Community Impact Report

During the previous six-month reporting period, Providing Access to Hope and Success (PATHS) partner organizations integrated wrap-around case management services into their youth programming. As a result, it identified systemic problems that affect family retention. As of February 28, 2023, 217 individuals have enrolled in the PATHS Program, with 162 remaining enrolled at the end of this period. Client primary needs were assessed using the Foellinger Independence Continuum tool, with income, childcare, employment, transportation, housing, and support systems being the top five needs.

Records show 84% of referrals resulted in the primary needs being completely met. In addition, recent data analysis indicates that 76% of participants improved their level of independence, with 100% making progress toward their goals and 50% fully accomplishing them.

Over the last six months, Providing Access to Hope and Success (PATHS) Program activities have focused on continuing to identify new clients for the program and working with those who have engaged with services. The Family Service Coordinators (FSCs) and Leadership Team continue to meet every two weeks to discuss program implementation. 

As of August 31, 2022, one hundred twenty-two individuals have enrolled in the PATHS Program, with eighty-five remaining enrolled at the end of this period. As part of our data collection, the Foellinger Independence Continuum is utilized to assess a client’s primary needs. This tool is revisited every six months to document a client’s progress. The primary needs expressed by new clients are:

• Income: 82% earn less than 150% of the poverty level (based on the 2022 Federal Poverty Guidelines). The average household income for participants when starting services is $16,014. 
• Employment: 60% are either unemployed, employed in a temporary or seasonal job, or currently seeking employment.
• Transportation: 49% have no transportation or their transportation is unsafe or not consistently available.
• Childcare: 48% have no childcare or their childcare is unreliable, unsafe, or unaffordable.
• Housing: 46% are homeless, living in unstable housing, or living in temporary/transitional housing.

Records reviewed for referrals to other programs or services indicate 42% of referrals resulted in services being provided to the client (with an additional 10% pending further follow-up). Additionally, 37% resulted in the client’s primary need being completely met. These findings suggest that FSCs have been able to connect clients to providers and resources, thereby meeting immediate needs while working toward longer-term goals.

The most recent data analysis for the program indicates 72% of participants with a six-month assessment on file improved their level of independence. Of the clients no longer enrolled in the program, over 70% reached a level of self-sufficiency where they no longer needed the program’s services. While PATHS is an ongoing pilot project, the leadership is excited to see positive changes occurring for the program participants.

For the past six months, program activities have focused on recruiting new clients for the program and working with those who have engaged with services. The Family Service Coordinators (FSCs) and Leadership Team continue to meet every two weeks to discuss program implementation. During the fall of 2021, numerous partner agency staff participated in a wrap-around case management work group hosted by leaders of the Talent 2025 initiative. Talent 2025 focuses on addressing many areas of social concern and economic growth for Southwest Indiana. The PATHS Project is recognized by Talent 2025 and other community leaders as the leading strategy for addressing poverty in Evansville. 

As of February 28, 2022, 74 individuals have been enrolled into the PATHS.  Over 85% of the participants were retained for six months or have enrolled in the program more recently.  Records review for referrals to other programs or services indicate 48% of referrals resulted in services being provided to the client (with an additional 30% pending further follow-up). Additionally, 44% resulted in the client’s primary need being completely met. These findings suggest that FSCs have been able to connect clients to providers and resources thereby meeting immediate needs while working toward the longer-term outcomes outlined above.

Specifically, it is encouraging to note that FSC and client contacts exceed 1,000, and that more than 100 referrals to community supports have been recorded in the system. These totals illustrate the needs that the PATHS Program is addressing in the community. The magnitude of these needs, however, is perhaps best explained by baseline ratings. Specifically when entering the program, 79% of program participants were rated as either in-crisis or at-risk on the income domain, and 59% were rated as in-crisis or at-risk on the employment domain. While a greater percentage of clients were safe, stable, or thriving on the other domains, the collective Independence Continuum ratings highlight the need for FSCs to walk with clients through resolution of immediate needs in the early stages of their relationships.

During the initial nine months of this project, the Core Planning Group focused on program planning.  A project logic model and evaluation strategies were developed along with a position description for the Family Service Coordinators (FSC).

As of September 1, 2021, twenty-one individuals have participated in the PATHS service at two of the partner sites. Initial data for the project indicates 83% of individuals contacted have resulted in services being provided by the FSC. In addition, 67% of participants indicated their initial need for services has been completely resolved. Primary needs identified by program participants include childcare vouchers (19%), child care options (10%), job opportunities (19%), transportation (14%), affordable housing (10%), and health care or mental health services (10%).  

Training of the FSCs was completed during the first part of April 2021. Other outcomes from the training included selection of the program name, Paving Access to Hope and Success (PATHS) Project, and establishing relationships among the staff at each agency to support ongoing collaboration. Once the training concluded, the FSC staff began working at their agencies and recruiting participants for the program. The FSCs and Leadership Team continue to meet every two weeks to discuss program implementation.