FAIRFAX-FALLS CHURCH COMMUNITY Partnership to Prevent and End

FAIRFAX-FALLS CHURCH COMMUNITY Partnership to Prevent and End

FAIRFAX-FALLS CHURCH COMMUNITY Partnership to Prevent and End Homelessness BI-ANNUAL COC MEETING June 13 th 2019 | 1:30 3:30 PM Pennino, Room 206 AGENDA 1) System Performance Measures 2) Introductions & Agency Updates 3) Partnership Updates & Initiatives SYSTEM PERFORMANCE MEASURES MARCY THOMPSON | Principal, Homeless Services ICF | 9300 Lee Highway Fairfax VA 22931 icf.com icf.com System Performance Measures:

Why they Matter we are Marcy Thompson, Principal, Homeless Services [email protected] June 13, 2019 What is a System? Many parts Doing different things Working together Toward a common goal Purpose of System Performance Measures Ensure common understanding of system intent and goals, along with the projects that make up the CoCs system

Focus on measuring the cumulative impact of programs, not just their individual impact Help CoCs gauge their progress toward preventing and ending homelessness Identify areas for improvement Meet HEARTH requirements Setting Local Performance Targets HUD will use the system performance data to establish national targets Communities should use national targets as benchmarks for setting local targets HUD Local targets should take into account The nature of the local homeless population (e.g., prevalence of youth) Local priorities as CoCs implement system change Other unique local circumstances

HUD is not setting targets for subpopulations but communities should account for subpopulation types when setting targets CoCs National Targets Measures and Desired Outcomes Measure 1: Length of Time Persons Remain Homeless Measure 2: The Extent to which Persons who Exit Homelessness to Permanent Housing Destinations Return to Homelessness within 6, 12, and 24 Months Measure 3: Number of Homeless Persons Measure 4: Employment and Income Growth for Homeless Persons in CoC Program-funded Projects Measure 5: Number of Persons who Homeless for the First Time Measure 6: Homelessness Prevention and Housing Placement of Persons Defined by Category 3 of HUDs Homeless Definition in CoC Program-funded Projects Measure 7a: Successful Placement from Street Outreach Measure 7b: Successful Placement in or Retention of PH

System Performance in Context The performance measures are interrelated and, when analyzed relative to each other, provide a more complete picture of system performance Communities must begin to understand the full impact of decisions Some decisions are bandaid decisions that appear to fix a short-term issue but create other issues, whereas other decisions create overall better impacts the measures are intended to highlight some of this Where to Start? System Performance Improvement Briefs Data Quality and Analysis for System Performance Improvement Strategies for System Performance Improvement Stella! Focus on Data Quality The more you use data, the quality improves Use data for all decision-making

Start Peeling the Onion! SYSTEM PERFORMANCE MEASURE #3 Number of persons experiencing homelessness METRIC 3.1 CHANGE IN PIT COUNTS | METRIC 3.2 CHANGE IN ANNUAL COUNTS RARE BRIEF ONE TIME PIT COUNT 7% DECREASE BETWEEN 2016 & 2018 PIT & ANNUAL COUNTS Point-in-Time Count 3118 (Street Outreach, Emergency Shelter, & Transitional Housing)

3043 2808 ANNUAL COUNT 10% DECREASE BETWEEN 2016 & 2018 Annual Count (Emergency Shelter & Transitional Housing) 1059 2016 964 2017 987

2018 FEDERAL FISCAL YEAR: 10/01 09/30 SYSTEM PERFORMANCE MEASURE #5 First time homelessness METRIC 5.1 CHANGE IN THE # OF PERSONS IN ES+TH WITH NO PRIOR ENROLLMENTS IN HMIS RARE BRIEF ONE TIME FIRST TIME HOMELESS 7% DECREASE BETWEEN 2016 & 2018 FIRST TIME HOMELESSS Emergency Shelter & Transitional Housing 10% DECREASE

BETWEEN 2017 & 2018 1901 1838 1704 2016 2017 2018 FEDERAL FISCAL YEAR: 10/01 09/30 RARE BRIEF ONE TIME SYSTEM PERFORMANCE MEASURE #1 Length of time persons remain homeless

