Taking Charge: Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care

Gabe BodzinSenior Program AssociateChicago Continuum of Caregbodzin@chicagocontinuum.org

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 Director312-573-8819pcrowley@chicagocontinuum.org

Gabe BodzinSenior Program Associate312-573-8817gbodzin@chicagocontinuum.org

Taking Charge: Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care

Gabe BodzinSenior Program AssociateChicago Continuum of Caregbodzin@chicagocontinuum.org

Presented at the National Alliance to End Homelessness National Confernece

July 18, 2006