Coordinated Entry in Maricopa County KARIA BASTA ADOH

Coordinated Entry in Maricopa County • KARIA BASTA, ADOH • MATTIE LORD, UMOM • DAVID BRIDGE, HUMAN SERVICES CAMPUS

Homeless Population – Not Homogeneous Assessment determines NEED t n e l H n using a a n m o tio i s Per ive H t ran r T o p up ng i s ou d i p Ra using -ho e R r/ p e t l l e Sh ng He usi o H

HEARTH – Coordinated Assessment § 578. 7 Responsibilities of the Continuum of Care. (a) Operate the Continuum of Care. The Continuum of Care must: (8) In consultation with recipients of Emergency Solutions Grants program funds within the geographic area, establish and operate either a centralized or coordinated assessment system that provides an initial, comprehensive assessment of the needs of individuals and families for housing and services. The Continuum must develop a specific policy to guide the operation of the centralized or coordinated assessment system on how its system will address the needs of individuals and families who are fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, or stalking, but who are seeking shelter or services from non-victim service providers. This system must comply with any requirements established by HUD by Notice.

HEARTH - Coordinated Assessment From the HUD Interim Rule: Centralized or coordinated assessment system is defined to mean a centralized or coordinated process designed to coordinate program participant intake, assessment, and provision of referrals. A centralized or coordinated assessment system: covers the geographic area, 2. is easily accessed by individuals and families seeking housing or services, 3. is well advertised, and 4. includes a comprehensive and standardized assessment tool. 1. This definition establishes basic minimum requirements for the Continuum’s centralized or coordinated assessment system.

Mattie Lord, Chief Program Officer On behalf of Standing Strong For Families & the Family Housing Hub

Standing Strong For Families A New Leaf ABC Housing, Inc. CASS Vista Colina Community Bridges, Inc. Family Promise Homeward Bound House of Refuge East Labors Community Service Agency Salvation Army Save the Family, Inc. Tumbleweed Center for Youth Development UMOM New Day Centers

One Door, One Process 12 A G E N C I E S H A V E B E E N O P E R A T I N G 26 P R O G R A M S F O R FAMILIES EXPERIENCING HOMELESSNESS IN MARICOPA COUNTY FOR YEARS THERE HAVE NOT BEEN ENOUGH RESOURCES TO SERVE ALL FAMILIES SEEKING HOMELESS SERVICES. IN ORDER TO USE OUR RESOURCES MORE EFFECTIVELY & EFFICIENTLY, WE DECIDED TO WORK TOGETHER DIFFERENTLY.

Fair & Equitable Access ALL FAMILIES EXPERIENCING HOMELESSNESS - REGARDLESS OF THEIR CONNECTIONS - RECEIVE THE SAME FAIR & EQUITABLE OPPORTUNITY TO ACCESS SERVICES. • NO PRIORITY ACCESS FOR FUNDERS, BOARD MEMBERS, VIPS, ELECTED OFFICIALS, OR OUTREACH TEAMS. • VETERAN FAMILIES NEEDING EMERGENCY SHELTER HAVE TO WAIT, TOO. • WITH A REGIONAL APPROACH, THE RESIDENTS OF ALL CITIES & TOWNS ARE TREATED EQUALLY – NONE ARE PRIORITIZED OR DISCRIMINATED AGAINST. •

Plan to End Family Homelessness by 2020 Our Shared Vision: No families on the street No service at 100% occupancy A right-sized response Strategic use of all resources Actions Needed: Strengthen diversion & coordinated entry Increase exits to PH Shrink some resources in order to grow others Make data-driven decisions Share communal $ for matters of shared interest Educate others Advocate with a collective voice

Family Housing Hub launched 8/17/14 3307 East Van Buren Phoenix, AZ 85008 (602) 595 -8700 Open M 8 -8, Tu-Th 8 -4 East Valley Assessments Tuesdays 8 -4 Mesa CAN - 635 E. Broadway Mesa, AZ 85204 Wednesdays 8 – Noon Save the Family – Mesa, AZ

Welcome/Reception for Families with Children

Family Housing Hub Dashboard CALL VOLUME 2015 (N= 10, 752) Phoenix East Valley IN PERSON FAMILIES 2015 (N=1, 377) West Valley Phoenix East Valley West Valley 9% 11% 27% 22% 67% 64%

Confidential Assessment with a Service Priority Specialist Safety/triage to DV or Crisis Diversion attempted/housing resources Formal assessment – Family VI SPDAT Eligibility match to programs Service Priority List

What is diversion? From “Ending Family Homelessness” Strategic Plan 2020… We agree to commonly fund and support services to families seeking shelter, with a strong focus on resolving and diverting as many families as possible whenever it is safe and appropriate to do so. Diversion includes looking at the current circumstance of the family – from wherever they are connecting from across the County – and professionally, sensitively, and patiently attempting to solve their housing instability without ever requiring shelter admission.

Family Housing Hub Dashboard Formally Diverted since opening (n=323 families) Families in FHH HMIS since opening (n=1, 900) Return to FHH 7% Entered shelter 504 Self diverted 1, 095 No return to FHH 93% Formally diverted (w/o return) 301 0 200 400 600 800 1, 000 1, 200

Assessment Determines Intervention Emergency Shelter (0 -3) Rapid Rehousing (4 -6) Eviction Prevntion Permanent affordable housing Family VI -SPDAT score Subsidized/ Section 8 Permanent Supportive (9+) Transitional Housing (7 -8)

Eligibility Determines Program Options

Document & Data Collection Documentation of homeless status Proof of relationship with HMIS Entry created Informed consent DV victim files are closed child(ren) Documentation of income F-SPDAT score attached Proof of identity UDEs collected Documents uploaded Electronic file prepared to be manually opened to receiving program.

