Jackie Anderson Supervisor, Office of Community and Homeless Service. Nate Marti, Program Manager, Homeless Management Information System

Transcription

1 Jackie Anderson Supervisor, Office of Community and Homeless Service Nate Marti, Program Manager, Homeless Management Information System Snohomish County Human Services Department Division of Housing and Community Services

2 TRANSFORMATION - INNOVATION OPPORTUNITIES - MOVING FORWARD Aligning Investing In Families HEARTH Snohomish County CoC

3 Investing In Families - Recap Integrate learnings into a rolling and strategic expansion Add new partners to address unmet needs Align expansion with the HEARTH Act Refine processes Enhance staff skills Continue developing HMIS Formalize evaluation/continuous improvement process Establish new overarching governance structure

4 Everett / Snohomish County Continuum of Care Includes all of Snohomish County Consists of a broad range of stakeholders Address the housing and services needs for all homeless populations/subpopulations Planning and implementation of outreach, shelter, short and long term housing, and services Increase coordination with mainstream resources HMIS, data and reporting, and evaluation

5 HEARTH ACT Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 Federal Strategic Plan to End Homelessness Chronic Homelessness Veteran s Homelessness Family Homelessness Youth Homelessness All Homelessness

6 HEARTH ACT Codifies the CoC with the purpose of Developing a high performing system to Promote community-wide commitment to the goal of ending homelessness Provide funding for non-profits, states and local governments to quickly rehouse people and minimize the trauma and dislocation caused by homelessness Increased utilization of mainstream programs Optimize Self-Sufficiency

7 HEARTH ACT HEARTH implementation Rapidly house individuals/families experiencing homelessness Formal Governance Structure Common Coordinated Entry and Assessment Effective and Efficient Collaborations, Coordination and Referral System Optimize Self-Sufficiency HEARTH Performance Measures

8 TRANSFORMATION - INNOVATION OPPORTUNITIES - MOVING FORWARD Aligning Investing In Families HEARTH Snohomish County CoC

9 Transformation, Innovation, Opportunities Moving Forward Aligning Governance Bringing into alignment IIF and CoC governance HEARTH Requirements Oversight body Implementation body Key groups and committees

10

11 CoC Draft Governance Structure

12 Transformation, Innovation, Opportunities Moving Forward - Aligning Coordinated Entry/Common Assessment A coordinated common system to screen, assess needs, and access to housing or services Streamlined low barrier access through a coordinated entry system Prioritizes and Identifies the best fit housing or services available Referral system that joins the individual/family to the housing or service based upon assessment

13 Transformation, Innovation, Opportunities Moving Forward - Aligning Coordinated Entry/Common Assessment No Wrong Door approach System partners use the same tools and processes Common streamlined experience Community menu of services are utilized differently fewer receive a full menu or cluster of services many more receive only specific services services are targeted to optimize self-sufficiency better utilization of mainstream resources

14 Transformation, Innovation, Opportunities Moving Forward - Aligning Coordinated Entry/Common Assessment Menu of housing resources utilized by the system Short term emergency shelter Short/medium term rental assistance with housing stability services restricted to specified services Medium term rental assistance with cluster services Long term subsidized housing With temporary cluster services With ongoing long term cluster services

15 Transformation, Innovation, Opportunities Moving Forward - Aligning Coordinated Entry/Common Assessment Coordinated Entry Tool and Process currently IIF HMIS Data Elements - currently exists Self-Sufficiency Matrix changing to the Fenn-Jorstad Self-Sufficiency Matrix - 7/2013 Other eligibility, additional data or form

16 Transformation, Innovation, Opportunities Moving Forward - Aligning Hearth Performance Measures Shifting Federal Performance Emphasis Before: CoC and ESG performance measurement focused on aggregated project outputs and outcomes. After: as amended by the HEARTH Act Performance measurement will focus on CoC performance as a system ESG performance will impact CoC performance -

17 Transformation, Innovation, Opportunities Moving Forward - Aligning Hearth Performance Measures Performance Indicators Length of time people remain homeless Extent to which people leaving homelessness experience additional spells of homelessness Thoroughness in reaching homeless people Overall reduction in homelessness Job and income growth for homeless persons Reduction in first time homeless -

18 Transformation, Innovation, Opportunities Moving Forward - Aligning Hearth Performance Measures Potential measure examples Length of homelessness lengths of stay in shelter and transitional housing Additional spells of homelessness returns to homelessness after a placement into permanent housing. Reduction in homelessness change in PIT numbers or change in annual program counts -

19 Transformation, Innovation, Opportunities Moving Forward - Aligning Hearth Performance Measures Potential measure examples (continued) Job and income growth households exiting with income and employment Reduction in number who become homeless households entering the homeless system for the first time Successful placements in permanent housing Permanent housing retention HMIS participation and data quality -

20 Avg. # of days Examples Transformation, Innovation, Opportunities Moving Forward - Aligning Hearth Performance Measures 120% 100% 80% 60% 40% 20% 0% Avg. length of stay (los) in days for exited persons by program type ES ES-A TH 40% 35% 30% 25% 20% 15% 10% Rates people obtain permanent housing by program type 24% 7% 78% 97% 62% 83% 54% 5% 0% % 13% 18% Exit with earned income by program type 9% 34% 30% 28% % 19% 15% PIT totals Total homeless count 19% 20% 18% 15% ES ES-A PBV-TH Prevention PSH RRH TH 2013 Benchmark

21 Transformation, Innovation, Opportunities Moving Forward Next Steps Establish the Governance Charter Establish Governance Organization Implement Coordinated Entry and Assessment Implement processes for evaluation and continued improvement

22 Transformation, Innovation, Opportunities Moving Forward Thank you Jackie Anderson Nate Marti