HSO Strategic Plan Presentation_Tourism Board 5-13-26 final (002) — original pdf

Backup

May 13, 2026 Natasha Ponczek Shoemake, Planning & Policy Division Manager Charles Loosen, Community Engagement Consultant Patricia Barrera, Public Space Management Division Manager Strategic Plan: What and Why? WHAT • Sets priorities and direction • Aligns goals, strategies, and measures • Informs decision-making and investments WHY • Clarifies HSO’s leadership role • Strengthens system coordination • Drives accountability and results 2 Strategic Plan Workgroup and Process Planning Team • 15 Austin Homeless Strategies and Operations (HSO) staff • Responsible for identifying departmental goals, strategies and performance measurements Process Components • Guiding Principles: Defining our purpose, vision, mission and core values • Stakeholder interviews with 36 organizations, including nonprofits and community-based organizations, healthcare providers, a lived experience advisory group, county agencies, and City departments • Internal assessments utilizing strategic planning tools and frameworks • Identifying Focus Areas, Goals, Strategies and Key Performance Indicators (KPIs) 3 Our Guiding Principles 4 Our Focus Areas 5 GOALS: Crisis Response System Management We ensure that people experiencing homelessness have easy access to basic needs, outreach, crisis shelter, and other services to support survival and pathways to stable housing.  Implement a citywide outreach coordination plan.  Develop a budget framework and plan to expand shelter system capacity.  Expand Austin’s crisis response infrastructure by adding two housing navigation centers to provide access to early interventions, reduce barriers to accessing shelter, provide for basic needs, and support stable housing transitions.  Implement policies and strategies to increase efficient and effective use of shelter resources.  Further compliance with local ordinances and state law to reduce harm to housed and unhoused residents through data-informed decision making, evidence-based practices, and collaborative processes. AHSO Strategic Plan 2025-2027 6 HSO Street & Community Outreach Street & Community Outreach (SCO) Outreach connects unhoused residents to stabilizing systems of care and provides needed resources Core Values:  Trust: we build strong relationships with unhoused residents, system partners, and our community  Person-Centered: we meet clients where they are geographically and in life, and honor client motivation and choice whenever possible  Wellbeing: we promote staff work-life balance so outreach professionals can do their best work sustainably Homeless Outreach Street Team (Integral Care) at Republic Square Park, 2026 7 Street & Community Outreach Goals & Activities Reduce Morbidity & Premature Mortality Identify Pathways to Safety and Housing Improve Our Response to Unsheltered Homelessness Assess Needs HSO SCO will conduct an initial, individualized client needs assessment to identify urgent concerns and prioritize service provision Distribute Supplies Meet the immediate survival needs of residents experiencing unsheltered homelessness by distributing supplies (hygiene, inclement weather supplies, bus passes, naloxone) in compliance with local and state laws. Coordinate Services & Referrals HSO SCO staff will connect clients to healthcare resources, navigation, diversion, shelter, and other community assets Increase Stability Support clients to sustain connection and engagement over time, with the intention of improving quality of life and achieving positive housing outcomes 8 Coordination with Homeless Encampment Management Outreach is a vital step in the homeless encampment management process. Sreet and Community Outreach staff attend weekly HEM Planning & HEM Logistic meetings to ensure awareness of upcoming encampment abatements, and to schedule engagement of unhoused residents before 72-hour vacate notices are posted. This coordinated approach helps to minimize the destabilizing affects of displacement. Geographic Coverage  The HSO SCO program is comprised of 3 teams, with 2 staff assigned to each  Coverage will be divided into North, Central, and South areas  Geographic assignment ensures staff and service provider consistency and enhanced familiarity with partners, neighborhoods, and clients  Assignment aligns with Homeless Encampment Management’s geographic areas 9 Reaffirming Our Service Commitment HSO remains committed to expanding services in our community  City and regional partners increased permanent housing inventory by 630% since 2024 • City funding (capital, social services, and local housing vouchers) supported 1,122 new units • City and County AT-HOME RFP: $6.7M for supportive services  HSO shelter capacity is at an all-time high • HSO added more than 400 new beds since 2023 • 100 additional beds expected to open this year at the first phase of the Esperanza Community • 325 more beds are expected to open in the next three years at the second phase of the Esperanza Community  HSO is in the process of opening the South Austin Housing Permanent Supportive Housing Pipeline. Source: ECHO Navigation Center 10 QUESTIONS? 11 Thank you! Austin Homeless Strategies and Operations