Family Housing Collaborative Policies and Procedures …



TABLE OF CONTENTS

Section I: Program Description 3

A. Overview 3

B. Philosophy 3

C. Vision 4

D. Mission 5

E. Goals 5

F. Agency Partners 5

Section II: Program Services 6

A. Eligibility 6

B. Admission Policies 7

C. Admission Procedures 8

D. Re-Entry Policies & Procedures 9

Section III: General Rules and Regulations 10

A. Program Agreement 10

B. Family Budgets/Fiscal Planning 10

C. Grievances/Appeals 10

D. Program Termination 10

Section IV: CSB Administered Direct Client Assistance 11

A. Eligible Expenses 11

B. Long-Term FHC Process 12

C. Agency Reimbursements ________________________________ 12

Section V: Supportive Services 14

A. Priorities 14

B. Service Levels & Coordination 14

C. Service Activities 15

Section VI: Administrative Functions 17

A. Agencies’ Roles & Responsibilities 17

B Quality Assurance_______________________________________ 19

Section VII: Attachments _________________________________20

SECTION I: PROGRAM DESCRIPTION

A. Overview

The Community Shelter Board developed the Family Housing Collaborative, a joint effort with partner agencies and the community to provide homeless families the opportunity to resolve their housing crisis through the efficient use of a pool of available community resources. The purpose of the Family Housing Collaborative is to assist families staying at the YWCA Family Center (FC) to quickly obtain permanent housing and to provide them short-term or long-term supportive services, depending on their needs, and accessing linkages to community services, until they attain housing stability.

The Family Housing Collaborative combined with the full support of the Community Shelter Board, its partner agencies, and the community, will serve homeless families who have obstacles that prevent their obtaining housing. Services provided may include financial assistance, budget counseling, landlord advocacy, and linkages to community agencies that will provide services sufficient to enable the family to obtain and maintain permanent housing. Service will be provided in a manner that enhances the family’s stability, respects the family’s uniqueness, and enables the family to establish and maintain a permanent home.

B. Philosophy

The Family Housing Collaborative is one component of the Community Shelter Board’s Housing First approach to ending homelessness.

A Housing First approach rests on two central premises:

• Re-housing should be the central goal of our work with people experiencing homelessness, and

• By providing housing assistance and follow-up case management services after a family is housed, we can significantly reduce the time people spend in homelessness. Aftercare may not always be needed, but can be normally expected in the majority of cases.

A Housing First approach consists of three components:

• Crisis intervention, emergency services, screening and needs assessment:

Families who have become homeless have immediate, crisis needs that need to be accommodated, including the provision of emergency shelter. There should be an early screening of the challenges and resources that will affect a re-housing plan.

• Permanent housing services: The provision of services to help families' access and sustain housing includes working with the client to identify affordable units, access housing subsidies, and negotiate leases. Clients may require assistance to overcome barriers, such as poor tenant history, credit history and discrimination based on ethnicity, gender, family make-up and income source. Providers need a roster of landlords willing to work with the program and engage in strategies to reduce disincentives to participate.

• Case management services: The provision of case management occurs (1) to ensure families have a source of income through employment and/or public benefits, and to identify service needs before the move into permanent housing; and (2) to work with families after the move into permanent housing to help solve problems that may arise that threaten the clients' tenancy including difficulties sustaining housing or interacting with the landlord and to connect families with community-based services to meet long term support/service needs.

Assistance provided as part of the Family Housing Collaborative is provided in an efficient and cost-effective manner and is guided by the following values:

➢ Housing is a basic human need.

➢ Shelters are not an adequate response to homelessness.

➢ Housing should be safe, decent, and affordable.

➢ Families are better off in a “home-like” environment rather than institutional setting.

➢ Meeting basic needs is essential in order to address psychosocial, emotional and/or parenting issues.

➢ Most families are able or can learn to set their own goals, manage their own homes, and take charge of their lives.

➢ Personal responsibility for self and community is encouraged and the ability to make choices is respected.

➢ Mistakes are part of the learning process.

➢ Families should have input in the selection of housing.

➢ Most homeless parents want to keep their children and, with support, are capable of adequate parenting.

➢ Families should remain together if at all possible when it is in the best interest of the child(ren).

➢ In order to support a child, it is necessary to support the child’s parent(s) or long-term caregiver(s).

➢ Chemical addiction requires recovery, but the method of recovery that is most effective varies among individuals.

➢ Individuals are more likely to maintain recovery if they have housing that promotes clean and sober living.

➢ Recovery is a life-long process.

➢ Support and recovery services should start with an individual’s/family’s strengths.

➢ Healthy families create healthy communities, and healthy communities support healthy families.

C. Vision

The Family Housing Collaborative is guided by the Community Shelter Board Governance Policies as adopted by the Board of Trustees.

