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Effective Oversight Structures for Plan Implementation Barbara Poppe Executive Director Community Shelter Board www.csb.org Presented at National Alliance to End ... – PowerPoint PPT presentation

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Title: Profiles


1
Taking Charge Effective Oversight Structures for
Plan Implementation
Barbara Poppe Executive Director Community
Shelter Board www.csb.org Presented at
National Alliance to End Homelessness, 2006
Annual Conference Ending Homelessness Plan, Act,
Succeed July 18, 2006
2
Section I
  • CSB model
  • History
  • Founders
  • Mission
  • Methods
  • Funders

3
Community Shelter Board
  • Created in 1986 to respond to growing needs of
    homelessness in Franklin County
  • "It is unacceptable for anyone in our community
    to go without food or shelter for even one
    night."
  • Mel Schottenstein, CSB Founder

4
CSBs Founders
  • Public/Private Partnership
  • City of Columbus
  • Franklin County Commissioners
  • United Way of Franklin County
  • Greater Columbus Chamber of Commerce
  • Metropolitan Area Church Council
  • ADAMH Board
  • The Columbus Foundation
  • Leo Yassenoff Foundation

5
Mission
  • CSB, by coordinating community-based efforts,
    fostering collaboration and funding services,
    assists families and individuals in Central Ohio
    to resolve their housing crisis.

6
Organizational Methods
  • collaboration with other systems
  • raise and distribute money
  • advocacy
  • community education regarding homelessness
  • assure accountability
  • coordination with partner agencies
  • practice fiscal conservancy
  • continue research and data analysis for effective
    planning

7
Revenue
FY07 Revenue 9,140,122
8
Community Shelter Board
  • 4 focus areas
  • Emergency Shelter
  • Housing
  • Prevention
  • Advocacy

9
Spending
10
Section II
  • Rebuilding Lives
  • Our communitys plan to address homelessness and
    end chronic homelessness

11
Rebuilding Lives Initiative
  • 1997 Community charge to assess homeless
    services for single men impacted by downtown
    economic development
  • patchwork system of emergency shelters
  • Scioto Peninsula Relocation Task Force
  • Data sources
  • Comprehensive Community Needs Assessment
  • Analysis of Best Practices
  • Analysis of CSB MIS
  • Review of national model programs

12
Typology Study
  • CSB undertook analysis of shelter stays that
    mirrored methodology developed by Dennis Culhane,
    Univ. of Penn.
  • Used CSB MIS data for 7,944 men using shelter
    system from 1994-1996
  • Developed 3 clusters that grouped men based on
    cumulative length of shelter stay and number of
    shelter stays
  • Analyzed shelter usage for each cluster

13
Relationship of Length of Shelter Stay Use of
Shelter Services
14
A New Strategy - 1998
  • Short-term needs -- Ensure basic emergency
    shelter during a crisis
  • Long-term needs -- Establish permanent housing
    with supportive services

15
Rebuilding Lives -- Policy Shift
  • Reconfigure emergency shelter system
  • Develop 800 units of supportive housing
  • Establish a Funder Collaborative
  • Create Good Neighbor Policies and Procedures
  • Institute a community relations plan

16
Section III
  • Implementation structures
  • Rebuilding Lives Funder Collaborative
  • Continuum of Care Steering Committee
  • Citizens Advisory Council
  • CSB staff and board

17
Rebuilding Lives Funder Collaborative
  • Purpose
  • Created in 1999
  • Individual funding agencies pool their resources
  • Work toward mutually agreed upon goals

18
Role of the Funder Collaborative
  • Provide funding for capital, services and
    operations of supportive housing
  • Strategy
  • Program guidelines standards
  • Underwriting criteria
  • Program evaluation, outcome measurement
    reporting requirements

19
Role of the Funder Collaborative
  • Meet regularly to review, evaluate, and approve
    funding for individual projects
  • Provide access to other community resources

20
Responsibilities of Each Member of the Funder
Collaborative
  • Members are institutions
  • Provide funding and other resources for
    supportive housing projects
  • Find additional resources for supportive housing
  • Participate actively on the Collaborative

