Read the attached case deeply and very carefully. Then clearly identify the follows and make sure that you are very clear, specific, and professional. Please use your experience in budgeting and strategic management. Also, please do not take solutions from the internet, I have read the case and I know what has been posted in the internet.
Firstly: Analyze all strategies provided in the case and tell why or why not appropriate one by one. They need to analyzed carefully using strategic management skills. Page 5.
Secondly: Look at the attached word document. I have summarized important information from the case. I made the problem statement and the solution I want to apply. Then work on my solution. Edit and add more ideas. The solution should be as I explained but please add all missing information there. You will find the solution also here below. Tell me all sources of available funding in detail and how this solution is going to be funded in details. Make action plan and timeline “Gant chart”.
Write about 15 page explaining the solution and funding. You should be very clear, specific, and professional. Do not write anything. All the sentences should be about solution, how to apply solution in details, funding the solution, making action plan and timeline with gnat chart. Again use my solution and add all missing info and explanation. How is going to be applied, funded, and implemented, and evaluated. How to measure the effectiveness?
Again What I want you to do is,
1) ready my solution “short term, Middle term, and long term”. I want you to add the information in this part. How the solution is going to be applied, funded, implemented, evaluated, measure of effectiveness with details. How is going to be funded with details and this is the most important part. What is the impact of the solution, the measurement of effectiveness? If you have any information and recommended idea, please add them to my solution. How the fund is going to be spend and pay back. Also what about grants?? Make an action plan and timeline “Gantchart” for the best solution. Make sure that the solution meets the problem statement and all important points mentioned in the case and meet the funding as well. The most important two part is the funding and action plan with timeline.
Plz not that I will not release payment if I did not receive a professional answer. I will increase the payment or giving a high tip if I got what I want.Thanks.
homelesshousing_kingcounty.pdf
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housing.xlsx
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T he
El e c t r on i c
Ha llw a y ®
Case Teaching Resources
FROM THE EVANS SCHOO L OF PUBLIC AFFAIRS
Box 353060 · University of Washington · Seattle WA
98195- 3060
www.hallway.org
MAYOR SCHELL’S ZERO HOMELESS FAMILY PLEDGE
On June 2nd, 1998, Mayor Paul Schell spoke to the press about the needs of homeless
families, women and children. He asked for the City Council’s support in providing
“immediate emergency assistance to homeless families and single women, a critical step
in providing lasting housing solutions for these families and individuals.” He noted that
“the problem continues to grow and we absolutely must find better ways to help people
find and keep housing.” He closed his remarks with a firm pledge that there will be no
homeless families with children or homeless single women on the streets of Seattle by
Christmas 1998. His pledge made headlines in both Seattle papers the next day.
Alan Painter, Director of the Community Services Division of the Department of
Housing and Human Services, listened attentively to the new Mayor’s remarks. Painter
has dedicated his professional career to serving the needs of homeless people. He was
proud and excited to hear Schell’s passion and commitment to addressing homelessness
in Seattle. At the same time, he viewed the pledge with some trepidation. Counting the
number of homeless people on the street at any given time is notoriously tricky,
influenced by many factors. Further, he wondered how this pledge would dovetail with
City priorities and plans for dealing with homelessness. These plans emphasize services
to homeless people rather than just providing beds and they stress the need for other
jurisdictions to share in funding homeless services. The next six months promised to keep
Alan Painter very busy.
Homeless People in Seattle
Homelessness in King County: A Background Report, was published in February 1998 by
the Seattle-King County Homelessness Advisory Group. The report begins with a profile
of King County demographics and housing, and then describes the numbers and
characteristics of the homeless population. Subsequent sections describe existing
homelessness programs and their funding. Most of the data presented here comes from
this report.
According to the Seattle-King County consolidated plan, there are at least 5,500 people
who are homeless in King County on any given night. Of these, over 1,300 are on the
streets, while almost 4,200 have temporary housing in shelters or transitional units.
Thousands of people seeking shelter are turned away each year, primarily due to lack of
This case was written by Eileen Norton, J.D. and former Seattle City Council Member Thomas Weeks, Ph.D.The case is
intended solely as a vehicle for classroom discussion, and is not intended to illustrate either effective or ineffective
handling of the situation described.
The Electronic Hallway is administered by the University of Washington’s Daniel J. Evans School of Public Affairs. This
material may not be altered or copied without written permission from The Electronic Hallway. For permission, email
hallhelp@u.washington.edu, or phone (206) 616-8777. Electronic Hallway members are granted copy permission for
educational purposes per Member’s Agreement (www.hallway.org).
