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Rapid Rehousing Delaware HPC February 3, 2015 Suzanne Wagner

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Presentation on theme: "Rapid Rehousing Delaware HPC February 3, 2015 Suzanne Wagner"— Presentation transcript:

1 Rapid Rehousing Delaware HPC February 3, 2015 Suzanne Wagner

2 Introductions Policy Context RR Definitions and Benefits Progressive Engagement Housing Planning Housing Location Housing Stabiliyu Case Management Support Community Connections and Supports Wrap-up and Discussion Agenda 2

3 Housing Innovations Began in 2009 Principals: Suzanne Wagner, Andrea White, Howard Burchman Senior Associate: Lauren Pareti Experience: Columbia University Community Services/CUCS & Burchman Terrio Extensive experience in: Developing, Operating and Evaluating Housing and Service Programs Implementing Evidence Based Practices (EBP’s) CoC Support and System Transformation Homeless Planning and Community Needs Assessments Operating Coordinated Access and Assessment Systems Staff Training 3

4 HEARTH – Homeless Emergency Assistance and Rapid Transition to Housing Federal Strategic Plan (FSP), Opening Doors National Trends and Best Practices 4

5 National Trends ◦End homelessness as quickly as possible and get people to permanent housing solutions through outcome driven approach ◦Use Evidence-Based Practices (EBP’s) ◦Expand Rapid Re-housing ◦Target Permanent Supportive Housing for the most disabled people who have been homeless the longest ◦Housing First as both a system and program strategy  Lack of evidence that housing readiness increases chance of housing stability 5

6 National Trends - 2 ◦Preserve intensive interventions for people with highest need ◦Connect people to work, benefits and mainstream and community-based services and supports ◦Transform systems and programs that are not effective and/or efficient 6

7 “to establish a Federal goal of ensuring that individuals and families who become homeless return to permanent housing within 30 days” HEARTH Act Purposes – Sec. 1002(b)

8 Transform homeless services to crisis response systems that prevent homelessness and rapidly return people who experience homelessness to stable housing. 8 Federal Strategic Plan (FSP) Goal

9 Reduce Overall Homelessness Reduce the number of people who become homeless Prevention/ Diversion Reduce length of homelessness Rapid Re-Housing / Housing First Reduce returns to homelessness Housing Stabilization Support Increase employment and other incomeHousing Stabilization Other accomplishments related to reducing homelessness Example: Doubled up Thoroughness in reaching homeless population Count well Ensure all pops served HEARTH Performance Measures

10 Housing Shelter Rapid Exit and Rehousing  Main Goal – Rapid Access to Housing  Focus on Relocation and Stabilization  CoC funds can be reallocated to RR for Families Source: NAEH Center for Capacity Building 10

11 Housing First  Programmatic and systems approach that provides people with housing quickly and then providing services as needed  Low barrier entry requirements and service rich environment  Participant have choices about housing and services  Housing is not contingent on compliance with services –  Participants expected to comply with a standard lease agreement  Provided with services and supports to help maintain housing  Services and connections to resources provided post-housing to promote housing stability, stable tenancy and well-being 11

12 Shelter Day Care Employment Assistance Housing Placement Family Supt Services MH/SA Services Prevailing ModelEmerging Model Housing Stabilization Day Care Employment Assistance Shelter Family Supt Services MH/SA Services Turning the Continuum of Care Inside – Out? Source: Culhane, Homeless Assistance: A Paradigm Shift? 12

13  Goal: Rapidly exit homeless individuals and families into permanent housing from the homeless system ◦One-time/time-limited financial help with debts, security costs, rent and other housing costs ◦Short term rental assistance up to 24 months – preferably in 3 month increments ◦Housing location services ◦Case management focused on increasing income, housing stabilization, connections to services and supports 13 Rapid Rehousing Defined

14 Principles of Rapid Rehousing  Move from homelessness directly to housing  Targeting  “Just enough” Assistance  Landlords are valuable resources  Use case management and mainstream resources to keep tenants stable ◦Source: HPRP Promising Practices in Rapid Rehousing – HUD OneCPD 14

15 Benefits of Rapid Rehousing  Cost-effective and proven strategy  Keeps expensive PSH units for the most vulnerable  Reduces the amount of time families remain in crisis of homelessness (it is trauma-informed)  Helps communities leverage new partners and resources  60-75% of families enter from friends and family; About 50% return to same place they were before shelter 15

16 RR Benefits - 2  Addresses barriers homeless people face: ◦The cost of obtaining new rental housing ◦Landlord discrimination  Obtain permanent housing and stabilize quickly  Change the focus of the emergency system from emergency placement to rehousing  Open the back door – free up emergency shelter space 16

17 Rapid Rehousing Outcomes  Effective for large percentage of families ◦Low cost per outcome ◦High rates of exits to permanent housing ◦Low rates of returns to homelessness 17

