Homeless Advisory Board’s 2025 Plan to Address Homelessness in the Sioux Falls Area Aligned with a
Whole Person Approach to Addressing Multigenerational Poverty
Strategy Team One: Board Infrastructure and Governance
Develop an Infrastructure that Strengthens and Enhances HAB’s Mission, Philosophy, and Guiding Principles.
 Slices = Environmental, Emotional, Financial, Physical, Social, Financial, Family, Occupational, Spiritual, Cultural
•
•
•
Board Structure (objective 1)
Support the expansion of the Sioux Empire Network of Care (objectives 2, 3, and 6)
Support the merger of the Homeless Coalition with the Homeless Advisory Board (objective 7)
Strategy Team Two: Accessible and Affordable Housing
Champion the Rehabilitation of Existing Units and the Expansion of Safe, Affordable Housing Including
Permanent and Transitional Units.
 Slices = Physical, Environmental, Family, Social, Cultural
•
Continue to advocate for more affordable housing units below 50% AMI and those with supportive services
(objectives 2 and 4)
o 3 HAB Members are on Thrive’s Strategy Council – 1st Action Team is Affordable Housing
Strategy Team Three: Supportive Services
Develop a Community of Stakeholders that Value Tenancy Preservation and
Work Collectively to Prevent Homelessness.
 Slices = Family, Social, Physical, Cultural, Spiritual, Vocational, Financial
•
•
•
Support Heartland House/Horizon Place as they transition into rapid rehousing (objective 2)
Support stronger collaborations between those who discharge into homelessness and those agencies that
provide case management (objectives 3 and 6)
Support the role of a housing/landlord specialist who can forge relationships with landlords and more to
support access to housing (objectives 5 and 7)
Strategy Team Four: Information Management and Public Awareness
Educate and Advocate on Preventing and Ending Homelessness. Strengthen the Collection of Outcome
Measurements and Performance Metrics among Social Service Organizations to Assist the Community in
Understanding Emerging Needs and the Effectiveness of Existing Programs.
 Slices = Social, Environmental, Emotional, Intellectual
•
•
•
•
Support the expansion of the Sioux Empire Network of Care (objective 6)
Support the creation of coordinated entry across the state via HMIS or the SENC or both (objectives 4 and 7)
Support the Mission via marketing and a singular message (objectives 1, 2, and 3)
Support training opportunities enhancing the case management community (objectives 2 and 3)
Our Guiding Principles
We foster lasting solutions to homelessness by:
- Achieving excellence through innovation, evidence-based practices, quality assurance, and the judicious and effective use of
resources.
- Advocating for a continuum of housing and a variety of services which will improve health, well-being, and stability.
- Building strong, caring communities through the integration of housing and supportive services.
- Honoring the inherent dignity and affirming the capabilities of our homeless families and individuals.
2025 Plan to Address Homelessness in Sioux Falls – Progress Report Overview
April 2017
Homeless Advisory Board’s Mission Statement: To foster the prevention of homelessness and the creation of lasting solutions for homeless and at-risk
individuals, children, and families throughout the Sioux Falls area.
outlining the mission critical goals/objectives, reviewing structural documents
whole person – all 10 areas are included in this Goal.
Board Infrastructure and Governance Team
Chair: Jim Meyer, Chair
Strategy Team Members: Jill Franken, Les Kinstad and Kari Benz
Goals and Objectives
Target
Date
%
Complete
Status
Strategy 1: Develop an Infrastructure that Strengthens and Enhances HAB’s Mission, Philosophy and Guiding Principles.
1.
2.
3.
4.
Revisit the mission statement and establish direction for future plan.
Activities:
o Determine length of time for plan. Is this 3, 5, or 10 year plans?
(all of the above – short, medium, and long-term goals)
o Determine how plan incorporates preventing over ending
homelessness.
o Evaluate success of 2025 plan and establish direction beyond 2025
Impact and outcome-oriented goals and activities developed that are
obtainable, quantifiable, measureable, and sustainable.
Activities:
o Host annual Stakeholders Summit identifying current needs and
gaps.
o Homeless Advisory Board and Homeless Coalition develop a
symbiotic approach to addressing homelessness in Sioux Falls.
May 2015
Incorporate Evidence-Based Practices (EBP’s) into all Board-related
policies, objectives, and activities.
Activities:
o Review relevant national research, attend trainings, and meet with
local providers to establish current trends in EBP’s.
o Engage community stakeholders to support EPB’s.
o Educational forums incorporated into monthly Homeless Advisory
Board meetings.
Quantify supply vs. demand for affordable housing, shelter, and
supportive services.