Copyright 2006 The Electronic Hallway
Mayor Schell’s Zero Homeless Family Pledge
space. In 1993, Operation Nightwatch assisted 16,615 people seeking shelter in Seattle.
By 1997, the total climbed to 45,529.
The majority of homeless people range from 22 to 44 years old. Sixty-three percent
(63%) of those receiving shelter are single males, 17% single females, with the remaining
20% spread among families and youth. Fifty-nine percent (59%) of people sheltered in
King County in 1997, and 46% of youth sheltered in 1996 were people of color.
Of the approximately 1,300 people sleeping on the streets (not in shelters) on any given
night in King County, 300 are families, 360 are youth and teen parents and 700 are single
adults. Over 700 of these 1,300 homeless people are the “homeless families with children
or homeless single women” Schell promised to get off the street in his June 2nd speech;
the remainder are single men, or live in the county outside Seattle.
The shelter capacity in Seattle is higher for single males than for other groups. In 1997,
54% of homeless family units turned away from emergency shelter were single females,
and 35% were families with children. Two-thirds of homeless families are single women
with children. One quarter of all shelter clients is children. Over 2,000 youth living
outside a family structure are estimated to be homeless in Seattle during a year.
Over 90% of the shelters in King County are located in Seattle, but the homeless people
in Seattle shelters come from a broad geographic area (Figure One). Homeless youth
apparently travel farther to reach the streets of Seattle.
Figure One
Previous Residence of King County Homeless
Last permanent residence of homeless
person being served in King County
Seattle
King County, outside Seattle
Outside King County
All homeless people
(1997 survey)
53
16
31
Homeless youth
(1996 survey)
28
35
37
The three major factors contributing to homelessness in King County are inadequate
income, the high cost of housing, and personal or family problems, such as domestic
violence, drug and alcohol abuse or mental illness. Surveys of homeless people show
rates of drug and alcohol addiction at about 65%. Research indicates that approximately
50% of homeless adults have a mental illness. Prominent reasons for homelessness
among youth include emotional conflict in homes, drug or alcohol problems, physical
abuse by a parent, and depression.
Seattle’s response to homelessness, 1980-1997
Under the leadership of Mayor Charles Royer (1978-1989), Seattle developed a national
reputation for its comprehensive approach to homelessness. Seattle citizens approved two
2
Mayor Schell’s Zero Homeless Family Pledge
significant property tax increases to support low income housing during the 1980s,
raising $50 million in 1981 and another $50 million in 1986. Seattle received the
National Alliance to End Homelessness Public Sector Achievement Award in 1990. The
awardees noted Seattle’s creative and coordinated approach as well as its financial
commitment to fight the problem. Numerous individual housing and homeless projects in
Seattle have received awards as well.
Mayor Norm Rice (1990-1997) continued this commitment to fight homelessness.
Although King County voters rejected a countywide property tax increase to support low
income housing in 1992, Seattle voters renewed their commitment to low income housing
by passing a third levy in 1995. Reflecting the City’s thoughtful approach and willingness
to dedicate local funding to address the problem, Seattle receives one of the largest
McKinney awards each year (federal money to support programs for homeless people).
In 1998 Seattle received the eighth largest award in the nation.
Each year in King County, many millions of dollars are devoted to addressing
homelessness. Major funders include the federal, state, city and county governments as
well as United Way, public housing authorities and private foundations. The annual
funding to operate and support homeless shelters in King County from all sources
exceeds $6 million. In addition, $8 million is allocated each year to operate transitional
housing units. Figure Two presents the distribution of the 4,073 units of housing for
homeless people in King County by type and location. Ninety-one percent (91%) of all
units are in Seattle, although Seattle represents less than one-third of King County’s total
population.
Figure Two
Housing Capacity for Homeless People in King County
Type of Shelter/Housing
Emergency shelter and vouchers
Transitional housing
Permanent housing targeted for
homeless people
Total number of units for
homeless people
Total Number in
King County
2,236
923
914
4073
% of County
total in Seattle
92
81
98
91
In 1998, the City of Seattle spent approximately $7.8 million on services for homeless
people, nearly twice as much as it did in 1989. This includes over $4 million for
emergency shelter and transitional housing, $1.3 million for emergency food services and
$1.4 million for housing-related social services. In addition, since 1987 the City has
helped fund the development of more than 4,000 units of permanent low-income
housing. The 1995 housing levy approved by the voters is expected to create 1,360
additional units of affordable housing.
3
Mayor Schell’s Zero Homeless Family Pledge
Over the years, City of Seattle staff have developed a comprehensive approach to the
problem of homelessness, going far beyond the provision of shelter beds. In December
1995, the King County Community Homelessness Advisory Committee articulated the
preferred strategies for approaching homelessness, including:
•
•
•
•
•
•
The community needs to build a more regional, client- focused, coordinated
network of homeless services.
