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1.1 Ending Family Homelessness: An Overview

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Presented by Mary Ellen Caron

Presented by Mary Ellen Caron

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  • Working on credible data – but are making improvements with Prevention data, unscientific outcomes and cost-data; also working on dedicated new ways of leveraging financing – but newly working on coordination of mainstream resources by leveraging HUD funds.
  • Transcript

    • 1. Sharing the Table: Chicago’s Plan to End Homelessness Mary Ellen Caron, Commissioner Chicago Department of Family and Support Services
    • 2. History of Collaboration
      • Plan was developed out of public-private collaboration
      • Created in 2001 and endorsed by Mayor Richard M. Daley in 2003
      • Consistent leadership structures involving non-profits, government, funders, and consumers, despite change in people in those positions
      • Ambassadors of the plan
    • 3. Core Goal of the Plan Housing First
      • Long-term framework to change Chicago’s homeless system through the housing first approach.
      • As described in the National Alliance to End Homelessness’s 10-year plan, Chicago adopted a Housing First approach.
    • 4. Hallmarks of Chicago’s Approach to Implementation
      • Move from a shelter-based system to a housing-based system
      • Increase use of homelessness prevention resources
      • Realignment of funding priorities to support best-practices
      • Public-private oversight and accountability
    • 5. Chicago’s “Building Blocks” of Collaboration for Systems Change
      • High-level staff that are accountable for the Plan’s success
      • Organized groups of private philanthropy and non-profits
      • Provider Infrastructure
      • Networks of Allies, which includes the Chicago Alliance to End Homelessness
    • 6. Current Innovative Policies, Programs and Funding Priorities To End Family Homelessness – 100,000 Homes
      • Prioritizing vulnerable families for permanent supportive housing and creation of central referral system for Permanent Supportive Housing and other housing resources
          • 100,000 Homes – First city to pilot vulnerability index for families
          • Looks at chronic homelessness among families, and also episodic homelessness (cycling/chronic crises)
          • Moving a community conversation to have centralized referral system for all permanent supportive housing options to prioritize those most vulnerable based on comprehensive family vulnerability
          • We expect to have a framework operational by the end of 2011
          • This is a public-private priority
    • 7. Current Innovative Policies, Programs and Funding Priorities To End Family Homelessness – CHA Program
        • Partnering with Chicago Housing Authority to create a pilot program for families (and singles) most at risk of falling back into homelessness after their transitional rental assistance is over
        • We are looking at targeting
          • families who are on a fixed, low income
          • families whose size is large enough that housing affordability will always be an issue – i.e. where they would fall into paying more than 50% of income on rent
          • families with histories of more than one episode of homelessness
        • We will work with partners who deliver scattered-site HUD transitional housing and also HPRP recipients
        • We expect this pilot to begin by the Spring of 2011 and serve 100-150 households in the first year
        • This pilot is directly informed by providers of these services and our policies to serve the most at-risk families with HPRP
    • 8. Current Innovative Policies, Programs and Funding Priorities To End Family Homelessness
      • Set new expectations of interim housing - increased movement to housing and minimize discharge of families from one program to another homeless program
          • We found that interim housing programs were still moving families from one program to another, extending homelessness for families
          • The City and the continuum of care changed performance expectations to reflect this issue. We expect that programs will refer less than 5% of families to other homeless programs.
          • This policy was developed after providers and government looked at outcomes together
    • 9. Evidence of Systems Change: Points of Progress
      • Increased prevention funding and services by over 100% (went from 2,900 served to 7,100 served annually)
      • Increased permanent housing units by 70% - (2,500 units)
      • Phased out city-funded transitional shelter (30-day) and transitional housing (2-year), and replaced with interim housing (rapid re-housing) model
    • 10. Crisis can be an Opportunity
      • Overnight shelter building crisis leads to placement
      • Overnight shelter fiscal crisis leads to placement in interim and permanent housing
    • 11.  
    • 12.  
    • 13. What works, What doesn’t
      • Invite each other to meet and develop relationships
      • Clear communication
      • Open to negotiation on prioritization of interventions and strategies to end family homelessness
      • The opposite is true of what doesn’t work: lack of communication, closed door to negotiation on strategies
      • Focus on the families and individual clients
    • 14.
      • THANK YOU!

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