Emergency Shelter LEAG Feedback

The following are specific insights from LEAG members that inform the report and can be considered by providers and communities. Some ideas could be put into action immediately, while others might take broader planning, funding and implementation. This is not an exhaustive list of ideas, but these specific ideas and comments did emerge through facilitated conversations with LEAG.

Empower: Elevate people experiencing homelessness to identify gaps and implement solutions to lead personal, local and systemic change.

• Adequate shelter should be available 24/7 365 to save lives.
• Having private, personal space is ideal - like a hotel/motel/SRO/private dorm/tiny house. This is even more important to reduce the spread of communicable illnesses among this medically- vulnerable population.
• Leverage lived expertise on site:
  • Hire persons with lived experience in shelter staff roles.
  • Provide 24/7 access to feedback forms for guests.
  • Hold meetings with shelter guests and document feedback and ideas.
• Shelters can facilitate support groups and talk circles for people experiencing homelessness to build community and support peer sharing and preparation for housing, employment, healthcare, etc. Focus groups could also support unique populations (BIPOC; LGBTQ; Veterans, seniors, etc.). These could include partner/stakeholders, staff, volunteers, etc., and could be led by persons with lived experience and/or expertise.
• Post inclusion, ‘zero tolerance’ and non-discrimination messages, posters, stickers, and pictures throughout the space for information and welcoming.
• Have flexible cash assistance, child care assistance, employment and transportation assistance readily available for persons to utilize for self-navigation from shelter to housing or other diversion. Some people don’t need case management, just self-directed resources and multiple, supplemental resources to stabilize.
• People have to have somewhere to safely secure their belongings and not have to carry them around while not in the shelter. This is a huge barrier to mobility, dignity and safety.
• Access to mail, computers, and phones will help increase self-empowerment and reduce dependence on case managers for basic communications. Without communication tools, people miss important communications and are more isolated.
• Ensure sleeping and shower spaces are clearly identified and reserved to accommodate physical disabilities, and ensure people don't have to wait in line to access these. Ideally, all facilities would be universally designed for ADA access.
• Preventative measures against sexual assault should be a priority, as well as clear follow-up procedures for incidents. Information on how to report sexual and physical assault, and access care, should be prominent across sites and services.
• Families, especially with young children, should have a space to continue daily function and practice as a family: eating, homework, napping, cooking, laundry, etc.

Engage: Collaborate with community partners and stakeholders to enhance ESG programs and access to ESG solutions.

• All shelter and ESG partners should be aware of HUD Equal Access Rules (24 CFR Part 5), particularly around gender identity and disabilities.
• Shelter development can focus on stakeholder and public communications. Increase transparency and understanding of community shelter operations and outcomes. Communities should understand shelter exits are primarily dependent on adequate, affordable housing options. There is not enough shelter or housing for everyone who needs it, and especially the most vulnerable who aren’t served because of a severe lack of deeply affordable housing.
• Ask: How can we encourage communities and partnerships to take responsibility for not only providing adequate and safe shelter but also deeply affordable housing and culturally- supportive services to ensure housing stability for all people in communities?
• Shelter serves as a hub for not only housing-focused services, but other wrap-around services to address client-driven needs. Mental health and crisis counselors should be on site 100% when shelter is operating. Healthcare and crisis care should be assessed and addressed as soon as possible. Nurses on site sometimes would be a goal.
• Partners who can help people experiencing homelessness with pet care, pet fostering, and sheltering and housing people and their pets, are needed.
• Consider a specific ‘high needs’, medical/clinical-assisted site where nursing and mental health care is always present and staff are trained to assist persons with physical and cognitive disabilities and conditions. Medical partners can assist with healthcare and medical counseling and supplies (diabetes, needles/narcan, cancer screening and treatment, CPD, smoking, etc.)
• Appropriate partner agencies can help ensure shelters (and participant housing) are up-to-date with health and safety inspections-including kitchen inspections; emergency exits/drills; lead- based paint regulations; fire alarms; first aid and CPR training and supplies, etc.

Evaluate: Target ESG data collection, communications, training and investments to drive program and system equity, accountability and impact.

• Grantees will be evaluated on equity targets/measures.
• Conduct interviews with shelter staff to find out what gaps or focused training is needed, including cultural competence, de-escalation, etc.
• Adequate staffing is the key in safety goals and to ensure security and support for all. All staff should be trained in trauma-informed care, mental health first-aid, de-escalation and first aid, etc. to manage unforeseen issues. Keep staff/guest ratios realistic and manageable to support engagement and meet individuals.
• Cultural sensitivity is critical to reach all. All sector staff should be adequately trained on special population needs and unique services: BIPOC; LGBTQIA+; persons fleeing violence; persons with cognitive disabilities; seniors, persons whose first language is not English, etc. Resources and supports unique to these groups should be available to all guests and staff. Partnerships are key to inform this work.
• Simplify intake and follow-on processes for people as much as possible: one stop shop, one time intake/paperwork, shorter/easier forms, accessible Case Manager/caseloads, etc. Evaluate for effective efficiencies and convenience at the right points. Conserve client and staff time for purposeful engagement.
• Provide information to help people immediately and effectively get navigation support or legal aid if they are justice-involved and/or facing criminal charges for status of being homeless.
• Clearly post policies for ban or expulsion from shelter, length, reentry and appeal process. Document all bans and related policy.
• A 24-hour hotline should be available to report and comment on shelter, outreach, law enforcement, hate crime incidents, and other issues of concern encountered by people experiencing homelessness. Direct and specific responses can be applied. (Perhaps the HUD Office of Fair Housing and Equal Opportunity or a State of Colorado line?)