The strategies call for maintaining but not increasing the existing shelter
capacity at this time, even though the shelters regularly turn away people due
to lack of space. This will allow additional resources to flow to other needed
services and housing.
It is vital that the community place attention on those housing and services
that help people regain long-term stability and address the underlying
causes of homelessness, such as transitional housing and related services,
employment services, and assistance in making a successful transition into
permanent housing.
[B]e more proactive in preventing homelessness…
[E]mphasize approaches that follow clients as they progress throug hout the
continuum of care , including assistance to people once they enter permanent
housing.
[D]irect resources toward sub-groups of the homeless who are underserved
relative to others, including children in homeless families, single men, and
both youth and adults who are leaving institutional settings.
Mayor Paul Schell
Paul Schell is an attorney who first entered the public eye in Seattle in the 1970s as
Director of the Department of Community Development under Seattle Mayor Wes
Uhlman. When Uhlman did not seek a third term, Schell ran for Mayor in 1977, losing in
the general election to television commentator Charles Royer. After his defeat, Schell
dropped out of public life and worked as a developer. Many of his successful
developments were small, high-end hotels scattered across the Pacific Northwest. In the
mid-1980s, Schell was elected to the part-time Port Commission. As a Commissioner, he
spearheaded the redevelopment of the Seattle waterfront, adding a new headquarters for
the Port, a trade center, office buildings and residential units. Although his primary
occupation was real estate development, Schell also served as interim Dean of the
University of Washington School of Architecture for two years in the early 1990s.
In 1997 Norm Rice did not seek a third term as Mayor and Schell decided to run, twenty
years after his mayoral defeat. Schell attracted support from Republicans and Democrats
alike. The press liked the concept of a developer with a heart and a soul. Portrayed as a
no-nonsense visionary, Schell swept to victory by wide margins in both the primary and
general elections. After the cautious reign of Norm Rice, there was enthusiasm for
Schell’s willingness to take risks. In his first months in office, Schell demonstrated a
penchant for publicly testing partially developed ideas.
4
Mayor Schell’s Zero Homeless Family Pledge
A high priority during Schell’s mayoral campaign was his commitment to housing. The
economic boom in greater Seattle in the 1990s drove up housing prices at double-digit
annual rates. Many middle-class Seattleites were priced out of the market. Schell
promised to convene a housing summit immediately after his inauguration to develop
strategies to address the unmet demand for affordable housing. While he talked about
housing affordability often during the campaign, homelessness was rarely mentioned.
Alan Painter
Alan Painter grew up in Southeast Seattle with a passion for politics, hydroplane racing
and baseball games at Sick’s Stadium. After Franklin High School, Alan went on to
graduate from Yale University in 1976. While his love of hydros and baseball remain, the
demise of the Seattle Pilots and the death of several leading hydro racers during the
1960s soured Painter on careers in both fields. He focused his professional energies
instead on supporting liberal Democratic causes, especially the provision of housing and
services to homeless people. In the 1980s, he served as District Manager for Seattle
Democratic Congressman Mike Lowry, one of the most liberal members of Congress.
During his Lowry years, Painter assisted in building coalitions, including the Washington
State Coalition for Homeless and the Fair Budget Action Campaign. Lowry was one of
the primary authors of the 1987 McKinney Act, which continues to be the most
significant federal legislation aimed at homelessness prevention.
In 1990 Painter began working on homeless issues for the City of Seattle in the Office of
Management and Budget as the City’s Homeless Coordinator. He later shifted to the
Department of Housing and Human Services, where he is now the Director of the
Community Services Division. He has worked on the design and implementation of
services and programs to assist homeless people for over a decade.
Alan Painter is not flashy or a headline grabber. He thinks and plans long-term, and has
the patience to build coalitions. Very detail-oriented, Painter keeps score of every
baseball game he attends, and then saves the scorecard. He places great emphasis on
coordinated, integrated, comprehensive policy development. The consummate
bureaucrat, Painter is probably not enough of a risk-taker to have been a particularly
effective hydroplane pilot. Steady and effective, Painter consistently delivers on his
promises.
In The Seattle Times dated December 13, 1990, staff reporter Barbara Serrano wrote an
article commending Painter: “Bureaucrat lauded for Tent City solution: Mild- mannered
style works for homeless coordinator.” She describes him as follows:
Honest. Straightforward. Sensitive. Politically gutsy. All are among the
most common ways people describe Painter.
