Applying a Lean Six Sigma Approach to Developing an Integrated

Housing Help Model

Janine Mitchell, Manager of Social Services Rod Sutherland, Director of Health & Social Services

Haliburton

City of Kawartha Lakes CMSM City of Kawartha Lakes and County of Haliburton

• 7,085 km2

• Pop: 90,240 + 65,000 • 1 Emergency Shelter • Low rental housing stock • Low income and older population • Agriculture, service and trades based

economy

city.kawarthalakes.on.ca

Slide 3

city.kawarthalakes.on.ca

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Why Lean Six Sigma

• Methodology

• Tools to improve:

Reduction of waste and variation

Is process focused and customer oriented

Team oriented approach

Data Driven decision making

Empowers employees

• Potential outcomes: direct cost savings; future cost avoidance; process efficiency;

productivity savings

• Year 1 savings projected at $1,500,000 - $2,000,000

• Actual: 2014 hard dollar Savings $ 1,107,237

Future Financial Savings $ 926,552

Cost Avoidances $ 3,232,182

Productivity Improvements $ 777,439

Total $ 6,043,410

Lean Six Sigma Methodology

6

Strategy Map

VISION A Community Pursuing Prosperity, Quality of Life and a Healthy Environment

Quality of Life Prosperity Healthy Environment

Customer

Financial

Internal Processes

Enablers:

Balanced & Healthy Natural Systems

Innovation

Standards Development

Leverage expert partner programs

Marketing Programs

Develop a continuous improvement culture Data driven

Infrastructure Expansion & Maintenance

Establish a Knowledge-based economy

Employee & Community Engagement (Government Access)

Provide Recreational Opportunities

Provide Life Safety & Protection

Provide Citizen Support Systems

Sustainable Resource Consumption

Identify and Secure Partnerships & Collaboration

Require “Green” development standards & practices

Protecting & Enhancing Water Quality

Service excellence

Promote Culture & Heritage

Expand Employment Base

Manage People and Resources

Transparency and Communications

Attract New Residents

Attract New Visitors

Enhanced Standard of Living

Financial Sustainability - living within our means

Enhance Accessibility

Manage Effective & Efficient Programs & Services

Implement “Green” Practices

Policy Development

Council Resolution for the development of a service delivery model that co-ordinates and integrates housing and homelessness services within the City and County

Strategic Priorities

Community Priorities

Corporate Priorities

Tools/Approaches to Achieve

Housing Help Model • In November 2013 City Council approved the development of

a new integrated Housing Help model for the delivery of homelessness prevention and housing retention services

• Historically program funding (PHIF, CHPP, CHPI, PRB, OW) was administered by a number of providers with varying degrees of co-ordination

• A L6S Black Belt project was established to develop the new model of integrated homelessness services

The Billy Spears Band (With a Little Help from My Friends)

Team Member Role

Rod Sutherland Champion

Hope Lee Process Owner

Anne Kuipers Team Member

Michelle Corley Team Member

Shelly Creelman Team Member

Nancy Shaw Team Member

Janine Mitchell Process Improvement Facilitator

Working on Customer Requirements

Working on the new design

Business Case Problem Statement

• The City does not have a model for a Housing Help Centre for the delivery of homelessness and housing services

• Customers must travel from location to location repeating their story each time

• The Current Data Collection Process lacks integrity resulting in duplication, errors and omissions in numbers of households served and number of services provided.

Project Goals

• The development of a service delivery model that co-ordinates and integrates housing and homelessness services within the City and County as directed by Council (CR2013-1103)

• Provide a one stop shop for customers where customers share their story once

• Ensure data integrity – clear and accurate information as it relates to homelessness and housing

Financial Implications

• The recommended model will increase revenue between $30,000 - $50,000 by accessing additional provincial subsidies which will be redirected back to the provision of supports and services. Final figures won’t be available until the program is up and running.

