are unable to
afford living alone but need help finding good matches for roommates who are in similar positions. This assistance, in effect,
creates arrangements that make housing affordable to people who would otherwise be unable to pay rent for a place of their
own. The low -barrier, cost effective program is open to anyone experiencing homeless or housing instability and does not
require participation in the Coordinated Entry system. A similar program, focused on the growing number of at -risk or
homeless seniors, is the Generations Housing Program that helps seniors find roommates or host homes.
Distribution of rental assistance for some eligible households is available through the WHSC. A wide range of rental
assistance resources are provided to the WHSC through the County and City of Bellingham, along with federal and state
grants. The WHSC works with partner agencies including Catholic Community Services, Lake Whatcom Treatment and
Residential Center, Lydia Place, Northwest Youth Services, Opportunity Council, and Pioneer Human Services to distribute
rental assistance. Unfortunately, the need for these resources exceeds the amount of financial support available. Prioritization
for households most in need of rental assistance is determined through the policies and procedures of our Coordinated Entry
system. Use of a coordinated entry system is the first of seven strategies, which include or are best practices in resolving
homelessness.
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Evidence -Based Strategies
The strategies below reflect a plan of action focused on meeting our goal and objectives. Strategies are evidence -based
practices: tried and true methods that have been proven to affect and sustain changes when implemented correctly. The
seven strategies below were components of the last local plan in 2012, and they will continue to be refined in the future to
include new approaches to homelessness and to meet evolving local needs.
Strategy lc A Centralized PcInt of Entry
Whatcom County works closely with the Whatcom Homeless Services Center (WHSC) to operate a coordinated services
approach for those seeking housing. The coordinated service protocol follows the Housing First approach, which has been
shown to improve mental health and quality of life while decreasing health services use and improving housing stability.21 In
an effective and efficient crisis response system, people are quickly identified, assessed, and connected to housing and
homeless assistance based on their needs and strengths. Standardized tools are used and consistent practices are utilized to
maximize transparency and fair distribution of scarce resources. Participant choice is provided to the greatest extent possible.
Within the array of coordinated services provided by the WHSC, the federal, state, and locally supported Coordinated Entry
(CE) system is a process that aspires to help all people experiencing a housing crisis in a defined geographic area. CE also
makes strong efforts to ensure that all have a fair and equal access to assistance, with that assistance prioritized for those
with the greatest needs. WHSC is the CE lead agency, and provides referrals to partner agencies for individuals or
households that best match the type of housing and supportive services they provide.
Prior to the introduction of the coordinated services approach, households seeking services needed to contact each agency
independently and respond to information requests from each agency. This was a burdensome task, and often required
people to relive trauma repeatedly as they spoke with the many intake professionals around the county. Now, a household can
connect at the community resource center at the WHSC office and in effect, be connected with all of the housing services
available from the entire network of Coordinated Entry agencies. Coordinated Entry evolves based on changing requirements
from funders, community needs, resource availability, partner capacity, and emerging best practices. The Coordinated Entry
lead for Whatcom County is the Whatcom Homeless Service Center (WHSC), a department of the Opportunity Council, which
is a local not -for -profit organization based in Bellingham. A secondary entry point managed by Northwest Youth Services
provides access for youth at a youth -specific provider location, and intakes are also completed by the Homeless Outreach
Team specialists, at the DVSAS safe shelters with Lydia Place staff, at Opportunity Council's East Whatcom Regional
Resource Center, and the Lake Whatcom Residential and Treatment Center. Partner agencies participating in our CE System
in 2019 are listed on a chart found in the Appendix, along with the type of interventions offered and population(s) served.
Partner agencies are nonprofits that specialize in serving Whatcom County residents with a history of homelessness.
One achievement of this strategy since 2012 includes local implementation of the statewide homeless services database, the
Homelessness Management Information System (HMIS), with the majority of CE housing partners. Additionally, an updated
and more thorough risk assessment tool, the Service Prioritization Decision Assistance Tool (SPDAT) was adopted in 2019.
The SPDAT scores those with highest level of vulnerability to be prioritized for housing and services. Community values also
guide CE; families with children, veterans, seniors, and people experiencing chronic homelessness have been prioritized.
Partner agencies providing case management and housing support receive referrals for the population they serve as program
21 Baxter AJ, Tweed EJ, Katikireddi SV, et al. J Epidemiology and Community Health 2019;73:379-387.,
https://iech.bmi.com/contenV'ech/73/5/379.full.pdf
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openings occur. There are hundreds of households awaiting housing on the Housing Pool (HP), and case management to
assist those on the HP is limited to families with children and the most vulnerable single adults.
LIneligible, Turned Away J
Coordinated Entry
Outreach and F_ Targeted Housing Pool with or
System Entry Screening without Case Management
It
Diversion Services, Housing
Lab, Roommate Cafe, etc.
Private Market Housing —
No Ongoing Support
Housing Program
with Short or Long
Term Supports
This diagram shows the pathways for housing services through the Whatcom Homeless Service Center
In 2018, the most recent year for which we have complete data, there were 1,304 households that received some level of
support at the Whatcom Homeless Service Center. These households included 2,281 individual people.
In the state fiscal year (SFY) of 2018 (July 2017-June 2018), there were 1,698 project entries logged in Whatcom County's
HMIS database. This includes services that range from one-time homelessness prevention funding to medium term Rapid Re -
Housing (RRH) or long-term Permanent Supportive Housing (PSH) programs. The average length of time homeless while
enrolled in programs, but before receiving permanent housing, was 161 days, and 60% of program exits were to permanent
housing situations. Of all the people served, 55% were unsheltered at their time of entry. Of the people who exited to
permanent housing over the last two years, only 10% returned to homelessness.22
Recently, new Coordinated Entry Guidelines have been released by the State Department of Commerce. CE systems
statewide are also being evaluated by the Department of Commerce, and Whatcom County is awaiting a final evaluation
report in response to the evaluation that took place in the summer of 2019.
Coordinated Entry Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Implementation of
WHSC Director and
By end of 2019
n/a
Results of monitoring
revised 2019 CE
Manager; CE Partners
by Commerce; annual
policies
evaluations by WCHD
22 This data is updated annually by the Department of Commerce. Both current and historical data can be found here:
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSVstemPerformanceCountVReportCardsSFY2018/ReportC
and
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Establishment of
WHSC Director and
CE Governance
CE Governance
Records of meetings
CE Governance
Manager; WCHD
Committee membership
Committee will be
will be kept by WHSC
Committee
Housing Program;
established by WHSC
formed and active with
Committee members
and approved by WCHD
scheduled meeting
by September 30, 2019
2. WHSC will ensure
Committee will provide
Changes incorporated
Committee meets twice
suggestions to
into CE policies and
annually.
improve coordinated
procedures
entry
Quarterly WHSC
Coordinated by WCHD
Beginning May, 2019
Improved system
County report cards
Partner
and WHSC Director
measures for partner
Coordination
and Manager; CE
agencies
Meetings
Partners
Strategy 2c Rapid Re—Hrusing
Rapid Re -Housing (RRH) helps families and individuals living outdoors, in emergency shelters, or in transitional housing to
obtain permanent housing through a custom package of supportive services and time -limited financial assistance. Households
will typically pay 30% of their income towards rent, and the sponsoring agency will cover the rest of the rent. The model has
shown positive results by helping households exit homelessness permanently. A fundamental goal of RRH is to reduce the
length of time households are homeless.
According to the United States Interagency Council on Homelessness, RRH moves people into permanent housing with costs
that are significantly less than emergency shelter or transitional housing. The high rate of successful transitions that RRH
provides and the absence of permanent subsidies are the key factors that make this such an economical approach. Because
households enter leases directly with landlords, there is no obligation to relocate when rental assistance tapers off. This
makes the transition to independence much easier for the household. The biggest challenge for RRH in Whatcom County is
the lack of suitable units that are affordable to the households after the subsidies are discontinued. For households unable to
acquire full time employment with adequate pay, or struggle to pay prior debts, keeping up on rent remains a challenge.
Core components of RRH include finding available units, financial assistance for rent and move -in costs, and case
management and other supportive services that promote housing stability. This is colloquially referred to as a "find, pay, and
stay" model. Services are always voluntary and respectful of people's right to self-determination.
Who is served? RRH serves more people than any other intervention type. Eligible families and individuals can receive RRH
if they can live independently and maintain a lease.
Partner agencies providing RRH in Whatcom County include Catholic Community Services, Lydia Place, Northwest Youth
Services, and the Opportunity Council.
Number served, cost, and length of time served: The table below provides information on these measures from the last
two State Fiscal Years.
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Whatcom County Rapid Re -Housing Data for State Fiscal Years 2018 and
2019
SFY 2018
SFY 2019
Total Households served in RRH (service began or continued from previous year)
492
539
Total Households Entries in RRH (service began)
389
344
Households Entering from Unsheltered Homelessness
300 (77%)
235 (68%)
Households Entering from Sheltered Homelessness
71 (18%)
83 (24%)
Households Entering from Institutions
17 (4%)
22 (6%)
Total Exits from RRH
347
397
Exits to Permanent Housing
255 (73%)
261 (66%)
Exits to Sheltered Homelessness
12 (3%)
15 (4%)
Exits to Unsheltered Homelessness
11 (3%)
46 (12%)
Exits to Institutions
2 (1 %)
2 (1 %)
Exits to Unknown Destinations
48 (14%)
56 (14%)
This information is derived from data entered into the Homeless Management Information System by partners
participating in Coordinated Entry in Whatcom County. Updates can be found online by accessing the
Washington State Department of Commerce's Housing Assistance Unit dashboard:
https://public.tableau.com/profile/comhau#!/.