Global Ends Policy: Homeless people and people in imminent threat of homelessness in Franklin County will have the opportunity to resolve their housing crisis through the collaborative development of an efficient use of a pool of available community resources, as part of a long-term strategy to end homelessness.

D. Mission

Through shared power, goals and resources, the Family Housing Collaborative works to quickly move homeless families into sustainable permanent housing.

E. Goals

The Family Housing Collaborative will provide services to families in a collaborative manner to ensure:

➢ Have their basic needs met in a non-congregate environment (individual, SRO or shared unit);

➢ Move to positive, stable housing;

➢ Have access to resources and services as needed to maintain housing; and

➢ Not re-enter the emergency shelter system.

F. Agency Partners

➢ The Community Shelter Board administers the Family Housing Collaborative (FHC), coordinating services between the other agency partners, providing Direct Client Assistance, and acting as intermediary between the agencies and funders. The Program Manager of Direct Client Assistance reviews check requests to ensure completeness, accuracy, and consistency with FHC policies and procedures and assures checks processed through CSB accounts are payable per FHC & CSB policies and procedures. The Assistant Director of Programs and Planning facilitates FHC meetings, compiles needed statistical data, provides quarterly monitoring reports, and ensures compliance with funder requirements and CSB policies and procedures.

➢ The YWCA Family Center (YWCA-FC)) is the referral agency for the short-term and long-term FHC programs. As the front-door shelter for families in the Columbus area, the Family Housing Advocates and the Director of Housing Advocacy at the YWCA-FC screens households for appropriate housing referrals, assists in obtaining background information and documents, promotes and explains the Family Housing Collaborative, refers appropriate families to the FHC, and works closely with FHC Case Managers while families remain at the YWCA-FC shelter.

➢ The Salvation Army provides case management services for the short-term FHC Program. The Director of Housing reviews and accepts families appropriate for the program, notifying those accepted and denied, and assigns new cases to Case Managers and provides case supervision. The Case Managers assist the family to find suitable permanent housing, obtain needed financial and material resources, and provide community linkages to services needed to enable maintenance of the home and stabilize the family within 2 - four months from intake.

➢ The Homeless Families Foundation provides case management services for the long-term FHC Program. The Program Director and/or FHC Case Managers reviews and accepts families appropriate for the program, notifying those accepted and denied, and assigns new cases to the program’s Case Managers and provides case supervision. The Case Managers assist the family to find suitable permanent housing, obtain needed financial and material resources, and provide community linkages to services needed to enable maintenance of the home and stabilize the family within 6-12 months of move-in.

Section II: Program services

A. Eligibility

The Family Housing Collaborative serves families[1] that are homeless. Families eligible for FHC are provided either short-term or long-term assistance based on an assessment of their needs.

Families served by the FHC will have one or more barriers to obtaining permanent housing, have other identified need for supportive services, and are earning or receiving or are capable of earning income adequate to maintain permanent housing at the conclusion of program services. Homeless families may participate in the Family Housing Collaborative if they have barriers to stability that can be addressed in a community-based setting once they are housed. Those who cannot reasonably be expected to achieve stability within the timeframe of FHC services should be referred to other, more appropriate supportive housing (transitional, permanent, or treatment)

FHC Short-Term Criteria

The short-term Family Housing Collaborative program will serve homeless families who can be expected to achieve stability within 90 days and:

• are clients of the YWCA-FC;

• desire an independent, stable home;

• are willing to partner with a Family Housing Collaborative Case Manager for the time that is required to attain and establish maintenance of their housing;

• have or have shown evidence of being capable of gaining income sufficient to maintain housing within 30 days based on past work experience or expressed or demonstrated commitment;

• are unable to obtain and maintain an apartment without assistance due to barriers primarily related to income, employment, debt, criminal history, and/or previous evictions;

• have not been exited from short-term FHC-assisted permanent housing within the past 12 months. (See Section II, Part D. Re-entry Policies & Procedures for more information.)

FHC Long-Term Criteria

The long-term Family Housing Collaborative program will serve homeless families who can be expected to achieve stability within 6-12 months and:

• are clients of the YWCA-FC.

• desire an independent, stable home;

• are willing to partner with a Family Housing Collaborative Case Manager for the time that is required to attain and establish maintenance of their housing;

• have limited or no income or benefits and insufficient community-based supports to be independent and stable;

• have willingness to obtain a sufficient income within 90 days;

• have or have shown evidence of being capable of gaining income sufficient to maintain housing within 3-6 months based on past work experience or expressed commitment;

• have or can have income or community based supports sufficient to maintain housing within 12 months;

• have a demonstrated history of housing instability;

• are unable to obtain and maintain an apartment without assistance due to significant barriers primarily related to income, employment, debt, criminal history, and/or previous evictions;

• have not been exited from long-term FHC-assisted permanent housing within the past 12 months. (See Section II, Part D. Re-entry Policies & Procedures for more information.)