Referral to RRH, TH, or PSH programs 1 page referral sent from FHH to Program accepts/denies within 24(ish) hours Goal: 85% acceptance rate If accepted, either placed on SPL or sent to agency if unit is available. If denied, FHH works toward alternative referral.

Vacancies filled from Service Priority List

Family Housing Hub Dashboard SERVICES 2015 (N=1, 377) Prevention Formal Diversion Assessment 9% 15% 76%

Family Housing Hub Dashboard New Homeless Families by Week 2015 (n=1, 254) 70 60 50 40 30 20 10 0 Q 1 W 1 Q 1 W 2 Q 1 W 3 Q 1 W 4 Q 1 W 5 Q 1 W 6 Q 1 W 7 Q 1 W 8 Q 1 W 9 Q 1 W 10 Q 1 W 11 Q 1 W 12 Q 1 W 13 Q 2 W 1 Q 2 W 2 Q 2 W 3 Q 2 W 4 Q 2 W 5 Q 2 W 6 Q 2 W 7 Q 2 W 8 Q 2 W 9 Q 2 W 10 Q 2 W 11 Q 2 W 12 Q 2 W 13

Current Resources Staffing level 1 FTE Manager Budget $20, 000 $16, 500 1 FTE Receptionist 5 FTE Service Priority Specialists $307, 261 Operating Expenses Personnell Documentation

Significant Gains Community data set illustrating regional need Ability to plan at a REGIONAL systems level De-duplication of efforts; systems-level efficiency Streamlined/simplified access for families Less emphasis on administrivia, more on programs and services High acuity families have access to services; less shelter hopping Prioritization based on need Housing-focus from first conversation Diverting families from the system

Next Steps… Needs Challenges West Valley site for assessments Regional education Pilot phone diversion Sustainable funding Analyze self-diversion rate Current portfolio may not Data for plan to end family match community needs Vacancy rates for some programs, long waits for others homelessness

Questions? MATTIE LORD CHIEF PROGRAM OFFICER MLORD@UMOM. ORG CHELA SCHUSTER DIRECTOR OF STRATEGIC HOUSING RESOURCES CSCHUSTER@UMOM. ORG RANDY HADE FAMILY HOUSING HUB COORDINATOR RHADE@UMOM. ORG

Single Adult Coordinated Entry Human Service Campus Engagement Welcome Center Operations • M-F: 6 am-9 pm • 2 intake workers • 3 Resource Specialists HEART Working Group Averaging 31 Intakes a Day Coordinated Assessment Use of VI-SPDAT Conducted over 12, 000 assessments since opening Matching/ Prioritization Hired Housing Match Coordinator Implementation of HOMELINK live match tool Diversion 8% diversion in first • 7000+ names year. uploaded • 17. 7% through June • HUD housing 2015 uploaded • Trained over 100 5 other access points personnel from 15 identified for onboarding agencies Case Conferencing 10 agencies and 90+ “navigators” have been trained for onboarding Housing Support of Special Initiatives • MOS Closure RRH and PSH projects HOMELINK Navigator • Coordination with Assignment Capabilities RHBA • 25 Cities – Veteran Initiatives

Proposed Single Adult Budget Expenses $ 119, 000 $ 644, 000 Personnel Operations Proposed Staffing • Manager • 3 Housing Match Coordinators • 6 Intake/Assessment/ Diversion/Assessors • Weekdays: 6 am to 9 pm • 3 Weekend Staff (Same Hours) • 2 Dedicated Phone Staff (Operation Hours) Services • VI-SPDAT and SPDAT Assessments • Diversion Services • Crisis Intervention • Document Collection • Matching/Housing Referrals

Welcome Center Assessments January 2014 to June 2015 Assessments 800 700 600 500 400 300 200 100 0 1/14 2/14 3/14 4/14 5/14 6/14 7/14 8/14 9/14 10/14 11/14 12/14 1/14 Assessments 2/14 3/14 4/14 5/14 6/14

Entry/Exit Outcomes HSC Welcome Center Chart Title 1000 900 800 700 600 500 400 300 200 100 0 14 -Jan 14 -Feb 14 -Mar 14 -Apr 14 -May 14 -Jun 14 -Jul 14 -Aug 14 -Sep 14 -Oct 14 -Nov 14 -Dec 14 -Jan 14 -Feb 14 -Mar 14 -Apr 14 -May 14 -Jun Diversion Crisis Shelter Other

Assessment Information VI-SPDAT Ranges 2014 [PERCENTA GE] Demographics (2015) Chronic 55+ 18 -24 [PERCENTA GE] Veterans - PSH (10+) Rapid Re-Housing (5 -9) General (0 -4) 200 400 600 Demographics (2015) 800 1, 000 1, 200

Coordinated Entry Challenges Volume of Clients Competing Priorities Coordination of Navigation Services Funding/Resources Phone Data and Regional Coverage Needs

Single Adult Coordinated Assessment Next Steps Onboarding of Navigators, Assessment Sites, All Housing Providers Single Adult Shelter Coordination Complete HOMELINK Implementation Complete Housing Referral Process Develop Coordinated Entry Accountability