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Coordinated Assessment
Coordinated
Assessment
Federal Definition
“… a centralized or coordinated process designed to coordinate program participant intake, assessment, and provision of referrals.
A centralized or coordinated assessment system covers the geographic area, is easily accessed by individuals and families seeking housing or services, is well advertised, and includes a comprehensive and standardized assessment tool.” - CoC Interim Rule, Section 578.3
Components
1. Access2. Assessment 3. Assignment 4. Evaluation
Components
1. Access: Coordinated and simplified entry point into the homeless response system.
Components
1. Access: Coordinated and simplified entry point into the homeless response system. • Well-advertised, collaborative process
with no side doors and no wrong doors.
Components
1. Access: Coordinated and simplified entry point into the homeless response system. • Well-advertised, collaborative process
with no side doors and no wrong doors. • Access to initial assessment no matter
where first point of contact may be.
Components
2. Assessment: Uniform, progressive assessment and documentation of clients’ housing needs and barriers by well-trained and clearly identified assessors.
Components
2. Assessment: Uniform, progressive assessment and documentation of clients’ housing needs and barriers by well-trained and clearly identified assessors.• Initial Assessment : Screen to divert or
prevent homelessness.
Components
2. Assessment: Uniform, progressive assessment and documentation of clients’ housing needs and barriers by well-trained and clearly identified assessors.• Initial Assessment : Screen to divert or
prevent homelessness. • Full Assessment: Comprehensive
assessment to identify: history of homelessness, barriers to housing, and personal goals, skills and assets of household.
Components
2. Assessment: Uniform, progressive assessment and documentation of clients’ housing needs and barriers by well-trained and clearly identified assessors.• Initial Assessment : Screen to divert or
prevent homelessness. • Full Assessment: Comprehensive
assessment to identify: history of homelessness, barriers to housing, and personal goals, skills and assets of household.
• Priority scoring based on assessment and community prioritization.
Components
3. Assignment: Linkage to appropriate services based on assessment, system mapping and written programs standards.
Components
3. Assignment: Linkage to appropriate services based on assessment, system mapping and written programs standards. • Utilization of uniform system tools and
process based on system mapping.
Components
3. Assignment: Linkage to appropriate services based on assessment, system mapping and written programs standards. • Utilization of uniform system tools and
process based on system mapping.• Waitlist and prioritization based on
assessment score and community priorities.
Components
3. Assignment: Linkage to appropriate services based on assessment, system mapping and written programs standards. • Utilization of uniform system tools and
process based on system mapping.• Waitlist and prioritization based on
assessment score and community priorities.
• Assistance with linkage to services for individuals with high barriers.
Components
4. Evaluation: Comprehensive evaluation of consumer outcome and performance (program, agency and system) to increase; effective use of resources (both staff and fiscal), quality of service to consumers, and the ability to proactively identify and plan services.
Components
4. Evaluation: Comprehensive evaluation of consumer outcome and performance (program, agency and system) to increase; effective use of resources (both staff and fiscal), quality of service to consumers, and the ability to proactively identify and plan services.• Establishment, promotion and review of
system-wide performance standards.
Components
4. Evaluation: Comprehensive evaluation of consumer outcome and performance (program, agency and system) to increase; effective use of resources (both staff and fiscal), quality of service to consumers, and the ability to proactively identify and plan services.• Establishment, promotion and review of
system-wide performance standards.• Annual review of system tools and process
with multi-level feedback.
Why Coordinated Assessment?
1. Opportunities for improved client outcomes.2. Better utilize resources.3. Opportunities for improved data:4. Principals of effective crisis response5. Experience with the Rapid Re-Housing
Demonstration
6. CoC and ESG requirement
System Change
CURRENT Uncoordinated Forms & Assessment
are unique to system (prevention, ES, PH)
Forms & Assessments are different for each provider.
Referrals inconsistent and sometimes incomplete.
“Should we accept this client into this program?”
COORDINATEDoCoordinatedo Standardized
assessment/forms.oUniform processoReferral is
comprehensive and done with understanding of entire system.
o“What housing and service strategy is best for this household based on the services available?”
The Fargo-Moorhead Pilot
Start Date: July 2, 2012 Goal: Soft Pilot of Coordinated Assessment Involved 4 Pilot Agencies Tested:
- Triage tool, - timing, - access, - opening up HMIS- targeted referrals
Included evaluations of: - consumers, - agencies - community partners
What we learned!
o Triage Toolo simplified process for consumers & Case
Managerso Training is essential.o Multi-levels assessment process is
necessary for those with higher barriers to and to prioritize waiting lists and to help assure accuracy of referrals.
o Took about 20 minutes longer post CA, but they felt they had a better assessment overall.
What we learned!
o HMIS o Open system can provide benefits to
consumers & agencies.o Need access to HMIS for non-HMIS referral
agencies.
What we learned!
Othero Education & training is essential! o Process in writing. o Tool not enough, • Case Management is needed to help
individuals prepare for housing once on the list (obtain ID’s, gather rental history, etc.)