Strategy 3c Permanent Supportive Housing
Permanent Supportive Housing (PSH) is a housing intervention based on the Housing First Model in which homes are
provided for people who would otherwise be unlikely to maintain stable housing. PSH offers housing combined with supportive
services for people with a history of chronic homelessness. In order to be
considered as CH two requirements must be documented: First, that the Chronic Homelessness
Often the public face
individual has a disability. Secondly, the individual must have a documented
chronic homelessnesss involves either
history of homelessness for at least one year or on at least four occasions long-term (12+ months) or repeated
(which totaled at least 12 months) in the last three years. Deep subsidies may periods of homelessness (totaling 12+
be provided for rental assistance. Although the experience of homelessness months over three years) as well as a
can lead to health problems or make existing physical and mental illnesses disability. People experiencing chronic
worse, PSH has been shown to improve physical and mental health and homelessness may be sheltered or
reduce the need for expensive treatment services. People's lives improve unsheltered, and they are considered
dramatically with PSH and the community benefits too. PSH is designed to the least likely to self -resolve theirexperience of homelessness.
meet the long term needs of homeless individuals and families who have been
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chronically homeless using the Housing First model, which does not require any preconditions to housing or participation in
supportive services. PSH interventions in Whatcom County may be provided in a staffed "single -site" facility or in unstaffed
"scattered site" units. The increase of PSH units in Whatcom County has been among our greatest assets developed since
our last Local Plan Update in 2012.
Chronic Homelessness was identified as a likely (though unverified) characteristic of 165 unaccompanied households during
the January 2019 Point In Time Count. This represents more than a 50% increase in the three preceding years and highlights
a need that is growing faster than resources. An exciting opportunity to use federal funds (Foundational Community Supports)
to sponsor care for these households may play a critical role in reversing the trend of a growing population of chronically
homeless individuals.
In January of 2019, the Whatcom County Point In Time Count identified 514 households experiencing homelessness. At the
same time, an additional 350 formerly homeless households were enrolled in Whatcom County's permanent supportive
housing programs, according to our Homeless Management Information System data. These 350 households included 530
household members who would likely have remained homeless were it not for the permanent supportive housing programs.
In the spring of 2019, when the most recent county -wide survey of housing resources was conducted, there were 365 project
beds in permanent supportive housing projects for people with disabilities and another 213 beds for people without diagnosed
disabilities. The total cost of administering these programs, including both the facilities and services, was approximately
$4,012,160. Looking at just the units dedicated for people with disabilities, and the fact that the more robust service need
necessitates higher spending levels, it's not surprising that the price per unit is significantly higher. The total operating and
service expenditures to house this population totaled $3,661,247 in State Fiscal Year 2019, which amounts to just over
$10,000 per bed year.
A 2017 study conducted by RAND Corporation found that similar interventions (high intensive permanent supportive housing)
in Los Angeles County provided net savings to their communities of approximately 20% while improving the lives of the
individuals they housed. Cost savings were primarily attributed to fewer ER visits, fewer inpatient hospital stays, and reduced
outpatient visits as well as decreased use of financial assistance for indigent adults.23 If comparable savings are found in
Whatcom County, the 365 beds dedicated to PSH would have generated positive economic externalities (social, legal, and
medical) of approximately $732,250 ($2,000 per person) above the cost of providing the services. In other words, for every
$100 spent serving this population, $120 of benefit is returned to the community.
The state and locally -funded Consolidated Homeless Grant's primary performance measure for PSH is the exits to or retention
of permanent housing. The 2018 State Fiscal Year baseline for Whatcom County was a 93% retention rate, which is a
remarkable percentage for those members of our community with lengthy histories of homelessness and a disability. The
more intensive support provided for people in PSH may be a significant reason for the high percentage of retention of and
exits to permanent housing for this subpopulation. In the 2019 State Fiscal Year, this retention rate increased to 97%, a
reduction of more than 50% in the negative discharges and putting Whatcom County's rate above the state average of 95%.
PSH has clearly seen success for some of our most vulnerable people in the community.
23https://www.rand.org/contenVdam/rand/pubs/research reports/RR1600/RR1694/RAND RR1694.pdf
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Strategy 44 Increase the Supply cf Affrrdable Hcusing
Housing is considered affordable when rent or mortgage expenses account for no more than 30% of gross household income.
People are considered severely cost burdened when they pay 50% or more of their gross income for housing. Transportation
needs must be considered when providing affordable housing because it is critical for connecting people to jobs, schools,
health care, and child care. Many of the more affordable places to live in Whatcom County require households to incur greater
expenses associated with commuting, both financially and in terms of their time. One measure, the Housing and
Transportation Affordability Index, considers housing as affordable if the combined housing and transportation costs are less
than 45% of household income.
Although eviction and housing loss are cited by a large number of Point In Time respondents as factors leading to
homelessness, the rate is particularly high for single parent households with children. This group in particular appears to be
strongly impacted by financial constraints exacerbated by high housing costs. When surveyed for the Point In Time count,
single parent households reported below average rates of mental illness, substance abuse, and other disabilities compared to
the general homeless population, but struggle to maintain housing nonetheless. One contributing factor is likely the high cost
of childcare in Whatcom County, which was found to have among the least affordable childcare in Washington State.24
Housing affordability is the product of two distinct factors: the price of rent, and the tenant's income and ability to pay. One
way to shrink the gap between ability to pay and price of rent for many households is through rental assistance programs that
subsidize some or all of the household's rental payments. The Bellingham Housing Authority uses funding from HUD to issue
rental vouchers to eligible households to the greatest extent possible. Another source of federally funded rental assistance is
to the HOME Consortium of Skagit, Whatcom, and Island Counties. This consortium allocates federal funds to the Opportunity
Council for use outside of the City of Bellingham in Whatcom County, as well as locations in most of Skagit and Island
Counties. The City of Bellingham also provides HOME -funded and local Housing Levy -funded rental assistance to the
Opportunity Council, Lydia Place, and NWYS as part of or in addition to services contracts that support clients with case
management.
The need for affordable housing is acknowledged by local officials in Whatcom County. In the first half of 2019, the permitting
office at the City of Bellingham issued permits for 450 new units, which is on track to surpass the 785 permits issued in all of
2018 and 578 in 2017.25 At the same time, the Small Cities Caucus of Whatcom County has formally expressed interest in
using local Economic Development Investment funds to renew (and increase) funding for the Homes Affordable For The
Workforce program. In 2018, City of Bellingham residents approved an initiative to renew and strengthen a tax levy that will
provide a variety of housing -related supports for at least ten more years. The smaller cities of Whatcom County however have
not found support for these types of programs and may need more support from county government to address the needs that
exist in their communities too, albeit at a smaller scale. This need for affordable housing in rural areas of Whatcom County
persists, and is addressed in the action plan that follows.
A number of local groups and agencies have organized to address the challenge of our affordability crisis. Not -for -profits, such
as Whatcom Skagit Housing, Habitat for Humanity, and Kulshan Community Land Trust have contributed greatly to the
24 https://childcareawarewa.orq/wp-contenYuploads/2019/05/2018-Affordability-Analysis-by-County-2019-04-08-FINAL.pdf
25 https://www.cob.0rg/services/permits/Pages/activity.aspx
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construction and retention of housing affordability for aspiring homeowners. The Whatcom Housing Alliance, a broad alliance
of public health, economic development, housing development, and private business owners is working to advance diversity
and affordability throughout Whatcom County.
The City of Bellingham sponsors a down -payment assistance program for first time homebuyers with modest incomes and
makes use of both federal HOME funding and local funding derived from their housing levy to support low-income renters. The
City of Bellingham also funds a grant program through the Opportunity Council that offers health and safety repairs for
residents of mobile home parks. This grant allows residents to retain their existing affordable housing, and the city is currently
assessing potential planning, zoning, and funding strategies to further support mobile home parks over time.
Affordable Housing Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Prepare for expiration of federal
WCHD and
By end of
Plan developed to help
Households losing
affordable housing requirements at risk
community
2020
households maintain
affordability protections
of losing affordability requirements
partners
tenancy or to relocate
do not become
without entering
homeless as a result
homelessness
Conduct needs assessment to measure
WCHD and
By end of
Needs assessment
Strategy developed that
the need for farmworker housing
community
2020
complete and
will address housing
together with identified community
partners
recommended
needs of farmworkers in
partners that work with this community
interventions compiled
Whatcom County
Partner with organization(s) to conduct
WCHD and
By end of
Needs assessment
Strategy developed that
a needs assessment and explore the
community
2020
complete and
will address housing
need for rural housing together with
partners
recommended
needs of residents in
identified community partners, such as
interventions compiled
rural Whatcom County
the Opportunity Council's East
Whatcom Regional Resource Center
Federal HOME Consortium funding
WCHD,
By end of
HOME Consortium
An increased proportion
contributes to affordable housing
Consortium
2020
funding is used to support
of the Consortium
development or acquisition in Whatcom
partners,
down payments for first-
funding is used to
County
and local
time homebuyers or to
support rural or small
housing
provide rental assistance
city Whatcom
agency
to low-income renters
households
Apply annually for a Community
WCHD staff
Annually
A block grant is awarded
Grant spending will be
Development Block Grant from the
for a project based in
accompanied by reports
Washington State Department of
Whatcom County; Project
that quantify number of
Commerce that support affordable
increases supply of
households supported
housing in Whatcom County (outside of
affordable housing in
by the grant
Bellingham city limits)
Whatcom County
A Home For Everyone 2019
35
Strategy 5c Heamelessness Prevention and Diversion
Although the most urgent priority of our homeless housing system is to assist the most vulnerable who have lost their homes,
some resources are used to divert and prevent certain households from ever becoming homeless or from returning to
homelessness. Homelessness prevention and diversion are key components in an effective homeless crisis response system,
as they can ultimately reduce the size of a community's homeless population.26 According to the National Alliance on Ending
Homelessness, prevention can help households avoid homelessness by preserving their current housing situation, while
diversion assistance helps people seeking shelter by helping them identify alternatives and supportive services available.27
The Substance Abuse and Mental Health Services Administration (SAMHSA) reports that research indicates prevention
interventions are more cost effective than assisting people after homelessness occurs.28 Examples in which these two
interventions are offered by local housing partners are described below.