B. Admissions Policies

1) Program Participation: Families must be willing to partner with a Family Housing Collaborative Case Manager for the time that is required to attain and establish maintenance of their housing. Families must actively seek housing with guidance from their FHC Case Manager, considering both family needs and capabilities. Families must actively seek employment or other legitimate means of increasing income. Families must be willing to actively participate in programs designed to educate or rehabilitate as recommended by qualified counselors.

2) REASONABLE HOUSING COSTS: Expenses for rent and utilities must be reasonably based on the family’s projected ability to sustain payment for the rent and utilities in the future, generally no more than 50 percent of the family monthly income. Families will not be assisted to move into housing that they cannot reasonably be expected to maintain/afford for the twelve months following exit from FHC.

3) past arrearages or non-payment of rent/utilities: Families who have previous eviction or financial assessments due to damages will be considered. Excessive records need to be handled on a case-by-case basis depending on the circumstances. When possible, the Family Housing Collaborative will assist families in negotiating a re-payment plan. Families must be willing to cooperate with the FHC to address these issues.

4) OPEN CHILDREN’S SERVICES CASES: Families who have “open cases” with FCCS must agree to work jointly with an FCCS Case Manager and the Family Housing Collaborative Case Manager. The FHC Case Manager will assure that all applicable FCCS financial resources are used as the first resource to meet the family’s needs.

5) Police Records: Families may have police records. However, families with arson records may not be eligible unless the family has identified a landlord willing to rent to them before acceptance into the program. All other convictions will be considered on a case-by-case basis. Families must show explanations and compliance with probation, parole, and/or treatment for any convictions.

6) FAMILY FINANCIAL CONTRIBUTIONS: Families should be prepared and expect to pay a portion of their move-in expenses, with either household resources or leveraged community resources.

7) Suspected alcohol or Drug Use: If the FHC Case Manager is concerned about current alcohol or drug use, or if any adult family member has a diagnosed substance abuse disorder, he or she must be willing to be referred to a qualified Alcohol or Other Drug (AOD) provider for an assessment and treatment if recommended.

8) mental health: If the FHC Case Manager is concerned about mental health issues, or if any adult family member has a diagnosed mental health condition, he or she must be willing to be referred to a qualified mental health provider for an assessment and treatment if recommended.

9) Utilities: Families must be able to obtain and maintain utilities in the name of the Head of Household or other contributing adult residing with the family. If money is owed to utility companies preventing service turn-on,

➢ families can make a special payment arrangement with the utility company; or

➢ payments can be made to the utility company with funds leveraged on the family’s behalf through community utility assistance programs or the Family Housing Collaborative.

C. Admission Procedures

The admissions policy, including re-entry policies and procedures, are to be posted at all collaborating agencies and distributed to families referred to the Family Housing Collaborative and given, again, to families who are enrolled into the FHC program.

After careful screening, the YWCA-FC should refer all families that are not considered suitable for:

• direct move in to permanent housing with no financial assistance or only limited financial assistance from sources such as the Transition Program,

• Transitional Housing, or

• Permanent Supportive Housing.

Family Housing Collaborative staff should only accept families referred by the YWCA-FC that meet the eligibility requirements listed above and the following admissions policies.

As part of the referral process, the YWCA-FC Director of Housing Advocacy shall fax the Salvation Army Director of Housing, or HFF Program Director, a copy of the YWCA-FC Housing Referral Summary Form (Attachment 1 or 2) as soon as possible, and no later than 4 business days, after entry to the Family Center.

In addition, a copy of the family’s credit/police report will be faxed with the FHC Referral form, and the YWCA-FC Family Housing Advocates will be prepared to provide by telephone any other information from the family’s records as requested by the Salvation Army Director of Housing or HFF Program Director. All file records, identification, income verifications, etc., will be provided to the FHC Case Manager as soon as possible.

A decision of entry (or denial) to the Short-Term FHC program will be made within 2 business days of a referral being made. A decision of entry (or denial) to the Long-Term FHC program will be made within 4 business days of the referral. Upon acceptance, the Salvation Army Director of Housing or HFF Program Director will send a letter to the family (Attachment 3 or 4), via the YWCA-FC Director of Housing Advocacy, informing them of acceptance in the program and providing them the name and phone number of their assigned Case Manager. The FHC Case Manager will contact the family and complete intake within two (2) business days of acceptance.

If a family is denied, the Salvation Army Director of Housing or HFF Program Director will send a letter to the family (Attachment 5 or 6), via the YWCA-FC Director of Housing Advocacy, informing them of the denial of their request and how they may appeal through the Salvation Army or HFF appeal procedures.