Activities:
o Determine data to be collected.
o Survey coinciding with the SDMHA vacancy survey to view current
trends, gaps, etc.
Ongoing
100%
Mission Statement was revised with the plan release. Consider potential
rebranding of the Homeless Advisory Board for a broader impact beyond
homeless. Current mission works well for this.
Change wording to be more dynamic – ‘to advance’
Creating Long-term Solutions
Ongoing
Challenge to track between agencies, to know long-term impact, as well as
duplication of data; however from Board perspective, the overall plan is about
doing this very thing.
Sioux Empire Network of Care – Intake Data as it continues to gain momentum
and add more agencies.
Required Coordinated Entry for all CoC and ESG Recipients by January 23, 2018
(would strive for community-wide, not just ESG and CoC – conversations between
the SDHDA and the PAC along with SENC to discuss systems with data import
export options via HMIS and general ServicePoint data)
Training Needed for assessment tools
Monthly requests from agencies for current data, review APR’s for the CoC,
Monthly data snapshot.
Workforce Data User Group via SF Thrive/EROS is also developing.
Occurs as changes and new suggestions are shared from federal agencies such as
HUD, the VA, etc., (typically in October).
Federal Budget and Priorities will impact.
Action Teams for SF Thrive as it unfolds over the next few years may also help
determine where these EBP’s evolve (i.e. Baldridge Performance Metrics).
June
Annually
Affordable Housing Study via SF Thrive is complete and available online. Data
reveals needs for extremely low income (below 30% AMI) housing, criminal
backgrounds, workforce housing, and more.
SDMHA Vacancy Rate surveys are conducted January and July annually.
5.
6.
7.
8.
9.
Gaps in service areas identified and efforts driven to eliminate as
necessary contingent on funding availability.
Activities:
o Create annual report (July to June) documenting existing quantity,
supply gaps, and emerging needs.
Establish outcome-based reporting and dashboard which reflects
progress towards goals (not reporting only status-quo).
Activities:
o Determine key indicators for monthly reporting. Identify goals
they correlate to.
o Work with City Media Services to create a template for monthly
dashboard with statistics and gaps easily identifiable.
October
Annually
Explore 501(c) 3 status: Evaluate opportunities and cost/benefits having
the Homeless Advisory Board pursue.
Activities:
o Research other communities and determine the costs/benefits
associated with being a 501 (c) 3.
HAB strives to be the best source for educating, advocating, and
coordinating resources and funding on homeless and poverty issues.
Activities:
o Serving on various committees including the Policy Advisory
Committee for the Continuum of Care, Emergency Solutions
Grant, other Boards, Coordinator attends consortium meetings.
May 2017
Establish topical educational component at HAB meetings to assist with
community learning and better understanding.
Activities:
o Experts present at monthly Board meetings scheduled six months
in advance.
Monthly
Housing Team
Chair(s): Joan Franken
Strategy Team Members: Jeff Nelson, Les Kinstad, Amy Carter, Anny Libengood,
Paul Miller, Maria Krell
Monthly
Quarterly
Shelter needs are mostly met if people are choosing to use the services
(emergency youth shelter is a NEED), and if there are needs that aren’t addressed
(i.e. banned for behavior) then awareness of this must be more readily available.
Supportive Services will continue to be an area of growth as well as need –
greater collaboration between providers is necessary to stretch funding.
Various outside committees are working to address mental health issues, tenancy
preservation/eviction prevention housing, pre-trial services, and more.
Triage Center development is happening via the County Human Services office *
Triage Center committee members are touring examples across the country.
Information shared on HAB website, other media sources.
Outcomes remain a challenge. Data, whether duplicated households or not,
showing numbers served is available.
Long-term effectiveness also remains a gap – relevant data on participants’
current housing situation as well as any needs is largely unknown.
No other sources of social media currently in use (i.e. Facebook, a blog).
Keeping this document updated and relevant will help show progress which in turn
can show trends on the dashboard.
Dashboard should represent the goals and not all service provider areas.
Urge consideration of the SEHC becoming an arm of the HAB and joining the
Information Management and Public Awareness committee
* need to determine best fit and use of their 501 (c) 3 status*
Will have a meeting with SEHC Board Chair in May to discuss final merger.
Coordinator reviews latest research, serves on various community and statewide
committees, provides training and information as requested.
Coordinator is current on trends, EBP’s, housing needs, changes and requirements
in Federal programs, etc.
Trump Budget Cuts – April 28 continuing resolution ends; one week extension
approved by Congress.
ICAP is bringing in training May 2-4 from OrgCode Consulting, Inc.
