HomeMy WebLinkAboutResolutions - 2019-29 - Adopting the Chelan Douglas Homeless Housing Strategic Plan 2019-2024 - 11/19/2019City of East Wenatchee
Resolution 2019-29
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City of East Wenatchee, Washington Resolution No. 2019-29 A Resolution of the City of East Wenatchee adopting the Chelan-Douglas Homeless Housing Strategic Plan 2019-2024.
1. Alternate format
1.1. Para leer este documento en otro formato (español, Braille, leer en voz alta, etc.), póngase en contacto con el vendedor de la ciudad al alternateformat@east-wenatchee.com, al (509) 884-9515 o al 711 (TTY).
1.2. To read this document in an alternate format (Spanish, Braille, read aloud, etc.), please contact the City Clerk at alternateformat@east-wenatchee.com, at (509) 884-9515, or at 711 (TTY).
2. Authority.
2.1. The City of East Wenatchee (“City”) is a non-charter code City duly incorporated and operating under the laws of the State of Washington
2.2. RCW 35A.11.020 and RCW 35A.12.190 authorize the City Council to organize and regulate its internal affairs and to define the powers, functions and duties of its officers and employees.
2.3. RCW 43.185C.050 requires the adoption of an updated local homeless housing strategic plan by December 1, 2019.
3. Recitals.
3.1. The City of East Wenatchee, City of Wenatchee, Chelan County, and Douglas County combined their homeless assistance efforts through an interlocal agreement signed in 2006 and updated in 2011 and 2015. The City of Wenatchee is lead entity.
3.2. The Chelan Douglas Homeless Housing Task Force unanimously approved the Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 at their October 2, 2019 meeting.
Chelan-Douglas Homeless Housing Strategic Plan
2019 - 2024
Recommended by the Chelan-Douglas Local Homeless Housing Task Force
10/02/2019
Exhibit A
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Contents
Acknowledgments ................................................................................................................................................................... 3
Introduction ............................................................................................................................................................................ 4
About the Original Ten-Year Plan & Subsequent Updates ................................................................................................. 4
Mandate .............................................................................................................................................................................. 4
Historical Approaches to Addressing Homelessness .......................................................................................................... 4
Progress Since Last Plan Update ......................................................................................................................................... 5
Plan Development ............................................................................................................................................................... 5
Purpose ................................................................................................................................................................................... 6
Governance & Roles ............................................................................................................................................................ 6
Scope ................................................................................................................................................................................... 6
Approach ............................................................................................................................................................................. 6
Vision ................................................................................................................................................................................... 6
Priorities .............................................................................................................................................................................. 6
Landscape Assessment: Homelessness in Chelan-Douglas Counties ..................................................................................... 7
The Causes of Homelessness .............................................................................................................................................. 7
Local Data ............................................................................................................................................................................ 9
The Cost of Homelessness ................................................................................................................................................ 11
The Landscape of Services ................................................................................................................................................ 12
The Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 ...................................................................................... 15
Conclusion ............................................................................................................................................................................. 24
Reducing Homelessness in Chelan and Douglas Counties ................................................................................................ 24
Appendix I: Homeless Crisis Response System Equity Analysis ............................................................................................ 25
County Comparisons ......................................................................................................................................................... 25
Over- or Under-represented Groups ................................................................................................................................ 25
Analysis: Families with Children vs. All Households ......................................................................................................... 26
Analysis: PIT Count Sheltered vs. Unsheltered Counts ..................................................................................................... 26
Local and State Contributing Factors ................................................................................................................................ 26
Local Solutions to Addressing Disparities ......................................................................................................................... 26
Appendix II: Modeling the Impact of this Plan ...................................................................................................................... 27
Appendix III: Biennial Homeless Crisis Response System Performance Report ................................................................... 28
Appendix IV: State Performance Metrics .............................................................................................................................. 29
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Acknowledgments
The City of Wenatchee would like to thank the members of the following groups that contributed their time and
expertise to make this document possible:
o The Chelan-Douglas Local Homeless Task Force (formerly the Homeless Steering Committee)
o The Chelan-Douglas Homeless Advisory Committee (formerly the Homeless Task Force)
o The members of the CE Site Group
o The residents of Chelan and Douglas Counties
Comments and feedback are welcome:
ATTN: Community Development Dept.
City of Wenatchee
1350 McKittrick Street
P.O. Box 519
Wenatchee, WA 98807
Oliver Crain, Housing Programs Coordinator
ocrain@wenatcheewa.gov
(509) 888-3295
Sandra Van Osten, Housing Programs Coordinator
svanosten@wenatcheewa.gov
(509) 888-3250
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Introduction
About the Original Ten-Year Plan & Subsequent Updates
In 2005, the Washington State Legislature passed the Homeless Housing and Assistance Act calling on each county to
develop a local ten-year plan (“the Plan”) to reduce and eliminate homelessness. In addition, the law requires the
counties to:
• Establish a Homeless Task Force,
• Use homeless funds generated as a result of the legislation specifically for homeless reduction activities,
• Implement a Homeless Management Information System (HMIS) to measure performance, and
• Conduct a Point-in-Time Count, an annual, one-time “snapshot” of all homeless individuals in our region
Following the direction of the legislature, representatives of the City of Wenatchee, the City of East Wenatchee and
Chelan and Douglas counties came together and established the Local Homeless Task Force (formerly the Homeless
Steering Committee) to direct a regional response to homelessness. This cooperative body serves as a joint coordinating
and grant-making group for both counties. The City of Wenatchee (“the City”) accepted the role of facilitating and
administering the Plan, and the associated local and state funds. The partners have revisited and affirmed this
agreement over the ensuing years, most recently in 2019.
The City coordinates regular updates to the Plan in Chelan & Douglas Counties with the direction of the Local Homeless
Task Force and the collaboration and input of the Chelan Douglas Homeless Advisory Committee and various members
of the community. Each iteration of the Plan documents the community's commitment to reducing homelessness
regionally while outlining strategies that focus on long-term, proactive, and sustainable solutions.
Mandate
In 2018, the Legislature passed House Bill 1570 1 calling on all counties to update their local plans by Dec. 1, 2019. As the
administrative entity for both the homeless housing funds and the Plan, the City has facilitated the development of this
document to meet the Legislative mandate.
Historical Approaches to Addressing Homelessness
In 2005, the Plan drew on the best practices available at the time. It took an incremental approach, called “Housing
Ready”, to resolving housing crises. In order to be “Housing Ready”, a household had to meet certain criteria prescribed
by their housing service, often an emergency shelter or transitional housing program. This might include getting a job,
staying sober, attending mandatory meetings and case-management, obeying curfews, and abstaining from other
prohibited activities. After completing the requisite personal development goals during their stay in temporary housing,
they would be “ready” to enter permanent housing.
Since that time, research has demonstrated the efficacy of Rapid Re-housing and “Housing First” approaches 2 3.
