Sharing the Table:   Chicago’s Plan to End Homelessness Mary Ellen Caron, Commissioner Chicago Department of Family and Su...
History of Collaboration <ul><li>Plan was developed out of public-private collaboration </li></ul><ul><li>Created in 2001 ...
Core Goal of the Plan  Housing First <ul><li>Long-term framework to change Chicago’s homeless system through the housing f...
Hallmarks of Chicago’s Approach to Implementation <ul><li>Move from a shelter-based system to a housing-based system </li>...
Chicago’s “Building Blocks” of  Collaboration for Systems Change <ul><li>High-level staff that are accountable for the Pla...
Current Innovative Policies, Programs and Funding Priorities To End Family Homelessness – 100,000 Homes <ul><li>Prioritizi...
Current Innovative Policies, Programs  and Funding Priorities To End Family Homelessness – CHA Program <ul><ul><li>Partner...
Current Innovative Policies, Programs and Funding Priorities To End Family Homelessness <ul><li>Set new expectations of in...
Evidence of Systems Change: Points of Progress <ul><li>Increased prevention funding and services by over 100% (went from 2...
Crisis can be an Opportunity <ul><li>Overnight shelter building crisis leads to placement </li></ul><ul><li>Overnight shel...
 
 
What works, What doesn’t <ul><li>Invite each other to meet and develop relationships </li></ul><ul><li>Clear communication...
<ul><li>THANK YOU! </li></ul>
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1.1 Ending Family Homelessness: An Overview

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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.
  • 1.1 Ending Family Homelessness: An Overview

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

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