White Paper Revisiting the Homelessness Prevention Initiatives for Volusia County 1 Overview ~ We were asked to comment and make recommendations as to a possible alternative plan to addressing the homeless problem in Volusia County. ‘The goal of this White Paper is not to debate or dispute the plans currently being considered. Instead document will be an attempt to build on some of the existing ideas and recommendations already in existence and offer an alternate plan of implementation for discussion. Therefore, this document will reference existing proposals including: “Coming Home: A roadmap to end homelessness in Volusia and Flagler Counties, 2007,” “Homeless Services Gaps Analysis of Volusia County, 2014,” as well as additional information concerning the emerging homeless restoration strategy of “Rapid Rehousing” or “Housing First.” This White Paper will attempt to maximize existing services and resources without the need for building a new facility from the ground up or creating new entities and programs. Instead, this plan will try to build on the many gifted programs and organizations already in existence and who have lived, worked and successfully served Volusia County for many years. You will notice that this document is not being written with any agency specific detail or agency in mind, Instead, a general plan will be presented as a framework for which to refine the methodology of the existing homelessness prevention community and its thi Organizations willing to step up and change from a culture of enablement to a culture of engagement will need to be solicited to participate and add their abilities and expertise to solving this problem collaboratively in a new way. Asking organizations, agencies, or ministries to give up actual or perceived control or autonomy of their organization in any ‘way will create a barrier for continued participation and support. The solution to the homelessness issue in a county covering over 1,400 sq. acres cannot lie with one single group cor even one central location. Instead, a new way of thinking and addressing the problem needs to be fostered and itis the hope of the author of this paper to put forth such an ideal IL Scope of the Need ~ It is not the intention of this White Paper to try and quantify the magnitude of the problem of homelessness in Volusia County. Unfortunately the data collection process over the past several years has been limited and is arguably at best flawed. ‘There is no truly accurate method to count the number of homeless people in the community. ‘The Point In Time Count has greatly improved over the past few years, but is still not an exact science. There is a lot of promise in the Homeless Management Information System (HMIS) required by HUD. Over time this data collection system should not only be able to generate more accurate information, but also serve to gauge the efficacy of refined programs and participating organizations. This data ccllection system will allow us as a community to drill down into information which will help us determine what works and what doesn’t, awhich organizations are truly effecting change and which ones are not, and most importantly we will be able to monitor the homeless population and if it is in fact being reduced. Instead, this White Paper will make the assumption that Volusia County has a generally accepted homelessness issue as represented by the following evidences: © The visible presence of homeless throughout all parts of Volusia County © The chronic problem of panhandling and vagrancy © The favorable weather, climate and perceived availability of entry level jobs that draws people to the area © The limited availability of local organizations, agencies and ministries that truly assist and engage individuals in life changing services as opposed to providing episodic “feel good” services ‘© The arrest, incarceration and recidivism of chronically homeless individuals ‘© The lack of effective services and resources to truly address the homeless situation © The lack of sufficient entry level jobs for those with developing job skills * The lack of sufficient affordable housing for individuals who obtain entry level jobs * The homelessness problem is a complex multifaceted problem which will require a systematic approach to solving ‘© There is limited collaboration and cooperation between organizations that serve the homeless population inct subpopulations of homeless people in Volusia County whose needs ies with There are four dis are unique and will be addressed in this White Paper: adult males and females; f underage children; a jail diversion program; and unaccompanied youth. All four subpopulations were identified as priorities in the existing proposals reviewed for this report. Each group has its own problems and distinct solutions and approaches. One size does not fit all and these unique populations would be best served by people who are skilled and experienced to work with these individual groups. This is especially important when it comes to housing in an emergency shelter, transitional housing or permanent housing. Although, additional shelter beds will be necessary in the short term, there also needs to be a move away from building more institutional facilities and adoption of a scatter site approach to housing, especially when it comes to housing families. Maintaining people in institutional settings beyond a