D. Re-Entry Policies & Procedures

1) Families previously housed in permanent housing by the Family Housing Collaborative may only be referred to the FHC again twelve full months after the previous exit date. Exceptions may be made to this rule on a case-by-case basis, if the situation that caused the loss of FHC-assisted housing seems to no longer exist, and after case review, the Salvation Army Director of Housing or HFF Program Director decides that the family exhibits the likelihood of successful FHC placement and are better candidates for FHC placement than other program options. Active FHC families that subsequently lose their housing may be able to re-enter the FHC program but they must first be unsuccessfully exited from the program before reinstatement is possible.

2) Families must be willing to realistically assess why the former housing was lost and engage in activities that will help ensure the same difficulty will not be encountered if new housing is obtained through FHC assistance.

Section III: General Rules and Regulations

The YWCA Family Center (FC), Salvation Army, and HFF are responsible for posting, reading, or otherwise making known, the Program Agreement of FHC participants (Attachment 7) that includes an appeals policy and a grievance policy for addressing alleged violations of clients’ rights. Reasonable efforts must be made to ensure that all residents, regardless of language abilities, understand their rights and responsibilities.

A. Program Agreement

There are written and posted guidelines of unacceptable behaviors, and the consequences of rules violations are clearly stated and consistently enforced. Families will be asked to sign an agreement form during their intake meeting with their Salvation Army or HFF Case Manager.

B. Family Budgets / Fiscal Planning

The FHC Case Manager will work with each family to determine their target budget for sustainable living (including desired earnings) and, realistically, how they can increase family income by the planned exit date. In addition, the FHC Case Manager should work with families to develop a household budget for ongoing use.

C. Grievances/Appeals

A family with an appeal or grievance regarding the Family Housing Collaborative should determine which member of the collaborative is responsible.

1) A grievance regarding services received through the YWCA-FC Director Housing Advocacy should be addressed through the YWCA’s grievance process.

2) A grievance regarding services received through an FHC Case Manager should be addressed through the Salvation Army or HFF grievance and appeal process. Families must follow the outlined grievance policy submitted to them upon intake or denial of program submission.

3) An appeal regarding a decision of the FHC management staff should be brought to the attention of the Community Shelter Board via the normal CSB customer concern policies and procedures.

The agencies will collect, evaluate, and analyze all grievances so that trends and patterns can be noted and corrections can be made to the FHC program.

D. Program Termination

If the enrolled family refuses to comply with the signed client contract, the family may be terminated from the program.

If the FHC Case Manager and the Program Supervisor determine that a family is non-compliant with the client contract, the following action will be taken:

If the family is still residing at the YWCA-FC, the family will be disenrolled from the FHC, provided a copy of the Letter of Termination (Attachment 8 or 9), within 2 business days be returned to the YWCA-FC DHA and referred to another appropriate next-step housing option.

If the family has already moved into permanent housing, the family will be disenrolled from the FHC, provided a copy of the Letter of Termination, and be ineligible for further financial services through the FHC.

All exits will require completion of the Letter of Termination.

1) Successful Exits: Families successfully exit the program when they have attained permanent housing and the needed community-based supportive services are in place to help the family maintain their housing.

Note: Families may also be exited from services for cause but still retain a successful housing exit if the family has attained housing and will continue to live in the unit the FHC assisted in securing upon exit.

2) Unsuccessful exits: Families may be unsuccessfully exited from the program if they are not able to resolve their housing crisis within the expected timeframe or if the family loses their housing prior to FHC service termination. Individual Case Managers or other provider staff cannot unilaterally close a case as an unsuccessful exit.

Note: If a family being referred by the YWCA-FC does not appear to be capable of obtaining permanent housing within 30 days, the Case Manager should consider that the household be exited as an unsuccessful exit. Documentation of exit should be sent to YWCA DHA within 2 business days.

Section IV: csb administered direct client assistance (DCA

Collaborative members should request only what it takes to get a family into permanent housing or to maintain a family in permanent housing during the period their case is open. At no time should the client receive promises or indications of a set amount of financial assistance. All assistance depends upon urgency of the need and availability of funds. CSB may find it necessary to change allocations throughout the fiscal year as needs and funding dictate. Families should contribute to their housing expenses when possible.

A. eligible expenses

Eligible expenses include items that directly relate to a family’s immediate need for permanent housing, and that are not reasonably available from other sources. CSB pays all expenses directly to the vendor.

➢ Allowable expenses include: Rent, utilities (gas, electric, and water), moving expenses, application fees, security deposits, ID fees, background check fees, transportation (bus tickets, gasoline, etc.) for job and/or house search, back utility bills, MAP services, and for long-term families: work related equipment or uniforms, and necessary appliances (i.e., stove, refrigerator) that are not available at MAP.

