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Taking Charge: Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care
Gabe BodzinSenior Program AssociateChicago Continuum of [email protected]
Presented at the National Alliance to End Homelessness National Conference
July 18, 2006
The Chicago Continuum of Care History Structure Representation
The Chicago Continuum of Care
The Chicago Continuum of Care consists of over 400 organizations and individuals whose work directly impacts the homeless service system in the City of Chicago. The collaborative is a public-private partnership that directs the provision of services and funding for the homeless service delivery system.
Chicago Continuum of Care
History 1997: Partnership to End Homelessness
began to be formed. Provider led
2000 – 2002: Strategic Planning Process Foundation and City Funded Public and Private Involvement Basis of the Continuum Structure Development of the 10 Year Plan
Chicago Continuum of Care History Cont.
2002: Structure of the Continuum Developed Director Governing Board Sets the groundwork for the plan Approves the articulation of the plan – “Getting
Housed;Staying Housed” 2003: Mayor Daley Signs The Plan
Appoints a Mayor’s Liaison on Homelessness Continuum structure solidifies Plan Implementation Begins
The Chicago Continuum of Care
The Continuum is organized for two purposes: Monitor and work to enhance funding that
is designed to address homelessness in Chicago including HUD SuperNOFA funds
Monitor the implementation of the 10 year plan to end homelessness
The Continuum’s Organization
The Governing
Board
HMV Committee
Evaluation Committee
Plan Advisory
Committee
Continuum Staff
Resource Developme
nt Committee
Executive Committee
Governance Committee
Chair of the Governing Board
Governance
Develops and approves policies and priorities for Chicago’s Plan to End Homelessness and the HUD funding process
28 representatives Government Sector Consumer Sector Provider Sector At-Large/Other Sector
5 Officers Chair, Vice Chair, Past Chair, Secretary, Treasurer Parliamentarian appointed.
Representation Board Members Represent Constituency
Groups such as:
GovernmentFederal Departments of Veteran Affairs and Labor
ProviderChicago Community Based Black Caucus
GovernmentCity Housing and Human Services Departments
Provider Mental Health providers
Government State of Illinois Provider Homeless Families
Homeless Homeless Caucus Provider Interim Housing Providers
HomelessHomeless Youth Consumer Group
Provider Latino Caucus
At-Large Funders Forum ProviderPermanent Supportive Housing
At-LargePartnership to End Homelessness
ProviderWrap Around Services Constituency Group
Board Responsibilities Provide open lines of communication to
facilitate implementation of Plan Elect Executive Committee Provide general oversight of key functions of
the Continuum Stay informed about activities of the
Continuum Ratify all funding priorities under purview Ratify all general policy and advocacy
decisions
Executive Committee
Consists of 5 Board officers Prepares agendas for Governing Board
and All Continuum meetings Chair of the Continuum rotates between
the 3 representative groups Provider Government Consumer
Standing Committees
Carry out the components of plan implementation and create appropriate policy and procedure for Governing Board approval.
Committee membership 12 appointed members Representative Composition Report directly to the Governing Board
Committee chairs must be GB members
Staffing the Plan Chicago Continuum of Care Staff
Executive Director Leads all major collaborative efforts of the Chicago
Continuum of Care for the Plan to End Homelessness With the Chicago Department of Housing, develops and
ensures a coordinated funding strategy for the implementation of the Plan
Program Associates Facilitate committee and task group work, training,
evaluation, coordination of system collaboratives Manage the application process for the HUD
SuperNOFA each year Conduct one on one and group training sessions to
assist providers in converting their programs to the Plan Administrative
Staffing The Plan Cont.
Chicago Department of Housing Mayor’s Liaison on Homelessness
Manages several staff positions that work on Plan implementation
Directs city response to the Plan Funding Initiatives Press materials Coordinating City Departments
The Plan and Implementation
Process
10 Year Plan Vision The Goal: In 10 years, all individuals and
families at risk of homelessness in Chicago will have access to quality affordable housing and supportive services.
Our concerted action will: Stop the growth of homelessness through new
and establish safeguards for those at risk, Provide a safe, fast, and dignified way out of
homelessness for those already impacted, Prevent the recurrence of homelessness.
