What Is the Centralized Diversion Fund?

A Way Home Washington’s (AWHWA’s) Centralized Diversion Fund (CDF) is a cost-effective, young person-centered solution to homelessness and housing instability that is already transforming the four Anchor Communities. Since its launch last August at the height of the pandemic, Yakima, Pierce, Spokane and Walla Walla counties have collectively housed more than 220 youth and young adult (YYA) households.

Diversion is a core component of AWHWA’s strategy to end youth and young adult homelessness in Washington. The CDF model assists individuals or households in quickly securing housing outside of the homelessness response system. Together, the young person and a trained provider tailor strategies that lead to safe and stable housing, coupled with one-time financial assistance when needed. 

The CDF also serves as a tool for prevention. Young people who are experiencing housing instability can access the fund to stabilize their living situation before they ever enter homelessness.

Those working with young people in the Anchor Communities can get trained and certified to provide diversion services. AWHWA has been diligently ensuring that many non-traditional providers are trained and certified in addition to larger community providers. This way, the CDF is far-reaching and easily accessible for young people. School district, worksource, legal aid, service provider and shelter staff, as well as folks working in organizations designed primarily to serve young people who are BIPOC (Black and Indigenous People of Color ) and LGBTQ (Lesbian, Gay, Bisexual, Trans and Queer) are among those being trained to directly access the CDF.

The first step to accessing diversion occurs when a young person seeks housing support in their community. This is followed by a service provider meeting with them to explore creative housing possibilities. If financial assistance is needed, it is offered through the CDF. The provider enrolls the young person into HMIS (Homeless Management Information System). Then the young person exits to safe and stable housing, and the provider follows up with them within fourteen days to update their new location.

To capitalize on the momentum of our Anchor Communities doing amazing work to house young people on May 20, we launched our CDF 30 in 30 Challenge— a 30 day period where Anchor Communities strive to complete 30 diversions each. So far, each community has found innovative ways to increase the number of housing placements while ensuring that the housing is safe, stable and most importantly, chosen by the young person.

To see how Anchor Communities are benefiting from the CDF and how much they are spending, click here to go to our Public CDF Dashboard.

ACI Impact in Spokane

According to Matt Davis, one of the ACI leads in Spokane, in the short time that the Anchor Community Initiative (ACI) has been active, it has made a noticeable impact on the homeless youth and young adult system. One example of this is the formation of the “Yes to Yes” Committee, which has a focus on case conferencing to ensure that young people are not left behind in the system. Through case conferencing, you can see the intentionality of cross-system collaboration to a common goal—moving youth and young adults out of the homeless system and into permanent housing!

Many people think of cross-system collaboration as everyone who works with a young person coming together to communicate and share resources. This is only partially true. 

Cross-systems collaboration also means asking, “who needs to be at the table to help this young person move from experiencing homelessness to being housed?” and not waiting for them to come to the table, but instead bringing the table to them.

The ACI has shifted the paradigm around youth and young adults’ expertise as well. When speaking with him, Matt and many others in Spokane truly believe that youth and young adults with lived experience are the key to understanding the impact of homelessness, the impact of policy change and finding the right solutions that work for ending homelessness. Spokane made the decision to ensure that the voices of those with lived experience are always present in their Built for Zero team as an affirmation of this belief.

Because working with young adults with lived experience has been so impactful, Spokane has started to work with people with lived experience for other subpopulations as well.

According to Matt, Spokane has always had a vision for wanting to do authentic youth and young adult collaboration but has not always had the resources or tools to do so in a way that is consistent and impactful.

Thankfully resources like state ACI Funding, which was recently renewed by Governor Inslee and the legislature, allows for communities to have extra funds dedicated to bringing those with lived experience to the table. 

In Spokane this means ensuring that young people, including those on the Youth Advisory Board, who contribute their time and expertise are always compensated. Other ways that state funding supports Spokane include: 

1. Adding additional resources to the data collection team. By participating in the ACI, achieving quality data and using continuous improvement science to drive reductions in homelessness other populations such as single adults and families are benefitting as well. Spokane has begun work to build By-Name Lists for all populations based on the learnings and tools developed through the ACI.