➢ Non-Allowable expenses include: clothes, credit card debt, telephone bills, long distance bills, out of town travel expenses, washer and dryer.

➢ Food may only be purchased to supplement special dietary needs not met by food pantries and/or the family.

➢ The Family Housing Collaborative can offer to pay a landlord double the normal damage deposit if the family has unsuccessfully sought housing elsewhere, the main barrier to acceptance is a history of damages, and it would facilitate the family’s move into housing. Clients should be aware that the deposit monies should be returned to them at the termination of their lease if the property is left in as good a condition (minus normal wear) as when it was rented to them. They should also be informed that if the landlord keeps their security deposit at least six months, legally, the landlord must repay them 5% interest on any portion of the deposit that is more than the cost of one month’s rent. Offering to pay double the damage deposit should be used very sparingly and only when essential.

➢ FHC funds may be strategically used to re-pay previous landlords to clear eviction records, but this option should also be exercised only when essential.

➢ FHC may pay security deposits if the family is unable to do so.

The above list is not comprehensive. Questions about allowable expenses should be brought to the attention of the SA Director of Housing or HFF Program Director prior to submitting the request. The SA Director of Housing or the HFF Program Director may consult with the CSB Program Manager for DCA (PMDCA) as needed. The PMDCA is not responsible for determining what assistance is needed for a family but may reject applications that are deemed to be inconsistent with FHC Program policies and procedures. The PMDCA is responsible for making all final determinations on eligible costs and is responsible for compliance with applicable funding regulations. CSB may refuse to issue funds to any vendor that has abused clients’ rights or proven repeatedly uncooperative in the past or where CSB lacks proper documentation.

FHC Case Managers are responsible for tracking financial assistance, including leveraged resources, on the Assistance Tracking Form (See Attachment 10). This form must be completed and maintained in the agency’s client record.

b. long-term fhc process

Additionally, long-term FHC families will have access to a temporary rent subsidy through CSB direct client assistance funds as well as assistance with move-in expenses such as security deposit, first month’s rent, and utility deposits/bills. For up to six to twelve months of active participation, families in the long-term program will pay 30% or more of their income towards their rent and CSB will pay the remaining rent. If families pay their portion of the rent on time and are compliant with their lease agreement for the initial five months after move-in, CSB will pay full rent in the six month as an incentive. There will also be a small pot of miscellaneous funds budgeted per family for unexpected costs or costs outside normal housing expenses.

The process for ongoing rental subsidy assistance for long-term FHC families is as follows:

➢ Initial move-in expenses such a security deposit, 1st month’s rent and utility deposits/bills will be requested through the 1st time, full check request process.

➢ Requests for eligible miscellaneous expenses will be accepted any week via fax of a check request and back-up documentation of the expense to CSB’s PMDCA.

➢ HFF and the family will enter into a program agreement that details the services and assistance provided. Landlords will also be party to the agreement. The agreement will be a month-to-month agreement that automatically renews unless there is conversation otherwise by the parties of the agreement.

➢ Subsequent month’s rent will be requested by the HFF Case Manager by faxing a new check request for rent assistance to CSB’s PMDCA to be processed the second to last week of the month.

➢ The rent amount will be determined in advance by the HFF Case Manager and the family. Families should expect to pay at least 30% of their income towards rent based on a HUD approved rent calculation.

➢ Depending on the family’s income situation, their portion of the rent may increase or decrease. Families who gain income while in the program will continue to pay 30% of their income towards rent or a higher rate of contribution may be determined by the HFF Case Manger and family. Families that have zero income would not be responsible for a rent amount but need to make arrangements for monthly utilities. Assistance with utility bills can be requested through the miscellaneous expenses process.

➢ HFF will obtain new income verification for the family either annually or when changes in income or benefits occur, and a copy will be provided to CSB’s PMDCA the month following the change. The family’s rent portion will be recalculated accordingly and will be reflected in the following month’s rent request.

➢ If families are deemed eligible for the 6th month incentive payment by the HFF Case Manager, a request for full rent should be submitted via the subsequent month rent process.

C. Agency Reimbursements

Payments by the Salvation Army or HFF to vendors with subsequent reimbursement by CSB should be extremely rare and can only be reimbursed by submitting an Agency Invoice for Reimbursement and verified invoices signed by the head of household. Prior approval should be obtained from the Salvation Army Director of Housing or HFF Program Director and CSB PMDCA before spending funds with the expectation of reimbursement. Reimbursement requests require all the forms and documentation needed for a typical financial request, including a copy of the Salvation Army or HFF check, and must be submitted for payment no longer than 3 weeks (21 days) from the date of the Salvation Army or HFF check.

