Planning for Implementation

September 28, 2011

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Goals for Today

Discuss DHN role in statewide planning and the value of the data we collect

Review purpose and format of DHN County Housing Plan template

Review DHN recommendations regarding Strategic planning.

Look at two excellent examples of planning. Introduce strategies for developing plans that are

practical and easily implemented

Today’s Presenters

Jacalyn Slemmer, Executive Director, DHN Bob Morgan, Superintendent, Delaware County

Board of DD Mike Corbett, Executive Director, Delaware Creative

Housing Stephanie Lowe, Executive Director, Ottawa

Residential Services, Inc. Cathy Allen, Technical Assistance Consultant,

Disability Housing Network

DHN and County Planning

Jacalyn Slemmer Executive Director Disability Housing Network

Completing a County Housing Plan

DHN analyzes the data submitted, looks for trends and patterns

DHN shares with policy makers thereby giving Housing Corps a statewide voice

Research and Analysis

Besides the policy implications of some of the data included in this report, there are

additional next steps that DHN is recommending for the future implementation

of this research and analysis process

Policy Recommendations

With the two years of housing data collected and analyzed, DHN is in the position to assist

the Department of DD with policy recommendations and potential solutions to issues facing Housing Corporations today.

Possible Future Subsidy

For future consideration, do we want to consider the idea of creating a subsidy in combination with

housing? With the scarcity of Section 8 vouchers should Counties and the State consider providing a supplemental voucher for people who can rent on

the private market? Housing provided by the Housing Corporations could then primarily serve

people who cannot be served in housing found on the private market.

Stakeholder Information

DHN will share information collected in the County Housing Plan report with various stakeholders as a means to continue the advancement of special needs housing in

Ohio.

DHN County Housing Plan

Bob Morgan, Superintendent, Delaware County Board of DD and Member, DHN Board of Directors

Purpose of the DHN County Plan

To provide a framework by which County Board staff and Housing Corporation staff can

discuss current specialized housing operations, needs and options for future

housing needs in the county

What the Department is Saying

DODD is currently reviewing the rules for dispersing capital funds beginning with the 2013/2014 allocations.

County plans are not currently required, but we are leaning toward requiring a six-year housing plan.

We will involve partners (DHN) in the planning process, while ensuring no conflict of interest.

Elements of the Plan Template

Preparation for the Planning Process– Review existing data

Internal Statewide information collected and distributed by DHN

Property Overview– Who owns the property?

(Webinar Polls)

Elements of the Plan Template

Rent and Revenue– What is included?

Repair Priorities Development Priorities

– County board resident needs– Development opportunities

Other: Future Challenges

Implementation

Provides pre-authorization for the actions that you will take within the next year

Provides preauthorization of expenditures

Example of an Excellent Plan:Delaware Creative Housing

Mike Corbett, Executive Director, Delaware Creative Housing

Preparation for the Planning Process

Organization Review Housing opportunities are managed by the Delaware Creative

Housing (DCH), a not-for-profit agency that develops and manages housing for individuals with disabilities in Delaware and Union Counties.

The operations of DCH are independent of the Delaware and Union County Boards of Developmental Disabilities. The standard Master Contract for Housing Acquisition, Development and Management services defines the legal relationship between the DCH and Delaware County Developmental Disabilities (DCDD), who owns the properties and what obligations exists on the properties.

There is also a Memorandum of Understanding (MOU) that spells out specific administrative issues and rent schedules. 

Organization review, cont.

DCH manages rent subsidies for 110 individuals including community landlords. The total DCDD monthly rent subsidy is $28,500 for an average monthly subsidy of $260. If Ohio was able to secure a special subsidy from HUD for individuals with developmental disabilities that would save Delaware County $312,000 per year. HUD establishes the rent schedule and pays the rent subsidies for the three HUD properties.

DCH also provides an adaptive equipment lending library for all residents of Delaware and surrounding Counties, giving away approximately 80-100 items per year.

In review of Delaware County’s current living arrangements we find that 1,416 or 86% of our enrollment still lives with family in the family home. Those living in a home they own or lease is 185 or 11.2% of our enrollment. While these percentages appear low, it is important to know that 81% of our enrollment is under the age of 21. In planning for residential services we must keep in mind both those living with aging caregivers and the young adults who will be reaching adulthood within the next decade.

Property Overview

In Delaware County, DCH provides specialized housing capacity for 56 individuals in 25 capital housing units and capacity for 20 individuals in three HUD projects. In 2008, DCH added five properties with capacity for 12 tenants and in 2009 they have added three properties with capacity for six tenants.  

