to a shelter location to travel to the main access point for the intake process before they return to shelter. A mobile intake/diversion team member would help reduce this barrier. A main access point with a unified intake process may also highlight service system gaps and capacity issues that are currently more difficult to quantify. Creating a main access point would require changes in investments and a commitment to work together and support one another, as well as people experiencing homelessness through the change process.
Service Delivery Model
There are a range of both pros and cons of direct service delivery compared to third party service delivery. These are outlined below to help inform decisions on whether to directly delivery shelter services or contract with third parties to deliver services.
Pros and Cons of Direct versus Third Party Service Delivery Pros of Direct Service Delivery
| Pros of Direct Service Delivery | Cons of Direct Service Delivery |
|---|---|
| Greater access to qualified personnel | Requires the municipality to take full accountability for negative client experiences |
| Greater control over the client experience | |
| Allows the municipality to fully define the service offerings and service delivery model – some third parties may restrict the services they are willing to offer | Ability to scale the number of beds is restricted to the spaces and approved staffing levels the municipality has available |
| Allows the municipality to reinvest and retain assets in the public domain for the public good | Administrative burden of direct delivery could take away focus |
| Operate for the public good, not private gain | |
| Pros of Third Party Service | Delivery Cons of Third Party Service Delivery |
| Potential for cost savings | Municipality has less influence over the service |
| Controlled costs for the municipality | Less stability in the service delivery |
| Capital requirements are lower because the municipality does not have to purchase the buildings | Outsourcing costs - Requires ongoing municipal staff to manage and oversee the service delivery, from data analysis and service provider selection to contracting and procurement |
| Can allow the municipality to leverage benevolent funding and other government grants available to non-profits | Potential for lower levels of employment and wages and poorer conditions for employees of service providers |
| Reduced risk for the municipality | |
| Shelter service providers have existing expertise | |
| Greater flexibility in services provided | Greater potential for communication barriers to develop |
| Potential to serve additional clients because of broader reach due to public awareness of third party service providers | Potential for loss of privacy and confidentiality of information |