METRIC 1.1 EMERGENCY SHELTER NUMBER OF PERSONS SERVED AVERAGE LENGTH OF STAY (DAYS) 61 63 2016 2017 2831 2828 2016 2017

AVERAGE LENGTH OF STAY 14% INCREASE BETWEEN 2016 & 2018 NUMBER OF PERSONS SERVED 9% DECREASE BETWEEN 2016 & 2018 2573 71 2018 2018 INCLUDES HYPOTHERMIA

FEDERAL FISCAL YEAR: 10/01 09/30 RARE BRIEF ONE TIME SYSTEM PERFORMANCE MEASURE #7 Exits to permanent housing METRIC 7B.1 CHANGE IN PERSONS EXITING TO PERMANENT HOUSING PERMANENT HOUSING RETENTION 5% INCREASE BETWEEN PERCENT EXITING TO PERMANENT HOUSING Exiting from Permanent Housing (excluding Rapid Rehousing) OR retaining permanent housing Exiting from Emergency Shelter, Transitional Housing, & Rapid Rehousing

Exiting from Street Outreach 2017 & 2018 ES + TH + RRH TO PERMANENT 2% DECREASE BETWEEN 96% 92% 97% 2017 & 2018 STREET OUTREACH TO PERMANENT NO CHANGE BETWEEN 2017 & 2018 45% 39%

2016 48% 44% 33% 33% 2017 2018 FEDERAL FISCAL YEAR: 10/01 09/30 INTRODUCTIONS & AGENCY UPDATES PARTNERSHIP UPDATES & INITIATIVES FUNDING POLICY

DATA NEW & UPCOMING 2019 HUD CoC Program Competition Coordinated Entry One Fairfax Homeless Services Racial Equity Work HMIS Super Users Steering Committee Built for Zero Baileys Shelter & Supportive Housing Training Curriculum Artemis House Expansion

HMIS SUPER USERS COMMITTEE STRUCTURE Data Analytics SUBCOMMITTEE Data Quality SUBCOMMITTEE HMIS Super User Training (End User) COMMITTEE SUBCOMMITTEE System Administration SUBCOMMITTEE

INNOVATE - COLLABORATE - ACT HMIS SUPER USERS STEERING COMMITTEE PURPOSE GOALS & OBJECTIVES MEMBERS Liaison between Super Users and CoC Advisory body Give strategic direction to the subcommittees, their projects and partner agency workflows Consider subcommittee work to comply with CoC standards Commit to transparency Report out to Super User community Make recommendations, decisions and

inquiries Address questions from subcommittees Relay updates from OPEH Team on the HMIS Product Monitor progress Assign Super User community projects Communicates to CoC through Super Users AGENCY STAFF SUBCOMMITTEE FACETS Maria Avila Data Quality Health

Department Karen Wood Data Analytics New Hope Housing Candice Stancil Training PRS Charlene Williams Training Shelter House

Jessamyn Ayers System Admin OPEH Nikki Thomas-Campbell Tammy Waitsman Saffie Barrie HMIS SUBCOMMITTEES ROLES DATA ANALYTICS Develop knowledge of existing reports & data from the past five years Create documentation related to data analytics Make recommendations for modifications to data collection Design and test report

enhancements DATA QUALITY SYSTEM ADMINISTRATION Oversee completeness and accuracy of DQ for the CoC Encourage CoC participation in DQ Assess current DQ process and evaluate its effectiveness Target DQ issues for improvement and monitor CoCs progress across all agencies Ensure adherence to privacy and security standards Uphold standards protecting client rights Maintain compliance with

HUD Data Standards and HMIS configuration Evaluate and implement changes to Service Point module configuration TRAINING Assess and evaluate current training processes Assess and determine CoC HMIS training needs Set training objectives Establish and maintain CoC core and user curriculum Monitor training process HMIS SUBCOMMITTEES NEXT STEPS DATA ANALYTICS DATA QUALITY