Diversion is typically used for families with children or seniors that need briefer and less intensive assistance. Short-term case
management and services are offered to help the household identify available resources to find an affordable and safe home
or maintain stability in the home where they currently reside. The diversion case manager uses practical methods to steer
families away from homelessness, which may include advocacy with landlords, or negotiated agreements with an amiable
relative that has housing available. Diversion is intended to be used as a first response in working with families experiencing
housing instability.
The Opportunity Council reported in 2019 that a grant -funded diversion program they implemented from 2017-2018 had a
69% success rate in keeping households from being added to the Housing Pool, primarily by relying on their own resources
and social support networks. The program served approximately 50 households per year and managed to divert more than
half without any direct financial assistance. This diversion program, funded by the Seattle non-profit, Building Changes,
through a 3-year nonrenewable grant, came to an end in the summer of 2019.21 The 80% success rate for participant
diversion from homelessness over the 3 years this program operated and relative low cost of administration firmly established
it as an important program to maintain in our local continuum of care. The non-renewable grant was so successful that the
Opportunity Council moved other funding from traditional homeless prevention to continue the important work of diversion into
the future. While there will be a gap in funding that was formerly used to cover rent shortages formerly targeted with
prevention funding, the impact and efficacy of diversion was deemed too valuable to let expire.
In 2019, the City of Bellingham began funding a new diversion program delivered by the Opportunity Council that assists
seniors experiencing homelessness and families with children who are at risk of homelessness. This diversion program is
intended to re -house households and support housing stability without relying on other more conventional, longer -term
programs. The program offers flex funding, deposit assistance, and case management for as many as 72 households,
including 36 households that include seniors, and 36 households that include children.
County funding from the Consolidated Homeless Grant (CHG) also began supporting a family diversion program in mid-2019,
which primarily offers deposit assistance. Previously, CHG funding had been used for prevention. Other resources are used
locally to provide additional prevention funding for veterans as follows:
• The Veteran's Assistance Fund (VAF) assists eligible veterans with eviction prevention using local veteran -specific
funding
26 https://www.usich.gov/resources/uploads/asset library/Prevention-Diversion-Rapid-Exit-July-2019.pdf
27 https://endhomelessness.org/ending-homelessness/solutions/crisis-response/
28 https://www.samhsa.gov/homelessness-programs-resources/hpr-resources/housing-shelter
29 https://buildingchanges.org/strategies/diversion
A Home For Everyone 2019
36
• A large federal grant awarded to the Whatcom Homeless Service Center, referred to as the Veterans Affairs'
Supportive Services for Veteran Families (SSVF), also offers prevention resources for veterans.
The Whatcom Homeless Service Center reports that from 2011-18, a total of 735 total client households were served with the
VAF and/or the SSVF program, including 328 households who were re -housed and 407 households who received homeless
prevention services.
From a wider perspective, there are many other ways of preventing homelessness further upstream, such as an adequate
supply of affordable housing, offering vocational and financial skills, and sufficient behavioral health services. For the
purposes of an effective homeless crisis response system, however, interventions generally focus more narrowly on
households who are already on the brink of experiencing homelessness.
Strategy Ft Interim Housing
Interim housing is the general term that describes both emergency shelters and transitional housing. Emergency shelters are
usually easier to access and are intended for shorter durations than transitional housing, but there is a wide range of
approaches to this type of shelter. For purposes of the Point In Time Count and official definitions used by HUD and the
Department of Commerce, individuals staying in emergency shelters and transitional housing continue to be homeless until
they're able to find a more permanent housing arrangement. Emergency shelters may operate on a night -by -night basis and
require shelter users check in each evening. Most night -by -night shelters allow users to stay for as many nights as necessary.
Other emergency shelters may limit stays to 90 days and encourage shelter users to find new housing resources as soon as
possible. Transitional housing placements may last as long as two years before participants are required to move. When stays
in transitional housing reach their limits, residents are required to move to a different residence, and therefore are still
considered homeless while in transitional housing. For more detail about Whatcom County's interim housing, please refer to
the appendix.
Interim housing resources are best used in support of the bigger goal of helping people get into permanent housing as quickly
as possible. Time spent in emergency shelters or transitional housing units can be used to prepare individuals or families for
independent or supported living. Often, those using interim housing shelters need time to connect with economic or medical
services, resolve legal issues, and/or connect with other community supports. Because the current housing stock is unable to
meet the demand for immediate housing for all, these interim programs are a resource for people waiting for longer term
placements. However, because people served in these programs remain in a state of homelessness and because these
programs are much more costly than rapid re -housing, precisely targeting people for these services is a must.
Significant changes have occurred in the need and availability of shelter beds in Whatcom County since the last Local Plan
Update, and offering beds to the unsheltered homeless population remains an urgent priority for the community. The largest
interim housing provider in Whatcom County is Lighthouse Mission Ministries (LMM), which houses approximately 250 people
at any given time in various arrangements ranging from low -barrier night -by -night shelter, to residential interim housing options
as part of longer -term programs. In the fall of 2016, LMM opened a low -barrier shelter, and increased their capacity to serve
an additional 80 individuals beyond what already existed in the community. They have since been able to increase this
number further, and have been willing partners with other agencies and organizations who have stepped up to help those
experiencing homelessness, especially during the winter when local capacity to provide shelter is severely strained. LMM's
primary facility that hosts shelter beds has an interim permit that will expire at the end of 2022, putting urgent pressure on the
need to find permanent shelter facilities that offer adequate capacity, as well as space for hygiene facilities and other social
and health services.
A Home For Everyone 2019
37
As shown in the appendix, LHM is one of a number of providers that participate in interim housing services, but the demand
for shelters is far from being met in Whatcom County. The Point In Time Count of January 2019 identified nearly 300
individuals who were unsheltered in Whatcom County. And while it's true that some of these individuals do not wish to stay in
shelters, it's also likely that there are many more unsheltered individuals in Whatcom County that were not counted. In 2018 a
group of elected officials and community stakeholders attempted to identify a site for a permanent night -by -night shelter in
Bellingham but was unable to find a location that met all of their criteria. Increasing the capacity of existing shelters and adding
additional shelters for populations with special needs remain priorities for the local community. In the near -term, work is being
done to establish sites and develop policies for severe weather shelters that will operate on an as -needed basis when weather
presents life -threatening conditions, and to add additional capacity throughout the winter months when those in need would
otherwise be turned away when all available beds are expected to be filled.
The Consolidated Homeless Grant's performance measure for Interim Housing is the percent of exits to permanent housing.
The SFY 2019 baseline is 38% for emergency shelters and 66% for transitional housing. The Whatcom County rates are 32%
and 52% respectively, indicating room for improvement in our interim housing projects. The target is an increase of 5% for
each intervention by June 30, 2020.
Strategy 7c Ecc noc mic Security
While circumstances vary, the main reason people experience homelessness is because they cannot find housing they can
afford. Loss of a job, medical bills, or other emergency expenses can lead to inability to pay the rent, then eviction, and
eventually homelessness. For the past several years, during the annual Point In Time Count, household economic factors
topped the list of reasons for homelessness; those being the inability to pay rent or mortgages, and job loss.
The good news is that while economic insecurity is a significant factor as a cause of homelessness for many, the strategy of
creating economic security provides a way out of homelessness and supports people at risk of homelessness. Providing
services to help people increase workforce skills, build assets and manage income, maximize their earning potential,
accessing affordable housing, and avoid financial disruptions (such as large medical bills) are effective at preventing or ending
homelessness for many.
In Whatcom County, economic security for those experiencing homelessness can be increased through a myriad of pathways.
However, programs designed to connect people to employment need to respond to the concurrent needs of people who have
been or still are homeless. Examples of this type of support offered in the community follow.
Income/Employment
Resources related to increasing income and employment or providing financial stability in Whatcom County includes:
Programs to Improve Economic Stability
Vocational
Food and
Financial
Direct Financial
Physical and Behavioral
Focus
Training and/or
Basic
Planning /
Support (SSI /
Health Care for People
Population
Supported
Needs
Financial Literacy
SSDI)
Experiencing
Employment
Homelessness
Youths (13-17)
1,9
1
1
10, 11, 12
Youths (18-24)
1, 2, 3, 4, 5, 9
1,2, 5
1, 2, 6, 7
5
10, 11, 12
Veterans
2, 3, 4, 5
2,5
2, 6, 7
5, 13
10, 11, 12
A Home For Everyone 2019
38
Adults
2, 3, 4, 5
2, 5
2, 6, 7
5
10, 11, 12
Seniors
2, 3, 4, 5
2,5
2, 6, 7
5
10, 11, 12
People with
1,2, 3, 4, 5, 10
1,2, 5
2, 6, 7
5
10, 11, 12
Disabilities
1. Northwest Youth Services
8.
Department of Children, Youth, and Families
2. Opportunity Council
9.
Job Corps
3. WorkSource
10.
SeaMar
4. Goodwill
11.
Unity Care NW
5. Department of Social and Health Services
12.
Compass Health
6. Whatcom Asset Building Coalition
13.
Whatcom County Health Department's Veterans
7. Whatcom Dream
Office
Health Management's Role in Financial Stability Economic security can also be strengthened with affordable health care
by reducing costs and improving health and capacity for work. Two federally qualified community health centers serve a high
number of those experiencing homelessness in Whatcom County.