21
Responsibilities of Each Member of the Funder
Collaborative
  • Provide leadership to the community in order to
    assure the success of the Rebuilding Lives plan
  • Assure accountability for institutional decision
    follow-through
  • Follow through and work to assure that
    recommendations are supported by decision-makers

22
Rebuilding Lives Funder Collaborative
  • Members
  • Affordable Housing Trust Corp.
  • ADAMH Board
  • City of Columbus, Administration
  • Columbus City Council
  • The Columbus Foundation
  • Columbus Health Department
  • Columbus Mayors Office
  • Columbus Medical Assoc. Found.
  • Columbus Metro. Housing Authority
  • Community Shelter Board
  • Corporation for Supportive Housing
  • Franklin County Administration
  • Franklin County Children Services
  • Franklin Co. Dept. Job Family Services
  • Franklin Co. Office on Aging
  • Franklin County MR/DD
  • Mid-Ohio Regional Planning Commission
  • Ohio Capital Corporation for Housing
  • Osteopathic Heritage Foundation
  • United Way of Central Ohio
  • Veterans Service Commission

23
Continuum of Care Steering Committee
  • Purpose
  • Annually prioritizes over 6,000,000 in funding
    from U.S. Department of HUD
  • Designs and coordinates HUD Continuum of Care
    grant application process for Columbus and
    Franklin County

24
Continuum of Care Steering Committee
  • Members
  • Local funders, government representatives,
    service providers, and consumers
  • Four seats represent local providers
  • Four seats reserved for homeless service
    consumers
  • Members represent a variety of organizations and
    interests

25
Continuum of Care Steering Committee
  • Members
  • ADAMH Board
  • City of Columbus
  • Citizens Advisory Council
  • Columbus City Council
  • Columbus Metro. Housing Authority
  • Columbus Coalition for the Homeless
  • The Columbus Foundation
  • Columbus Health Department
  • Community Connection for Ohio Offenders
  • Community Shelter Board
  • Corporation for Supportive Housing
  • Franklin County Board of Commissioners
  • Franklin Co. Dept. Job Family Services
  • Legal Aid Society of Columbus
  • Ohio Capital Corporation for Housing
  • United Way of Central Ohio
  • Veterans Administration
  • Veterans Service Commission

26
Citizens Advisory Council
  • Comprised of people who have experienced
    homelessness
  • Council acts in advisory role to improve services
    for homeless persons

27
Role of Citizens Advisory Council
  • Reviews plans and recommendations, including the
    annual submission to HUD
  • Offers advice about how to make programs and
    services more effective from perspective of the
    consumer
  • Discusses different topic at each meeting to
    build knowledge about homeless programs and build
    leadership skills, in order to be more effective
    advocates

28
Community Shelter Board
  • Leadership to implement the Rebuilding Lives plan
  • Convene the Funder Collaborative
  • Chair the Continuum of Care Steering Committee
  • Community relations
  • Advocacy

29
Community Shelter Board
  • 4 key products services
  • Resource development and investment
  • Service delivery, coordination and planning
  • Program accountability
  • Systems change and public policy reform

30
Community Shelter Board
  • Board of 20
  • 4 seats City of Columbus
  • 4 seats Franklin County
  • 2 seats Greater Cols. Chamber of Commerce
  • 2 seats United Way of Franklin County
  • 1 seat The Columbus Foundation
  • 1 seat ADAMH Board
  • 1 seat Metropolitan Area Church Council
  • 5 seats at large

31
Community Shelter Board
  • Staff of 16

32
Section IV
  • Sustaining Public Will

33
Moving Forward Together
  • Success due to tremendous partnership between
    funders, providers, and neighbors
  • Community has mobilized
  • Community generated political will to support
    investment
  • Creativity and flexibility applied by funders,
    providers, and neighbors to overcome barriers to
    housing development.

