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Administration, Management, and Coordination of Supportive Housing: Guidelines from CSH’s Dimensions of Quality MHSA TA Operations Call September 1, 2010.

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Presentation on theme: "Administration, Management, and Coordination of Supportive Housing: Guidelines from CSH’s Dimensions of Quality MHSA TA Operations Call September 1, 2010."— Presentation transcript:

1 Administration, Management, and Coordination of Supportive Housing: Guidelines from CSH’s Dimensions of Quality MHSA TA Operations Call September 1,

2 2  Background on the CSH Dimensions of Quality  Key Indicators of Quality for Administration, Management and Coordination  Introduction to self-assessment and action plans Review of Agenda

3 CSH’s Seven Dimensions of Quality in Supportive Housing  Provide a common framework for developers, property managers, service providers, and funders for assessing – and investing in – the quality of supportive housing units  Focus on issues of day-to-day operations in existing supportive housing and are intended to apply to all “types” of supportive housing  CSH rolled out the national dimensions in March

4 CSH’s Goals in Developing Dimensions of Quality Advance a focus on quality in PSH Assist the industry in achieving quality Create clear language Develop capacity of providers Strive for better outcomes for tenants 4

5 How the Dimensions are Structured 1.Administration, Management, and Coordination 2.Physical Environment 3.Access To Housing and Services 4.Supportive Services Design and Delivery 5.Property Management and Asset Management 6.Tenant Rights, Input & Leadership 7.Data, Documentation, and Evaluation 5

6 A Dimensions Disclaimer - No single model for supportive housing’s design Appropriate housing settings vary based on –tenants’ preferences and needs –the type of housing stock –financing sources available –the norms and history of a community 6

7 Overview of Dimension #1

8 8 Defining Dimension #1: Administration, Management, and Coordination All involved organizations follow standard and required administrative and management practices, and coordinate their activities in order to ensure the best outcomes for tenants.

9 9 Key Factors  Financial Management  Regulatory Compliance  Policies and Procedures  Management Practices  Skilled, Well-Trained Staff  Coordination of Roles

10 10 Graphics Four Key Indicators Under Dimension #1 1.Coordination 2.Know Your Roles 3.Coordinated Strategies to Keep Tenants Housed 4.Following the Rules

11 11 Graphics Key Indicator 1.1: Coordinate and Partner The supportive housing’s operations are managed through an effective partnership among representatives of the project owner and/or sponsor, the property management agent and/or landlord, the supportive services provider, relevant public agencies and tenants.

12 12 Key Indicator 1.2: Know Your Own Role Roles and responsibilities for all partners and staff are specified in a Memorandum of Understanding.

13 13 Supportive Housing is Not a Solo Act Supportive housing brings together 3 very different disciplines: –development –support services –property management/landlords Variety of partners needed to make project a success

14 14 Coordinating Management and Services Supportive housing = coordinated property management and supportive services functions Collaborative relationship is essential with PM and/or landlord Competing forces –Financial demands of the apartment –Security of larger tenant community –Needs of individual tenants

15 15 Remember: the Tenant is a Partner Your tenants are your partners in your PSH More on tenant leadership under Dimension #6

16 16 MOUs: Partnership Outline roles and responsibilities of partners Iterative process What’s in an MOU Guiding principles Responsibilities Scope of Services for partners Funding Terms

17 17 Keys to Success? Similar mission and goals Have it in writing Earn trust over time Everyone contributes to the partnership Clear and constant communication In it for the long-haul Sharing and collaboration Mutual respect

18 18 Key Indicator 1.3: Coordinated Strategies for Tenant Housing Stability A collaborative relationship between supportive services and property management staff results in effective, coordinated strategies to foster tenants’ housing stability and independence and to prevent tenant evictions and to address issues resulting from substance use, relapse, and mental health crises.

