1. The Connecticut Governor’s Challenge
Family Homelessness in Connecticut
The 77 Day Challenge
Kay Moshier McDivitt
Kristi Schulenberg

2. Purpose of Today’s Meeting
Understand how each CAN’s family homeless system interacts and coordinates to reduce family homelessness
Identify Challenges to successful coordination and Solutions to those challenges
Coordinated Entry
Diversion
Emergency Shelter
Rapid Re-Housing
Permanent Supportive Housing
Set Challenge Goals and Create Challenge Plans
Be BOLD!
Kay

3. Kay

4. Designing System Flow to “Quickly” end family homelessness
How Do Our CAN’s Flow?
Central CAN
Fairfield County CAN
Greater Hartford CAN
Greater New Haven CAN
Meriden Middlesex Wallingford CAN
Northeast CAN
Southeast CAN
Waterbury/Litchfield County CAN
Kay

5. An Effective Crisis Response System that Ends Homelessness
An effective Crisis Response System seeks to divert households from homelessness when possible and if not, provide immediate and easy access to safe and decent shelter to anyone that needs it and aims to re- house people as quickly as possible
Kay

6. What is a System? Inter-dependent parts Regularly interacting
With a defined set of resources and practices
Working together
To achieve a common goal
Kay
First, it might be good to define what we mean by “system”.
A system brings together many inter-dependent parts. They aren’t all doing the same thing. They have different roles and responsibilities.
In an effective system, the parts are working together within a defined set of resources and practices.
The system knows where its boundaries are, what resources it has to work with, and what its primary methods and practices are. Those things are aligned and working together towards a common goal.
In our case, the common goal is to house people who are experiencing homelessness quickly 72

7. An Effective Homelessness Response System that Ends Homelessness
Homelessness is rare, brief, and non-recurring
Housing focused system: all strategies and interventions divert people from homelessness or quickly end the episode of homelessness and move people to permanent housing
Right mix of interventions that match the needs
It is easily understood and navigated by persons experiencing homelessness
Kay

8. Coordinated Entry System in Context
And does it quickly
Kay

9. A Crisis Response System A Systemic Approach
Kay

10. System flow
The road to ending homelessness
Kay

11. The Element of System Flow
System flow is an efficient and coordinated process that moves people from homelessness to housing as quickly as possible
The “process” means that all intervention need to work as one system to create flow.
Kay
A description of the way a crisis response should move people from homelessness to housing as quickly as possible 73

12. A ”Stuck” System Unchanging or increasing number of unsheltered people
Waitlist for shelter
Long lengths of stay in shelter (more than 30 days)
Interventions work in silos – and flow between interventions is slow
High percentage of exits from shelter back into homelessness
Average length of homelessness is not decreasing
Long waitlists for RRH, PSH
No diversion strategy in place
Kay
A system that does not have good system flow is stuck. A stuck system does not move people from the streets or shelter quickly into housing. A stuck system often looks like this:
High unsheltered population
Waitlist for shelter
Long lengths of stay in shelter (more than 30 days)
High percentage of exits from shelter back into homelessness
Long waitlists for RRH, PSH
No diversion strategy in place
How many of you feel like your community has a “STUCK” system?
(The animation on the next three slides will simulate this concept) 74

13. A “Stuck” System
Unsheltered
Sheltered
Housed
Kay
Animation (let it play for a few seconds):
Here is a very simple representation of a system that doesn’t have optimal system flow – it is stuck. As you can see, on the left are people who are homeless and living on the street or in some type of unsheltered location. In the middle, we can see people who are in shelter beds. On the right are permanent housing units. The animation shows new people are becoming homeless. People are moving from the streets to shelter as well as to housing. And people are moving from shelter into housing when there are open spots. Some people may go back into homelessness, though this isn’t shown here.
While there are some people who are getting housed, the overall number of people who are homeless is going up. On the bottom, you can see that the number of people experiencing homelessness is going up because the inflow of people becoming homeless is higher than the number of people that are getting housed. (People are becoming homeless at a faster rate than the system can house people.) Also, the people with the sad faces represent “long-stayers” – people who are stuck in shelter for long periods of time because they don’t have a way of getting out to housing. This system is stuck. 45 47 46 49 45 48 44 44 43
unsheltered + 30
sheltered = 78 77 79 74 74 76 75 75 73 75

