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  2005 CAPER
    Executive Summary
    Introduction
      What's in the CAPER
      Public Participation
      Summary of
      Accomplishments
      Administration
        Planning
        Monitoring
        HOME Unit
        Inspections
        Institutional
        Structure and
        Cooperation
        Pursuing Additional
        Resources
        Anti-Poverty
        Strategy
  
    Summary of
    Annual Objectives
  
   Affordable Housing
     Outcome Indicators
     Output Measures
     Overview
       City Housing
       Ordinances
       Fair Housing
       Continuum of Care
       Lead Paint
       Public Housing
     Goals, Strategies &
     Funded Activities
       Priority 1:  Produce
       Affordable Housing
       Priority 2:  Promote
       Homeownership and
       Household Mobility
       Priority 3:  Preserve
       and Upgrade the
       Existing Housing
       Stock
       Priority 4:  Protect
       the Vulnerable
       Priority 5:  Press
       Regional Solutions
       to Housing Issues
  
   Economic Development
     Outcome Indicators
     Outputs
     Overview
       Technical Assistance
       Tax Incentives
       Refugee and DBE
       Businesses
       Major Development
       Projects
     Goals, Strategies &
     Funded Activities
       Priority 1: A Strong
       and Vital Downtown 
       Priority 2:
       Waterfront
       Priority 3: North
       Street and Other
       Neighborhood
       Activity Centers
       Priority 4: South End
       Arts & Business
       District (Enterprise
       Zone)
       Priority 5: Intervale
       Priority 6: Growth
       and Development of
       Locally-Owned
       Businesses
       Priority 7:
       Brownfield
       Redevelopment
       Priority 8: Equal
       Opportunity /
       Livable Wage /
       Child Care 
       Priority 9: 
       Transportation
       Priority 10:
       Targeted Industries
       Priority 11:
       Cooperative
       Relationships
  
   Social Services
     Outcome Indicators
     Output Measures
     Overview
       Homelessness and
       Housing Retention
       Food Security
       Seniors and People
       with Disabilities
       Early
       Childhood/Childcare
       Health and Public
       Safety
       Youth After School &
       Summer
       Recreational
       Programming
     Goals, Strategies &
     Funded Activities
       Priority 1: Basic
       Services
       Priority 2: Families
       and Youth
       Priority 3: Seniors
       and People with
       Disabilities
       Priority 4: Equal
       Access / Civil and
       Human Rights
       Priority 5: Health,
       Prevention, Public
       Safety and Quality
       of Life
  
   Neighborhood
   Development 
     Outcome Indicators
     Output Measures
     Overview
     Goals, Strategies &
     Funded Activities
       Priority 1:
       Neighborhood
       Infrastructure and
       Public Facilities
       Priority 2:
       Environmental
       Quality
       Priority 3:
       Waterfront
  
    CDBG Main Page
  
  
   
 
 
 


2005 Consolidated Annual Performance & Evaluation Report
Continuum of Care

The City has a very active Homeless Alliance (Continuum of Care) which meets monthly and covers the greater Burlington metropolitan area. It has existed since the late 1980s. The City sends a representative to the monthly Continuum meetings. The Alliance was awarded $681,779 in the last round of HUD’s Continuum of Care Super NOFA, and applied for $758,015 in the current round. Continuum services are delivered through a consortium of nonprofit organizations, housing developers, and the Burlington Housing Authority. Continuum nonprofits are funded through a combination of federal, state, local, private and United Way funds. In this program year, the City provided CDBG grants for a number of local Continuum programs; information on those grants can be found under the “Protecting the Vulnerable” affordable housing priority section of the CAPER.

Burlington was the first city in New England, and the first small city in the nation, to develop a 10-Year Plan to End Homelessness. The Plan outlines a series of steps designed to make permanent housing available to everyone (including the chronically homeless), affordable and in a form appropriate to their needs, with services also available to ensure stable tenure.

