Administration, Management, and Coordination of

Supportive Housing: Guidelines from CSH’s Dimensions of Quality

MHSA TA Operations CallSeptember 1, 2010

www.csh.org

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Background on the CSH Dimensions of Quality

Key Indicators of Quality for Administration, Management and Coordination

Introduction to self-assessment and action plans

Review of Agenda

CSH’s Seven Dimensions of Quality in Supportive Housing

Provide a common framework for developers, property managers, service providers, and funders for assessing – and investing in – the quality of supportive housing units

Focus on issues of day-to-day operations in existing supportive housing and are intended to apply to all “types” of supportive housing

CSH rolled out the national dimensions in March 2009

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CSH’s Goals in Developing Dimensions of Quality

Advance a focus on quality in PSH

Assist the industry in achieving quality

Create clear language

Develop capacity of providers

Strive for better outcomes for tenants

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How the Dimensions are Structured

1. Administration, Management, and Coordination

2. Physical Environment

3. Access To Housing and Services

4. Supportive Services Design and Delivery

5. Property Management and Asset Management

6. Tenant Rights, Input & Leadership

7. Data, Documentation, and Evaluation

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A Dimensions Disclaimer -

No single model for supportive housing’s design Appropriate housing settings vary based on

– tenants’ preferences and needs– the type of housing stock – financing sources available – the norms and history of a community

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Overview of Dimension #1

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Defining Dimension #1: Administration, Management, and Coordination

All involved organizations follow standard and required administrative and management practices, and coordinate their activities in order to ensure the best outcomes for tenants.

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Key Factors

Financial Management Regulatory Compliance Policies and Procedures Management Practices Skilled, Well-Trained Staff Coordination of Roles

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Graphics

Four Key Indicators Under Dimension #1

1. Coordination

2. Know Your Roles

3. Coordinated Strategies to Keep Tenants

Housed

4. Following the Rules

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Graphics

Key Indicator 1.1: Coordinate and Partner

The supportive housing’s operations are

managed through an effective partnership

among representatives of the project owner

and/or sponsor, the property management

agent and/or landlord, the supportive services

provider, relevant public agencies and tenants.

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Key Indicator 1.2: Know Your Own Role

Roles and responsibilities for all partners and staff are specified in a Memorandum of Understanding.

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Supportive Housing is Not a Solo Act

Supportive housing brings together 3 very different disciplines: – development– support services– property management/landlords

Variety of partners needed to make project a success

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Coordinating Management and Services

Supportive housing = coordinated property management and supportive services functions

Collaborative relationship is essential with PM and/or landlord

Competing forces– Financial demands of the apartment– Security of larger tenant community– Needs of individual tenants

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Remember: the Tenant is a Partner

Your tenants are your partners in your PSH More on tenant leadership under Dimension #6

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MOUs: Partnership

Outline roles and responsibilities of partners Iterative process What’s in an MOU

Guiding principles Responsibilities Scope of Services for partners Funding Terms

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Keys to Success?

Similar mission and goals Have it in writing Earn trust over time Everyone contributes to the

partnership Clear and constant communication In it for the long-haul Sharing and collaboration Mutual respect

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Key Indicator 1.3: Coordinated Strategies for Tenant Housing Stability A collaborative relationship between supportive services and property management staff results in effective, coordinated strategies to foster tenants’ housing stability and independence and to prevent tenant evictions and to address issues resulting from substance use, relapse, and mental health crises.

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Three parts of Indicator 1.3

1. Collaborative relationship between property management/landlord and service provider

2. Coordinated strategies to foster housing stability and prevent tenant evictions

3. Address issues resulting from substance use, relapse, mental health crises

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Part 1: Build A Collaborative Relationship

Common Goal: Keeping Tenants HousedBlended Mgt requires that

we come in from all angles.

Property Mgt/Landlord

Show me the money!

Social ServicesI 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

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Part 2: Coordinated Strategies to Prevent Tenant Evictions

Quality includes:– Procedures and policies in place that speak

to eviction prevention in PSH– Strategy/access to alternatives in scattered-

site housing– Not kicking someone out for not participating

in services

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Part 3: Address Tenant Issues

Quality includes:

– Having policy in place that addresses relapse, substance use, and mental health

– Clear roles for addressing tenant issues

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Key Indicator 1.4: Follow the Rules

All partners comply with applicable local, state and federal laws, regulations and standards.

Follow the Rules

Important to know and follow the rules of the following:

Federal– Fair housing– HUD Regulations

State– Fair housing– MHSA Housing Program

Local– Landlord/Tenant Ordinance & other city regulations– Continuum of Care Expectations

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Key Indicators of Quality Questions on the key indicators? Do these sound like the top four things that

represent quality in administrating, managing and coordinating permanent supportive housing?

Dimension #1: Making it Work

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Self-Assessment

Why do self-assessment? The CSH Tool and what it includes:

– The questions: things to consider– The rating system: A - No Improvement

Needed; B - Minimal Improvement Needed; C - Improvement Needed; D - Significant Improvement Needed

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Assessment of Dimension of Quality #1:Administration, Management, and Coordination

1. The operation of the supportive housing units is managed through an effective partnership among representatives of the project owner and/or sponsor, the property management agent, the supportive services providers, relevant publicagencies, and tenants.

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Assessment of Dimension of Quality #1:Administration, Management, and Coordination

Questions to Consider: Is the partnership between the above stakeholders working effectively? Are the relevant partners included in making decisions regarding operations issues?

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2. Roles and responsibilities for all organizations and staff involved in the operation of the supportive housing units are specified in a Memorandum of Understanding.

Questions to Consider: Is the Memorandum of Understanding up to date? Do partners and staff have questions regarding their roles and responsibilities that could be clarified in the Memorandum of Understanding?

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3. All involved organizations comply with all applicable local, state and federal laws, regulations, and standards.Questions to Consider: Do involved organizations understand the laws, regulations, and standards that apply to their work? What have been the results of recent audits or reviews? What mechanisms are in place to ensure compliance?

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4. All involved organizations maintain, review and regularly update manuals and plans, such as: Property Management Operations Manual; Asset Management Plan; Maintenance Policies and Procedures Manual; Services Policy andProcedure Manual; Compliance Manual; Personnel Policies and Procedures Manual; Staff Training and Orientation Manual; and Safety and Emergency plans.

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5. A collaborative relationship between supportive services and property management staff results in effective, coordinated strategies to foster tenants’ housing stability and independence, to prevent tenant evictions and to addressissues resulting from substance use, relapse, and mental health crises.

Reviewing the Additional Indicators

of Administrative Quality

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Additional Indicators of Quality: Policies, Procedures, and Management Practices Financial Management and Compliance Coordination of RolesPolicy and Procedure ManualsCommunicationStakeholder InputStaff and Tenant HiringStaff and Tenant Responsibilities

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Staff Development and Training

Outlines staff development and training guidelines for successful implementation of these indicators

To Access CSH’s Dimensions of Quality

www.csh.org Go to Resources/Publications Publications are listed alphabetically – look for

The Seven Dimensions of Quality for Supportive Housing: Definitions and Indicators; Quality Assessment Tools; and Additional Materials and Resources 2009

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