rapid re-housing clinic ii
DESCRIPTION
This PowerPoint focused on rapid re-housing program design and implementation and included a discussion of program budgeting, staffing, and available funding sources.TRANSCRIPT
![Page 1: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/1.jpg)
Rapid Re-housing 101
Part IIPresented by:
Kim WalkerCapacity Building Associate
![Page 2: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/2.jpg)
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
![Page 3: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/3.jpg)
Agenda
Introduction
I. Program Design
• Agency Assessment
• Policy, Process, Practice (3 P’s)
• Staffing
• Funding and Program Expenses
II. Question & Answer
![Page 4: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/4.jpg)
Poll Questions
![Page 5: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/5.jpg)
Rapid Re-housing
Program Design
![Page 6: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/6.jpg)
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
![Page 7: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/7.jpg)
Program Design: Agency Assessment
Capacity to Change1. Mission, Values, Culture
2. Existing Programs & Internal Resources
3. Change Management
4. Community Engagement
![Page 8: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/8.jpg)
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)
![Page 9: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/9.jpg)
Money: Program Budgeting
Start Up
Start Up
Rental/Utility
Assistance
Relocation
Assistance
Seed Money
Subsidies
![Page 10: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/10.jpg)
• 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
![Page 11: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/11.jpg)
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
![Page 12: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/12.jpg)
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
![Page 13: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/13.jpg)
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)
![Page 14: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/14.jpg)
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
![Page 15: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/15.jpg)
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
![Page 16: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/16.jpg)
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
![Page 17: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/17.jpg)
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
![Page 18: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/18.jpg)
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
![Page 19: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/19.jpg)
Program AdministratorRole
• Overall program coordination
• Assures program targets will be met
• Adjusts program activities and resources as needed
Program Design: Staffing
![Page 20: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/20.jpg)
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
![Page 21: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/21.jpg)
Program Design: Staffing
Decisions
• Staffing Resources Allocation
• Staff Development
• Hiring
![Page 22: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/22.jpg)
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
![Page 23: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/23.jpg)
Advanced Class: Think System Level
• Expanding populations
• Coordinated intake
• Regional coordination
• Think complete package: reducing new entries, length of stay, and repeat entries
![Page 24: Rapid Re-Housing Clinic II](https://reader036.vdocuments.us/reader036/viewer/2022070321/558cc65ad8b42a067c8b459b/html5/thumbnails/24.jpg)