Other things that shape the responseLarge river valley park system40-50% aboriginal population1217 was the total capacity of shelter spaces – includes womens shelter,detox and recovery939 were occupied for an average rate of 77%
The first 200 modestly-sized units should come online in 2011
The first 200 modestly-sized units should come online in 2011
profiling of us. how data is used everyday. Numerati. interesting stats. stats as decision making tools when people get data they become hyper data aware. they will investigate. higher someone with a data has moved from happening to teams to how did they come up with this number to I better know the data.
Are the outliers to be statistically ignored or followed up on.
Tim Ferris on Twitter June 21Wired Magazine, July 2011 article. Harnessing the Power of Feedback Loops, Thomas Goetz ,Over the past 40 years, feedback loops have been thoroughly researched and validated in psychology, epidemiology, military strategy, environmental studies, engineering, and economics
Love the data. If it is shared routinely it isn’t a punitive discussion. i.e contracts.
Transcript of "2.12 Susan McGee"
Homeward Trust Edmonton National Alliance to End HomelessnessNational Conference on Ending Homelessness July 13, 2011 www.homewardtrust.ca
Contents 1 About Homeward Trust & Edmonton 2 Priority Setting & Coordinating 3 Metrics to Consider 4 What‟s next www.homewardtrust.ca 2
Contents 1 About Homeward Trust & Edmonton 2 Priority Setting & Coordinating 3 Metrics to Consider 4 What‟s next www.homewardtrust.ca 3
Homeward Trust Edmonton Housing Body Consolidating Functions of Previous Bodies Planning & Priorities Management body►Community Involvement mandated to implement►Aboriginal Engagement 10 year plan and fund priority projects►Monitoring Progress Community Plan on Implementation Housing and Supports ►Focused efforts on priorities City and Provincial 10 ►Innovation and new development Year Plans ►Taking risks and learning
Homeward Trust Edmonton Funds and coordinates efforts to end homelessness in Edmonton ►Provides capital and assistance for new units ►Funds and coordinates support services ►Undertakes planning, research and promotes community engagement New Units Supports Community •Long Term Supportive •Housing First Teams •Community Plan•Accessing Existing Units •Interim Housing •Awareness •Long Term •Supported Housing •Homeless Connects Strategies, i.e. Models •Research & Promotion of Landbanking Best Practices
Homeward Trust Edmonton1. Some important outputs New Units Supports Community •Over 1900 units • Housing 1st Program •8 Homeless Counts •800+ Market Appt. •Over 1400 housed •5 Homeless Connects •Monitoring 80 projects •Innovative partnerships •600+ volunteers2. 2011/12 Budget D A Federal: $ 6.5 million C B Provincial: $ 15.4 million A C City: $ 1.8 million B D Other: $ .5 million Total : $ 24.2 million
Homelessness in Edmonton2421 homeless individuals were counted onOctober 5, 2010 in the City of Edmonton as a partof the 9th Homeless Count. This marked a 21%decrease from the 3079 individuals counted in2008.
Contents 1 About Homeward Trust & Edmonton 2 Priority Setting & Coordinating 3 Metrics to Consider 4 What‟s next www.homewardtrust.ca 8
Plans and Planning• “A Plan for Alberta” – A 10 year plan to End Homelessness – Estimates need for 11,000 new units across Alberta over 10 years – 17 Strategies• “A Place to Call Home” Edmonton‟s 10 year plan to End Homelessness – 800 supported housing units by 2011 – 1650 modestly-sized units by 2019 – 1000 units of permanent supportive housing by 2014• Community Plan on Housing and Supports
Plans and Planning• Annual Service Plan – Developed and submitted to Housing and Urban Affairs for resource allocation – Identifies gaps and priorities based on system capacity, strength of teams, emerging demands and opportunities • Increased emphasis on Assertive Outreach • Needs of sub-populations: Youth & Aboriginal • Less intensive case management for some • Interim Housing and coordinated referral system
Housing First Program• Relied extensively on the experience of other communities• Central Administration• Delivered through Nine Community Agencies• Case Management through Efforts to Outcomes• Find. Furnishing Hope - Dedicated Furniture Bank• Direct Client Costs Start Up Costs• Rental Assistance Program
Systems Approach - Supports Centralized Administration Program definition, contracts and data analysis Housing Furniture Bank – Find Furnishing Hope First Advisory Team Development, Coordination and training Council Landlord Relations & Rental Assistance Program Partner Organizations Housing First Teams & Interim HousingInstitutions Street & Drop-ins & Shelters & (Justice/ Parkland Agency Transitional hospital) Referral
Coordination & Priority setting• Agency Engagement – Housing First Advisory Council – Team Lead Meetings – Committee working groups on: • Policy development, housing referral processes, etc.• Community Planning• Provincial and Municipal Initiatives – Cross Ministerial work, Data, Pilot Initiatives
Training• Training offered to all teams – Housing First – Case Management – SPDAT (Service Prioritization and Decision Assistance Tool) – Aboriginal Diversity Training• Yardstick – Online training tool – Repository of all supporting documents
The Landlord & Housing Development• Relationship is critical both at the ‘systems’level and at the FSW/Team level • Housing First participants or graduates currently live in more than 400 different buildings across Edmonton. • More than 80 landlords and property managers supporting the program•Managing tenant mix in non-market projects •Funding directed at ending homelessness •SPDAT as tool for balancing tenancy
SPDAT integration•Recently integrated SPDAT inETO for Case Management•Will develop rich data source foranalysis•Alignment of tools and avoidingredundancies
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Outcomes: (HUA Mandated)• Those housed through the program will remain stably housed.• Those persons housed in the program will show a reduction in inappropriate use of the public systems.• Those persons accepted into the program will demonstrate improved self-sufficiency.• Persons accepted into the program will demonstrate engagement in mainstream services.