SECTION V: Supportive Services

A. Priorities

Finding appropriate housing is the priority for FHC Case Managers. Follow-up care, including linkages to community-based supportive services, to help the family maintain housing is the primary focus after housing is obtained. The FHC Case Manager’s goal is to monitor the families’ progress and to link families to primary support systems and services, not to act as a primary support system.

B. Service Levels & Coordination

Pre-placement Services:

FHC Case Managers are the primary Case Manager & advocate for all issues pertaining to permanent housing. Employment searches for the family will occur under the direction of the YWCA Employment Resource Specialist. The YWCA-FC will address all hospitality issues (sleeping arrangements, food, etc.). While residing at YWCA-FC, the family is entitled to the same rights and privileges as any other YWCA-FC resident, including use of equipment such as fax or telephone, bus tickets, child care, food, etc.

Goal setting/plans will be determined jointly by the FHC Case Manager and YWCA Housing Advocate in partnership with the family. YWCA-FC Director of Housing Advocates/ Family Housing Advocates will keep the FHC case manager informed at all times of any in-house logistics or difficulties or the emergence of new issues of which the FHC case manager would otherwise be unaware, especially those that may impact housing efforts. The FHC case manager will communicate frequently with YWCA-FC representatives, informing of goal progress or difficulties that arise. This will be done at the weekly Family System Case Review meeting or sooner if situations warrant.

Clients will be assisted to determine proper housing needs and provided with lists of appropriate housing options, with the FHC case manager acting as advocate when needed. Assistance to obtain needed documentation, appointments with other community agencies, and financial assistance will be provided. Families must keep the FHC case manager informed of their goal progress and, if leaving the shelter, provide contact information.

Post-Placement Services:

FHC Case Managers will provide intensive services to families participating in the Family Housing Collaborative from the time the family is enrolled in the FHC until it can successfully maintain housing. For the short-term program, this will be on average 100 days after intake into the program. For the long-term program, this will normally not require more than six to twelve months after placement in housing.

“Intensive services” indicates the family & FHC Case Manager will be in contact at least weekly or more often typically through a home-based visit by the FHC Case Manager. At a minimum, FHC Case Managers will monitor rent & utility payments including contact with the family’s landlord, lease compliance, employment search or attendance, school enrollment for children, attendance at scheduled appointments with other community agencies, and offer advocacy and assistance as needed.

C. Service Activities

FHC Case Managers should ensure that the following activities occur:

➢ Appropriate Housing

Housing should be mutually agreed upon by both the FHC Case Manager and the family’s Head of Household. At a minimum, housing should be clean, decent, well-maintained, affordable, and in a neighborhood that meets the needs of the family. Upon examination of the housing, the Head of Household must complete and sign the Housing Checklist (Attachment 11 or 12). Completed Housing Checklists should be maintained in the Salvation Army or HFF client record files.

Locating adequate housing is a mutual responsibility of the family and the FHC Case Manager. The FHC Case Manager should use all resources possible to find housing, and may contact landlords directly if advocacy is needed. If needed, transportation should be provided to help families visit the units, complete the Housing Checklist, and make application for housing. Financial assistance with application fees is available. Housing should be safe, decent and affordable, as well as located in neighborhoods that meet family needs. The FHC Case Manager should keep abreast of current rental markets, landlords to avoid, and appropriately refer families to partnering landlords. Referrals will not be made to landlords that have repeatedly proven uncooperative with CSB or the partner agency, have refused to reimburse due funds, do not adequately maintain properties, or have otherwise abused tenants’ rights.

Participants should examine housing and ensure for themselves that it is in good repair, that all facilities are in good working order, and that it is located in suitable neighborhoods. To ensure a minimum inspection has been done and families are willing to accept housing, a Housing Checklist must be completed for each unit accepted and/or denied. Case Managers should caution participants not to accept housing that does not meet minimum standards even if the landlord verbally promises to fix these problems.

FHC Case Managers must leverage other resources on behalf of homeless families whenever possible and reasonable. Sources shall include, but are not limited to: FEMA, TANF, other public subsidies, PRC, food pantry, material assistance and other donated goods or services. FHC resources may be used in lieu of leveraged resources for housing expenses (rent, deposit, utilities) when leveraged resources are not available or will significantly delay housing placement.

➢ Access to Public Education

The FHC Case Manager shall ensure that the children and youth served by the program have access to public education, and their rights are protected in accordance with Federal and state requirements. Additional coordination with the YWCA-FC Child Advocate and/or Columbus City Schools Project Connect staff can be made available.

➢ Employment Linkages

The YWCA Employment Resource Specialist shall establish referral relationships with employers and employment programs for each family member who is seeking employment and work in conjunction with the FHC Case Manager. Further, in instances where additional job skills are obviously necessary to elevate the family’s income to a viable level, the Case Manager shall link the family member(s) to local job training programs such as The Salvation Army’s Career Enhancement Center , COWIC, Goodwill, VOA, etc., making efforts to ensure the family member is motivated and engaged.