“Housing First” is a recovery-oriented approach to ending homelessness that centers on quickly moving people
experiencing homelessness into independent and permanent housing and then providing additional supports and
services as needed.4
1 Revised Code of Washington 43.185C.050: https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.050
2 Montgomery, Ann Elizabeth, “Housing Chronically Homeless Veterans: Evaluating The Efficacy of a Housing First Approach To HUD-
VASH”, March 2013, https://onlinelibrary.wiley.com/doi/abs/10.1002/jcop.21554
3 Temberis, Sam et al, Housing First, Consumer Choice, and Harm Reduction for Homeless Individuals With a Dual Diagnosis”, April
2003, https://ajph.aphapublications.org/doi/full/10.2105/AJPH.94.4.651
4 Source: https://www.homelesshub.ca/solutions/housing-accommodation-and-supports/housing-first
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Beyond a preferred approach to addressing homelessness in 2005, the Plan described homelessness as a narrow,
isolated issue. The activities within fell to agencies that specialized in homeless services. In reality, homelessness
requires a broad community response. Addressing the traumas and needs of people living in a housing crisis depends on
the cooperation of hospitals, mental health providers, chemical dependency providers, law enforcement, non-housing
social service providers, school districts, veterans’ organizations, faith-based groups, business groups, and the broader
community. Local efforts cannot operate in a silo, and must align with broader regional, state, and national initiatives
such as the regional Accountable Communities of Health, the Washington State Homeless Housing Strategic Plan, and
the Federal Strategic Plan.
Progress Since Last Plan Update
Much progress has been made since the Plan was updated in 2015. Below are some highlights.
Establish the Coordinated Entry Process
The City facilitated the initiation of a coordinated intake system that spans both counties. This system
provides five different sites that screen and refer households to local housing providers.
Homeless Outreach Program
The Local Homeless Task Force and the City collaborated with the Women’s Resource Center (WRC) of
North Central Washington to expand the WRC’s Homeless Outreach Program across all of Chelan and
Douglas counties.
Provider Training
The City coordinates social service training opportunities for providers serving homeless households.
Landlord Tenant Liaison
A community-based process developed a model for a landlord liaison program. The Homeless Task Force
awarded a grant to WRC in 2017. The LTL program has a partnership with the RRH program at Chelan-
Douglas Community Action Council to serve over 30 households in two years.
Shifting to Housing First Approach & Adopting Low-Barrier Principles
The Local Homeless Task Force and the City have encouraged providers to evaluate their programs for
Housing First and Low-Barrier fidelity. Many providers have revised criteria or started new programs to
meet the needs they see in the community.
Plan Development
This document is the result of extensive community consultation and stakeholder collaboration. The City facilitated
stakeholder meetings with the Homeless Advisory Committee as well as other groups. The Homeless Advisory
Committee is a collaborative community group made up of organizations professionals, and residents of Chelan-Douglas
counties dedicated to ending homelessness. It also includes people with lived experience of homelessness. The City
provided for an extensive public comment period, and brought the plan to the city councils of both the City of
Wenatchee and City of East Wenatchee as well as the commissions of both counties. The collected written and verbal
public input created a plan that reflects the priorities of the residents of Chelan and Douglas counties while maintaining
alignment with state and federal initiatives.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Purpose
Governance & Roles
The Plan describes the strategic priorities of the Local Homeless Task Force, the inter-governmental working group
representing Chelan and Douglas Counties and their constituent jurisdictions. The Plan relies on the continued work of
the Chelan-Douglas Homeless Advisory Committee, a coalition of diverse individuals and organizations committed to
addressing homelessness in our region. The City, via an inter-local agreement with both counties and the City of East
Wenatchee, continues to serve as the administrative entity for the Plan as well as the state and local homeless funds.
Scope
The Chelan-Douglas Local Homeless Task Force and the Chelan-Douglas Homeless Advisory Committee present this
document as a regional roadmap to reduce and ultimately eliminate homelessness. This plan supports and strengthens
certain governmental activities and efforts while inviting both public and private agencies to consult, plan, and
collaborate in the reduction of homelessness.
Though the Plan describes regional efforts to eliminate homelessness, it is not a comprehensive review of the homeless
continuum of care 5; rather, the Plan assumes the existence and operation of a continuum of care, and identifies specific
areas for focused attention and improvement. The following subsections describe the Local Homeless Task Force’s
approach, vision, and priorities.
Approach
While maintaining a commitment to Housing First and Rapid-Rehousing strategies, the Plan will guide the community’s
efforts to prevent and reduce homelessness over the next several years with the expectation that:
• Services will rely on data, both qualitative and quantitative, to aid in program design and decision-making;
• Funders will use the Plan in making decisions regarding allocations of resources;
• Providers of homeless services will use the Plan to inform service delivery and program design;
• Specialized task forces will be developed to implement specific parts of the Plan; and
• Governments will collaborate to increase incentives and lower affordable housing development barriers.
Vision
This document will enhance the community’s response to preventing and ending homelessness and work for:
A community where homelessness is rare, brief, and one-time.
Priorities
To further the vision presented above, the Chelan-Douglas Local Homeless Task Force has identified six priorities to
guide community work on reducing and eliminating homelessness.
• Priority 1: Increase capacity and strengthen practices to prevent housing crises and homelessness.
• Priority 2: Identify and engage all people experiencing homelessness as quickly as possible.
• Priority 3: Provide access to temporary accommodations to all unsheltered people experiencing homelessness
who need it.
• Priority 4: Streamline and improve the Coordinated Entry process and its connections to housing and services.
• Priority 5: Assist people to move swiftly into permanent housing with appropriate and person-centered
services.
• Priority 6: Prevent returns to homelessness through connections to adequate services and opportunities.
5 Continuum of care is a concept involving an integrated system of care that guides and tracks patient over time through a
comprehensive array of health services spanning all levels of intensity of care.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Landscape Assessment: Homelessness in Chelan-Douglas Counties
The Definition of Homelessness
This plan seeks to reduce and eliminate homelessness as defined by the US Department of Housing and Urban
Development (“HUD”). HUD provides a strict definition of homelessness for programs receiving its grants. Being
homeless is defined as an:
Individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
• Has a primary nighttime residence that is a public or private place not meant for human habitation;
• Is living in a publicly or privately operated shelter designated to provide temporary living arrangements
(including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations
or by federal, state and local government programs); or
• Is exiting an institution where (s)he has resided for 90 days or less and who resided in an emergency shelter or
place not meant for human habitation immediately before entering that institution.
This definition also includes households at imminent risk of homelessness, households defined as homeless under other
federal statutes, or households attempting to or actively fleeing domestic violence.6
The Causes of Homelessness
Homelessness has many causes, and often these factors to combine to bring about a household’s housing crisis. Among
these are Housing Costs & Scarcity; Poverty, Employment & Wages; Disabling Conditions; Substance Use Disorders;
Criminal History; and Domestic Violence.
Housing Costs & Scarcity
The cost of housing has risen steadily in both counties over the past decade. From 2009 to 2019 area median incomes
have grown 17% from $58,600 to $68,400 for the Wenatchee MSA (Chelan and Douglas Counties)7, however the Fair
Market Rent (“FMR”) for a two-bedroom rose 41% from $696 to $981 in the same period.8 With rising housing costs,
households must pay a higher proportion of their income to retain their housing, creating a housing “cost-burden”.
Data from the Joint Center for Housing Studies at Harvard University 9 for 2017 estimates that 34% of the Wenatchee
MSA’s renter households are cost-burdened: paying 30% or more of their income towards housing. Those households
deemed “severely cost-burdened”, around 14% of renters, spend over 50% of their income on housing. Households
seeking to avoid this cost-burden will seek out more affordable rentals, creating scarcity within the regional housing
supply.
