2.5 Kay Moshier McDivitt


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2.5 Kay Moshier McDivitt

  1. 1. Shifting Gears Options for Transitional Housing <ul><li>Kay Moshier McDivitt </li></ul><ul><li>Lancaster County Coalition to End Homelessness </li></ul><ul><li>150 North Queen Street, Suite 610 </li></ul><ul><li>Lancaster, PA 17603 </li></ul><ul><li>717-735-8485 </li></ul><ul><li>[email_address] </li></ul>1
  2. 2. Lancaster County Journey <ul><ul><li>2004 : United Way partnered with ICH to conduct community impact study on “Housing and Homelessness” </li></ul></ul><ul><ul><li>2005 : United Way issues the “Community Impact Report on Housing and Homelessness in Lancaster” </li></ul></ul><ul><ul><ul><li>Established the framework for the 10 Year Plan to End Homelessness </li></ul></ul></ul><ul><ul><ul><li>System Shift with a “housing first/rapid rehousing” philosophy </li></ul></ul></ul><ul><ul><li>2008 : “Heading Home Plan” (10 year plan) released </li></ul></ul><ul><ul><li>2009 : Lancaster County Coalition to End Homelessness Established </li></ul></ul>
  3. 3. A New Approach The System Shift for Lancaster County PREVIOUS MODEL Service system that manages & shelters those experiencing homelessness NEW APPROACH <ul><li>System of: </li></ul><ul><li>Prevention </li></ul><ul><li>Diversion </li></ul><ul><li>Rapid re-housing </li></ul><ul><li>Permanent Housing </li></ul>Lancaster County Coalition to End Homelessness Vision: To reorient the service system from one that shelters and manages homelessness to a housing first course of action that ends chronic and all types of homelessness through prevention, diversion and rapid rehousing.
  4. 4. Shifting Gears – Options for Transitional Housing Lancaster Co. PA’s Journey <ul><li>Defining the Emergency and Transitional Shelter System: “ Through coordinated and integrated services with standard measures of success and best practices for all providers of transitional housing, Lancaster County will reduce the length of stay the individuals and families spend in transitional housing and increase the number of individuals and families rapidly moved to permanent housing .” </li></ul>4
  5. 5. Shifting Gears – Options for Transitional Housing Lancaster Co. PA’s Journey <ul><li>System Wide Benchmark Established 2009 to reduce the length of stay </li></ul><ul><li>70% of all households in Transitional Housing will move to a permanent housing placement in less than 6 months </li></ul><ul><li>TH providers involved in establishing the benchmark </li></ul>5
  6. 6. Lancaster County Experience (where our journey took us) Shortened Length of Stay to Permanent Housing <ul><ul><li>2005 </li></ul></ul><ul><ul><ul><li>54 Room Long Term Transitional Housing Program with mandated minimum of 6 months intensive program services </li></ul></ul></ul><ul><ul><ul><li>Length of stay up to 2 years with 35% “graduation” rate </li></ul></ul></ul><ul><ul><li>Current </li></ul></ul><ul><ul><ul><li>Transitioned to a “rapid exit” model </li></ul></ul></ul><ul><ul><ul><ul><li>Average length of stay from 12+ months to 105 days </li></ul></ul></ul></ul><ul><ul><ul><li>Length of stay not program or participation driven </li></ul></ul></ul><ul><ul><ul><li>Determined by individual housing plan to find permanent housing, not by program “requirements” </li></ul></ul></ul><ul><ul><ul><li>Developed service partnerships to provide the supportive services and housing stabilization services </li></ul></ul></ul><ul><ul><ul><li>Less dependence on the program </li></ul></ul></ul>6
  7. 7. Strategic Planning Process (but don’t take too long) <ul><li>Identifies possible options </li></ul><ul><ul><ul><li>Model type, target populations, staffing configurations, partnerships, merging </li></ul></ul></ul><ul><li>Identifies issues to be considered </li></ul><ul><ul><ul><li>barriers and solutions, staff, board and funding concerns, population served, new outcome measurements </li></ul></ul></ul><ul><li>Identifies questions you want answered </li></ul><ul><ul><ul><li>Feasibility, community buy-in, where we get the housing </li></ul></ul></ul><ul><li>Identifies a final recommendation and an implementation plan </li></ul><ul><ul><ul><li>How to “roll out” the conversion </li></ul></ul></ul>7
