1. Service Planning and Coordination: Ensuring Clients Receive the Most Effective Services MHSA Operations TA Call May 4, 2011

2. 2 Review Agenda and Objectives Elements of Service Planning –PSH Projects –Individual Service Plans Defining and Assessing Quality in Service Planning and Delivery –CSH’s Seven Dimension of Quality for Supportive Housing Coordination with Property Management

3. Areas of Planning For a supportive housing project, examine: –Profile of targeted tenants –Philosophy of the project and the service program –Type of housing –Size of project –Design –Location –Types of support services –Staffing –Management/Coordination with Property Mgmt. –Funding 3

4. 4 Building an Individualized Service Plan Service planning is both a process and a product –builds alliance with the person served –captures preferences of the person served –defines roles of the tenant and services staff –identifies expected outcomes and helps track progress –documents medical and behavioral issues and history –supports service documentation / billing

5. 5 Building an Individualized Service Plan Outreach contact/Request for services Assessment Services Understanding Goals Objectives Outcomes Prioritization

6. 6 Initiates helping relationship Identifies strengths –abilities and accomplishments –interests and aspirations –recovery resources and assets –unique individual attributes Considers stage / phase of change process Must be culturally competent Building an Individualized Service Plan

7. 7 Building an Individualized Service Plan Data collected in assessment is not sufficient for service planning Next step of reaching understanding is essential –requires clinical skill and experience –moves from what to why –sets the stage for prioritizing needs and goals Recorded in a chart narrative –shared with person served –Provides basis for ongoing coordination – prioritization, goal-setting, etc.

8. How are services in supportive housing different than clinical services? –In supportive housing, services are focused on helping tenants retain their housing. –This focus requires that supportive services and property management coordinate their activities on behalf of the tenant. –This focus also dictates that the goal of services is housing stability, not “fixing” the tenant. Overview of Services in Supportive Housing

9. How are services in supportive housing similar to clinical services? Services are designed to support recovery and resiliency.

10. 10 Ensuring high quality supportive services Guidelines from CSH’s Seven Dimensions of Quality for Supportive Housing  Definition/Goal  Key Factors  Key Indicators of Quality  Questions to Assess Performance on Indicators

11. 11 Graphics 1.Administration, Management, and Coordination 2.Physical Environment 3.Access To Housing and Services 4.Tenant Rights, Input and Leadership 5.Supportive Services Design and Delivery 6.Property Management and Asset Management 7.Data, Documentation, and Evaluation

12. 12 Dimension #4: Supportive Services Design & Delivery In high-quality supportive housing, the design and delivery of supportive services is tenant-focused, effectively addresses tenants’ needs, fosters tenants’ independence and housing stability, and is coordinated with property management activities.

13. 13 Supportive Services Design & Delivery  Comprehensive Services  Tenant-Driven Services Philosophy  Housing Stability Focus  Cultural Competency  Effective Engagement Strategies  Staffing and Supervision  Service Partners and Linkages  Collaborative Relationship with Property Management

14. 14 Key Indicators of Quality Supportive Services Design & Delivery 1)All members of tenant households have easy, facilitated access to a flexible and comprehensive array of supportive services designed to assist the tenants to achieve and sustain housing stability and independence. Questions to Consider: –How is tenant access to services facilitated? –Are the same services provided to all tenants or are service plans individualized? –What outcomes do the services focus on helping tenants to achieve?

15. 15 Key Indicators of Quality Supportive Services Design & Delivery 2) Supportive services available to tenants include, but are not limited to: case management services medical services mental health services substance abuse treatment services vocational and employment services money management services life skills training advocacy

16. 16 Key Indicators of Quality Supportive Services Design & Delivery Questions to Consider: - Are each of these services either provided directly or through a well-established referral system? - Are the services options tailored to the needs of the tenant population? - Are there mechanisms in place for linking tenants to services outside of the options usually offered, if the need arises?

17. 17 Key Indicators of Quality Supportive Services Design & Delivery 3) The supportive services philosophy and design promotes and supports: housing stability; independence; community building and the development of support networks; and participation in meaningful activities, including employment, within the broader community. Questions to Consider: - How are new staff oriented to the program’s service philosophy and design? - If the services program has other goals, are they compatible with the areas of focus listed above?

18. 18 Key Indicators of Quality Supportive Services Design & Delivery 4)Supportive services staff use a variety of proactive and creative strategies to engage tenants in on-site and/or community-based supportive services, but participation in such services is not a condition of ongoing tenancy. Questions to Consider: -Do staff receive training and/or supervision related to the use of engagement strategies? -Do the engagement strategies used vary for different tenants? -Are there requirements that tenants participate in particular services or meet with services staff?

19. 19 Key Indicators of Quality Supportive Services Design & Delivery 5) Supportive services and property management strategies include effective, coordinated approaches for addressing tenant issues resulting from substance use, relapse, and mental health crises, and focus on fostering housing stability. Questions to Consider: - Do services and property management staff each understand their role in addressing such issues? - How do services and property management staff coordinate their efforts? - Are services staff and property management staff in agreement regarding the goals of the supportive housing project?

20. 20 Additional Indicators of Quality Supportive Services Design 1. Services staff are available to provide more frequent and intensive services at the beginning of a tenant’s residency, in order to facilitate the tenant’s stable transition into permanent housing, and services are not time-limited. 2. Clear referral protocols, positive relationships and open channels of communication are established by services staff with outside organizations who serve the project’s tenants, and information regarding how to link tenants to outside organizations is kept current and available to staff.

