Using Diversion to Reduce Homelessness

A Massachusetts ExampleNAEH National Conference

July 2011

BAMSI

Father Bill’s & MainSpring

South Shore Regional Network to End Homelessness

Faith FrazierDirector of BAMSI-Helplineffrazier@bamsi.org

Joyce TavonDirector of Program Development jtavon@helpfbms.org

Background

Massachusetts – state mandate to shelter homeless families

Known as Emergency Assistance (EA) Administering agency - MA Dept of Housing &

Community Development (DHCD) Centralized intake – families apply for shelter at

local welfare offices and screened for eligibility by DHCD workers

South Shore region Largest city, Brockton, 25 miles south of Boston

93,000 pop, former shoe mill city, current “gateway city” - multi-ethnic, significant low-income population

Brockton and surrounding towns - among highest entries to EA shelter in the state

1

Why Shift to Diversion in MA? To provide a better alternative than shelter

consistent with MA’s shift to housing as immediate response to homelessness

To provide a better alternative than waiting in shelter for Section 8s given diminished availability

To address rising shelter demand and costs Family shelters in overflow - 2,000 in shelters, 1,500

in “overflow” motel rooms statewide Brockton/South Shore – 150 in shelters, 200 in motels Rising shelter costs – $160M in state funds in FY11

compared to $46M in FY01

2

Diversion model Regional with focus on priority city – Brockton Community service provider (BAMSI) at Brockton

welfare office front door Preliminary assessment – Is the need prevention or diversion? Close coordination with DHCD shelter eligibility screening Diversion assistance for those screened in as eligible Staffing and rental assistance paid for with HPRP, state funds

Coordination with other partners DHCD – administrator of shelter access and of most diversion funds Domestic Violence Unit (by the TANF Agency) – screening/shelter

placement for DV families Community service agencies (CAPs, family shelters, others) - help at

Brockton welfare office, phone coverage of smaller welfare offices, coordination of HPRP and related resources

3

Regional Family Triage As diversion model was rolled out, so was regional shelter

placement and triage of families entering shelter…

Regional coordination for families entering shelter system Five agencies/9 family shelters – 158 family beds & 50-200 motels

Local control of shelter placements - families kept local A triage site as first stop for families Assessment within 2-5 days

Match shelter placement to family’s needs Identify other family needs

Collaboration among all the shelters / service providers Coordinated use of rapid rehousing resources Shared data Coordinated planning to respond to emerging needs

4

Role of Regional Network

Regional Network – comprised of nonprofits, govt, business, university, faith partners

Neutral convening agency Regional Coordinator as staff person Leadership Council of area leaders – not service providers Regional Family Services Committee

Assistance with Diversion model Coordinate among the providers and state government

agencies Advocate with the state – raise the problematic issues when

providers can’t Assist with coordination of HPRP, state funds Use data to build the case for resources Coordinate family service committee as forum for regional

planning5

Diversion Practices Plan with families:

housing sustainability reasonable and realistic housing search criteria

Encourage families to cooperate Have established landlord relationships and provide

apartment leads Provide checklists for families for housing search – type

of heat, de-leaded, etc. Conduct apartment inspections Advocate for families and negotiate with Landlords Share the Shallow Subsidy Agreement with tenant and

landlord – so all parties know the expectations

6

Importance of Stabilization Establish client’s responsibility for paying the rent and

being accountable

Review good tenancy skills; lease compliance

Direct clients to appropriate resources

Get rent receipts showing client share is paid

Conduct regular home visits, meetings and phone contact

Develop relationship with Landlord - this is key

Work with clients on job search, budgeting and finances

Address barriers to acquiring housing and employment

7

Benefits of Diversion

Families remain in their own community

Families can more easily maintain employment and family supports

Children can remain in their own schools

Diversion is less expensive than Emergency Shelter

Families are not subjected to the stress of living in a shelter

8

Challenges of Diversion

Having consistent and adequate funds for up-front costs and shallow subsidy payments

Subsequent loss of income by Head of Household after diversion plan is implemented

Landlords’ willingness to take tenants with poor or no references

Poor economy

Lack of child care vouchers

Poor tenancy skills

9

Diversion Outcomes & Costs

Ten-month pilot period: 137 intakes, 64 diverted For every 10 shelter entries, approx 2 diverted

$6,000 - average cost of client assistance for shallow subsidy (3-12 mos)

$3,500 - average cost of client assistance for one-time payment only

$8,700 - average cost of client assistance and staffing

10

Next Phase - HomeBASE

Effective FY12 - MA shifts from shelter for all homeless families to diversion and rapid rehousing for most Statewide goal of up to 60% avoid shelter

State funds will pay for staffing and client needs Increased diversion staffing at front door up to $4,000 for diversion (rental arrears, utilities,

furnishings, other) 1-3 years of rental assistance for some Very limited stabilization services

Possible use of HEARTH for some funding

11