1. 1 Converting Transitional Housing to Permanent Supportive Housing Presented by: Colleen Bain Gold, M.Ed., L.S.W. Senior Vice President, Housing YWCA Columbus 65 S. 4 th St., Columbus, Ohio 43215 (614) 224-9121, ext. 220 cbain@ywcacolumbus.org

2. 2 Overview To convert or not to convert?To convert or not to convert? ConsiderationsConsiderations Step One: EvaluationStep One: Evaluation Step Two: Develop a PlanStep Two: Develop a Plan Step Three: Policies and ProceduresStep Three: Policies and Procedures Step Four: ImplementationStep Four: Implementation ChallengesChallenges Critical Success FactorsCritical Success Factors ResourcesResources

3. 3 To convert or not to convert? Potential benefits : Long-term resident stabilityLong-term resident stability –Housing subsidy –Ability to engage/build relationships with clients –Increasing income, employment, and other skills –Resident self-governance Program DevelopmentProgram Development –Collaborative Partnerships –Outcomes measurement –Volunteer and donor relationships Perceived funding preferences:Perceived funding preferences: –HUD appears to be moving away from transitional –Push for HHS legislation for services (SELHA) –PSH appears to be very cost-effective

4. 4 Considerations Population – does your population need/want, permanent, supportive housing; are they eligible?Population – does your population need/want, permanent, supportive housing; are they eligible? Continuum of Care – does PSH make sense for your community and continuum of services?Continuum of Care – does PSH make sense for your community and continuum of services? Community impact – what impact will changing your program have on other providers; will it create a backlog in shelters?Community impact – what impact will changing your program have on other providers; will it create a backlog in shelters? Physical Space – are your units appropriate for PSH; do you have common space available for resident use?Physical Space – are your units appropriate for PSH; do you have common space available for resident use? Approvals – will your existing funders approve this transition?Approvals – will your existing funders approve this transition? Community Acceptance – will your stakeholders, neighbors, board members, etc. accept and support a transition?Community Acceptance – will your stakeholders, neighbors, board members, etc. accept and support a transition? Leases vs. “Participation” or “Occupancy” agreementsLeases vs. “Participation” or “Occupancy” agreements Housing subsidies - Are subsidies available? Will HUD issue of mixing SHP with Section 8 be an issue for you? Operating vs. Supportive Services?Housing subsidies - Are subsidies available? Will HUD issue of mixing SHP with Section 8 be an issue for you? Operating vs. Supportive Services? SustainabilitySustainability –Will the long-term dollars for services be there? –Need to be realistic about staffing needs for population

5. 5 Step one: Evaluation Data analysis – population demographics, length of stay, program completion (success) rate, recidivism, outcome measures, etc.Data analysis – population demographics, length of stay, program completion (success) rate, recidivism, outcome measures, etc. Client input and feedback – focus groups, surveys, confidential suggestions/concerns, Resident Council, etc.Client input and feedback – focus groups, surveys, confidential suggestions/concerns, Resident Council, etc. Physical space needs – individual units, community space, “front-desk” space, etc.Physical space needs – individual units, community space, “front-desk” space, etc. Environmental scan – interview other providers, CoC representatives, shelters, what impact would a conversion have?Environmental scan – interview other providers, CoC representatives, shelters, what impact would a conversion have? Financial analysis – operational (property management) and programmatic (supportive services)Financial analysis – operational (property management) and programmatic (supportive services) Feasibility – talk to funders, board members, and other stakeholders to see if they will support the transition.Feasibility – talk to funders, board members, and other stakeholders to see if they will support the transition. Best practices – explore other program models, program philosophies, what has and hasn’t worked with other programs, which program model suits your population?Best practices – explore other program models, program philosophies, what has and hasn’t worked with other programs, which program model suits your population?

