DENVER S ROAD HOME PEAK PERFORMANCE MARCH 20, PERFORMANCE REVIEW 2015 INNOVATION PLANNING

Transcription

1 DENVER S ROAD HOME PEAK PERFORMANCE MARCH 20, PERFORMANCE REVIEW 2015 INNOVATION PLANNING 1

2 Strategic Plan Overview Mission: Denver s Road Home is the City and County of Denver s ten year initiative to end homelessness. We are committed to working to ensure that every homeless man, woman and child has a safe alternative to living on the streets. We will accomplish this by building an effective homeless care system for individuals and families experiencing homelessness that is seamless, coordinated, and linked to comprehensive services. Strategy 1: Housing Strategy 2: Supportive Services Strategy 3:.Prevention Strategy 4: Organizational Sustainability Tactic: Convene stakeholders to discuss and plan movement from shelter system to transitional to permanent housing. Tactic: Develop a Coordinated Entry and Common Assessment System to focus housing resources on the most vulnerable and needy populations. Tactic: Promote new service delivery models utilizing the Request for Proposal and contract award processes to generate new service models. Tactic : Encourage more collaborative partnership structures among provider groups to ensure more seamless service delivery to those we serve. Tactic : Prevent newly homeless from a chronic or long-term homeless situation Tactic :Provide referrals for financial empowerment center counseling at workforce development training and when eviction/rental assistance is provided. Tactic: Engage in discussions to identify a dedicated funding source for DRH. Encourage service provider partners to develop additional funding streams. Tactic : Streamline service delivery with contract review and Request for Proposal criteria. Tactic: Commit to growing a case management continuum that encourages wrap around services at each step in service delivery. Tactic : Work with the applicable agencies to develop a consistent discharge strategy across systems such as foster care, criminal justice. Tactic: Identify housing needs for special populations (families with children, veterans, seniors, LGBT. disabled., unaccompanied women and youth) Tactic : Expand behavioral treatment services in two phases add 2 behavioral health navigators to DSOC; create linkages to state funded mental health centers. Tactic: Continue to develop diversion and intervention services for improved behavioral health and substance abuse treatment. Tactic :Increase case management support for those individuals currently housed Tactic : Focus advocacy in the prevention arena on education, awareness and outreach particularly among homeless DPS student families. Tactic: Advocate for food security policy to help at risk populations by having access to food assistance benefits. Tactic : Promote phased /extended transition timelines for TANF recipient funds as previously homeless individuals gain self-sufficiency. Tactic: Reinvigorate grant development capacity within DRH with additional FTE or professional services contract s Tactic: Develop data analysis and evaluation capability internal to DRH Sustainability Safety Net Jobs Customer Experience Youth 2

3 Mission-Level Outcome Metrics Housing Measure Goal Status Progress TYP number of low income (0-30%) housing opportunities % of needed shelter beds 1227 (70%) 1421 (82%) 1734 ( 100%) Number exiting homelessness--fshi Number housed through DSOC Status Colors: Meets or exceeds standard Within 10% of standard Not meeting standard Progress Arrows: Making positive progress Making negative progress 3

4 Transitional/Long-Term Total Numbers Served through DRH Contracts for Transitional Housing and Long-Term Shelter Adults Served in Long-Term Shelter Projected 2014 Actual Adults Served in Transitional Housing

5 Transitional Housing Number of Unduplicated Adults served through DRH Transitional Housing Contracts Family Promise Nurse Family Partnership Urban Peak Transitional Warren Village First Step Turnabout St. Francis * (NFP clients being absorbed through MHUW FUP Grant in 2015) Projected 2014 Actual MHUW - FUP Denver CARES CHARTS MHCD Streeet to Home MHCD FUSE

6 Baseline and Current Availability Pre-UCO Current Standard Winter Overflow Men 514 Men 814 Men 964 Women 206 Women 256 Women 333 Youth 40 Youth 50 Youth 50 Family 107 Family 107 Family 107 Total 867 Total 1227 Total 1454

7 Mission-Level Outcome Metrics Supportive Services Measure Goal Status Progress DSOC Encounters Monthly Ave/Undup 2024/ / /541 DSOC Service Referrals (est) Back to Work Served/Jobs Obtained 180/74 174/83 180/80 Road to Work Served/Jobs Obtained 16/10 16/12 16/16 St. Francis Center Served/Jobs Obtained 2126/ / /352 Status Colors: Meets or exceeds standard Within 10% of standard Not meeting standard Progress Arrows: Making positive progress Making negative progress 7

8 DSOC Trends: Encounters Encounters: Jan 09- Dec 14 Jan, 2011 Mar, 2011 May, 2011 Jul, 2011 Sep, 2011 Nov, 2011 Jan, 2012 Mar, 2012 May, 2012 Jul, 2012 Sep, 2012 Nov, 2012 Jan, 2013 Mar May, 2013 Jul, 2013 Sep, 2013 Nov, 2013 Jan, 2014 Mar, 2014 May, 2014 Jul, 2014 Sep, 2014 Nov,

9 DSOC Trends: Sheltering 700 Sheltered Number Sheltered Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 9

10 Vital Signs Hours Hours Not Worked 2,500 2,000 1,500 1, Vacation 2, , , Sick 1, , , PTO , Comp Time Vacancy Worker's Comp Hours Backfill Overtime Surplus / (Deficit) Hours Hours 6,000 5,000 4,000 3,000 2,000 1,000 0 Total Hours Not Worked , , , ,789.8 Total Backfill Surplus / (Deficit) Hours 5, , , ,782.3 Claims Civil Liability Claims Worker's Comp Claims

