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Planning for Implementation
September 28, 2011
How Webinar Technology Works
Only Cathy and the presenters can be heard; all others are in listen-only mode.
Cathy will send each participant a two-digit code to enter into your conference call. This will give us a chance to activate your audio for questions.
The control panel on your screen gives you a place to click to “raise your hand.” That will signal Cathy that you have a question.
If we don’t get to you during the session, we will follow up with you afterward.
Goals for Today
Discuss DHN role in statewide planning and the value of the data we collect
Review purpose and format of DHN County Housing Plan template
Review DHN recommendations regarding Strategic planning.
Look at two excellent examples of planning. Introduce strategies for developing plans that are
practical and easily implemented
Today’s Presenters
Jacalyn Slemmer, Executive Director, DHN Bob Morgan, Superintendent, Delaware County
Board of DD Mike Corbett, Executive Director, Delaware Creative
Housing Stephanie Lowe, Executive Director, Ottawa
Residential Services, Inc. Cathy Allen, Technical Assistance Consultant,
Disability Housing Network
DHN and County Planning
Jacalyn Slemmer Executive Director Disability Housing Network
Completing a County Housing Plan
DHN analyzes the data submitted, looks for trends and patterns
DHN shares with policy makers thereby giving Housing Corps a statewide voice
Research and Analysis
Besides the policy implications of some of the data included in this report, there are
additional next steps that DHN is recommending for the future implementation
of this research and analysis process
Policy Recommendations
With the two years of housing data collected and analyzed, DHN is in the position to assist
the Department of DD with policy recommendations and potential solutions to issues facing Housing Corporations today.
Possible Future Subsidy
For future consideration, do we want to consider the idea of creating a subsidy in combination with
housing? With the scarcity of Section 8 vouchers should Counties and the State consider providing a supplemental voucher for people who can rent on
the private market? Housing provided by the Housing Corporations could then primarily serve
people who cannot be served in housing found on the private market.
Stakeholder Information
DHN will share information collected in the County Housing Plan report with various stakeholders as a means to continue the advancement of special needs housing in
Ohio.
DHN County Housing Plan
Bob Morgan, Superintendent, Delaware County Board of DD and Member, DHN Board of Directors
Purpose of the DHN County Plan
To provide a framework by which County Board staff and Housing Corporation staff can
discuss current specialized housing operations, needs and options for future
housing needs in the county
What the Department is Saying
DODD is currently reviewing the rules for dispersing capital funds beginning with the 2013/2014 allocations.
County plans are not currently required, but we are leaning toward requiring a six-year housing plan.
We will involve partners (DHN) in the planning process, while ensuring no conflict of interest.
Elements of the Plan Template
Preparation for the Planning Process– Review existing data
Internal Statewide information collected and distributed by DHN
Property Overview– Who owns the property?
(Webinar Polls)
Elements of the Plan Template
Rent and Revenue– What is included?
Repair Priorities Development Priorities
– County board resident needs– Development opportunities
Other: Future Challenges
Implementation
Provides pre-authorization for the actions that you will take within the next year
Provides preauthorization of expenditures
Example of an Excellent Plan:Delaware Creative Housing
Mike Corbett, Executive Director, Delaware Creative Housing
Preparation for the Planning Process
Organization Review Housing opportunities are managed by the Delaware Creative
Housing (DCH), a not-for-profit agency that develops and manages housing for individuals with disabilities in Delaware and Union Counties.
The operations of DCH are independent of the Delaware and Union County Boards of Developmental Disabilities. The standard Master Contract for Housing Acquisition, Development and Management services defines the legal relationship between the DCH and Delaware County Developmental Disabilities (DCDD), who owns the properties and what obligations exists on the properties.
There is also a Memorandum of Understanding (MOU) that spells out specific administrative issues and rent schedules.
Organization review, cont.
DCH manages rent subsidies for 110 individuals including community landlords. The total DCDD monthly rent subsidy is $28,500 for an average monthly subsidy of $260. If Ohio was able to secure a special subsidy from HUD for individuals with developmental disabilities that would save Delaware County $312,000 per year. HUD establishes the rent schedule and pays the rent subsidies for the three HUD properties.
DCH also provides an adaptive equipment lending library for all residents of Delaware and surrounding Counties, giving away approximately 80-100 items per year.
In review of Delaware County’s current living arrangements we find that 1,416 or 86% of our enrollment still lives with family in the family home. Those living in a home they own or lease is 185 or 11.2% of our enrollment. While these percentages appear low, it is important to know that 81% of our enrollment is under the age of 21. In planning for residential services we must keep in mind both those living with aging caregivers and the young adults who will be reaching adulthood within the next decade.