18 Exits to Permanent Housing for Households with Children Source: Data from 14 Continuums in seven states that prepared Evaluators for NAEH Performance Improvement Clinics in Shelter Transitional Housing Rapid Re-Housing

19 Rate of Return to Homelessness w/in 12 Mos of Exit Source: Data from 7 CoCs in 4 states that prepared Evaluators for NAEH in 2012 Singles People in Families with Children

20 Average Cost Per Exit for Families with Children Permanent Housing Exits Source: Data from 14 CoCs from NAEH Performance Improvement Clinics in All Exits

21 Lessons from VA Rapid Rehousing (SSVF) Small amounts of assistance can be effective: Avg cost/household served: $2,410 Median length of assistance: 90 days Only 13% of RRH participants received assistance for >180 days 79% of participants exited to permanent housing 93% of families did not return to VA homeless programs (after one year) RRH can work for people with barriers to housing stability 76% of households had income of less than 30% of AMI 55% of Veterans served had a disabling condition Source: Impact and Performance of the Supportive Services for Veteran Families (SSVF) Program: Results from the FY 2013 Program Yr

22 What about TH?  HUD :“Life After Transitional Housing”, Urban Institute, March 2010   Findings  high and low barrier families did equally well for the most part  More or less rules did not make a difference in outcomes  What DID make a difference was time spent homeless…  Longer time homeless, less likely to have own housing at exit  HH w/more homeless episodes,  odds of not working and lower wages  Bottom line – end people’s homelessness rapidly 22

23 Progressive engagement: Start with a small amount of assistance for a lot of people Add more as needed Rental assistance in 3 month increments Re-assess to determine continued need 23 Implementing RR using Progressive Engagement

24 Provide a minimal amount of assistance to all people ◦ Lists of vacancies, help funding a place to live, small amount of financial assistance Provide additional assistance as needed by the household ◦Short term rental assistance, case management If at risk of losing housing ◦More rental assistance and/or more CM If still at risk ◦Longer tem RA and/or more CM If still at risk – maybe voucher or PSH What does Progressive Engagement look like? 24

25 Example of Progressive Engagement Point of Entry Housed RRH 1 $ RRH 2 $$ RRH 3 $$$ Subsidy/ PSH $$$$ Source: NAEH Center for Capacity Building 25

26  Nationally recognized practice in addressing homelessness  Provides customized levels of assistance  Preserves the most expensive interventions for households with demonstrated barriers to housing success  Enables service delivery systems to effectively target resources 26 Rationale for PE

27  Based on research (or lack thereof) that we cannot predict who will need what type of intervention ◦No validated predictive assessment instruments except for diversion ◦Alameda County – similar outcomes for high and low barrier households ◦People are resilient  Resources are limited  More information about barriers to housing stability when we see people in “real” housing 27 Rationale - 2

28 A word about Transitions……  New start  Involve both loss and gain  Stressful  Can increase depression/substance use  Unknown/uncertainty leads to fear  Require re-alignment of daily schedule  Trigger fears of failure  Require support 28

29 Rapid Rehousing Activities and Services Housing PlanningHousing LocationCase Management and Housing/Tenancy SupportCommunity Connections and Supports Layers other Evidence-Based and Promising Practices: Critical Time Intervention, Housing First, Person Centered Planning, Trauma-Informed Care 29

30 Housing Planning 30

31 Housing Planning Assessment of Housing and Homeless History Assessment of Strengths and Barriers to Housing Stability Education on Tenancy Role and Housing Options Connection to Resources Core Concepts in Housing Planning Using Shared Decision Making Model Components of a Housing Plan 31

32 Past housing experiencesCurrent housing goalsExperience as a leaseholder What they liked/didn’t like about previous housing How person/family became homelessBarriers to access and sustainabilityAbility to complete paperwork, view apartments, handle interviews 32 Assess Housing and Homeless History

33 Assessment Domains Demographic Information Housing and Homelessness Employment History Income, Benefits, Debts Legal Education History Family, Friends and Supports Physical and Behavioral Health Life Skills Summary: Barriers & Strengths 33

34 Education on Tenancy  Rights AND Responsibilities  The lease lays out the structure to maintain tenancy  In order to follow commitments people have to understand them  Knowing what is expected allows people to plan  The lease should be reviewed early and often  Catching lease violations early will avoid a crisis 34

35 Expectations of Tenancy Paying Rent Income, Financial Management, Subsidy Administration Logistics: check or money order, timeliness Maintaining Apartment Understanding and Meeting Cleanliness Standard, Managing Repairs Inspections Allowing Others the Peaceful Enjoyment of Their Homes Getting along with neighbors, Visitors Following rules re noise etc. Occupancy Only people on the lease live there