temporary emergency basis can foster an institutional mentality which creates a long, continual barrier for people to re-enter society. IIL. Plans of Action ~ The following strategies are being presented as definable, measureable steps that can be taken to systematically reduce homelessness in Volusia County: A. Adult Male and Female Population a) Adult Emergency Shelter ~ Emergency Shelters provide temporary respite from homelessness that provides a location(s) for single adults to be safe and secure as they access long term programs to move them from homelessness to “street graduation.” Street graduation occurs when an individual moves from living on the street or in an 2encampment into a sustainable quality of life that allows the individual to be a productive citizen of the community (Marbut Report, 2014). Services need to be expanded to include intense case management, access to needed services, and individual plans forall shelter clients. The Emergency Shelter can serve as a point of first contact for individuals to be informed and access the services available to help them successfully graduate from the street. Adult Emergency Shelter Strategies 1) As per the original “Come Home - Ten Year Plan,” expand the number of single adult emergency shelter beds in the North Street facility to at least 187+ beds for single adults. 2) Provide intense case management services to all clients staying at the emergency shelter. 3) With additional emergency shelter capacity allow clients to stay for longer periods of time (based on need & compliance) as well as provide storage facilities for client’s belongings. b) Adult Transitional Programs ~ Currently, there is a limited number of transitional beds for male and female adults throughout the County. Most of these programs are classified as work readiness programs. These programs have a prescribed pathway based on individual needs and their effectiveness is measured using milestones for clients and performance at the program level, measured through HMIS Data Collection. These clients are provided with intense case management services which include basic life situation assessment, financial readiness measurement, educational preparedness, job readiness, mental health and addiction history and medical and health needs. Based on these assessments clients are referred and connected with local supportive resources and agencies. These clients are routinely connected with appropriate local services including: Goodwill Self Sufficiency Job Center & CareerSource Florida for job placement assistance; Daytona State College for educational assistance with GED preparation, occupational training and college courses; Halifax Community Health for health services for uninsured and underinsured residents with chronic medical illnesses; and Stewart-Marchman-Act, Behavioral Healthcare for addiction and mental health services. Clients also work with Housing Specialists which help match clients with affordable local housing. And, ifa client qualifies for Social Security Disability due to a disability they can get assistance with filing the SSDI Application through the SOAR (SSU/SSDI Outreach, Access and Recovery) Program. Clients receive individualized plans based on their identified needs and their progress and then their progress is closely monitored and their plan is adjusted as needed. Current Transitional Programs allow clients up to ‘two years to find employment and become successfully housed. However, the programs can be modified to set a milestone of six months for clients to attain their goals.Adult Transitional Program Strategies 1) Add additional transitional beds to the current comy more services to a greater population of homeless ©) Adult Rapid Rehousing Programs — Rapid Re-Housing is designed to help homeless people transition more rapidly out of a homeless shelter system or to avoid it altogether. The primary goal is to stabilize clients in permanent housing as quickly as possible, Case management quickly identifies barriers and provides assistance to ‘overcome those barriers. Programs provide time-limited flexible funds to secure permanent housing partnered with in-home housing support. There is an immediate and primary focus on helping families and individuals access permanent housing as quickly as possible. Obtaining Housing is the primary goal and services are provided after a family or individual obtains housing in order sustain housing. Individualized services are provided primarily following the move into permanent housing, to help the individual or family attain improved social and/or economic well-being. rent of beds to provide Although, evidence exists that Rapid Rehousing is a very effective method of helping individuals advance out of homelessness there is a limited number of programs in the county which are using this model. Volusia and Flagler counties are considered a high risk for homeless Veterans and therefore were awarded a Priority One SSVF (Supportive Services for Veteran Families) grant with a goal of eliminating Veteran homelessness within the next three years. There are other Rapid Rehousing Programs throughout the county which serve non-Veterans. These programs are currently at their maximum capacity and need to be expanded to serve additional clients. One of the most important changes that can be made to the current homelessness prevention programs is to adopt the principle