• Unity Care Northwest offers a full range of health care services in Bellingham and Ferndale. Payment is based on a
sliding fee scale for uninsured patients or with high deductibles and co -pays. Psychiatric care and mental health
specialists are available, as well as health coaching, dental care, and general medical care.
• Sea Mar Community Health Center offers similar services, along with long term care services and Health Care for the
Homeless. The Health Care for the Homeless program, available in Bellingham, includes case management, migrant
outreach, shelter outreach, food vouchers, community voice mail, and bus and shower passes, among other
services.
Economic Security Action Plan
Actions
Who
Timeline
Milestones Prior to
How to measure
2022
success?
Support federal, state, and local
WCHD,
Continuous
Local priorities and ideas
Whatcom County
policies that contribute to the economic
interested
are included in new policy
Coalition to End
wellbeing of low-income populations
community
agendas
Homelessness
and reduce homelessness; connect
members,
meetings include time
interested community members with the
WLIHA
for policy suggestions
Washington Low Income Housing
at least once per year
Alliance (WLIHA)
Organize a resource fair that connects
WCHD and
Once
Resource fair held in 2021
Number of attendees
case management staff and other
community
every two
and number of
interested professionals to learn about
partners
years
participating
various organizations working in
organizations that
Whatcom County to promote economic
table at the event
opportunities and stability
A Home For Everyone 2019
39
Statewide G!zal and Qbjectives
Washington State is adopting the 2018 federal strategic goal to end homelessness and the federal criteria and benchmarks for ending homelessness for each
subpopulation. This plan is required to include the five objectives that have been adopted by our state partner, the Department of Commerce. While the objectives
and measures of success are mandatory components of the local plans, the methods by which we achieve success are created specifically for Whatcom County.
This local methodology encompasses the actions, responsible parties, timeline, milestones prior to 2022, and how success will be measured in the charts under
the following five objectives. The seven strategies of our local plan, included in an earlier section, support the accomplishment of these objectives.
Objective 1: Quickly identify and engage people experiencing homelessness under the state definition, and all unaccompanied youth
under any federal definition, through outreach and coordination between every system that encounters people experiencing
homelessness.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior
to 2022
How Success Will
Be Measured
1.1 Street Outreach will
1.1 a Increase training
1.1 a WCHD;
1.1 a 3-4 local
1.1 a Trainings will
1.1 a % exits to
increase the percentage of
opportunities for outreach and
WHSC;
trainings
occur according to
positive outcome
exits to positive outcome
day center staff in behavioral
Street
offered annually
timeline; all staff
destinations
destinations to the level of the
health care, community
Outreach
for outreach
working in outreach
increase by 2%
top performing 20 percent of
resources, trauma informed
staff; NWYS
workers
will receive training
annually and by at
homeless crisis response
care, motivational interviewing,
staff at
beginning in
in at least 3 areas
least 5% between
systems nationwide.
& harm reduction strategies, to
Ground Floor.
2020
listed by the end of
1/1/20 and 6/30/22
give them tools to support
each calendar year.
people moving indoors.
Measure of Success
Action
Responsible
Timeline
Milestones Prior
How Success Will
Parties
to 2022
Be Measured
1.1 b Increase use of
1.1 b WCHD;
1.1 b Annual
1.1 b Reduction in
1.1 b PIT annual
emergency shelters by
City of
increase in # of
proportion of
report on
expanding the total capacity,
Bellingham;
shelter beds
unsheltered
sheltered/unshelter
improving accessibility,
partner
and in
households by 2%
ed;
expanding choice, and
agencies
proportion of
annually and a
HMIS;
improving quality of stay
providing
people who are
minimum of 6% by
Annual Report (# of
shelter
homeless that
2022; provide more
ES units reported)
stay in
case management
emergency
to increase
shelters; and
availability of PSH
fewer people
unsheltered
1.2 Compliance with state and
1.2a Conduct annual
1.2a WCHD
1.2a Annual
1.2a Full
1.2a Data quality
federal Coordinated Entry
evaluations of policies and
& WHSC;
evaluations of
compliance with
scores on County
Data Collection requirements
make adjustments as
WA State
CE by WCHD
contractual
report cards show
in order to build and maintain
necessary with guidance by
Dept. of
due in
obligations and
consistent
active lists of people
Commerce; receive technical
Commerce;
February;
Commerce and
improvement on
experiencing homelessness
assistance by Commerce in
providers
monitoring of
HUD requirements
annual basis
and to track the
continuing to build and
using HMIS
CE by
homelessness status,
maintain active lists as practice
Commerce
engagements and housing
evolves
placements for each
household.
1.3 Increase share of
1.3a Increase engagement of
1.3a WHSC,
1.3a Annual
1.3a At least 60%
1.3a County report
individuals served who are
unsheltered population and
Street
improvements
will enter from
cards; HMIS data
entering services from
collect data to capture
Outreach
unsheltered
unsheltered homelessness to
transitions into shelters
agencies,
homelessness
at least 60%
WCHD,
shelter
providers
C1i
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior
to 2022
How Success Will
Be Measured
1.3b Coordinated Entry system
1.3b WHSC,
1.3b Quarterly
1.3b At least 60%
1.3b County report
to hold meetings for Street
Street
Meetings
will enter from
cards; HMIS data;
Outreach and Referral
Outreach
unsheltered
partner data
Specialist staff to review
agencies,
homelessness
progress of unsheltered
WCHD
receiving housing
Where we are now:
Program directors from Coordinated Entry partners have traditionally met on an as -needed basis to address system challenges as they are identified. Regular
meetings with this team, as have been recently scheduled, are anticipated to improve coordination and make this system more efficient.
The table to the right shows the total number of people on the Housing Pool in January of each of the last five years. Although the number has generally
decreased since a high 2017, it remains above a realistic number of who can be served in a reasonable time. Additional measures will be taken to reduce the
number of people placed on the Housing Pool list who are unlikely to be served, thereby conveying a more realistic expectation among people in need of services.
According to Point In Time Counts, the ratio of unsheltered individuals has been increasing over time. The average percent
of unsheltered individuals was 28% from 2008-2011, but rose to 44% from 2016-2019. Services for people experiencing
unsheltered homelessness will be a priority. This includes both outreach efforts and the myriad of factors that can lead
unsheltered individuals and households to choose to stay in shelters instead of alternative and less healthy arrangements.
Although the drop from 2018's PIT to 2019's PIT count of unsheltered homelessness fell by 23%, continued attention and
effort will be required to decrease the number further. Measuring the unsheltered population and the movement from
unsheltered to sheltered locations is particularly challenging in our community because there are gulfs between data
collected at the largest shelter (LMM's Drop -In Center), the Homeless Outreach Team (HOT) field staff, and the Homeless
Management Information Systems.
While the HOT focuses their efforts on unsheltered individuals and households in the field, a day center for homeless
youths provides drop -in services for the county's youths and young adults at a set location. The Ground Floor was
developed by the First Congregational Church of Bellingham in partnership with Northwest Youth Services. This day center was extensively remodeled from an
underused basement in 2018 and began operating in early 2019. The Ground Floor provides access to free laundry machines, free essential needs (hygiene
items, clothing, food, etc.), private bathrooms and showers, study spaces, and quiet rooms for rest and regrouping. Staff is available to offer support, and to
connect youth with other resources necessary to end homelessness. Ongoing operations of the Ground Floor are made possible by funding from the City of
Bellingham. A further expansion of the hours, services, and resources currently offered at the Ground Floor as additional funding becomes available would have a
positive impact on young people presently experiencing homelessness or at risk of becoming homeless.
Average number of
active households
Year
on Housing Pool
(January)
2015
487
2016
659
2017
686
2018
512
2019
524
Cyr
One area of renewed commitment has been to provide trauma -informed care and harm reduction for front-line staff to increase their skills when work with people
who have experienced trauma or may struggle with behavioral health disorders. This is expected to improve outcomes for the unsheltered and/or isolated
households in Whatcom County as a result of more positive interactions working with agency staff and better communication of needs. Funding has been set
aside by the Whatcom County Health Department specifically for training community workers who work directly with individuals experiencing behavioral health
disorders.
Number of Unsheltered Individuals
500 ,
400
300
200
100
0
2008 2010 2012 2014 2016 2018
Figure 9: Number of individuals experiencing unsheltered homelessness during Point In Time counts (2008-2019).
Ratio of Unsheltered Homelessness
50%
40% -
30
20%
10%
0%
2008 2010
2012
2014
2016
2018
Figure 10: Percent of people experiencing homelessness who are unsheltered during Point In Time counts (2008-2019).
43
Rate of Homelessness in Whatcom County
0.50%
0.40%
0.30%
0.20%
0.10%
0.00% '
2008 2010 2012 2014 2016 2018
Figure 11: The Percent of Whatcom County residents experiencing either sheltered or unsheltered homelessness during Point In Time counts
(2008-2019). The rate of homelessness was 0.29% in Washington State in 2019 and 0.17% nationally in 2018 (most recent available data).
Vrlylfl OI rrumudrn rdrLlGlpdfll5
Rapid Re -Housing Origin of Program Participants
1
■ Institutional Setting
Unsheltered
Homelessness
■ Sheltered
Homelessness
■ Permanent Housing
Interim Housing
1
68
Unknown V 60
This graphs show the previous housing arrangements for households entering into Rapid Re -Housing (left) and Emergency Shelters or Transitional
Hrnisinn (rinht) diirinn Stata Ficral Yaar g(119
15MAI
Objective 2: Prioritize housing for people with the greatest need.