14. Adding More Shelter Capacity
Unsheltered
Sheltered
Housed
Kay
Animation (let it play)
When you have a lot of people who are homeless in your system, it is common to think that adding more shelter will help the problem. As you can see here, the number of homeless people still increases. Why? Because if you don’t increase housing capacity, people who are in shelter still have no way to exit out of homelessness.
Adding Capacity does not mean having to add more interventions/beds; rather asking… (DON’T READ ALL OF THESE FOR TIME)
Do we ensure that each intervention is housing focused
Does everyone in our system take responsibility for quickly housing people
Are we creating efficiencies or barriers in our system
Do we see ourselves as working as one system?
Are we in constant dialogue with each other across the system
Is each component working effectively and efficiently to quickly end homelessness
Do we let our challenges limit us, or do we challenge our limits?
Add shelter capacity 45 28 31 30 30 32 34 30 29 29 33
unsheltered + 30 45
sheltered = 79 78 76 74 75 77 73 74 75 76

15. Adding More RRH Capacity
Unsheltered
Sheltered
Housed
Kay
Animation (let it play)
This system has added more RRH capacity. This allows there to be more people flowing through to housing and at a faster rate. Also, because RRH is a short-term crisis intervention, it is important to note that these “units” will open up every 6-12 months so new people can get that housing assistance. This creates good system flow. People are no longer getting stuck in literal or unsheltered homelessness for long periods of time because they have ,more adequate resources to help them exit more quickly. Imagine what could happen if there were more permanent housing resources to match the need of people experiencing homelessness.
Add RRH capacity 41 45 34 39 40 41 42 43 42 41 40 36 38 38 34 37 32 40 38 39 34 36 33 32 33 35 36 38
unsheltered + 30
sheltered = 71 70 72 73 75 70 72 69 71 71 62 68 64 68 66 64 70 68 67 63 69 66 66 68 65 64 63 62 77

16. Adding Capacity…
Does not mean having to add more interventions/beds; rather asking…
Do we ensure that each intervention is housing focused
Does everyone in our system take responsibility for quickly housing people
Are we creating efficiencies or barriers in our system
Do we see ourselves as working as one system?
Are we in constant dialogue with each other across the system
Is each component working effectively and efficiently to quickly end homelessness
Do we let our challenges limit us, or do we challenge our limits?
Kay

17. Characteristics of an Effective Crisis Response System With Good System Flow
Entire System is Housing Focused
Prevention of or diversion from homelessness when possible
Rapid identification and engagement of people experiencing unsheltered homelessness to connect them to crisis services
Quick, accessible pathways to shelter and other crisis services with short stays in shelter
Rapid connection to permanent housing for all sheltered and unsheltered people, with priority on most vulnerable
Strong connections between interventions as well as external system partners to ensure quick re-housing
Kay
In an effective crisis response system, each part should play a specific role focused on the overall goal of stabilizing people experiencing homelessness in housing as quickly as possible.
Here are characteristics of an effective crisis response system with good system flow. This helps to reduce system “blockage” and bottlenecks where people get stuck in homelessness with no or little support in getting out. 78

18. Good system flow is evidenced in the following “Key System Outcomes”
Reduce Homelessness
Reduce first time AND unsheltered homelessness
Reduce length of time people experience homelessness
Increase exits from the homeless system to permanent housing
Kay
To make homelessness rare, brief, and nonrecurring, some important outcomes to focus on are:
Reduce the number of people experiencing homelessness. – Communities with a high unsheltered people should prioritize reducing unsheltered homelessness, particularly for single adults which make up a large portion of the unsheltered population in most communities. Many communities just don’t have enough low-barrier and housing-focused resources for this population.
Reduce the length of time people experience homelessness
Increase exits from the homeless system to permanent housing
What decisions can you make to meet these outcomes? How do the interventions you currently have impact these outcomes? These outcomes should guide your vision to reduce homelessness.

19. Improving Our CAN System Flow
Kay

20. Let’s Think About the Connecticut Criteria to End Family Homelessness
The community:
Identifies all families experiencing literal homelessness;
Uses prevention and diversion strategies whenever possible, and when necessary, provides immediate access to low barrier shelter to any family that needs it and wants it;
Uses coordinated entry processes to effectively link families experiencing literal homelessness to housing and services solutions that are tailored to the needs of all family members;
Assists families to move from homelessness swiftly into permanent or non-time-limited housing options with appropriate services and supports; and
Has resources, plans, and system capacity in place to continue to prevent and quickly end future experiences of homelessness among families.
Kay
From “Reaching Home”

21. How are we doing on the “Reaching Home” Benchmarks
Our system is immediately responsive and able to meet the needs of families experiencing literal homelessness in Connecticut at any given time.
System will divert to housing solutions 75% of literally homeless families who present at CAN
No literally homeless families in immediate need of emergency shelter will be turned away
No families with dependent children are unsheltered
All families experiencing homelessness are offered connections to appropriate housing or service
Families experiencing homelessness are swiftly connect to permanent or non-time-limited housing options
Families exit homelessness to permanent housing within 45 days (no more than 120 max) from point of CAN intake

