Post on 17-May-2018
Southeastern Virginia Homeless Coalition
May 2017
Suzanne Wagner, Pr inc ipal , Hous ing Innovat ions LLC
Emai l : swagner@housinginnovat ions .us
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Established in 2009
Team: Suzanne Wagner, Howard Burchman, Andrea White, Lauren Pareti, Liz Isaacs, Myles Wensek
Prior work at CUCS (formerly Columbia University Community Services) and Burchman Terrio Consulting for 20+ years
Extensive experience in:◦ Systems Evaluation, Planning and Needs Assessments◦ Homeless System and CoC Support and Transformation◦ Creating Coordinated Entry/Access Systems◦ Developing, Operating and Evaluating Housing and Service Programs◦ Implementing Evidence-Based and Promising Practices:
Housing First, Permanent Supportive Housing, Critical Time Intervention (CTI), Housing Stabilization and Eviction Prevention, Continuous Quality Improvement
◦ Staff Training
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SVHC Study QuestionsSTRATEGIC RESOURCE ALLOCATION◦ Are resources (ALL) invested in programs that produce the desired outcomes? Is the
program mix meeting the most critical needs in the most cost effective manner? What are the gaps and needs? Is SVHC aligned with federal priorities and requirements?
COC GOVERNANCE AND COMMITTEE STRUCTURE◦ Does the CoC structure support efficient decisions and lead to necessary changes?
SERVICE DELIVERY AND CAPACITY◦ Is the SVHC implementing best practices? What do agencies need to build capacity? What
policies and procedures are needed by programs?
DATA AND HMIS◦ Is the SVHC using data as effectively as possible? What is needed to be able to meet the
HUD Performance Measures?
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Consultation Process
Assessment of CoC
(10/2015)
Delivery of findings &
recommendations
(7/2016)
SVHC creates Action Plan to
address recommenda
tions(Fall 2016)
Review post Action Plan
to assess progress (4/2017)
Identification of Priority Next Steps
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The local “Homeless Assistance System” including all programs
and funding sources; not just CoC funding
◦ A community plan to organize and deliver housing and services to meet the needs of people who are homeless as they move to stable housing and maximize self-sufficiency. Includes action steps to end homelessness and prevent a return to homelessness.
◦ US HUD Homeless Assistance Funding Program with annual competition authorized under the HEARTH Act
What is a Continuum of Care?
Partners/Complementary Processes
PartnersState/County/City/Local government
Service and Housing Provider Organizations
Mainstream & Faith-Based ServicesPublic Housing Authorities (PHA’s), Housing Developers/Owners
Intermediary Organizations
Advocates/ ConsumersFoundations/Private Funders
Public School System, Academia
Business, Landlords, Legal Services
Complementary ProcessesTen Year Plan
Con Plan
Funding that may be used for Homeless Services:
ESG
TANF
HOMECDBG
State/local homeless and housing
Private
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Federal Goal
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No person or family ishomeless more than
30 days
HEARTH/HUD Policy Priorities (Source: 2016 CoC NOFA)
1. Create a Systemic Response to Homelessness by looking at performance for the system
2. Strategically Allocate Resources by reviewing project quality, performance and cost effectiveness and maximizing use of mainstream and other community-based resources
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HUD/HEARTH Performance MeasuresReduce length of time persons remain homeless – avg and
median length of stay (LOS)Reduce extent to which persons who exit to permanent
housing return to homelessnessReduce the number of homeless persons
(Point in Time (PIT) and Annual Counts) Increase income growth for homeless persons
Reduce # of people who become homeless for the first time
Increase number of successful housing placements
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HEARTH/HUD Policy Priorities (2) (Source: 2016 CoC NOFA)
End: Chronic HomelessnessFamily Homelessness Youth HomelessnessVeteran Homelessness
Use a Housing First Approach
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www.usich.gov
Diagram of Coordinated Crisis Response System
Crisis Response System
Effective Crisis Response System that Ends Homelessness
An effective Crisis Response System provides immediate and easy access to safe and decent shelter to anyone that needs it and aims to re-house people as
quickly as possible.“Homelessness is rare, brief and
non-recurring”
National Alliance to End Homelessness 12
Features of a good Crisis Response System Homelessness is “rare, brief, and non-recurring”. All interventions quickly end the episode of homelessness and move
people to permanent housing. Efforts at diversion should be the first system intervention Housing First approach used by all programs in the system Begin conversations about re-housing as soon as a household
becomes homeless. It is easily understood and navigated by persons experiencing
homelessness.
13National Alliance to End Homelessness
Features of a good Crisis Response System (2) Use practices informed by data and research
Evidence-Based Practices (EBPs). Target services effectively to those with highest barriers, use progressive
engagement. Right mix of interventions to match needs – system is “right sized” Conduct annual gaps analysis to determine funding priorities Allocate resources to most effective and cost-efficient strategies. Transform programs that are not effective and/or efficient. Not all households will receive a housing resources from the system –
need “light touch” – connections to resources, landlords
14National Alliance to End Homelessness
Homelessness Diversion• Prevents homelessness for people seeking shelter by identifying immediate
alternate housing arrangements and, if necessary, linking to services and financial assistance to help retain or return to housing.
