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

1. Taking Charge:Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care Gabe Bodzin Senior Program Associate Chicago Continuum of Care gbodzin@chicagocontinuum.org Presented at the National Alliance to End Homelessness National Conference July 18, 2006

2. The Chicago Continuum of Care • History • Structure • Representation

3. 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.

4. 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

5. 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

6. 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

7. The Continuum’s Organization

8. 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.

9. Representation • Board Members Represent Constituency Groups such as:

10. 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

11. 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

12. 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

13. 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

14. 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

15. The Plan and Implementation Process

16. 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.

17. Getting Housed, Staying Housed Model

18. 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 infrastructureelements 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

19. Implementation Schedule

20. Blueprint For Change • Identifies Quantities of Housing Needed • Permanent Supportive Housing (Units) • Interim Housing (Beds) • Emergency Shelter (Beds)

21. 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

22. Program Models • Identifies All Models Consistent with the 10 year Plan (Permanent Housing Example)

23. 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

24. 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.

25. 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.

26. 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

27. 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.

28. System Scorecard

29. 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

30. 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

31. 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

32. 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

33. 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

34. Moving Ahead to Implement the 10 Year Plan in Chicago

35. 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

36. 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

37. 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

38. 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

39. Moving Forward • Challenges Continued • Honoring representation while not becoming gridlocked by process • Continued maintenance of public and private partnership

40. Continuum Contact Information Website: www.chicagocontinuum.org Patricia Crowley, OSB Executive Director 312-573-8819 pcrowley@chicagocontinuum.org Gabe Bodzin Senior Program Associate 312-573-8817 gbodzin@chicagocontinuum.org

41. Taking Charge:Effective Oversight Structures for Plan Implementation- The Chicago Continuum of Care Gabe Bodzin Senior Program Associate Chicago Continuum of Care gbodzin@chicagocontinuum.org Presented at the National Alliance to End Homelessness National Confernece July 18, 2006