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Why Measure System-level Performance?
- It’s required…
- But it also makes sense, with a lot of benefits:
- Promotes strategic planning
- Promotes common goals
- Focuses on overall impact on people
- Fosters coordination and accountability
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System-Level Performance and the Critical Role of Projects Abby - - PowerPoint PPT Presentation
System-Level Performance and the Critical Role of Projects Abby - - PowerPoint PPT Presentation
System-Level Performance and the Critical Role of Projects Abby Miller, PhD SNAPS Office, HUD Why Measure System-level Performance? Its required But it also makes sense, with a lot of benefits: Promotes strategic planning
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Critical role of project performance
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Project Project System
Does this project serve highly vulnerable people? Is this project using best practices?
SLIDE 4
Critical role of project performance: WNY Example
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SLIDE 5
CoCs and Projects Work Together
- CoC systematically generates reports for each System Performance Measure by
subpopulation and by project type, looking at data quality as well.
- CoCs determine the right amount of resources to meet the need and make
determinations about which projects are underperforming
- Projects look at their own data and data quality. CoC and project discuss data to
understand project or subpopulation characteristics that may affect performance
- CoC analyzes data to determine impact on system performance (ex. 400 day average
LOTH in a 10 bed Safe Haven project will not have the same impact as 90 day average LOTH in a 100 bed emergency shelter project)
- Projects work to improve their program model, staffing, and data quality to contribute to
system performance and ensure that they perform competitively
SLIDE 6
System Performance and CoC Competition
Why are CoCs worried about performance?
- Competition is increasingly competitive between CoCs
- More points dedicated to performance-related questions
- Reallocation plays a big role
- When CoCs perform poorly, funding for projects is lost
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What you can do proactively
- Begin to set local targets that take into account:
– The nature of the local homeless population (e.g., prevalence of youth, or CH) – Subsystems – e.g., family shelter system – Local priorities as CoCs implement system change – Other unique local circumstances For example:
- Increase emergency shelter diversions to 20%
- Reduce length of time homeless to 30 days
- Reduce returns to homelessness to 5%
Set different goals for:
- different ‘sub-systems’ or project types of the system
(e.g., homelessness prevention, homeless outreach, men’s emergency shelter) and/or
- projects that serve certain types of clients (e.g., different
goals for projects serving severely disabled persons)
SLIDE 8
WNY Performance
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WNY Performance
SLIDE 10
Setting Multi-Year Targets
CoC Performance Targets by Project Type System Goal: reduce average length of time homeless to 30 days by end of 2017
Street Outreach Emergency Shelter Transitional Housing Overall System
Single Adults Families TA Youth (18-24)
Current Performance
51 days 33 days 42 days 29 days 115 days 45
2017 Target
48 days 30 days 40 days 28 days 105 days 40
2018 Target
44 days 28 days 35 days 28 days 100 days 35
2019 Target
38 days 25 days 30 days 27 days 95 days 30
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HUD System Performance Measures Page
HUD System Performance Measures page on the HUD Exchange: https://www.hudexchange.info/coc/guides/system-performance-measures
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