2. Fully funding the in-reach team. The in-reach team is the first point of contact for youth and young adults already experiencing homelessness in Spokane. The team is made up of a diverse group of members across several systems, including juvenile justice, education, local government, and others. 

The Centralized Diversion Fund (CDF) has also made it so youth and young adults don’t have to participate in systems to get help. Because they don’t have to go through systemic hurdles, young people can get help quickly through the CDF. This allows Spokane to do preventive work to keep young peoples from experiencing homelessness and adding to an already backlogged system. 

The success of the CDF in Spokane for youth and young adults has inspired Spokane County to do their own version of the CDF for other populations at risk of homelessness.

In only three years, the ACI has worked with Spokane to plan and implement some important changes to the structure and resource pool of the homeless youth and young adult system. Because of these changes, Matt Davis and the Spokane team believe that reaching “Yes to Yes” and ending youth and young adult homelessness in Spokane by the end of 2022 is in reach.

April 2021: Letter from the Executive Director

The last 12 months have been extremely challenging. So many individuals have been negatively impacted by COVID-19. At the center of A Way Home Washington’s work – preventing and ending youth and young adult homelessness – we have seen increased barriers for young people navigating an already complex system.

In our four Anchor Communities – Spokane, Yakima, Walla Walla and Pierce counties – we see the impact of COVID on young people, socially, mentally, economically and physically. Distancing from loved ones, not being able to attend class in-person, 6-foot restrictions at shelters and many other emerging policies have had a direct impact on young people experiencing homelessness. We also see COVID’s impact on service providers as they continue to carry out their duties with passion and to provide support to YYA experiencing homelessness and housing instability.

Our public systems have been challenged to be flexible and respond quickly to COVID. Because of that, we hope that LGBTQ+ (Lesbian, Gay, Bisexual, Trans, Queer+) and BIPOC (Black, Indigenous, People of Color) young people experiencing homelessness are not left to fall through the cracks of these systems.

Even still, we are optimistic about the future. In the Anchor Communities, we are seeing a flood of support from service providers, private philanthropy, and local governments. Youth and young adults continue to show up to Youth Advisory Board (YAB) meetings and Anchor Community Initiative Core Team meetings to provide feedback and input on processes and systemic changes. Our staff have adapted to remote work, and are working hard to assist communities with finding solutions to these complex issues.

We are also encouraged by the news from Olympia – thanks to your advocacy, renewed funding has been secured for the four communities, keeping us on track to reach “functional zero” by the end of next year. It also seems likely that the Anchor Community Initiative will expand to a new cohort of communities, with other counties in the state building upon the resources and lessons learned of the first four.

Because of these efforts, It’s very clear to me that all of us are here and ready to prevent and end youth and young adult homelessness by helping Washington reach a “Yes to Yes” system. 

In closing, I want to share a quote from Azia Ruff, our ACI Coaching and Improvement Coordinator. She has said, “If the system isn’t working for youth and young adults, then the system isn’t working.” These words help center me, and keep all of us focused on why we do this work, as we move further into 2021 and closer to our goal of ending youth homelessness in Washington state. 

Sincerely,

 

Julie Patiño,

Executive Director of A Way Home Washington

Diversion: Flexibility Fosters Creativity in Housing Young People

Centralized Diversion Fund (CDF) program houses nearly 170 young people since launch!

There is an underlying misconception in a lot of youth work: People need a whole myriad of services before they can be housed. But in its first 7 months of being launched, the Centralized Diversion Fund (CDF) program is already proving that to be a myth. CDF has already housed 161 young people across all four Anchor Communities in creative, immediate and unique ways that are often not possible with the traditional homeless housing system.

Screenshot of Public CDF Dashboard.

