Improving Shelter:Improving Shelter:

A Discussion for Organizational A Discussion for Organizational ChangeChange

Kay Moshier McDivitt

Lancaster County Coalition to End Homelessness

150 North Queen Street, Suite 610

Lancaster, PA 17603

kmcdivitt@co.lancaster.pa.us 1

Improving Shelter – Improving Shelter – Systems Perspective: Lancaster CountySystems Perspective: Lancaster County

1. Why the systems perspective

2. Steps in making it happen

3. System wide measurements

4. System wide tools

5. Results

6. Challenges

1. WHY THE SYSTEMS PERSPECTIVE1. WHY THE SYSTEMS PERSPECTIVE

Lancaster County Coalition to End Homelessness Core Focus

Manages and Manages and shelters shelters

homelessneshomelessnesss

Prevents, diverts and

rapidly re-houses

Prevents, diverts and

rapidly re-houses

Focus on shifting from a system that…

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 PERSPECTIVE1. 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 PERSPECTIVE1. 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 HAPPEN2. STEPS IN MAKING IT HAPPEN

Engaging the Providers to be Part of the Team

2. STEPS IN MAKING IT HAPPEN2. 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”

o Identify best practices and successeso How the “housing first” philosophy can work for

themo 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

1.Shorten the length of time households are homeless across the continuum

2.Develop standardized tools to:a. ensure positive housing outcomes

b. effectively measure outcomes and data

2. STEPS IN MAKING IT HAPPEN2. STEPS IN MAKING IT HAPPEN

System goals established:

1. 70% move to a permanent housing solution in shortest time possible with a standard 6 month maximum

2. Housing Plan is created within first 30 days of entering program

3. All programs will use standard tools to measure achievement of goal

3. SYSTEM WIDE MEASUREMENTS3. 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 TOOLS4. 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 TOOLS4. 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 RESULTS5. 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 RESULTS5. 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. CHALLENGES6. 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. CHALLENGES6. 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