SYSTEM ADMINISTRATION TRAINING Focus on the discovery, interpretation, and communication of meaningful statistics and patterns to facilitate informed decisions within the CoC Drive HUD & CoC data standards to expand accuracy of communitys data quality Introduce recertification process for all Super Users to complete by December & define project workflows to shape new HMIS product development Unveil pre- and post-curriculum

End User training by the late summer BUILT FOR ZERO BUILT FOR ZERO BY-NAME LIST REDUCE TO ZERO ZERO FOR ALL Achieve comprehensive, real-time, by-name list of all singles Drive monthly reductions in your actively homeless number Sustain your gains while expanding to new populations

WHAT MAKES A BY-NAME LIST QUALITY? Weve developed a 10-point scorecard that helps communities assess the quality and real-time nature of their by-name lists. The scorecard assesses broadly for three elements. FULL COVERAGE All agencies and programs are represented List includes people sleeping in shelters and on the streets IMPROVED SYSTEMS List is updated monthly, at a minimum As peoples housing status changes, those changes are reflected on the list RESOURCE ADVOCACY Each person has a file that includes their name, history, health and housing needs Each person can be followed through the system to ensure they get the help they need BUILT FOR ZERO Fairfax officially signed on in October 2018 for a one-year commitment with an opportunity to renew in October 2019 3 Learning Sessions with 3 Action Cycles Individualized coaching from Community Solutions staff on how to drive improvements and get results

First official BFZ Workgroup on 6/12 to build consensus on next steps Partnership with Kaiser Permanente awarded to Fairfax along with select communities throughout the country BAILEYS SHELTER & SUPPORTIVE HOUSING BAILEYS SHELTER & SUPPORTIVE HOUSING BAILEYS SHELTER & SUPPORTIVE HOUSING DEVELOPMENT PROCESS & SCHEDULE Site Acquisition September 2016 Program/Concept Design August January 2017 Zoning/Land Use Actions November 2016 July 2017 Design Development March May 2017 Construction Document/Permits Summer Fall 2017 Bidding /Contract Award Fall 2017 Construction

Spring 2018 Summer 2019 Occupancy Late Fall 2019 BAILEYS SHELTER & SUPPORTIVE HOUSING BUILDING PROGRAM AND FUNDING PROGRAM Approximately 21,000 SF, 3 story building including a full cellar Replacement facility for the existing Baileys Crossroads Community Shelter 52 emergency shelter beds including 4 medical respite beds 18 Permanent Supportive Housing units Outdoor areas including parking and a sunken plaza/courtyard FUNDING Project funding approved as part of the 2016 Bond Referendum First of four emergency shelters to be replaced/renovated through the bond, the others being the Eleanor Kennedy Community Shelter in South County, the Embry Rucker Community Shelter in North County, and the Patrick Henry Family Shelter in Falls Church BAILEYS SHELTER & SUPPORTIVE HOUSING MORE DETAILS Currently operated by New Hope Housing Each shelter room will have its own private bathroom/shower and there will be communal

bathroom/shower space on the cellar level Increased meeting and gathering space for shelter clients, including a large Activity Room and an outdoor sunken plaza on the cellar level, a Multi-Purpose Room on the first floor, and private Interview Rooms on both New Medical Respite Program beds, nearly doubling the current program size Dedicated space for the Community Services Board and Health Department 18 Personal Living Quarters (PLQ) on the second and third floors, with two ADA accessible units Common space available on both PLQ floors with access to internet and cable, as well as outdoor balcony space PARTNERSHIP UPDATES & INITIATIVES FUNDING POLICY DATA NEW & UPCOMING 2019 HUD CoC Program Competition

Coordinated Entry One Fairfax Homeless Services Racial Equity Work HMIS Super Users Steering Committee Built for Zero Baileys Shelter & Supportive Housing Training Curriculum Artemis House Expansion FAIRFAX-FALLS CHURCH COMMUNITY Partnership to Prevent and End Homelessness THOUGHTS, QUESTIONS, OR IDEAS ABOUT COC MEETINGS?

JAMIE ERGAS, MSW, LSW Continuum of Care Manager Office to Prevent and End Homelessness Direct: 703-324-3240 Cell: 703-223-2003 [email protected]

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