This objective refers to people living unsheltered, in emergency shelters, and in transitional housing. Implementing changes so our system enables people to
move quickly into permanent housing is not only a cost -saving and humane measure, but achieves what people want - a home of their own. The primary
mechanism for housing prioritization is our Coordinated Entry system operated by the Whatcom Homeless Service Center. A standardized assessment,
OrgCode's Service Prioritization Decision Assessment Tool (SPDAT)30, is in use to objectively determine the level of need among households requesting services.
As program openings occur, level of need is used to prioritize services for eligible households.
Measure of Success
Action
Responsible
Timeline
Milestones Prior to
How Success Will
Parties
2022
Be Measured
2.1 Compliance with state
2.1 a Review
2.1 a WHSC &
2.1 a Quarterly
2.1 a Quarterly
2.1 a Data quality
and federal Coordinated
requirements with
WCHD
meetings will be held
reports show
Entry requirements for all
project staff regularly
with new staff
consistent
projects receiving federal,
beginning in 2020;
improvement;
state and local homeless
annual meeting with all
monitoring by
funds
HMIS active staff by
WCHD and
2020; new governance
Commerce results
committee meets
in no findings or
biannually beginning in
issues.
2020
2.2 Revisit the Coordinated
2.2a Implement
2.2a WCHD,
2.2a WCHD,
2.2a Number of youth-
2.2a Point In Time
Entry Core Element
recommendations in
WHSC &
WHSC & NWYS
headed households in
reports
recommendations and the
consultation with local
NWYS
will meet annually
Point In Time counts
Office of Homeless Youth's
youth services
to respond to
decreases
Five Recommendations for
provider; assess need
changes; decision
Making Coordinated Entry
for additional access
to implement
Work For Youth and Young
points for CE for youth
recommendations
Adults annually
made by 2/1/20.
2.3 Successful
2.3a Update
2.3a WHSC
2.3a New tool in
2.3a SPDAT 4.01
2.3a A detailed
implementation of
assessment tool to
use for select
assessments complete
assessment is
prioritization policies for all
more accurately
populations by
for majority of highly
available for
projects receiving federal,
determine needs and
end of 2019
vulnerable households
placements in
state and local homeless
improve referrals
on housing pool list
services/program
funds, resulting in
from the housing
30 https://d3n8a8pro7vhmx.cloudfront.neVorgcode/pages/313/attachments/original/1479850999/SPDAT-v4.01-Single-Fillable.pdf?1479850999
5W
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior to
2022
How Success Will
Be Measured
prioritized people
pool list for the
consistently housed in a
majority of
timely manner
prioritized
households
2.3b Streamline
2.3b WCHD,
2.3b New referral
2.3b Regular meetings
2.3b Fewer
referral process and
WHSC
process in place
to discuss referrals
negative outcomes
communication
by end of March
with all relevant
for clients in
between CE lead and
2020
agencies
programs
partner agencies
2.3c Increase the
2.3c WCHD,
2.3c Increase to
2.3c Maintain level of
2.3c County report
percent of system
WHSC, partner
60% by
unsheltered entries at
cards from
entries for households
agencies
06/30/2020
60% or higher
Department of
who were previously
Commerce
unsheltered or fleeing
domestic violence to
60%
Where we are now:
The prioritization of services and resources for people in need is an ongoing challenge. Different opinions, perspectives, and values exist along a continuum.
Funding requirements from HUD and the Washington State Department of Commerce require that the most vulnerable - those with the greatest needs - are
prioritized for services because they are most likely to suffer the greatest harm as a result of being turned away from services. Much of the state and federal
funding spent locally is designated to support people who are experiencing chronic homelessness, which is both 12 months or more of homelessness either
continuously or in four or more episodes over the last three years, and the presence of a professionally recognized (and documented) disability. On the other end
of the spectrum, others are quick to point out that a greater number of people could be served if resources were spread more thinly for those who need
significantly less support- so called "light touch" populations. There are also strong opinions in support of specific special populations - homeless youths, seniors,
families with young children, veterans, individuals with medical complications, people with developmental disabilities, and for people with mental illness. Because
the needs of the community so greatly dwarf the resources devoted to resolving homelessness, conflicting values about prioritizing those resources will persist.
The Whatcom County Health Department's housing program budget is funded with seven distinct revenue sources, each with its own set of eligible expenses and
household eligibility criteria. Details about revenue, expenditures, and eligible uses of funds are available on the Whatcom County website, from the Washington
State Department of Commerce, from HUD, in Washington State Administrative Code, and in the Revised Code of Washington. Where flexibility exists, the health
department strives to gather input from diverse stakeholders that work in housing -related fields, from elected officials, from open public meetings of the Whatcom
County Housing Advisory Committee, from the general public, and from people who have the lived experience of homeless.
M.
Objective 3: Operate an effective and efficient homeless crisis response system that swiftly moves people into stable permanent housing.
For people who experience homelessness, their time without housing is often traumatic, dangerous, and fraught with significant risks to their health. For these
reasons, as well as others, it is important to strive to make these homeless experiences as brief as possible. To quickly re -house an individual or family there must
be effective outreach, accessible intake processes, and program capacity to enroll new clients.
A key challenge in program capacity has been the scarcity of vacancies and cost of rentals, as detailed on page 11. Many programs struggle to exit households
from interim housing or ongoing case management, and rising rents have made it very difficult to continue to expand RRH programs that require rental assistance.
State Fiscal
Year
Average number of days spent
homeless before housing provided
2015
81
2016
112
2017
172
2018
161
Table 1: Time spent homeless in any living arrangement
before being housed
State
Days in Interim Housing
Days in Interim Housing
Fiscal
before enrollment in
before enrollment in
Year
Permanent Housing
Permanent Housing
Projects (mean)
Projects (median)
2018
126
63
2019
93
44
Table 2: Length of time in emergency shelters or transitional housing before
obtaining permanent housing. This does not include time spent unsheltered or
in an emergency shelter or transitional housing facilities that does not
participate in Washington State's HMIS data system.
It is encouraging to see the length of time decrease in the two tables above from 2017 through present, but it does not capture the experience of all people facing
homelessness. According to the 2019 Whatcom County Point In Time Count Report, roughly 20% of the people counted in 2019 were also counted in 2018, and
11% were also counted in 2017. This means that 20% of the people (about 140 individuals) were in roughly the same position they had been in full year ago.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones Prior to
2022
How Success
Will Be
Measured
3.1 Increase percentage of
3.1 a Implement
3.1 a WHSC,
3.1 a TBD
3.1 a TBD
3.1 a TBD
exits to permanent housing to
recommendations from CE
WCHD
the level of the top performing
assessment
20 percent of homeless crisis
3.1 b Improve referrals to
3.1 b All
3.1 b
3.1 b Increased
3.1 b County
response systems nationwide.
better match needs of clients
agencies
Continuous
percent exits to
Report Cards;
participating in
permanent housing
HMIS data from
HMIS
by 2% annually from
WHSC
2019 to 2022
EIN
3.1 c Improve exits to
3.1 c WCHD,
3.1 c
3.1 c Increase system-
3.1 c County
permanent housing from all
partner
Continuous
wide average or
Report Cards
programs by 5% by
agencies
successful exits to
06/30/2020
70%
3.2 Reduce returns to
3.2a Build partnerships with
3.2a WCHD
3.2a
3.2a Increased
3.2a Quarterly
homelessness after exits to
behavioral health providers
Continuous
number of clients
reports from PSH
permanent housing to less
and expand access to
accessing BH
facilities; County
than 10 percent
behavioral health services
services
Report Cards
3.2b Strengthen landlord
3.2b WHSC
3.2b
3.2b Annual housing
3.2b ILL Monthly
liaison program
Continuous
related contacts from
reports
ILL program increased
3.2c Reduce returns to
3.2c WCHD,
3.2c
3.2c Returns to
3.2c County
homelessness to 5% or less
WHSC, partner
Continuous
homelessness will
Report Cards
by 2024
agencies
reduce to 7% or less
3.3 Reduce average length of
3.3a Increase case
3.3a WCHD
3.3a When
3.3a Average length
3.3a County
stay in temporary housing
management to decrease size
and case
funding is
of stay in ES and TH
Report Cards;
projects to less than 90 days.
of caseloads as funding
management
available
decreases
quarterly reports
allows
partners
from agencies
3.3b Respond quickly to
3.3b WCHD; all
3.3b
3.3b Reasons for
3.3b Analysis
lengths of stay in excess of 90
relevant ES
Quarterly
extended stays are
conducted to
day; develop permanent
case
documented in client
determine causes
housing plans within 14 days
management
and agency files
of long stays;
after client enters interim
and shelter
reduction in
housing
providers
average # of days
spent in ES and
TH projects
LK
Objective 4: Project the impact of the fully implemented local plan on the number of households housed and the number of households
left unsheltered, assuming existing resources and state policies.
Measure of Success
Action
Responsible
Parties
Timeline
Milestones
Prior to 2022
How Success Will
Be Measured
4.1 An estimate of people experiencing
4.1 a Update
4.1 a WCHD
4.1 a By
4.1 a
4.1 a Tool attached
homelessness that will be housed during
modelling tool
September 01,
Completed
as appendix to this
2024 after successful implementation of the
provided by
2019
plan update and
local plan using existing resources, and the
Commerce with
subsequent
count of households left unsheltered at a
latest numbers to
updates
point in time in 2024, based on credible
improve accuracy
4.1 b Make annual
4.1 b WCHD
4.1 b By
4.1 b Annual
4.1 b Annual
data and research; including the data
assumptions, calculations, and related
adjustments in
September 1 St
updates
updates will
citations necessary for outside parties to
response to
of each year
include updated
review and reproduce the estimate
variations from
2020-2024
appendix
predictions
The model provided by Department of Commerce predicts that the number of unsheltered homeless households will decrease by 24 over the next five years if
demographics and housing costs remain stable, given the current performance of our crisis response system. However, even modest growth in population and
rents will reverse the predicted decrease. The table below highlights six potential population and rent scenarios:
Predicted change in
Annual funding increases required to
Population Growth
Rent Growth
number of unsheltered
offset inflation (price of service
(annual %)
(annual %)
households in 2024
delivery) and to overcome scenario's
increase of population and rent prices
Scenario 1
0
0
-24
$111,272
Scenario 2
0
3
-8
$192,364
Scenario 3
1.5
3
+27
$312,275
Scenario 4
1.5
5
+59
$463,883
Scenario 5
1.5
8
+112
$693,359
For reference, the population growth rate in Whatcom County has been about 1.5% over the last decade. The year -over -year increase in Whatcom County rent
value, according to Zillow was 6.4% in July of 2019. An annual growth rate of 5% has been the average since 2012.