The scarcity of rentals, especially affordable units, hampers the ability of people experiencing homelessness to return to
permanent housing. In Chelan and Douglas counties, a report issued by the Runstad Center for Real Estate Studies at the
University of Washington estimated a rental vacancy rate of 0-1% in the fall of 2017 10, a finding confirmed by a Housing
Needs Assessment commissioned by the City of Wenatchee.11 A household trying to resolve a housing crisis has few
affordable options to rent.
6 https://files.hudexchange.info/resources/documents/HomelessDefinition_RecordkeepingRequirementsandCriteria.pdf
7 Income limits retrieved from: https://www.huduser.gov/portal/datasets/il.html#2019
8 Fair Market Rent data retrieved from: https://www.huduser.gov/portal/datasets/fmr.html#2009
9 Housing burden data retrieved at: https://www.jchs.harvard.edu/son-2019-cost-burdens-map
10 See: http://realestate.washington.edu/wp-content/uploads/2018/04/apartmentfall-2017.pdf
11 Housing Needs Assessment, Berk Consulting: https://www.wenatcheewa.gov/home/showdocument?id=15122
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Poverty, Employment & Wages
Income and generational wealth contribute to a household’s risk of homelessness. Both employment and wage growth
allow households, especially those with few intergenerational resources, to retain their current housing or seek housing
that better meets their needs. Data from 2008 to 2018 have shown a change of $36,837 to $39,765, or 7% growth in
average wages 12 across Chelan and Douglas Counties. The top employers in the Counties, agriculture; retail; and food
service, showed average annual wages of $26,418, $29,400, and $20,120 for the year 2017 13, respectively. That same
year, the Federal Poverty Guideline was $24,600 14 for a family of four. Figure A, below, describes the housing
affordability crisis in Chelan and Douglas counties (“Wenatchee MSA”), one in which households are increasingly under
enormous financial strain to pay their housing costs. In addition, national trade policy, including foreign tariffs on
agricultural exports, affect key industries in Chelan and Douglas counties and harm the livelihoods of local families.
Figure A: Housing Affordability in the Wenatchee Metropolitan Statistical Area (“MSA”), 2019 15 16
Disabling Conditions
Based on self-reporting, which experts believe undercounts the true magnitude of the problem, 22% of the homeless in
2016 reported disabilities 17. Twenty-five percent (25%) were found to have serious mental illness, many of whom are
12 Source: http://chelandouglastrends.com/graph.cfm?cat_id=2&sub_cat_id=1&ind_id=3, accessed 8/27/2019
13 Source: http://chelandouglastrends.com/graph.cfm?cat_id=2&sub_cat_id=1&ind_id=4, accessed 8/27/2019
14 Source: https://www.peoplekeep.com/blog/2017-federal-poverty-level-guidelines, accessed 8/27/2019
15 The Wenatchee MSA is a US Census Bureau defined region that comprises both Chelan and Douglas Counties.
16 NLIHC, Out of Reach 2019, https://reports.nlihc.org/sites/default/files/oor/OOR_2019.pdf
17 Department of Housing and Urban Development, The 2016 Annual Homeless Assessment Report (AHAR) to Congress,
https://files.hudexchange.info/resources/documents/2016-AHAR-Part-1.pdf
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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extremely vulnerable. The closing of mental health hospitals across the nation, which began in earnest in the 1990s,
continues to place mentally ill persons in jeopardy as community supports have proven inadequate to assure their
stability. Sadly, rents that are affordable to persons on SSI are only $243 per month, well below the FMR for a two-
bedroom apartment at $981 in the Wenatchee MSA 18. Nationally, the rate of people receiving Social Security Disability
Insurance (SSI) benefits rose 9% between 2008 and 2017. In Chelan and Douglas counties, the same population grew
15% during that time.
Substance use disorders
Substance abuse causes and exacerbates the dysfunction of many homeless persons. Often alcohol or drugs are a self-
administered medication used to cope with pain and other issues they face. Substance abuse also becomes a major
obstacle to recovery and return to self-sufficiency.
Criminal history
Persons with criminal records have a much more difficult time in obtaining living wage jobs and obtaining rental housing,
let alone obtaining a mortgage. In addition, persons leaving correctional institutions without strong community/family
supports are highly susceptible to becoming homeless upon their release.
Domestic violence
Nationally, 30% of the homeless report having experienced domestic violence; and 50%19 of homeless women with
children identified domestic violence as a factor in their homelessness. Domestic violence is particularly devastating to
children with many suffering child abuse or neglect as a result. Children who suffer from abuse often experience long-
term emotional trauma and are at greater risk of becoming homeless later in their lives.
Local Data
Addressing homelessness in rural communities like Chelan and Douglas counties presents unique challenges. The
dispersed nature of the population reduces the visibility of homelessness as people take shelter in campgrounds, parks,
and other areas far removed from urban centers. Families band together in support of one another, sharing rooms and
risking their tenancy to ensure that their loved ones and friends have a safe place to stay. Regardless of its visibility,
homelessness has a powerful impact on the communities of Chelan and Douglas counties.
18 NLIHC, Out of Reach 2019, https://reports.nlihc.org/sites/default/files/oor/OOR_2019.pdf
19 Source: https://www.domesticshelters.org/resources/statistics/homelessness-and-domestic-violence
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Point-In-Time Count
Chelan and Douglas counties have commissioned a Point-In-
Time Count of homelessness every January since 2006. Since
2013, the City has coordinated this event. The 2019 Point-In-
Time Count found that 412 people lacked a permanent
residence and met the Washington State definition of
homelessness. The data collection and reporting methodologies have evolved over time, but Figure C: Point-In-Time
Count by Year shows the trends in homeless persons identified from 2009 to 2019.
In addition to the data shown, the 2019 Point-In-Time Count revealed that 36 chronically homeless people resided in
Chelan and Douglas counties, a 112% increase since 2009 when 17 people were counted. These households presented
as primarily single-adult and predominately male. These households often present with complex physical and behavioral
health needs, and tend to use emergency services at higher rates than the population overall.
Coordinated Entry &
HMIS Data
In 2015, Chelan and
Douglas counties
responded to a federal
mandate to create a
system of coordinated
entry for all housing
services. As of 2019,
this system comprises
five geographically dispersed sites that provide screening, in-take and referral services for all households seeking
housing assistance funded with state or local grants. Between 2017 and 2019, HMIS records show that they served 1,387
households. This system is fully integrated within the State’s Homeless Management Information System (HMIS), and
allows for the cross-referencing of housing in-takes with program enrollments. Figure D shows summary statistics about
the households screened through the coordinated entry process.
69%
unsheltered
60%
female head-of-household
39 years old
Median age
21%
Hispanic/Latino
75%
Non-Hispanic/Non-Latino
0
100
200
300
400
500
600
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Figure C: Point-in-Time Count by Year
TOTAL Sheltered TOTAL Unsheltered TOTAL Sheltered & Unsheltered
Figure B: Point-In-Time Count Summary
In 2019 the annual Point-In-Time Count estimated
412 people
lived on the streets, in vehicles, in shelters, or in
transitional housing in Chelan and Douglas Counties.
20%
fleeing domestic violence
Figure D: Coordinated Entry Summary Household Data
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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Sub-population Data
The US Department of Housing and Urban Development (HUD) recognizes the unique needs of certain households.
Figure E below describes the portion of HMIS program enrollments for each of these household types for July 1, 2017 –
June 30, 2019.