6. 6 Step Two: Develop a Plan Start with a clean slateStart with a clean slate Develop program philosophyDevelop program philosophy –“Wet” versus “dry” housing –“Zero tolerance” policy, versus focus on eviction prevention –Intersection of property management and supportive services –Will services be voluntary? –Establish staffing plan/chart of organization Seek technical assistance as neededSeek technical assistance as needed Identify (new and existing) funding sources for servicesIdentify (new and existing) funding sources for services Identify new partnerships/collaborations to support your programIdentify new partnerships/collaborations to support your program Develop staff training/orientation plan (include property manager, supportive services staff, maintenance, front desk, etc.)Develop staff training/orientation plan (include property manager, supportive services staff, maintenance, front desk, etc.) Community notification planCommunity notification plan Timeline (should include all of the above)Timeline (should include all of the above) Continuous Quality ImprovementContinuous Quality Improvement

7. 7 Step Three: Policies and Procedures Outreach/tenant recruitmentOutreach/tenant recruitment Tenant Selection CriteriaTenant Selection Criteria Leasing issuesLeasing issues “House” rules“House” rules Voluntary supportive servicesVoluntary supportive services Housing retention/eviction prevention strategiesHousing retention/eviction prevention strategies Inter-disciplinary “team” meetingsInter-disciplinary “team” meetings Resident CouncilResident Council Community relationsCommunity relations Data and tracking (HMIS)Data and tracking (HMIS)

8. 8 Step Four: Implementation Formal funder and stakeholder approvalsFormal funder and stakeholder approvals Budget and contract amendments as neededBudget and contract amendments as needed Staff training and orientation (whether you are hiring new staff or not!)Staff training and orientation (whether you are hiring new staff or not!) Client and community notificationClient and community notification New leases for tenantsNew leases for tenants Good Neighbor AgreementGood Neighbor Agreement Collaborative partnership agreementsCollaborative partnership agreements Supportive Services programmingSupportive Services programming Phased-in implementation if neededPhased-in implementation if needed

9. 9 Challenges Developing a sustainable planDeveloping a sustainable plan Developing successful engagement strategiesDeveloping successful engagement strategies Staff resistance to changeStaff resistance to change –“That’s not how we do it” or “that won’t work” –Voluntary vs. “irresistible” services –Property management vs. supportive services Dealing with “hard-to-know-how-to-serve” clients – (housing retention and eviction prevention)Dealing with “hard-to-know-how-to-serve” clients – (housing retention and eviction prevention) Ever - changing funder preferences/requirements (HUD, state, local preferences)Ever - changing funder preferences/requirements (HUD, state, local preferences) What is considered “operating” and what is considered “supportive services?”What is considered “operating” and what is considered “supportive services?”

10. 10 Critical Success Factors Stakeholder “buy-in”Stakeholder “buy-in” Dedicated and Qualified StaffDedicated and Qualified Staff Individualized ProgrammingIndividualized Programming Creative Engagement StrategiesCreative Engagement Strategies Creating community – physical space configurationCreating community – physical space configuration Blended ManagementBlended Management –Property Management/Maintenance –Supportive Services Clear eligibility criteriaClear eligibility criteria Positive Community RelationsPositive Community Relations Quality Assurance and Program EvaluationQuality Assurance and Program Evaluation Sustainability strategiesSustainability strategies –Collaborative partnerships –Donor/volunteer stewardship –Diverse funding streams

11. 11 Resources NAEH: www.endhomelessness.orgNAEH: www.endhomelessness.orgwww.endhomelessness.org Corporation for Supportive Housing: www.csh.orgCorporation for Supportive Housing: www.csh.orgwww.csh.org Community Housing Network: www.chninc.orgCommunity Housing Network: www.chninc.orgwww.chninc.org Community Shelter Board: www.csb.orgCommunity Shelter Board: www.csb.orgwww.csb.org Center for Urban Community Services: www.cucs.orgCenter for Urban Community Services: www.cucs.orgwww.cucs.org HUD: www.hud.govHUD: www.hud.govwww.hud.gov National Low Income Housing Coalition: www.nlihc.orgNational Low Income Housing Coalition: www.nlihc.orgwww.nlihc.org YWCA Columbus: www.ywcacolumbus.orgYWCA Columbus: www.ywcacolumbus.orgwww.ywcacolumbus.org Commons at Grant: www.ncrcdd.orgCommons at Grant: www.ncrcdd.orgwww.ncrcdd.org Treasure Island Housing Development Inc: www.tihdi.orgTreasure Island Housing Development Inc: www.tihdi.orgwww.tihdi.org Common Ground: www.commonground.orgCommon Ground: www.commonground.orgwww.commonground.org

12. 12 Converting Transitional Housing to Permanent Supportive Housing Presented by: Colleen Bain Gold, M.Ed., L.S.W. Senior Vice President, Housing YWCA Columbus 65 S. 4 th St., Columbus, Ohio 43215 (614) 224-9121, ext. 220 cbain@ywcacolumbus.org