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 	 5.9 What Does “Improving Shelter” Look Like? A Discussion for Organizational Change (McDivitt)
 

5.9 What Does “Improving Shelter” Look Like? A Discussion for Organizational Change (McDivitt)

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This workshop will explore what it means to improve shelter in the context of two critical areas; (1) measuring length of stay and using that data to improve the program; and (2) quality and ...

This workshop will explore what it means to improve shelter in the context of two critical areas; (1) measuring length of stay and using that data to improve the program; and (2) quality and effectiveness of the services offered in shelter and the degree to which they are focused on preparing clients for housing.

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     	 5.9 What Does “Improving Shelter” Look Like? A Discussion for Organizational Change (McDivitt) 5.9 What Does “Improving Shelter” Look Like? A Discussion for Organizational Change (McDivitt) Presentation Transcript

    • Improving Shelter:
      • A Discussion for Organizational Change
      • Kay Moshier McDivitt
      • Lancaster County Coalition to End Homelessness
      • 150 North Queen Street, Suite 610
      • Lancaster, PA 17603
      • [email_address]
    • Improving Shelter – Systems Perspective: Lancaster County
      • Why the systems perspective
      • Steps in making it happen
      • System wide measurements
      • System wide tools
      • Results
      • Challenges
    • 1. WHY THE SYSTEMS PERSPECTIVE
      • Lancaster County Coalition to End Homelessness Core Focus
        • Focus on shifting from a system that…
      Manages and shelters homelessness Prevents, diverts and rapidly re-houses
      • Survey of all shelter providers:
        • Philosophical differences regarding what the core focus meant
        • Little consistency in goals, outcomes and standards of measurement
        • Only 3 out of 26 interviewed used an assessment that included specifics on housing needs (rental history, landlord references, credit repair etc.)
      1. WHY THE SYSTEMS PERSPECTIVE
      • Providers often work as “silos”, some collaboration but not much partnering
      • Recognized need to create a connection between the system focus and practice for service providers/organizations
      • Understand what happens to households across our continuum
      • To truly improve shelter, necessary to have “system wide” success
      1. WHY THE SYSTEMS PERSPECTIVE
        • STEP ONE : Fully engage providers
        • Created “action team” to “Define role of Transitional Shelter/Housing”
        • Goal: Inclusive membership of providers
          • Emergency and Transitional Providers
          • Includes board members, executive directors, direct service staff, other community member
          • Co-chaired by a local business leader and a provider
      2. STEPS IN MAKING IT HAPPEN
      • Engaging the Providers to be Part of the Team
      2. STEPS IN MAKING IT HAPPEN
      • Use of “influencers”
      • One on one meetings
        • Where we are headed as a coalition
        • How they can help in the “shift”
        • Getting a “buy in”
          • Identify best practices and successes
          • How the “housing first” philosophy can work for them
          • How to shift from “what residents need to do to stay here successfully” to “what do participants need to do to leave here successfully”
      • STEP TWO: Setting System Goals
        • Training in best practice model
          • Local success in implementing a “housing focused” model
        • Find Commonalities (language, goals)
        • Collaborative Goals Set by Team
          • Shorten the length of time households are homeless across the continuum
          • Develop standardized tools to:
              • ensure positive housing outcomes
              • effectively measure outcomes and data
      2. STEPS IN MAKING IT HAPPEN
      • System goals established:
          • 70% move to a permanent housing solution in shortest time possible with a standard 6 month maximum
          • Housing Plan is created within first 30 days of entering program
          • All programs will use standard tools to measure achievement of goal
      3. SYSTEM WIDE MEASUREMENTS
      • Standardized Outcome Report
        • Basic data easily obtained from HMIS/data system
        • Creates standard accountability to the LCCEH Leadership Council
        • Funders utilize data to make funding decisions
      4. SYSTEM WIDE TOOLS
      • Standardized Housing Plan - Key elements
        • Housing History
        • Credit History
        • Identification of Housing References
        • Housing Checklist -Targeted Housing Goals
            • Location
            • Type
            • Resources
      4. SYSTEM WIDE TOOLS
      • Success of one organization can mobilize another to adopt successful service delivery models
      • Openness to training on best practice models
      5. SYSTEM WIDE RESULTS
      • Shift from a focus of “what you need to do to stay here successfully” to “what you need to do to leave here successfully”
      • Creates a paradigm shift in programming
      • One program reduced length of stay from 1.2 yrs to 3.4 months with 75% housing placement
      • Paradigm Shift for Organizations
        • Shift from “what residents need to do to stay here successfully” to “what do participants need to do to leave here successfully
        • Focus on leveraging of external services/providers to wrap services around household when exiting
        • All goals lead back to the goal of shortest time possible
        • Creative permanent housing solutions
        • Increased partnerships and collaborations means increased outcomes for those experiencing homelessness
      5. SYSTEM WIDE RESULTS
      • Breaking down the “turf” barriers
      • Shift from view of “competition” to view of “partnership”
      • Transparency can increase sense of “vulnerability” for providers
      • Challenges the feeling of “calling” particularly among faith based providers
      • Engaging those providers who get no federal/local funding
      • Emptying beds as quickly as possible and diverting households challenges financial stability and future role/stability of shelter providers
      6. CHALLENGES
      • Keep reminding ourselves of our common goal – to end homelessness
      • Good communication among team members and leadership structure
      • Targeted plan to communicate system tools and strategies to providers
      • Offer ongoing training opportunities to learn what's new and best practices from other communities
      • Open forum for sharing concerns and as a team strategize for what future may hold
      6. CHALLENGES
      • Improving shelter results in positive housing outcomes for those experiencing homelessness in our communities
      • Stay focused on the goal…a positive housing outcome in the shortest time
      • Partnerships have long lasting results for our communities and our families
    •