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Session 1.01: System Performance Measures: The Fundamentals of Improving Your System
Jessica SilverbergHuman Services Manager, San Mateo County Human Services Agency, California
July 17, 2017
Presentation Overview
• Background and Context• Homeless System Changes• Homeless System Redesign• Challenges Faced• Where Are We Now?• Resources and Data Spotlights
San Mateo County, California
Santa Cruz
Fast Facts: San Mateo County
CoC Lead and Collaborative ApplicantHMIS
LeadStrategic Plan
Community Engagement
Administer local funds for homeless
services Center on Homelessness
(COH)
2009
Late2013
July 2014
Jan2015
July 2016
June2015
HEARTH Act
HUD policy shift to system
performance
Leadership Changes
New Agency Director and
Division Director
County Priority Set
County Manager set priority to end
homelessness by 2020; local tax funding allocated; new HMIS implemented
Board Study Session on
Homelessness
Board of Supervisors session on
homelessness; requested HMIS
analysis
Begin Strategic Planning Process
Begin community learning and planning for homeless system
redesign
Publish New Strategic Plan
Timeline of Homeless System Changes
July 2017
Year 1: System data review
System performance
and projections
Shift in funding focused on system
and program performance and
alignment with plan
Relationship with HMIS (circa 2013)CO
H
Staff had lim
ited access &role
Limited Data QC
Initiated
in 200
5
HMIS (HOPE System)
Homeless System Performance Report
Report Summary
Hire Consultant
Objectives Methodology Data Analysis
• To Learn!• Who is being served in the system
• Funding Investments• System Investments• System Outcomes• Program Outcomes
• Provider Communication and Data Collection
• Housing Inventory Count (HIC)
• HMIS data• Program Budget • Program Capacity• PIT Count
• System‐Wide Analytics and Projection (SWAP)
• Data Quality• Project Costs• Project Performance
• System and Program Level Presentation to Board of Supervisors, HOPE Interagency Council in March 2015
• Individual Project Level Reports with Providers
Webpage: http://hsa.smcgov.org/center‐homelessnessLinks to reports on the bottom
• Focus Strategies selected via RFP in Sept. 2014
Key Findings: System PerformanceSYSTEM CAPACITY
System Investment and Project Capacity is not proportional to the composition of homeless population.
LENGTHS OF STAY Single Adults: 101 days Families: 107 days
COST PER PERMANENT HOUSING EXIT FOR FAMILIES Emergency Shelter: $25,421 Transitional Housing: $18,329 Rapid Re‐Housing: $4,190
EXIT TO PERMANENT HOUSING
RATE OF RETURN TO HOMELESSNESS
Transitional Housing: Single Adults: 36% Families: 26%
Rapid Re‐Housing Single Adults: 9% Families: 10%
ENTRIES FROM HOMELESSNESS 44% entering Emergency Shelter
were not literally homeless
DATA QUALITY Excellent Very little missing data
Emergency Shelter: Single Adults: 19%, Families: 13%
Transitional Housing Single Adults: 38%, Families: 68%
What We Learned
Homeless System
Current system was set up to serve clients to move through
programs
Data did not always line up with anecdotes highlighted by
providers
Some programs were still working towards Housing First
System and program measures
Service ProvidersProviders had varying
knowledge and understanding of their own HMIS data
Providers had not analyzed cost data in this way
Non‐literally homeless clients were enrolled into homeless
programs
Providers measure success through program participation
& completion
COH Staff
System level coordination of all programs is needed for change
Data quality checkswere ad hoc
Limited ownership of system or provider performance results
Need to increase depth and knowledge of homeless
systems
Training and
Technical Assistance
Program Reviews
Data Validation
HMIS Users Group
Work closely with System Admin
Data Integrity Checks
Quality Improvement
Plan
2009
Late2013
July 2014
Jan2015
July2016
June2015
HEARTH Act
HUD policy shift to system
performance
Leadership Changes
New Agency Director and
Division Director
County Priority Set
County Manager set priority to end
homelessness by 2020; local tax funding allocated; new HMIS implemented
Board Study Session on
Homelessness
Board of Supervisors session on
homelessness; requested HMIS
analysis
Begin Strategic Planning Process
Begin community learning and planning for homeless system
redesign
Publish New Strategic Plan
Timeline of Homeless System Changes
July2017
Year 1: System data review
System performance
and projections
Shift in funding focused on system and program performance and
alignment with plan
KEY GUIDING PRINCIPLES
Text HereSystems Orientation
Housing First
Data Driven
Context Specific and Aligned with Best Practices
Client Centered
VISIONWithin the next five years,
homelessness will be rare, brief, and non‐recurring.