19 19 Three parts of Indicator Collaborative relationship between property management/landlord and service provider 2.Coordinated strategies to foster housing stability and prevent tenant evictions 3.Address issues resulting from substance use, relapse, mental health crises

20 20 Part 1: Build A Collaborative Relationship Common Goal: Keeping Tenants Housed Blended Mgt requires that we come in from all angles. Property Mgt/ Landlord Show me the money! Social Services I just want to help! Goal: Provide the tenants the support they need to reach their fullest potential and to keep the building in good shape, physically and financially

21 21 Part 2: Coordinated Strategies to Prevent Tenant Evictions Quality includes: –Procedures and policies in place that speak to eviction prevention in PSH –Strategy/access to alternatives in scattered- site housing –Not kicking someone out for not participating in services

22 22 Part 3: Address Tenant Issues Quality includes: –Having policy in place that addresses relapse, substance use, and mental health –Clear roles for addressing tenant issues

23 23 Key Indicator 1.4: Follow the Rules All partners comply with applicable local, state and federal laws, regulations and standards.

24 Follow the Rules Important to know and follow the rules of the following: Federal –Fair housing –HUD Regulations State –Fair housing –MHSA Housing Program Local –Landlord/Tenant Ordinance & other city regulations –Continuum of Care Expectations 24

25 25 Key Indicators of Quality Questions on the key indicators? Do these sound like the top four things that represent quality in administrating, managing and coordinating permanent supportive housing?

26 Dimension #1: Making it Work

27 27 Self-Assessment Why do self-assessment? The CSH Tool and what it includes: –The questions: things to consider –The rating system: A - No Improvement Needed; B - Minimal Improvement Needed; C - Improvement Needed; D - Significant Improvement Needed

28 28 Assessment of Dimension of Quality #1: Administration, Management, and Coordination 1. The operation of the supportive housing units is managed through an effective partnership among representatives of the project owner and/or sponsor, the property management agent, the supportive services providers, relevant public agencies, and tenants.

29 29 Assessment of Dimension of Quality #1: Administration, Management, and Coordination Questions to Consider: Is the partnership between the above stakeholders working effectively? Are the relevant partners included in making decisions regarding operations issues?

30 30 2. Roles and responsibilities for all organizations and staff involved in the operation of the supportive housing units are specified in a Memorandum of Understanding. Questions to Consider: Is the Memorandum of Understanding up to date? Do partners and staff have questions regarding their roles and responsibilities that could be clarified in the Memorandum of Understanding?

31 31 3. All involved organizations comply with all applicable local, state and federal laws, regulations, and standards. Questions to Consider: Do involved organizations understand the laws, regulations, and standards that apply to their work? What have been the results of recent audits or reviews? What mechanisms are in place to ensure compliance?

32 32 4. All involved organizations maintain, review and regularly update manuals and plans, such as: Property Management Operations Manual; Asset Management Plan; Maintenance Policies and Procedures Manual; Services Policy and Procedure Manual; Compliance Manual; Personnel Policies and Procedures Manual; Staff Training and Orientation Manual; and Safety and Emergency plans.

33 33 5. A collaborative relationship between supportive services and property management staff results in effective, coordinated strategies to foster tenants’ housing stability and independence, to prevent tenant evictions and to address issues resulting from substance use, relapse, and mental health crises.

34 Reviewing the Additional Indicators of Administrative Quality

35 35 Additional Indicators of Quality:  Policies, Procedures, and Management Practices  Financial Management and Compliance  Coordination of Roles  Policy and Procedure Manuals  Communication  Stakeholder Input  Staff and Tenant Hiring  Staff and Tenant Responsibilities

36 36 Staff Development and Training Outlines staff development and training guidelines for successful implementation of these indicators

37 To Access CSH’s Dimensions of Quality Go to Resources/Publications Publications are listed alphabetically – look for The Seven Dimensions of Quality for Supportive Housing: Definitions and Indicators; Quality Assessment Tools; and Additional Materials and Resources 2009 The Seven Dimensions of Quality for Supportive Housing: Definitions and Indicators; Quality Assessment Tools; and Additional Materials and Resources 37


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