36 Connection to Resources Connect with Resources needed to maintain housing Financial resources and plan to meet needs Services including children’s Supports both existing and new and plan to maintain housing and use of time Role of case management Accompany to resources including housing 36

37 Limit the areas of intervention Focus on the most pressing needs that impact community stability Relate all interventions to long term goals Usually not be a linear process Help people move-away from crisis-driven lives Focused Service Planning 37

38 Practice of Shared Decision Making Recognize a decision needs to be made Identify the participants as equals View options without judgment Explore understanding and expectations Identify preferences Negotiate Share the decision Evaluate outcomes 38

39 Case management role in SDM Structure regular care planning meetings Support/assist individuals to negotiate their needs Fully embrace strengths-based approach Assist person to identify his/her personal medicine Participate in evaluation of the outcomes 39

40 Goals set as a team of family and worker Focus on the issues that affect stability in the community – base on the current crisis and previous episodes of community instability Immediate and longer term goals clear Use the plan for the intervention Steps to reach goal clearly defined and measurable Longer term needs require connections to other resources. Components of the Plan - Goals 40

41 Participant/Tenant and Worker Role Designs plans for at least monthly in housing access phase and every month for the first months in housing Reflects areas of the assessment Prioritizes areas for work Sets time frames for work to be accomplished Components of the Housing Plan 41

42 Resource Identification Clearly defines resources needed to access and/or maintain housing including: Income, credit repair, legal services, employment assistance/support, financial planning and management, medical services, child care, educational support, access to community based services such mental health, substance abuse, recreation/socialization etc. Components of the Housing Plan 42

43 Measure Success Uses documented steps to reach goal and benchmarks set Uses phases to gauge expectations and progress Identifies need to renegotiate goals and resources Reframe setbacks as learning opportunities Evaluating the Plan 43

44 Housing Location 44

45 Housing Location Assessment of Needs and Preferences Barriers to Housing Access Connections to Landlords Negotiating Barriers and Preferences Financial Requirements 45

46 Housing Needs and Preferences LocationAccess to TransportationProximity to Significant OthersProximity to Services and Community ResourcesUnit Size and Housing DensityAmenitiesSpecial accommodationsPetsIdeal v. acceptable, negotiable/non-negotiable 46

47 Financial Needs/Requirements UP FRONT NEEDS Security DepositFirst months RentUtilityMoving costsFurniture ONGOING NEEDS 47

48 Person’s ability to negotiate and complete process Locating acceptable housingTransportation Credit Criminal background Background checks conducted by landlords 48 Barriers to Securing Housing

49 Negotiating Preferences And Background Issues Preferences ◦Identify what is negotiable and what is not ◦Let people dream a bit – what is their ideal, what do they have now, what would they accept ◦See option available as step towards goal Background Problems ◦Identify what is different now from when issue occurred ◦Plan for not happening again ◦Line up supports ◦Practice discussing with potential landlords 49

50 Engaging Landlords  Landlord Goals  Regular rent payment  No problems  Low turnover  Explain support that case manager can provide  Ask landlords for other landlords they know  Be responsive 50

51 Housing and Tenancy Support 51

52 Housing Retention Re-Assessment Identifying Preferences: what is working, what is not? Any new needs and/or goals? Re-Education Assertive Outreach and Engagement by Worker Work with Landlords and Resources to Address Barriers to Housing Retention Case Study: Develop a plan 52

53 Re Assessment and Education Re-assessment: needs, preferences and goals change once in housing ◦Assessments evolve over time ◦Home visits will provide additional information Link assessment to the lease and goal of housing retention Verify the information: check in with landlords on lease complaisance Review Obligations of Tenancy 53

54 Base for Communication A thorough housing and homeless history A plan as to how each tenant will meet tenancy obligations Knowledge of tenants rights and responsibilities Resources to help address tenancy barriers 54

55 Landlords and property managers establish tenancy obligations and enforce them. Set up communication structure and arrange for early warnings of any issues – reach out monthly Focus on eviction prevention and use the structure of the lease to guide your interventions Negotiate a head of time a clear understanding of landlord process Visit the home often Probe for any threats to tenancy to prevent eviction 55 Working with Landlords

56 Tenants Rights and Responsibilities  Know tenant’s and landlord rights and responsibilities State of Delaware Landlord Tenant Code: e/1f058f9cecf0e1bd85256f /$FILE/lanten.pdf  Brochure – Delaware Landlord Tenant Code, Delaware Attorney General Landlord Tenant Code brochure.pdf ndlord%20Tenant%20Code.pdfhttp://attorneygeneral.delaware.gov/documents/brochures/2013/La ndlord%20Tenant%20Code.pdf 56

57 Connect to Resources Based on the assessment, identify new resources needed Engage tenants in a discussion as to whether current resources are working/not working Be in regular contact with resources to assess progress Identify new resources needed based on revised or new goals or barriers to retention 57

