Transcript Distribution of Resources on PIT Single Adults

Regional Conference to End Homelessness
Norfolk, VA
Suzanne Wagner, Housing Innovations
March 8, 2012
“When the music changes,
so does the dance.”
-- African Proverb
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HEARTH – Homeless Emergency Assistance
and Rapid Transition to Housing
Federal Strategic Plan (FSP), Opening Doors
◦ Mutually Reinforcing
◦ Extend and Amplify each other
◦ Time of Change, new dance
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New activities allow CoCs to provide more services
to prevent homelessness and incentives to rapidly
move homeless people back to housing
Emphasis on outcomes enhanced with new,
additional measures that evaluate both systemic
and individual program results
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Impetus and tools for system transformation
– new eligible activites
Establish outcomes
Focus on performance
Coordination with other systems, resources
and planning processes
Use of Evidence-Based Practices (EBPs)
◦ Rapid Rehousing for Families
◦ Permanent Supportive Housing for Chronically
Homeless Single Adults and Families
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Reduce length of time people spend in the
crisis of homelessness
Rapidly exit people from homelessness to
permanent housing
Provide services in the home to achieve
housing stability and prevent returns to
homelessness
Focus on income and employment
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Decrease numbers of people who are
homeless
Decrease length of time people are
homeless
Increase exits to PH
Increase income
Reduce returns to homelessness
◦ Will apply to shelters, transitional and permanent
supportive housing programs
◦ High performing communities
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Developed by the US Interagency Council on
Homelessness (US ICH) – 19 federal agencies
◦ Finish job of ending chronic homelessness in 5
years
◦ Prevent and end Veteran homelessness in 5 years
◦ Prevent and end homelessness for families, youth
and children in 10 years
◦ Set a path to ending all types of homelessness
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1.
Increase Leadership, Collaboration and Civic
Engagement
2.
Increase Access to Stable, Affordable
Housing
3.
Increase Economic Security
4.
Improve Health and Stability
5.
Retool Homeless Crisis Response System
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ALOS Under 20 days or at least 10% below
prior year
Fewer than 5% will become homeless again
within next 2 years or at least 20% below
prior year
Actively encouraged homeless people to
participate in services; included all homeless
people in HMIS
Activities have been effective in reducing
homelessness
No family is homeless for more than 30 days
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When will the music start?
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Plenty to do now
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Challenges
◦ Money
◦ Lack of Guidance from HUD
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Timely Release of Memo from HUD
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The CoC has been flat funded. To maximize the
number of new units funded this year, HUD has been
aggressively recapturing funds from grants that have
not been fully expended and drawn down by the end of
their grant period.
Through this process, HUD is also identifying grantees
that consistently return money, since in many cases
these funds cannot be re-used for other CoC programs
and must be returned to the U.S. Treasury.
HUD strongly encourage grantees and CoCs to review
all renewal project budgets and spending rates to
prevent these types of recaptures, thereby
demonstrating strong stewardship of federal funds at
both the grantee and CoC levels.
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On January 4, 2012, the interim rules on the
Emergency Solutions Grant (ESG) program and
corresponding amendments to the Consolidated
Plan went into effect.
◦ Until a final rule is published, the interim rule regulates the
use of the second allocation of FY2011 ESG funds and the
FY2012 ESG allocation.
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The FY2012 budget for the ESG program is $286
million, an increase of $36 million from FY2011.
◦ The increase will assist communities to transition programs
created under HPRP, the Diversion/Rapid Rehousing
program.
◦ These funds are expected to particularly impact homeless
families with children, a HUD priority population.
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HUD is in the final stages of clearing for release
both the Continuum of Care (CoC) and Rural
Housing Stability Program (RHSP) rules.
◦ Congress has directed that these rules be published as
interim so they can be implemented in FY2012; therefore,
◦ The 2012 NOFA will reflect the HEARTH requirements and
all grants awarded through the 2012 competition will be
required to comply with the interim rules.
◦ The FY2012 appropriation is less than requested by a half
billion, so not all the HEARTH Act requirements or all the
HUD-related goals in the FSP Plan can be fully realized.
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HUD will be deciding which provisions of HEARTH
to implement in 2012 to maximize the impact.
