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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

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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.

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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


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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,


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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.


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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


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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


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.


Page15

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


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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?


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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

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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

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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

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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

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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


# 26 18 1

%offamiliesremainingstablyhousedat3,6,12and24monthspost‐enrollment

76% 86% 100% #DIV/0!

TENANTRESPONSIBILITY/ENGAGEMENT

#/%offamiliescurrentwithrentat3,6,12and24months(VIALANDLORD)


# 23 17 1

%offamiliescurrentwithrentat3,6,12and24months(VIALANDLORD)

68% 81% 100% #DIV/0!

#/%offamilieswithnobreachofleaseat3,6,12and24months(VIALANDLORD)


# 19 16 1

%offamilieswithnobreachofleaseat3,6,12and24months(VIALANDLORD)

56% 76% 100% #DIV/0!

#/%offamiliesregularlyparticipatingincasemanagementandprogrammeetingsat3,6,12and24months


# 31 19 1

%offamiliesregularlyparticipatingincasemanagementandprogrammeetingsat3,6,12and24months

91% 90% 100% #DIV/0!

FAMILYSTABILITY&SELF‐SUFFICIENCY


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#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%


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total#ofparticipantsinrecovery # 19


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


ofthosewhoenteredunemployed,#whohavereachedthepost‐enrollmentinterval

# 30 21 1

#ofthoseadultswhosecuredemployment

# 6 0 0

%ofthoseadultswhosecuredemployment

% 20% 0% 0% #DIV/0!

#ofadultswhoenteredtheprogramemployed

# 15


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)

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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