Out of Scope

• Emergency Shelter Services

Step 1.1

Cost of Doing Nothing Different Program Agency 2013 Funding Funding Source

Shelter Fund for OW and ODSP

CKL Social Services $1,164,907 Rent /mortgage arrears and deposits Utility/energy arrears and deposits Moving expenses

Emergency Shelter A Place Called Home $322,000

Housing Co-ordination Program

John Howard Society $72,128 Assists with finding and sustaining housing

Outreach & Aftercare A Place Called Home $58,992 Support services for former shelter residents and outreach for those at risk of homelessness

Emergency Energy and Utility Fund

A Place Called Home $56,000 Utility/energy arrears and deposits Negotiation of alternative payment options

Community Development Kawartha Lakes-Haliburton Housing Corporation

$45,400 Works with Housing tenants and groups to develop programs and services

Crisis Response and Stabilization Service

Canadian Mental Health Association

$45,000 Supports clients with mental health issues who are homeless or at risk of homelessness

Youth in Transition A Place Called Home $32,360 Supports youth who are homeless or at risk of homelessness

Identification Replacement Clinic

A Place Called Home $27,500 Replacement of identification that is required for accessing most health and social services programs

Community Support Worker Women’s Resources $7,750 Support to victims of domestic abuse through Amy’s Next Step Housing

Rent Bank Program Social Housing Division $31,963 Loan for last month’s rent deposit or arrears to prevent eviction

Total 1,864,000

Change Readiness Plan Stakeholders % Affected Change Impact Reason for Resistance Current Commitment

Customers 100% High Change – dealing with change, dealing with ‘new’ people, now with government High positive

Health and Social Services Staff

20 – 30% Medium New duties, change in roles, new work location, work hours High positive

Direct Service Staff 80 – 100% High All positive High positive

Community and Community Organizations

20% Low Understanding change, scope of services, fear of change, wanting funds from other agencies

Medium to high positive

Levels of Government 0% Low No resistance None

Agencies 90 – 100% High

Impact of funding on staff, services, budget driven, won’t see offsetting benefits for clients, financial viability, loss of objectivity, specific program expertise High - negative

Agency Staff 90 – 100% High Personal impact – employment, may not see opportunities High – negative

Council 10% Green Lobbying from agencies, could see an opportunity to reduce funding, ‘owned’ by government, you build it they will come, ROI

Some high positive, some high negative

Private Landlords 20% Medium Many benefits as it rolls out, depends on clients in rentals, more known, reduce concern

Low to medium positive

Internal Kawartha Lakes 10% Green No resistance Neutral

Management 30% Medium No resistance High positive

County of Haliburton 100% Red Change – dealing with change, dealing with ‘new’ people, now with government

High positive, highly involved community

Customers – high personal impact – new way to receive services, build new relationships Agencies and agency staff – high personal impact - change to employment

Change Readiness Plan Stakeholders Strategies to reduce resistance

Customers

Use of Social Media to communicate Policy Know customers needs

Need to be clear on services available Need a list In their language Q & A document

New to community Access to computers, phone, information

Awareness of the existing relationship with agency staff

People who need the services know their community

Who: intake, upon application, annual review Who: policy - Rod When:

Who: Michelle, Shelly, Anne When: last week June

Who: Rod When: after budget approval

Communication on waitlist - Gail What: transition, meet at that service provider

Health and Social Services

Staff Operational

Training on policies and programs

Will need a transition plan in place

Can determined after the model is in draft form

Communication plan will be key

July 1 June, end of month Who: all staff meeting, Janine

May/June/July Rod, Hope John Chambers and

Community Communications to community

Communications to community

Model Services – Kawartha Lakes and County of Haliburton

Community Open House – Launch of new model

June/July ongoing Who: John Chambers

April/May Who: John Chambers

Who: full team June/July

Agencies New shelter agreement Agreements with agencies end June 30

Initial notice – confirm in letter Draft ready to go

Individual agency consultation

Communicate, consult with agencies design features

July 1 Who: Rod, Anne, Jolene

Should be out mid-April Who: Rod

April 1 to mid-April Who: Rod

April- what are plans Janine

March/April Janine

Council HHC Presentation Report to KL Council June

HHC Presentation Report to JAC Information report

May - Janine May - Rod

May - Janine May - Rod

End of March Rod

Strategic Operational Plan Design requirements

Determine who, what, where, when, how and why of delivery of new model

One portal, on-line registry

March/April Team

April Team. Rod, Hope

When: April, May Who Anne, Janine

We needed to know what needed to be done, by whom and when the task had to be completed.