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Rules that will be included the 2012 NOFA:
◦ Renewal of existing projects, as provided for in HEARTH, is
a priority;
◦ While the Act authorizes increases in administration,
leasing, rental assistance and operating funds for renewals,
it is unlikely that projects will receive the maximum
increases allowed;
◦ Continuum of Care planning funds may be available,
although at levels lower than the 3% allowed by law;
◦ S+C funds will be part of funds available for reallocation
◦ Funding for Unified Funding Agencies is not likely to be
available in FY2012 and HUD does not intend to implement
the High Performing Communities provisions in FY2012
due to lack of sufficient data and budget constraints.
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Areas of Focus
◦ Program Evaluation and Development
◦ System Evaluation and Reorganization
◦ Coordination Beyond the Continuum of Care
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Decrease in newly homeless
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Decrease length of stay
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Increase income and exits to PH and decrease
returns to homelessness
◦ Prevention/Diversion
◦ Rapid Rehousing
◦ Reduce LOS in Shelter and TH – use rapid exit
approach
◦ Housing Stabilization Services
◦ Critical Time Intervention (CTI)
◦ Connections with mainstream and community-based
services
◦ Eviction Prevention Services
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Establish coordinated intake
Divert at the front door to shelter wherever
possible
Move people rapidly into permanent housing
from emergency shelter and transitional
housing
Focus on employment, income and benefits
Provide aftercare or access to services to
stabilize once in housing
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Link with community-based (mainstream)
services and amenities and natural supports
Implement “Moving On” Programs from PSH
Principles and Practices of CTI (Critical Time
Intervention) and other EBP’s may be useful.
www.criticaltime.org
Provide eviction prevention services – not just
legal, earlier in the process
Look at your program data and outcomes and
get them right
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How do programs work together?
Are some programs more effective than
others?
What are the systems outcomes?
Are people permanently ending their
homelessness?
What are your current investments?
What are the costs per outcome?
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ESG grantees must coordinate with CoC
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Consult on allocation of funding for ESG activities
Must participate in HMIS
Coordinated Intake
Outcomes will be reported in CoC Exhibit 1 in 2012
CoCs must coordinate with:
◦ ESG Grantees
 Evaluate outcomes and analyze use of ESG funds
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Consolidated Plans
Public Housing Authority (PHA) plans
Local Ten Year Plans
Non-homeless systems - MH, VA, Youth, Housing,
Employment
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Coordinated Intake
◦ All ESG and CoC recipients must use a
centralized/coordinated system to ‘initially assess the
eligibility and needs of each person who seeks homeless
assistance or prevention assistance’.
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At least 40% of funds must be spent on
Prevention/Diversion and Rapid Rehousing
New activities:
 Short/medium term rental assistance for up to 24
months
 Housing relocation/stabilization to homeless or at risk –
financial assistance – utilities, arrears, moving costs
 Parallel HPRP activities
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SHP, S+C, SRO Mod become a single CoC
program
Acquisition, rehabilitation, and construction activities
the same as under SHP but matching requirements
changed
Leasing is the same – no match required
Rental assistance for transitional (a version of RR) or
permanent housing
Project based, sponsor based or tenant based
Can provide rental assistance to preserve existing
PSH
Operating costs same but can include service
coordination.
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Supportive services essentially same as SHP but
include legal services to get entitlements
Rehousing services to include:
housing search
mediation
outreach to property owners
credit repair, providing security or utility deposits
rental assistance for a final month at a location
assistance with moving costs or other activities that:
are effective in moving people into housing or
helping them in first 6 months in PH
Admin costs to project sponsors up to 10%
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Costs Per Positive Exit by Component
$25,000
$22,722
$20,000
Singles in Shelters
Average Cost Per Exit
Singles in TH
$15,000
$14,199
Singles in RRH
Singles in SSO
Families in Shelters
$10,906
$10,000
$8,820
$8,009
Families in TH
Families in RRH
Families in SSO
$4,893
$5,000
$3,143
$910
$-
$624
$87
Cost per exit
$286 $87
$995
$345
$460 $345
Cost per exit to PH
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Performance – as described above
Community Plans focus on:
 reducing homelessness
 educational needs of children and
 needs of all homeless sub-populations.
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CoC plan aligns with Ten Year Plan (TYP).
 Measureable targets, timelines, funding, leadership and
staff.
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Process for Prioritizing Funding – method is based
on objective public criteria that consider the full
range of opinions and use data for analysis
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Look at current portfolio of projects relative to
expenditure of funds and performance to
determine what, if any, changes should be made.
