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Submittedto:VermontOfficeofEconomicOpportunityDepartmentforChildrenandFamiliesAgencyofHumanServiceswww.dcf.vermont.gov/oeo
FAMILY SUPPORTIVE HOUSING
PROGRAM ANNUAL REPORT FISCAL YEAR ENDING JUNE 30, 2014
TheVermontStateOfficeofEconomicOpportunity,FamilySupportiveHousinggrantfundsareusedtoreducetheincidenceanddurationofhomelessness.Thisreportofthefirst12‐monthsofcoordinatedeffortsbycommunity‐basedagenciesinthreeAgencyofHumanServices’districts,highlightstrengths,opportunities,aspirationsandresults.
Releasedate11.05.14
LynnManagementConsulting86MapleDrive,Huntington,VT05462Tel802‐434‐6089www.planchange.net
TABLE OF CONTENTS
Contents
ExecutiveSummary______________________________________________________________________________________ 1
DescriptionofFamilySupportiveHousingProgramServices________________________________________ 6
InterviewswithServiceCoordinators__________________________________________________________________ 8
Recommendations______________________________________________________________________________________18
ContactInformation____________________________________________________________________________________22
AppendixA–WebResources__________________________________________________________________________24
AppendixB–IndicatorsandOutcomes4thQuarter__________________________________________________25
AppendixC–HomelessPreventionCenterSelf‐SufficiencyOutcomeMatrix(SSOM)_____________28
EXECUTIVE SUMMARY
Page1
ExecutiveSummary
WHO WE ARE AND HOW MUCH ARE WE DOING?
TheFamilySupportiveHousingDemonstration(FSH)ProjectwasimplementedinthefirstyearbytheWinstonProutyCenterforChildDevelopment;theHomelessPreventionCenter(formerlyknownasRutlandCountyHousingCoalition);andtheCommitteeonTemporaryShelterandHowardCenterpartnership.TheAgencyofHumanServices,DepartmentforChildrenandFamiliesdevelopedtheprojecttoreducechildhomelessnessinVermont.FSHhelpsfamilieswhoarehomelessmoveintoaffordablehousingandprovidesupto24monthsofcasemanagementandservicecoordinationduringafamily'stransitiontopermanenthousing.
TheVermontOfficeofEconomicOpportunity(OEO)providedoversightandtechnicalassistancetothethreegrantees.TheChamplainValleyOfficeofEconomicOpportunityprovidedfinancialempowermenttrainingandtechnicalassistancetothepilots.LynnManagementConsultingcontractswithOEOtosupportevaluationactivities.
Eachgranteehiredoneormoreservicecoordinators.Theseservicecoordinatorsworkeddirectlywiththefamily.Thenumberoffamilieseachservicecoordinatorworkedwithrangedfrom8tothemaximumof15.Theneedsoffamiliesvaryandaffectthetypeofservicescoordinated.Inthefirstyear,thenumberoffamiliesreceivingservicesandhousingwasexpectedtorangefrom60to75.
48familiesenrolledinyearoneandreceivedavarietyofservicesbasedontheirneeds. 36ofthese48familieswerealsoplacedinpermanenthousing. 12ofthe48werenotyetplacedinpermanenthousingbutreceivingservices.
Familieshadbeenhomelessforanaverageof141dayspriortomovingintopermanenthousing.
Therecruitmentandreferralprocessoverallwaseffectiveinfindingsomeofthemostvulnerablefamilies.Thecharacteristicsoffamiliesenrolledintheprograminclude:
88childrenand60adults. 85%(41/48)offamiliesareparticipatingintheReachUpprogram. 35%(17/48)offamilieshaveanopencasewiththeDepartmentforChildrenandFamilies,Family
Services. 32%(19/60)ofadultsenteredFSHinrecoveryofsubstanceabusetreatment.Thenumberof
adultsreportingactivesubstanceuseorseekingtreatmentwillbecollectedinyeartwo. 75%(45/60)ofadultsenteredFSHunemployedand25%(15/60)ofadultsenteredemployed.
EXECUTIVE SUMMARY
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HOW WELL ARE WE DOING IT?
Mostfamilies(90‐91%)participatedinregularcasemanagementat3,6and12months.Familiescouldenrollatanypointinthe12‐monthperiod.Ofthe36familiesintheprogram,34reachedthe3‐monthenrollmentinterval,21reachedthe6‐monthandonereached1‐year1.Twoofthe36familieshadnotyetreachedtheir3‐monthenrollmentinterval.
STRENGTHS
HousingStability2‐o 76%(26/34)remainedstablyhousedat3‐monthso 86%(18/21)remainedstablyhousedat6‐monthsando Itshouldbenotedthatthedefinitionofstablyhousedisgeneral.Forexample,onefamily
maybeinthesamepermanenthousingwhileanothermaymoveintoanewhouseduringtheintervalbutatthetimeofthereport,theyareinahouse.
TenantResponsibility‐Inpermanenthousing:o 68%(23/34)offamilieswerecurrentwithrentat3‐monthso 81%(17/21)offamilieswerecurrentwithrentat6‐monthso 56%(19/34)offamilieshadnobreachofleaseat3‐monthso 76%(16/21)offamilieshadnobreachofleaseat6‐months
TenantEngagement–CaseManagement:o 91%(31/34)offamiliesregularlyparticipatedincasemanagementandprogram
meetingsat3‐monthso 90%(19/21)offamiliesregularlyparticipatedincasemanagementandprogram
meetingsat6‐months FamilyHealthandWellness–Sobriety:
o 64%(9/14)ofadultsinrecoverymaintainedtheirsobrietyat3‐monthso 88%(7/8)ofadultsinrecoverymaintainedtheirsobrietyat6‐monthso Wewillcollectactivesubstanceuseandbeingreferredtotreatmentorrecoveryinyear
two. Employment–foradultsenteringtheprogramemployed:
o 67%(10/15)ofadultsremainedemployedat3‐monthso 88%(7/8)ofadultsremainedemployedat6‐months.
1Familiesmaybecountedmorethanonetimereachingthe3‐monthenrollmentinonereportingperiodandthe6‐monthintervalinthesubsequentreportingperiod.2Oneadditionalfamilyhassuccessfullyreachedthe1‐yearintervalintheprogrambutisnotincludedinthestrengthsabovebecauseofthesmallstatisticalsamplesize.
EXECUTIVE SUMMARY
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OPPORTUNITIES TO IMPROVE
Enrollment–80%(48/60)offamiliesenrolledduringthefirstyear. HousingStability–75%(36/48)offamilieshadpermanenthousingwhile25%(12/48)offamilies
areseekinghousing. FinancialEmpowerment–Stepsweretakentowardssaving3. ResolutionofOpenCases–6%(1/17)ofopencaseswereresolvedwhile16/17remainedopen. FamilyHealthandWellness‐approximately57%ofchildrenhadup‐to‐datewellchildvisitsat
recommendedintervalswhile43%ofchildrendidnothaveup‐to‐datewell‐childvisits. Employment–20%ofadultswhoenteredtheprogramunemployedwereemployedat3‐months.
IS ANYONE BETTER OFF?
Familiesthathavepermanenthousing,showedachangeinhousingstabilityindicatorsfromthe3‐monthto6‐monthintervalsintheprogram.Forexample,Figure1shows76%offamiliesreachedtheir6‐monthpost‐enrollmentintervalwithnobreachofleasecomparedto56%offamiliesthatreachedtheir3‐monthpost‐enrollmentintervalwithnobreachoflease.
Familiesarereceivingintensivecasemanagement.Forexample,adultsinrecoverymaintainingsobrietyimprovedforthosethatreachedthe6‐monthintervalintheprogram:88%maintainedsobrietyat6–monthscomparedto64%at3‐months.Thiswasthecaseforadultsthatenteredtheprogramemployed3Stepstopayoffdebt,reviewcreditandbereadytosaveoccurredlaterinthefirstyear.