The predictions of the model are using the assumption that performance targets for emergency shelter, transitional housing, and rapid rehousing are met.
Specifically, the percent of households exiting to permanent housing from these three interventions should be 50%, 80%, and 80%, respectively, and the returns
to homelessness for the same three interventions should be 10%, 5%, and 5%. Although these targets have not yet been achieved, Whatcom County is on track
to meet them in the coming years. The current yearly total of successful housing interventions is 729; meeting the above performance targets would increase that
number to 831.
Objective 5: Address racial disparities among people experiencing homelessness.
To better understand the impact of race on homelessness and access to services, the following analysis was derived from questions posed by the Washington
State Department of Commerce and data collected in 2018.
1) How does your county compare to other like size counties in the state? Are any groups over or underrepresented in the homeless population?
a. In Whatcom County, people who belong to minority groups are over -represented among people experiencing poverty, and over -represented
even more so among people experiencing homelessness. Although white people make up 86% of the population and 78% of people
experiencing poverty, they account for only 68% of those identified during the most recent Point In Time Count. In families with children, white
people made up only 48% of the people experiencing homelessness.
b. The Native Americans/Alaskans make up only about 3% of the county's population, but they account for 5% of people in poverty and 16% of
people experiencing homelessness. These disparities are larger still within families with children experiencing homelessness, where Native
American/Alaskan individuals accounted for 31 % of all the people in families with children who were experiencing homelessness.
c. Black people make up a small percent of the county, and are only 2% of the people living in poverty. Still, they make up 4% of people
experiencing homelessness.
d. For multi -racial or those who do not identify as white, black, Native American/Alaskan, or Asian/Pacific Islander, there are also elevated rates of
homelessness beyond what poverty ratios would predict, but this is seen only among families with children. The "Other/Multi-Racial" group
makes up 10% of those in poverty, but 15% of the homeless families with children population.
e. Single -parent households with children are disproportionately headed by a female parent. Nationally, single mothers account for about 80% of
the single -parent households; however they were identified as 93% of the single -parent households during the Point In Time Count.
2) In PIT counts, are there significant differences between sheltered and unsheltered counts?
a. For people without children, race appears to play only a very small role in access to shelter. Although white people make up 68% of the people
experiencing homelessness in Whatcom County, they account for a larger percent (73%) of people who are unsheltered. This means that
people of racial minorities are able to (or choose to) access shelter at a slightly higher rate than their white peers. This phenomenon is more
pronounced among families with children, where we see white people make up 48% of the population, but account for 58% of those who are
unsheltered.
3) Are there specific local or state conditions that might lead to these differences?
a. The most startling data here suggests that Native American/Alaskans in poverty are three times more likely to become homeless than others
who are in poverty. And although this population is just 5% of the county's people experiencing poverty, they account for 31 % of the people in
families who are experiencing homelessness. Specific local conditions that may be contributing to this, as well as possible corrections need to
be researched; this will be a topic for discussion in the new Coordinated Entry governance body.
Measure of Success
Action
Responsible
Timeline
Milestones Prior to
How Success Will Be
Parties
2022
Measured
5.1 Completion of an
5.1 a Include analysis in
5.1 a WCHD,
5.1 a By
5.1 a Completed
5.1 a Analysis included
initial analysis using
this document
Steering
September 01,
in this plan and
a racial equity tool
Committee of
2019
subsequent updates
and data provided
Coalition to End
by Commerce.
Homelessness
5.1 b Revisit analysis and
5.1 b WCHD
5.1 b By
5.1 b Annual updates
5.1 b Annual updates
make adjustments annually
September 1st
will include updated
of each year
appendix
2020-2024
5.2 Reduce
5.2a Provide training for
5.2a WCHD with
5.2a At least
5.2a Training program
5.2a Annual training
disparities in
partner agency staff on
Partner Agencies
one annual
in place
activities;
homelessness seen
equity and cultural
training
HMIS and PIT Count
in the Point In Time
competency
specifically on
Data will indicate fewer
Count for people of
equity
disparities in data
color, LGBTQ, and
reporting on successful
formerly
exits to PH and housing
institutionalized
retention
individuals
5.2b Require contractual
5.2b WCHD with
5.2b Included in
5.2b Increase in # or %
5.2b Quarterly reports
partners of WCHD to
Partner Agencies
contracts/amen
of households from
submit annual plan on how
dments by
minority groups that
they intend to work toward
01/01/2021
receive permanent
reduction in disparities in at
housing, and retain
least one identified group
housing for 6 months
with disparities; provide
and 1 year.
opportunities for more
suggestions from partners
51
5.2c Develop criteria for
5.2c WCHD and
5.2c WCHD
5.2c Assessment tool
5.2c Decrease of time
CE assessment that
WHSC
and WHSC and
modified to account for
spent in housing pool
recognizes barriers for
partners will
systemic prejudice that
for people that belong to
people of color, LGBTQ,
discuss and
adds barriers to housing
groups facing disparities
formerly institutionalized
decide on this
for minority groups
in rates of
individuals and other
by 06/01/2020.
homelessness
groups that face disparities
in rates of homelessness
5.2d Analyze hiring and
5.2d WCHD with
5.2d Analysis of
5.2d Hiring and
5.2d New efforts to
recruitment practices of
Partner Agencies
hiring practices
recruitment policies
recruit from minority
partner organizations to
completed by
include considerations
populations will be
determine if outreach to
12/31/2020
to attract staff that
documented and
populations with
reflects the population
reported in annual
inequitable outcomes in
being served
updates
housing can be improved
5.2e Fill position for Tribal
5.2e WCHD
Position will be
Tribal Representative
List of attendees in
Representative on
housing staff
filled by
will be present for
minutes will include
Whatcom County Housing
06/01/2020
majority of meetings
Tribal Representative
Advisory Committee
52
Girssary
Affordable Housing — Housing is considered "affordable" when a household pays no more than 30% of their
gross income towards housing, inclusive of utilities.
Chronically Homeless — A subset of the homeless population that has been homeless either for the last 12+
months, or homeless several times over the past three years adding up to 12 months or longer. People who
have experienced chronic homelessness are the primary participants in permanent supportive housing projects.
CoC — Continuum of Care (CoC) is a HUD designation for a jurisdiction that receives federal grants for housing
programs. In Washington State, the five most populous counties (King, Snohomish, Pierce, Spokane, and
Clark) constitute their own CoCs, while the rest of the counties (including Whatcom County) form a sixth CoC
called the Balance of State.
Commerce — The Washington State Department of Commerce is the primary state -level funder for housing
assistance in Washington State. There are three offices in particular that support people experiencing
homelessness, the Office of Family and Adult Homelessness, the Office of Supportive Housing, and the Office
of Homeless Youth.
Coordinated Entry — A system that allows people seeking services to have a single point of entry for all
participating agencies. This eliminates the need to visit and register with several agencies across the county. A
list of people seeking services is used to connect households with agencies that provide services.
Diversion — A relatively brief service that helps households creatively solve housing crises without formal
engagement in the coordinated entry housing system. Households that use diversion services typically will
relocate to a new living situation but will not losing housing altogether.
ES — Emergency Shelter (ES) is any type of site that houses individuals or families on a temporary basis. Some
shelters are reserved for specific populations, such as women fleeing domestic violence or for minors, while
others are available for any adult seeking shelter. People using emergency shelters, regardless of their length
of stay, are still considered to be homeless.
HMIS — The Homeless Management Information System is a database that keeps statistics about housing
services and clients. Information from Whatcom County is connected to other counties and used by Department
of Commerce and HUD to analyze performance of each county and Continuum of Care. Data entry is required
of agencies that receive funding from the Whatcom County Health Department and for all programs receiving
state or federal funds.
Housing Pool — The "housing pool" serves as a quasi -wait list that matches individuals seeking services with
appropriate programs. Households in the housing pool are organized by eligibility status, housing needs and
vulnerability.
HUD — The United States Department of Housing and Urban Development (HUD) is a funder for many housing
subsidy programs delivered locally and the primary funder of the Whatcom County and Bellingham Housing
Authority.
Partner Agencies — Non-profit organizations that receive funding from local, state, and/or federal sources and
implements programs that serve populations experiencing and/or at risk of homelessness. Many of these
organizations also collect private contributions at fundraising events and benefit from significant volunteer
support. As a condition of public funding, these agencies must record data in HMIS and populate their
programs primarily through referrals from the WHSC.
PH — Permanent Housing (PH) can be subsidized or paid at market rate. PSH and RRH program participants
are considered to be in permanent housing and no longer homeless.
Prevention — A program that provides stopgap funding for households in imminent risk of eviction or housing
loss. Unlike diversion services, prevention usually helps families maintain their housing without having to
relocate.
PSH — Permanent Supportive Housing (PSH) is a service that combines rental subsidies with ongoing case
management support. PSH is offered either in single -site facilities that provide on -site staff to assist tenants, or
in scattered -site locations that may be integrated into neighborhoods.
