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BRIDGING THE GAP:SILOS TO SYSTEMS
Catholic Charities of the Diocese of Santa Rosa
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San Francisco, CA
C.C.U.S.A. Annual Gathering 2013
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Introductions & Icebreaker
JennielynnHolmes:ProgramDirector of
Shelter andHousingPrograms
BrendanWard, MSW:
OperationsManager
ICEBREAKER
Look at the pictures of various bridges atyour table. Pick the picture that you feelexemplifies your agencys current service
structure.
Introduce yourself in small groupsincluding the following information:
Name Agency Position Why you chose this Bridge
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Learning Objectives
Share practical ways and replicable techniques to beinnovative and creative while being held back bybudgetary and grant restraints
Breaking down silos and creating systems
Low-cost and effective ways to engage the community
Strategies for embracing outcomes, social return oninvestment, using evidence based practices, etc.
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Presentation Outline
Background: Overview of CCDSR & Homelessnessin Sonoma County
Where We Were: Silos of Care
Where We Are: Systems of Care
How We Got Here: Transformation through
Transparency & Creative Programming
Discussion/Q&A
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Catholic Charities of the Diocese of SantaRosa & Homelessness in Sonoma County
Background/Overview
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Background/Overview
Catholic Charities Diocese of Santa Rosa(C.C.D.S.R.)
Budget ($7.6M)
Mission: Reach out to those most in need, offer hopethrough service, and build better communities
Counties of Service: Sonoma, Napa, Lake, Humboldt,Mendocino, and Del Norte
3 areas of impact: Care for Seniors, Counsel Immigrants,and Challenge Poverty
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Background/Overview:Homelessness in Sonoma County
Point in Time (PIT) Count 4,280 persons experiencing homelessness 77% were unsheltered, 23% were sheltered 67% reported at least one medical condition Estimate 9,749 persons experiencing homelessness
annually 1,148 chronically homeless individuals (27% of total
PIT population; only 10% were sheltered) 1,128 unaccompanied homeless children and
transition age youth and 282 accompanied homelesschildren and transition age youth in families (33% oftotal PIT population)
400 Homeless Veterans (only 14% sheltered)
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Background/Overview
Overall therewas a 6%decrease inhomelessnessbetween 2011
and 2013 inSonomaCounty
2009 2011 2013
3247
4539
4280
Point in Time (PIT) Population
PIT Population
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Background/Overview
Overall therewas a 22%decrease inhomelessness
ANNUALLY
between 2011and 2013 inSonomaCounty
2009 2011 2013
7883
12565
9749
Annual Estimation of HomelessPopulation
PIT Population
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Shelter & Housing Programs
Front Door ofSystem
Street Outreach
Day Drop-in Center
Services include showers, communityreferrals, mail, laundry, phone use,and case management
Serves 2,000 unduplicated people
every yearCoordinated Intake and Assessment
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Shelter & Housing Programs
ShelterPrograms
Family Support Center: 138 bedshelter for homeless families
Sam Jones Hall: 120 bed shelterfor single adults
Nightingale Shelter: 13 bedmedical respite shelter
Community Turning Point: 3residential treatment beds
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Shelter & Housing Programs
CaseManagement
Bridging the Gap: StandardizedCase Management Philosophy ofCare
Individual Opportunity Plans
Successful Exit Planning
Relapse Prevention
Health and Wellness Assessments/Plans
Savings Programs
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Shelter & Housing Programs
HousingPrograms
Rapid Re-Housing Pilot Project
Transitional Housing
Permanent Supportive Housing Burbank Housing Partnership
Master-Lease
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Shelter & Housing Programs
StabilizationServices
Coach 2 Career Multi-faceted Employment Readiness Program
Placed 584 homeless people into work within last 3.5years
76% of participants who graduate class find
employment with in 6 months Housing Counseling
Rent4Home
Credit Counseling
First Time Homebuyer Counseling
Other Services Triple P (Positive Parenting Program)
BRIDGES After-School & Summer Program
Stabilization Workshops
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Silos of Care
Where We Were
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Silos of Care
Single Adults
Nightingale
Sam Jones
HomelessServicesCenter
Families
Housing
FamilySupportCenter
Case
Mgt. &SupportServices
Silo #1 Silo #2
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Silos of Care: Opposing Ideas
1. Different
Managers2. DifferentPhilosophies
3. Different
Training
4. Different
Systems5. DifferentProtocols
6. Different
Points of Entry
SingleAdults:2HotsandaCot
Families:Support
iveLongTerm
Solutions
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The Ultimate Result
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Silos of Care: Negative Effects
Lack of CommunityPartners
Negative brand
Multiple Points of Entry
Clients had to startover when enteringone of the silos of care
Inconsistency with staff
Varying degrees ofprotocols and systems
Lack of Transparency
Two extremely differentphilosophies of care forclients
Referral Partners and
Clients found it difficultto navigate system
Inefficiencies ofworkflow
Lack of economies ofscale
Internal & ExternalCommunication Issues
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Systems of Care
Where We Are
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Where We Are
New AgencyCulture
New Agency Culture:
The business and social environment
we operate in has changed. Whatworked yesterday may not work today,and will likely not work tomorrow. Tothrive we must incorporate new ways
of thinking and embrace newpractices.