➢ Mental Health/Substance Abuse Counseling

The FHC Case Manager shall refer any family member that has a diagnosis of, or expresses interest in or concern about, mental health or addiction to a reputable community mental health or substance abuse agency for evaluation and/or further treatment. FHC Case Manager shall also refer any family member that exhibits obvious mental health or substance abuse symptoms that are hindering the family from successfully maintaining a home.

➢ Credit Counseling/Financial Planning

The FHC Case Manager shall assess a family’s needs at initial intake and ongoing, and if assistance is needed beyond the budget counseling performed by the FHC Case Manager, establish referral relationships with consumer credit counseling and/or other financial planning organizations. Initial assessment is required to determined financial support needed from FHC and is required as part of the DCA request and documentation process.

➢ Legal Assistance and Linkages

The FHC Case Manager shall also assess a family’s legal needs, advocate for resolutions of legal problems and make appropriate referrals to Columbus Legal Aid Society, Columbus Bar Association, Lawyers for Justice, the Public Defender etc. Families owed back child support shall be linked to child support collection assistance.

➢ Enrollment in Community Benefits

The FHC Case Manager, in partnership with the YWCA Employment Resource Specialist, shall assist the family in applying for all community benefits including but not limited to: TANF, Project Welcome Home, food stamps, public child care subsidy, PRC, OWF, Champion of Children fund, Medicaid, Social Security benefits, etc. If not already in process, and if client is or becomes eligible, the Short Term FHC Case Manager shall refer the head of household back to the YWCA-FC Housing Resource Specialist for assistance in applying for public assisted housing and/or Section 8 housing vouchers if applications are being accepted.

SEction VI: Administrative FUnctions

A. Agencies’ Roles & Responsibilities

Each member of the FHC team shall operate in accordance with the policies and procedures outlined in this manual, and the contract with CSB. They shall strive to achieve the Program Outcomes Plan for the FHC. The primary role is to provide direct services to families to enable them to obtain appropriate housing in a timely manner and sustain housing.

1) Salvation Army:

Responsibilities include:

❖ Processing referrals to the FHC program and making enrollment determinations normally within 2 business days of referral

❖ Enrolling at least 95% of all eligible referrals

❖ Meeting with enrolled families within at least 2 to 3 business days of acceptance

❖ Providing on-going case management services on a weekly basis while family is residing at the YWCA –FC

❖ Housing families within an average of 15 business days after the family completes an intake with the Salvation Army’s case manager

❖ Collecting necessary verifications required by program funders and maintaining them in client’s record

❖ Completing check requests for program funds, providing all required documentation, and forwarding to the PMDCA for processing

❖ Obtaining checks from the PMDCA and disbursing to vendors when mailing checks would cause family to lose housing or create a significant delay in moving in

❖ Attending scheduled Family System Case reviews and Family System Operations Workgroup (FSOW) meetings

❖ Abiding by Memorandums of Understanding with housing partners

❖ Monitoring adherence to established time frames for housing placement, goal achievements, etc.,

❖ Collecting and entering data into CSP per CSP standards.

❖ Ensuring client satisfaction through personal contact and exit surveys

❖ Designing and analyzing client satisfaction surveys and grievances from the families served by the FHC.

2) Homeless Families Foundation:

Responsibilities Include:

❖ Processing referrals to the FHC program and making enrollment determinations normally within 4 business days of referral

❖ Enrolling at least 95% of all eligible referrals

❖ Making reasonable effort to meet with enrolled families within at least 2 business days of acceptance

❖ Housing families within an average of 20 business days after the family completes an intake with the HFF’s case manager

❖ Providing on-going case management services on a weekly basis while family is residing at the YWCA –FC

❖ Collecting necessary verifications required by program funders and maintaining them in client’s record

❖ Completing check requests for program funds, providing all required documentation, and forwarding to the PMDCA for processing

❖ Obtaining checks from the PMDCA and disbursing to vendors when mailing checks would cause family to lose housing or create a significant delay in moving in

❖ Attending scheduled Family System Case Review and Family Systems Operations Workgroup (FSOW) meetings

❖ Abiding by Memorandums of Understanding with housing partners

❖ Monitoring adherence to established time frames for housing placement, goal achievements, etc.

❖ Collecting and entering data into CSP per CSP standards

❖ Ensuring client satisfaction through personal contact and exit surveys

❖ Designing and analyzing client satisfaction surveys and grievances for the families served by the FHC.