Outcome Indicators/Measures: (HUA Mandated)• At any given reporting period, 85% of the people housed will still be permanently housed.• Those persons permanently housed will show reduced incarcerations, reduced emergency room visits and reduced in-patient hospitalizations.• Persons housed in the program will have a stable income source (e.g. employment income, AISH, Alberta Works, disability pension, Old Age Security, etc.).• Persons housed in the program will be engaged in main stream services (e.g. medical doctors or specialists, legal service, etc.).
Housing First ResultsFrom April 2009 to May 2011:• 1371 people have found housing through the program. – This number includes 170 families; there are 502 people in those families. – 87% of clients remain successfully housed.• Of the 1371 people who have found housing: – 53% were considered chronically homeless at the time of intake into the program. – The average age for all participants is 36 years old; the average age for adults is 41, and for children is 8 years old. – 55% are male, 45% are female, less than 1% are transgendered. – 47% of clients are Aboriginal – 178 different landlords are providing housing to participants. – The average rent for a participant is $771 per month. – 374 households, in the program or recently graduated, receive rental assistance.
Monthly Data Reports Monthly Report - May•What do the Team 1 Team 2 Team 3 Team 4 Team 5 Team 6 Housing First - allnumbers tell us? Target # of Clients 80 220 100 120 200 80 800 Active Housed 88 208 97 46 142 110 691 Client to Worker Ratio (x:1) 22.00 18.91 19.40 7.67 14.20 27.50 17.28•What don‟t the Active Housed (Adults Only) 78 140 68 42 115 60 503numbers tell us? Client to Worker Ratio (x:1) (Adults Only) 19.50 12.73 13.60 7.00 11.50 15.00 12.58 # Active Households (Ind + Fam) 70 127 68 42 113 52 472 New Housing Units since Sept 1 30 59 27 24 59 27 226•What do we collect Housed in Month 4 6 6 6 7 15 44 Chronic in Month 4 2 2 3 6 4 21we aren‟t using? Individuals Housed in Month 2 3 2 6 7 1 21 Families Housed in Month 1 1 1 3 6•What is buried in the Exited in Month* 4 8 2 9 6 29 Grads in Month 1 2 7 6 16case management Housing Retention 91.67% 63.16% 87.22% 75.86% 84.30% 83.04% 77.51% Nearing Exit 8 61 8 4 18 1 100and efforts # Past 12 Months 33 28 32 16 45 40 194 # Past 12 Months SPDAT >= 42 3 9 5 3 7 1 28 # Past 12 Months SPDAT Between 41 & 35 3 7 2 9 2 23 # Past 12 Months SPDAT < 35 24 11 7 9 25 24 100 # Grads Before 1yr 0 4 0 6 12 13 35 Ave Intake Acuity 43 44 45 37.6 39 41.2 41.63 >52 Intake 1 1 <=41 Intake 2 5 3 2 12 <=34 Intake 2 2 1 5 SPDATS Missing 0 3 1 17 0 0 21
Data for system improvement• Retention rates don‟t tell whole story – 85% in the program – significant decline post graduation vs. 70% in the program consistent post graduation• Every „situation‟ or „number‟ has a reasonable explanation. – Look for the constellation to inform decisions• Training & Retention rates – Teams with high participation rate in training have highest retention rates
Data for system improvement• Tracking efforts per client – When, what and how efforts are provided – Last 3 months of service provision of particular interest given impact of graduation stress• Pre-homelessness circumstance – Ensuring the right intervention and allocation of resources for the situation• Expanding ETO to include other Service Points – Financial planning and trusteeship – Clinical Assessment Team – Elder services
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The Feedback Loop•How are Team Leads usingfeedback for data management?•What differences are there in teamperformance as a result?•How is Yardstick utilzation beingtracked to contribute to the „feedbackloop‟ effect“The premise of a feedback loop is simple:Provide people with information about theiractions in real time, then give them achance to change those actions, pushingthem toward better behaviors” Thomas Goetz, Wired Magazine, July 2011
Tools and testing• What tools and systems can be employed to modify behaviour and promote solid and consistent data entry and utilization?• Experiment „on myself‟, then my team, then consider what‟s relevant to improve community level performance• Examples: Rypple is a social performance platform built for teams to share goals, recognize great work, and help each other improve.• Being in new territory means translating seemingly non- relevant to highly useful.
Continuous Development• Better, and better and better• More training available outside of Housing First „system‟ to develop community of practice• More sharing of data analysis and generating a „feedback loop‟ at a community level.• Have a nerd on every team. Or make one.