11 Vital Signs Leave Taken, As a Percentage of Total Hours Available 6% 5% 4% 3% 2% 1% 0% Vacation 1.5% 1.6% Sick 0.3% 1.7% PTO 4.9% 4.4% Comp Time Taken as Leave 0.0% 0.4% Worker's Comp 0.0% 0.0% Net Hours Not Worked, As a Percentage of Total Hours Available 12% 10% 8% 6% 4% 2% 0% Total Leave Used (DRH) Total Leave Used (Citywide) Overtime (DRH) Overtime + Comp Time Paid Out (Citywide) Net Hours Not Worked (DRH) Net Hours Not Worked (Citywide) 11

12 Budget Expansion Update Expansion Strategy or Tactic Performance Indicator(s) Baseline YTD Results Emergency Services Transportation Consider contingency funding to ensure basic emergency services # Vulnerable served # Transported to Emergency Shelter locations Pre-UCO Current Standard Extreme Weather 300 Men per night 160 Women per night DENVER'S ROAD HOME Budget $10,000 $8, 's $6,000 $4,000 $2,000 $0 CY 2012 Actual CY 2013 Actual CY 2014 Projected CY 2015 Proposed Private Donations $1,047 $621 $503 $500 City Budget $6,454 $7,065 $6,352 $6,487 12

13 Emergency Services Cold Weather Winter/ Spring 2014 Transportation ($820 day) $24, Month Urban Peak -10 Beds $3, Month WES $22, Month Salvation Army $16, Month DRM OverFlow / Laundry $3, Month Parks and Rec OT $2, Month Misc Supplies (TP, Paper Towels) $ Month St Francis van driver $9, Month St Francis Extended Hours $25, Month Estimated Space for Mens Shelter $10, Month WES Laundry $3, $120, X 4 Months $480, Possible Summer services Transportation ($820 day) WES Salvation Army DRM OverFlow / Laundry Parks and Rec OT $24, Month $22, Month $16, Month $3, Month $2, Month Misc Supplies (TP, Paper Towels) $ Month St Francis van driver $9, Month St Francis Extended Hours $25, Month Estimate Lease for Mens shelter $10, month WES Laundry 3000 Month $116, X 5 months $582, Fall Shelter Services Transportation ($820 day) $24, Month Urban Peak -10 Beds $3, Month WES $19, Month Salvation Army $16, Month DRM OverFlow / Laundry $3, Month Parks and Rec OT $2, Month Misc Supplies (TP, Paper Towels) $ Month St Francis van driver $9, Month St Francis Extended Hours $25, Month Estimate Lease for Men's shelter $10, Month WES Laundry $3, Month $117, X 3 Months $351, Month Projection $1,413, Cold Weather Winter/ Spring 2013 Transportation ($820 day) $24, Month Urban Peak -10 Beds $3, Month ESG - April WES $20, Month Salvation Army $16, Month DRM OverFlow / Laundry $3, Month Delores - 10 Beds $0.00 Month $ Budgeted Parks and Rec OT/ expenses $3, Month Misc Supplies (TP, Paper Towels) $ Month St Francis van driver $9, Month ESG - March St Francis Extended Hours $25, Month ESG - March Estimated Space for Mens Shelter $0.00 Month WES Laundry $3, $108, X 4 Months $434, Possible Summer services Transportation ($820 day) $0.00 Month WES $25, Month Salvation Army $16, Month mens OverFlow / Laundry $0.00 Month Misc Supplies (TP, Paper Towels) $0.00 Month St Francis van driver $0.00 Month St Francis Extended Hours $25, Month Estimate Lease for Mens shelter $0.00 month WES Laundry $3,000 Month $69, X 5 months $349, Fall Shelter Services Transportation ($830 day) $24, Month Urban Peak -10 Beds $3, Month WES $25, Month Salvation Army $16, Month Men's OverFlow / Laundry $3, Month Parks and Rec OT / expenses $ Month Misc Supplies (TP, Paper Towels) $ Month St Francis van driver $9, Month St Francis Extended Hours $25, Month Lease for Men's shelter / Op's $14, Month WES Laundry $2, Month $125, X 3 Months $376, Month Projection $1,159,

14 Coordinated Assessment and Housing Placement System (CAHPS) Resource Investment 1 FTE CAHPS coordinator 1 FTE, VISTA volunteer 1 PT paid intern Contribution to Meeting 2015 Goals Collaboration regional effort Building the spine for Coordinated Entry Serving the most vulnerable Technology: CAHPS data base, 3 yrs TA Key Assumptions PSH providers will contribute units/vouchers Funding developed for Housing Navigators Sustainability Status Entering 3 rd 100 day campaign period Significant milestones met Coordinated Assessment & Housing Placement System -- as of March 18, 2015 Denver Denver In Process: Total Referrals Agencies % Total VI-SPDAT Surveys 1,773 1,493 84% Housed % Voucher Received % Pending (voucher or unit) % Pre-Match* % Total % *Pending resource availability 14

15 Customer Experience 57% 59% 24% 33% 12% 4% 3% 1% 3% 4% Fully supportive Supportive Somewhat supportive Not very supportive Not supportive at all Excessive amount More than adequate About adequate Could use more Much less than adequate 19% 19% 35% 16% 23% 24% 8% 9% 7% 9% 15% 4% 4% 5% 3% Behavioral Health (mental,... Transportation Youth Services Prevention Women s Services Very strongly Strongly Somewhat strongly Not very strongly Not at all 15

16 State of the City The Lawrence Street Community Center is coming out of the ground, scheduled to open in July-August This project will provide an indoor dining area/dayroom and outdoor courtyard queuing space for those waiting to access DRM services and other area shelters. This facility would reduce the logistic impact on the immediate neighborhood (i.e. no lines) and will provide a larger platform for facilitating the cold weather emergency shelter plan going forward. 16