Currently planning Statewide Homeless Summit for June 6 and 7 with national and
local experts
Scheduling monthly – this may change as the meeting scales down to an hour.
Open for suggestions on topics if continues.
Coordinated Entry is a NATIONAL priority via HUD, the VA, and other Federal Partner Agencies.
Affordable Housing Study by SF Thrive will dictate via its Action Team, Strategy Council, and Board how
things move forward in creating additional new units as well as creating some type of single port of entry.
These are the recommendations from the SF Thrive’s Affordable Housing Study:
Enhance coordination and collaboration.
Commit to an outcomes-based data initiative.
Decrease demand for affordable housing by moving extremely low income families toward self-sufficiency and addressing
underlying needs.
Streamline the housing search process to connect families to existing resources.
Build on successful service collaborations to expand supportive services.
Goals and Objectives
Help families build a financial cushion and establish good credit history.
Leverage community partnerships to increase access to jobs.
Increase the supply of quality affordable housing for extremely low-income families through public-private partnerships and
innovative funding mechanisms and incentives—including a careful review of city regulations and fees for construction.
Increase equity investments by coordinating support from public, non-profit, and for-profit sectors.
Create regulatory or tax incentives for affordable housing.
Make the most of existing affordable housing by continuing revitalization and developing an early warning system to monitor
the supply of naturally occurring affordable housing.
Work with property owners to improve the quality of affordable housing.
Increase awareness of fair housing requirements and tenants’ rights and responsibilities.
Target
%
Status
Date
Complete
Strategy 2: Champion the Rehabilitation of Existing Units and the Expansion of Safe, Affordable Housing, Including
Permanent and Transitional Units.
1.
Define affordable housing using acceptable metrics.
Activities:
o Review metrics from other communities and housing authorities.
2.
Encourage development of 1600 new units of affordable housing with
50% AMI or less.
Activities:
o Consider existing, new and creative means and partnerships for
funding housing development or rehabilitation.
o Work with service providers and developers to determine
feasibility and financing.
3.
Research, analyze, and coordinate all possible sources of funding for
extremely affordable housing (below 40%).
4.
Increase the number of affordable units that have supportive services
included as part of the tenancy agreement.
Activities:
o Work with service providers and developers to determine
feasibility and financing.
Supportive Housing and Services Team
Chair(s): Kari Benz
2015
AMI based, broad range of focus – various subcategories
Affordable Housing Study has a Glossary of Terms (p.208 – 211).
Also remains a challenge as far as community agreement – “defined as”
Affordable Housing as a ‘buzz phrase’ has begun to generate neighborhood
pushback as well as strong comments via social media.
Future conversations with marketing experts/affordable housing experts
2025
This still remains a relevant number via the SF Thrive Housing Study.
(i.e. only 39 units of housing are available for every 100 of 30% AMI households
that want/need one)
Sioux Falls Thrive has a new affordable housing action team that has been
selected with 15 community members on it.
SF Housing Wait List is now 1799 down from 2063 on 2/3/17 with 60 more letters
to wait list participants week of May 1
134 new/rehab affordable units funded in 2016.
Renters with either a project-based or a tenant-based rent subsidy represented
nearly 13% of all renter households in 2016.
Sept
LIHTC, CDBG, CoC, HOME, HOF, National Housing Trust Fund, City Affordable
Annually
Housing Fund.
All areas to consider for funding, concern currently exists for the Federal Budget
and proposed cuts to these funds.
SF Thrive will also be working with developers to establish a working group that
will look at potential funding options to make it more palatable/more financially
sound for new/smaller developers to get into the affordable housing mix.
Based on current funding patterns, SF can build about 150 new units of affordable
housing per year.
2020
Funding supportive services is a challenge, building them as well. More
conversations will need to happen around this topic.
This continues to be a significant need – including more youth specific housing.
Affordable Housing Study includes discussion on supportive services; however, at
this juncture, it is not a priority.
Need to move forward on addressing high barrier households and ways to move them into supportive
housing that is sustainable.
Strategy Team Members: Anna Mueller, Kelli Zimmer, Phyllis Arends, Lou Vogt,
Michaela Gasca, Tammie Denning, Brett Johnson, Gary Tuschen
Goals and Objectives
Target
Date
%
Complete
Status
Strategy 3: Develop a Community of Stakeholders that Value Tenancy Preservation and Work Collectively
to Prevent Homelessness.
1.
Expand existing case management and supportive services to emphasis
specific subgroups such as: workforce development, mental health,
addiction issues, criminal justice re-entry, families, and unaccompanied
youth.
