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

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Title: 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_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

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
    HousedStaying Housed
  • 2003 Mayor Daley Signs The Plan
  • Appoints a Mayors 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 Continuums Organization
8
Governance
  • 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.

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
  • 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

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 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

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 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

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 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

27
System 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.

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 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

33
Implementing 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

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 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

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 pcrow
ley_at_chicagocontinuum.org Gabe Bodzin Senior
Program Associate 312-573-8817 gbodzin_at_chicagocont
inuum.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_at_chicagocontinuum.org
Presented at the National Alliance to End
Homelessness National Confernece July 18, 2006
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