of Rapid Rehousing or Housing First. Existing and new programs need to be retooled as well as funding should be increased to this methodology as much as possible. All existing programs and services should have the goal of moving homeless clients, as quickly as possible into a Rapid Rehousing program. This method has one of the greatest potentials for ending homelessness as well as offering a maximum return on investment for the time, effort and funds needed. Adult Rapid Rehousing Strategies 1, Retool and refocus all county wide efforts towards Rapid Rehousing as soon as possible Make funds available to support Rapid Rehousing programs Inventory existing affordable housing inventory in the county Incentivize the development of affordable housing opportunities yap a) Families with Minor Children Emergency Shelter According to Dr. Marbut's report: “There are not enough transitional opportunities for families to overcome their barriers and to begin the process of transformation which in turn will launch andsustain these families into permanent housing. Specifically, there is a need for increased capacity for families with children at the transitional level. At any one time, there are generally 5 to 10 families in search of transitional housing,” This is a significant issue within the county and has not been a main focus of our homeless prevention strategies. ‘There are currently only two emergency shelters in the county that can provide emergency shelter to families. Although, they provide exceptional services there is only limited space. Both programs experience long waiting lists and there is no other emergency shelter for families with children. There are also some excellent transitional programs for families in the area. However, their waiting lists are also long and itis difficult for families to take residence, Additionally, increased capacities as well as scattered locations for emergency shelters are needed to better meet the needs and provide a safe, secure and nurturing environment as families move toward success. Moving away from institutional settings toward housing using more neighborhood centered locations are more desirable to help families stabilize and better integrate into community living. Families with Minor Children Emergency Shelter Strategies 1. Acquire homes and small motel style dwellings to house families with minor children on a very short term basis 2. Hire and provide intense case management to help stabilize families 3. Connect families with local resources to meet their individual needs to facilitate their success 4, Move families in the direction of Rapid Rehousing whenever possible and use transitional programs only iff ebsolutely necessary ) Families with Minor Children Transitional Programs With the potential of Rapid Rehousing some of the pressure on the existing family transitional programs could be alleviated. Instead, transitional housing for families could be utilized for families with the greatest barriers, including but not limited to, zero income, poor employment potential, lack of education, or criminal background. Transitional programs currently provide intense cese management services to clients. Transitional programs would allow the heads of families’ time and opportunity to return to school, obtain their GED, pursue occupational training or pursue their college education. Or, if there is criminal background remediation possible, they can connect with legal aid services or available job seeking services for those with criminal backgrounds. Families with Minor Children Transitional Programs Strategies 1. Continue the support and use of existing transitional programs for families with minor children 2. Gear transitional programs towards moving families into Rapid Rehousing program as soon as possible ¢) Families with hil ic i rams Rapid Rehousing is one of the most effective and efficient programs for placing families into stablehousing and to assist families move towards success and productive lives. Currently, there is only limited Rapid Rehousing for non-veteran families with minor children. ‘The Supportive Services for Veteran Families (SSVF) is a well-funded program through 2018 and currently provides ample services for Veteran families. However, there are only limited funds and services for no-veteran families. Families with Minor Children Rapid Rehousing Strategies 1. Retool and refocus all county wide efforts towards Rapid Rehousing as soon as possible 2. Make funds available to support Rapid Rehousing programs 3. Inventory existing affordable housing inventory in the county 4. Incentivize the development of affordable housing opportunities C. Unaccompanied Youth Program a) Unaccompanied Youth Emergency Shelter One of the priorities identified in the existing reports is that there is the need for 10 to 20 emergency shelter beds for unaccompanied youth/minors in the county. Based on available research, the solution for most homeless youth that are tempor connected or unstably connected with families is reunification with those families, when itis safe to do so. Evidence suggests that the vast majority of youth who leave home will return home with the proper intervention. Family intervention should be a priority moving forward with all programs, including transitional living and other programs that youth may interact with, Those youth under the age of 18 who are unable to return