Property Overview
In Delaware County, DCH provides specialized housing capacity for 56 individuals in 25 capital housing units and capacity for 20 individuals in three HUD projects. In 2008, DCH added five properties with capacity for 12 tenants and in 2009 they have added three properties with capacity for six tenants.
Current occupancy is 50 for non HUD funded housing units (89% capacity) and 14 for HUD funded projects (70% capacity).
Rent and Revenue
Eligibility for Rent SubsidyHousing supports are available to meet housing needsthrough community and specialized options.Community options include rent subsidies, homeownership, Metropolitan Housing assistance, Habitatfor Humanity and private resources. To receive rentsubsidy or mortgage assistance through DCDD theindividual must be:
– At least 18 years of age and living in a home/apartment they own or lease in their name.
– Eligible for DCDD services
Eligibility for Rent Subsidy, cont.
– A resident of Delaware County for at least one year or a previous resident of the County in the last five years who had met the residence criteria at that time.
– Engaged in paid employment of 15 hours or more per week or attend day habilitation unless approved for an exemption based on medical/psychological needs or 60 years of age and older.
– The individual is expected to pay 30% of their total monthly income toward rent. DCDD may subsidize the balance of rent remaining up to $600 monthly for the eligible person’s share of rent. When the person is living with other adults, subsidy is applied to the eligible person’s share of rent unless the eligible person is identified as the head of household in which case the entire household income will be used to determine and apply the subsidy for the entire rent amount.
Eligibility for Specialized Housing
Specialized and accessible housing is fundedby DCDD and operated by Delaware CreativeHousing. All of the following is criteria foreligibility for specialized housing: Current Delaware County resident At least 18 years old or under the custody of
Delaware County Children’s Services
Specialized Housing Eligibility, Cont.
Meets one of the following conditions:– Requires specially designed/modified housing for
handicapped accessibility or health support systems or;
– Requires housing to accommodate behavioral needs, behavioral interventions (Prader-Willi Syndrome, DD offender, etc.) or;
– Service needs and cost of services requires congregated setting. or.
– Individuals with a record of evictions who cannot find community rent opportunities
Wait List
As a result of the above policy, rent subsidiesand an aggressive effort to develop neededhousing, Delaware County does not have await list for specialized housing. However,since Delaware County is the fastest growingcounty in Ohio, we must continue to developspecialized housing to meet projected nearterm needs.
Repair Priorities
ODDD, Capital Housing now allows more latitude inhow a housing corporation and county board canchoose to utilize its allocation. In this upcomingbiennium the corporation and county board haveagreed to apply for one additional home and thebalance to renovation. Items such as flooring,driveways, HVAC, roofing, window replacements areexamples of the uses of this funding source. This maychange over the coarse of the next two years howeverwe are then able to change our plan as needed.
Repair Priorities, cont.
Existing Capital Assistance Properties and propertiesthat have been developed with local funds are in needof repair and updates. In addition, some propertieshave and operation costs related to utilities that is threetimes the cost of other properties. DCH has begun aproject to assess those homes with higher thanaverage energy cost and make improvement to reducethese costs. Attached are worksheets for renovationsand project costs for energy improvements. Theseworksheets show we have budgeted $44,500 of thecurrent Capital Assistance funding that we plan toallocate to these renovations and improvements.
Development Priorities
The greatest difficulty Delaware County faces in matchingroommates in residential settings is not matching interestsand service needs but rather matching resident’s choice ofproviders. Many individuals have had long relationshipwith providers and are not willing to switch providers inorder to make roommate matches. Given this problemand vacancy rates in three and four person homes, ourhousing development plan calls for development of twoperson condo units or single unit apartments, especiallywhere these can be located in areas where overnight staffcan be available on-site and monitor through variouselectronic systems
Other: Future Challenges
Diversified funding Adequate staffing Clear communication between DCH and County Boards Planning Process: It may take a couple of years for this process
to become efficient. Most critical, we need to have standardized, statewide data to compare our performance with those of other counties. It is also important for everyone to understand that housing options for those we serve need more options than just DODD Capital Housing. So far we have invested approximately 10 total hours in this planning process. In future years we expect that this process will involve four hours in collecting and updating data and six hours of meeting time for the four key individuals to meet and discuss the plan. This meeting will likely reduce the time required to review and prepare the contract between the DCDD and DCH for the coming year.
DHN Recommendations for Strategic Planning
Housing Corporation Self-Assessment Tool
Self-Assessment Tool
4. HC Board determines the direction of the organization and takes primary responsibility for goal-setting.
5. The HC Board creates, revises, and insures compliance with policies in the area of planning.
23. Board meetings are focused on policy and planning issues as appropriate.
Self-Assessment Tool, Cont.