68
81
56
7676
86
50
55
60
65
70
75
80
85
90
95
100
1 2
Pereentage
Months
Figure1HousingandTenantEngagement
currentwithrent nobreachoflease remainstablyhoused
EXECUTIVE SUMMARY
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andremainedemployed:88%oftheadultsremainedemployedat6‐monthscomparedto67%at3‐months.
Anindicatorthatintensivecasemanagementisworkingcameoutoftheinterviewswithparticipantsforthesix‐monthevaluation.Generallytheinterviewedparticipantssaidcomparedtoothercasemanagementservices,theFSHprogramservicecoordinatorswerehelpfulandsupportive.Theycoulddescribehowitwasdifferentandbetterthanpriorexperienceswithcasemanagementservices.
Granteeshaveincreasedcollaborationwithlocalpartners.Thepartnersworktogethertoaddresschallengesfacingfamiliesintheprogramsuchasplacingfamiliesinpermanenthousing.
ThepartnershipbetweentheStateandthefourFSHgranteeswhichincludedtheChamplainValleyOfficeofEconomicOpportunityhasalsobenefited.Thepartnershipusedacollaborativeproblemsolvingprocesstomaximizeresourcesandsupportgranteeswithcommonchallenges.ThemonthlyCommunityofPracticesessionsarethevenueforthistypeofwork.Anexampleofhowthepartnershipdiscoveredandaddressedtheproblemoffindingaffordable,safehousingisdetailedinthefullreport,recordedattheSeptember26,2014CommunityofPracticein‐personall‐daymeeting.
LOOKING AHEAD
TheFSHProgrampartnerswillcontinuetobuildonthestrengthsofwhatworksandsharethiswiththetwonewgranteesintheHartfordandSt.Johnsbury,AgencyofHumanServices(AHS)districts.Toolstoshareincludetheinterviewquestionswhenafamilyappliestotheprogram;theapplicationforms;andoutreachmaterials.Otherstepsunderwaytohelpgranteesimproveoutcomesforfamiliesare:
1. ChamplainValleyOfficeofEconomicOpportunityhassetupaninternetsitetosharefinancialresourcesandwillmeeton‐sitetotrainnewgranteesandprovidetechnicalassistanceregardingthefinancialassistanceprogramtoallgrantees.
2. Thequarterlyreportonindicatorswillberevised.Thecurrentreportdoesnotcapturedsomecriticalinformationaboutalltheworkthatmaybeoccurring.Forexample,familiesbecomeengaged,findhousingandmayleavetheprogramorcomebackintotheprogramafterleavingforawhile.Trackingretentionandthenuancesoffamilyengagementaddcontexttotheoutcomes.Thequarterlyreportdidnotcapturepeoplecomingintotheprogramwhoareactivelyusingsubstancesorstartusingsubstancesinthefirstyearbutwillbeaddedforthesecondyearoftheproject.Addingquestionstothenarrativetocapturethereasonsanindicatormaybelaggingisanotherchange.Thisincludeschallengesforfamiliesunabletolocatehousingbecauseofthemarket.
3. Exploreideassuchasbundlingsubsidyandestablishinghousingproductionset‐asidetargetsthroughforumssuchastheJointCommitteeonTaxCreditsandVermontCouncilonHomelessnesstocreatehousingstockthatisaffordableandaccessibletoparticipantfamilies.
EXECUTIVE SUMMARY
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ACKNOWLEDGEMENTS
WeextendourdeepappreciationtotheFSHdirectorsandservicecoordinatorsandtheirpartnersforparticipatingintheevaluationprocess.WealsowanttoacknowledgetheChamplainValleyOfficeofEconomicOpportunityfortheirtrainingandtechnicalassistanceeffortsrelatedtothefinancialempowermenteffortswithfamilies.StatefundsallocatedtotheOEOforfiscalyearendingJune30,2014supportedthefirstyearoftheFamilySupportiveHousingProgramandthisannualevaluation.
DESCRIPTION OF FAMILY SUPPORTIVE HOUSING PROGRAM SERVICES
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DescriptionofFamilySupportiveHousingProgramServices
TRAINING, MEETINGS AND COMMUNITY OF PRACTICE
TheFamilySupportiveHousingdemonstrationpilotsagreedtoface‐to‐faceandweb‐basedtrainingofferedbytheStateOfficeofEconomicOpportunity.Theservicecoordinatorsattendedtrainingsessions.FSHleadership/managementstaffandlocalhousingpartnerswereinvitedaswell.InitiallytherewerequarterlycallswhichevolvedtomonthlyCommunityofPracticecallsforthepurposeofsharingexperiences,learningandcreatingsolutionstochallenges.Thecallsalsoincludedguestexpertsonsubjectslikepromisingpracticesonservicesforhomelessfamilies,substanceabuseservices,andtraumainformedpractices.ChamplainValleyOfficeofEconomicOpportunityparticipatedinthemonthlyCommunityofPracticecalls,sharingupdatesorofferingtechnicalassistanceonthefinancialstabilityandempowermentefforts.EvaluationoftheprogramwasastandingagendaitemfortheCommunityofPracticecallstodevelopquestionsanddatacollectionmethods,reflectontheresults,anddiscussactionstocontinuouslyimprovetheprogram.
EFFICACY OF LOCAL PARTNERHIPS
LocalpartnershipsbetweenFSHgranteesandhousingandotherservicesproviderswasestablishedformallywithaMemorandaofUnderstandingorAgreement(MOUorMOA).Theseagreementslaidouttherolesatmultiplelevelsbetween:thefamiliesandservicescoordinators;localhousingandserviceproviders;andthestateandcommunitypartners.Theintentofcreatingandimplementingagreementswastoclarifyroles,identifyavailablehousingforfamiliesenrolledinFSH,establishprogramrulesandresolvedisputesbetweenpartners.
CUSTOMIZED CASE MANAGEMENT AND SERVICE COORDINATION
EachFSHgranteehiredqualifiedandexperiencedprofessionalsproviding:customizedon‐sitecasemanagement;servicecoordination;financialempowerment;lifeskills;tenanteducation;parentandchildresiliency;andsupportforaddictionrecovery.
Interviewswiththefiveservicecoordinatorsrevealedwhatatypicaldaywaslikeprovidingtheseservices.Therehasbeenashiftasthefamily’sdurationintheprogramincreasedandtherelationshipwiththeservicecoordinatordevelopedtrust.Newlyenrolledfamiliesmayshowanxietyandalackoftrustbasedontheirexperienceswithpriorcasemanagers.OnceenrolledinFamilySupportiveHousing,familiesstartfocusingonstrengths,ventingfrustrationandaskingquestionsbecausetherelationshipandtrustisestablishedwiththeFSHservicecoordinator.
Servicecoordinatorsfilltheirdaywithcheck‐invisitswiththefamilies.Thefrequencywasindividualizedmeetingonceortwiceaweekfrom45minutesto2hoursinlength.Thediscussionfocusedonbasicneedsatfirstandgettingtheresourcesorservicesneededforimmediateandlong‐termsolutions.Theservicecoordinatormayremindthefamilyaboutthegoalsintheirformalplan,checkingtoseeiftherewereany
DESCRIPTION OF FAMILY SUPPORTIVE HOUSING PROGRAM SERVICES
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barrierstoresolve.Thistypeofsupporthelpedsupportthefamilytoproblemsolveandovercomeobstaclesandchallenges.
Aftercheck‐inswithfamiliesandfocusingoncasemanagement,theservicecoordinatorspenttherestofthedayonservicecoordination.TherewerefollowupcallstoconnectwithReachUpandFamilyServicesorhousingproviderstosharerelevantinformation.Withthefamily’sconsent,theservicecoordinatorcalledagenciestomakereferralstosubstanceabuseservicesincludingrecoverysupports.