home are most likely to be those that are chronically disconnected. And some who are unstably connected with family, transitional living programs and transitional housing programs which provide a platform from which youth can become independent adults. Since these would be ‘especially important for youth with disabilities (which characterizes the chronically disconnected population) it would be important that these programs have limited barriers to entry and minimize rules that would result in ejecting youth from the program in order to keep them off the streets. ‘Temporary sheltering needs to be provided to ensure the youth are off the streets in a safe and secure environment. Intense case management should be available as an integral part of the services provided. Services which support reunification with families should be included in the overall intense case management, ‘An emergency shelter program is a short-term step in an overall solution. Emergency housing in a shelter designed for youth under age 18 or is located in a separate, youth- oriented wing of an adult shelter or ina separate group home setting. While ‘emergency shelter should not be considered a long-term option for homeless youth, it can provide a safe place for them to stay while waiting for more permanent options, such as a host home, group home, or independent living situation.Unaccompanied Youth Emergency Shelter Strategies 1. Depending on the extent of any expansion of Emergency Shelter beds, a special section for unaccompanied youth should be designated within the shelter. There should be at least ten (10) beds and the unit should be segregated from the rest of the population. 2. It would be preferred, that a separate group home be developed to serve as an emergency shelter for unaccompanied youth. There should be at least ten (10) beds and room for a house manager and case worker. 3. Hire and provide intense case management with a specialty in working with youth and providing a framework for family intervention, whenever possible. ‘D. Jail Diversion Program 2) Jail Diversion Program Jail diversion programs are designed to help reduce overcrowding of jails, hospital emergency departments, and to help reduce the incidence of chronically homeless on the streets of a local community. It serves those experiencing behavioral health crises, the chronically homeless, indigent and/or intoxicated by providing housing and services. Non-violent offenders are typically voluntarily placed within a jail diversion program through self-referral, court-ordered, law enforcement agencies or by local medical and behavioral health services. It is a temporary short-term program that can be integrated with one of the programs listed above. ‘The jail diversion program provides many services including: — comprehensive mental health/substance use assessment — short-term shelter at no cost for individuals including three meals a day — intense case management — housing referrals — referrals for treatment — transportation — mental health and substance use education — medication management — financial assistance — assistance with goverment benefits These programs are designed to help reduce the recidivism of repeat defenders of non-violent crimes as well as the chronically homeless by providing intense case ‘management and referrals to appropriate services. It can assist those who are trapped by their circumstances and are given the opportunity, support, and services necessary to help them be successful. A jail diversion program needs to be regimented with definable goals and milestones for clients to ensure thei progression and success. Currently, there are several very successful substance abuse-related jail diversion programs through Drug Court. Unfortunately, there are no other types of jail diversion programs operating within Volusia County. Thesuccess of these existing programs can be used as models to develop general jail diversion programs. If additional adult emergency shelter capacity is developed, as outlined in this White Paper, current bed utilizations can be shifted to make room available to create a jail diversion unit. It would be beneficial to locate such a unit where there are similar services being offered to maximize the use of existing services. Also, locating such ‘a program in an existing facility which is a 24/7 monitored location will help maintain the security of the program. Jail Diversion Program Strategies Develop protocols and programs to meet the goals of the program Identify and make available a location to implement a jail diversion unit Secure qualified case management staff with appropriate skills and expertise Secure funding to support the program as well as to allow individuals to stay in the program without the barrier of trying to pay for their program participation Beye IV. Conclusion This White Paper originally set out to offer an altemate plan of homelessness prevention for Volusia County. It isimportant to restate that homelessness is a very complex issue and there are no simple solutions. So, this paper is not an exhaustive dissertation on the topic. However, the alternatives expressed are a compilation of work already researched and proposed with a real appreciation for the existing on- going efforts and the many strides already being made every day in reducing homelessness in the county. It is also interlaced with over ten years of experience