The Cost of Homelessness
The human toll of homelessness cannot be overstated. It rips apart families, traumatizes children, and pushes individuals
into harmful behaviors. Struggling to meet the needs of safety, security, and privacy that come with a place to call home,
individuals stumble as they balance their mental and physical health. As public services intervene, the community as a
whole pays to help manage these crises.
Private businesses and taxpayers take on the burden of providing for these homeless households in a multitude of ways.
As people experiencing homelessness take shelter in public spaces, police and proprietors have to respond to welfare
and public safety concerns more frequently. EMS, hospitals, and the local fire district respond to the needs of homeless
residents, and local treatment and behavioral health providers struggle to make sure that transient patients follow-
through on their recovery plans. Jails come to serve as expensive tax-funded way stations, and emergency rooms offer
respite from the weather and the realities of unsheltered living. The lack of stable, permanent, affordable housing
precludes the effective, on-going treatment and management of mental health and substance use disorders.
The Figure F below details the cost of different housing interventions based on the best data available. The Washington
State Dept. of Commerce releases report cards for each county 20 at the end of every State Fiscal Year (SFY) detailing the
performance of that county’s homeless crisis response system and the costs associated with helping households obtain
permanent housing.
20 County Report Card -
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSystemPerformanceCountyReportCardsSFY2018/
ReportCard
$98 $96
$26 $37
$16
$87
$25
$0
$20
$40
$60
$80
$100
$120
Washington State
Prison
Chelan County Jail Transitional
Housing
Housing
First/Permanent
Supportive
Housing
Emergency Shelter Rapid Re-Housing
Rental Assistance
Homeless
Prevention Rental
Assistance
Figure F: Approximate Cost of Housing Interventions per Day21
4%
Households with a
veteran member
24%
Households with
children
6%
Households with only
adults
<1%
Minor as head-of-
household
Figure E: HMIS Sub-population Summary Data
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
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21
Emergency medical and public safety services prove to be a costly and ineffective approach to help households resolve
their housing crises. Luckily, cost studies around the nation have proven that many of these individuals and households
can succeed in returning to stable housing and self-sufficiency with the right combination of resources and supports.
Studies also show that, once housed, the use of emergency services drops sharply as stability improves.22 23
The Landscape of Services
To achieve a vision of ensuring homelessness is rare, brief, and one-time,
Chelan and Douglas Counties, along with the cities of Wenatchee and East
Wenatchee, have come together and committed to investing in evidence-
based best practices. They recognize that the indirect management of
homelessness through emergency services, law enforcement, and ineffective
temporary solutions results in greater costs for individuals and families
experiencing homelessness, and for the community at-large.
Current Services
Over the past several decades, through public and private efforts, an
increasingly complex patchwork of homeless services have arisen to serve the
many needs of people who lack a permanent residence or are at-risk of losing
their housing.
(1) Homeless Prevention Rent Assistance – seeks to avert a household’s
eviction by assisting with overdue rent or utilities expenses.
(2) Homeless Outreach – engages with households residing outside to
better connect them to services, employment, shelter, and
permanent housing.
(3) Emergency Shelters – provide safe, short-term housing for
households with a focus on quickly regaining permanent housing.
(4) Transitional Housing – are programs designed to provide housing and
appropriate supportive services to people who are literally homeless
to facilitate movement to permanent housing.
21 Sources: (1) Washington Dept. of Corrections, 2016, (2) Wenatchee Police Dept., 2019, (3)(5)(6)
https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSystemPerformanceCountyReportCardsSFY2018/
ReportCard accessed 8/29/2019, (4) DESC JAMA Eastlake 1811 Study https://www.desc.org/wp-
content/uploads/2017/09/DESC_1811_JAMA_info.pdf accessed 8/29/2019, (7) Washington State Dept. of Commerce Homeless
System Performance State-wide
Source of hospital bed cost, https://www.kff.org/health-costs/state-indicator/expenses-per-inpatient-day-by-
ownership/?currentTimeframe=0&sortModel=%7B%22colId%22:%22Location%22,%22sort%22:%22asc%22%7D
22 U.S. Department of Health and Human Services, Medicaid and Supportive Housing for Chronically Homeless Individuals: Literature
Synthesis and Environmental Scan, Martha Burt, Carol Wilkins and Danna Mauch, 1/6/11
23 Larimer, Mary et al, “Health Care and Public Service Use and Costs Before and After Provision of Housing for Chronically Homeless
Persons With Severe Alcohol Problems”, April 2009, https://jamanetwork.com/journals/jama/article-abstract/183666
The average cost of a hospital bed for one day, in Washington State, is $3,101.
Source: George Kaiser Family Foundation
Housing Service Providers in
Chelan & Douglas Counties
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 13 of 30
(5) Rapid-Rehousing Vouchers – secure permanent housing quickly through housing identification, move-in and
rent assistance, and case management based on progressive engagement.
(6) Permanent Supportive Housing – performs a key role as a resource for chronically homeless households with
high needs. Provides a permanent, affordable, and safe place for the household to thrive with supportive
services and case management.
(7) Permanent Housing for Formerly Homeless Persons – furthers the stability of formerly homeless households by
providing targeted, affordable rental opportunities.
(8) Supportive Services – wrap-around households as they transition into permanent housing.
System Gaps and Needs
Despite more options than ever before for households experiencing housing instability in Chelan and Douglas counties,
key obstacles remain.
• The need for higher-access services and low-barrier emergency shelter – The 2019
Point-In-Time Count of Homelessness reported that 127 people lacked shelter in
Chelan and Douglas counties and 412 people lacked a permanent residence. The
report identified 36 people as chronically homeless, with a combined period of
homelessness totaling one year or more and a disabling condition. Currently, no
shelters in Chelan and Douglas counties are ADA-accessible, and all shelters require
clean alcohol and drug tests. All transitional housing programs and some shelters in
both counties require some form of rent or work-trade. Finally, many shelters
cannot accommodate pets or service animals. Taken together 44% of households
screened through the coordinated entry process face two or more of these barriers,
and subsequently cannot access temporary housing and services. Many resources in
the two counties still follow a “Housing Ready” model, and serve households with
fewer obstacles to securing permanent housing.
• Creating homeless medical respite resources – An analysis of patient services by
Confluence Health and Central Washington Hospital showed that of 165 homeless
inpatient services provided over a two-year period, 67% were due to illness and
15% were due to mental health. Median length of stay was 5 days, but some stayed
as long as 126 days, at great cost to federal, state and local care systems. Currently,
no housing provider in the community can accommodate a patient recovering from
medical treatment outside of a hospital setting. Therefore, hospitals are reluctant
to discharge patients who no longer require ongoing medical intervention, but
simply need supervised respite space to recover.
• Streamlining referral processes to and within the homeless crisis response system – Though the Homeless
Crisis Response System continues to innovate and improve, challenges remain. In focus groups, community
members report being passed around like a “hot potato” from one agency to another, and social service staff
report confusion around the criteria and referral processes for other housing and non-housing programs in
Chelan and Douglas counties. Law enforcement regularly requests assistance with persons experiencing
homelessness, but they are unsure who to call and what services they will provide.