  8. 8. Shifting Gears Strategic Planning Process <ul><ul><li>The vision drives the process </li></ul></ul><ul><ul><li>Set clear steps and goals </li></ul></ul><ul><ul><li>Evaluate your current program </li></ul></ul><ul><ul><ul><li>Analyze your research and data </li></ul></ul></ul><ul><ul><ul><li>Final Goal: Identify the model/blueprint for your rapid exit approach </li></ul></ul></ul>8
  9. 9. Evaluate the program: What we found <ul><li>“ Program” requirements created barriers </li></ul><ul><li>Many households exited for non participation with mandatory services </li></ul><ul><li>Trying to be “all” to “all issues” </li></ul><ul><li>Creating a “cycle of dependency” </li></ul><ul><ul><li>Folks asking to come back even after program completion to access services </li></ul></ul>9
  10. 10. Create the Vision <ul><li>The result we want is: </li></ul><ul><li>Successful move to a permanent solution in the shortest amount of time with households connected to resources and services that can support them outside the facility </li></ul>10
  11. 11. Shifting Gears “Rethinking and Redefining” <ul><li>Switch from a “housing readiness” approach to “rapid exit” approach </li></ul><ul><li>Shift from “what you need to do to stay here successfully” to “what you need to leave here quickly and successfully” </li></ul><ul><li>Role of staff shifts to focus on immediate housing plan to engage participants in finding housing and wrap around services for permanent housing </li></ul><ul><li>Redefining of “who we are” and “how we do business”-a paradigm shift </li></ul>11
  12. 12. Shifting Gears Create the conversion model <ul><ul><li>Incorporate the “Rapid Exit Approach” into your mission statement </li></ul></ul><ul><ul><li>Proposed organizational structure </li></ul></ul><ul><ul><li>Develop a program flow chart </li></ul></ul><ul><ul><li>Identify staffing and training needs </li></ul></ul><ul><ul><li>Identify the community partnerships, collaborations and resources needed </li></ul></ul><ul><ul><li>Proposed budget/funding adjustments </li></ul></ul><ul><ul><li>Develop a clear communication plan </li></ul></ul>12
  13. 13. Rethinking Your Program Implementation And Evaluation Plan <ul><li>Identify clear targets for implementation </li></ul><ul><li>Plan and schedule necessary training </li></ul><ul><li>Meet with identified service providers </li></ul><ul><ul><li>MOU’s identify role and responsibility of each providers </li></ul></ul><ul><li>Develop a plan to shift organizational culture </li></ul><ul><li>Develop clear communication plan </li></ul><ul><li>Set outcome targets with quarterly reviews, adjust program accordingly (# housed, shorten length of stay, # retaining housing) </li></ul>13
  14. 14. Shifting Gears Staff Preparation <ul><li>Reframe “change” as a move to “new opportunities” </li></ul><ul><li>Focus on “moving folks to housing more quickly” </li></ul><ul><li>Have a small “forum” for staff </li></ul><ul><ul><li>Bring peers in from other organizations that have transitioned to a Rapid Exit approach </li></ul></ul><ul><ul><li>Allow opportunities for open dialogue </li></ul></ul><ul><li>Map out the Rapid Exit strategy and how it will work in your program (process mapping) </li></ul><ul><li>Deliver the message that this is the direction your organization going </li></ul>14
  15. 15. Shifting Gears Consumer shift <ul><li>Key Concepts </li></ul><ul><ul><li>Give a sense of urgency when clients walk in the door </li></ul></ul><ul><ul><li>Focus on moving out instead of moving in </li></ul></ul><ul><ul><li>Offer training/groups that directly correlate to obtaining and maintaining housing </li></ul></ul><ul><ul><li>Set firm boundaries and make them clear up front </li></ul></ul><ul><ul><li>Give them realistic housing options </li></ul></ul>15