43. The organization’s planning process includes consideration of the changing environment and its implications for the organization’s operations.
44. The planning process includes consideration of the organization’s strengths and weaknesses.
Self-Assessment Tool, Cont.
45. Volunteers, staff, tenants/customers, and key constituents participate in the planning process.
46. Goals for the current fiscal year and beyond are developed and approved by the board with the input of staff.
Self-assessment tool, cont.
47. Goals are broken down into measurable objectives.
48. Objectives include work plans, timelines, and human and financial resources and indicate who is responsible for achieving them.
49. There is a realistic plan/strategy for matching human and financial resources with objectives.
Self-assessment tool, cont.
50. Objectives are communicated to all appropriate staff and volunteers.
51. Actual performance relative to objectives and work plans is reviewed and assessed by management and is formally reviewed by the board periodically.
52. If goals and objectives are not being met, appropriate modifications are approved by the board and implemented by staff.
Example of an Excellent Strategic Plan: Ottawa Residential Services, Inc.
Stephanie Lowe, Executive Director, Ottawa Residential Services, Inc.
Board Involvement
Pre-planning Interviews Strategic Planning Retreats Board reviews progress against goals at
board meetings
Stakeholder Assessment
Surveys and Interviews with– Tenants– Provider agencies– Key community partners, including OCBDD
Developed input concerning– ORSI strengths and weaknesses– Customer service satisfaction– Service gaps– Ideas for future direction
Mission Statement
2010: ORSI exists to provide affordable and accessible housing for all persons in Ottawa County
including those with disabilities or who are otherwise disadvantaged.
2011: To provide housing or housing solutions for people with
disabilities in Ottawa County.
Annual Goals
Program Goals Goal #1: All ORSI properties are self-sustaining financially. We
will ensure that each property is managed within revenues dedicated to that purpose (without impacting other properties.)
Goal #2: All Ottawa County residents who need specialized housing will have access to it. We will make sure that ORSI is able to provide housing or a housing solution that meets their needs.
Goal #3: ORSI will provide a higher level of services to our current and future customers. We will take care of our properties and respond to tenant and customer needs.
Annual Goals, cont.
Organizational Goals Goal #4: ORSI will focus sustained effort on the
health of the organization. We will pursue board and staff development, improve internal processes, and invest in administrative infrastructure.
Goal #5: ORSI will proactively achieve our mission by organizing our work and providing for our future in a strategic, planful way. We will research and develop thoughtful plans and implement them.
Strategies
Goal #1: All ORSI properties are self-sustaining financially...
Strategy 1: Address financial sustainability of Island View Manor directly by exploring opportunities to refinance, sell the property, or divorce its finances from the rest of the organization’s.
Strategy 2: Assure that resources provided by the Ottawa County Board of Developmental Disabilities (OCBDD) are used exclusively for the community-funded properties and the administration of the organization.
Action Steps (Goal 1, Strategy 2)
Action Step Champion Assistant Timeline
Work with ORSI’s attorney to add the restrictive language needed in OCBDD contract
Stephanie Board May 2011
Review OCBDD Houses & Determine Capital Plan
Nicole and Eddy
Chelle and Stephanie
August 2011
Review OCBDD Housing’s budget determine needed reserves
Chelle Nicole and Stephanie
August 2011
Review OCBDD Houses rent structure; redesign on actual needs of tenant (services based on ability)
Chelle and Nicole
Stephanie & OCBDD Work Group
October 2011
Design 2012 OCBDD Houses Budget
Chelle and Stephanie
Nicole October 201
Budget
Budget process simultaneous to strategic planning process.
Endeavor to ensure our budget aligns with our strategic goals.
Sometimes have to adjust goals if resources are insufficient.
Strategies for Implementation
Cathy Allen, Technical Assistance Consultant, Disability Housing Network
Strategies for Implementation
Relate plan to master contract Put plan updates on board agenda Develop performance measures Relate staff evaluations to strategic goals Involve stakeholders in planning
– Internal– External
DHN Technical Assistance
Funded by Ohio Developmental Disabilities Council
Provides DHN consultant who can:– Assist with self-assessment– Attend/facilitate board meetings– Attend/facilitate stakeholder meetings– Facilitate strategic planning retreats– Provide consultation on board development,
policy development and housing operations
Upcoming Events
End of Fiscal Year – Deadline for Self-Assessments – September 30
Funding Symposium – Columbus – Oct. 13 DHN Conference – December 1
Jacalyn Slemmer, Executive Director614-595-4110
jacalynslemmer@disabilityhousingnetwork.org*
Cathy Allen, Technical Assistance Consultant
419-732-1770cathyallen@disabilityhousingnetwork.org
www.disabilityhousingnetwork.org
Staff Contacts
Questions and Answers
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