in ‘working with the abject poor and homeless of Volusia County and over twenty-five years of progressive health service administration in community settings. Itis interesting to note that the Volusia and Flagler County’s Continuum of Care (CoC) was identified in 2014 as one of the outstanding 76 Priority One CoCs across the nation by the Veterans Administration. As a result of this distinction they are the recipient of a $4.2 million grant over a three year period to eliminate and prevent homelessness in the Veteran population. This grant was awarded in part due to the high population of homeless Veterans and the exceptional performance that has been accomplished rehousing Veteran families through its existing Supportive Services for Veteran Families (SSVF) Program. The current Volusia/Flagler County SSVF Program, whose cornerstone is Rapid Rehousing, is often used as a model and serves as a mentoring program by the VA for new SSVF Programs. ‘Therefore, this White Paper builds on the existing effort and accomplishments throughout the county. Instead of creating a new system, it would be much more efficient to build on the existing system which is recognized nationally as a leader in homeless prevention. And, it would be much more cost effective to avoid building new facilities, when facilities already exist that were zoned, designed and built to address the homelessness problem. The use of existing facilities should be‘maximized before undertaking a new building program. The funds earmarked for a new facility could be used for direst homelessness services and could be used to Provide intense case management services and financial assistance to house and stabilize the homeless. Volusia County is blessed with great people, a progressive government, caring and very proficient social/human service organizations, a superior State College, effective job placement services, exceptional health and mental health providers, and a lifestyle the envy of the nation. It is time we join together as a community to solve what is not only a local problem, but also a national problem. I set out to identify an alternative plan for homelessness and it is quite simple. We have all of the ingredients needed, all the talent and skills necessary and all of the infrastructure we need to solve the problem right in our own community. It is time for all of us to ‘come together, refocus our efforts on the new trends in homelessness rehabilitation, secure the needed funds, and thereby ending homelessness in our community. Respectfully submitted Rev. Anthony (Tony) Deobil, MPS Director of Social Services The Salvation Army February 25, 2015White Paper Addendum Revisiting the Homelessness Prevention Initiatives for Volusia County Financial Projections The following is @ rough estimate of the potential costs necessary to implement the recommendations outlined in the White Paper: Revisiting the Homeless Prevention Volusia County. The following projections are established in part on the historical data for exi tives for Programs already in operation. It is also based on some assumptions including utilizing both the existing Salvation Army Center of Hope Shelter and revitalizing the original plan for the North Street Shelter property. It does not include any new building projects but does require acquisition of Properties throughout the Volusia County area. Considerable capital savings could be made if properties could be procured through tax lien foreclosures. A more detailed budget will be necessary before implementing any programs as these estimates are for discussion and planning. Purposes only. wes __ Adult Emergency Shelter Recommendations f Emergency Shelter Annualized Operating Costs (200 Bed Facllity operating at 90% occupancy) Operating Budget (personnel & non-personnell/day $17.10 Operating Budget (personnel & non-personnel)/month $513.00 “Total Operating Budget (personnel & non-perscnnel) ‘$775,000.00 Food $349,000.00 Facility Lease (estimated @ $5.00/sq. R. x 62,362 sq, ft) $311,810.00 Intense Case Management Specialist (35 hours/week + benefits) 2.0 FTEs $66,500.00 Total Annual Operating Cost $1,502,310.00 Potential Income (if charge $10.00/night) ($657,000.00) Potential Net Cost $845,310.00 Emergency Shelter Annualized Capital Costs (200 Bed Facility operating at 90% occupancy) ‘Bunks, bedding, lockers, & linens ($625/person x 200 beds) ‘$125,000.00 Office Furniture $25,000.00 ‘Telephone/Computers — 24 computers, telephone, switch $46,000.00 Total Capital Expense $196,000.00 Emergency Shelter Annualized Number of Clients Served ‘Average Length of Stay 60 days Number of beds 200 beds ‘90% Capacity Bed Nights 65,700 bed nights Potential number of clients served unduplicated 1,095 individuals 10‘occupancy/room at 90% occupancy) "Adult Transitional Annualized Operating Costs (2 Nine Bed Refurbished Motte double Intense Case Management & SOAR) Operating Budget (personnel & non-personnel & food)/double $48.43 coccupancy/client household/day/client Operating Budget (personnel & non-personnel & food)/double $1,473.00 coccupancy/client household/month Operating Budget Total (daily operating cost/clent X Bed Nights) (includes ‘$572,733.00 b ee Cee ‘Adult Transitional Annualized Capital Costs (2 Nine Bed Refurbished Motels, double ‘occupancy/room at 90% occupancy) 2 Nine Bed Refurbished Motels $896,562.00 Beds, bedding, lockers & linens ~ 18 Rooms x $625/person