  16. 16. Shifting Gears Partnerships-Key Elements <ul><li>Identify the housing stabilization services to leverage </li></ul><ul><ul><li>types of services currently provided in the program (budgeting, parenting, mental health, d&a, employment skills, life skills,) that can be “wrapped around” </li></ul></ul><ul><li>Where will we get the housing </li></ul><ul><ul><li>Who has experience in housing procurement </li></ul></ul><ul><ul><li>Landlord engagement </li></ul></ul><ul><ul><li>Faith community </li></ul></ul><ul><li>Collaborate with other “rapid exit” proponents in the community </li></ul><ul><li>Less dependence on the program </li></ul>16
  17. 17. Lancaster Experience It Works! <ul><li>Redefined length of stay, immediate focus on permanent housing plan </li></ul><ul><li>Service provision is through external sources rather than internal staff </li></ul><ul><li>Redefined staff role to housing locators, supportive service coordinators, housing stabilizers </li></ul><ul><li>Outcomes and indicators focus on moving to permanent affordable housing </li></ul><ul><li>Established community partnerships </li></ul><ul><li>Development of landlord partnerships </li></ul>17
  18. 18. Where our shift took us 2010 Results <ul><li>72% of households in the Transitional Living Center moved to permanent leased housing in an average of 105 days </li></ul><ul><li>94% maintained permanent housing for six months </li></ul><ul><li>82% for a year </li></ul>18
  19. 19. Shifting Gears Providers Pondering <ul><li>Are only persons who have no safe, appropriate, alternative housing option being admitted to our shelter/program ? </li></ul><ul><li>Do residents stay homeless for shorter periods of time by quickly moving to permanent housing? </li></ul><ul><li>Are residents being successfully connected to community-based supports to help them maintain their permanent housing? </li></ul><ul><li>Are repeat occurrences of homelessness for residents avoided or declining? </li></ul>19
  20. 20. Shifting Gears What is your vision? <ul><li>Reduce the average length of stay </li></ul><ul><ul><li>(start with 10% reduction) </li></ul></ul><ul><li>Re-think the supportive services provided </li></ul><ul><ul><li>Prevention Assistance </li></ul></ul><ul><ul><li>Housing stabilization services for re-housing or prevention </li></ul></ul><ul><li>Shift the role of staff </li></ul><ul><ul><li>Housing Locators/Housing Stabilizers </li></ul></ul><ul><ul><li>Supportive Service Coordinators </li></ul></ul><ul><li>Use of facilities </li></ul><ul><ul><li>Permanent housing model? </li></ul></ul><ul><ul><li>Transition in place models </li></ul></ul>
  21. 21. HEARTH Alignment Next Steps <ul><li>1. Who are the change agents in you will connect with as you make this transition to a rapid rehousing approach? </li></ul><ul><ul><ul><ul><li>In your organization? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>On your board? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>In the business and/or funding community? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>In the provider community? </li></ul></ul></ul></ul><ul><li>2. What funding sources are likely to be at risk in your transition?  What other funding streams can you tap into? </li></ul><ul><li>3. What are 2 critical things that will need to change (that are in your control) to make this shift? </li></ul><ul><ul><ul><ul><li>One “stop-doing” item </li></ul></ul></ul></ul><ul><ul><ul><ul><li>One “start-doing” item </li></ul></ul></ul></ul><ul><li>4. What is one activity or asset that your organization currently does/has that can be leveraged in this transition? </li></ul>
  22. 22. Final Thoughts <ul><li>Re-defining the role of your transitional housing program requires a culture that embraces change </li></ul><ul><li>No housing plan is the same </li></ul><ul><li>Clear vision and goals are imperative </li></ul><ul><li>Community involvement is key to success </li></ul><ul><li>Prepare a communication plan </li></ul><ul><li>Evaluate and adjust </li></ul><ul><li>Be prepared for challenges: Change can be slow </li></ul><ul><li>Build on successes: celebrate small victories </li></ul><ul><li>Remember, “its not the letting go that hurts, it’s the holding on”. </li></ul>22
  23. 23. <ul><li>Thank You </li></ul>23