DuringatypicaldayIinterweavecasemanagementandservicecoordination.Thereisabalancebetweenthetworolesandyoucannothaveonewithouttheother.Therealityisasacasemanageryoucannotdoitallandtheservicecoordinationhelps.
Casenotes,dataentryandreportingwereothertasksinatypicalday.
Servicecoordinatorsspentsignificanttimehelpingfamiliesincrisis.Forexample,theremaybeaproblemwithpayingrent.Transportationwasanissuesoaservicecoordinatortransportedthefamilytoappointmentsandmeetings.Oneestimatewas20%ofthetimewastakenbygettingthefamilytotherapy,doctors’appointments,thestoreorfoodshelve.Whiletransportingthefamily,thefamilytalkedaboutvariousthingswiththeservicecoordinator.Casemanagementwasaccomplishedbyspendingalotofthetimelisteningtothefamilymember.Theservicecoordinatormayhavesetupaspecialtimetodiscusstheissueoutsideoftransportingtimetobettersupportthefamilymemberinfindingaresolutiontoaproblemorconcern.
Occasionallythereisfrustrationandaclient(familymember)mayyellusingtheservicecoordinatoras“soundingboard”.Becauseotherprogramsmaydictate,meddleorbepunitive,intheeyesoffamilies,theFamilySupportiveHousingprogramisdifferent.Theservicecoordinatorsupportsthemtoworkonwhattheyneedtoworkoninthemoment,tohaveaneasiertimewiththesystemandtomovetowardsgreaterstability.
Servicecoordinatorswereaskedhowmuchtimetheyspendonthevarioustasks.Casemanagementtookthemosttimerangingfrom50%to100%ofthetime.Servicecoordinationrangedfrom5%to50%ofthetime.Oneservicecoordinator,alicensedtherapist,reported50%ofhertimeisclinicalwork.
EVALUATION COMBINING QUALITATIVE AND QUANTITATIVE
ThisreportcoversthefirstyearoftheprogramstartingJuly1,2013andendingJune30,2014.Duringphase1,a6‐monthevaluationreportwasissuedthatincludedinterviewswithparticipants.Thisqualitativedatasuggestedthatparticipantsunderstoodthedifferenceincasemanagementthatwasprovidedbytheservicecoordinatorscomparedtoothercasemanagementservices.TheservicecoordinatorswereinterviewedindividuallybyLynnManagementConsulting,allowingthemtoreflectonthestrengths,opportunitiesandhopesfortheprogramandtheirrole.Thecombinationofthequalitativedatahelpedunderstandoutcomemeasures(seeRecommendationsandAppendixBsectionsofthisreport).
INTERVIEWS WITH SERVICE COORDINATORS
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InterviewswithServiceCoordinators
METHOD
TheSOAR(Strengths,Opportunities,Aspirations,andResults)frameworkisamethodtoopendialogueamongpartnersandtothinkstrategically(seeFigure2,http://www.soar‐strategy.com/).ItframedthequestionstoFSHservicecoordinators.
Figure2ComponentsofSOARApproachtoAppreciativeInquiry
Onereasontousethisprocessisthatindividualsinapartnershipreflectonwhatisgoingreallywell(strengths)andhowtomakeadifferenceinthefuture(e.g.,thehopesoraspirationsoftheprogramandpartnerships).Thisframeworkshiftsthedialoguefromafocusonthreatsorchallengestonewstrategiesorenhancedstrategiestoreachthesharedgoals.Thegoals(e.g.results)forfamiliesintheprogramthatcanreceiveservicesforupto2‐yearsincludes:safe,permanentandaffordablehousing;familyhealthand
INTERVIEWS WITH SERVICE COORDINATORS
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wellness;resiliencytomaintainstabilityandaddressdifficultiesthatmaycomeup;andfinancialempowerment.
LynnManagementConsultinginterviewedthefiveservicecoordinators/casemanagersindividually.Thegrantagreementthatdescribesthesupportiveservicesandtheservicecoordinatorrole,wasreferencedsothateachindividualhadthesameinformationtobasetheirresponses.Thequestionsincluded:
1. Backgrounda. Whendidyoustartastheservicecoordinator/casemanager?b. WereyouabletocompletetheadditionaltrainingwhichincludedReachUpStrengths‐
Based,MandatedReporter,DomesticViolence,FinancialEmpowerment,andCo‐occurringDisorders?
2. Deliveryofservicesa. Whatisyourcurrentcaseload?b. Whatisthefrequencyofservicesprovidedinthehomeoragreeduponlocation?c. Whatisthefrequencyofvisits?d. Whathasbeenyourexperiencewithclientengagement?e. Whathasbeenyourexperiencewithfinancialempowermentandassetbuilding?
3. Effectivepartnershipsa. Describeyouconnectiontolocalhousingreviewteam?b. DescribeyourconnectiontoFamilyServices?c. DescribeyourconnectiontoReachUp?d. Describeyourconnectiontorecoveryservices?e. DescribeyourconnectiontoCreativeWorkforceSolutions?
4. SOARa. Describeatypicaldayoverthelastmonth.b. Whatisthegreateststrengthinyourroleasservicecoordinator/casemanager?c. WhatisthegreateststrengthintheFamilySupportiveHousingProgram?d. Whatarenewopportunitiesinyourroleand/ortheprogram?e. Whatwouldyoulikethefuturetolooklikein2015inyourroleand/ortheprogram?f. Whatarethemeasurableresultsthatwilltelluswesucceededinthevisionofthefuture
youdescribed?
Thegrantagreementstatesthattheservicecoordinator/casemanagerprovides:customizedon‐sitecasemanagement;servicecoordination;financialempowerment;lifeskills;tenanteducation;parentandchildresiliency;andsupportofadditionalrecovery.Onedefinitionofservicecoordinationisthatitsupportstheadultsandthechildreninthehouseholdtogettheservicestheyneedtoachievethedesiredgoals.Casemanagementontheotherhand,is“acollaborativeprocessofassessment,planning,facilitation,carecoordination,evaluation,andadvocacyforoptionsandservicestomeetanindividual'sandfamily'scomprehensivehealthneedsthroughcommunicationandavailableresourcestopromotequality,cost‐effectiveoutcomes,”(CaseManagementSocietyofAmerica,http://www.cmsa.org/Home/CMSA/WhatisaCaseManager/tabid/224/Default.aspx).Inthisreport,
INTERVIEWS WITH SERVICE COORDINATORS
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servicecoordinatormeanstheprofessionalprovidingbothcasemanagementandservicecoordinationfortheFSHgrantee.Clientreferstothefamily,adultorchild,orotherhouseholdmember.Statementsbytheservicecoordinatorsappearinlightgray/blueshadedtext.
STRENGTHS
Background
TherearetwoservicecoordinatorsworkingforWinstonProutyCenter.OnestartedlaterintheprojectinMay2014whiletheotherhasworkedsinceAugust2013.ThetwoservicecoordinatorsworkingforHomelessPreventionCenter,bothstartedinJuly2013.TheCommitteeonTemporaryShelterhasaslightlydifferentstructure,hiringacounselorfromtheHowardCentertobetheservicecoordinator/casemanager.ShestartedinJuly2013.TheFSHgranteeswereresponsibleunderthegrantagreementtorecruit,hire,trainandsuperviseanexperiencedprofessionalforthepositionwhichhadtheprimaryroleofprovidingsupportiveservicestoeachhouseholdintheprogram.
Delivery of Services
FSHservicecoordinatorsalsocompletingadditionaltrainingtosupporttheirworkwithfamilies.Withtheexceptionofthenewlyhiredpersonthetrainingrequirementsweremet.ThenewlyhiredservicecoordinatoratWinstonProutyCentersaidshehadbeentrainedandhadpriorworkexperienceinthetrainingcontentareas,exceptfortheFinancialEmpowermenttraining.
