Rapid Re-housing 101 Part II Presented by: Kim Walker Capacity Building Associate.
25
Rapid Re-housing 101 Part II Presented by: Kim Walker Capacity Building Associate
-
Upload
dashawn-trumper -
Category
Documents
-
view
218 -
download
1
Transcript of Rapid Re-housing 101 Part II Presented by: Kim Walker Capacity Building Associate.
Rapid Re-housing 101
Part IIPresented by:
Kim WalkerCapacity Building Associate
Participant Instructions
1. Click on “Audio” on your webinar toolbar and select “Telephone”. Only those in ‘Telephone’ mode will be able to ask questions/make comments out loud. Everyone else will need to use the ‘Chat’ function to participate.2. Dial in using the dial in number.3. Enter your Audio pin.
Dial: +1 (xxx) xxx-xxx Access Code: xxx-xxx-xxx
Audio PIN: XX
4. When prompted by the presenter, raise your hand to speak.
GoToWebinar Support: 800-263-6317
Agenda
Introduction
I. Program Design
• Agency Assessment
• Policy, Process, Practice (3 P’s)
• Staffing
• Funding and Program Expenses
II. Question & Answer
Poll Questions
Rapid Re-housing
Program Design
Program Design: Agency Assessment
Capacity to Change
1. Mission, Values, Culture
2. Existing Programs & Internal Resources
3. Change Management
4. External Resources & Funding *
Program Design
5. Subsidies*
6. Policy, Practice, Process *
7. Staffing & Staff Development *
8. Community Engagement
Program Design: Agency Assessment
Capacity to Change1. Mission, Values, Culture
2. Existing Programs & Internal Resources
3. Change Management
4. Community Engagement
Money: Funding Your RRH Program
A Bit More Outside the Box…• Foundations & private donors
• Faith community
Traditional Homelessness Funds:• HEARTH/ESG
• SHP
Other Government Sources:• TANF• CDBG• HOME
• Housing Trust Funds• State/local funding
• EFSP (FEMA)• SSVF (Veterans and their families)
Money: Program Budgeting
Start Up
Start Up
Rental/Utility
Assistance
Relocation
Assistance
Seed Money
Subsidies
• Assistance is short- to medium-term (not exceeding two years)
• Have to make decisions based on deep vs. shallow, maximum subsidy allowed, etc.
• Don’t count on a permanent subsidy
Money: Subsidy Design
Income-Based Subsidies
INCOME BASEDJane makes $400/month
She pays 40% of her salary ($160) towards rent. The
percentage remains the same no matter
what.
If income increases, subsidy decreases.
CONS: Disincentive to work Potential cliff effect
FLAT SUBSIDYPeter makes $500 a month. His rent is $650 a month; he pays $250 of this. He will pay
the same amount ($250) regardless of fluctuations in
income.
Flat Subsidies
If income increases, subsidy remains
the same.
CONS: Lack of flexibility; may have to be
readjusted
DECLINING SUBSIDY
Phil and Tanya start by paying $300 a month. After three months, they pay $350. Every three
months their subsidy declines
until they are able to assume their full
rent.
Declining Subsidies
Regardless of income, subsidy will decrease over time.
CONS: Not as flexible if
things don’t go as planned (like
income-based)
Program Design:
Some Options for Designing a Rental Subsidy Program
Subsidy Model Benefits Risks
Income-based subsidy: household pays a fixed percentage of their income for rent (e.g. 40% or 50% or 60%, etc.)
Household will be able to pay rent even if their income drops because the subsidy will increase. Household has more discretionary money if income increases. Increase in family’s share of rent occurs only when/if income also increases.
As income increases, rent increases, which many people perceive as a disincentive to work. The deeper the subsidy, the greater the cliff effect. Income-based subsidies offer little incentive to secure smaller units or less expensive housing. Income-based subsidies are more difficult for program budgeting.
Flat subsidy: Subsidy is based on individual’s rent or on apartment size (e.g. $300 for a two-bedroom apartment, $400 for a three-bedroom unit, etc.); the subsidy is fixed. Subsidy can be deep or shallow.
If the subsidy is shallow, the cliff effect is small. Household can see exactly how much more income is needed to replace subsidy. As income increases, rental assistance stays the same, creating an incentive for work. Flat subsidies offer some incentive for obtaining smaller, less expensive housing. Flat subsidies are easier to use in program budget planning.
If income decreases due to job layoff or cut in hours/benefits, or if rents increase, the flat subsidy may not be enough to assure housing retention. Re-evaluation of the subsidy amount would be necessary.
Declining subsidy: Whether income-based or flat, the subsidy would decline in “steps,” based upon a fixed timeline or when the individual has reached specific goals.
The steps are known in advance and act as deadlines for progressive increases in income. Reduces cliff effect because rental assistance is fairly low by the end of the subsidy period.
Due to the local job market or the individual’s limited employability, income increases may not be possible or may not occur in the amounts and according to the timelines the subsidy program has set.
Program Design: Subsidies
Program Design: 3 P’s
Outcomes & Expectations
Policy, Practice, ProcessTransitioning to a housing first approach means that you will be changing the way families experience your program and the way your staff interact with clients.
Program Requirements Pre/Post Housing
Referral and Intake Procedures
Service Planning and Coordination
Housing LocatorRole
• Understands the needs and concerns of landlords
• Able to help participants identify their housing needs
• Knowledgeable about landlord-tenant law
Program Design: Staffing
Case Manager Role
• Provides case management at intake, during and/or after housing placement
• Links clients to mainstream and community resources
• Helps client identify and avoid behaviors that contribute to housing instability
• Helps client identify short- and intermediate-term goals
Program Design: Staffing
Income/Benefits Coordinator
Role
• Specializes in one or more areas relating to income and benefits
• Assists client in accessing mainstream income and benefits resources at shelter entry
Program Design: Staffing
Program AdministratorRole
• Overall program coordination
• Assures program targets will be met
• Adjusts program activities and resources as needed
Program Design: Staffing
Program Design: StaffingCritical Skills• Ability to work with LL’s
• Knowledge of mainstream community resources
• Culturally competent
• Ability to handle crisis situations
• Experience working with families with multiple needs
Program Design: Staffing
Decisions
• Staffing Resources Allocation
• Staff Development
• Hiring
Objectives
Overall goal or measure of success
• Reduce the length of time households spend homeless • Increase the rate at which households are placed in permanent housing
Inputs
Staff, funding,
community partners and other resources (existing
and needed) for your project
• 2 Housing Specialists, 2 Case Managers • Short-term rent subsidies • Landlord partners
Activities
Service Components
• Housing and Resource Assessment • Housing search and placement
Outputs
Ways to measure
your activities.
• number of assessments to be conducted, subsidies to be provided
• case management sessions to be delivered
Outcomes
Client level outcome targets
• 80% of households will be placed in permanent housing within 30 days of intake.
Measurement Strategies
Methods for tracking
data
• HMIS data
Constraints:
Rapid Re-housing Logic Model
Advanced Class: Think System Level
• Expanding populations
• Coordinated intake
• Regional coordination
• Think complete package: reducing new entries, length of stay, and repeat entries
