2.12 susan mcgee

Homeward Trust EdmontonNational Alliance to End Homelessness

National Conference on Ending HomelessnessJuly 13, 2011

www.homewardtrust.ca

www.homewardtrust.ca 2

Contents

About Homeward Trust & Edmonton1

Priority Setting & Coordinating 2

Metrics to Consider3

What‟s next4


Contents




What‟s next4

Homeward Trust Edmonton

Management body

mandated to implement

10 year plan and fund

priority projects

Community Plan on

Housing and Supports

City and Provincial 10

Year Plans

►Focused efforts on priorities

►Innovation and new development

►Taking risks and learning

Planning & Priorities

Implementation

►Community Involvement

►Aboriginal Engagement

►Monitoring Progress

Housing Body Consolidating Functions of Previous Bodies


►Provides capital and assistance for new units

►Funds and coordinates support services

►Undertakes planning, research and promotes

community engagement

Funds and coordinates efforts to

end homelessness in Edmonton

New Units

•Long Term Supportive

•Accessing Existing Units

•Long Term

Strategies, i.e.

Landbanking

Supports Community

•Housing First Teams

•Interim Housing

•Supported Housing

Models

•Community Plan

•Awareness

•Homeless Connects

•Research & Promotion of

Best Practices


1. Some important outputs

New Units Supports Community

• Housing 1st Program

•Over 1400 housed

•Innovative partnerships

A

B

C

D A

B

C

D

Federal: $ 6.5 million

Provincial: $ 15.4 million

City: $ 1.8 million

Other: $ .5 million

Total : $ 24.2 million

2. 2011/12 Budget

•Over 1900 units

•800+ Market Appt.

•Monitoring 80 projects

•8 Homeless Counts

•5 Homeless Connects

•600+ volunteers

Homelessness in Edmonton

2421 homeless individuals were counted on

October 5, 2010 in the City of Edmonton as a part

of the 9th Homeless Count. This marked a 21%

decrease from the 3079 individuals counted in

2008.


Contents




What‟s next4

Plans and Planning

• “A Plan for Alberta” – A 10 year plan to End Homelessness

– Estimates need for 11,000 new units across Alberta

over 10 years

– 17 Strategies

• “A Place to Call Home” Edmonton‟s 10 year plan to End

Homelessness

– 800 supported housing units by 2011

– 1650 modestly-sized units by 2019

– 1000 units of permanent supportive housing by 2014

• Community Plan on Housing and Supports

Plans and Planning

• Annual Service Plan

– Developed and submitted to Housing and

Urban Affairs for resource allocation

– Identifies gaps and priorities based on system

capacity, strength of teams, emerging

demands and opportunities

• Increased emphasis on Assertive Outreach

• Needs of sub-populations: Youth & Aboriginal

• Less intensive case management for some

• Interim Housing and coordinated referral system

• Relied extensively on the experience of other

communities

• Central Administration

• Delivered through Nine Community Agencies

• Case Management through Efforts to Outcomes

• Find. Furnishing Hope - Dedicated Furniture

Bank

• Direct Client Costs Start Up Costs

• Rental Assistance Program

Housing First Program

Systems Approach - Supports

Housing

First

Advisory

Council

Centralized Administration

Furniture Bank – Find Furnishing Hope

Team Development, Coordination and training

Landlord Relations & Rental Assistance Program

Institutions

(Justice/

hospital)

Shelters &

Transitional

Street &

Parkland

Drop-ins &

Agency

Referral

Program definition, contracts and data analysis

Partner Organizations Housing First Teams & Interim Housing

Coordination & Priority setting

• Agency Engagement

– Housing First Advisory Council

– Team Lead Meetings

– Committee working groups on:

• Policy development, housing referral

processes, etc.

• Community Planning

• Provincial and Municipal Initiatives

– Cross Ministerial work, Data, Pilot

Initiatives

Training

• Training offered to all teams

– Housing First

– Case Management

– SPDAT (Service Prioritization and Decision

Assistance Tool)

– Aboriginal Diversity Training

• Yardstick

– Online training tool

– Repository of all supporting documents

• Relationship is critical both at the ‘systems’ level and at the FSW/Team level

• Housing First participants or graduates currently live in more than 400 different buildings across Edmonton.

• More than 80 landlords and property managers supporting the program

•Managing tenant mix in non-market projects

•Funding directed at ending homelessness

•SPDAT as tool for balancing tenancy

The Landlord & Housing

Development

SPDAT integration

•Recently integrated SPDAT in

ETO for Case Management

•Will develop rich data source for

analysis

•Alignment of tools and avoiding

redundancies




Metrics3

What‟s next4

Outcomes: (HUA Mandated)

• Those housed through the program will remain

stably housed.

• Those persons housed in the program will show

a reduction in inappropriate use of the public

systems.

• Those persons accepted into the program will

demonstrate improved self-sufficiency.

