5.6 katie kitchin
TRANSCRIPT
Performance Improvement
Katie KitchinConsultant
Memphis, TN
Presentation OverviewThe Basics: How to start the process, what you
need, what to do with the information
Working in partnership with service providers to improve performance
Using financial incentives to drive performance
Governance structures that support system improvement
Beginning the ProcessQ: Who can drive a community to focus on performance improvement?
A: Anyone with access to the data.ConsultantGovernment officialNon-profit leaderAdvocacy group
Quantitative DataKey data sources: HMIS, AHAR, APRs
Key items to assess: Number who enter shelter and transitional housing
programsLength of stay Rate of annual turnover in PSHStatistically valid sample of participants; analysis
of recidivism (are there differences by program? Differences by setting?)
Cost per exit to permanent housing
Example
Source Data: AHAR and NAEH
Why do we care? Research on the impact of homelessness/trauma/chronic health conditions, etc.
Qualitative DataEligibility and tenant rules
Shadowing or assisting an applicant to the program
Standards of care; case monitoring
Exits to permanent housing including family and friends
Demographics of clients served (chronic or not, disabilities at program entry)
Comparing outcomes of different approaches with like population served
ExamplesAPR shows a program served 110 individuals; 56% exited to permanent housing
33% homeless at entry27% of exits were to permanent housing
excluding family and friendsAPR shows program served 27 families; 64% exited to permanent housing
6 exited to permanent housing excluding family and friends
Cost per permanent housing exit = $59,000+
Partnerships for Performance
Universal focus on outcome measures from all funders is motivating all agencies
Shrinking donor bases – must justify their existence and their cost effectiveness
National evaluations are easier to start with…
When goals are common/mutually accepted, start asking questions that prompt self-assessments…
Partnership ExampleComparing the outcomes and cost of rapid
rehousing and transitional housing…
Begin evaluating or assessing the effect of length of program stay on outcomes…
Experimenting with multiple sites, comparable population, and different program rules…
Truly partnering – not directing
Financial IncentivesDirect and indirect incentives
Require a particular approach (e.g. Chicago) Incent a particular approach with new funds
(HPRP)Educate funders, agency leadership, and board
members about evidence-based practices and the highly competitive nature of grantmaking
Governance Structure
Political leaders and
funders
Non-profit boards
Continuum of Care
Leadership
Academics and
Researchers
Tools: Mayors Office, Ten Year Plan entity, influential leaders of all kinds