Title: Taking Charge: Effective Oversight Structures for Plan Implementation The Chicago Continuum of Care
1Taking Charge Effective Oversight Structures
for Plan Implementation- The Chicago Continuum of
Care
Gabe Bodzin Senior Program Associate Chicago
Continuum of Care gbodzin_at_chicagocontinuum.org
Presented at the National Alliance to End
Homelessness National Conference July 18, 2006
2- The Chicago Continuum of Care
- History
- Structure
- Representation
3The 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.
4Chicago 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
5Chicago 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
HousedStaying Housed - 2003 Mayor Daley Signs The Plan
- Appoints a Mayors Liaison on Homelessness
- Continuum structure solidifies
- Plan Implementation Begins
6The 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
7The Continuums Organization
8Governance
- Develops and approves policies and priorities for
Chicagos 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.
9Representation
- Board Members Represent Constituency Groups such
as
10Board 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
11Executive 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
12Standing 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
13Staffing 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
14Staffing The Plan Cont.
- Chicago Department of Housing
- Mayors 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
1610 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.
17Getting Housed, Staying Housed Model
18Implementing the Planthrough 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
19Implementation Schedule
20Blueprint For Change
- Identifies Quantities of Housing Needed
- Permanent Supportive Housing (Units)
21Implementing the Planthrough 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
22Program Models
- Identifies All Models Consistent with the 10 year
Plan (Permanent Housing Example)
23Program 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
24Program 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.
25Program 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.
26Implementing the Planthrough 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
27System Scorecard
- The State of the Continuum report is comprised of
four categories homeless services delivery, the
systems financial viability, satisfaction with
housing and services, and the Continuums
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.
28System Scorecard
29Program 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
30Program 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
31Program 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
32Implementing the Planthrough 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
33Implementing the Planthrough Funding
Opportunities
- City funding
- CDHS RFP 17-18 million
- CDBG Funding for services
- Federal HUD SuperNOFA
- SHP Dollars 34-38 million
- SC 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
35Moving 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
36Moving 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 Mayors 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
37Moving 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
38Moving 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
39Moving Forward
- Challenges Continued
- Honoring representation while not becoming
gridlocked by process - Continued maintenance of public and private
partnership
40Continuum Contact Information
Website www.chicagocontinuum.org Patricia
Crowley, OSB Executive Director 312-573-8819 pcrow
ley_at_chicagocontinuum.org Gabe Bodzin Senior
Program Associate 312-573-8817 gbodzin_at_chicagocont
inuum.org
41Taking Charge Effective Oversight Structures
for Plan Implementation- The Chicago Continuum of
Care
Gabe Bodzin Senior Program Associate Chicago
Continuum of Care gbodzin_at_chicagocontinuum.org
Presented at the National Alliance to End
Homelessness National Confernece July 18, 2006