• Diversion is NOT a separate “program” but rather part of the entire system –problem solving and solution focused.
• Diversion should always be safe and appropriate for the client.
• Communities have been able to divert about 20-25% of people presenting for shelter
• National data show half of households who enter shelter from family and friends return to the same place they resided prior to becoming homeless
National Alliance to End Homelessness 15
The Three C’s of DiversionCommitment◦ Mainstream and homeless service providers must
believe households are better served outside of homelessness system
Conversation◦ Diversion is a problem solving, strength based
conversation, not an assessment tool with a list of questions
Creativity◦ Help clients think of creative solutions and explore
every option
16National Alliance to End Homelessness
Keys to Successful Diversion Coordinated entry process and shelter
front door
Resourceful staff trained in mediation
Strength based and problem solving
Recognizes client choice and safety
Linkages to mainstream services and natural supports
Flexible dollars
17National Alliance to End Homelessness
Right-Size Your System1. Assessment of inventory and strategies
• What do we need to increase; what is underutilized, what does underutilization cost the system? Who is underserved? What interventions need expansion/reduction?
2. Data on cost per intervention per permanent housing exit• Where do we get the biggest bang for our buck?
3. A resource allocation plan• Community strategy and process to begin right sizing the system with a timeline• Target resources to gaps and needs• Drives all funding decisions • Look at all funding sources – public and private; federal state and local;
mainstream resources
Right-Sizing Investments Efficient Use of Resources (from HUD Debrief)◦ “Serve as many people per dollar as possible”◦ “2016 awards serving 15% more households per dollar than
2014 grants”
Ensure Costs per Household are Reasonable ◦ Some communities have standards
Evaluate Cost Per Permanent Housing ExitoCost per permanent housing exit = annual budget divided by
number of PH exits in 12-month period
Continue to reduce/reallocate funds recaptured/underspentDevelop “Moving On” options from PSH
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Example: Cost Per Permanent Housing Exit
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Total Project Budget including Match
Number of Exits to PH in last
year% of Exits to PH Cost Per PH Exit
$296,680 11 79% $ 26,971 $250,031 23 77% $ 10,871 $111,599 24 89% $ 4,650 $64,495 15 100% $ 4,300
$244,979 45 94% $ 5,444 $262,509 14 93% $ 18,751 $318,749 19 50% $ 16,776 $355,360 50 65% $ 7,107
Recommendations (7/2016)STRATEGIC RESOURCE ALLOCATION◦ Are resources (ALL) invested in programs that produce the desired outcomes? Is the
program mix meeting the most critical needs in the most cost effective manner? What are the gaps and needs? Is SVHC aligned with federal priorities and requirements?
COC GOVERNANCE AND COMMITTEE STRUCTURE◦ Does the CoC structure support efficient decisions and lead to necessary changes?
SERVICE DELIVERY AND CAPACITY◦ Is the SVHC implementing best practices? What do agencies need to build capacity? What
policies and procedures are needed by programs?
DATA AND HMIS◦ Is the SVHC using data as effectively as possible? What is needed to be able to meet the
HUD Performance Measures?
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Accomplishments and Progress Made - 1
Developed a plan to collect data from the Union Rescue Mission and the winter shelter
Adopted the HUD Notice on Prioritization of Chronically Homeless People (14-012) and documented it in CoC P&P
Executed agreement with NHRA for a set aside of units and Housing Choice Vouchers for households referred from SVHC and using this to move people on from permanent housing
Created more SRO housing that includes units for non-disabled single adults
Expanded the supply of RRH for both singe adults and families
Drafted a gaps analysis document to determine system and program needs
Continuing to evolve the program evaluation process to include spending rates
Using performance to make funding decisions
Continuing to re-tool TH programs and target to higher need people
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Accomplishments and Progress Made - More
Streamlined the membership process for the CoCRe-structured some committees of the SVHC and recruited new leaders for the Executive Committee
Expanded the charge to the Program Monitoring Committee to consider programs funded by other sources than the HUD Continuum of Care and address Prevention Services as well as supporting programs in implementing Housing First.
Amended the by-laws to adopt the HUD Conflict of Interest policy for SVHC members
Developed a Youth Committee to address homelessness among youth and young adults.
Drafted a plan and process to review eligibility for Transitional Housing and target populations for HH w/ children.
Developed a plan to build the capacity of Permanent Supportive Housing (PSH) providers
Produced reports on HUD Systems Performance Measures and sharing this data regularly with the community
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SVHC CoC Table of Organization (As of March 2017)
SVHC Executive Committee
Program Monitoring
Service Coordination HMIS & Data
Ad Hoc: Ranking and System
Design
Planning Council
CoC Membership CoC Membership
CoC Membership
Focus on the expansion of diversion/prevention services and increasing permanent housing options Finalize analysis of gaps and needs in the homeless system and update annually Continued allocation of resources according to gaps, needs as well as cost effective
and efficient services and housing programs Continued training and capacity-building for programs in the system to standardize
practice across organizations, support staff and ensure the effective implementation of these practices Continued evolution of the structure of the SVHC to ensure broad and meaningful
participation and increase engagement of key community partners in leadership roles Analyze System Performance Measures once Union Mission data has been entered
for a period of time to better understand the dynamics of homelessness in the community and inform future plenning
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Discussion