Known and Potential Risks • Completed with Internal Staff and with External

Partners

• How could the model fail and what known or potential risks exist

• Possible Causes and Severity of potential failures

• Consequences and likelihood of occurrence

• Preliminary analysis ranked: capacity, meeting customer needs, accessibility to services and data integrity as high.

• Service Providers ranked: access to services, follow up with customers and discontinued benefits as high.

Known and Potential Risks - HSS Potential Failure Potential Cause S Consequences O

Customers aren’t accessing HHC

Afraid of being told ‘no’ again 8

They don’t receive the services they need, remain at risk or homeless

7

Client’s are not aware of center and what they could be eligible for

8 They don’t receive the services they need, remain at risk or homeless

3

Client’s may not like the change 8

They don’t receive the services they need, remain at risk or homeless

3

Denied access to services Customer may have had a negative experience with agency – external

8 No ‘expert’ service provided and we provide best service possible

1

Sufficient Funding Funding is limited 4

Insufficient services due to lack of or change in funding

9

Major incident

Safety violations for customers 7 Can it affect customers? 3

Safety violations for staff 7

Could be injuries, damage to reputation, legal consequences

3

Staffing difficulties Service hours may not work for some

5 Staff may not want to work those hours

7

Location doesn’t work Location may not be adequate 7

Size – large enough, functionality of space, situation - privacy

3

Capacity – we exceed our capacity

May be so efficient that larger volumes of customers want to access services

5 More customers may mean a reduction of time spent with customers

9

5 Not enough staff 9

5 Council disapproves – build it and they will come

9

High Ranking Risks How to address

Poor communication plan and reporting could result in new model not being approved

Align with Strategy Map Regular ongoing data collection and analysis Meaningful KPI’s for the dashboard

Sufficient funding for the provision of services Operate within budget Monitor/audit services and re-align services if necessary within budget

Customers aren’t accessing the program – may not like the change, new location, afraid of being told no for service

Communication Plan – how to deliver information about the change – Social Media Marketing materials, Q & A

Staff available when customers require service Hours of operation Virtual options Monitor, collect data, analyze data Accessible in rural communities – would provide outreach services

We exceed our capacity Operate within budget Monitor/audit services and re-align services if necessary within budget Planning, appropriate resource allocation

Repeat Customers • Didn’t provide services required • Under housed • Lack of income • Didn’t meet their needs • Didn’t get to root cause

Connect them to correct service Follow up, keep in contact Look for indications of root cause Address secondary causes once immediate need addressed

Current Application Process for Homelessness and Housing Support Programs and Services

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In need of service Homeless

Receive emergency shelter, food,

address hygiene needs

24/7 service

Yes

Housed but require financial

assistanceNo

Apply for income assistance

Yes

Need subsidized housing

No

Receive assistance

Need financial assistance

Yes

Need subsidized housing

No

Apply for subsidized housing

Yes

Need housing Need Subsidized

housingYes

Contact Housing Co-coordinator –

business hours

No

Work with housing coordinator to secure housing

Require ID or outreach services

Contact staff for assistance

Yes

Need help finding a home

NO

Yes

Qualify priority housing

No

Apply for supportive housing

Yes

Need ongoing support

Receive supportYesNeed to find

housing

Yes

Need financial assistance

No

Yes

Need mental health support

NO

Application for support services

Yes

Need subsidized housing

Yes

Need to find housing

No

Yes

Need financial assistance

No

Yes

Need subsidized housing

Yes

Need ID, outreach support

No

Yes

Need energy assistance

No

Yes

Need rent bank assistance

No

Apply for rent bank

YesNeed rent bank assistance

No Yes

View the Current Process

Understand the Voice of the Customer

0

100

200

300

400

500

600

700

2013 - Q1 2013 - Q2 2013 - Q3 2013 - Q4

Retained Housing

Retained Housing 3 months

Support Services

Total Number of Households Receiving Services

Data is reported by each agency – one household may be counted more than once in each category