22. Connecticut Data 6/1/18 – 8/31/18
Emergency Shelter (482 Served)
Average LOS for Exiters
Total Exits 157; Exits to Permanent Housing 88 (56%)
Rapid Re-Housing (Entries 55)
Length of Time from Program Entry to Housing: 41 Days
Total Exits 54; Exits to Permanent Housing 45 (83%)
CAN By Name List
Total Appointments 941
Total Diverted 637 (68%)
Total Housed 130

23. Activity: Look at Data and Compare
Look at your data. By organization, grade yourselves on where you think your CAN currently is in meeting the criteria.
Then, using your data, identify specific areas where you fall beneath the benchmarks.
NOW, compare grades. Where do you agree you’re doing well? Note those you agree you need to focus on.
What are the bottlenecks in your system….
Kristi – look at data for each CAN, review slide, review grade sheet
Possible 30 min

24. Pause for a moment
Acknowledge how hard they’re working, how overwhelmed folks are, this work is hard.
This Photo by Unknown Author is licensed under CC BY

25. Elements of an Effective Systemic Response
Housing First Orientation
Coordinated Entry that includes outreach, diversion, and prioritization
Emergency/Crisis Housing and Crisis Services
Quick Return to Housing with Rapid Re-Housing, Permanent Supportive Housing, and Mainstream Housing Options
Access to Stabilization Supports
Kristi

26. Elements of an Effective Systemic Response
This Photo by Unknown Author is licensed under CC BY

27. Connecticut System Flow – Where does flow slow down?
Kristi/Kay

28. Activity: Creating System Flow in the Family Crisis Response System
For Discussion:
What does system flow look like in your CAN?
What do you need to change to quickly move people to permanent housing?
Coordinated Entry
Diversion
Emergency Shelter
Rapid Re-Housing
PSH for Families
What do we have vs. what do we need?
Where can we focus efforts to improve?
Kristi/Kay

29. The Connecticut Governor’s Challenge on Family homelessness
Doing Good Even Better
Reducing Family Homelessness Across the State over 77 days
Kay

30. Remember - A Crisis Response System One clock with each intervention in sync with each other
Kay

31. The 77 Day Challenge: September 24th – December 10th
Kay

32. Family Homelessness IS rare, brief and non-recurring in Connecticut
The Challenge Goal
Family Homelessness IS rare, brief and non-recurring in Connecticut
Kay

33. Setting Your Challenge Goal - Be Bold!
What will our CAN do better to make Family homelessness “rare, brief and non-recurring”?
Be Bold!
Be Creative!
Be Specific?
Kay
No loser – winners are the folks that get housed more quickly
No one will get dinged for not meeting their goal – just pushing ourselves to get better is good.

35. Family Homelessness IS rare, brief and non-recurring in Connecticut
The Challenge Goal
Family Homelessness IS rare, brief and non-recurring in Connecticut
Kay

36. REMEMBER: Be bold, creative, and specific!
The Challenge in Steps
STEP 1: Look at current CAN data
Wait list for Shelter
Entries into Shelter
Exits to Permanent Housing
STEP 2: Each CAN will increase the number of households moved to permanent housing in 77 days by setting a BOLD
STEP 3: Create a plan to meet your bold goal
STEP 4: Report
REMEMBER: Be bold, creative, and specific!
Kay

37. STEP ONE Using Our Data to Make Change
This Photo by Unknown Author is licensed under CC BY-SA-NC

38. Soo…back to this morning STEP ONE
Look at your grading scores – where are you doing well, where are your challenges?
Look at your data – where can we increase system flow; where is our system getting bogged down?
What will my organization change to improve system flow?

39. Each intervention has a role…
Coordinated Entry
ASK:
What happens to families on the wait list? Where are they waiting?
What do our outreach efforts look like to those households identifying as literally homeless?
What can we do to increase diversion?
Are we implementing the 4 “C’s” of diversion?
Do we have community buy-in across our system?
Can we improve our “problem-solving conversations? What do we need to help families creatively find alternatives to shelter?
Are we engaging collaborative partners that can assist in diversion strategies?
Are we continuing to have diversion conversations while people are on the wait list to resolve their housing crisis, and if households return do we continue the conversations?

40. Each intervention has a role…
Emergency Shelter
ASK:
Are we having housing conversation with shelter guests from day one?
Are we developing “case plans” or “housing plans”?
Are we relying only on other programs to house our families or do see that as part of our job?
Are we continuing those diversion conversations when families are referred to shelter?
Are we ensuring that our shelter environment is housing focused and that all conversation and activities focus on quick exits to permanent housing?
Where are families going when they don’t exit to permanent housing? Why are they exiting?