Activities:
o Work with local service providers to secure additional funding as
needed to develop specific programming.
Rapid rehousing becomes the core endeavor geared towards short-term
homelessness for families and individuals.
Activities:
o Funding is directed more towards deposit and rental assistance.
2020
Facilitate improvements with discharging of adults exiting institutions
(including hospitals, jails, mental health facilities, substance abuse
programs, and the military).
Activities:
o Adopt a policy for discharging people from public systems into
homelessness by coordinating access to housing and services
* Develop medical respite program
* Strengthen mental health services for people experiencing
Homelessness.
Consider establishing Tenancy Preservation Court/Homeless Court
Activities:
o Determine need and/or feasibility of this court
2018
5.
Forge relationships with landlords to encourage and support them in
accepting homeless people as tenants to enhance capacity for utilizing
existing private housing market.
Activities:
o Create a common, centralized application for affordable housing,
and coordinate credit checks and related costs to reduce all
possible costs to homeless or at‐risk households.
2017
6.
Work with programs such as Alliance, Jail Re-entry Programs, and the
Department of Corrections to address specific housing needs and
barriers for these populations.
Ongoing
2.
3.
4.
2018
2017
NEED – Broad area of focus
Staff Training on Case Management, One ASSESSMENT tool
Contingent on interest, funding, needs, and more.
Unaccompanied Youth is 2017 target area for HUD
Veterans remain high priority – masterlist, GAPS analysis, statewide
SAMHSA grants, CoC funding, other opportunities as may be made available (i.e.
Helmsley foundation, Bush Foundation, work with NAMI, SD)
Heartland House –> Horizon Place (Rapid Rehousing Initiative began Feb 2017)
Bright Futures (City CDBG funds) and Synergy (County funds) are in existence and
effective
Heartland House currently conducting interviews to move families into their Rice
Street units. Wait list is about 120 families with Synergy receiving 10 to 15 new
homeless family referrals a week
Data will reflect effectiveness of program changes – follow-up, mechanisms in
place for long-term success are needed.
Use of HMIS database system – comparable databases.
Alliance with its CARE team, but much more work remains to be done in this area.
Another Core area for HUD and all CoC’s.
Triage Center can be incorporated into this area as well.
GAPS analysis from HUD/VA shows 130 additional homeless veterans are
projected for 2017 in the SF catchment area.
Discharge planning – collaborating more with Behavioral Health programs is
needed as well as Substance Abuse programs (walk-offs, unsuccessful
terminations, changes in SB 117 to have stricter more immediate consequences for
failed UA’s other than marijuana)
Housing Court Committee – Code Enforcement, Rental Registration,
Vacant/abandoned property, discussion on ways to secure safe exit from
structure to new
Rental Registration ordinance proposed by City– revisions recommended before
consideration
HAB is an Associate Member of the SDMHA.
Synergy and other community programs (like the VA and ICAP) have some
relationships, but more needs to be done.
SF Thrive includes job description of a Housing Locator/Specialist
(have had similar conversation with the County HS department)
Established Landlords on a list along with additional landlords willing to work with
potentially challenging tenants
Drug/DUI/VA Courts – Crime Free Housing Committee
Criminal backgrounds harder to place
DOC contract with St. Francis House and Carroll Institute
Residential Reentry Center with Glory House
Activities:
o Encourage more landlords to accept housing vouchers.
7.
Development of more low-barrier housing units (Housing where a
minimum number of expectations are placed on people who wish to live
there. The aim is to have as few barriers as possible to allow more
people access to services.)
Activities:
o Work with landlords to consider waiving credit review reports and
housing application fees for homeless people.
2018
Sioux Empire Network of Care – current budget cycle is funded through the Bush Foundation
- 6,600 applicants in the system as of March 31, 2017 (adding names as of September 2016)
These are not households.
Estimated budget is $150,000 and requests for 2018 funding are being made.
Public Policy and Awareness with Information
Management Team
Chair(s): Jill Franken
Strategy Team Members: Traci Jensen, Michelle Erpenbach, Melissa Jungemann,
Jake Cummings, Betsy Schuster, Bob Zirpel
Goals and Objectives
Glory House considering permanent supportive housing units – in progress with a
strategic plan and funding efforts beginning – potential to build 96 units in due
time, currently plan is 24 – City sale/gift for the land in progress.
Sioux Falls Parole Office processes between 50 and 70 parole releases per month
(600 to 840 annually).
Open for discussion. This continues to be a high area of need.
Recognition of special need populations.
Discussed in the affordable housing study.
Housing First remains a huge priority and federal push.