Begin considering which projects, in whole or in
part, they may want to reallocate to free up
resources for new efforts.
◦ In the 2012 NOFA, all funds will be counted towards a
CoC’s Hold Harmless Need (HHN) amount—including
projects that are currently funded under S+C; therefore, for
the first time, CoCs will be permitted to include these
grants in any reallocation strategy.
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Conduct an analysis to determine which
partnerships within your community work well and
which need more attention and focus.
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Consider what HPRP strategies worked best and
whether any of these strategies are more effective,
efficient, and attractive to consumers than the
current ESG and CoC-funded approaches.
Assess what efficiencies can/should be made to
current homeless assistance &response system?
◦ Look at cost per positive outcome, coordinated
intake, how mainstream affordable housing is
used
CoCs should assess their data tools, counting
methodologies, and HMIS and determine if changes
and/or improvements need to be made.
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Take Lessons!!!
◦ A webinar a week
◦ Listservs
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HUD
◦ www.hudhre.info
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US Interagency Council (ICH)
◦ www.usich.gov
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National Alliance to End Homelessness
◦ www.endhomelessness.org
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Look at the data on key indicators!
Use HUD Standards to Evaluate Programs
◦ Mark Johnston on TH
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Get baseline on current performance and
make sure your data is accurate
Focus on individual program performance on
indicators – movement to permanent
housing, access to benefits, increases in
income, permanent housing retention
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Think about whether you can provide
Transition in Place with current CoC funded
programs/activities
Reflect on successes and challenges of HPRP
◦ Both Prevention and Rapid Rehousing elements
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Meet with community-based services in your
area to see how they can support people once
housed
For Emergency Shelter and TH, think about
exit plan from day one
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Renewal Evaluation Process
Training/Support to Agencies
Review data on:
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Length of Stay (LOS)
Exits to permanent housing, to unknown and to
homelessness
Rates of maintaining and increasing income
Evaluate funding and program allocations,
outcomes and returns on investments
◦ Consider program conversions/modifications to
achieve outcomes
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Standard
Criteria
Pts How scored
6
Scaled to 75%, Below
75%=0
85%
6
Scaled to 77%, Below
77%=0
TH Programs: Exits to Permanent Housing
80%
6
Scaled to 75%, Below
75%=0
Health Insurance for Leavers (Includes Medicaid,
Veterans Health Care, Private Insurance, etc)
30%
6
Proportional/ %age
Food Stamps for Leavers
50%
Proportional/ %age
Employment for Leavers
25%
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6
Income Amounts Maintained /Increased for
Leavers
85%
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85% or >=7, 70-85 = 4
Below 70%=0
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10% or < = 6, 11-20% = 2
Over 20% = 0
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6
80% or > = 7, 70-79% = 3
Below 70% = 0
Occupancy/Average Bed Utilization Rate
90%
PSH Programs: Length of stay 7 months or longer
(for leavers)
Leavers who exit to shelter, streets or unknown
Leavers who exit with non-cash resources
Spending/Draw downs
10% or
less
80% or >
Monthly
Proportional/ %age
Within 30 days = 6, 31-90
days = 4, More than 90 days
=0
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Organizational/Administrative Structure
◦ Who is part of the CoC and who is missing? Is DOE/School system
represented?
◦ Are there benefits to joining with other CoC’s/reconfiguring
geography?
◦ If you could start your CoC over from scratch, what would it look like?
◦ Is there an entity that is ready to be the Collaborative Applicant?
◦ Are there organizations that could & would take on the UFA role?
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Planning Processes
◦ How aligned are your TYP and CoC? What about ESG?
◦ Are you involved in the Consolidated Plan process? Do you
know how to influence how the $ is spent?
◦ Do you have a plan for responding to the HEARTH draft
regulations?
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Performance
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System Design
◦ Is the HMIS able to accurately report on LOS, returns to
homelessness, newly homeless?
◦ What is current performance on these indicators?
◦ How can you manage for and influence these outcomes?
◦ What adjustments should be made to the new Renewal
Performance Evaluation Process to better support
achievement of outcomes and meet HUD’s guidelines for
prioritizing funding?
◦ Does the mix of programs in the system need to change in
order to achieve performance outcomes?
◦ Do the programs you have and populations’ needs match?
◦ Are there programs that are not working or could be
improved/transformed?
◦ How will HPRP activities continue?
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