34
What impact has occurred?
  • New investment from key stakeholders - City,
    County, ADAMH, CMHA, United Way
  • Pressure for public policy action and investment
  • Broad range of implementing agencies (board and
    staff) are informed and on board
  • High level of media attention and focus

35
What impact has occurred?
  • 3 new emergency facilities
  • 695 units of permanent supportive housing
    operational for men and women who have
    experienced long-term homelessness
  • Homeless men and women rebuilding their lives
  • Homeless families with children to be served by
    Commons at Chantry to open late summer 2006

36
Development Challenges
  • Real estate availability
  • NIMBY
  • Provider skepticism/criticism
  • Stable funding for substantial services and
    operations

37
Keys to Project Success
  • Project Development
  • Good Neighbor Agreements
  • Diverse locations
  • Strong political and business community support
  • Strong developers and providers
  • Funding
  • Board, system and funder support and consistent
    leadership
  • Availability of local and federal funding
  • Creativity in securing funding sources
  • Housing First Program Model
  • Low-demand housing and voluntary services

38
Section V
  • Monitoring progress
  • Outcomes
  • Evaluation
  • Certification
  • Quarterly indicator reports

39
Program Outcomes
  • Benchmarks set by Board of Trustees
  • Included in annual agency contracts
  • Quarterly monitoring

40
Program Outcomes
  • Emergency Shelter

Measure Semi-Annual Goal
Households Served - 600
Average Length of Stay per Household 30 days
Successful Housing Outcomes 75
Successful Housing Outcomes 15
Recidivism - lt10
Access to resources to avoid shelter admission and stabilize housing Pass certification
Basic needs met in secure, decent environment Pass certification
Ongoing engagement with the neighborhood Pass certification
Efficient use of a pool of community resources CSB costs per household consistent with CSB budget
41
Program Outcomes
  • Permanent Supportive Housing

Measure Semi-Annual Goal
Clients Served - 55
Housing Stability - months 12 months
Turnover Rate - 1 10
Successful Permanent Housing Outcomes - of total served 50
Successful Permanent Housing Outcomes - of total served 90
Program Occupancy Rate - 95
Basic needs met in a non-congregate environment Pass certification
Ongoing engagement with the neighborhood Pass certification
Efficient use of a pool of community resources CSB costs per household consistent with CSB budget

1 Turnover is monitored but not evaluated.
42
Evaluation
  • Program outcomes are compared to planned outcomes
    for the year (vary by system)
  • Data is mostly derived from HMIS
  • Programs are scored as
  • High no less than one not achieved
  • Medium half or more achieved
  • Low less than half achieved
  • Long-standing, unresolved issues could also lower
    rating

43
Certification
  • Expert review team conducts on-site visits
  • Full reviews every 3 years
  • Annual targeted reviews system-wide priority
    standards and agency/program specific standards

44
Certification
  • Standards cover
  • Organizational structure management
  • Compliance with Federal, State Local laws
  • Personnel standards
  • Fiscal administration
  • Program operations
  • Data collection HMIS
  • Evaluation
  • Consumer involvement
  • Good neighbor agreements
  • Facility standards
  • Safety standards
  • Security planning

45
Quarterly Indicator Reports
  • Key outcome variables
  • Issued to Board Continuum of Care Steering
    Committee
  • Posted to www.csb.org

46
Section VI
  • Now what?
  • Rebuilding Lives Updated Strategy

47
Key components
  • Comprehensively review current shelter
    supportive housing systems for adults and
    families
  • Identify successes and challenges in Rebuilding
    Lives initiative
  • Consider impact of homelessness on other systems,
    e.g. children youth services, emerging
    populations, etc.
  • Compose a plan based on the current situation,
    data driven solutions, community input, and
    result affective programs

48
Charge
  • To plan for the our communitys future it is
    important to revisit and reassess Rebuilding
    Lives as well as plan and execute strategies for
    the family system
  • The City of Columbus, Franklin County
    Commissioners, and the United Way of Central Ohio
    formally charge the Community Shelter Board to
    lead Rebuilding Lives An Updated Strategy to
    House Homeless Families and Adults

49
RLUS Steering Committee
  • Purpose
  • Consider research findings
  • Develop and approve strategies
  • Assure community input
  • Issue a final report and recommendations

50
Taking Charge Effective Oversight Structures for
Plan Implementation
Barbara Poppe Executive Director Community
Shelter Board www.csb.org Presented at
National Alliance to End Homelessness, 2006
Annual Conference Ending Homelessness Plan, Act,
Succeed July 18, 2006
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