Target
Date
%
Complete
Status
Strategy 4: Educate and Advocate on Preventing and Ending Homelessness.
Strengthen the Collection of Outcome Measurements and Performance Metrics among Social Service Organizations to Assist the Community in
Understanding Emerging Needs and the Effectiveness of Existing Programs.
1.
2.
Enhance public and social media presence.
Activities:
o Blog/Website/Newsletter with other
agencies/Facebook/Twitter/Social Media
Prepare current media packets with talking points, statistics and
community impacts.
2016
HAB website as part of County’s – does it need to be, can it be a standalone?
What about Facebook, Twitter, any other areas to bring attention?
Timely
Seasonal
2017 Homeless Count – Sioux Falls’ final tally is nearing completion delays
because of HIC forms and SIMTECH app…
*Statewide Count is 954 (down from 1186)*
Poverty/Homelessness = Community Education
Hunger and Homeless Awareness Week Activities Annually
Presentations at City Council, County Commission, and other similar type
meetings.
Joint City County meeting moved to May 23.
Present May 9 with the SENC to County.
Create list of trainings/workshops/community organizations.
Need to develop an elevator speech to share with the Board.
Done through local stakeholder meetings such as the Pie Party, Hunger and
Homeless Awareness Week, Monthly Strategy Team meetings, conversations with
agency Directors, and then via Community Board representation.
Continuum of Care
Emergency Solutions Grant
Runaway and Homeless Youth Grants (VOA, Dakotas)
3.
Create educational opportunities for public policy officials.
Activities:
o Meet annually with all commissioners, councilors and legislators.
o Establish legislative platform coordinating with local
municipality/chamber, etc.
Annually
4.
Facilitate coordination among service providers, based upon Evidence
Based Practices, judicious use of dollars, and community resources to
meet goals of prevention and ending homelessness.
Activities:
o Develop regular meetings with service providers to:

Enhance knowledge of resources.

Educate on national emerging trends, funding and resources.

Establish work groups to address emerging issues. Determine
ad hoc vs. standing workgroups/task forces.
Ongoing
and as
requested
o
5.
6.
7.
Provide consultation to service providers on funding streams and
grants.
o Provide educational opportunities for HAB coordinator, conveying
information back to service providers.
Examine local ordinances to ensure that they are not criminalizing or
exacerbating homelessness
Activities:
o Review current policies, ordinances, statutes, and more for impact
as well as unintended consequences.
Secure funding and select a database to receive the data from
participating service providers.
Activities:
o Bush Foundation Grant results shared with the Board when made
available.
Establish a single data system (Homeless Management Information
System or HMIS) to collect all relevant client information, including
assessments and stabilization plans.
Activities:
o Work with SDHDA to cooperate more effectively with Client Track
(HMIS) as service provider for Sioux Falls.
o Recruit more local service providers to join Client Track/HMIS.
o Ensure appropriate client confidentiality safe guards will be in
place.
o Facilitate web‐based interagency case management and
communication.
o Create accountability and collaboration among front-line providers
through client tracking and shared information.
o
Evaluate and improve the effectiveness of prevention‐related
services and resources provided.
o Map high‐need neighborhoods and track types of services needed
in order to better target services in the future.
2019
Pre-trial Services Committee, nuisance laws, general review of trespassing
ordinances and other areas that often inadvertently target homeless.
20152017
Bishop Dudley Hospitality House will hopefully join in 2017 with the SENC as an
active pilot agency; however, the other agencies are all online and some amazing
data has been collected including income, age, race/ethnicity, household size and
more.
As of April 28, more than 6,900 applications had been entered into the system via
the 5 pilot agencies.
(the largest percentage of income level entered is less than $1000 mo)
The State CoC and other programs do not use ServicePoint. Will engage in
conversations on how to merge or import data with the State’s.
In progress through the 211 and the Bush Foundation as the Sioux Empire
Network of Care, although it is NOT using ServicePoint for HMIS. Much more
needs to be done with figuring out these areas and how systems can interact with
each other. Funding to continue forward for 2018 is currently being looked into.
This is also a national priority for all CoC’s and ESG recipients.
Coordinated Entry is a requirement nationally by January 23, 2018. It does NOT
need to be only HMIS – it can be centralized intake.
SENC database does have zip code data as does the County when it takes
applications for assistance.
Bush Foundation funding ends in June 2017.
SF Thrive discusses a collaborative approach with coordination –
SENC can help do that.
ONE ASSESSMENT TOOL – the SPDAT in its various formats!
HMIS vs. general data collection in the ServicePoint system.
2017 and
Ongoing