21. 21 Additional Indicators of Quality Supportive Services Design 3. Persons who have both mental illnesses and addictions to alcohol and/or drugs have access to integrated treatment services, whenever feasible. 4. The design of the services programming includes comprehensive crisis prevention strategies, policies and procedures that address threatening or disruptive behavior and crisis situations and procedures for debriefing and providing post-crisis counseling, for staff and tenants.

22. 22 Additional Indicators of Quality Supportive Services Design 5. A comprehensive written services plan describes: –The services philosophy; –The target population(s) and their anticipated service needs; –The services to be made available, identifying whether the services are to be provided directly or through referral linkages, by whom, where and when; –Plans for the provision of crisis services, including emergency mental health and medical services, which are available 24 hours a day, 7 days a week; –The availability of peer-support groups and/or peer- delivered services, if any;

23. 23 Additional Indicators of Quality Supportive Services Design -The use of evidence-based practices or other strategies to ensure that services can be expected to meet the needs of the targeted tenancy; -The goals and anticipated outcomes of each service to be offered; -A plan for ensuring adequate site coverage to maintain appropriate staff / tenant ratios and hours of availability; and -A description of any formal relationships with other services providers or community partners.

24. 24 Additional Indicators of Quality Supportive Services Delivery 1.The completion of service needs assessments: is consistent with professional standards; focuses on identifying tenants’ goals and strengths; and focuses on identifying tenants’ service needs and preferences. 2. Staff actively involve tenants in the design, development, and implementation of their individualized service plans and work with tenants to develop goals that are realistic, achievable, measurable, and tailored to the tenants’ preferences.

25. 25 Additional Indicators of Quality Supportive Services Delivery 3.In the development of individualized service plans, staff emphasize providing tenants with a variety of options for accessing appropriate and effective supportive services. 4.Service needs assessments and documentation of services are regularly updated to reflect tenants’ changing service needs and goals, and individualized service plans are regularly adapted to reflect tenants’ changing service needs and goals.

26. 26 5.Staff assist all tenants to identify and use their strengths to achieve their personal goals. 6.Staff encourage all tenants to participate in meaningful activities, and assist all tenants who express a desire to work to obtain appropriate vocational services, employment services, and employment. Additional Indicators of Quality Supportive Services Delivery

27. 7. Staff encourage the maximum independence of tenants and support interested tenants in developing the life skills and abilities needed to access, and succeed within, housing settings in the private market. 8. Staff assist tenants to access public benefits for which they are eligible. 27

28. 28 Additional Indicators of Quality Supportive Services Delivery 9. Staff assist tenants to anticipate, prevent, and manage the negative consequences of substance use or relapse. 10. Job descriptions for services staff and supervisors include relevant background and work requirements appropriate for the populations being served and consistent with professional standards and norms.

29. Additional Indicators of Quality Supportive Services Delivery 11. In order to ensure quality service provision, staff receive regular supervision and support from qualified supervisors. 12. Services delivery is culturally competent. 29

30. All Indicators of Quality Supportive Services Design and Delivery Questions???? 30

31. Coordination with Property Management

32. 32 Additional Indicators of Quality Coordination with Property Management 1.Services staff and property management staff coordinate their efforts to help prevent evictions, and to ensure tenants facing eviction have access to necessary services and supports. 2. Supportive services staff receive cross-training to facilitate understanding of property management staff responsibilities.

33. 33 Additional Indicators of Quality Coordination with Property Management 3. Regularly scheduled meetings are held at least monthly (and preferably more frequently) for supportive services and property management staff to discuss their roles, the coordination of their efforts, any current issues, and to address gaps in services and operations. 4. Supportive services staff proactively address issues that may impact tenants’ housing stability, and are responsive to issues raised by property management staff.

34. 34 Additional Indicators of Quality Coordination with Property Management 5. Supportive services staff work with property management staff to support the development of rent repayment plans for tenants in rent arrears. 6. Supportive services staff advocate on tenants’ behalf with property management staff, when necessary and appropriate, to help maintain tenants’ housing stability. 7. Supportive services staff promptly notify property management staff when they observe safety or maintenance concerns.

35. Roles and Challenges Common Goal: Keeping Tenants Housed requires that we approach problems from all angles. Property Mgt 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

36. Putting Principles into Practice  MOUs or contracts between partners  Guiding principle statement that spells out the working approach  Carefully select, train, support, and supervise social service and property management staff  Written job descriptions clearly defining roles  Schedule regular communication  Give staff parallel status and authority  Written procedure for resolving disagreements

37. Applicability to Scattered- Site Supportive Housing and Shared Housing

38. 38 Applicability to Scattered-Site Supportive Housing and Shared Housing 1. When tenants give their permission, proactively develop positive relationships with tenants’ landlords and property management agents, and educate landlords and property management agents regarding tenants’ services needs and available services. 2. Ensure that staff offices and supportive services locations are readily accessible to tenants, either by walking or a reasonable trip via public transportation.

39. 39 Applicability to Scattered-Site Supportive Housing and Shared Housing 3. Proactively engage tenants with strategies such as meeting tenants in their homes or in accessible community locations, in order to facilitate tenant access to services. 4. Ensure that services staff are knowledgeable about community resources within the neighborhoods where tenants live and that services staff create opportunities for tenants to participate in social/recreational activities in the community.

40. 40 Wrapping it Up Additional Quality Improvement Strategies? What to do with the dimensions now –Discuss at staff meeting –Complete the entire assessment with staff –Pick the top 3 or 4 indicators to focus on –Strive to meet all indicators Questions?

41. For more information: www.csh.org Anne Cory anne.cory@csh.org