TheaveragecaseloadforservicecoordinatorsasofJune214wasapproximately11.Thetargetcaseloadwas12‐15.Threeservicecoordinatorsofthefivemetthistargethaving13or14caseseach.
Theservicecoordinatorssaideachmetwiththefamiliesatleastonceaweekandthatthefrequencywasdependentonthefamily’swantsandneeds.Somefamiliesrequiredmorevisitsuptotwiceoreventhreetimesaweek.Afamilymayneedtwiceaweekcheck‐insatthebeginningtofindhousing.Thisfrequencydecreasedtoonceaweekwhenthefamilyandservicecoordinatormutuallyagreedtothis.Familiescouldsetthepaceforinstanceinonecasethefamilyaskedforacheck‐ineverytwoweeksbecauseoftheirbusyschedules.Check‐inswereconductedeitherin‐personorbyphoneandatvaryingtimestoaccommodatethefamilythatmayhaverequestednightcheck‐invsdaytime.Thelengthoftimeforthecheck‐inalsovarieddependingontheneedfromonehalf‐houruptotwohours.
Servicesweredeliveredinthesettingpreferredbytheclient(adultfamilymember).Generallyserviceswereinthehomeofthefamily.Exceptionsincludedmeetingincommunitysettingslikeparksorduringlunchtimenearorattheplacethepersonworked.Inothersituationstheadultfamilymembermayhavebeenlookingforhousing.Forexample,theservicecoordinatormettheminthefriend’shomeortheshelterthefamilystayedatwhilelookingforpermanenthousing.Oneservicecoordinatordescribedahybridcheck‐inmodelthatwasflexibleanddependedonthetaskorreasonforthecheck‐in.SometimesitwaseasiertomeetattheFSHofficetodojobsearchesvs.meetinginthehomewheretheremaybenocomputerorinternetservice.
INTERVIEWS WITH SERVICE COORDINATORS
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Clientengagement,usesastrengths‐basedapproach,coaching,motivationalinterviewtechniquesandgoalsetting.Oneservicecoordinatorsaidsheusedthefollowingopen‐endedquestionswithclients:
1. Whatarethreethingsyouwantinlifeorneed?2. Whatdoesthatmeantoyou?3. Howarewegoingtodothat?
TheReachUpStrength‐Basedtrainingwasviewedashelpfultomanyoftheservicecoordinators,whichhadrecentlytakenplaceinthespring.Oneservicecoordinatorsaidherformaleducationcoveredthisapproachbutshefeltithelpedherreflectonherworkandapplyothertechniques.Anothersaidthestrengths‐basedapproachbuildsconfidenceintheclient.Theadultssheworkedwithmayhaveneverheardpraiseorencouragementbefore.Motivationalinterviewingmentionedbyoneservicecoordinator,helpedwiththechangeandthethoughtprocessforthosesheworkedwithintheprogram.Sheandherclientstalkedaboutthelittlestepsinsteadofgettingstressedaboutthelong‐termgoal.
Theservicecoordinatorsfeltapositiveconnectionwiththeirlocalhousingreviewteam,too.ReachUpconnectionshadimprovedovertime.ThecollaborationwasdependentontheReach‐UpcasemanagerandthedevelopmentofthepartnershipwitheachReach‐Upcasemanager.Connectionswithlocalsubstanceabuseservicesortwelve‐stepprogramswerealsoseenaspositive,eveniftherewasawaittimetogetaclientintoserviceswhoisinrecoveryorseekingtreatment.
Summary of Strengths
Forclients,havingalltheconnectionsprovidedbytheservicecoordinatorisabenefit.Itiseasierbecauseaprogram(supportiveservices)comeswiththem,makingthemfeelbetterabouttakingwhatseemslikearisktothem(e.g.,jobtraining,education,saving,etc.).
Thestrengths‐basedapproachworksbecausethefamiliesareincrisisandtheyknowtheycandependontheFSHservicecoordinatorbutnotinanenablingway.TheyuseFSHprogramforresourcestheyneed.
TheFSHProgramisnotpunitive.Theservicecoordinatorisstillthereforthemifthesafetynetfalls.
Frequencyofvisitsmattersatfirst.FSHismorethanhousingandgetsattherootcausesofhomelessness.
Therelationshipandtrustbetweentheservicecoordinatorandtheclientisastrengthandallowstheclienttocometotheservicecoordinatorforhelp.
Itisastrengthtohaveaclinicianasaservicecoordinatorandcasemanagerinonebecauseofthepatternsofbehaviorandrelationshiptotrauma,substanceabuse,andmentalillnessamongfamiliesexperiencinghomelessness.
OPPORTUNTITIES
Servicecoordinatorssawnewopportunitiesinthefollowingareas:lengthoftimetoplacefamiliesintostable,affordablehousing;enhancedservicecoordinationwiththeDepartmentforChildrenandFamilies
INTERVIEWS WITH SERVICE COORDINATORS
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(DCF),FamilyServicescasemanagers;waystosupportfinancialworkand;reducingwaittimesforsubstanceabusetreatmentandrecoveryservicesandmentalhealthservices.Oneservicecoordinatordescribedthetypicalfirstfourmonthsforfamilyasaslowprocess,intentionallybuildingtrustwiththefamilyanddealingwithanxietythefamilymembersfeel.Counselingandputtingoutfiresweretheprimaryconduitforgoalsetting.Parentsarestressed.Thisisheightenedoncethefamilymovesintothehomebecausethingscomeuptoremindthemwhythefamilywashomeless.Meetingtheparentwhereheorsheisatbyfillingbasicandemotionalneedsduringthesearchforthehomeandthetransitiontoanewhomecamefirst.
Financial Empowerment Opportuni es
Financialempowermentworkwasintendedtobeflexibleforthehouseholdstoprepareforthefutureandmaintainstabilityduringtoughtimes.Theservicecoordinatorshelpedwithfinancialeducationandcoachingtosupportthefamilygoalsto:
1. Managecreditanddebt2. Saveandplan3. Usemainstreambankingand4. Accesstaxcredits.
Althoughtheservicecoordinatorsrecognizedthevaluefortheclientstheyworkwith,itwasviewedasabettergoalforyeartwointheprogramgiventhestressandtransitionalfactorsduringthefirst3‐to6‐monthsintheprogram.Regardlessofwhenthefamilywasreadyorsaystheyareready,itisdifficulttochangebehaviorinthisarea.Someclientssaidtheywantedtodoitbutfeltunabletodoit,whichoneservicecoordinatorspeculatedmayhaveledtofeelingsofshame.Theotherreason,anotherservicecoordinatorthoughtitwashardisthatthereisnotenoughmoneyinthehouseholdbudgettoachievethegoalofsavingandplanningorusingbanks.Mosthaverentanddebttopaydownfirst.Therewasnoothersourceofincometoworkonthesefinancialgoals.Changingthoughtpatternsovertimeandwithsupportwasanimportantparttowardsstartingtoworkonthefinancialempowermentgoals.
Anothercontributingfactortothebudgetgoalsettingsuggestedbyaservicecoordinator,wastrackingReachUpfunds.ThefinancialclassessomeFSHparticipantsattendedwerehelpful.Oneservicecoordinatorsaidherclientsuggestedtheclassesbecomeanindependentstudywithabooklet.Inhercaseitwouldhelpbecauseofchildcareissues.Itishardtofindcareforchildrenoutsideofthedailyhoursofchildcareoperations.
Anotherservicecoordinatorexplainedmostclientsarejusttryingtobudgettopayrent.Thereisnothinglefttosaveafterpayingbackothersorwhenjobincomedecreased.Evenwiththe$150dollarstowardsrentinthefirstyearoftheFSHprogram,therewasadeficitbecausetherewerenotsufficientandconsistentincometopayfortheneedsofthehousehold.Attainingavoucherforhousingmaynotraisethehouseholdbudgetenougheither.