• Enhancing high quality, equitable services – The City and the Local Homeless Task Force have implemented a
homeless provider training program, in line with Dept. of Commerce guidance, to assist agencies in providing
high quality programs. However, service gaps still exist. Not all agencies have access to bilingual staff or
interpretative services. HMIS data analysis reveals that though the Latino/Hispanic population represents 29% of
the total population of both counties, they represent only 21% of households identifying as homeless. Though
44%
of households seeking
emergency services
reported barriers that
could limit access to
those key supportive
services including:
- Physical disability
- Substance use
disorder
- Criminal history
- Lack of income
5 days
average length of stay
for homeless patients
admitted to Central
Washington Hospital.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 14 of 30
this may be due to cultural differences, there are concerns about the lack of culturally competent services and
the absence of underrepresented communities in the Homeless Crisis Response System. In addition, clients have
shared concerns about possible violations of State and Federal Fair Housing Laws.
• Prioritizing the greatest needs – Both State and Federal regulations call on the local Homeless Crisis Response
System to prioritize households with the greatest need. The system has made progress in this regard, but recent
coordinated entry data shows that a household in top 20% of most vulnerable households waits a median of 98
days for assistance, while the overall waiting time for all households is a median of 76 days.
• Strengthening Housing First – The philosophical shift from a “Housing Ready” system to a “Housing First”
system requires time and persistent effort. The local Homeless Crisis Response System continues to work to
adopt Housing First principles within programs and across services. Regardless, “Housing Ready” approaches
continue to persist for many programs, with an emphasis on “stabilization” within shelters or transitional
housing before permanent housing placement can occur.
A Path Home:
The Chelan-Douglas Homeless Housing Strategic Plan 2019-2024
Priority 1 Increase capacity and strengthen practices to prevent housing crises and homelessness.
Gaps addressed:
o Streamlining referral processes
o Prioritizing the greatest needs
Strategies Activities Responsible Entity Timeline Measure of Success
1.1 - Strengthen the collection,
reporting, and utilization of data in
all areas of the homeless crisis
response system.
1.1.1 - Expand data-sharing protocols between different agencies
serving people experiencing homelessness
CE Site Group
City of Wenatchee 2020-2024
- Meetings with partner agencies
- Data-sharing agreements &
protocols established
1.1.2 - Analyze data, both quantitative and qualitative, to identify
areas of improvement in all aspects of the Homeless Crisis
Response System.
City of Wenatchee Ongoing
- Clear, concise data analysis
policies and procedures developed
and implemented.
1.1.3 - Present regular reports on grantee and system
performance to governing and stakeholder groups, as well as the
public.
City of Wenatchee Q2 - 2020 - Produce a report schedule for
Homeless Task Force
1.2 - Further engage and support
state and local officials, and educate
partners and the public about the
size and scope of homelessness in
Chelan-Douglas counties.
1.2.1 - Further community engagement through consistent and
well-planned outreach around the scope and scale of
homelessness with public officials, partners, and the public
throughout Chelan-Douglas counties.
Our Valley Our Future
City of Wenatchee Ongoing - Consistent, regular community
engagement activities
1.3 - Promote the development of
safe and affordable housing.
1.3.1 - Provide input that informs planners and decision-makers
and supports regional affordable housing efforts as they relate to
homelessness.
City of Wenatchee Ongoing - Written and verbal input as
requested by community partners
1.3.2 - Collaborate with cities, and other appropriate partners,
around efforts to increase affordable housing, aligning efforts
when appropriate.
Homeless Task Force
City of Wenatchee
Local governments
2020-2024
- Meet with county, cities, other
appropriate partners to discuss any
current efforts towards increasing
affordable housing units
(HHS, cities, others)
1.3.3 - Coordinate with local jurisdictions to review land use
codes and development standards to ensure that developers
have flexible opportunities and that development of cost-efficient
housing products is allowed and encouraged.
- Amend local codes and standards to allow for increased housing
density, new and cost-efficient housing products (such as cottage
housing, and accessory-dwelling units.)
- Engage stakeholder groups, including elected officials, planning
commissions, and industry professionals to proactively address
the development of diverse housing types.
Our Valley Our Future
Local governments 2020-2024
- Amended codes and standards
- Local Community Development
Directors update Homeless Task
Force annually on progress
1.4 - Coordinate with other care
systems (hospitals, jails, nursing
1.4.1 - Use Homeless Advisory Committee as a forum for agencies
to share about their services and building working relationships.
Homeless Advisory
Committee Ongoing - Diversity of Homeless Advisory
Committee membership increased
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 17 of 30
homes, etc.) to identify and engage
at-risk individuals and families with
resources and opportunities that
strengthen housing stability.
City of Wenatchee - Number of unique presenters to
Homeless Advisory Committee
increased
1.4.2 - Continue to explore and pursue strategic partnerships and
expanded funding opportunities for people at-risk of losing their
housing.
Local governments
Homeless Task Force
Homeless Advisory
Committee
NCACH
2020-2024 - Increase in partnership
agreements and funding secured.
1.5 - Prevent homelessness for
households facing loss of housing
through timely rent assistance, and
low-cost problem solving and
mediation strategies.
1.5.1 - Provide targeted rent assistance to households at high risk
of homelessness or with a history of homelessness.
City of Wenatchee
CE Site Group Ongoing
- 90% of households receiving
prevention are at high-risk or have a
documented history of
homelessness.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 18 of 30
Priority 2 Identify and engage all people experiencing homelessness as quickly as possible.
Gaps addressed:
o Streamlining referral processes
o Prioritizing the greatest needs
o Strengthening Housing First
Strategies Activities Responsible Entity Timeline Measure of Success
2.1 - Provide targeted, professional
outreach to households residing in
places not meant for habitation.
2.1.1 – Collaborate with the WRC Homeless Outreach Program to
offer mobile CE services and to better link unsheltered
households to the homeless crisis response system.
CE Site Group
Homeless Outreach
Contractor
WRC
City of Wenatchee
Q1 – 2020,
ongoing
- WRC Outreach staff offer CE
assessment services
2.1.2 – Strengthen outreach programs ability to assist
unsheltered homeless households. City of Wenatchee Ongoing
- At least 50% of engaged clients
move into a positive outcome
destination such as an emergency
shelter, transitional housing
program, substance abuse
treatment center, or permanent
housing situation.
2.2 - Linking people to the homeless
crisis response system through
agency cooperation and
coordination.
2.2.1 - Explore and strengthen referral protocols with the
following systems:
- Law enforcement;
- Medical providers;
- Behavioral health and substance use treatment providers;
- Chelan County jail;
- McKinney-Vento Liaisons
- DCYF
- Juvenile courts
- Veterans' aid organizations.
CE Site Group
Homeless Advisory
Committee
City of Wenatchee
2020 - 2024 - Referral protocol established.
- Regular coordination and check-in.
2.2.2- Explore partnerships between homeless service providers
and law enforcement to provide law enforcement with mobile CE
services.
Wenatchee Police Dept.
CE Site Group
City of Wenatchee
Q3 - 2020
- Reduction in service calls to law
enforcement concerning
unsheltered homeless individuals.
2.2.3 - Medical respite beds: Create 5 respite housing beds for
short-term stays for people with medical needs that cannot be
supported in other shelters.
Suggested Partner(s):
NCACH
Confluence Health
Q3 - 2023 - 5 respite beds available in the
community by Jan. 1, 2023.
2.3 - Produce a highly accurate
Point-In-Time Count of homeless
households in Chelan and Douglas
counties.
2.3.1 - Execute and continuously improve a cross-community
Point-In-Time count that produces an accurate census of people
experiencing homelessness.
City of Wenatchee
Homeless Advisory
Committee
Ongoing
- Maintain Point-In-Time Count
participation rate of 100% of City
grantees.