Current occupancy is 50 for non HUD funded housing units (89% capacity) and 14 for HUD funded projects (70% capacity).

Rent and Revenue

Eligibility for Rent SubsidyHousing supports are available to meet housing needsthrough community and specialized options.Community options include rent subsidies, homeownership, Metropolitan Housing assistance, Habitatfor Humanity and private resources. To receive rentsubsidy or mortgage assistance through DCDD theindividual must be:

– At least 18 years of age and living in a home/apartment they own or lease in their name.

– Eligible for DCDD services

Eligibility for Rent Subsidy, cont.

– A resident of Delaware County for at least one year or a previous resident of the County in the last five years who had met the residence criteria at that time.

– Engaged in paid employment of 15 hours or more per week or attend day habilitation unless approved for an exemption based on medical/psychological needs or 60 years of age and older.

– The individual is expected to pay 30% of their total monthly income toward rent. DCDD may subsidize the balance of rent remaining up to $600 monthly for the eligible person’s share of rent. When the person is living with other adults, subsidy is applied to the eligible person’s share of rent unless the eligible person is identified as the head of household in which case the entire household income will be used to determine and apply the subsidy for the entire rent amount.

Eligibility for Specialized Housing

Specialized and accessible housing is fundedby DCDD and operated by Delaware CreativeHousing. All of the following is criteria foreligibility for specialized housing: Current Delaware County resident At least 18 years old or under the custody of

Delaware County Children’s Services

Specialized Housing Eligibility, Cont.

Meets one of the following conditions:– Requires specially designed/modified housing for

handicapped accessibility or health support systems or;

– Requires housing to accommodate behavioral needs, behavioral interventions (Prader-Willi Syndrome, DD offender, etc.) or;

– Service needs and cost of services requires congregated setting. or.

– Individuals with a record of evictions who cannot find community rent opportunities

Wait List

As a result of the above policy, rent subsidiesand an aggressive effort to develop neededhousing, Delaware County does not have await list for specialized housing. However,since Delaware County is the fastest growingcounty in Ohio, we must continue to developspecialized housing to meet projected nearterm needs.

Repair Priorities

ODDD, Capital Housing now allows more latitude inhow a housing corporation and county board canchoose to utilize its allocation. In this upcomingbiennium the corporation and county board haveagreed to apply for one additional home and thebalance to renovation. Items such as flooring,driveways, HVAC, roofing, window replacements areexamples of the uses of this funding source. This maychange over the coarse of the next two years howeverwe are then able to change our plan as needed.

Repair Priorities, cont.

Existing Capital Assistance Properties and propertiesthat have been developed with local funds are in needof repair and updates. In addition, some propertieshave and operation costs related to utilities that is threetimes the cost of other properties. DCH has begun aproject to assess those homes with higher thanaverage energy cost and make improvement to reducethese costs. Attached are worksheets for renovationsand project costs for energy improvements. Theseworksheets show we have budgeted $44,500 of thecurrent Capital Assistance funding that we plan toallocate to these renovations and improvements.

Development Priorities

The greatest difficulty Delaware County faces in matchingroommates in residential settings is not matching interestsand service needs but rather matching resident’s choice ofproviders. Many individuals have had long relationshipwith providers and are not willing to switch providers inorder to make roommate matches. Given this problemand vacancy rates in three and four person homes, ourhousing development plan calls for development of twoperson condo units or single unit apartments, especiallywhere these can be located in areas where overnight staffcan be available on-site and monitor through variouselectronic systems

Other: Future Challenges

Diversified funding Adequate staffing Clear communication between DCH and County Boards Planning Process: It may take a couple of years for this process

to become efficient. Most critical, we need to have standardized, statewide data to compare our performance with those of other counties. It is also important for everyone to understand that housing options for those we serve need more options than just DODD Capital Housing. So far we have invested approximately 10 total hours in this planning process. In future years we expect that this process will involve four hours in collecting and updating data and six hours of meeting time for the four key individuals to meet and discuss the plan. This meeting will likely reduce the time required to review and prepare the contract between the DCDD and DCH for the coming year.

DHN Recommendations for Strategic Planning

Housing Corporation Self-Assessment Tool

Self-Assessment Tool

4. HC Board determines the direction of the organization and takes primary responsibility for goal-setting.

5. The HC Board creates, revises, and insures compliance with policies in the area of planning.

23. Board meetings are focused on policy and planning issues as appropriate.

Self-Assessment Tool, Cont.

43. The organization’s planning process includes consideration of the changing environment and its implications for the organization’s operations.

44. The planning process includes consideration of the organization’s strengths and weaknesses.

Self-Assessment Tool, Cont.