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ChamplainValleyOfficeofEconomicOpportunityhastalkedwithgranteesabouttheseissuesstressingthatsavingsisaveryhighlevelskilltoworktowards.Thefinancialempowermentworkismuchbroaderanditstartsmorebasictakingstepstowardssaving.
TherealityoffamiliesinFSHwasseenbyoneservicecoordinatorashardenoughtofindandkeepapermanenthome.Inoneverychallenginghousingprocess,thefamilywashousedatsixandhalfmonthsintotheprogram.Onceinhousingthetraumaoflosinghousingcameback,neutralizingthemtotakeotherstepsinachievingfinancialgoals.Itwasoverwhelmingtohaveatightbudgettopayforbasicneeds.Thediscussionaboutfinancesstartsearlyandcautiouslybecauseitcanbeonemorestressorinthefamily’slife.
Service Coordina on with DCF – Family Services
Partofthereferralprocess,wastoidentifyifafamilyworkedwithDCFFamilyServices.Sometimesthecommunitypartnermakingthereferralhadthisinformationandatothertimesthiswasself‐reportedbythefamily.Servicecoordinatorswonderedifthefamilybelieveditwasnotrelevantbecausetherewasonepersontodealwitheachthing(e.g.,homelessness,custodyofachild,etc.).FromthepointwhentheFSHservicecoordinatorswereawareofDCFFamilyServicesinvolvement,theyroutinelycommunicatedbytelephoneore‐mailwiththeDCFFamilyServicescasemanager.TheDCFFamilyServicescasemanagersvariedinrespondingbacktotheFSHservicecoordinators,possiblydependingonthenumberandcomplexityoftheircases.
Oneservicecoordinatortalkedwithherclientsaboutparenteducationandparentstress.MorethanoneservicecoordinatordescribedthefinelinewithbuildingtrustwithparentsandcollaboratingwithFamilyServicescasemanagers.ParentsknowthatiftherewasasafetyissuethentheFSHservicecoordinatormustreportit.Someparentsdisclosedtotheirservicecoordinator,theirfeelingsofmistrustwiththeStatebecauseofpastexperiences.Regardlessofthefactorsofstressandmistrust,theFSHservicecoordinatorhelpedeachparenttakeresponsibilityandprepformeetingswiththeFamilyServicescasemanager.Thisincludedhavingquestionsreadyanddescribingthechallengestheyface.
ThemainconcernservicecoordinatorshadwasattainingtheplansforfamiliestheyweresharingwithDCFprograms.MorethanoneFSHservicecoordinatorsaidtheysharedtheFSHplanbuttheydidnotgetacopyoftheDCFFamilyServicesplan.ServicecoordinatorsreceivedsomeFamilyServicesplanswhentheyaskedforitandatothertimestheydidnotgetthisinformation.TherewasinconsistentpracticeacrossregionsandwithinregionsbyDCFcasemanagers,accordingtotheFSHservicecoordinators.ThesecondaryMemorandumofAgreementbetweenFSHandregionalDCFFamilyServicesandReachUpshouldhaveincludedhowsharingofinformationwouldbeimplemented.FSHgranteesalsohaveareleaseformtoshareinformation.Intheend,meetingsseemedthebestwaytocommunicatebetweenallparties(DCFcasemanager,FSHservicecoordinatorandthefamily)abouttheplanandanyprogressorbarriers.
OneservicecoordinatorsaidsheattendedmeetingswiththefamilywithopenFamilyServicescasesoutsideofthemeetingswiththeFamilyServicescasemanager.Forexample,sheattendedtheIEP(IndividualizedEducationPlan)meetingsattheschool.Sheaddedthatherrolewasblurredbetween
INTERVIEWS WITH SERVICE COORDINATORS
Page14
providingdirectservicesandcoordinatingservices.ShehelpedwithchorechartsandlifeskillsonpersonalhygienethatwaspartoftheFamilyServicesPlanandnotpartoftheFSHplan.
Substance Abuse and Mental Health Treatment Services
TheservicecoordinatorshelpedadultsintheFSHprogramwhowereinrecoveryorusingsubstancesaccessthesubstanceabusetreatmentprograms,withcontactingtheprogramsintheirbehalf.Theybelievedtheresponsewasfasteriftheycontactedtherecoverycenterandmadereferralsfortheadultwiththeirconsent.Theservicecoordinatormadethefirstappointment,foundoutiftheypreferredamaleorfemaleasacounselorandactedastheliaisontohelpsetclearexpectationofservices.
Oneservicecoordinatorsaidshewaspartoftheteamformanyclientsreceivingaftercareorcareplans.Shecommunicatedatteammeetingsaboutsupportingtheclientbutwasnotpartofthetreatmentplan(e.g.,providingcounseling).
Anotherservicecoordinatorhadmixedexperiencescoordinatingwithtreatment/recoveryandmentalhealthserviceprovidersinthearea.SomeclientsinFSHwaitedforservicesandneededimmediatehelp.TherehadbeensomeprogressgettingfolksintotreatmentsoonerwiththehelpofapilotwithReach‐Upthathadastaffonboardthatscreenedfortreatment.
Therewasoftenawaitlistformentalhealthtreatment.Itremainsachallengetofindprivatetherapiststotakeonnewpatientsanddifficulttogetsomeoneintoin‐patientcare.
Totheirpartners,theFSHservicecoordinatorwasseenashavingaprimaryfocusinhousingandsupportingthefamilytoconnectwithcounselorsandgetothermedicalappointments.Oneservicecoordinatorreinforcedwiththefamilyandpartnersthatshewasnotacounselor.Shewasconcernedbecauseoftheintensityoftheworkwiththefamilythatotherswouldseeherasacounselorversusservicecoordinator.
Innova on Strategies from FSH Service Coordinators
ShareorintegrategoalsandplansbetweenFSHandFamilyServices. Balancetheintensityofclientsacrosscasemanagers. CreatemoreunderstandingwithrentalpropertyownerstoacceptFSHhouseholds(e.g.,firstdibs). Explorethefinelineaservicecoordinatorhasadvocatingforthefamilywhilecollaboratingwith
thepartners(e.g.,DCFFamilyServicesandlandlords). Clarifyeligibilityandprioritizationoffamiliesincludinghowthecriteriaworkstoenrollfamilies
withchildrenuptoage10yearsoldandwhomeetabroaderdefinitionofhomelessness4. ReducethecaseloadsofFSHservicecoordinatorsbecausetheyareworkingwithallmembersof
thehousehold(notjustoneortwoadultsbuttheservicesforthechildreninthehouseholdaswell).
4AgreementswiththeStateendingJune30,2014allowed25%offamiliestobeeligibleifcertainconditionsweremetandprioritizationswereformultipleshelterorstate‐fundedhotels,openFamilyServicescasesandfamilieswithachildundertheageofsix.
INTERVIEWS WITH SERVICE COORDINATORS
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Increasecasemanagementsupportfromotherproviders.Forexampleworktogetheronachild’sbehaviortopreventthechildfromdamagingthehousethefamilymovedinto.
Increasefamilyindependencethroughbuildingcopingstrategiesandresiliencyskills. Decreasewaittimesforservicestosubstanceabuseandmentalhealthservices. Applyaclinicalapproachtoservicecoordination:doingbothhelpsseethefullpicture,patterns
andcanhelpcreateteamfortreatmentplan.
THE FUTURE ‐ ASPIRATIONS
Aspirations,hopesandambitionsofachievingsomethingtogethercanbepowerful.ServicecoordinatorswereaskedtothinkaboutwhattheirroleandtheFSHprogramwouldlooklikeinthefuture.Thethemesthatcameupaddressedtheconcernsthatwereraisedearlierintheinterview.Forexample,oneservicecoordinatorreflectedonatrainingontherootcausesofpovertyandhomelessnesssheattended.Sheplannedtousethistoseethepatternsthatfamiliesgetintobecauseoftraumaandsupportachangetogetoutofthepattern.Motivationalinterviewingskills,whichisacollaborativeguidetoelicitandstrengthenchange(http://www.motivationalinterview.org/Documents/1%20A%20MI%20Definition%20Principles%20&%20Approach%20V4%20012911.pdf)wouldhelp.Screeningadultsfortheappropriatetreatment,parentandfamilyfunctionwereotherstrategiestosupportthefamilysotheycouldchangethepatternsthattheyfellintounderstress.Thestrengths‐basedtrainingwasalsoviewedasrelevanttotheconversationwithfamiliesaboutfinancialempowermentandassetbuilding.