Rapid Re -Housing — A rental subsidy that generally lasts for about two years. Households receiving rapid re-
housing (RRH) are expected to develop financial independence over the two year period and take over rent
payments at the completion of the program. These tenants have leases with their landlords and typically remain
in the same housing unit after the subsidy ends.
Referral — A referral for a client is issued by the WHSC when partner agencies identify a vacancy or additional
capacity. When requested for a referral, the WHSC accesses the Housing Pool to determine the most
appropriate household to refer to the requesting agency.
SPDAT — The Service Prioritization Decision Assistance Tool is used to determine the level of vulnerability of
applicants for housing services. The result of this assessment helps determine the most appropriate service for
the household.
TAY Triage Tool — This version of the SPDAT is designed specifically for transition -aged youths (TAY). It helps
determine the needs of young adults aged 18-24 and is used both for Northwest Youth Services and Whatcom
Homeless Service Center intakes for client in that age range.
TH — Transitional Housing (TH) is a temporary arrangement that is expected to provide subsidized housing for
up to two years. Unlike RRH, transitional housing tenants are not protected by leases and are expected to
move out to a different home at the end of the program. While in TH, households are still considered to be
homeless.
WHSC — The Whatcom Homeless Service Center is the lead agency for Coordinated Entry in Whatcom
County. It disperses rental assistance funding and fills referral requests when partner agencies have vacancies
in their programs.
54
Appendix Ac Interim Hrusing In Whatvam Ccunty
As of early 2019, the number of year-round emergency shelter or transitional housing beds for men, women, and children in
Whatcom County was approximately 700. In practice, due to household configurations, the total number of individuals that can
be sheltered is typically less, although temporary shelters are used during the winter months and motels can be used to add
capacity when necessary. Because many of the organizations that provide shelter do not participate in county -wide data
sharing, the number of people in shelters at any given moment is generally not known.
Interim housing operated by partner agencies that work with the Whatcom Homeless Service Center and/or receive funding
from the City of Bellingham or Whatcom County Health Department:
Domestic Violence and Sexual Assault Services (DVSAS)
o DVSAS's Safe Housing Program provides emergency, confidential shelter to individuals and families fleeing
domestic violence. Survivors are housed in three buildings at two locations in Bellingham, one for families
and two that are limited to adult women. Survivors can be screened through the DVSAS office in downtown
Bellingham or over the 24-hour helpline, and can enter the shelter immediately. Shelter stays are typically
limited to ninety days, and motel stays are available for survivors who do not identify as female.
• Interfaith Coalition
o Interfaith Coalition uses several houses and housing units to provide emergency shelter and transitional
housing for families. These units are located in Bellingham, Ferndale, and Blaine. The goal for the
emergency shelter units is to move families into permanent housing within 90 days, however this
demographic and the expense of housing families make this target very challenging. Transitional housing
units allow for stays up to two years in length. Entry to these units is through Coordinated Entry.
Lydia Place
o Lydia Place operates a small transitional housing facility with room for five households (women with or
without children). Households may stay up to a year, but often move on after only a few months. This facility
is located in Bellingham. Lydia Place also provides motel stays to be used as emergency shelter on an as -
needed basis for families. Entries to Lydia Place's transitional housing program are facilitated by
Coordinated Entry.
• Northwest Youth Services
o Northwest Youth Services operates a Positive Adolescent Development (PAD) program for up to eight
minors aged 13-17 that is available on an emergency basis directly through Northwest Youth Services. They
also operate an eight -bed emergency shelter for youths aged 18-24. Both shelters limit stays to 90 days and
are located in Bellingham. Transitional housing is available for youth at scattered site units with case
management support available.
Sun Community Services
o Sun Community Services operates a nine bed emergency shelter called Sun House in Bellingham.
Residents there are expected to limit their stays to 90 days, although these stays are extended on a case -
by -case basis when necessary. Their beds are filled through the Coordinated Entry referral process, and
their focus is primarily on single adults with serious mental illness.
• Whatcom Homeless Service Center
o The Whatcom Homeless Service works with Opportunity Council's Community Services division to provide
emergency motel stays primarily for families with children on an as -needed basis.
• YWCA
o The YWCA in downtown Bellingham provides both emergency shelter and transitional housing for a total of
36 single women. Entry to this facility is through the Coordinated Entry system.
55
Interim housing operated by agencies that do not work with the Whatcom Homeless Service Center and/or receive funding
from the City of Bellingham or Whatcom County Health Department:
• Engedi Refuge Ministries
o The Engedi Refuge works with women who are survivors of sex trafficking. They house up to six women at
a time at a facility in Lynden without limits on length of stay. Entries to the refuge come through the
Washington Anti -Trafficking Response Network.
• HomesNOW.!
o The HomesNOW! organization operates a tiny -home encampment of 15 units on a temporary basis in
Bellingham. Entries to this encampment are screened by HomesNOW! staff with consultation from the
Bellingham Police Department. This organization intends to expand in the coming years and add operations
outside of Bellingham. There is no specific limit to length of stay.
• Lighthouse Mission Ministries
o The Lighthouse Mission's Drop -In Center, in Bellingham, is the largest emergency shelter in Whatcom
County. The Lighthouse also operates a transitional housing program for single women and for women with
young children and another for single men. There is no limit on the number of nights a person may stay at
the Mission.
• Lummi Housing Authority
o The Lummi Housing Authority operates a temporary housing facility for tribal members on the Lummi Indian
Reservation called Sche'leng'en Village. This project provides housing and wrap -around services for 30
families. Entry is through the Lummi Housing Authority and residents must comply with clean and sober
policies before admittance. There is no limit on length of stay, but the residencies are not expected to be
permanent for most households.
• New Way Ministries
o New Way Ministries provides housing for 23 families in Lynden, Washington. Applications for entry are
made directly with the facility.
Lummi Stepping Stones
o Lummi Stepping Stones provide emergency shelter in two facilities on the Lummi Indian Reservation. They
provide beds for up to 51 individuals and entries are through the Stepping Stones organization directly.
Lummi Victims of Crime
o Lummi Victims of Crime is a domestic violence support agency that operates on the Lummi Indian
Reservation. They provide emergency shelter for up to five individuals.
56
Appendix M C^rrdinated Entry Programs
Whatcom Homeless Service Center: Coordinated Entry System Partners
Partner Agency
Intervention Type
Population Served
Catholic Housing Services
Permanent Affordable Housing
Low-income adults and families
Catholic Housing Services
Permanent Supportive Housing with 24-
Chronically homeless single adults; some young
hour On -site Staff
adults
Catholic Community
Services
Case Management
CH single adults
DVSAS
Emergency Shelter
Survivors (families and singles) of domestic
violence
Interfaith Coalition
Emergency Shelter
Families with children experiencing
homelessness
Interfaith Coalition
Transitional Housing
Families with children experiencing
homelessness
Lake Whatcom Residential
Permanent Supportive Housing
Chronically homeless individuals with mental
and Treatment Center
illness
Lydia Place
Transitional Housing
Families with children
Lydia Place
Case Management
Families with children; some singles
Lydia Place
Rapid Re -Housing
Families with children
Lydia Place
Long Term Support (No disabilities
Bellingham Housing Authority project -based
required)
voucher holders
Mercy Housing
Permanent Affordable Housing
Low -Income senior households
Northwest Youth Services
Emergency Shelter
Youth and young adults
Northwest Youth Services
Rapid Re -Housing
Families with children
Northwest Youth Services
Transitional Housing
Youth and young adults
Northwest Youth Services
Case Management
Youth and young adults
Opportunity Council
Case Management
Families with children and small number of
singles
Opportunity Council
Permanent Supportive Housing
Chronically homeless single adults and single
adults with children
Opportunity Council
Transitional Housing
Homeless families with children
Opportunity Council
Rapid Re -Housing
Families with children; veterans; aged, blind, or
otherwise disabled adults
Opportunity Council
Emergency Shelter
Homeless families with children
Pioneer Human Services
Permanent Supportive Housing with 24-
Singles re-entering the community from
hour On -site Staff
institutions; Veterans; chronically homeless
Emergency Shelter with 24-hour On -site
Single adults with serious mental illness
Sun Community Services
Staff
discharged from correctional and mental health
facilities or unsheltered
Sun Community Services
Permanent Supportive Housing
Chronically homeless single adults
Emergency Shelter and Transitional
Single women experiencing homelessness and
YWCA
Housing with Daytime On -site Case
often history of domestic violence
Manager
57
Appendix Cc C!zunty Reccmmendatice ns tc the State
• Create legislation to limit the application and move -in fees that increase the cost of securing housing;
prohibit excessive and/or repetitive fees for background checks.
• Eliminate unnecessary reporting requirements and regulations for counties to allow county staff time to
focus on implementation of system improvements, increased support to partners, and monitoring contract
compliance.
• Support counties to use local document recording fees without tying use of the fees to CHG requirements.
This provides opportunities for counties to respond effectively to the unique local combination of factors that
drives homelessness.
• Seek input from counties before assigning funding requirements for a specific population. For example, the
Permanent Supportive Housing funding in the CHG and the ending of TANF specific funding may not be as
helpful for Whatcom County as general CHG funding, which allows for more varied uses.
• Consider legislation that would create consistency and factor in special needs when clearing homeless
encampments from public property.
• Consider legislation that would revise sitting and lying in public ordinances to create safe alternatives for
people without homes.
• Provide funding that can be used to install public bathrooms or urban rest stops to enable better hygiene
and health outcomes for people without homes.
• Sanction and support safe parking or camping areas that promote security, stability, and healthy conditions
conducive to exiting homelessness.
• Create limits or regulations relating to escalation of rent without improvements or justification.
