1. 2.04 Keys to effective emergency shelter
Phyllis Cappuccio, Executive Director
Covenant Shelter of New London

2. Our Journey to becoming a “Kick Ass” Shelter
Our Goal: Change the culture and mission of the shelter to embrace the HOUSING FIRST model.
For our shelter, HOUSING FIRST meant:
Reducing or eliminating barriers for those needing help
Reducing the amount of time people utilize emergency shelter
Transitioning to a low-barrier- housing focused organization dedicated to moving families and individuals rapidly into permanent housing

3. Transitioning TO a Low-BARRIER, Housing-FOCUSED SHELTER
Our structure:
Covenant Shelter of New London- operating for 34 years
Shelter for Singles and Families
7 family rooms with 25 beds (plus cribs and pack and play)
15 beds for adult males
Accommodations for 30 additional people in our Warming Center during cold weather period (November 15- March 15th)

4. Where we started Traditional shelter model: 24-7 hours of operation
Sobriety requirements
Lots of Rules
Low percentage of exits to housing
Mandatory services
Trying to solve all problems before securing housing
Talk about staff resistance

5. Our Transition Plan Change culture to a “last resort/temporary” model
Practice the “Housing First” model
Change culture to a “last resort/temporary” model
Adopt Low Barrier protocols

6. IMPLEMENT 5 Keys to Emergency Shelter IN 6 months
Connecticut Learning Collaborative
Technical assistance and training
6 months
Cohort of shelters making similar transitions
Staff worked as a team
Collected monthly shelter outcome metrics- utilizing HMIS through the SE CT CAN
% exits to housing
Average length of time in shelter
Returns to homelessness/shelter
90 day Housing Challenge to house as many people as we could after implementing the changes
NO new resources

7. OUR Goals
1) Totally Eliminate Drug and Alcohol Testing by July 20th (6 months)
2) Review and Revise Program Rules by April 20th (3 months):
Housing First
Immediate and Easy Access
Housing-Focused Services
Rapid Exits to Permanent Housing
3) Plan to Transition Staff to New Approach by April 20th (3 months)
Training Needs
4) Increase Monthly Exits to Permanent Housing by 25% (over baseline) by July 20th (6 months)
5) Decrease Average Length of Stay by 10% if current base line is 90 days or less; or
Decrease Average Length of Stay to 90 days or less if current baseline is higher than 90 days by July 20th (6 months)
Cynthia reviews and then does Activity #2

8. How did we embrace a HOUSING FIRST PHILOSOPHY?
Start by changing the culture
Language matters
1. Dropped our tagline: “Home between Homes”
Reinforced the idea that the shelter is a temporary, short-term stop to permanent housing.
2. Adopted new terms- No longer a “resident” now a “guest” to reinforce the idea of short-term shelter stay
3. Dropped term “Case Manager” in favor of Housing Assistance Coordinator
4.Re-edited our house “rules” and re-named them “guest expectations”

9. How did WE LOWER BARRIERS?
Eliminated drug or alcohol testing
As long as guests were not disruptive-no questions asked.
No one required to participate in programs- all programs offered were voluntary
No one required to participate in housing savings as a condition of shelter stay

10. How did DEVELOP Housing-FOCUSED SERVICES?
Nothing but housing!
We cancelled all non-housing focused activities.
Re-allocated the resources used to fund these programs to pay for additional housing assistance coordinator and a “barrier” flexible fund.
All other services were either referred out or a representative from community partners came to the shelter to offer services.
Parent Classes
School Programs
Kids
Programs

11. How did WE INCREASE RAPID EXITS TO HOUSING?
Every guest meets with a Housing Coordinator (either from our shelter or a CAN member) within 48 hours of intake
Families receive “light touch” for first two weeks-but they are encouraged to start planning
Everyone develops a housing plan
Housing opportunities are posted on board every week
Guests have internet access to search for themselves
Shelter environment is at basic level- no unnecessary “home atmosphere”
Of course- funds are available to assist with securing housing

12. How did WE USE OUR DATA TO MAKE CHANGES?
We participate and share data collection with our 211/HMIS System
We regularly monitor the length of stay and focused on those with the longest in-shelter time
We share case notes through the data system to better coordinate with our CAN partners- all service providers can be on the same page
We use spreadsheets from the Warming Center attendance records to identify individuals who have not been connected to services

13. HOW DID STAFF WORK THROUGH THESE CHANGES?
Existing staff included four staff members with a combined 20 years at the shelter.
Another staff member had over 10 years service at shelter
Many staff had either worked for another institution which regulated substance abuse/behavioral health or were in recovery themselves.
Change was not easy!
Buy-in was slow
All staff trained in Harm Reduction model
All staff receive diversion training
All staff engage guests in housing discussions

14. HOW DID CLIENTS WORK THROUGH THESE CHANGES?
Clients learned that we intended to hold them responsible for actively seeking housing- many responded well
Clients were informed that those with income were expected to contribute to their initial housing expenses –required if they wanted financial assistance
Clients learned that we intended to apply DOH limits to length of stay- they became motivated

15. Outcomes
Participating in the 90 day challenge yielded significant results
Staff and guests have adopted philosophy
For guests:
-Shelter is no longer viewed as a place to stay indefinitely while they save money for housing farther into the future
For staff:
-They understand that the mission is HOUSING- referrals have increased to all our partners.

16. Doubled # of exits to permanent housing in 3 months
225% increase

17. % of EXITS TO Permanent Housing INCREASED

18. AVERAGE LENGTH OF TIME IN SHELTER DECREASED BY HALF (by focusing on housing long-stayers)
Focused on long-stayers

19. WHAT WERE OTHER OUTCOMES?
Significant Change:
Changed the goal of shelter to be completely focused on permanent housing for everyone
Huge culture shift on part of staff towards housing first and away from need to address all issues
Used data to look at outcomes instead of bed nights, people served, etc.
Significant Success: Housing Challenge – doubled the # of people we helped to permanent house
Challenge: Overcoming traditional “be all to everyone” case management mindset of staff who want to solve every issue for every guest before they could be housed
Kay invites

20. Outcomes as of fy 2015-2016 Average shelter stay: Families- 45 days
Singles < 28
Only one single in shelter over 90 days
Number exited to housing:
Families- 38
Singles- 109

21. Questions?
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