• Persons accepted into the program will

demonstrate engagement in mainstream

services.

Outcome Indicators/Measures: (HUA

Mandated)

• At any given reporting period, 85% of the people housed

will still be permanently housed.

• Those persons permanently housed will show reduced

incarcerations, reduced emergency room visits and

reduced in-patient hospitalizations.

• Persons housed in the program will have a stable

income source (e.g. employment income, AISH, Alberta

Works, disability pension, Old Age Security, etc.).

• Persons housed in the program will be engaged in main

stream services (e.g. medical doctors or specialists,

legal service, etc.).

Housing First Results

From April 2009 to May 2011:

• 1371 people have found housing through the program.– This number includes 170 families; there are 502 people in those families.

– 87% of clients remain successfully housed.

• Of the 1371 people who have found housing: – 53% were considered chronically homeless at the time of intake into the program.

– The average age for all participants is 36 years old; the average age for adults is

41, and for children is 8 years old.

– 55% are male, 45% are female, less than 1% are transgendered.

– 47% of clients are Aboriginal

– 178 different landlords are providing housing to participants.

– The average rent for a participant is $771 per month.

– 374 households, in the program or recently graduated, receive rental assistance.

Monthly Data Reports

Monthly Report - May

Team 1 Team 2 Team 3 Team 4 Team 5 Team 6Housing First

- all

Target # of Clients 80 220 100 120 200 80 800

Active Housed 88 208 97 46 142 110 691

Client to Worker Ratio (x:1) 22.00 18.91 19.40 7.67 14.20 27.50 17.28

Active Housed (Adults Only) 78 140 68 42 115 60 503

Client to Worker Ratio (x:1) (Adults Only) 19.50 12.73 13.60 7.00 11.50 15.00 12.58

# Active Households (Ind + Fam) 70 127 68 42 113 52 472

New Housing Units since Sept 1 30 59 27 24 59 27 226

Housed in Month 4 6 6 6 7 15 44

Chronic in Month 4 2 2 3 6 4 21

Individuals Housed in Month 2 3 2 6 7 1 21

Families Housed in Month 1 1 1 3 6

Exited in Month* 4 8 2 9 6 29

Grads in Month 1 2 7 6 16

Housing Retention 91.67% 63.16% 87.22% 75.86% 84.30% 83.04% 77.51%

Nearing Exit 8 61 8 4 18 1 100

# Past 12 Months 33 28 32 16 45 40 194

# Past 12 Months SPDAT >= 42 3 9 5 3 7 1 28

# Past 12 Months SPDAT Between 41 & 35 3 7 2 9 2 23

# Past 12 Months SPDAT < 35 24 11 7 9 25 24 100

# Grads Before 1yr 0 4 0 6 12 13 35

Ave Intake Acuity 43 44 45 37.6 39 41.2 41.63

>52 Intake 1 1

<=41 Intake 2 5 3 2 12

<=34 Intake 2 2 1 5

SPDATS Missing 0 3 1 17 0 0 21

•What do the

numbers tell us?

•What don‟t the

numbers tell us?

•What do we collect

we aren‟t using?

•What is buried in the

case management

and efforts

Data for system improvement

• Retention rates don‟t tell whole story

– 85% in the program – significant decline post

graduation vs. 70% in the program consistent

post graduation

• Every „situation‟ or „number‟ has a

reasonable explanation.

– Look for the constellation to inform decisions

• Training & Retention rates

– Teams with high participation rate in training

have highest retention rates

Data for system improvement

• Tracking efforts per client

– When, what and how efforts are provided

– Last 3 months of service provision of particular

interest given impact of graduation stress

• Pre-homelessness circumstance

– Ensuring the right intervention and allocation of

resources for the situation

• Expanding ETO to include other Service Points

– Financial planning and trusteeship

– Clinical Assessment Team

– Elder services





What‟s next4

The Feedback Loop

“The premise of a feedback loop is simple:

Provide people with information about their

actions in real time, then give them a

chance to change those actions, pushing

them toward better behaviors”Thomas Goetz, Wired Magazine, July 2011

•How are Team Leads using

feedback for data management?

•What differences are there in team

performance as a result?

•How is Yardstick utilzation being

tracked to contribute to the „feedback

loop‟ effect

Tools and testing

• What tools and systems can be

employed to modify behaviour

and promote solid and consistent

data entry and utilization?

• Experiment „on myself‟, then my

team, then consider what‟s

relevant to improve community

level performance

• Examples: Rypple is a social

performance platform built for

teams to share goals, recognize

great work, and help each other

improve.

• Being in new territory means

translating seemingly non-

relevant to highly useful.

Continuous Development

• Better, and better and better

• More training available outside of Housing

First „system‟ to develop community of

practice

• More sharing of data analysis and

generating a „feedback loop‟ at a

community level.

• Have a nerd on every team. Or make one.

www.homewardtrust.ca

Thank You!

2.12 susan mcgee

Technology