Getting Housed, Staying Housed Model
Implementing the Plan…through Blueprints for System Change
Adopt a schedule for implementation Finalized Implementation Schedule January 2005 Outlined goals, tasks, targets for Continuum partners Focuses on the plans’ tenets: Prevention, housing first,
supportive services; and system infrastructure elements including training, communications, conversion, advocacy, funding, evaluation
Develop blueprint for change Developed baseline numbers in Fall 2003 Initial blueprint developed (Feb 04): outlines the change
needed in the system over next 10 years Blueprint revisited in 2005-2006 New numbers developed and approved in early 2006
Create dynamic framework for conversion
Implementation Schedule
Housing First: Moving to Permanent Housing
Vision for 2012: Establish a housing system that quickly and intentionally moves individuals and families who are homeless into appropriate, permanent, affordable, and safe housing and provides access to appropriate supportive services to meet the needs
ID Task NameDate
CompleteAccountable Support
StrategicGoal 1
Ensure a range and quantity of interim housing and permanent housing models (per Models Chart) that meet the needs and are readily available
4th quarter 2007
Chicago Dept. of Housing, Chicago Continuum of Care
Corporation for Supportive Housing, Partnership to End Homelessness
Subgoal 1
Determine the type of existing supportive housing programs and intake eligibility criteria
3rd quarter 2005
Chicago Continuum of Care
Chicago Dept of Housing, Chicago Dept of Human Services
Task
Determine what type or models of supportive housing units that we have available to our system and the gaps of supportive housing models that exist
3rd quarter 2005
Chicago Continuum of Care
Chicago Dept of Housing, Chicago Dept of Human Services
Blueprint For Change Identifies Quantities of Housing Needed
Permanent Supportive Housing (Units)2005
Actual2006Goal
2007Goal
2008Goal
2009Goal
2010Goal
2011Goal
2012Goal
4,303 5,397 6,492 7,586 7,586 7,586 7,586 7,586
Interim Housing (Beds)2005
Actual2006Goal
2007Goal
2008Goal
2009Goal
2010Goal
2011Goal
2012Goal
1,497 1,802 2,107 2,412 2,717 3,022 3,327 3,632
Emergency Shelter (Beds)2005
Actual2006Goal
2007Goal
2008Goal
2009Goal
2010Goal
2011Goal
2012Goal
1,223 1,091 959 827 696 564 432 300
Implementing the Plan…through Program Transition
Program Models Provide specific program elements, timeframes,
and populations served and outline expected outcomes for each model
Consistency Review of HUD programs All programs must be consistent with 10 year plan
to be eligible for HUD funding; those in transition may apply for waivers
Training and Technical Assistance To convert programs to models consistent with the
plan
Program Models Identifies All Models Consistent with the 10
year Plan (Permanent Housing Example)Program
TypeProgram Description Essential Program
ElementsTime Limits Population Outcomes
Permanent Housing with Short-Term Support (PHwSS)Rolling Stock Permanent Housing
Housing and service model that provides a short-term housing subsidy (up to 2 years) with wrap-around supportive services. Units may be scattered-site or project-based. At end of program subsidy term, client assumes lease. Housing subsidy transitions to new client.
•Provision of rent subsidies•Provision of or linkage to agency-based Permanent housing property management•Provision of or linkage to intensive community-based case management services scaling down over time as household becomes more independent.•Assistance in accessing housing relocation resources/supports (security deposits, utilities)
Up to 2 years of housing subsidy and intensive case management. 6 months of follow-up services provided. No time limit on housing unit.
All consumers.
Outcome: Clients remain in permanent housing. Indicator:75% of clients assume the apartment lease (or maintain other independent, stable housing) within 2 years. 75% of clients increase their income within 2 years
Program Models Outcomes
Program Models Chart highlights Outcomes and Indicators for every program Model Used to determine performance of
programs in funding evaluations Used to determine system indicators of
plan implementation
Program Models Outcomes Interim Housing
Outcome: Clients are placed in permanent housing.
Indicator: 50% of adult clients are placed in permanent housing. 70% of clients remain housed at the six-month follow-up. 75% of youth are placed in permanent housing (includes family and/or community reunification, long-term housing, and residential programs).
Outcome: Clients are connected to needed services and/or resources.
Indicators: 85% of clients are assessed for benefits eligibility. 65% of youth are enrolled in benefits programs.
Program Models Outcomes Project Based Permanent Supportive
Housing Outcome: Clients will remain in permanent
housing. Indicators: 85% of clients will remain permanently housed for
12 months. 65% of clients will remain permanently housed for 24 months.
85% of those without a reliable source of income at program entry will increase their income within the first year through acquisition of benefits, employment, or a combination of both.
70% of those with serious mental illness and/or substance users will avoid inpatient treatment.