As the point-in-time numbers in the housing outcome indicators section show, the City is seeing an increase in homelessness. As part of this trend, providers are serving clients with more complicated issues who often fall through the cracks of the treatment system. For example, for clients with mental health problems and Multiple Sclerosis (lesions on the brain, seizures, outbursts of rage from the brain lesions), no mental health treatment may be available because the MS is causing the mental health issue. People who have developmental delays such that they don't have the capacity to navigate a schedule or bus route often have IQs too high to be eligible for services. The number of trauma and abuse victims (sexual/physical/childhood) is increasing, with backgrounds of abuse often followed by years of self-destructive behaviors.

This year, we did see a number of advances on 10-Year Plan action items. Legislation to extend foster care to age 21 (to ensure that youth exiting state’s care do not become homeless when financial support is cut off) was submitted and reviewed this past year, and is currently under study to determine cost impacts.

With funding from the Department of Corrections, the Burlington Housing Authority initiated an Offender Re-entry Housing Planning process, which culminated in a November 2005 Offender Re-entry Housing Plan, endorsed by the six largest Chittenden County cities and towns. As the first steps in implementing a better discharge process for offenders returning to the community, the Burlington Housing Authority has entered into a Memorandum of Understanding with the local correctional facility and probation and parole office regarding housing assistance for returning offenders. The City of Burlington is in the process of negotiating a Memorandum of Understanding with the Department of Corrections regarding community notification. The Plan Document also provides a template for Memorandum of Understanding between the Department of Corrections and other communities.

A new transitional housing project for women exiting the corrections system, called Northern Lights, is underway. The Burlington Housing Authority has purchased a long-vacant house from the Catholic Diocese of Burlington and, working with a group of community- and faith-based service providers, will provide 10 units of housing in downtown Burlington. A series of community meetings is helping to overcome some initial resistance to the project. The Burlington Housing Authority is also working to find a location for additional transitional housing for men exiting corrections.

Another transitional housing project, for victims of domestic violence, is in the predevelopment stage. This project will provide 12 new units for those who are at less risk from their abusers and therefore can afford lessened confidentiality in a new housing situation.

The Homeless Alliance worked with the nonprofit housing developers to develop a risk pool to offset the narrow operating margins in nonprofit housing project, which do not raise rents to cover the possibility of property damage and rent defaults for “high risk” tenants. The risk pool was financed with an award received by the Burlington Community Land Trust from Home Depot honoring the Waterfront Apartment project and with other private funds. Ten dedicated units in nonprofit housing projects will now be available as permanent housing for homeless families.

Serving as a demonstration project over the last two years, the Chittenden Mental Health Court has reliably engaged non-violent offenders in mental health treatment, something they had previously been unable to achieve. In addition to the clinical and humanitarian effects the court has had on the 44 individual participants served thus far, the impact on downstream criminal behavior, crisis services utilization and hospital recidivism has been dramatically reduced. The preliminary findings suggest that the Mental Health Court:

  • Enhances public safety by reducing criminal behavior: Participants had a total of 618 criminal charges before participation, 58 during participation and 10 after participation.
  • Decreases health care costs by avoiding expensive psychiatric hospitalizations: Participants had a total of 70 admissions to the Vermont State Hospital before participation, 4 during participation and 3 after participation.
  • Decreases use of crisis services: Participants had a total of 596 crisis contacts before participation, 233 during participation and 110 after participation.

The court hopes to expand through a partnership with the Division of Public Psychiatry, Department of Psychiatry, University of Vermont College of Medicine. This will allow an array of UVM faculty to bring their expertise to bear on this important project, and will formally involve the Mental Health Court as a part of the curriculum of a newly developed fellowship in public psychiatry.

 

Page last updated September 11. 2006

 

Burlington City Hall, 149 Church Street, Burlington, Vermont 05401 2007 City of Burlington, Vermont