Rapid Re-housing 101
Part II
Presented by:
Kim Walker
Capacity Building Associate
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Agenda
Introduction
I.
Program Design
• Agency Assessment
• Policy, Process, Practice (3 P’s)
• Staffing
• Funding and Program Expenses
II. Question & Answer
Poll
Questions
Rapid Re-housing
Program Design
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
Program Design: Agency Assessment
Capacity to Change
1. Mission, Values, Culture
2. Existing Programs & Internal Resources
3. Change Management
4. Community Engagement
Money: Funding Your RRH Program
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)
A Bit More Outside the Box…
• Foundations & private donors
• Faith community
Money: Program Budgeting
Subsidies
Start Up
Rental/Utility
Assistance
Start Up
Relocation
Assistance
Seed
Money
Money: Subsidy Design
• 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
Income-Based Subsidies
INCOME BASED
Jane 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
Flat Subsidies
If income increases,
subsidy remains the
same.
CONS:
Lack of flexibility; may
have to be readjusted
FLAT SUBSIDY
Peter 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.
Declining Subsidies
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.
Regardless of income,
subsidy will decrease
over time.
CONS:
Not as flexible if things
don’t go as planned (like
income-based)
ProgramProgram
Design:
Subsidies
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 threebedroom 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: 3 P’s
Policy, Practice, Process
Transitioning 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.
Outcomes & Expectations
Program Requirements Pre/Post Housing
Service Planning and Coordination
Referral and Intake Procedures
Program Design: Staffing
Housing Locator
Role
• Understands the needs
and concerns of
landlords
• Able to help participants
identify their housing
needs
• Knowledgeable about
landlord-tenant law
Program Design: Staffing
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
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
Program Administrator
Role
• Overall program
coordination
• Assures program targets
will be met
• Adjusts program
activities and resources
as needed
Program Design: Staffing
Critical 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
Program Design: Staffing
Decisions
• Staffing Resources
Allocation
• Staff Development
• Hiring
Rapid Re-housing Logic Model
Objectives
Overall goal or
measure of
success
Inputs
Staff, funding,
community
partners and
other resources
(existing and
needed) for your
project
• Reduce the
• 2 Housing
length of time
Specialists, 2 Case
households spend Managers
homeless
• Short-term rent
• Increase the rate subsidies
at which
households are
• Landlord
placed in
partners
permanent
housing
Constraints:
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
Measurement
Strategies
Methods for
tracking data
• 80% of
• HMIS data
households will be
placed in
permanent
housing within 30
days of intake.
Advanced Class: Think System Level
• Expanding populations
• Coordinated intake
• Regional coordination
• Think complete package: reducing
new entries, length of stay, and
repeat entries
Contact Us!
Contact
Us
Center for Capacity Building
thecenter@naeh.org
Kim Walker
kwalker@naeh.org
202-942-8292