Selina Toy Lee Director of Collaborative Community Outcomes, San Mateo County Human Services Agency, California

Transcription

1 Session 1.02: Understanding your System: Using Program and System-Level Performance Measures Selina Toy Lee Director of Collaborative Community Outcomes, San Mateo County Human Services Agency, California February 23, 2017

2 Presentation Overview Background San Mateo County Context Homeless System Changes HMIS System Performance Analysis Challenges Faced Homeless System Redesign Where Are We Now?

3 San Mateo County, California Santa Cruz

4 Fast Facts: San Mateo County, CA

5 Collaborative Applicant HMIS Lead Strategic Plan CoC Coordinator Center on Homelessness (COH) Community Engagement

6 Homeless Services Continuum Coordinated Entry and Assessment Shelter Diversion (begin in April 2017) Outreach and Engagement Homeless Outreach Teams Street Medicine Dignity on Wheels (mobile shower and laundry) Interim Housing Emergency Shelter Transitional Housing Prevention Rental Assistance Utility Assistance Legal Assistance Permanent Housing Rapid Re-Housing Permanent Supportive Housing Housing Locator Services Other Housing Vouchers

7 Funding for Homeless Services State Funding ($200,000) Federal Funding ($819,700) 1% 4% 52% County Funding ($9.8m) HUD CoC Funding 43% ($8.2m) Total Funding in FY 16/17: $19 million

8 Homeless Count ,149 2, ,796 1, Sheltered Unsheltered

9 Timeline of Homeless System Changes 2009 Leadership Changes July 2014 County Priority Set June 2015 CoC NOFA Priority March 2016 New Agency Director and New Branch Director County Manager set priority to end homelessness by 2020; local tax funding allocated; new HMIS implemented HUD CoC Priority and Funding Shift focused on system and program performance HEARTH Act HUD Policy Shift to System Performance Late 2013 Board Study Session on Homelessness Board of Supervisors session on homelessness; requested HMIS analysis Jan 2015 Begin Strategic Planning Process Begin Community learning and planning for homeless system redesign Nov 2015 Release New Strategic Plan Strategic Plan to Reach Functional Zero by 2020

10 Initiated in 2005 Relationship with HMIS (circa 2013) Limited Data QC HMIS (HOPE System) COH Staff had limited access

11 Homeless System Performance Report Hire Consultant Objectives Methodology Data Analysis Report Summary Focus Strategies selected via RFP in Sept 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 Base Year Performance Calculator (BYPC) 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: Links to Reports on the bottom

12 Key Findings: System Performance DATA QUALITY Excellent Very little missing data SYSTEM CAPACITY System Investment and Project Capacity is not proportional to the composition of homeless population. ENTRIES FROM HOMELESSNESS 44% entering Emergency Shelter were not literally homeless RATE OF RETURN TO HOMELESSNESS Transitional Housing: Single Adults: 36% Families: 26% Rapid Re-Housing Single Adults: 9% Families: 10% 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 RATE OF EXIT TO PERMANENT HOUSING Emergency Shelter: Single Adults: 19%, Families: 13% Transitional Housing Single Adults: 38%, Families: 68%

13 What We Learned Homeless System Service Providers COH Staff 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 Providers had varying knowledge and understanding of their own HMIS data Providers had never analyzed cost data or provided full budgets Non-literally homeless clients were enrolled into homeless programs Providers measure success through program participation & completion Data Quality Checks were Ad Hoc System Level coordination of all programs is needed for change Limited ownership of system or provider performance results Need to increase depth and knowledge of homeless systems

14 Data Integrity Checks Training and Technical Assistance Work closely with System Admin Quality Improvement Plan Program Reviews HMIS Users Group Data Validation

15 Timeline of Homeless System Changes 2009 Leadership Changes New Agency Director and Division Director July 2014 County Priority Set County Manager set priority to end homelessness by 2020; local tax funding allocated; new HMIS implemented June 2015 CoC NOFA Priority HUD CoC Priority and Funding Shift focused on system and program performance March 2016 HEARTH Act HUD Policy Shift to System Performance Late 2013 Board Study Session on Homelessness Board of Supervisors session on homelessness; requested HMIS analysis Jan 2015 Begin Strategic Planning Process Begin Community learning and planning for homeless system redesign Oct 2015 Release New Strategic Plan Strategic Plan to Reach Functional Zero by 2020

16 Challenges Faced A. 1) Not all at once 2) Gaining Trust with Community and Providers 3) Selling Change as Positive 4) Proving Best Practices can and will work Promoting Change B. Tough Discussions 1) Some existing Programs not aligned with HUD/best practices 2) Decisions and Visions become personal 3) Provider Autonomy 4) Funding Priorities C. Ready for Action 1) Data Integrity belongs to everyone 2) Balancing data driven decisions with reality of operations

17 Strategic Plan to End Homelessness VISION In the next five years, homelessness will be a rare, brief, and one-time occurrence. End all Homelessness by Create System to End Homelessness End Veteran Homelessness End Family Homelessness End Youth Homelessness Individuals Exiting Institutions will not Discharge to Homelessness KEY GUIDING PRINCIPLES Systems Text Here Orientation Housing First Data Driven Client Centered Context Specific and Aligned with Best Practices

18 How We Will Create the System Shift to a Housing First Approach for all Funding Transform existing set of programs into housing crisis resolution system Develop and Implement Shelter Diversion/Housing Counseling Develop and Implement a Coordinated Entry System for Homeless Svcs Right Size Interim Housing Expand Rapid Re-Housing Services Maximize Permanent Supportive Housing Use Data for Continuous Quality Improvement

19 Moving Forward: Changing Our System Public Accountability for System Outcomes New Systems Require New Thinking New RFPs include Guiding Principles and Intended Outcomes Hire Staff Who Are Data Curious and Flexible Revise Contractor Performance Measures Data Dashboard and Data Spotlights at Meetings

20 Data Spotlight: Households Requesting Food

21 Data Spotlight: HUD System Performance HUD System Performance Measures (SPM) System Performance Measure 1a. Average Length of time homeless in ES and TH 1a. Median Length of time homeless in ES and TH 2. Persons who exit homelessness to permanent housing destinations who return to homelessness within 6-12 months (exited from ES, TH, RRH, or PSH and returned to ES or TH within 6-12 months) 4.6. For CoC Funded Programs, Percentage of adults who exited programs with increased total income (both earned and non-employment income) Federal FY (10/1/14-9/30/15) FY Q1 &Q2 Preliminary for discussion (7/1/16-12/31/16) 105 days 94 days 76 days 67 days 3% 2.50% 21% 22% 7b.1. Percentage of exits to permanent housing destinations for persons exiting from ES, TH, & RRH 43% 53%

22 Thank You and Questions Selina Toy Lee Web: (Links to Reports at Bottom)