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HOUSING PERMANENT: Not time limited, not transitional;AFFORDABLE: For people coming out of homelessness; andINDEPENDENT: Tenant holds lease with normal rights and responsibilities.SERVICES FLEXIBLE: Designed to be responsive to tenants' needs;VOLUNTARY: Participation is not a condition of tena
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1. MHSA AND HOUSING:Understanding the Relationship – Recognizing the Opportunities MHSA Regional Training IICorporation for Supportive Housingwww.csh.org
2. HOUSING
PERMANENT: Not time limited, not transitional;
AFFORDABLE: For people coming out of homelessness; and
INDEPENDENT: Tenant holds lease with normal rights and responsibilities.
SERVICES
FLEXIBLE: Designed to be responsive to tenants’ needs;
VOLUNTARY: Participation is not a condition of tenancy; and
INDEPENDENT: Focus of services is on maintaining housing stability. HOUSING AND SERVICES
3. Who Is Supportive Housing For? People who are homeless or
at-risk for homelessness
- and -
face persistent obstacles
to maintaining housing,
such as mental health issues,
substance use issues,
other chronic medical issues,
and other challenges.
4. Supportive Housing Is For People Who: BUT FOR HOUSING cannot access and make effective use of treatment and supportive services in the community; and
BUT FOR SUPPORTIVE SERVICES cannot access and maintain stable housing in the community.
5. MHSA OVERVIEW The First “Four” Fiscal Years:
FY 2004/05 (Already completed!)
$254,000,000
FY 2005/06
$683,000,000
FY 2006/07
$690,000,000
FY 2007/08
$733,000,000
6. MHSA Fund Allocation – Year 1 Education/Training = 45%
Capital Facilities/ Technology = 45%
State Imp/Adm = 5%
Local Plan = 5%
Prevention = 0%
CSS = 0%
7. MHSA Fund Allocation – Years 2-4 Education/Training = 10%
Capital Facilities/Technology = 10%
State Imp/Adm = 5%
Local Plan = 0%
Prevention = 20%
CSS = 55%
(5% of Prev & CSS for “innovative programs)
8. Capital and Technology Total estimated funds through year 4 = $325 million
State has yet to determine split between technology and capital facilities
State has yet to determine allocation formulas and procedures
9. MHSA Fund Allocation – Years 5+ State Imp/Adm = 5%
Prevention = 20%
CSS = 75%
(5% of Prev & CSS for “innovative programs)
NOTE: Capital Facilities is no longer a “set aside” but counties can choose to devote CSS funds to meet capital needs on an ongoing basis!
10. “One Time” Funding In the current fiscal year only, every county will have access to “One Time” funds.
These are Community Service and Support funds.
They can be used in a variety of ways.
They can be used for capital expenses but should not be confused with “Capital Facilities and Technology” set aside funds
11. What Does MHSA Have to Do With Housing? Lots of agreement among consumers and family members, county mental health directors and other stakeholders
Safe, affordable, stable housing is a foundation for recovery, resiliency, and wellness
Reducing homelessness is a major focus of MHSA implementation and performance measurement
Consumers and families need a range of housing options
12. Preliminary Findings from the AB2034 Housing Strategies Evaluation
13. Purpose of Evaluation Identify the range of housing strategies implemented by the 34 counties that have received AB2034 funding;
Determine if there is any correlation between the housing strategies or range of strategies that a county (or program within a county) employed and successful housing outcomes for AB2034 participants;
Begin to calculate the immediate and projected long-term costs associated with each housing strategy.
14.
Housing is Really Important!
If you give consumers housing, they are MUCH more likely to stay enrolled in the program. Major Findings
15.
Consumer Preferences
Most consumers want their own apartment without roommates
Majority of consumers don’t want the structure and rules associated with “clean and sober” housing, but program staff think consumers need a mix of housing models (including “clean and sober” and “low demand” housing)
Nearly all counties report that there is not enough affordable housing available in their community Major Findings
16. Housing Outcomes
Programs that enroll “more challenging” consumers (those that have had longer histories of homelessness or more barriers to housing stability) are not getting worse results in terms of housing outcomes, in fact sometimes the results are better
“Housing readiness” is not a good predictor of housing outcomes
Major Findings
17. Housing Makes a Very Big Difference
There is wide variation among counties/programs in the proportion of ever-enrolled consumers who are now in stable housing. The range is 11% to 62%.
There is a very strong correlation between having a high proportion of ever-enrolled consumers who are in housing and having a very low proportion of consumers who dis-enroll.
Major Findings
18. Housing Strategies
Some strategies are being used by nearly every county – and offered to virtually every consumer. These include:
Advocacy on behalf of individuals to help them find and get housing
Supportive services to help people keep housing
Back-up problem-solving help for landlords
Major Findings
19. Housing Strategies, cont’d
Other widely implemented housing strategies include:
Assist consumers to apply for housing subsidies
Provide short-term subsidies or help with move-in costs
Provide long-term rent subsidies to some consumers
(This strategy may have negative cost implications over the long term, particularly if Section 8 becomes less available.)