x double occupancy ‘$22,500.00 Other Furniture — 18 Rooms. $9,000.00 ‘Adult Transitional Number of Cents Served 2 Nine Bed Refurbished Motels, double occupancy/room at 90% occupancy) ‘Average Length of Stay. ‘months ‘Number of beds 36 beds 90% Bed Capacity Bed Nights @ 90% occupancy 11,826 bed nights ‘Adult Rapid Rehou: g Program Potential number of clients served neat 72 individuals Intense Case Management Specialist (35 hours/week + benefits) 2.0 FTEs - 240 ‘$66,500.00 Households serve/year Lead Case Manager (35hours/week + benefits) 1.0 FTEs - 60 Households ‘$46,550.00 serve/year ‘Average Rapid Rehot incial Assistance per case, $1,500.00 x 300 Cases $450,000.00 Total wk Costs: ‘$563,050.00 Adult Rapid Rehousing Clients Served ‘Average Services Provided ‘3 months Potential number of individuals served 300 individuals 11Family Refurbished Homes, double occupancy/room at 90% occupancy) Family Emergency Shelter/Transitional Program Annualized Operating Costs (6 Three Unit Multi- Households serve/year ‘Operating Budget (personnel & non-personnel & food)/double $48.43 ‘occupancy/client household/day/family (food supplemented by Florida Food Assistance Program) Operating Budget (personnel & non-personnel & food)/client $1,473.00 household/month) (food supplemented by Florida Food Assistance Program) ‘Operating Budget Total (daily operating cost/household x 60 days x 108 $282,443.00 families) @ 90% Intense Case Management Specialist (35 hours/week + benefits) 2.0 FTEs — 240 366,500.00 Family Refurbished Homes, double occupancy/room at 90% occupancy) ‘alone co $348,943.00 Family Emergency Shelter/Transitional Program Annualized Capital Costs (6 Three Unit Multi Family Emergency Shelter/Transitional Program Clients Served 6- Three Unit Refurbished Multi-family Homes '$1,206,000.00 Cost/Three Unit Multi-Family Home @$201,000 Beds, bedding, lockers & linens - 9 Rooms ($625/person) $11,250.00 ‘Other Furniture ~ 18 Rooms ‘$18,000.00 ‘Total Capital Costs | $1,235,250.00 ‘Average Length of Stay (30 days to 90 days) 60 days | '6- Three unit multifamily homes 18 Households with 3 rooms/apartment 54 rooms Potential families served/year 108 families Potential number of individuals served (assumption 4 individuals/family) 432 individuals Potential number of individuals served (assum Families with Minor Children Rapid Rehousing Program Intense Case Management Specialist (35 hours/week + benefits) 1.0 FTEs ~ 120 $33,250.00 Households serve/year Average Rapid Rehousing Financial Assistance per case, $1,500.00 x 108 Cases ‘$162,000.00 Total Costs $195,250.00 Families with Minor Children Rapid Reh ‘Average Length of Services Provided ‘3 months Potential number of Families served 108 Families 432 individuals 2‘Unaccompanied Youth Emergency Shelter Program Annualized Operating Costs (6+ Bed Family Home operating at 90% occupancy) Operating Budget (personnel & non-personnel & food)/double 4843 occupancy/day/client. Operating Budget (personnel & non-personnel & food)/double $1453.00 ‘occupancy/month/client Operating Budget Total (daily operating cost/dient X Bed Nights) ‘$159,093.00 House Manager (Salary & Benefits) $39,900.00 Total Operating Cost $198,993.00 Unaccompanied Youth Emergency Shelter Annualized Capital Costs (One 6+ bed Refurbished Homes, double occupancy/room at 90% occupancy) Cost 6+ Family Home. $139,597.00 ‘Beds, bedding, lockers & linens — 5 Rooms x 2 beds (5625/person) $6,250.00 Other Furniture ~5 rooms ‘$5,000.00 House Manager Bedding and furniture $3,000.00 Total =e Costs ‘$153,847.00 ‘Unaccompanied Youth Emergency Shelter Clients Served ‘Average Length of Services provided 60 days Number of beds 10 beds Potential number of Unaccompanied Youth served (10 beds x 2 months for 12, 54 clients months x 90%) 90% Capacity Bed Nights (2 heartbeats/room) 3,285 Bed Nights Jail Diversion Program Annualized Operating Costs (operating within existing shelters at 90% occupancy) Operating Budget (personnel & non-personnel & food)/day/client $41.00 ‘Operating Budget (personnel & non-personnel & food)/month/client $1,233.00 Operating Budget Total (daily operating cost/client X Bed Nights) @ 90% [$404,055.00 Intense Case Management Specialists (35 hours/week + benefits) 2.0 FTEs ~ $66,500.00 120 clients/year (Includes intense case management and SOAR) Total Sesaite Costs: $470,555.00 Jail Diversion Program Capital Costs (operating within existing shelters at 90% occupancy) Beds, bedding, lockers & linens ~ 30 beds ($625/person) $18,750 Total Capital Costs $18,750 Jail Diversion Clients Served ‘Average Length of Stay 90 days Number of beds 30 beds Potential Jail Diversion Clients served 120 clients: Potential 90% Capacity Bed Nights @ 90% occupancy 9,855 Bed Nights B‘Annualized Operation Costs $3,851,834.00/ye Capital Costs (First Year Cost) '$2,531,909.00 Capital Cost amortized over three years '$843,967.00/year ‘Total Cost per year with 3 year capital amortization $4,695 801.00/year Number of Household served annually 1,857 households Cost per household w/ 3 year capital amortization $2,529.00/household Potential number of households served over 3 years = 5,571 households Number of clients served annually 2,508 individuals Cost per client '$1,875.00/individual Potential number of individuals served over 3 years = 7,515 individuals Tony Deobil, Director of Social Services, The Salvation Army of East Volusia and Flagler Counties, April 10, 2015, “4