6.1 Innovative Partnerships with PHAs Speaker: Kathy Wahto Ending homelessness cannot be done without the support of mainstream partners, including public housing agencies (PHAs). This workshop will highlight innovative models being used by PHAs to prevent and end family homelessness in their communities. Presenters will also discuss strategies for strengthening the relationship between local homeless assistance systems and PHAs.

1. Clallam County- Partnering with
Peninsula Housing Authority to end
homelessness

2. Clallam County –rural Northwest Washington

3. Began as loose partnership of two distinct systems:
PHA homeless preference for families exiting TH-10 vouchers
Tenant Based Rental Assistance- for homeless families in
shelter—15 vouchers
Ten Year Plan changed that dynamic:
From Shelter to Housing First, including permanent housing for
most vulnerable and disabled
Overlapping goals and mutual benefits to partnership
2011- 124 SHP, TBRA, Section 8 vouchers linked to homeless
housing

4. Peninsula Housing Authority:
Access to decent affordable housing for
low-income
Acquisition and Preservation
Targeted Capital Investment
Self Help Home Ownership
Housing Land Trust and Housing Finance
Commission Serenity House of Clallam County:
Access to decent affordable housing for
special needs populations
Housing and financial stability in permanent
housing
Acquisition and some development
Integrated and coordinated assessment and
assistance. case management and services
Funding for supportive services and effective
community and mainstream support

5. Local Ten Year Plan to end
homelessness-focus on logical
decisions and accountability
Includes overlapping and integrated strategies
for affordable housing and Housing First
Was very specific and focused on measurable
outcomes
Built-in reporting mechanism
Had broad-based support
Political leadership at county and state level

6. Blending resources, abilities, expertise:
PHA:Development, capital resources, track record
Facilities maintenance
Capital Needs Assessment, Community Development
Administrative and specialized staff
SHCC: Professional case management and supportive
services
Specialized administrative---community
organizing, publishing and media expertise, connected
and politically influential board
Non-profit status expanded funding
opportunities, homeless preference in competitions.

7. Began Developing Special Needs Housing in
Partnership: 4 projects completed, 2 in pipeline

8. Service Partnerships:
1-Coordinated intake and assessment- Housing
Resource Centers
HPRP and Supportive Services for Veterans
2-Permanent Supportive Housing for families-
Cornerstone and Catholic Community Services
3-Family Unification Vouchers-Cornerstone FUP
4-Countywide HMIS use and data sharing

9. Innovations and New Partnerships:
Family Therapeutic Court, DSHS, Mental
Health and Treatment Providers, Hospital
Districts

10. Influence, Impact at local and state
level
• Political leadership-local BOCC, state legislators
• Advantage of combined advocacy stance
• Benefits to local community:
– Planned Housing inventory
– Economic stimulus and support for landlords
and property managers
--Capital investment, job creation
--Effective outreach, education effort

11. Taking Effective Strategic Approach
Regional:
• Peninsula Housing Authority now two county
housing authority serving entire North Olympic
Peninsula
• Regionalize effective strategies, build new
partnerships
• Regional projects and resource development
• Long-term governance and capacity

12. Partnerships fraught with challenge
• Top down and bottom up ‘re-
learning’
• Board and public Intake
understanding and support
may be complicated Referral
• Mission and values divergence
• Failure to understand partner Housing
commitments and
implications, time and effort
• Willingness to sacrifice

13. • Other examples of Housing Authority role in local Ten
Year Plans: Seattle and King County, Longview, Whatcom,
Yakima
• ASPE Research Brief on linking human services
and housing supports to address family homelessness:
• Logical program structure with services tied to goals
• Strong and effective partnerships, mutual benefits
• Non-traditional community resources
• Strong ties to local for-profit housing community
• Value of services-enriched housing to build long-term stability
• Standardized intake and assessment, data-sharing---streamlining
processes for housing placement, lease up, etc
• Expand funding sources across systems, non-profits, mainstream