Peoplewouldhavelesspushbackaboutfinancialgoalsinthefuture.Ayearfromnowforfolksthathavebeeninfortwoyears,therewouldbeawesomestories.
Onehopewasthatfamiliescouldleavetheprogramwithavoucherforrentalhousing(whatevertheyareeligibletoreceive).Thefamiliesintheprogramcannotaffordtopayforrentandotherbasicneedswithoutsometypeoffinancialassistance.An“automaticvoucher”,setasideforFSHparticipantstoaccessafterleavingtheprogramwassuggestedbyaservicecoordinatortosupportfamiliesafterthe24monthsoftheprogramservicesended.
ThetransitionoutofFSHwasdiscussedbymorethanoneservicecoordinator.ItwouldbeimportantfortheFSHservicecoordinatortocontinuetoworkwithfamiliesfor6‐monthsafterexitingservices,tosupportthechange.
Familiesarestilldependentonthesystem.Theydonotneedtobeputintoanotherorganizationinthesystembuttoremainstableenoughworkingtowardsnotneedingthesystemandhavingonelessorganizationintheirlife.
Somefamilieswillbeokayandnotneedmoreservicesafter24monthswhileotherswillneedlongersupportiveservices.Afewmayalwaysneedsupportiveservices.Itwillbehardonthecommunityandthefamilytotransitionacaseload.TherecommendationforthefutureistoindividualizethedurationinFSH
INTERVIEWS WITH SERVICE COORDINATORS
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basedontheabilityofthefamilytosustainhousingandcontinuetoworktowardsgoalsandstabilityintheotherareasoftheirlife(housing,employment,health,family,childsafety,andfinancial).
Oneotherissueistheamountoftimeandefforttoenrollafamilyintotheprogram.Oneserviceproviderspentalotoftimeandeffortupfront.ThefamiliesmaycontinuetotakestepsbutstaywithfamilyandfriendsinsteadofenrollingandmakingaformalagreementtoFSHservices.ThisservicecoordinatorsaidtherewerethreefamiliesinJunethatwerepartofhercaseloadbutnotofficiallyenrolled.ShehopedtheCommunityofPracticecallsmayclarifywhatothergranteesarefindingtheaveragefamilylookslikebeforegoingintotheFSHprogram.Thegranteereportedtwofamiliesmetcriteria,enrolled,andlaterthegranteeinitiatedanexitstrategyduetolackofengagement(e.g.,notroutinelymeetingforcasemanagementservices).AtransitionschedulewasastrategyshethoughtwouldhelpmovethefamilysuccessfullyintoFSHandincludeallagenciesinvolvedwiththefamily.
MEASURING RESULTS
Theservicecoordinatorsrecommendednewwaystomeasureifthefamilies’hopesoraspirationswereachieved.Theysuggestedthefollowingmethodsorquestionsmovingforward:
Employment–o DotheFSHparticipantsfeelbetteraboutthemselves?o Isthereanincreaseinincomeoranotherwaytomeasurestability?
Familystability‐Istherearegularroutinelikedaycare,school,healthyfamilyfunctionandcopingwithstressors?
Housing–o Istherentontime?o Dotheyliveinthesameapartment?o Didtheymovetoabetterapartmentforthefamily’sneeds?
Self‐Sufficiency–relatedtoindicatorsmeasuredo HowdoestheSelf‐SufficiencyOutcomeMatrixhelpdefineself‐sufficiencymean?Please
seeAppendixCforsample.o Whatarewesayingself‐sufficiencylookslikeintwoyears?Oneclienttoldherservice
coordinatoritwasbeingabletopayforthingsandnotneedstateassistancetosupporttheirfamilybythemselves.
o Shouldwemeasurethenumberofcrisiscallsfromfamiliesovertime?Thismayindicatethefamilylearnedhowtohandlesituationsandrequirelesscoachingbytheservicecoordinator.
Health‐o Issobrietymaintained?Thisiscurrentlybeingtrackedinthequarterlyreports.o Howlongdoclientsintheprogramseekingmentalhealthservicesreceiveit?o Howlongdotheserviceslast?
FinancialEmpowerment‐AreFSHhouseholdskeepingupwithhousingorutilitypaymentplans?
INTERVIEWS WITH SERVICE COORDINATORS
Page17
Bytheendofthe24monthsintheprogramwewanttoknowiffamiliesareabletostayinapermanenthomeandtodealwiththestressorsaftertheservicecoordinatortransitionsservices.Thisisthefocusofnextyear’sannualevaluation.
RECOMMENDATIONS
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Recommendations
Thefirstrecommendationistoretainfamiliesforaslongastheyneedtheservicesoverthe24‐monthprogram.Criticaltothesuccessofeachfamilyistheindividualizedcoordinatedservicesandcasemanagement.Thereasontheprogramwasdesignedtoprovidesupportforupto24monthswastoallowenoughtimeforthefamilytoachievestability.Theinitialrelationshipwiththeservicecoordinatorbuildstrustovertimetohelpthefamilythinkaboutwhattheyneed,whattheirgoalsareandhowtheycangetthere.Ultimatelythefamilychoosesthedurationofservices.
Thisrationaleforthisrecommendationcomesfromthefourthquarterdata.Figure1showsthe6‐monthpercentagesaregreaterthanthe3‐monthpercentagesforthehousingandtenantengagementindicators5.
Asecondrecommendationistoshareenrollmenttoolswiththenewsitescomingintotheprojectinyeartwo.Therationaleforthiscameoutoftheinterviewswithservicecoordinators.ServicecoordinatorsreportedpartnersarereferringtotheFamilySupportiveHousingineveryregion.Eachprogramhasinterviewprocessestodeterminethereadinesstoengageafamilyintheprogram.ThesequestionswillhelpthenewestpilotsinSt.JohnsburyandHartfordrampupquicklyinidentifyfamiliesthatareeligibleandreadytoact.
AthirdrecommendationistopromotesharingofplansbetweenFSHandFamilyServicesandexploringhowtointegrateplans.ServiceCoordinatorssaidthateventhoughcommunicationhasimprovedovertime,generallyplansarenotshared.Integrationtakesitastepfurther,wherebyoneplanwithsharedgoalsexistsforthefamily.
Thefourthrecommendationistoconnectfamiliestomorehousingopportunities.Granteesreportedchallengesinfindingaffordablehousingthroughouttheyear.ThepartnershipbetweentheStateandthefourFSHgranteesusedacollaborativeproblemsolvingprocesstomaximizeresourcesandsupportgranteeswiththistypeofcommonchallenge.TheprocessisconductedthroughthemonthlyCommunityofPracticesessions.DuringtheSeptember26,2014CommunityofPracticein‐personmeeting,thepartnershipdiscoveredandaddressedtheproblemoffindingaffordable,safehousing.Thequestionsandresponsesthatguidedtheproblemsolvingdiscussionareasfollows:
1. Thefirststepwastodefinetheproblem.WhataresomeprimaryhousingchallengesencounteredbyfamiliesandprovidersintheFSHprogram?
Wedonothavefundingorhousingandthisisahardconceptforfamilies.(communication) Section8waitlistisclosed.(subsidy) InBrattleboro,securinghousingwithintwomonthsisamiracle.Morelikelythreetonine
monthsevenwhenthefamilyhasasubsidy.(market)
5Therewere34housedfamiliesreachingthe3‐monthenrollment,21housedfamiliesreachingthe6‐monthenrollment.Onefamilyreachedtheone‐yearenrollmenthavingstablehousing,currentwithrentandnobreachoflease.