Scott Morrow, as staff member for SHARE – the group that built Tent
City- lauds Painter as “a good bureaucrat” who knows how to make government
work effectively.
5
Mayor Schell’s Zero Homeless Family Pledge
It was the homeless coordinator’s mild-mannered style, Morrow said, that helped
defuse tensions between determined men and women at Tent City and the
buttoned-down types in City Hall.
“He never promised anything he couldn’t deliver,” Morrow said…
To no surprise of those who know him, Painter bristles at public attention.
During an interview in his house earlier this week, he gave credit to everyone else
for addressing homelessness in Seattle: to the city officials he works with, to
Mayor Norm Rice and his staff, and mostly to the nonprofit social providers on
the front lines of service…
“Because Seattle has been so responsive in the past, there’s a tendency to
let the city provide all the resources,” Painter said. “The challenge next year is to
get others to put as much of an increase and emphasis on housing and
homelessness as we have.”…
“Seattle’s been extraordinarily successful in leveraging state and federal
money for initiatives,” Painter said. “Unfortunately, what we’ve all learned is that
it takes a long time to get things done.”
The recognition Seattle has received for high-quality, well-coordinated, strategicallylinked programs for homeless people is attributable to a strong network of community
non-profit organizations working in close collaboration with a core group of outstanding
City staff, Painter chief among them.
June 2, 1998: The Mayor’s Pledge
Alan Painter listened to Mayor Schell’s June 2nd public pledge that there will be no
homeless families with children or homeless single women on the streets by Christmas.
Walking back to his office following the speech, Painter is thrilled by Schell’s
commitment to homelessness. At the same time, Painter recognizes the tension between
Schell’s pledge and several of the Advisory Committee’s guiding strategies (as described
in the section on Seattle’s response to homelessness).
Increasing shelter capacity is quite expensive. The most recent new shelter in Seattle,
housing 20-40 women, costs over $300,000 per year to staff, even though it is only open
at night. This figure does not include rent or other associated capital costs.
Painter understands the political power of counting and publicly emphasizing the size of
the homeless population in Seattle. Even so, the practice makes him uncomfortable.
Schell’s pledge raised the stakes and the scrutiny of the homeless street count. He
wonders what effect the pledge will have on the supply and demand of shelter space.
Even if additional shelter space is developed, Painter fears that some of the target
population still might choose the streets. Furthermore, factors beyo nd the City’s control
have a significant impact on the number of homeless people.
6
Mayor Schell’s Zero Homeless Family Pledge
According to the best estimates, of the 1,300 homeless people living on the streets
without shelter on a given night, over 700 are homeless families with children or single
women in Seattle, the categories described in Schell’s pledge. Painter wonders what it
will take to bring that number down to zero. He also wonders who will be counting and
how they will do so.
7
MAYOR SCHELL’S ZERO HOMELESS FAMILY PLEDGE (Case #1)
Brainstorming by Razan
When: June 2nd 1998 – December 25th, 1998
Who I am in this case: I am acting as an advisor to tell Alan Painter what to do.
What is the problem statement?
How to overcome homelessness problem in Seattle and provide lasting solutions for it, and achieve
the mayor’s Pull Schell pledge “Zero Homeless Families, Children, and Single women by
Christmas 1998”. How this pledge will agree with the city priorities, current strategies that deals
with homelessness that were sat by city of Seattle stuff and articulated by king county community
homeless advisory committee, and what is the recommended solution and how the solution that
can be giving to painter and how is going to be funded.
Main goal:
Mayor Schell would like to provide lasting housing solutions for homeless families with
children or homeless single women in Seattle by December 25th 1998. Therefore, there will be no
homeless families or single women on the street by the end of the year. Approximately 700 families
and single women will need permanent housing by the end of the year.
Key Players/Bosses:
1. Paul Schell (Mayor)
2. Alan Pinter (Director of the Community Services Division of the Department of
Housing and Human Services)
Stakeholders:
1. Mayor Schell
2. Alan Painter Director of the Community Services Division of the Department of
Housing
Human Services
3. City Council
4. Jurisdiction leaders in Kings County
5. Homelessness Advisory Groups
6. Taxpayers
7. Federal government agencies
8. State, City and County agencies
9. Nonprofits that focus on homeless people
Clients:
Homeless Families, Children, and single women.
Collaborators:
1. City Council (To provide emergency assistance to homelessness)
2. Seattle-King County Homelessness Advisory Group (They published the report that
describes the King County demographics and housing, and then describes the numbers and
characteristics of the homeless population. Subsequent sections describe existing
homelessness programs and their funding)
3. Federal, State, & Local government also City & County
4. Other Jurisdiction …
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