A Housing & Homelessness Framework - the Opportunity of LHIN and Municipal Housing Collaboration

Transcription

1 A Housing & Homelessness Framework - the Opportunity of LHIN and Municipal Housing Collaboration James Meloche, Senior Director Jeanne Thomas, Lead, System Design September 24, 2014

2 Objective To provide an update and receive support from the Central East LHIN Board on the nascent formal relationships with local municipal housing authorities that aims to align our respective responsibilities in meeting the needs of vulnerable persons. Context: Why Housing? Opportunity Statement Solutions 2

3 Outline: Why Housing and Homelessness Strategic Context Health System Challenges Clients & Community! 3

4 Housing and Homelessness STRATEGIC CONTEXT 4

5 Strategic Context Central East LHIN Vision Engaged Communities. Healthy Communities. Central East LHIN Strategic Directions Transformational Leadership: The Central East LHIN Board will lead the transformation of the health care system into a culture of interdependence. The Triple Aim Simultaneous improvement in Population Health, Patient Experience and Cost Control 5

6 Strategic Aims

7 Housing and Homelessness HEALTH SYSTEM CONTEXT 7

8 ALC In Central East LHIN: Top 2 Reasons for Waiting 1. Long Term Care* 43,725 days waiting for Long Term Care 76% of patients 2. Assisted Living: Mental Health 10,794 days waiting for Assisted Living 19% of patients *LTC Placement is influenced by patients having access to housing and caregivers to support them.

9 Supports in Housing Central East LHIN (2013 Q3) Core Funded Housing Health Services : Residential: Mental Health Supports within Housing, Addictions Supports within Housing Assisted Living Services : Supportive Housing and Assisted Living for High Risk Seniors Complimentary Supports that support housing retention: Case Management MH, visiting nursing, GAIN community teams. 9

10 Housing and Homelessness CLIENTS AND COMMUNITIES 10

11 Jesse s Story I first came to Cornerstone in 2012 and moved into a rooming house in downtown Oshawa. Over the course of the next two years I kept in touch with the Community Support Program and was able to get a family doctor, support with Ontario Works and involved in programs. In 2013 I was ready to take the next step and apply for ODSP and find out more about my medications. The program assisted me when my ODSP was turned down to eventually be approved and connected me with Ontario Shores (Whitby). There I met a psychiatrist and mental health nurse. Without them my medications would never have been changed and I would have never had the positive outlook I have today. The biggest change happened this year when I was given the opportunity to get a one bedroom apartment in with a housing allowance provided. This was the first time in 50 years that I have lived on my own...my next big goal is getting my family back. I used to live day to day now I am looking forward to the future. Source: 2013 Cornerstone Annual General Report 11

12 Housing First Community First Homeless people are not hard to house rather it s hard to find the housing they need. When someone who is homeless is placed in housing they need supports to transition they need regular visits from their workers, they need an understanding landlord communication needs to be strong. Source: 2013 Cornerstone Annual General Report 12

13 Vulnerability for Complex People Not getting any service Not getting service when you need it Not getting service when it could have be affordable Not getting service when it could have been effective Not getting service seamlessly Not knowing what you need Not involving family/friend caregivers in care planning and delivery Complexity is often not driven by a health care need, but by social determinants which make access to coordinated health care extremely challenging for both clients and health & social service providers.

14 Housing and Homelessness THE OPPORTUNITY 14

15 Recognition among service providers in housing, homelessness and health services, that Service Managers, LHINs and their provincial ministries need a coordinated approach to providing housing and support services 15

16 Municipal Service Managers in Central East LHIN City of Peterborough (serves County of Peterborough) County of Northumberland (serves Town of Brighton) City of Kawartha Lakes (serves Haliburton County) Durham Region City of Toronto There are 47 service managers (municipalities and district social services administration boards) designated under the Social Housing Reform Act, 2000 to manage social housing programs across the province. Service Managers provide input and receive direction from their local municipal councils on allocation of new social housing, subsidized housing/rent supplements, home renovations, and/or shelters. 16