Voice of the Customer

Supplier Inputs Process Outputs Customers Undesirable

Effects

Ministry , Municipality, Community, Council

Ministry Guidelines and Contract, Council Resolution for Budget

Determine Funding Provincial and Municipal

Council Report for Approval

Internal Staff , Community

Internal Staff, Purchasing Create RFP

Develop RFP (4 Year Agreement)

Accurate and Fair Application of Evaluation Criteria

Internal Staff, Council

Requires significant amount of staff time. Have to ensure all required info in RFP, can’t make changes if needs change

Council, Internal Staff

Council Resolution for Approval

Develop Agency Agreements

Prepare / Send out Agreements, Create / Update Spreadsheet for Payments External Agencies

Requires staff time to complete – adequate training for staff,

Internal Staff

Cheque Requisitions Quarterly, Signed & Executed Agreement Flow Funding to Agencies

EFT Transfer to Agencies External Agencies

Requires staff time to

produce and track payments, reconciliation payments

People in Need

Customer

Requirements

Agencies provide

services Services Provided

People in Need

Other Agencies

Duplication of data, data

integrity, customers have to

go from service to service,

no coordination of services

Finance, External Agencies

Agencies Send in Quarterly Reports and Year End Reports Reconcile Agency Reports

Reconcile spreadsheet, Audit, Evaluation, Ministry Reports, JV’s Finance Staff

Accuracy of information,

time spent tracking down

reports from agencies

Voice of the Business Critical To

Quality Driver Standard or Specification Ranking

Service Locations

Location

100% of time will be meet requirements under Bill 168 – will have accessible parking, Internet services

1

100% of time privacy will be respected 1

100% of time will have accessible services for persons with disabilities 2

Computer Access 100% of time will have access to computers to assist with applications 3

Software available to complete and submit applications, housing application online.

4

Phones 100% of time a phone will be available for use by customers to contact local service providers during open hours

2

Operating Budget

Operating Costs 100% of time within operating budget 2

Staffing Costs Will include training allocation to support ongoing training and keep staff knowledge and methodologies current and up to date

3

Budget for partnerships Will consider allocations for partnerships with agencies

5

Staffing

Staffing Requirements and Qualifications

100% of time staff will meet qualifications required including but not limited to educational, philosophical

4

100% of time staff will be available to work hours required (evenings as per posted hours) and work locations

2

100% of time staff will follow up and maintain relationships with customers to support and be responsive to customers needs

3

100% of time staff are informed and keep informed of new or changes to supports available

1

Knowledgeable Staff 100% of time staff maintain and participate in up to date training and research

4

100% of time staff will establish and maintain positive relationships with agencies and customers

1

Responsive, knowledgeable, informed, trained, qualified staff – relationships with our customers is important to ensure needs are met Operate within budget Accessibility – both for location, to meet specific needs and to ensure everyone is eligible for service.

Customer Needs Segmentation - HSS

Customer

Applying for Social Housing

Child Care Needs

Interpretation of foms - income

tax

Low NeedsImmediate

NeedsModerate

Needs

General Informaton about Services

New to area -looking for market

rent accommodation

Looking for modified

housing, how to modify

Advocacy Supports

Low NeedsModerate

Needs

Homeless

Immediate Needs

Immediate Needs

Conflict Resolution Help

Lawyer/Legal Consultation

Conflict with Landlord

Extreme Social Conflict

Advocaty for unfit, unsafe rental unit

Violation of a human right

Working, need child care

Sudden disaster

Unemployed

Risk of homeless

Just out of correctional

facility

Housed - immediate change in

Low NeedsModerate

NeedsImmediate

Needs

Looking for human contact

Requires modifed housing

Change in finances - one

lost job

Spousal separation

Sudden special need

Requesting transfer - safety

Need safe place to live

Partner now in nursing home, can't afford to

stay

Financial Assistance

Moderate Needs

Immediate Needs

In need of home repairs

Can't pay utilities

Need last month's rent

Have utility arrears

Supportive Assistance

Moderate Needs

Immediate Needs

Budget Assistance

Hard to serve

Personal health crisis

ID replacement

Mental Health Issues

Questions for Comparison Ranking Customer Requirement Question

6 (high) Timely Service – time to access

services reduced by 50%, distance

travelled reduced by 50%

Were you able to increase, improve your response time?

Were you able to reduce total cycle time for customer from start to finish?

