ABOUT COLEMAN

• We are a behavioral health and rehabilitation organization serving people in 8 Counties in Ohio and looking to add a 9th

County• We served over 25,000 people last year• We have close to 800 employees• Our budget will be over $50 million this

year

Coleman’s Mission

• It is the mission of Coleman Professional Services to improve the lives of the people it serves, regardless of their ability to pay. Coleman delivers mental health, substance use, residential and rehabilitation services. Coleman supports and empowers its employees through continuous improvement.

Coleman’s Vision

• Coleman Professional Services aspires to be the premier leading behavioral health, residential and rehabilitation organization. An organization which demonstrates responsible growth that is financially stable. Coleman will engage and empower its customers and employees; fostering innovative solutions and seeking to continually exceed expectations.

• Coleman tracks residential placements each quarter by County Business Unit

• The Goal for FY18 is 911 persons• This is tracked through our electronic health

record and measures any one we are able to assist with obtaining housing via financial or physical means

Residential Placements

Coleman owns and/or operates 252 units of housing

133 units are supportive living

119 are independent apartments

New construction is occurring to provide 20 more units of supportive living

Coleman’s Housing Portfolio

Breakdown by County

• AAH – 32 independent apartments and 16 supportive living

• Jefferson – 10 Safe Haven and 13 independent apartments

• Portage – 66 independent apartments and 37 supportive living

• Stark – 12 supportive living, 8 Adult Care Facility, 20 Safe Haven

Trumbull – 8 independent apartments and 20 supportive livingA home is being purchased in Warren to provide 3 additional independent apartments

New construction is currently occurring in Massillon and Kent for two 10 unit sites for transition aged youth – these will have staffing on site

Breakdown by County

• Coleman has its own business enterprise, rental management company, that collects rents, coordinates leasing, works with the Housing Authorities on subsidies and rent assessments, coordinates maintenance, and provides monthly reports on rents

What is rental management?

• Supportive living is any location that has staffing attached to it. This can be anything from 2 to 24 hours per day. Any location that has 24 hour per day staffing is considered a group home or adult care facility and is licensed as such. Supportive living locations have oversight by clinical staff

What is Supportive Living?

Low income housing tax credit in Lima

Historic Tax Credit in downtown Ravenna

OHMAS capital funding for several projects

HUD funding for capital, operating and supportive services, and rental assistance

Funding

ODSA funding for capital, operating and supportive services

HCRP funding for rental subsidies for rapid re-housing

Board funding for subsidies and supportive services

Section 811 grant through HUD

Funding

The Housing Authority owns 1 location in Ravenna and we provide the supportive services

The Mental Health Board owns 2 locations in Warren and we provide the rental management and supportive services

A rental management company owns 2 properties in Canton and we provide the supportive services.

Partnerships

In Allen and Portage Counties, the Housing Authorities are the grantee for shelter plus care voucher programs and Coleman makes referrals to the programs and coordinates eligibility documentation

Partnerships with Housing Authorities

In Jefferson County and Trumbull County the Boards own properties and/or are HUD granteesColeman provides the services to support people in the housing or provides the direct services that are needed to carry out the grants

Partnerships with Mental Health Boards

Coleman supports the Housing First Model and we have written our own “white

paper” on the issue that is submitted with grant

proposals that require we follow Housing First

Housing First

We have also started using the SPDAT (Service Prioritization Decision Assistance Tool) when someone is referred for supportive living. This tool is providing us with a more objective measure to assist in knowing the level of on-site supports someone may need

Use of the SPDAT

Residential Director

Residential Placement Coordinator

Housing Specialists

Mental Health Technicians

Peer Recovery Supporters

Key Positions

Responsible for all aspects of the program to include staffing, operations, budgets, supervision

Number of staff not to exceed 15

Assists with grant writing data and outcomes

Approves or rejects referred persons based on program eligibility and staffing

Participate in HMIS

Residential Director

Receives referrals for the programs

Completes a housing assessment and SPDAT

Makes recommendations and coordinates with service providersAssists with obtaining rental subsidies and any other community based resourceAssists with completion of required paperwork

Manages vacancies and ensures occupancy is maintained

Residential Placement Coordinator

• Manage the shelter plus care voucher programs

• Act as the Housing Authority to determine eligibility, complete inspections and rent assessments

• Complete annual recertifications and rent assessments

• Participate in HMIS

Housing Specialist

• Work at the supportive living sites and provide medication management, assistance with food preparation, monitor hygiene, provide socialization, report any operations issues, ensure the environment is safe, report any clinical concerns to the Director and/or case manager, complete documentation daily

Mental Health Technicians

Peer Recovery Supporter

• Persons with lived experience providing assistance in the supportive living homes by way of groups, general engagement and socialization

• Rental Management locations are all scattered site with the smallest having 2 units and the largest having 24 units

• Supportive living locations are also scattered site and range from 5 units to 20 units

Management Style

• Coleman does not evict anyone unless they have another place to live

• The VP of Clinical Services and the Rental Management Director must agree on the eviction and then the CEO must sign off

• Clinical staff work with tenants to ensure they have another location

Eviction Policy

• We have 3 Housing Specialists, 2 in Trumbull and 1 in Jefferson who are managing these voucher programs

• In Trumbull County they are managing 156 vouchers and in Jefferson County they are managing 53 vouchers

Shelter Plus Care Vouchers

Union Square - Lima

Norval Apartments - Lima

Capling Apartments - Kent

Coleman Apartments - Kent

Phoenix Apartments - Ravenna

Crossroads - Warren

Washington House - Warren

• Having a Residential Placement Coordinator is key – someone who can complete an accurate assessment of the persons needs and match to the level of care that can be provided – helps to ensure you get the “right” people in the first place

Lessons learned

• Having a separate rental management arm that can focus more on the compliance requirements for landlord tenant issues, focus on collecting rent and coordinating moves

• Aligning supportive living with clinical so they have oversight and responsibility for both clinical and operational issues

Lessons learned

• Providing as much revenue diversity as possible to each project

• Partnering with the Housing Authority for subsidies – project based applications?

• Make sure staff maintain their training• Educate tenants on their responsibilities as

tenants and consequences for not abiding by the lease

Lessons learned

• Ensure compliance with all grant funding sources

• Have monthly meetings with Directors, Placement Coordinators and Rental Management to ensure rents are getting paid and units are occupied or referrals are being made

Lessons learned

• Complete consistent ongoing preventive maintenance

• Have a capital list with financial means to get them done

• Budget for expenses prior to starting the project so you are clearly aware of what you will need to pay for and the revenue streams that will pay for it

Lessons Learned

• Have internal maintenance staff so you are not contracting out all of those costs

• Ensure project locations are near to community resources

• When appropriate use floor plans previously designed that worked well to reduce architect costs

• Engage the community so they buy in

Lessons Learned

• Tammy Weaver, L.P.C. – S• Vice President of Clinical Services• Tammy.weaver@colemanservices.org• 330-392-1104

Contact Information