The CDF supports young people who are experiencing housing instability in finding quick, sustainable solutions to those barriers, often preventing homelessness before it starts. At its core, CDF is a strengths-based approach where providers partner with young people to creatively explore and plan for housing options outside of the already taxed homelessness housing system. This is done by providing swift, low-barrier financial  assistance for housing-related hiccups when needed.

Across the four communities, initial demographic data is showing that young people who identify as Hispanic/Latinx represent a large portion of requests at (27%). White young people represent 40 percent of requests, and Black or African American represent 22 percent. (Data got you curious? Check-out the CDF Dashboard here to see real-time data including more on demographics). 

It is all but clear that one population benefiting from CDF most so far is young people who are pregnant and/or parenting, who make up 44 percent of all requests submitted so far. Young families are often left out of many services designed for young people – but that doesn’t happen with CDF. 

In one example, a young parent with a newborn had gotten approved for an apartment but had nowhere to stay until their move-in date that was 3 weeks away. CDF was used to purchase a hotel for that time so this young family could be off the streets and safe until their move-in date. 

CDF can be used for basically anything – provided that the client meets eligibility and there’s a quick and direct pathway to housing outside the homelessness system. Since August, the Anchor Communities have used the flexibility of the program to get creative with housing young people. That includes, but is not limited to: 

  • Helping college students find/maintain stable housing. One young person was staying in shelter and had just enrolled in their local community college. After finding a roommate and place to live closer to campus, CDF was used to help with move-in costs and furniture. They were housed shortly after. 
  • Supporting folks exiting the foster care system. Another young person had just enrolled in extended foster care after exiting foster care (EFC) forced them to stay in a shelter. They were able to identify an apartment to live in that would be supported by EFC  ongoing, but just needed CDF to help with the administrative costs that the EFC was not able to pay for. 
  • Reuniting/reconnecting families – near and far. CDF was used to help a young person relocate to Puerto Rico, where they would reunite with their family, after the young person entered housing instability due to COVID. All that was needed was confirmation from the family in Puerto Rico, plane ticket and plan. 
  • Stabilizing the young person’s family. We already talked about how CDF is creatively housing current and expectant parents, but CDF can also have a ripple effect of benefit for other people in the young person’s network. In one example, a young person wanted to move in with their family member who just didn’t have a big enough space for them. Since this family member only received SSI benefits, they couldn’t afford the necessary re-housing fees for finding a space that worked – even with the young person helping with costs ongoing. CDF was used for the move-in costs for this family to be able to reunite with each other. 

Diversion changes the nature of service delivery by putting the power in the hands of the clients and honoring the fact that they know most about what they need. It allows space for creative housing solutions like those listed above, and others that are yet to even be thought of. Diversion’s low-barrier approach also makes it easier for clients to get the help they need in a more timely manner compared to other assistance programs because they don’t have to go.

If you’re interested in learning more about the Centralized Diversion Fund program and how it’s impacting Anchor Communities, please email us at kserantes@awayhomewa.org

ACI: Pierce County– Increasing Housing Placement Rates By 30%

Congratulations to Pierce County on achieving the of their first reducing process measure—increasing housing placement rates by 30% by the end of September 2020. With assistance from the ACI Coaching team, Pierce County set this goal and began working on it in mid-June. A big factor in choosing this goal was the level of success and ease of implementation that they have seen from other communities across the country that were working with one of our partner agencies—Community Solutions. Consistently increasing housing placements is critical for communities to see reductions in homelessness overall in their systems

Pierce County leaned into this reducing goal, and three workgroups were created:

  1. Maximizing Diversion Success
  2. Increasing permanent housing exits
  3. Accessible housing programs

The Increasing Permanent Housing Exits workgroup conducted a focus group with youth and young adults in Pierce County to understand what they need to remain housed once they transition into permanent housing. The Maximizing Diversion Success subcommittee focused on ensuring the right service providers in Pierce County were trained to access the CDF resource.