5

Services met, needs met – safe

environment, full range offered

Do you offer assistance with completing applications for other programs?

Do you offer OW/Child Care applications? Have you ever considered offering these services?

How do you evaluate meeting customer needs?

Do you share results?

Where, how often, to whom?

Will you share with us?

5

Staff – trained, knowledgeable,

linked, virtual locations

What training do you provide, education required?

What is your staff turnover, retention rate and strategies?

What are your wages and benefits (outside regular) offered?

Do you have a vision, strategy?

Do you require/expect connections to the community?

3 Serve everyone – all are eligible

for service

What is the criteria for eligibility for service?

What happens if…

2 Responsive Staff – treat with

dignity, offer before asked, know

what we need

Trending – do you look at trending, how often do you need or do you adjust/add/remove

services

1

(low)

Access to resources?

Online, virtual, in person

Do you have remote centres?

How are they accessed?

What is the general proximity to local shelters, supports

Quality Function Deployment

5

Access to Resources

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Direction of Improvement

Everyone is Eligible for Service

Responsive Staff

Knowledgeable and Trained Staff

Service and Needs Met

Timely Service Provided

Difficulty

Target or Limit Value

Maximum Relationship Value

Weight/Importance

Relative Weight

6 9 91

1 9 3 9 1

2 3 3 9 9

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Design Key Service Functions

Key Function Services Provided

Immediate Moderate Low

Help with Emergency Housing

Referrals to Hostel Referrals to Motels, Hotel

Help to Maintain Housing Utility and Energy Funding Shelter Funding Rent Bank Funding Ongoing Case Management

Liaison with Utility and Energy Service Providers Referrals and Coordination with other Support Services Tenant/Landlord Advocacy and Support

Home Repairs

Help to Find Housing Housing Registry Vacancy Listing Affordable Rental Listing Last Month Rent Funding

Help with Financial Assistance

Benefit Information Resource Apply for Ontario Works Apply for Affordable Housing Apply for Child Care Subsidy Employment Assistance

Help for Landlords Approved Landlord Listing Tenant Referrals Wait list for potential tenants

Information on Landlord/Tenant Issues

Help with Support Services Identification application support Ongoing Support and Outreach Referrals to Support Services

Housing Rental Listing Information on available Government Support Programs Help complete forms/applications Access to phones. computers

Voice of the Customer Supplier Inputs Process Outputs Customers

Customers,

Service Providers

Referrals, Walk-in

contact, on-line

applications, inquiries Triage Customer Needs

List of immediate

needs to be met

Customers, HHC

staff,

Service Providers

Customers,

HHC Staff,

Service Providers

Programs, services,

information Address needs

Shelter, Housing,

Housing supports,

Referrals

Customers,

Service Providers

HHC Staff

Itemized list of

Services provided

Complete reports,

record data Completed reports

Case Management file, HHC Staff and Management, the Community

Customers,

HHC Staff

Phone calls, one-on-

one follow up visits

Case Management,

Follow Up Address needs

Customers,

HHC staff,

Service Providers

HHC Staff

Management

Data collection, one on

one meetings with

customers Evaluation

Reports, Charts,

Balanced Scorecard

Community, Council,

Staff

View the New Process New Application Process for Homelessness and Housing Support Programs and Services

Cu

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enta

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Serv

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fo

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of

Do

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Vio

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In need of services

Need Additional Services

Yes

Walked over to shelter,

introduced to staff

Help to Maintain Housing

YesHelp to Find

Housing

Help with Financial

Assistance

Help for Landlords

Help with Support Services

Yes

Yes

Yes

Yes

Help with Emergency

Shelter

Immediate Needs:Utility and Energy Funding, Shelter Fund, Rent Bank Funding, Ongoing Case Management,

Yes

Received Services, No longer in need

No

Moderate Needs:Liaison with Utility and Energy Providers,Referrals and Coordination with other Support Services, Tenant/Landlord Advocacy and Support

Immediate Basic Needs Met:Shelter, Food, Hygiene, Warm Place, Contact with others

Low Needs:Home Repairs

Immediate Needs:Housing Registry, Vacancy Listing, Affordable Rental Listing, Last Month Rent Fund, Update Housing Applications (transfers)

