5.1 retooling transitional housing ii: implementing changes to your program

NAEHRetooling Transitional Housing

IMPLEMENTING CHANGES TO YOUR PROGRAM

CORPORATION FOR SUPPORTIVE

HOUSING

FEBRUARY 10, 2012

CSH.ORG

Source of Motivation

• Why are you attending this session?

Source of Motivation

• Project Level

• Community/Continuum Level

• National Level

Project Level Perspective

Project Level – Kalamazoo, MI

• Housing Resources, Inc.• First in Michigan (2007) • 35 units scattered site for families• Internal HMIS data review on found that

there more than 1/3 individuals and families in organization’s TH inventory were disabled

• Made commitment with resources (staff time and money)

• 18 months transition

Project Level – Batesville, IN

• Community Mental Health Center• 20 units of TH in apartment building• Lower than desired housing retention

outcomes• No housing in community to transition

to• New permanent supportive housing

project in the pipeline• Budget shortfalls

Continuum Level – Portland, OR

Scattered Site (475 families)

Exit Reasons• 73% completed program• 7% non-compliance Placement/Retention• 89% moved to PHCost• $5,052 per family

Facility Based (82 families)

Exit Reasons• 68% completed program• 19% non-compliancePlacement/Retention• 86% moved to PHCost• $9,482 per family

Facility based is 189% more expensive than scattered site.

Continuum Level – Portland, OR

• Projects not interested in conversion• Used data to encourage change – focusing on

program results• Based on analysis, agencies were asked to

consider a harder to serve population based on program support and capacity (conversion to PSH); others were persuaded to improve their outcomes based on data (better transitional housing/interim housing)

• Following year, programs showed significant changes in population change (effective targeting) and improved outcomes (higher placement rates and retention) – particularly for families

Considerations for your project

Project Level – First Steps

• Inform yourself about research and best practices

• Do an internal analysis of your program’s stated goals, outcomes and long-term impact on the people you serve

• Would the people you’re serving be well served in a different model?

• Ask residents what they like and don’t like. Talk to former residents as well.

• Ask staff and board what would be needed to make shift

• Visit and learn from other models to help you envision what your project might look like

Project Level – Questions to Ask

• What is our goal?• Better outcomes? Targeting? Change

under external pressure? All of the above…

• Who do we serve?• Which model is most suited?• What is our internal capacity to change?• Who else do I need to talk to, to make

the change?• What are the financial impacts and how

do we secure the appropriate resources?

Key Categories

• Organizational Commitment• Mission Orientation• Outcomes• Population• Financials• Structure

Key Categories Organizational Commitment

• Commitment from line staff to Board and across multiple functions

• Staff capacity to implement change• Internal resources• Communication• Everyone understands any new legal

responsibilities

Key CategoriesMission Orientation

• A close second to organizational commitment

• Historical approach to homelessness in organization

• Determining self-sufficiency• Review application and program rules

• Do they screen people out?• Are they unnecessarily prohibitive?

Key CategoriesOutcomes

• Is there an effective transition to PH or not?

• What is average length of stay?A long length of stay and small

percentage of PH placements could indicate a need for conversion to PSH

ORA need to reevaluate the program

design for more rapid and stable placements

• Dependent on Population

Key CategoriesPopulation

• Special needs or not?If not special needs, are you ready to house and serve a PSH eligible population?

ORCan you decrease overall length of stay

and increase housing placement and retention?

ORIs transition in place an option?

Key CategoriesFinancials• Are matching funds prohibitive to change?

What steps need to be taken with funders?• Are resources adequate for change?• If converting to PSH – consider the following:

• Change in operating costs based on legal and eviction costs

• Reduction in turnover rates in units, resulting in reduced unit preparation costs

• Changes in rent paid by tenants and rent collection rates

• Opportunities to secure rental subsidies• Increased or shifted costs due to creating or

reorganizing a housing administration function• Increased costs tied to building security or

replacement reserve needed• Changes in staffing patterns• Allocation of costs between services and operating

budgets• Adequate service dollars and support for special

needs populations

Key CategoriesStructure

• If considering PSH, is there capacity to create independent units? • For families with children

• Community space• Service space• Unit kitchens and baths or shared• Consider change an opportunity for

updating structure

Details on converting to PSH

• Create a document/proposal that includes:• Reason for change• Difference between current and future

participants (if applicable)• Proposed outcomes• Analysis of resources to project• Rehab Plan (if applicable)• Timeline – Transition Plan (if applicable)

• Grant or covenant amendments • Zoning and Neighborhood • Local CoC• HUD

Converting a HUD-SHP Grant

• Requires a grant amendment with HUD• Outline request in a letter • Find your original HUD grant

application• Submit supporting documentation

and support letters from Continuum of Care

• Continue conversation/advocacy with HUD to ensure amendment is completed

• There are new opportunities under HEARTH

Questions?

???

Thank you!

HEATHER LYONSCSH

Heather.lyons@csh.org