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Continuum of Care Performance Benchmarking

Continuum of Care Performance Benchmarking. February 21, 2012. The New World of HEARTH. Performance metrics are different Community is measured system-wide Including all ESG recipients Including ALL programs that have data in HMIS Reallocations are expected in 2012.

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Continuum of Care Performance Benchmarking

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  1. Continuum of Care Performance Benchmarking February 21, 2012

  2. The New World of HEARTH • Performance metrics are different • Community is measured system-wide • Including all ESG recipients • Including ALL programs that have data in HMIS • Reallocations are expected in 2012

  3. He and 322 other unsheltered people deserve more from us. “INSANE = Doing the same thing over and over again and expecting different results.“ Albert Einstein

  4. Memphis Lags US in Reducing Overall Homelessness in 2011

  5. 2012 Point In Time Count Shows Additional Increases • Unsheltered count: 323 (up from 184 in 2011) • Chronically homeless: up 225% 364 (up from 112 in 2011) • Family homeless continues to increase: up 5% • Overall homelessness is up 7% from 2011

  6. HEARTH Act Metrics Focus:How does your work reduce the number of people who are homeless and the length of time people are homeless?

  7. Converting the safety net trap to the trampoline

  8. CoC Required Metrics for ALL • Length of time homeless • Recidivism • Access/Coverage • Overall reduction in homelessness • Job and income growth • “Other accomplishments related to… reducing homelessness” • Reduction in first time homeless • If serving other federal categories of homeless families and youth, success in prevention or independent living

  9. Additional Local Metrics • Occupancy • Cost effectiveness • Entries from and Exits to Family and Friends

  10. Measurement Approach • Following the lead of Alameda County and others; target performance based on top 25% by program category • Publish data by community-wide performance and program specific • Data generated by HMIS; data quality measured quarterly; monthly case file audits (randomly selected)

  11. Example Threshold: 72%

  12. 1. Length of Time Homeless • Length of program stay for Transitional Housing and Emergency Shelter providers • Rate of exit to permanent housing for transitional housing and emergency shelter providers • Permanent housing retention

  13. 2. Recidivism • Exiters to permanent housing that return to homelessness within 24 months

  14. 3. Access and Coverage • HEARTH Act regs? • PSH and TH: Entries from street/unsheltered priority 1, shelter group priority 2 • Street outreach: Engagement of unsheltered; geographic coverage; housing outcome for those engaged by street outreach

  15. 4. Overall Reduction in Homelessness7. Reduction in First Time Homeless • Community measure based on PIT and annualized data • Literal measurements of number of homeless and number who were first time homeless

  16. 5. Jobs and Income Growth • Number/% reporting an increase in income between entry and follow-up • Percentage employed at exit

  17. 9. Occupancy • Annualized “roll up” from monthly census reports provided to CAFTH

  18. 10. Cost effectiveness • Cost per exit to permanent housing

  19. 11. Family and Friends • % of people entering programs from family and friends • % of people exiting to family and friends

  20. High Performing Communities

  21. Criteria • Mean length of homeless episode: 20 days or less; OR • 10% reduction in length of homeless episode from previous year • Recidivism is 5% or less over 2 years; OR20% reduction in recidivism • Outreach/engagement connects eligible people to appropriate services • Data includes all programs

  22. Other Policy Issues Related to HEARTH • No longer allowed to separate families based on age of children in either ESG or CoC • Required to have a “coordinated” intake to prevent and divert from shelter except when no other option but place unfit for human habitation • Increase in allowable admin to 7.5% • 25% match for all activities except leasing • CoC year round planning requirements and UFA?

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