Immediate Needs:Benefit Information Resource, Apply for Ontario Works, Apply for Affordable Housing, Apply for Child Care Subsidy

Moderate Needs:Assist with application for ODSP

Moderate Needs:Rental Property Listing, Tenant Referrals, Wait list for potential tenants

Low Needs:Information on Landlord/Tenant Issues

Immediate Needs:Identification Applications Support, Ongoing Support and Outreach, Referrals to and Connections with Support Services

Moderate Needs:Housing Rental Listing, Information on available Government Support Programs, Health and Well Being Program Information, Access to Phone, Computer, Assistance with Applications

Need Specialized

Service

No

Receive Specialized Mental Health

Support

Yes

Receive Specialized Victim of Abuse

Support

Action Plan (probably don’t need this slide)

Process Step

What Who When Where Why

Triage

Customer

Needs

Intake Form Green Belt

Project

Michelle Corley

Hope Lee

Nancy Shaw

Christine

Jamieson

Gail Zeldin

June

30

Word document

Contact Hamilton

and Peterborough

Algoma, Oxford,

Community Living,

agencies

Capture contact information, previous

services received, identify immediate,

moderate needs, referrals

Consents, customers can tell story once,

collection of data for all program, services

2 forms – intake – higher level, referral –

more detailed information - consideration

Address

Needs

Staffing

requirements,

duties, contract

Rod Sutherland,

Hope Lee

June

30

Word document

on SharePoint

Contact Hamilton

and Peterborough

To ensure staff have qualifications,

philosophical views match HHC

Needs to include information from project –

intent expected in project

Address

Needs

Customer Plan

S.O.P. and forms

for Case

Management 30

– 60 – 90 day

follow up

Nancy Shaw

Shelly

Creelman

Cindi Zwicker

Janine Mitchell

June

30

Word document,

Contact Hamilton

and Peterborough,

External partners

To ensure we are meeting needs, secondary

needs, planned with customer, identifies

steps for customer and HHC staff

Follow up to support maintaining and

retaining housing

Best practice with external partners

Program Customer HHC Funding Description Shelter Fund Low income

residents

1,567,412

Rent /mortgage arrears and deposits Utility/energy arrears and deposits Moving expenses Rent bank

Online access to rental housing vacancies Will include a process for landlord registration to submit listings Online rental

housing listings / registry

All residents

Emergency Home Repair Program

Low income residents

New program to address emergency home repairs May build on or complement guidelines of the Ontario Renovates Program

Housing Program Low income residents

Manage new municipal Housing Allowance and Rent Supplement Programs Assist with search for housing and applications for housing programs, including Rent Geared to Income Co-ordinate with other social services programs and agencies Support and advocacy for tenants and landlords

Support to tenants and tenant groups in developing programs and services

Community Development

Low income residents

Support Services Low income residents

Broad range of support services Connections to other agencies, services or benefits and to specialized programs and services Evaluation of programs and services

Access to Financial Assistance

Social Assistance recipients

As per OW Polices, Budget

Ontario Works Discretionary Benefits and Emergency Assistance

Emergency shelter 322,000 (2013 level)

TOTAL 1,889,412

Project Closure

Approval Process • Fall 2013 – Council endorsed development of a new

integrated model for homelessness services

• Original recommendation for City to directly deliver new Housing Help model – generated dynamic debate

• 4 Committee and 6 Council meetings

• A Request for Proposal was issued in July 2014, with the Health and Social Services Department submitting an in-house bid

Implementation • In November 2014 Council awarded the HHC to the HSS Dept.

• Key value added component - the CMSM’s ability to integrate Housing Help services with Social Services and Housing – Simplified access: a new Housing Help site but services accessible through any

Social Services site

– Co-ordination with OW staff & benefits

– Co-ordinate Housing policies – shelter benefits but also Housing Allowance and CHPI Rent Supplements, priority policies

Arrears and deposits Home Repairs Rent Supplements Housing Allowance

OW Discretionary OW Employment OW Emergency ID Replacements

Housing Vacancy Registry Landlord disputes Kawartha-Haliburton Renovates

Next Steps • Continuous improvement

– New site

– Customer follow up

– Policy review