RECOMMENDATIONS
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Rentsoftenseemtobesetjustoutofreachforsubsidywhichmaybeintentional.(market) Thereisnowheretoputfamiliesintoaffordablehousingandlandlordsaregettingchoosier.
(market) Landlordsrequiringfirst,last,depositandcreditchecks.(market) Inprivatemarketyoucanonlyafforda1‐bedroom,notbigenoughforfamilies.(market) Landlordsarenotawareofprogram.(communication) Tenanthistoryisahugepart‐multipleevictions.(tenantbehavior/history) Evictionsfornon‐paymentorsubstanceuse;lackofrentalhistory;credit;andreferencesare
theprimaryissueskeepingpeoplefromgettingintohousing.(tenantbehavior/history) Lackofaffordablefamilyrental;Rutlandrentsoften$1,100to$1,600fora3bedroom.
(market)
2. Thesecondstepwastorecognizethestrengthsofwhatwasworking.Whathasalreadyworkedinthefirstyeartoovercomethesechallenges?
Tenacity‐appealingdenials,negotiatingrents,followinguponallchallenges.Exampleoftwofamiliesinshelterwithsection8vouchers‐findinghousingonthelastday‐gettinglandlordstolowerrentsbelowpaymentstandards–apartmentsfailingfirstHousingQualityStandards‐gettinglandlordstomakeimprovementssounitspass.
WorkingwithprivatelandlordsandWindsorHousingTrusttobuildtherelationship;hoursofcommunicationexplainingwhattheydoandnottellingthemwehavetheriskpoolhasworkedoutwell.
UnderstandingthatlandlordshavebeenburnedandFSHisyetanotherprogrammakingpromisestothem.
ChamplainHousingTrustdedicatingunitsfortheprogramatareducedrate(2‐bedroomsat$900/mo.).
Masterleasewithhouseholdpaying$150/mo.inyearoneand$450/mo.inyeartwo.Transitionmaybehard.
WorkingwithHousingTrustofRutlandCounty. Landlordsknowingsomeoneisworkingwiththetenantsandthatthereisaccountability;the
landlordknowingtheycanreachouttoFSHasanunbiasedagency.Itdoesnotrelievethemoftheirlandlordresponsibilities.
Talkingindividuallytolandlordsduringnegotiationstopersuadeorbepartofcreatingleaseaddendum.
3. Thenextstepwastodefinethetypesofhousingneededforfamilies.Whatbedroomconfigurations
andrentsareneededforthefamiliesyou’reworkingwith? 3Bedroomunitswerementionedmost. Ideally,targetrentsof$200‐$400.Familieswouldgoabovetraditional30%ofincomemetric
forthestability.
RECOMMENDATIONS
Page20
Whatotherhousingorsubsidymodelscould/shouldbepursued? WPCfeltlowersubsidyormaster‐leasingispreferablewithlessreliabilityondeepsubsidy. COTSsupportedmaster‐leasingconcept. BHAfelttwoyearsmaynotbeadequateforallfamilies;suggestedexploringpermanent
SupportiveHousingoptionwithon‐siteresidentadvisortoadvise,teachandtrain;minimumsupportasalongertermmodel.
4. Thefinalstepinthecollaborativeproblemsolvingprocesswastodefineotherstrategiesthat
could/shouldbepursued.• Getmoreinformationtolandlordssotheyknowwhat’sinitforthem.Maybeusethe
Rutlandbrochure.InBrattleborothereisaluncheonoflandlords;Novemberhousingconference;rentalpropertyownersassociation.
• EngagingindiscussionsaroundcreationandprioritizationofaffordablefamilyhousinginvenuessuchastheCommitteeonTaxCredits;CouncilonHomelessness;ConsolidatedPlanCitizenParticipationsurvey;andmore.
Thefifthrecommendationistoclarifytheeligibilityandprioritizationoffamiliestotheprogram.ThegrantagreementwiththeStatesetthefollowingrequirements:
TobeconsideredeligibleforFSH:
1. Theapplicantmustbeahomelessfamily*withminorchildrenwhoarestayinginalocalemergencyshelter,domesticviolenceshelter,orstate‐fundedmotel;and
2. Theparent(s)mustwanttoparticipateintheprogram,agreetoengagewithservicesoffered,setgoals,andactivelyworktowardsthem.
*Upto25%ofthefamiliesservedbyalocalFSHDemonstrationProjectdonothavetobe‘homeless"aslongastheymeetallthefollowingconditions:
Thefamily:
Hasminorchildreninthehousehold; Hasincomeatorbelow30%ofthemedianincomeforthearea; Willlikelybehomelesswithin14daysunlesstheygetsupportsthroughFSH;
WilllikelybeabletosecureaffordableorsubsidizedhousingthroughtheFSH; Hashadatleastonedocumentableepisodeofhomelessnessinthepast24months;and AllpartnersagreetothismodelandreflectitintheMOU.
Prioritywillbegiventofamilieswhomeetoneormoreofthefollowingcriteria:
1. Familieshavehadmultipleshelterstaysormultiplestate‐fundedmotelstays.
RECOMMENDATIONS
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2. FamilieshaveopencaseswithDCF'sFamilyServicesDivision.3. Familieswithachildundertheageofsix.
OneregionwroteintheirJune30,2014narrative:
ManyfamilieswerereferredwhosechildrenareolderthansixbutcouldhavebenefittedgreatlyfromtheFamilySupportiveHousingProgram.
Thesefamiliesmayhavemeteligibilitycriteriabutdidnotreceiveprioritizationbecausetherewereotherfamilieswithchildrenunderagesix.Discussionwithallregionsonhoweachisusingthecriteriatoprioritizefamilieswitholderchildren(butstillminors)isapracticalnextstep.
Evalua on Plan Moving Forward
Anevaluationplanforyeartwowillbuildfromwhatwaslearnedinyearone.Forexample,wewanttoknowifthereareimprovementtoservicecoordination.Therearealsocomponentsoftheprogramnotmeasuredyet.ThesecomponentsincludetheCommunityofPracticemodelandtrainingandtechnicalassistanceandgatheringinformationfromthepartnersabouttheeffectivenessoftheproject.
Theevaluationwillexaminethemultiplelevelsofpartnershipsasabasiccriteria:servicecoordinatortofamily(e.g.,casemanagementandservicecoordination);granteetolocalpartner(e.g.ReachUp,FamilyServices,HousingReviewTeams,RecoveryServices,andCreativeWorkforce);granteetograntee(e.g.,CommunityofPractice);granteetostate(e.g.trainingandtechnicalassistance).Therewillalsobechangestothequarterlyreporttocapturegapsinthedatacollection,inordertorecommendastatewiderolloutoftheprogramthatleadstothefollowingoutcomes:
• Increasedhousingstability;• Increasedtenantresponsibilityandengagement;• Increasedfamilystabilityandself‐sufficiency;• Increasedfinancialstability;• Increasedchildsafety;• Improvedfamilyhealthandwellnessand• Employmentasappropriate.
CONTACT INFORMATION
Page22
ContactInformation
TheFamilySupportiveHousinggranteeshavemanyinformalpartnersintheircommunities.ThistableisalistoftheformalpartnersunderthelocalMemorandumofUnderstandingagreements.