Increasing the quality of data collection has been a tremendously helpful resource to communities during the reducing phase. In addition, the Pierce County Core Team increased the frequency that they updated their housing placement data so that they could see week-by-week breakdowns. These frequent updates allowed the Core Team to be aware of how many youths and young adults were exiting homelessness in real time.

Now that Piece County has achieved their first reducing process measure, they have moved on to their new goal of reducing homelessness for youth of color by 30% by March 2021. Going forward, Pierce County is thinking about what other reducing projects that they can implement that are more influenced by the outcomes of the homeless system and what needs to be done to reach a functional end to youth homelessness by the end of 2022. Every goal communities hit should be intentional about positively moving the data to see a reduction in the amount of youth coming into the system and an increase in those exiting.

Spokane Tests Improvements to Coordinated Entry

Now that all Anchor Communities are on a path to achieve quality, real-time data, communities have started testing new strategies to reduce homelessness. In Spokane, the community’s Coordinated Entry Diversion Workgroup and Youth Advisory Board (YAB) are collaborating to test simple changes to the Coordinated Entry process and measure their impact on reducing homelessness.

Coordinated Entry is the first interaction a young person has with a service provider regarding their housing crisis. Service providers ask a series of questions to assess a young people’s needs and determine how to best connect them with resources. However, the team observed that the next steps after Coordinated Entry were unclear to many young people, and as a result many never had a second contact with a service provider. After 90 days of no contact, a young person’s status is moved to “inactive,” and if they are still experiencing a housing crisis, they would need to complete the Coordinated Entry assessment again.

YAB members suggested that the problem may be that young people leave the Coordinated Entry process without a clear understanding of what next steps to expect. They suggested testing a simple new tool: The Coordinated Entry Next Step Form. The form is a tangible resource young people can take with them, listing the date when the Coordinated Entry assessment was conducted, the date 90 days later when it will expire, a contact person that they can reach with questions or access support, and general information around possible next steps and things to work on while they wait to hear back from service providers.

“This project is so important because so many of the youth and young adults who meet with someone for a Coordinated Entry appointment leave feeling confused and unsure what should be happening next,” said Julius Henrichsen, Youth Homelessness Coordinator at Volunteers of America. “Youth input got this project started, and we’ve received incredibly valuable feedback on how this should look directly from youth experts.”

Outreach staff in Volunteer of America’s YouthReach program and SNAP began using the Coordinated Entry Next Step Form in mid-July. After two weeks, the team reconvened to evaluate results. During that time, 11 heads of household under 25 went through a Coordinated Entry assessment. Of that group, only one person qualified to receive the Coordinated Entry Next Step Form, since it was specifically formulated for unaccompanied young people experiencing homelessness. The team concluded that a longer, 90-day testing period will be required to truly measure results, reviewing progress every two weeks.

This project exemplifies many of Anchor Community Initiative’s core values:

  • Youth leadership. The idea for the project came directly from young people. YAB members reflected on their own experiences with Coordinated Entry and identified improvements to boost its effectiveness. They also shaped the creation of the form and provided insight on what would work best for young people. For instance, the form is printed on a half-sheet that young people can fold and easily fit in a pocket, for easy portability and to keep the information on the form private. “We felt it was important to understand youth perspective and hear feedback on where there has been confusion before in the process to secure stable housing,” said Amy Johnson, Housing Specialist at SNAP. “We wanted to make this resource a user-friendly, pocket sized document that clearly identified next steps.”
  • Data-driven. The team identified a clear metric to evaluate the project: Tracking the number of young people whose status changes to inactive. If this number goes down after adopting the Coordinated Entry Next Step Form, the community has a clear indication that providing more information during the early stages of the Coordinated Entry process has a positive impact.
  • Following improvement science principles. These principles guide communities to test changes that are small and measurable. This way, communities can quickly implement changes and determine if the changes made an impact on homelessness numbers. Then, communities can iterate and build on changes that have proven effective.

We are eager to see Anchor Communities test more strategies and learn what sorts of changes lead to reductions in homelessness!