58 Example: Retention Plan Mary and her children have been in housing for a month. On a home visit you notice that the other tenants are giving Mary the stink-eye. Mary has done well in housing and has been paying the rent. She struggles some with money but has been able to get resources to help. You worry about this new development. Mary explains sometimes she lets the children play in the hallway. They are noisy and too cooped up in the apartment. She knows it bothers some of the cranky neighbors but the landlord has not complained. What else is she supposed to do? 58

59 Worker Role Providing assistance to help participants develop structure and purpose in their lives. Something to do during the day provides a framework and creates expectations Behaviors that interfere with housing decrease This gives another early warning system to prevent crisis Coordinate closely with resources Checking in with landlord, and all services and supports to ensure it is working and identifying glitches 59

60 Worker Role Eviction Prevention The eviction process can be a process to preserve tenancy Negotiate with landlords before the eviction notice Landlords do not want to evict it is expensive See if they will accept payment plans If they will let you know about lease violations How much time will they give the tenant to correct 60

61 Harm Reduction Plan 61 Harm Reduction Plan: Risk OptionsFactors in favorFactors against Non-negotiable factors Eviction: tenant has ‘guests’ in apartment, disturbing other tenants Go to friends house Solve landlord issue Meet goal to see friends Transportation issues Disruption must stop Find another location to socialize Would reduce impact on neighbors Would cost something Not welcomed Drinking, smoking may not be permitted Find a time to socialize that is less disruptive to neighbors Could have reduced impact on neighbors ‘Friends’ aren’t up and don’t want to socialize earlier Must always allow neighbors ‘peaceful enjoyment’

62 Community Resources 62

63 Involving Community Agencies You need all resources available to support tenancy Tenant Lawyers: Train tenants and staff on tenants rights. Will provide support to tenants in the eviction process May assist to address debts interfering with housing Landlords: Assertive property management making the lease and enforcement clear Sending notices early and connecting with services 63

64 Involving Community Agencies Treatment Resources: Having emergency treatment available in a timely manner Easy access to treatment on demand High quality, sustainable and flexible Provides consultation to staff on planning Family and Friends Often provides motivation for keeping the apartment May provide support to person addressing issue and barriers Provides a role for person in the community 64

65 Involving Community Agencies Benefits providers: Increasing income May provide some emergency resources for rent arrears or utilities, damages Employment: May provide motivation to address barriers to tenancy Gives structure and purpose, role Provides income 65

66 Building Skills Educating on rights and responsibilities Focusing on skills for adulthood for Children Modeling for each person/family to negotiate for services Trying it out and debrief Establishing regular check-ins to see if it is working Review cost and benefits – critical thinking Recognizing strong partners and good skills Renegotiate the relationship as necessary Reach for feedback on the RRH orker - opportunity to practice

67 Changing Expectations Moving from crisis to planning May be from immediate to 15 minutes from now Critical thinking Using strategies and resources that work best for each person Structure and purpose Developing a structure and purpose to days outside the hospital Developing new or changed life roles From patient to tenant, family member, student, worker, advocate, artist

68 Crisis Planning At a moment of calm it is often helpful to develop a crisis plan with individuals: Standard Crisis: Fire, Evacuation, Injury or Medical Emergency. Individual based on patterns: Psychiatric, Medical, Substance, Money, Conflict, Threat to tenancy What is the structure? What would work best in this situation? Who should be involved?

69 Supervisory Support Communication with Supervisors Regularly scheduled meeting (preferably weekly) Review all people on caseload at least monthly Discuss participants that are at risk Lease violations or barriers to accessing housing People who have difficulty engaging Behaviors that interfere with housing and goals – brewing Identify behaviors that are not clear: Seems engaged but disappears, landlord complaining but do not see the behavior 69

70 Supervisory Support Identify things that have gone well Participant who negotiated a payment plan Someone who responded to landlord notice and accepted help in cleaning apartment Get support with landlords Landlord does not enforce the lease Landlord is overinvolved Get support with resources What is working and not working Seek out support in addition to meetings if needed 70

71 Connection to CTI Needs Assessment and Re-Assessment Focused Housing Planning Intensive in the First 3 months (BCTI) Connection to Resources Connection with Landlords Skill development Structure and Purpose Moving from Crisis 71

72 Maintaining housing and not returning to homelessness Increase income Network of supports Less emergency interventions: ER visits, hospitalization, incarceration, removal of children, school truancy Structure, role and purpose in each person’s life Measures of Success 72

73 Closing ◦Connect housing stability to person’s aspirations and goals ◦Assist with transition to new role ◦Build skills and knowledge in meeting lease obligations ◦Help people move away from crisis - Crisis Prevention orientation ◦Regularly probe for threats to housing and intervene early ◦Maintain contacts with resources ◦Build competence and confidence 73

74 Closing and Discussion 74


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