45. Volunteers, staff, tenants/customers, and key constituents participate in the planning process.

46. Goals for the current fiscal year and beyond are developed and approved by the board with the input of staff.

Self-assessment tool, cont.

47. Goals are broken down into measurable objectives.

48. Objectives include work plans, timelines, and human and financial resources and indicate who is responsible for achieving them.

49. There is a realistic plan/strategy for matching human and financial resources with objectives.

Self-assessment tool, cont.

50. Objectives are communicated to all appropriate staff and volunteers.

51. Actual performance relative to objectives and work plans is reviewed and assessed by management and is formally reviewed by the board periodically.

52. If goals and objectives are not being met, appropriate modifications are approved by the board and implemented by staff.

Example of an Excellent Strategic Plan: Ottawa Residential Services, Inc.

Stephanie Lowe, Executive Director, Ottawa Residential Services, Inc.

Board Involvement

Pre-planning Interviews Strategic Planning Retreats Board reviews progress against goals at

board meetings

Stakeholder Assessment

Surveys and Interviews with– Tenants– Provider agencies– Key community partners, including OCBDD

Developed input concerning– ORSI strengths and weaknesses– Customer service satisfaction– Service gaps– Ideas for future direction

Mission Statement

2010: ORSI exists to provide affordable and accessible housing for all persons in Ottawa County

including those with disabilities or who are otherwise disadvantaged.

2011: To provide housing or housing solutions for people with

disabilities in Ottawa County.

Annual Goals

Program Goals Goal #1: All ORSI properties are self-sustaining financially. We

will ensure that each property is managed within revenues dedicated to that purpose (without impacting other properties.)

Goal #2: All Ottawa County residents who need specialized housing will have access to it. We will make sure that ORSI is able to provide housing or a housing solution that meets their needs.

Goal #3: ORSI will provide a higher level of services to our current and future customers. We will take care of our properties and respond to tenant and customer needs.

Annual Goals, cont.

Organizational Goals Goal #4: ORSI will focus sustained effort on the

health of the organization. We will pursue board and staff development, improve internal processes, and invest in administrative infrastructure.

Goal #5: ORSI will proactively achieve our mission by organizing our work and providing for our future in a strategic, planful way. We will research and develop thoughtful plans and implement them.

Strategies

Goal #1: All ORSI properties are self-sustaining financially...

Strategy 1: Address financial sustainability of Island View Manor directly by exploring opportunities to refinance, sell the property, or divorce its finances from the rest of the organization’s.

Strategy 2: Assure that resources provided by the Ottawa County Board of Developmental Disabilities (OCBDD) are used exclusively for the community-funded properties and the administration of the organization.

Action Steps (Goal 1, Strategy 2)

Action Step Champion Assistant Timeline

Work with ORSI’s attorney to add the restrictive language needed in OCBDD contract

Stephanie Board May 2011

Review OCBDD Houses & Determine Capital Plan

Nicole and Eddy

Chelle and Stephanie

August 2011

Review OCBDD Housing’s budget determine needed reserves

Chelle Nicole and Stephanie

August 2011

Review OCBDD Houses rent structure; redesign on actual needs of tenant (services based on ability)

Chelle and Nicole

Stephanie & OCBDD Work Group

October 2011

Design 2012 OCBDD Houses Budget

Chelle and Stephanie

Nicole October 201

Budget

Budget process simultaneous to strategic planning process.

Endeavor to ensure our budget aligns with our strategic goals.

Sometimes have to adjust goals if resources are insufficient.

Strategies for Implementation

Cathy Allen, Technical Assistance Consultant, Disability Housing Network

Strategies for Implementation

Relate plan to master contract Put plan updates on board agenda Develop performance measures Relate staff evaluations to strategic goals Involve stakeholders in planning

– Internal– External

DHN Technical Assistance

Funded by Ohio Developmental Disabilities Council

Provides DHN consultant who can:– Assist with self-assessment– Attend/facilitate board meetings– Attend/facilitate stakeholder meetings– Facilitate strategic planning retreats– Provide consultation on board development,

policy development and housing operations

Upcoming Events

End of Fiscal Year – Deadline for Self-Assessments – September 30

Funding Symposium – Columbus – Oct. 13 DHN Conference – December 1

Jacalyn Slemmer, Executive Director614-595-4110

jacalynslemmer@disabilityhousingnetwork.org*

Cathy Allen, Technical Assistance Consultant

419-732-1770cathyallen@disabilityhousingnetwork.org

www.disabilityhousingnetwork.org

Staff Contacts

Questions and Answers