• Provide more oversight resources to better enforce fair housing laws; provide legal support to applicants
who have been illegally discriminated against to bring lawsuits against landlords who break the law.
• Gradually taper withdrawal of social service benefits to avoid abrupt benefit cliffs.
• Fund complete behavioral health and medical services that are accessible for indigent people with mental
illness, and support the inclusion of these services in supportive housing programs and operations.
• Create legislation to ban the use of criminal history as criteria that may deny housing to an individual, much
like the "ban the box" legislation for job applications.
• Fund an increase of accessibility of legal support services for survivors of domestic violence who wish to
separate from spouses and free themselves from their ex-partner's debts.
• Add contextual flexibility to the criteria that define chronic homelessness or other eligibility restrictions, and
develop systems for exceptions that would increase efficiency and effectiveness of the homeless housing
system for people in unique situations or who are unable to produce specific types of documentation.
Shelter Bed Capacity in Whatcom County
2019-2020 Winter Season
2020-2021 Winter Season
Actions taken to increase capacity
This winter season, there are over 500 shelter beds operational, of those beds 239 are low barrier beds that do not require enrolling
in any programs.
During the 2019-20 winter season severe weather shelters were activated for 9 nights total.
During that time the highest capacity of shelter use of all available shelters was 212 people on 01/13/20.
The City of Bellingham spent $50,000 on motel stays for the 2019-20 winter season and has designated $100,000 for the 2020-21
season. WCHD increased their winter motel stay totals from $21,300 in 2019-20 to $200,000 in 2020-21.
*The 280 beds is a conservative estimate of the year-round emergency shelter beds provided by DVSAS, Interfaith Coalition, LMM, NWYS, Sun
Community Services, and the YWCA. These beds are available regardless of the season.
Whatcom County & City of Bellingham's Homeless Housing System 2021
Drop -In Shelter
Specialty Shelter
Providers
Providers
Lighthouse
Sun, DVSAS, Interfaith
Mission, Faith-
Coalition, NWYS, OC,
based Orgs
Lydia Place, YWCA,
Rental Assistance &
Eviction Prevention
OC, Lydia Place,
Northwest Youth Services
Permanent Supportive
Pioneer Human Services, OC,
NYWS, Lydia Place, Catholic
Community Services, Sun,
Lake Whatcom Center
Case Management Providers Coordinated Entry & System Support
Lydia Place, Opportunity Council, Northwest Opportunity Council / Whatcom
Youth Services, Catholic Community Services Homeless Service Center
2021 Contract Housing Budget
Updated 01/26/21
121100
122200
122300
122900
122800
122600
114
124112
127100
Lrd
Contract
2060
Recording
Fees -
Homeless
Commerce-
CHG
CHG-
PSH/CHF
Shelter
Grant
ESG
Commerce -
HEN
Vets
Hsg BH
Fund
MH Millage
Hsg
General
Fund
US Treasury
Grant
Annual Total
CCS CM
295,310
9,912
305,222
CCS Francis Place PSH
6,500
1 238,916
245,416
DVSAS - Suvivor Shelter ES
37,500
37,500
Interfaith - Family ES Shelters
19,409
19,409
Lake Whatcom Center - Master Leasing
25,000
25,000
LMM - Base Camp Rent + Furniture
492,104
4,584
1 496,688
Lydia Place - Facility O&M
15,133
15,133
Lydia Place - Shelter Grant (Motel)
81,760
25,468
107,228
Lydia Place -CM
28,490
149,734
25,780
114,529
318,533
NWYS - CM
187,028
81,714
268,742
NWYS - Ground Floor DC
50,000
85,000
1355000
NWYS - PAD ES
52,500
16,958
45,542
1155000
OC C/M
174,163
200,370
26,543
142,153
5435229
OC HEN
1,611,846
1,611,846
OC HSC Admin Ops, Motels, R/A
24,788
288,472
232,396
971,245
76,500
15593,401
OC Leasing Specialist
30,520
38,970
695490
OC Partnership House (Trans)
7,168
75168
OC Point -in -Time Count
5,827
5,827
OC Rental Assistance (T-RAP)
6,800,000
65800,000
Opp Council 22 North PSH
62,795
203,084
9,900
275,779
Pioneer Human Svcs -City Gate PSH
77,713
112,219
290,392
9,975
490,299
Sun Commuinty - Sun House
132,872
54,760
67,608
85,155
340,395
Sun Community I -Street
31,000
31,000
Whatcom Housing Assoc - Housing Wk
5000
5,000
YWCA Operations (ES)
1 20,0001
1
1
1
1
1 20,000
YWCA Shelter Grant (Senior ES)
91,5961
1
1
1
1
1 91,596
Total Housing Sub Contracts
246,900
154625239
499,268
52,323
6655460
1 1,4745365
1 1,611,846
1 76,500
1 800,000
2005000
85,000
1 6,800,000
1 1359735901
I:\HS\Housing\Budget Documents\2021 Drafts\2021 WCHD Housing Budget Overview 1/27/2021
2021 WCHD budget of Emergency Solutions Grant — COVID
1. Catholic Community Services — Case Management ($19,824)
a. ESG-CV funds support a case aide who will work part time to finalize paperwork and
stabilize new clients temporarily residing in motels while waiting for placement in
permanent housing. Funding also provides for a cell phone, phone service, and laptop
for that case aide.
2. Lydia Place — Case Management ($114,529)
a. Funding contributes primarily to staff, including housing case managers and housing
program supervisor who work to promote stability in newly housed households.
3. Lydia Place — Shelter Grant ($25,468)
a. Funding supports part time staff to provide case management for families with children
staying in motels. Motel rooms are paid with shelter grant while the ESG funding
provides services for families in the motels and a small amount for phone service and
office supplies.
4. Northwest Youth Services — Case Management ($81,714)
a. Funds support housing case managers that promote stability in young adult population
transitioning out of homelessness.
5. Northwest Youth Services — Ground Floor Day Use Center ($50,000)
a. Funds support case management services at day use center for homeless young adults
interested in engaging with the housing system and other social services.
6. Opportunity Council — Case Management ($142,153)
a. Funds support case managers who work with singles and families who are waiting for
housing placements, temporarily residing in motels, and adjusting to permanent
housing.
7. Opportunity Council — Whatcom Homeless Service Center ($971,245)
a. Funds provide rental assistance for households moving into permanent housing,
financial support for the prevention of evictions for at -risk households, the cost of
renting motels for vulnerable families, and a small amount for case management and
data coordination.
8. Sun Community Services —Sun House Emergency Shelter ($54,760)
a. Funds support case management and social service connections for adults with mental
illness and a history of institutionalization while staying at the emergency shelter.
9. YWCA— Emergency Shelter Alcove Program ($20,000)
a. Funds support staff who work with nine guests residing in the emergency shelter
alcoves to stabilize their health and connect with broader social and housing services. A
small amount of funding is for supplies and equipment, including technology, sanitation,
and household supplies.
10. Lighthouse Mission Ministries — Base Camp Support ($4,584)
a. A small amount of funding will contribute towards the purchase of improved, durable
beds.
AFFORDABLE HOUSING GOVERNMENT FUND SOURCES
Bellingham HOME Fund
Affordable and Supportive Housing Fund
Skagit Home Consortium
Down Payment Assistance
Tax Credits
Bellingham Whatcom Housing Authority
Shelter + Care Vouchers
$4 million annually
up to $680,000 annually for 20 years
Variable
Variable
Variable
Variable
CLERK OF THE COUNCIL
Dana Brown -Davis, C.M.C.
COUNTY COURTHOUSE
311 Grand Avenue, Suite #1o5
Bellingham, WA 98225-4038
(360)778-5010
WHATCOM COUNTY HEALTH BOARD
February 2, 2021
Governor Jay Inslee
Office of the Governor
PO Box 40002
Olympia, WA 98504
Governor Inslee,
COUNCILMEMBERS
Rud Browne
Barry Buchanan
Tyler Byrd
Todd Donovan
Ben Elenbaas
CarolFrazey
Kathy Kershner
We represent Whatcom County and wish to express our frustration and deep concern about
the Roadmap to Recovery plan.
Whatcom County businesses and residents have been suspended in limbo since early June
when our application to move to Phase 2 was approved. Since then, with the exception of a
spike in cases in January, Whatcom County has not experienced high case rates and our
hospital has successfully managed the medical needs of COVID-19 patients.
We learned of the changes to the Roadmap to Recovery the day they were released, without
being given any opportunity to weigh in, share our experience as local elected officials, or
share concerns or unintended consequences. These changes are perplexing and create
whiplash for our businesses and residents. We have been patient, followed the
requirements, and asked businesses to do the same. Seeing that the new strategy clearly
benefits counties inequitably, it is frustrating and difficult to justify to our struggling
businesses and residents.
We now witness counties with far higher case rates being granted the ability to re -open
while our North region's averages are much lower and our businesses continue to suffer in
lockdown. How is it fair or equitable that San Juan County, with a two -week case rate of
64/100,000 has businesses shuttered, but King County, with a two -week case rate of
300/100,000 (six times higher disease burden) is re -opening? There is no margin of error
for our smaller counties; a single case increase could sink the entire region for two weeks,
given the emphasis on decreased rates rather than disease burden.
The new metrics cannot be justified with science, risk, or equity. We insist on a re -opening
strategy that considers case rates, not just decreases, that doesn't artificially tie diverse
counties into a failed regional approach, and that moves more quickly to safely re -open
businesses. The anticipated holiday surges have passed. It's time to let counties with low
case rates join in the Phase 2 reopening.
Sincerely,
Barry Buchanan, Chair
Whatcom County Health Board
C: Whatcom County Health Director Erika Lautenbach
Whatcom County Councilmembers
Whatcom County Executive Satpal Sidhu
AB2020-219