Implementing the Plan…through Evaluation of Progress and Programs
Develop system-wide score card Measures progress under four main areas
including demographics, finances, satisfaction, and coordination
Conduct program level evaluation Evaluate all renewal projects annually Conduct evaluations of individual program
models and apply lessons learned
System Scorecard The State of the Continuum report is
comprised of four categories: homeless services delivery, the system’s financial viability, satisfaction with housing and services, and the Continuum’s administration. The report will help the Continuum understand where we are, where we are going and how far we are from the goal.
In total, the report will provide information on 24 questions, or indicators.
System Scorecard
Indicators OutcomeData
Source Reporting Collection Notes
Learning and Growth
Percent of organizations in the continuum that understand the objectives of the ten-year plan
The Continuum effectively communicates about the Plan and its objectives
Annual Surveys
Annually Continuum staff
This would be new information collected by the Continuum staff in 2004.
Business Process
Average number of days to place people in permanent housing from the point of entry
Clients move quickly to permanent housing
HMIS Data
Quarterly Intake workers and case managers
The goal is no more than 120 days
Program Evaluation Every project applying for HUD McKinney-
Vento funding must be evaluated 2006 Chicago Continuum of Care Evaluation
Instrument 11 Priority Areas:
1. Project Performance; 2. Client Focus/ Representation; 3. Priority Populations; 4. Flexible Delivery of Services; 5. Leveraging; 6. Project Operations; 7. Accessibility; 8. Housing to Service Ratio; 9. HMIS; 10. Staff Support; 11. Continuous Quality Improvement
Program Evaluation Cont.
Performance Measures Worth 20% of total points Taken From Program Models Chart Two parts: Housing and Income
Projects awarded points based on an absolute measure or according to quartile ranking in relation to peers
Program Evaluation Cont. Housing Example: Have at least 75% of the
clients remained stably housed for at least 12 months in permanent housing? If not, has the project increased the length of stay in permanent housing compared to the previous year? Data from APR 12B
Income Example: Of the clients who left the program in the last year, at least 50% have left with financial resources? If not, has the project increased the amount of clients leaving with financial resources compared to the previous year? Data from APR 11D
Implementing the Plan…through System-wide Coordination
Coordinate with Mainstream Partners Develop discharge planning protocols Develop better Prevention Responses Coordinate Advocacy Efforts Examine funding priorities for system Conduct Homeless Count for better
understanding of population
Implementing the Plan…through Funding Opportunities
City funding CDHS RFP: $17-18 million CDBG Funding for services
Federal HUD SuperNOFA SHP Dollars: $34-38 million S+C Dollars: app $5-6 million/year
State funding for Prevention Pursue other opportunities
Chronic Homeless Collaborative Prevention Funding
Moving Ahead to Implement the 10 Year
Plan in Chicago
Moving Forward
Key Opportunity: Commitment of a strong group of individuals and organizations dedicated to ending homelessness. Public and Private investment has
remained strong in Chicago Many outlets for involvement and contribution
Committees Task Groups Constituency Groups
Moving Forward… Prevention
Prevention Call Center: People at risk of homelessness are provided centralized access to homeless prevention assistance
Increased Prevention funding New strategies regarding discharge planning building on
recommendations out of Mayor’s Office report on Reentry Housing First Initiatives
Supportive Housing Initiative: 5-year initiative (completed year 3) to develop 788 units of new Permanent Supportive Housing
Rental Housing Support Program: Newly signed into law, the program will provide 1000 subsidies for the homeless system
Moving Forward… Housing First Initiatives Continued
Housing Locator: City-wide collaborative to provide quick access to affordable, market rate housing for consumers of homeless services
Harm Reduction: Efforts are underway to provide training and technical assistance to examine the applicability of Harm Reduction strategies to increase access to housing for all consumers
Wraparound Service Initiatives to be launched in 2007 with a pilot focusing on families
Moving Forward…
Challenges Identifying strategies to maximize existing
resources Securing additional funding for permanent
housing and supportive services Maximizing mainstream services through
improved coordination Transitioning programs while ensuring
system coverage
Moving Forward
Challenges Continued Honoring representation while not
becoming gridlocked by process Continued maintenance of public and
private partnership
Continuum Contact Information
Website: www.chicagocontinuum.org
Patricia Crowley, OSBExecutive [email protected]
Gabe BodzinSenior Program [email protected]
Taking Charge: Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care
Gabe BodzinSenior Program AssociateChicago Continuum of [email protected]
Presented at the National Alliance to End Homelessness National Confernece
July 18, 2006