3) YWCA Family Center:

Responsibilities Include:

❖ Disseminate information on FHC program to all possible eligible families

❖ Screen for eligibility, and obtain FABCO reports on eligible families

❖ Refer all families eligible for, and interested in, the Family Housing Collaborative within 4 business days of entry to Family Center

❖ Submit referral by fax to the Salvation Army Director of Housing or HFF Program Director or HFF or Case Managers including the YWCA Housing Summary Referral Form, Family Goal Plan and FABCO report

❖ Provide other client records to the FHC Case Manager at the weekly Family System Case Review, including identification documents, verification of income, a signed Declaration of Zero Income and/or Homelessness, Client Consent for Data Collection/Release of Information, and other case notes as applicable

❖ Monitor adherence to referral timeframes

❖ Abide by Memorandums of Understanding with housing partners

❖ YWCA-FC Director of Housing Advocacy is responsible for completing CMHA subsidized housing referrals, will assist in facilitation of document gathering and delivery between the FHC staff and subsidized housing staff.

4) Community Shelter Board:

Responsibilities Include:

❖ Establishing annual contracts and Program Outcomes Plan with the Salvation Army, HFF and YWCA Family Center;

❖ Producing a full evaluation of the program on an annual basis as part of CSB’s annual program evaluation process;

❖ Approving all changes to the FHC Policies and Procedures;

❖ Approve FHC brochure for clients.

❖ Program Manager for Direct Client Assistance is responsible for:

➢ Abiding by Memorandums of Understanding with housing partners

➢ Processing requests fro Direct Client Assistance within Policies and Procedures, funders’ guidelines, and budgetary constraints. Advise all concerned parties regarding funding status or changes that impact FHC clients.

➢ Processing applications for financial assistance that have appropriate documentation and are complete per CSB standards. The appropriateness of amounts or items requested is the responsibility of the Salvation Army Director of Housing or HFF Program Director to make.

➢ Ensuring that financial assistance data are collected and entered into CSB’s CSP database.

➢ Maintaining documentations in client files as required by program funders

➢ Producing and distributing monitoring reports

❖ The Program Manager of Direct Client Assistance is not responsible for direct provision of supportive services or supervision of Case Managers.

❖ The Assistant Director of Programs and Planning is responsible for facilitating the monthly Family System Operations Workgroup meeting

B. Quality Assurance

Implementation of policies and procedures are evaluated annually by the leadership of the Family Housing Collaborative who duly consider recommendations for improvements. The Community Shelter Board will evaluate the effectiveness of the program through:

➢ Quarterly indicator reports;

➢ Program audits as needed, and

➢ An annual evaluation of the program as part of CSB’s Annual Program Evaluation.

The FHC will also at least annually review progress with CSB’s Citizen Advisory Council.

Exit Interviews/Procedures

o Director of Housing closes CSP entries

o FHC Case Managers will conduct exit interviews for each household exited, utilizing an exit survey. The exit survey must include client verification that any religious activities have been optional. Clients are provided with stamped return envelopes to the Salvation Army Director of Housing or HFF Program Director.

Client Participation

o Decision-making processes: The FHC Case Managers shall ensure that clients are involved in decision-making processes, including planning for services and program quality improvement. This is accomplished by ensuring clients choose their own housing, using the Housing Checklist, computing successful exits, and by reviewing grievances and exit surveys.

o Evaluation: Clients participate in service evaluation via exit interviews and client satisfaction surveys. Surveys shall be collected, analyzed, and submitted in summary form quarterly to the Family System Operations Workgroup to evaluate & be considered for future plans of the Family Housing Collaborative Program.

Section VII: ATTACHMENTS

Attachment 1 Salvation Army FHC Referral Form (YWCA-FC Housing Referral Summary Form)

Attachment 2 Homeless Families Foundation FHC Referral Form (YWCA-FC Housing Referral Summary Form)

Attachment 3………..Salvation Army FHC Letter of Acceptance

Attachment 4………..Homeless Families Foundation FHC Letter of Acceptance

Attachment 5 Salvation Army FHC Letter of Denial

Attachment 6 Homeless Families Foundation FHC Letter of Denial

Attachment 7 Salvation Army FHC Letter of Termination

Attachment 8 Homeless Families Foundation FHC Letter of Termination

Attachment 9 FHC Program Agreement

Attachment 10 Assistance Tracking Form

Attachment 11…….... Salvation Army FHC Housing Checklist

Attachment 12 Homeless Families Foundation FHC Housing Checklist

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[1] A family consists of one or more minor children (17 or under), in the legal custody of one or more adults (not to exceed two) who, prior to losing housing, were living together and working cooperatively to care for the children. This includes 2-parent and 1-parent families, including those with same-sex partners, families containing intergenerational and/or extended family members, unmarried couples with children, families that contain adults who are not the biological parents of the children, and other non-traditional family configurations.

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