Working with Landlords to Find Housing

The Lancaster County, Pennsylvania Experience

Kay Moshier McDivittVice President for Programs

Tabor Community Services, Inc.308 East King Street, PO Box 1676

Lancaster, PA 17608-1676kmmcdivitt@tabornet.org717-397-5182, ext 120

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Tabor Community Services• Established in 1968 with a mission: To rebuild

communities by helping families find housing and financial solutions

• HUD Approved Housing Counseling Agency since 1971

• A Member of the National Federation of Consumer Credit Counseling Agencies since 1988

• Accredited by COA (Council on Accreditation) since 1996

• 1988 Began our “housing first program”, the Shelter to Independent Living Program

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Challenges to finding housing• Program provides no housing subsidy • Community has limited subsidized housing

options: Section 8 and Public Housing Waiting Lists are Closed

• “Affordable” Housing Developments are not affordable to households on fixed incomes

• Limited Supportive Housing Slots which is essential for some

• 85% of households are housed in general housing stock without subsidies

• Very low vacancy rate which translates to rent increases and competition

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Developing Landlord Partnerships

Creative partnerships are key to successful programs

• Staff have dual role of landlord and client advocacy-takes skill to manage both tasks

• Landlords are viewed as key partners to the solution

• No magic solutions: innovation is key and developed on a case by case basis

• It is possible to engage the private sector without financial assistance

• Develop good marketing strategies• Communicate and Evaluate

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Why the Dual Counselor Role?• One staff is better able to see the

whole picture and can create more successful matches– Allows for more choice of what works the

best for the landlord and for the client.

• Keeps an ongoing connection– Allows for developing more ongoing trust

with landlords– Better able to negotiate terms of the lease

• Allows for more balance in work– Finding landlords and housing search is

very demanding– Less burnout with diversity of tasks

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Remember: Landlords are key Partners

• HONESTY– Be truthful about what is in your control

and what is not– Don’t promise something that will not

happen– Be clear about your role

• INTEGRITY– Always follow through with what you

say you will provide/do– Be accountable to the landlord, keep

him/her informed of any changes

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Innovative Design ElementsWhat’s in it for them: The Win/Win

No Magic Here: Just Win Wins• Required Landlord/Tenant Education

Class (pay rent, keep your unit clean, be a good neighbor)

• Protective Payee Services• Budgeting Services• Lease Addendum• Additional Housing Support to address

housing/lease issues• Tenant Home Visits• Finder Service

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Engaging the Private Sector Market• Meet one on one with potential landlords• Use marketing tools that describe the

win/win…what’s in it for them• Use your organization’s reputation in the

community. • Sell your program with documented

successes/key outcomes.• Use any contact (even outside of work) as an

opportunity to identify potential landlords and sell your program.

• Consider the faith based community• Host an event to connect with landlords/market

housing first.

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Our Marketing Packet• Agency Brochure gives general overview of our

organization and all the services we offer.• Program Brochure developed specifically for the

landlord can answer program specific questions.• Client Success Stories of past successes gives a

sense of a personal involvement.• Copy of the Lease Addendum to review the

details and explain any questions that may arise.• Orientation Flyer given to participants at their

orientation allows them to see the same information that we provide to a potential tenant.

• A Personal Letter is specific to the client’s need for a particular property that landlord may have.

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Optional Marketing Tools

• Testimonials from other landlords allows them to get a landlords perspective on the program

• Recent newspaper/media articles validating the program

• Recent agency newsletters

• “Landlord of the Year” Information

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Communication & Evaluation: Critical to Maintaining Partnerships• Ongoing contact with landlords

• Quarterly newsletter to all partnering landlords keeping updates on program and staff

• Evaluation tool to each landlord at the end of the first year lease to allow for feedback

• Annual meetings to invite feedback

• Annual “landlord of the year”

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Remember

• Everyone deserves a home. Helping a client rent in the private market empowers them to be a long term successful renter.

• Smart communication and ongoing feedback is critical when working with landlords.

• Always think “honesty” and “integrity”.• Market the win/wins.• Don’t make Promises you can’t keep. • There is no “quick fix” for engaging the private

sector market. It takes tenacity and hard work.