Provide temporary or transitional housing to get people off the streets and/or for respite/crisis
Major Findings
20. Housing Strategies, cont’d
Some strategies are used in about half of the counties/programs:
Actively recruiting landlords, systematically finding available units, making arrangements with landlords to secure the next vacant unit
Master-leasing buildings or apartments within buildings and sub-leasing units to consumers
Use AB2034 funds to secure dedicated or set-aside units for consumers Major Findings
21. Housing Strategies, cont’d
Strategies more likely to be implemented in large/urban counties:
Administer Section 8 or Shelter + Care rent subsidies that are available to consumers
Partner with Housing Authority or other public agencies that control rent subsidies
Work with other supportive housing providers Major Findings
22. Housing Strategies, cont’d
Strategies more likely to be implemented in smaller/rural counties:
Offering maintenance or cleaning – either ongoing to help tenants keep housing or when tenants move out to keep landlords willing to rent to other consumers Major Findings
23. Housing Strategies, cont’d
A small, but growing number, of counties/programs are getting involved in developing or operating permanent supportive housing. Major Findings
24. Overall Focus of Housing Strategies
About a third of counties/programs report that the primary focus of their housing activities is on helping INDIVIDUALS
About two-thirds report that their housing activities focus on BOTH helping INDIVIDUALS and EXPANDING HOUSING OPPORTUNITIES by working to develop housing and/or build partnerships with landlords
Major Findings
25. What is Most Needed? More affordable housing
Permanent supportive housing
Landlords and property managers who are tolerant and understanding of consumers
“Wet/Damp” and “Harm Reduction” housing models for people with substance use problems
Support for both landlords and tenants
Wide range of housing options
26. The Financial Structure of Supportive Housing
27. Priority Populations for Housing Adults/older adults with serious mental illness who are homeless or inappropriately housed in restrictive settings
Youth and young adults diagnosed with SED/mental illness who are at risk of homelessness
Families with children/youth diagnosed with SED who are experiencing housing instability or homelessness that interferes with treatment and recovery / resiliency
28. Housing Choice
Housing and Services Roles are Distinct
Housing Affordability
Integration
Tenancy Rights / Permanent Housing
Services are Recovery-Oriented and Adapted to the Needs of Individuals What is Supportive Housing?6 Dimensions of Best Practice
29. Strategies for Creating More Housing Options for Consumers Development of new buildings
Acquisition and renovation of existing buildings
Long-term lease agreements with private landlords for single units or entire apartment buildings (master-leasing)
Identifying private landlords who rent directly to consumers
“Rent Plus” strategies
30. Three Types of Financing for Supportive Housing Costs Capital (land or buildings)
Operating costs (or rent subsidies)
Services
MHSA Capital facilities funds may be used for capital costs and/or for capitalized reserve for operating costs of capital projects
MHSA Community Services and Supports funds may be used for operating costs and/or services (and in years 5+ may be used for capital)
34. Purchasing land or buildings
Construction or rehabilitation costs for buildings or office / meeting spaces
Adequate reserves for projects to cover gaps in operating costs in future years
Related “soft” costs for development including strategies to build community acceptance for projects
Capital Facilities Costs May Include (Proposed)
35. Decisions about how to use MHSA funds for capital facilities must be guided by the MHSA Vision and Guiding Principles
Investments in capital facilities should help achieve desired outcomes of MHSA
Safe and adequate housing; reduction in homelessness
Timely access to needed help, including times of crisis
Reduction in involuntary services and incarceration
Guiding PrinciplesThe Same Goal = Transformation
36. County’s proposed uses of these funds must be aligned with planning for Community Services and Supports
Meet identified mental health needs in the community
Focus on unserved and underserved individuals and reducing ethnic disparities
Support implementation of identified strategies Guiding PrinciplesThe Same Goal = Transformation
37. Produce long-term impacts with lasting benefits for clients, such as reduction in hospitalization, incarceration, and the use of involuntary services, and increase in housing stability
Increase the number and variety of community-based facilities supporting integrated service experiences for clients and their families
Support a range of options that promote consumer choice and preferences, independence, and community integration Capital Facilities Priorities
38. Invest in options that will be available for the long-term, such as housing that will be affordable and dedicated to consumers for many years
Leverage additional funding from other local, state, and federal sources – and support projects that are financially viable Capital Facilities Priorities
39. Other Capital Facilities PrioritiesHousing is essential – but not the only need Consumer / peer operated wellness & recovery support centers
Family Resource Centers
Crisis stabilization, residential treatment, and other alternatives to hospitalization
Mental health services co-located with community-based services including schools, primary care clinics, and supportive housing sites
40. MHSA Funds Can Leverage Other Sources of Funding for Capital Facilities Resources available for housing include:
MHP Supportive Housing and Special Needs Programs (Prop 46 Housing Bond) administered by Department of Housing and Community Development (HCD)
Special needs loan program from California Housing Finance Agency (CalHFA)
Low Income Housing Tax Credits
Federal funding from US Department of Housing and Urban Development (HUD) including Homeless Assistance Programs coordinated through local “Continuum of Care” and resources administered by public housing authorities (PHAs)
Other resources controlled by City and County governments, which may be coordinated through 10-Year Plans to End Homelessness” or other inter-agency collaborations
41.
