Enhancing CoC Performance with Stella: A Strategy and Analysis Tool

1. Community of Practice Session XII – May 22, 2019System Performance Improvement: CoC Performance Management

2. Introductions

3. New Research Snapshot • Summary of Key Findings: • 11% of households spend more than ½ their income on housing (severe housing cost burden) – higher among renters than owners • ¼ Black households spend more than ½ their income on housing • ¼ renters spend more than ½ their income on housing • The percentages of housing cost burdened or severely housing cost burdened homeowners has decreased over the past decade. http://www.countyhealthrankings.org/reports/2019-county-health-rankings-key-findings-report

6. System Performance Improvement: CoC Performance ManagementSarah Kahn

7. Introducing Stella- Performance Strategy & Analysis Tool

8. Introducing Stella A strategy and analysis tool that helps CoCs understand how their system is performing and model an optimized system that fully addresses homelessness. Stella Performance Module Stella Modeling Module • Stella M assists CoCs to explore how resource investment decisions amplify system capacity to end homelessness. • Starts with homeless needs and performance goals, and helps the community transform those needs into a series of resource investment decisions. • Stella P relies on dynamic visuals of CoCs’ data to illustrate how households move through the homeless system, and to highlight outcome disparities. • Does the analytical heavy lifting, so your CoC can focus on planning and improving your crisis response system.

9. From LSA to Stella Detailed Downloadable Analysis Tables HDX 2.0 Display Demographics by household type for people experiencing sheltered homelessness, using RRH, and using PSH System Use by household types and population groups HDX 2.0 Upload CoC-Level HMIS Data Stella Performance (Now) Demographics Length of Time Homeless and in the System Housing Outcomes Returns to Homelessness Stella Modeling (Later)

10. Analyze Performance Data LSA/Stella P Vs System Performance Measures (SPM) Recap Why is this Important? • Both include data on same areas of performance, but some measures calculated differently • LSA/Stella P looks at households – SPM report based on people served • Improvement shown in the LSA should translate to improvement in the SPMs • SPMs intended to provide CoCs benchmarks of progress • LSA/Stella P supports system planning – more detail about system functioning at household-level as interventions typically target households and population groups

11. Stella P Basics (Reference) • Households not people – more important for system planning purposes • Data from ES/SH, TH, RRH and PSH projects entering data into HMIS • No SO data (except self-reported time if selected) • No SSO data • System level exits – last exit to a destination outside the system during the report period • No agency or project level information • System level performance for all households experiencing homelessness – not project performance about participants

12. LSA and System Performance Measure (SPM) reports use different logic: LSA universe is households, SPM universe is people served Both report time homeless prior to report period: LSA allows for 7 day gap, SPM does not LSA looks at returns by household, it will not count returns by people who were in the original household but now are in a different household. The SPMs look at returns by person, as a result they count all returns. While the measures aren’t exactly the same, improvement shown in the LSA should translate to improvement in the SPMs LSA/Stella P and SPMs (Reference)

13. Stella Demo

19. Stella Household Types & Population Groups Adult-Only Households age 18+ All Households Child-Only Households <age 18 Households with Adults & Children Unaccompanied 18-24 (plus data for 18-21, 22-34) Non-Veterans (all age 25+) Veteran • Allows for drill down by population groups within these Household Types • All measures are available for these Household Types

21. CoC Performance Management Roadmap

22. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance 3 Set Performance Goals and Targets Eight-Steps to becoming more performance-driven 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan!

23. CoC Performance Management Roadmap Assemble a Leadership Group 1 2 Assess System Performance Who will champion and mobilize change? 3 Set Performance Goals and Targets • Decision-makers, change-makers, providers, consumers? • Local Communities of Practice • Who’s responsible for: Performance goals; monitoring data; improvement strategies; communicating performance etc.. Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan!

24. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Where are we today? 3 Set Performance Goals and Targets Baseline data on key performance measures (Stella P) • System Level • By Project Type • By Population Type • By Household Type Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan!

25. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Engage key stakeholders to build a performance culture! 3 Set Performance Goals and Targets • Federal and Local Strategic Priorities • Goals: What’s overall change we want to see? • Measures: What are best measures of success – system and project level • Targets: What are realistic, incremental benchmarks of change? • Consider performance trends and National benchmarks (NAEH, USICH). Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan!

26. Performance Measures and Goals Outlining Performance Targets

27. Determining Best Measures – Project Level The Project’s ….. • Role in the homeless system • Mission, purpose • Contributions to overall system-level progress • Use caution when making project level comparisons! Compare apples to apples, and consider the target population Consider

28. Sample Project Type Measures

29. Sample Project Type Measures

30. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Incentivize Progress! 3 Set Performance Goals and Targets • Think beyond CoC funding • Can you align metrics across state, local, and private sources? • Encourage local philanthropic circles to adopt key metrics Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan

31. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Who’s Responsible? 3 Set Performance Goals and Targets • What is the timeline for data pulls? (ie. Quarterly? Bi-annually) • Who’s responsible • How will data be used in funding decisions? Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans 7 Communicate Performance Year-Round 8 Make a Plan!

32. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Performance Analysis and Improvement Framework (To be covered in Part 2) 3 Set Performance Goals and Targets Consider 4 Embed Metrics in Funding Agreements • Analyze performance • Interpret results & Draw sound conclusions • Design data-informed improvement strategies • Implement and evaluation strategies See: Strategies for System Performance Improvement 5 Monitor Performance Year-Round Develop Improvement Strategies and Action Plans 6 7 Communicate Performance Year-Round 8 Make a Plan!

34. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Share data year-round to celebrate success, encourage improvement, inform decisions 3 Set Performance Goals and Targets Consider 4 Embed Metrics in Funding Agreements What’s your communication strategy? • What will you share? • Who will you share it with? • How will you share it? • How often will you share it? 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans Communicate Performance Year-Round 7 8 Make a Plan!

35. CoC Performance Management Roadmap 1 Assemble a Leadership Group 2 Assess System Performance Create a Performance Management Plan 3 Set Performance Goals and Targets • Foster shared agreement, focus, commitment, and accountability • Goal, targets, monitoring schedule, comms plan, roles/responsibilities etc. See PMP Template Consider 4 Embed Metrics in Funding Agreements 5 Monitor Performance Year-Round 6 Develop Improvement Strategies and Action Plans Communicate Performance Year-Round 7 8 Make a Plan!

36. Additional Considerations Knowledge-SharingContinuously share practice wisdom, research, and best practice evidence to support local problem solving and innovation. Make someone responsible! Stakeholder Engagement How are you engaging key stakeholders to continue building a performance culture?

37. Prepared by The Planning Council Performance Management Plan Overview, Goals, and Steps for Implementation Rebecca O’Meara

38. July Data-to-Action CoP Who’s interested in an in person meeting at NAEH in July? Preference for date/time? (Mon. July 22-Wed. July 24)

39. Next Data-to-Action CoP Date D2A CoP Session #13 Wednesday June 19, 2019 3:00-4:00pm • Topic: Data Storytelling & System-wide Data Based Communication