2.3.2 – Engage in a community discussion about the
feasibility/benefits of conducting an additional Point-In-Time
Count during the summer.
City of Wenatchee
Homeless Advisory
Committee
Q2 - 2021 - Recommendation to the Homeless
Task Force.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 19 of 30
Priority 3 Provide access to temporary accommodations to all unsheltered people experiencing homelessness who need it.
Gaps addressed:
o The need for higher-access services and low-barrier emergency shelter
o Prioritizing the greatest needs
Strategies Activities Responsible Entity Timeline Measure of Success
3.1 - Strengthen the capacity of the
Chelan-Douglas homeless services
system to serve households
experiencing homelessness with
high barriers such as criminal
history, rent history, addiction, and
disability.
3.1.1 - Convene a Low Barrier Shelter Task Force that includes a
wide range of stakeholders to specifically develop and implement
a plan to establish a low barrier shelter program with 20 beds
(site-based or voucher-based) for chronically homeless men in
Chelan-Douglas counties.
Homeless Task Force
City of Wenatchee 2020-2024
- Investigate Severe Weather
shelter options, Q1 - 2020
- 20 low-barrier beds available in
the community by Jan. 1, 2024
3.2 - Increase access to service-
enriched, longer-term temporary
accommodations when needed and
appropriate.
3.2.1 – Consider local housing constraints and target populations
for rapid-rehousing and transitional housing to verify that
housing placements are giving access to temporary housing for all
that need it.
CE Site Group
Homeless Task Force
City of Wenatchee
2021-2023 - Recommendations to Homeless
Task Force.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 20 of 30
Priority 4 Streamline and improve the Coordinated Entry process and its connections to housing and services.
Gaps addressed:
o Streamlining referral processes
o Enhancing high-quality, equitable services
o Strengthening Housing First
o Prioritizing the greatest needs
Strategies Activities Responsible Entity Timeline Measure of Success
4.1 – Prioritize people with the
greatest needs for housing and
services.
4.1.1 – Successful implementation of prioritization policies for all
projects receiving state and local homeless funds resulting in
prioritized people being consistently housed in a timely
manner.24
CE Site Group
City of Wenatchee Q3 - 2021 - Median wait time drops 15% for
top 20% of priority list
4.1.2 – Compliance with state and federal Coordinated Entry
requirements for all projects receiving state and local homeless
funds.
CE Site Group
City of Wenatchee Ongoing - Respond to Commerce CE
guidance in a timely manner
4.2 - Encourage a wide range of
programs to develop or strengthen
partnerships with coordinated entry
through effective referral practices
so that households experiencing
homelessness can access services
swiftly.
4.2.1 - Increase access to coordinated entry services through
continued multi-platform marketing in partnership with
community-based organizations.
City of Wenatchee
CE Site Group Ongoing
- Schedule of marketing events
drafted
Marketing materials ordered and
distributed
4.2.2 - Explore and identify best practices that, if integrated into
coordinated entry, would increase equity of services,
partnerships, and would support a household’s ability to self-
resolve their housing crisis.
CE Site Group
Homeless Task Force
City of Wenatchee
Q1 - 2021 - Recommendations to Homeless
Task Force.
4.2.3 - Strengthen referral processes by implementing required
HMIS policies and procedures for Coordinated Entry.
City of Wenatchee
CE Site Group Ongoing
- All CE functions are integrated in
HMIS by the Commerce deadline
(TBD).
4.2.4 – Review implementation of the Coordinated Entry Core
Element recommendations and the State Office of Homeless
Youth’s Five Recommendations for Making Coordinated Entry
Work for Youth and Young Adults.
Homeless Advisory
Committee
CE Site Group
City of Wenatchee
Ongoing
- Review and revise CE Policies &
Procedures on an annual basis as
needed and/or required.
4.3 - Resolve homelessness crises
through low-cost problem-solving
and mediation strategies.
4.3.1 - Implement evidence-based diversion and problem-solving
best practices for all CE providers and their staff.
CE Site Group
City of Wenatchee 2020-2024
- 90% of CE staff receive training on
diversion and rapid-resolution best
practices.
24 For the most current overview of the Chelan-Douglas Coordinated Entry system and its prioritization procedures, please contact the City of Wenatchee.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 21 of 30
Priority 5 Assist people to move swiftly into permanent housing with appropriate, person-centered services.
Gaps addressed:
o Enhancing high-quality, equitable services
o Strengthening Housing First
o Prioritizing the greatest needs
o The need for higher-access services and low-barrier emergency shelter
System-wide performance measures:
o Increase percentage of exits to permanent housing to 59% (Top Quintile Nationally).
o Reduce returns to homelessness after exit to permanent housing to less than 10 percent.
o Reduce average length of stay in temporary housing projects to less than 90 days.
Strategies Activities Responsible Entity Timeline Measure of Success
5.1 - Secure high-quality training for
homeless services providers in
order to meet the needs of
prioritized households.
5.1.1 - Coordinate high-quality training opportunities for
homeless service providers in social service best practices. City of Wenatchee Ongoing
- Trainers hired, trainings scheduled
and schedules published regularly
- 90% of staff at funded programs
meet all local and state training
requirements.
5.2 - Promote and strengthen
people’s ability to obtain and
maintain long-term rental housing.
5.2.1 - Support the implementation of the Medicaid Supportive
Housing and Supportive Employment benefits (FCS).
City of Wenatchee
CE Site Group Ongoing - Encourage CE Site Group agencies
to explore FCS services
5.2.2 - Continue to incorporate progressive engagement
strategies into all services funded by local and state grants.
City of Wenatchee
CE Site Group Ongoing
- Maintain 100% of contracts that
incorporate case management also
require progressive engagement
- Progressive engagement
incorporated into Provider Training
Program
5.2.3 - Provide tenant education and supportive services to
households participating in Landlord Tenant Liaison services.
LTL Contractor
Volunteer Attorney Services
Suggested partners:
Wenatchee Valley Dispute
Resolution Center
Ongoing - 95% of LTL clients receive tenant
education services
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 22 of 30
Strategies Activities Responsible Entity Timeline Measure of Success
5.3 - Expand the rental housing
inventory through landlord
engagement & outreach.
5.3.1 - Expand and continuously improve the Chelan-Douglas
Landlord Tenant Liaison program.
LTL Contractor
Homeless Task Force
City of Wenatchee
Q2 - 2021
- 80% of LTL clients, when exited,
have permanent housing
- Landlord partnerships increase
each year
5.3.2 - Explore partnerships between the Landlord Tenant Liaison
Program and the Housing Authority to serve 5 homeless
households with Housing Choice Vouchers each year.
LTL Contractor
Housing Authority
City of Wenatchee
WRC
2021 - Partnership meetings
- Partnership agreement
5.3.3 - Explore partnerships with private and public property
owners including the Wenatchee Valley Rental Association in
order to make units available to households exiting homeless
(including nontraditional room-shares, etc.), and raise awareness
of State resources among landlords (e.g. the Chelan-Douglas
Homeless Crisis Response System, the State Landlord Mitigation
Fund, and the Landlord Tenant Liaison Program.)