State Departments of Mental Health, Housing and Community Development, and California Housing Finance Agency come together to leverage housing and services funds
Up to $40 million from Prop 46 Housing Bond funding redirected to provide loans to housing developers
$3.1 million from State’s share of Prop 63 MHSA funds for rent subsidies Governor’s Initiative to End Chronic Homelessness
42. Key Challenges NIMBY, community acceptance & fair housing
Timelines for developing housing or other facilities
Risks related to future costs to sustain new facilities
Partnerships that effectively leverage resources, skills and experience of different organizations & public agencies
Solutions Will Require Changing Systems
43. A Few of the Building Blocks Where to begin … Collaborative Planning
Investment and Leveraging Resources
Coordination, Streamlining, and Integration of Funding
Building Provider Capacity
44. Expect Resistance The tools of System Change are meant to unsettle old systems while building new ones.
Old systems will resist – they exist because they have survived pressures and onslaughts before.
Services & Housing are not just separate systems, but (many) separate cultures, disciplines, and sets of values.
45. Who Creates Supportive Housing
46. A wide variety of entities can create and operate supportive housing
The deciding factors include the type of SH and the population to be served, the organization’s experience and capacity, the competitive environment, and even the funding sources
Partnerships are also prevalent in SH creation
Project specific partnerships
System wide partnerships to build capacity Who Creates Supportive Housing
47. Mental Health and other Service Providers
Homeless Service Providers
NFP Affordable Housing Provider
Public Housing Authorities
Private Developers and Private Landlords
SH providers who only create and run SH Who Creates Supportive Housing
48. Models for Supportive Housing: Traditional Development Creates a permanent asset to the community
Involves acquisition and construction and the full compliment of development activities, including finding capital funding.
Can take 2-3 years (or more) to develop
Involves establishing on-going funding sources and providers for operating and services Now, how to create it. I will start on the housing side. There are two main options – traditional development or bricks and mortar approach vs. accessing existing housing. Each has it’s pluses and minuses so both should be considered when thinking about what you will pursue. And you can certainly work on more than one approach to serve your needs. Now, how to create it. I will start on the housing side. There are two main options – traditional development or bricks and mortar approach vs. accessing existing housing. Each has it’s pluses and minuses so both should be considered when thinking about what you will pursue. And you can certainly work on more than one approach to serve your needs.
49. Models for Supportive Housing: Accessing Existing Housing Also might be referred to as Scattered Site Housing
Integrates residents into the community
Can “retrofit” existing affordable housing and add services in a single site
Once secure rental subsidy secured, can move very quickly
Involves establishing ongoing funding sources and providers for operating and services Sometimes referred to as “Housing First,” if you are moving people right into housing on the private market straight from the street or shelter.
Also might be referred to as Scattered Site Housing - this model involves accessing existing rental units in the community and adding wrap around services
Integrates residents into the community
Also can look to “retrofit” existing affordable housing and add services in a single site
Once secure rental subsidy, can move very quickly
Involves establishing ongoing funding sources and providers for operating and services
Sometimes referred to as “Housing First,” if you are moving people right into housing on the private market straight from the street or shelter.
Also might be referred to as Scattered Site Housing - this model involves accessing existing rental units in the community and adding wrap around services
Integrates residents into the community
Also can look to “retrofit” existing affordable housing and add services in a single site
Once secure rental subsidy, can move very quickly
Involves establishing ongoing funding sources and providers for operating and services
50. Developing Supportive Housing Additional CSH Resources: Publications: Not a Solo ActBetween the Lines: Legal Issues in Supportive HousingLaying A New the FoundationFamily MattersWEB resources: On-line financing summaries (via Resource Library link) MetLife Toolkit to End Long-term Homelessness
51. Making the Pieces Fit Introduce participants and have them present their partnership scenarios and successes:
Glenn Hutsell – Modesto MH; partnership with local developer
Reina Turner- LA DMH; partnership with housing authority for tenant-based Section 8 and S+C
Julie Conway – Santa Cruz Co Housing Dept; FUI and new project for chronically homelessIntroduce participants and have them present their partnership scenarios and successes:
Glenn Hutsell – Modesto MH; partnership with local developer
Reina Turner- LA DMH; partnership with housing authority for tenant-based Section 8 and S+C
Julie Conway – Santa Cruz Co Housing Dept; FUI and new project for chronically homeless
52. Housing Collaborative Training-2006 Who writes your “Housing Element” (google)?
Who controls HOME funding?
Is there a Redevelopment Authority?
Who participates in your Continuum of Care?
Who allocates CDBG capital dollars?
Is there “affordable” or “workforce” housing in your community?
Find partners through NPH, SCANPH and SDHF