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Where We Are
In March 2012 we created one consolidatedsystem of care which included the followingchanges:
One Management StructureA Standardized Philosophy of Care
Standardized Policies and Procedures
Transparency for Community Stakeholders
Strategic Vision
Feedback Loops
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From Silo to System
Single Adults
Nightingale
Sam Jones
HomelessServicesCenter
Families
Housing
FamilySupportCenter
Case Mgt.& SupportServices
Silo #1 Silo #2
Silo: Cylindrical Structure
System: Coordinated Body
ParticipantCentered
Care
StreetOutreach
HomelessServicesCenter
FamilySupportCenter
NightingaleSam Jones
Hall
Case Mgt.& SupportServices
Housing
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System of Care
Outreach &Engagement
CentralizedIntake & Triage
Shelter/HousingPlacement
CaseManagement &
Support Services
After-Care
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Transformation through Transparency &Creative Programming
How Did We Get There?
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How Did We Get There?
Asked ourselves tough questions:
How do we move from managing homelessness to
solving it?
How do we strengthen credibility within ourcommunity and achieve our mission?
How do we remain competitive for funding?
How do we know we are making an impact
(outcomes, social return on investment)?
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The Transition
Where we were The Transition
Process
Where we are
now
Case Studies
Lack of Systems &
minimal services
with silos of care
Poor Perception
among partners
Lack of measuring
impact (losing
funding)
Performance and
Quality
Improvement
Strategic Plan
Consolidation of
Programs (re-
organization)
Vision Board
Transition Plans
Power of theCouch
Transparency with
Community
Stakeholders
Standardized Care
for Shelter &
Housing
Department
Feedback Loops
Engagement
Opportunities for
participants &
staff
Operations Plans Evidence Based
Practices (Triple P,
Seeking Safety)
Nightingale
Avoidable Days
Report
Street Outreach
Program
C S
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Case Study: Nightingale MedicalRespite Shelter
Before Transition After Transition
5 bed shelter Non-funded program Hospitals unsure what
the referral processwas and found itdifficult to navigate
Shelter of last resort No Social Return on
Investment
13 bed shelter co-locatedwith local free health
center Fully-funded program
through Social Return onInvestment
Standardized Processes
Centralized Intake Transparency and
Outcomes available tofunders
C S d Ni h i l M di l
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Case Study: Nightingale MedicalRespite Shelter
SocialReturn onInvestment:By being ableto show howmuch money
we weresaving thelocalhospitals andcommunitywe were ableto truly showthe impact ofthe programand fully fundtheoperations.
Hospital Total AvoidableHospital Days
Total CostSavings
Kaiser 235 $940,000
Sutter 797 $3,188,000
Memorial 1,947 $7,788,000
SRCHC 445 $1,780,000
Palm Drive 196 $784,000Other 432 $1,728,000
TOTAL 4052 $16,208,000
C S S O
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Case Study: Street OutreachProgram
Saw a gap in service within the community aswell as within our own system of care
Had limited financial resources
Had strategic discussions on how we could fillthis gap while continuing to be fiscally andsystematically appropriate
C St d St t O t h
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Case Study: Street OutreachProgram
CreativeProgrammingallowed us toimplementthis programto fill a gap in
service withlittle costsandmaximizedthe use ofvolunteersallowing us tocontinue to
re-build ourperception inthecommunity
Formed a Homeless Outreach Committee ofstaff, board members, and volunteers
Researched national best practices andcreated training manual
Began in November 2012 and have helpedserve over 1,000 people living on the street
Has also become a big donor cultivation andcommunity involvement opportunity
Embraced new philosophy of care:
eye contact, saying a few words, or smiling canreaffirm the humanity of a person at a time whenhomelessness seems to have stripped it away.
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Lessons Learned
Transparency is paramount Follow-through with promises Create tools that help explain programs, plans,
and progress to the public Data will set you free! Create feedback opportunities and involve your
staff, community, and most importantly yourclients
Dont try to re-invent the wheel: Researchprograms and see what your neighbors are doing Collective Impact
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Discussion Questions
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Housing First
Where We Are Going
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Why Housing First
Evidence-Based Housing is a Fundamental Right: Alternative to
Housing Ready Remove Barriers to housing to stabilize and help
participants truly address the root cause of theirhousing crisis
Cost Efficient In Alameda County (CA), the cost of a successful exit
from Rapid Rehousing was $2800 in comparison to$25,000 for a successful exit from TransitionalHousing and $10,714 for a successful exit fromEmergency Shelter
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New Projects: FY 2013-2014
$690,000 ESG grant for implementation ofHomelessness Prevention, Diversion and RapidRe-Housing
$90,000 Continuum of Care grant forimplementation of pilot Permanent SupportiveHousing project for the most chronically homelessin Sonoma County
$150,000 Community Connector project in
partnership with local hospital to target servicesfor the 150 frequent users of the emergency room
$150,000 Health and Wellness ProgramImplementation
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Jennielynn Holmes: Program Director
707-542-5426;[email protected]
Brendan Ward, MSW: Operations Manager
707-542-5426; [email protected]
Questions
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