LTL Contractor
City of Wenatchee Ongoing
- Partnership meetings
- Partnership agreements
- Increase in landlord enrollment in
State Mitigation fund in Chelan-
Douglas county
- Increase in Landlord Tenant
Liaison partnerships
5.3.4 - Ensure Landlord Tenant Liaison clients have access to
bilingual and culturally responsive services. LTL Contractor Q3 – 2021,
ongoing
- 100% of LTL clients have access to
interpretative services
5.4 - Fund programs that meet or
demonstrate progress towards
ending homelessness.
5.4.1 - All programs receiving Local or State housing funds must
demonstrate progress towards eliminating homelessness using
HMIS or other quantitative or qualitative data sources.
Homeless Task Force
City of Wenatchee Ongoing
- Majority of funded programs meet
contract performance metrics
- 100% of funded programs not
meeting contract performance
metrics receive technical assistance
plans.
5.4.2 - Support the capacity of local homeless service providers
through reporting, monitoring, and evaluation.
Homeless Task Force
City of Wenatchee Ongoing
- 100% of subgrantees receive
technical assistance in data and
performance management through
the subgrantee monitoring process.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 23 of 30
Priority 6 Prevent returns to homelessness through connections to adequate services and opportunities.
Gaps addressed:
o Enhancing high-quality, equitable services
o Strengthening Housing First
o Prioritizing the greatest needs
Strategies Activities Responsible Entity Timeline Measure of Success
6.1 - Strengthen effective
implementation of the core
components of rapid-rehousing
(housing identification, rent &
move-in assistance, and case
management).
6.1.1 - Fund staff capacity and core components to serve 50
households a year.
Homeless Task Force
City of Wenatchee Q2 - 2023 - Expansion is fully funded
6.1.2 - Strengthen the link between Landlord Tenant Liaison and
Rapid-Rehousing by collaborating in the implementation of core
components of Rapid-Rehousing.
RRH Contractor
LTL Contractor
City of Wenatchee
Ongoing
- Quarterly coordinating meetings
- Weekly case conferences and
enrollments
6.2 - Support the stability and
success of formerly homeless
households as part of an inter-
agency, whole-family approach.
6.2.1 - Invite local employers, employment agencies, case
managers, early childhood, education, housing agencies and
other stakeholders to participate and present to the Homeless
Advisory Committee regarding resources and opportunities.
City of Wenatchee
Homeless Advisory
Committee
2020-2024
- Spotlight regional services
regularly at Homeless Advisory
Committee meetings
- Increase representation of
community services on Homeless
Advisory Committee
Conclusion
Reducing Homelessness in Chelan and Douglas Counties
This plan seeks to reduce and eliminate homelessness in Chelan and Douglas counties. The Homeless Task Force
recognizes that there still is much work to be done, and invites all interested parties to engage in discussion and
cooperation to further the goals outlined within this document.
Homelessness is an intractable social ill, a symptom of poverty, ill health, mental illness, and many other factors. This
plan seeks to address it swiftly and assist households in rapidly resolving their housing crises. Over time, the solutions
have shifted, but the ultimate definition of success remains the same: safe, affordable, permanent housing for all who
need it. This plan focuses not only on the services that can bring about the counties’ vision, but also their efficacy and
effectiveness.
Making homelessness rare, brief, and one-time must continue to be one of our community’s top priorities. It will require
the community to come together and meld specific strategies that decrease homelessness while implementing broader
policy changes to achieve an overall increase in affordable housing. We must rely on all community stakeholders to drive
the necessary changes that will result in reducing the number of people experiencing homelessness across Chelan and
Douglas counties. These include:
o The residents of Chelan and Douglas counties
o County Commissioners, Mayors, City Council Members, Port Commissioners, the Health District
o Federal, State, and local agencies / department heads
o Business & civic leaders
o Faith-based organizations
o Landlords
o The local homeless population
o Housing developers
o Housing service providers
o Non-profit organizations
o Foundations
o Service clubs
o Education agencies
o Healthcare agencies
Many social and governmental factors beyond local control contribute to the epidemic of homelessness. The needs of
those experiencing homelessness will often surpass the local response. However, with a clear plan, the investment of
community resources, and an unwavering commitment to our community members in crisis, we can be successful in
making homeless rare, brief and one-time.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 25 of 30
Appendix I: Homeless Crisis Response System Equity Analysis
As part of the Local Plan Guidelines (June 2019), the
Washington State Dept. of Commerce requested that
all counties analyze their homeless crisis response
systems for possible racial or ethnic disparities.
County Comparisons
Chelan-Douglas counties are comparable to Cowlitz,
Grant and Skagit counties in terms of population and
distribution of population. Chelan and Douglas
counties have a homeless population of 332 people,
135 of whom experienced unsheltered homelessness.
Cowlitz County
Cowlitz County has a lower number of households
experiencing homelessness (260), but a higher number experiencing unsheltered homelessness (153). The proportion of
Latino/Hispanic households experiencing homelessness is significantly lower, but proportional to their presence in the
county.
Grant County
Grant County has a significantly lower
number of households experiencing
homelessness (127); both sheltered
and unsheltered (78). Grant has a
higher proportion of Latino/Hispanic
households experiencing
homelessness (35% of homeless), but
roughly proportional to their
presence in the county (41%).
Skagit County
Skagit County has a similar number of
homeless households (315), and a
similar number of unsheltered
homeless households (123). Native
Americans appear to be
overrepresented in the county’s
homeless population (11% of
homeless vs. 2% of population).
Over- or Under-represented Groups
Two groups appear to be under-represented in the Chelan-Douglas homeless population. Multi-racial people make up
15% of the general population but only 5% of the homeless population. Hispanic/Latino households make up 29% of the
general population, but account for only 21% of the homeless population.
Examining ethnicity more closely, the non-Hispanic population appears to be relatively over-represented. This group
makes up only 56% of all households in poverty, yet account for 76% of all households experiencing homelessness.
Figure H: Chelan-Douglas demographic data (top) vs. Washington State (bottom)
Figure G: Analysis by ethnicity of homelessness in Chelan-Douglas
counties
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 26 of 30
Analysis: Families with Children vs. All Households
Table 2: Rates of Homelessness Among Families with Children vs. All Households by Select Racial
and Ethnic Groups
% In Families w/ Children All households
White Multi-
Racial
Non-
Hispanic Hispanic White Multi-
Racial
Non-
Hispanic Hispanic
In poverty
n = 15,215 people 69% 29% 41% 59% 72% 26% 56% 44%
Homeless
n = 332 91% 8% 71% 27% 92% 5% 76% 21%
Sheltered homeless
n = 197 90% 8% 70% 28% 90% 8% 74% 23%
Unsheltered homeless
n = 135 100% 0% 100% 0% 96% 1% 78% 19%
Data derived from Dept. of Commerce Social Equity Analysis Tool
Analysis: PIT Count Sheltered vs. Unsheltered Counts
Using Table 2 above, the PIT counts do not show significant differences between the sheltered (23%) and unsheltered
(19%) counts for Latino/Hispanic persons. Differences between the Sheltered (28%) and Unsheltered (0%) statistics for
Hispanic Families with Children may be due to the small sample size (n=6, 2018 PIT). There do appear to be significant
differences between the two counts for multi-racial households. Some 8% reported as sheltered homeless while 0%
reported as unsheltered homeless. This may be due to the small sample size (n=16, 2018 PIT).
Local and State Contributing Factors
The City of Wenatchee solicited public feedback through the local Homeless Advisory Committee and several community
focus groups to understand the factors that may influence differences in racial or ethnic representation among people
experiencing homelessness. Below is a summary of the feedback.
