Helping solve Kansas City homelessness isn’t business - it’s service | Opinion
A strong community-wide collaboration to end houselessness exists in Wyandotte County, Kansas, and Jackson County, Missouri through the MO-604 Continuum of Care. The Greater Kansas City Coalition to End Homelessness serves as the lead agency for this data-driven, person-centered, collective approach to addressing homelessness in our region. We appreciate the opportunity to engage in a meaningful discussion about this critical issue and would like to provide clarity on several points raised in a recent Star guest commentary that contended there is a local “homelessness industry” that doesn’t serve our community’s needs.
Local data hub Zero KC’s figure of about 3,000 people experiencing homelessness does not fully reflect the fluid and ever-changing nature of homelessness in our community. This number shifts daily as some individuals move into stable housing, while others become homeless for the first time — often because of economic hardship, eviction, domestic violence or health-related crises. A snapshot, such as the Department of Housing and Urban Development’s mandated Point In Time Count, cannot capture this constant movement. Our community works diligently to support those transitioning out of homelessness and to prevent the number from rising even further. We recognize the need for and welcome expanded strategies and partnerships that would restore a safety net for those at risk of homelessness so that they may avoid this devastating situation in the first place.
The 200-plus organizations referenced in the guest commentary serve a variety of essential roles within the Continuum of Care. These organizations range from providers of basic necessities to specialists in outreach, case management, behavioral health care and long-term housing solutions. Each plays a distinct and crucial role in supporting individuals on their path to stability.
Many organizations operate with limited funding and lean staffing structures, navigating strict federal regulations that govern resource allocation. HUD funding, while vital, often excludes key operational expenses such as outreach and workforce support. Contrary to the notion of administrative excess, service providers work within constrained budgets to maximize impact. Additionally, organizations that receive HUD funding are required to contribute matching funds from non-HUD sources to help sustain and support their programs.
Not about financial gain
It’s also important to recognize that the professionals doing this work are not in it for financial gain. Staff members across the homelessness response system often earn modest salaries despite the complex, emotionally taxing and demanding nature of their work. Many could earn more in less stressful roles elsewhere, but remain in this field out of a deep commitment to justice, equity and the well-being of their communities.
Our approach prioritizes individualized support, recognizing the unique circumstances and needs of each person. Case managers, peer support specialists and outreach teams provide tailored assistance, ensuring that services align with personal strengths and goals. Trauma-responsive care is a foundational principle in our work.
A lasting solution to homelessness requires investment in affordable and supportive housing. Zoning restrictions, community concerns and limited state and municipal funding often present challenges to expanding these resources. The commentary claimed there was a $100 million area investment in 2023 supporting services such as housing navigation, eviction prevention, mental health support and engagement with property managers and owners — all of which are critical to long-term housing stability. However, it’s unclear where this $100 million figure comes from, or how it’s being tracked.
Financial literacy and trauma-informed care are key components of homelessness intervention. Our agencies provide comprehensive support, from budgeting and income planning to emotional healing, ensuring that individuals have the tools necessary for long-term success.
Accountability and transparency are integral to our work. GKCCEH and partner organizations undergo oversight from HUD, local governments, independent auditors and governing boards, among others. We welcome engagement and constructive dialogue to improve and expand services.
We value a range of perspectives and encourage constructive dialogue from all who are committed to addressing homelessness — to engage with the agencies working on the front lines of homelessness response. Visiting programs, engaging with service providers and exploring collaborative solutions are essential steps in addressing this complex issue. Together, we can move beyond misconceptions and work toward meaningful progress in housing and support services.