Strategic Plan to End Homelessness
Create System to End
Homelessness
End Veteran Homelessness
End Family Homelessness
End Youth Homelessness
Individuals Exiting
Institutions will not
Discharge to Homelessness
Challenges Faced
B.
C.
Promoting ChangeA.1) Not all at once2) Gaining Trust with
Community and Providers
3) Selling “Change” as Positive
4) Proving Best Practices can and will work
1) Some existing Programs not aligned with HUD/best practices
2) Decisions and Visions become “personal”
3) Provider Autonomy4) Funding Priorities
Tough Discussions
Ready for Action1) Data Integrity belongs to everyone2) Balancing data driven decisions
with reality of operations
How We Use System Performance Measures
To understand our system
To focus on key measures
To collaborate with partners, providers
Review with our CoC steering committee, HMIS users group
To act as a cohesive system, we need to look at our system outcomes
Align strategic plan, local funding, NOFA project review, other funding
Continuous Process
System Changes Require New Thinking
Hire Staff Who Are Flexible and Have Data Experience
Advancing Providers’ Knowledgeof Measures
Revise Contractor/RFP Performance Measures
Program and System Data Spotlights at Meetings
Moving Forward: Changing Our System
Resources from HUD
• Introductory Guide • https://www.hudexchange.info/resources/documents/System‐Performance‐Measures‐Introductory‐Guide.pdf
• Videos on System Performance Measures• https://www.hudexchange.info/trainings/system‐performance‐measures/
• System Performance Improvement Briefs• https://www.hudexchange.info/resources/documents/Strategies‐for‐System‐Performance‐Improvement‐Brief.pdf
• https://www.hudexchange.info/resources/documents/Data‐Quality‐and‐Analysis‐for‐System‐Performance‐Improvement‐Brief.pdf
HUD Resource Spotlight
Source: HUD, System Performance Improvement Briefs: Data Quality and Analysis for System Performance Improvement, July 2017, available at https://www.hudexchange.info/resources/documents/Data‐Quality‐and‐Analysis‐for‐System‐Performance‐Improvement‐Brief.pdf
Data Spotlight: System Performance
HUD System Performance Measures
MeasureFederal FY 14‐15(10/1/14‐9/30/15)
Federal FY 15‐16(10/1/15‐9/30/16)
Difference
1a. Average Length of time homeless in ES and TH153 days 137 days 16 days
1a. Median Length of time homeless in ES and TH98 days 90 days 8 days
2. Persons who exit homelessness to permanent housing destinations who return to homelessness within 6‐12 months (exited from ES, TH, RRH) 3.98% 2.91% 1.07%
4.6. For CoC Funded Programs, percentage of adults who exited programs with increased total income (both earned and non‐employment income)
21% 17% 4%
7b.1. Percentage of exits to permanent housing destinations for persons exiting from ES, TH , & RRH 43% 54% 11%
Data Spotlight: System‐Wide Analytics and Projection (SWAP)
Total Number of Households
Year 1 Year 2 Year 3
Emergency Shelter
1,780 802 872
Transitional Housing
564 526 511
Unsheltered 548 384 303
Total 2,892 1,712 1,686
Source: Focus Strategies draft report
• Preliminary results from our SWAP at 1 year into strategic plan implementation
Thank You
Jessica SilverbergEmail: [email protected]: http://hsa.smcgov.org/center‐homelessness (Links to reports at bottom of page)Twitter: @JSilverberg11