17 Local Housing and Homelessness Planning Durham and Northeast: 10 year Housing and Homelessness Plans ( ) with common themes/needs for collaboration with LHIN identified strategic planning service planning addressing high client needs aligning investments Scarborough : City of Toronto s Housing Opportunities Toronto (HOT) HOT 5-year interim review Neighbourhood Improvement Area (NIA) initiative George Street (Seaton House) redevelopment LHINs were consulted in the development of these plans. Partnerships with LHINs for the provision of health supports were identified in the Plans approved by local councils. 17

18 City of Toronto Housing Opportunities Toronto - HOT ( ) Proposes actions within the following eight strategic themes: Create housing opportunities in all neighbourhoods Help homeless and vulnerable people find and keep homes Assist individuals and families to afford rents Preserve and repair rental housing Revitalize neighbourhoods Create new affordable rental homes Help people to buy and stay in their homes Working together The five year interim review of HOT implementation and the Neighbourhood Improvement Area (NIA) initiatives in Scarborough 18

19 What is the opportunity? Predictable, stable framework for LHIN-Municipal collaboration - pre-planning is better for all involved (client, health and social systems) Shared Strategic Aim - which advances the common objective of stable, affordable, appropriate - long-term housing options for residents. People focused Client Centered Collaborate on strategic and service level planning - understand emerging projects and needs for affordable, accessible housing and inshelter supports Align and maximize investment/funding opportunities Proactive rather than reactive. Strategic vs. opportunistic. 19

20 Value Proposition Gaps in appropriate, affordable, stable housing with adequate health care support creates significant burden for individuals/families as well as the health and social service systems. One off, community or provider specific strategies to address the needs of the under-housed and under supported while beneficial are unlikely the most equitable, cost effective or sustainable. A standardized approach for the Central East LHIN (and HSPs) to work with Municipal Service Managers to address common housing and homeless priorities is preferable. Barriers are currently faced by hospitals to discharging vulnerable clients. Improving the process to help to get clients out of the hospital and connected to care and long term affordable housing is a common need across communities. 20

21 Housing and Homelessness COURSE OF ACTION ON NEW PARTNERSHIPS 21

22 DON T WAIT FOR STARS TO ALIGN 22

23 Central East Housing and Homelessness Steering Committee Foundational documents are in development Terms of Reference for Steering Committee Shared Strategic Aim Guiding Principles Housing development timelines/milestones Governance and senior leadership engagement (occurring now) Communication about 10-year Housing and Homelessness Plans between Central East LHIN CEO and CAOS Identify opportunities for alignment of provincial investments through LHIN (Community Investments) and Service Managers (Investments in Affordable Housing) 23

24 DRAFT Central East Housing & Homelessness Aim Purpose To design and implement a Housing and Homelessness Framework to guide partnerships and collaboration between the Central East LHIN and Municipal Service Managers in the delivery of housing and homelessness services by 2024 to: Outcomes Improve access to high-quality, timely, equitable services to support residents in securing and maintaining safe, affordable and accessible housing with health support; Promote health and social equity across populations and communities; Make the best use of the public s investment. 24

25 Two Pronged Approach The Central East Housing and Homelessness Steering Committee will be comprised of staff from the LHIN and the four Service Managers in the Durham and Northeast clusters namely The City of Peterborough (serves Peterborough County, Northumberland County, the Region of Durham and the City of Kawartha Lakes (serves Haliburton County). The LHIN is meeting with the City of Toronto officials separately given the unique context of Scarborough and 5 LHINs serving the City of Toronto. This approach is preferred by all service managers. 25

26 Next Steps Letter from LHIN CEO to Municipal CAOs supporting the ongoing collaboration. Conduct environmental scan of near- and short-term housing opportunities and communities at risk. Collaborate on focused initiatives aimed to support identified high-risk neighbourhoods. Present funding opportunities to the Central East Board as they arise and resources are available. Report back to LHIN Board and other stakeholders on progress at least once a year. 26

27 THANK YOU 27