Grantee MemorandumofUnderstandingPartners
JuliaParadiso,LICSWProgramDirectorCommitteeOnTemporaryShelter95NorthStreetBurlington,VT05402Telephone:(802)864‐7402Lori‐annChristie,LCMHCFamilySupportiveHousingClinicianHowardCenterChild,YouthandFamilyServicesTelephone:(802)488‐6630
HowardCenterChild,YouthandFamilyServicesTelephone:(802)488‐6630ChamplainHousingTrust88KingStreetBurlington,VT05401Telephone:(802)862‐6244
DeborahHall,DirectorKamiDaytonandAshleyGreenfield,ServiceCoordinatorsHomelessPreventionCenter(formerlyRutlandCountyHousingCoalition)56HoweStreet,PatchPlaceBuildingA–Box7Rutland,VT05701802‐775‐9286
HousingTrustofRutlandCounty13CenterStreet,2ndFloorRutland,Vermont05701Telephone:(802)775‐3139RutlandCountyWomen’sNetworkandShelterP.O.Box313Rutland,Vermont05702Telephone:(802)775.6788People’sUnitedBank77WoodstockAveRutland,VTTelephone:(802)773‐3311RutlandTurningPoint141StateStreetRutland,VT05701Telephone:(802)773‐6010HeritageFamilyCreditUnion30AllenStreetRutland,VT05701Telephone(802)775‐4930VermontDepartmentofHealthDCFFamilyServicesandEconomicServices300AsaBloomerStateOfficeBuildingRutland,VT05701
CONTACT INFORMATION
Page23
Grantee MemorandumofUnderstandingPartners
ChloeLearey,ExecutiveDirectorEmilyCleverandCrystalBlamy,ServiceCoordinatorsWinstonProutyCenter20WinstonProutyWayBrattleboro,VT05301Telephone:(802)257‐7852
ChristinaHart,ExecutiveDirectorBrattleboroHousingAuthority224MelroseStBrattleboro,VT05301Telephone:(802)254‐6071WindhamandWindsorHousingTrust68BirgeStBrattleboro,VT05301(802)254‐4604JoshuaDavis,ExecutiveDirectorMorningsideShelter81RoyalRoadBrattleboro,VT05301(802)257‐0066
JimWhiteandGillianFranksChamplainValleyOfficeofEconomicOpportunityP.O.Box1603Burlington,VT05401Telephone(802)862‐2771
NotApplicable
StateofVermontContact
PaulDragon,ChiefAdministratorSarahPhillips,CommunityServicesOfficeofEconomicOpportunityDepartmentforChildrenandFamiliesPhysicalAddress:1000RiverStreet,IBM,Building967,EssexJct.,VTMailingAddress:103SouthMainStreet,Waterbury,VT05671‐1801Office:(802)871‐3398www.dcf.vermont.gov/oeo EvaluationConsultant
LynnManagementConsulting86MapleDrive,Huntington,VT05462Tel802‐434‐6089www.planchange.net
APPENDIX A – WEB RESOURCES
Page24
AppendixA–WebResources
DepartmentforChildrenandFamilies‐
VermontOfficeofEconomicOpportunity,FamilySupportiveHousing,http://dcf.vermont.gov/oeo
FamilyServices,http://dcf.vermont.gov/fsd
EconomicServices,ReachUp,http://dcf.vermont.gov/esd
StrengtheningFamiliesFramework–CenterfortheStudyofSocialPolicy,
http://www.cssp.org/reform/strengthening‐families
TheThinBookofSOARBuildingStrength‐BaseStrategy,
http://www.soar‐strategy.com/
APPENDIX B – INDICATORS AND OUTCOMES 4TH QUARTER
Page25
AppendixB–IndicatorsandOutcomes4thQuarter
DATEOFREPORT AsofJune31,2014
TOTAL#OFFAMILIESENROLLED 48
#offamilieswhohavereachedeachpost‐enrollmentinterval(Programtodate)
3months 6months 12months 24months
34 21 1
HOUSINGSTABILITY
Median#ofdaysparticipantfamiliesarehomeless(shelterormotel)priortobeinghousedthroughtheprogram
141
#offamiliesplacedinpermanenthousingYTD 36
#/%offamiliesremainingstablyhousedat3,6,12and24monthspost‐enrollment
3months 6months 12months 24months
# 26 18 1
%offamiliesremainingstablyhousedat3,6,12and24monthspost‐enrollment
76% 86% 100% #DIV/0!
TENANTRESPONSIBILITY/ENGAGEMENT
#/%offamiliescurrentwithrentat3,6,12and24months(VIALANDLORD)
3months 6months 12months 24months
# 23 17 1
%offamiliescurrentwithrentat3,6,12and24months(VIALANDLORD)
68% 81% 100% #DIV/0!
#/%offamilieswithnobreachofleaseat3,6,12and24months(VIALANDLORD)
3months 6months 12months 24months
# 19 16 1
%offamilieswithnobreachofleaseat3,6,12and24months(VIALANDLORD)
56% 76% 100% #DIV/0!
#/%offamiliesregularlyparticipatingincasemanagementandprogrammeetingsat3,6,12and24months
3months 6months 12months 24months
# 31 19 1
%offamiliesregularlyparticipatingincasemanagementandprogrammeetingsat3,6,12and24months
91% 90% 100% #DIV/0!
FAMILYSTABILITY&SELF‐SUFFICIENCY
APPENDIX B – INDICATORS AND OUTCOMES 4TH QUARTER
Page26
#offamiliesontheReachUpprogram 41
#/%whosuccessfullygraduatedReachUpwithin24months
#
% 0%
FINANCIALEMPOWERMENT
#/%offamiliesthatreducedebtat12and24months
12months 24months
# 0
% 0% #DIV/0!
#/%offamilieswhoimprovecreditscoreat12and24months
12months 24months
# 0
% 0% #DIV/0!
#/%offamilieswhoincreasesavingsat12and24months
12months 24months
# 0
% 0% #DIV/0!
CHILDSAFETY
#offamilieswithanopencasewithFamilyServices
# 17
#whosecaseisfavorablyresolvedwithin12months
# 1
%whosecaseisfavorablyresolvedwithin12months
% 6%
#offamilieswhohavelostcustodyofachild
# 5
#offamiliesreunifiedwithin12months
# 0
%offamiliesreunifiedwithin12months
% 0%
FAMILYHEALTH&WELLNESS
#ofchildrenenrolled # 88
#whoareup‐to‐datewithwellchildpediatricvisitsatrecommendedintervals
# 50
%whoareup‐to‐datewithwellchildpediatricvisitsatrecommendedintervals
% 56.82%
APPENDIX B – INDICATORS AND OUTCOMES 4TH QUARTER
Page27
total#ofparticipantsinrecovery # 19
3months 6months 12months 24months
ofthoseinrecovery,the#whohavereachedthepost‐enrollmentinterval
# 14 8 0
#ofthoseinrecoverywhomaintainedtheirsobrietyat3,6,9,12and24months
# 9 7 0
%ofthoseinrecoverywhomaintainedtheirsobrietyat3,6,9,12and24months
% 64% 88% #DIV/0! #DIV/0!
EMPLOYMENT
#ofadultswhoenteredprogramunemployed
# 45
3months 6months 12months 24months
ofthosewhoenteredunemployed,#whohavereachedthepost‐enrollmentinterval
# 30 21 1
#ofthoseadultswhosecuredemployment
# 6 0 0
%ofthoseadultswhosecuredemployment
% 20% 0% 0% #DIV/0!
#ofadultswhoenteredtheprogramemployed
# 15
3months 6months 12months 24months
ofthosewhoenteredemployed,#whohavereachedthepost‐enrollmentinterval
# 15 8 0
#ofthoseadultswhoremainemployed
# 10 7 0
%ofthoseadultswhoremainemployed
% 67% 88% #DIV/0! #DIV/0!
APPENDIX C – HOMELESS PREVENTION CENTER SELF‐SUFFICIENCY OUTCOME MATRIX (SSOM)
Page28
AppendixC–HomelessPreventionCenterSelf‐SufficiencyOutcomeMatrix(SSOM)
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
FamilySupportiveHousingProgramSSOMProgress
ComparingInitialScorestoCurrentScoresJuly1,2013‐June30,2014(TotalHouseholds=23)
AverageInitalScore
AverageLatestScore