Feedback
o Current political/immigration climate nationally, state-wide, and locally
o Fears of immigration status being reported
o Different cultural norms and expectations: households are invited to stay with family and friends
o Lack of bilingual or culturally competent services
o People from non-White racial/ethnic backgrounds feel their needs aren’t taken seriously
o Lack of services for the needs of people non-White racial/ethnic backgrounds
o Unequal treatment, discrimination and/or racism
o Lack of engagement and advertising among non-White communities
o Lack of peer support in organizations
o Seasonal nature of agricultural work
o Regulatory barriers (e.g. definition of homelessness)
Local Solutions to Addressing Disparities
A number of different solutions have been included in the Plan to address some of the disparities outlined above. These
include greater outreach to diverse populations within Chelan and Douglas counties, bilingual and culturally responsive
services, identifying regulatory barriers that may hamper access to services, clarifying the relationship between the
homeless crisis response system and the immigration enforcement system, and continuously seeking feedback from
underrepresented communities. This is not an exhaustive list, and efforts will be made to identify solutions that make
the homeless crisis response system more equitable.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 27 of 30
Appendix II: Modeling the Impact of this Plan
As part of their Local Plan Guidelines (June 2019), the Washington State Dept. of Commerce (“Commerce”) requested
that all counties model the impact of their fully implemented local plans. They specifically requested that counties
produce estimates of:
• People experiencing homelessness that would be housed in 2024
• People experiencing unsheltered homelessness in the Point-In-Time Count in 2024
Using the Model EZ v7 tool developed by Commerce, the City of Wenatchee generated projections based on the
following housing inventory numbers.
Table 3: Current vs. Future State of Housing Resources in Chelan-Douglas Counties
Current State Future State Summary of Changes
Emergency Shelter 15 40 +5 medical respite beds
+20 low-barrier shelter beds
Transitional Housing 48 48 No changes
Rapid Re-Housing 21 50 +29 households served per year
Permanent Supportive
Housing
27 47 +20 units in 2020
Permanent Housing 0 33 +33 units in 2020
The model included adjustments for inflation, population growth, and an estimated increase of 100 people experiencing
homelessness annually in 2024 to produce the following projections.
Table 4: Projections of the Impact of Chelan-Douglas Homeless Housing Strategic Plan
Households
Experiencing Homelessness that Were Housed (2018) 346
Estimated additional households seeking assistance (2019-2024) 100
Estimated Experiencing Homelessness that Were Housed (2024)
(Plan Implemented)
752
Point-In-Time Count Unsheltered (2018) 134
Estimated Point-In-Time Count Unsheltered (2024) 100
The model forecasts a decrease in unsheltered homelessness, with 34 fewer people staying outside in 2024.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 28 of 30
Appendix III: Biennial Homeless Crisis Response System Performance Report
Submitted July 2019, Report period July 1, 2017 to June 30, 2019
MAKING HOMELESSNESS RARE -
Goal: Reduce the number of people who are newly
homeless through targeted eviction prevention
and short-term rental assistance.
Prevented From Homelessness
July 1, 2017 – June 30, 2019
170 Households
New to Homelessness
July 1, 2017 – June 30, 2019
232 Households 88%
MAKING HOMELESSNESS BRIEF -
Goal: Get people sheltered as quickly as possible and reduce the
number of days spent in emergency shelter, transitional housing,
rapid rehousing, or on a wait list.
System Capacity
July 1, 2017 – June 30, 2019
• Estimated 1,700 households contact CE requesting
assistance
• 1070 households screened through Coordinated Entry as
homeless or at-risk of homelessness
• 908 households placed on Priority List
• 626 households enrolled in Housing Programs
• 396 households achieved permanent housing
MAKING HOMELESSNESS ONE-TIME -
Goal: Decrease the number of returns to
homelessness and increase the number of exits to
stable housing through placements into
Permanent Housing and Permanent Supportive
Housing, and connection with employment and
education.
Returns to Homelessness
July 1, 2017 – June 30, 2019
105 Households 16%
Regained Stable Housing
Total
Households
Exited
Exited to
Stable
Housing
Emergency
Shelter 268 51 (19%)
Transitional
Housing 154 96 (63%)
Rapid
Re-Housing 146 124 (85%)
610
134 63 77 47
680
137 86 77 20
Number of Households Served
SFY 2018 SFY 2019
172
42
140
312 291
130
34
152
286 248
Average Length of Stay -Days Enrolled
SFY 2018 SFY 2019
New to homelessness - % of households entering shelter or
transitional housing with no homeless housing services within
the last 2 years.
Returns to homelessness – Households that received homeless
housing services and previously exited to permanent housing
within 2 years.
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 29 of 30
Appendix IV: State Performance Metrics
Figure I: Washington State Homeless Crisis Response System Performance Measures
Washington State Dept. of Commerce
Intervention Type Performance Measure
SFY 2018
Baseline
Change from
Baseline
June 30, 2020
Benchmark
June 30, 2021
Benchmark
Emergency Shelter Increase Percent Exits
to Permanent Housing
24%
Increase by
at least 5 percentage
points
29%
TBD
Transitional
Housing
Increase Percent Exits
to Permanent Housing
51%
Increase by at least 5
percentage points
56%
TBD
Rapid Re-Housing Increase Percent Exits
to Permanent Housing
77% Increase by at least 5
percentage points
No less than
80%
TBD
Permanent
Supportive
Housing
Increase Exits to or
Retention of Permanent
Housing
95% Maintain current rate No less than
95%
TBD
System Increase Percent of
Households Served that are
Unsheltered or Fleeing
Violence
35% Increase by 5
percentage points
40% TBD
Chelan-Douglas Homeless Housing Strategic Plan 2019-2024 – revised 10/02/2019
Page 30 of 30
Appendix V: Dept. of Commerce Guidelines Crosswalk
The WA State Dept. of Commerce requested a detailed crosswalk between their guidelines and the Chelan-Douglas
Homeless Housing Strategic Plan. This is provided below.
Commerce Objective Local Plan
Priority/Strategy/Activity
Note Aligned Measure(s) of
Success
Objective 1: Quickly identify and
engage all 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.
Priority 2
All strategies
All activities
All strategies and
activities selected align
with the objective of
identifying all households
meeting the state
definition, and all youth
meeting the federal
definition of
homelessness.
See measures
associated with
strategies 2.1 and 4.2.
Objective 2: Prioritize housing for
people with the greatest need.
Priority 4
Strategies
- 4.1
- 4.2
All strategies and
activities selected align
with the objective of
prioritizing people with
the greatest needs and
ensuring that measures
are in place to gauge
success.
See measures
associated with
strategies 4.1 and 4.2
Objective 3: Operate an effective
and efficient homeless crisis
response system that swiftly
moves people into stable
permanent housing.
Priority 5
Strategies
- 5.2
- 5.3
- 5.4
All strategies and
activities selected align
with the objective of
operating an effective and
efficient homeless crisis
response system that
swiftly moves people to
permanent housing.
Commerce system-
wide performance
measures
incorporated as over-
arching local
performance
measures for all of the
activities associated
with Priority 5.
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 polices.
N/A See Appendix: II Modeling
the Impact of this Plan
N/A
Objective 5: Address racial
disparities among people
experiencing homelessness.
N/A See Appendix I: Homeless
Crisis Response System
Equity Analysis
N/A