41. Each intervention has a role…
Rapid Re-Housing
ASK:
Is our rapid re-housing connected closely to shelter? Are we having regular conversations so shelters can assist in rapid housing exits?
Are we providing the least amount of assistance for the shortest period of time to ensure that we can assist the most households possible?
What could we be doing with shelter guests to assist them in housing search and procurement if they are not in rapid re- housing?
Are we using the best practice RRH standards (housing identification, flexible financial assistance, home-base flexible case management)
Are we leveraging additional resources for our rapid re-housing (outside of state and federal dollars) to ensure a robust rapid re- housing intervention?

42. Each intervention has a role…
Permanent Supportive Housing
ASK:
Does every family in our housing still need the intensive supports?
Can we build partnerships with other housing to help people move on?
Are we using a progressive engagement approach?

43. Activity: Identifying Intervention Challenges
3 Groups
CAN/Diversion Programs
Shelters
Permanent Housing/Rapid Re-Housing Programs
What are the challenges for us/our system in diverting/quickly exiting families to permanent housing solutions?

44. Activity: Identifying Solutions to the Top Three Challenges
Small group discussion:
What changes can we make in our programs to address these challenges.

45. Get READY to Regroup with Your CAN
Setting your challenge goals!

46. BRAIN BREAK
This Photo by Unknown Author is licensed under CC BY

47. First things first – identifying your challenge leader!
Who will lead our team through this challenge?
ROLE
Cheerleader
Meeting facilitator
Communicator
Number collector
Scheduler
Give a “Challenge Leader” a Silver Stars. Debrief on flipcharts with each identified leader.

48. STEP TWO Setting your CAN’s BOLD GOAL
This Photo by Unknown Author is licensed under CC BY-SA-NC

49. Kay

50. Examples of Bold Challenge Goals
How many more households can we house by December 10th across all providers of our CAN?
Our organization will challenge ourselves to house 4 households every month.
We will challenge ourselves to house two additional households each month over our current average.
We challenge ourselves to house a total of 20 households by December 10th.
Kay

51. Activity: Set Your Bold Goal
Each Organization:
Think about the solutions to your challenges that you will implement to house more families;
NOW, on index card – indicate how many families you will place/exit to a permanent housing destination in 77 days – be bold!
NOW, put all of those numbers together in your collaborative.

52. STEP THREE Planning to Meet Our BOLD GOAL
This Photo by Unknown Author is licensed under CC BY-SA-NC

53. The 3 P’s of the Challenge September 24– December 10, 2018
Purpose: Decrease family homelessness by diverting to safe alternative whenever possible, and rapidly housing as many literally homelessness families as we can in 77days.
Plan: How will we meet our goal?
People: Who do we need to engage to make it happen?
Kay

54. Planning Your Team's BOLD Challenge
What will we do differently to meet our “bold” goal?
Communications Strategy
Budget
Operations
Partners
Kay

55. Step One Create a Communications Campaign
Create “elevator speeches”
Who do you need to engage and “excited” about your challenge?
Staff
Clients/Guests
CAN
Board
Community
Funders
Media
Ben

56. Step Two Identifying Additional Resources and Review Budgets
What line items can be shifted on the budgets to meet the goal of quickly exiting people to permanent housing?
What can we do with our budget to add rapid re-housing activities?
Where might we leverage more resources?
How can we use other funds to assist those who may need a little help to move on quickly?
Kay
15 MINUTES

57. Step Three Identify Operation and Program Changes
Identify things we could do differently to meet our challenge (messaging, policies)
What are some of the solutions to challenges that we will incorporate into our action plan?
Identify who is responsible for making the changes
Kay
15 MINUTES

58. STEP 4 Identify New Partners
As a CAN, in 4 minutes:
Brainstorm a list of all potential partners to engage in meeting the challenge
Be bold, be creative, be specific
Think “Outside the Box”
Kristi

59. Activity: Identify your Action Steps Each Organization
In 77 days, __________ (organization name) will house __ Families!
AND
Here are the four most critical things we need to do to make it happen (be sure to include some solutions identified earlier) 1. 2. 3. 4.

60. Final Activity
Create your CAN Challenge Poster!

61. Final Activity
Kay
Get excited! Create your team poster to motivate to reach goal.
Hold up signs etc.

63. Kay Get excited! Who can cheer the loudest!
Hold up signs etc.

64. Your Assignments Set a weekly CAN challenge leadership meeting to:
Create your communication message(s) to engage community involvement in make this happen
Continue to identify resources to house more families
Continue to identify partnerships
Review progress on Actions Steps towards meeting “bold goals”
Reporting – Sarah Fox

65. Contact Us
Kay Moshier McDivitt (mobile) Kristi Schulenberg