• Few individuals follow-up on their own.
Moving Away From…
• Having to call the same programs every day for weeks or months
• Being sent from program to program• Finding out about more helpful programs too
late• Being asked the same questions over and over
again
CARES is a collaborative initiative between North Dakota & West Central Minnesota Continuums of Care (CoC) designed to create a more effective and efficient homeless response system.
CARES Partners
• Churches United for the Homeless• City of Fargo• City of Moorhead• Clay County Housing & Redevelopment Authority• Creative Care For Reaching Independence• Dorothy Day House of Hospitality• Fargo Housing & Redevelopment Authority• Fargo Public Library• First Link• Gladys Ray Shelter and Veterans Drop-in Center• Lakes & Prairies Community Action Partnership• Legal Services of NW MN• Moorhead Public Housing Authority• New Life Center• SouthEastern North Dakota Community Action Agency• The Salvation Army of Fargo, North Dakota• Fargo VA• Welcome House• YWCA Cass-Clay
CARES Overview
The joint CoC initiative is based upon; A desire to ease access to services for clients who
migrate across the ND/MN border. (26.8% A long history of cross-boarder collaboration
FM Coalition for the Homeless Tri-annual Wilder Study Annual Homeless Point-in-time count
A desire to have improved data. Better understand duplication of client data &
services Identify gaps & needs for improved system planning.
Guiding Principles
1. Reorient service provision
2. Identify which strategies are best for each household
3. Link households to the most appropriate intervention
4. Provide timely access and appropriate referrals
5. Shorten the number of days homeless
6. Provide immediate access to information 7. Create an advanced system Collaborate
8. Provide for ongoing participation
Anticipated Benefits
1.Client focused2.Increased efficiency3.Improved Communication 4.Planned service strategies5.Better-quality data6.Greater Consistency
Anticipated Benefits
Client focused:• Easier access. Don’t have to navigate what can
sometimes be a complex system. • More effective outcomes for clients when linked
to right intervention.
Anticipated Benefits
Increased efficiency:• Case managers will have quick access to online
service directory and key client data.• Clients do not have to repeatedly fill out intake
forms and repeat their story. • Progressive assessment and online directory
simplify eligibility and referral process.
Anticipated Benefits
Improved Communication: • Easier for agencies to identify discrepancies,
missing data and issues.• Agencies utilizing system have reported better
collaboration in helping client achieve goals.
Anticipated Benefits
Planned service strategies:• Communities can prioritize service specific
populations/subpopulations based on current trends and needs of clients.
• Service delivery system is clear and intentional.• Written standards for administration of
programs.
Anticipated Benefits
Better-quality data:• Increased understanding of system
gaps/duplication (unduplicated & system-wide).• Easier to review performance (agency, program
and system).
Anticipated Benefits
Greater Consistency:• Equal access to services for anyone entering the
system eliminating inequality based on personality conflicts, discrimination or agency/client history.
• Process (access, assessment, and referral) is the same for everyone and based on assessment score not where or when a client enters the system.
Managing Expectations
o Coordinated Assessment won’t create more housing.
o An assessment tool and open system won’t deliver perfect information.
o A system mapping survey and assessment tool alone won’t change your system.
Planning: Next Steps
1.System Mapping2.Continue with HUD Technical Assistance 3.Establish a Governance Structure4.Launch an open data management system.
Planning: System Mapping
1. Understand existing system interventions:• Identify stakeholders and services in each CoC system.• Identify the system gaps and duplications • Identify the flow of persons through the system.
2. Help to establish link between CARES assessment and intervention:• Determine assessment score linkage to intervention type.• Help individuals be placed in right intervention as soon as
possible to assure best outcome and utilization of services.3. Help set written standards for CARES:
• List eligibility criteria for intervention and programs.• Identify intervention components and definitions.• Help determine processes and protocols.
4. Determine system intervention improvements:• Evaluate inventory for potential development. • Determine if there are needed changes to the flow. • Analyze inventory for potential reassignment or program
specialization to better meet needs of the system.
Planning: TA
1. Coordinators participate in monthly progress calls.
2. Review TA timeline and make assignments to respective committees.
3. Review example documents provided by TA providers.
4. Host TA calls and webinars as needed to provide education, support and information to identified groups (committees, subpopulations, governance, etc.)
5. Send proposed forms, policies and protocols to TA providers for review.
Planning: Structure
1. Elect a Governance Board• CoC’s vote on representatives.• FMCHP votes on representative.
2. Participate in a Committee• Protocol• Implementation• Performance & Evaluation• Data
3. Hire Staff• Continue to fundraise for key positions• Evaluate reassignment of existing
resources
Planning: Data
1. Participate in State of MN HMIS Technical Assistance
2. Obtain estimate from Bowman for Data Bridge3. Review and pilot potential assessment tools 4. Develop a fundraising plan for Data needs.
THANK YOU!
Questions?
Comments?
