Planning for Implementation September 28, 2011

How Webinar Technology Works Only Cathy and the presenters can be heard; all others are in listen-only mode. Cathy will send each participant a two-digit code to enter into your conference call. This will give us a chance to activate your audio for questions. The control panel on your screen gives you a place to click to raise your hand. That will signal Cathy that you have a question. If we dont get to you during the session, we will follow up with you afterward.

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

Todays 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 items per year. In review of Delaware Countys 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 Subsidy Housing supports are available to meet housing needs through community and specialized options. Community options include rent subsidies, home ownership, Metropolitan Housing assistance, Habitat for Humanity and private resources. To receive rent subsidy or mortgage assistance through DCDD the individual 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 persons share of rent. When the person is living with other adults, subsidy is applied to the eligible persons 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 funded by DCDD and operated by Delaware Creative Housing. All of the following is criteria for eligibility for specialized housing: Current Delaware County resident At least 18 years old or under the custody of Delaware County Childrens 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 subsidies and an aggressive effort to develop needed housing, Delaware County does not have a wait list for specialized housing. However, since Delaware County is the fastest growing county in Ohio, we must continue to develop specialized housing to meet projected near term needs.

Repair Priorities ODDD, Capital Housing now allows more latitude in how a housing corporation and county board can choose to utilize its allocation. In this upcoming biennium the corporation and county board have agreed to apply for one additional home and the balance to renovation. Items such as flooring, driveways, HVAC, roofing, window replacements are examples of the uses of this funding source. This may change over the coarse of the next two years however we are then able to change our plan as needed.

Repair Priorities, cont. Existing Capital Assistance Properties and properties that have been developed with local funds are in need of repair and updates. In addition, some properties have and operation costs related to utilities that is three times the cost of other properties. DCH has begun a project to assess those homes with higher than average energy cost and make improvement to reduce these costs. Attached are worksheets for renovations and project costs for energy improvements. These worksheets show we have budgeted $44,500 of the current Capital Assistance funding that we plan to allocate to these renovations and improvements.

Development Priorities The greatest difficulty Delaware County faces in matching roommates in residential settings is not matching interests and service needs but rather matching residents choice of providers. Many individuals have had long relationship with providers and are not willing to switch providers in order to make roommate matches. Given this problem and vacancy rates in three and four person homes, our housing development plan calls for development of two person condo units or single unit apartments, especially where these can be located in areas where overnight staff can be available on-site and monitor through various electronic 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 organizations planning process includes consideration of the changing environment and its implications for the organizations operations. 44. The planning process includes consideration of the organizations 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 organizations. 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 StepChampionAssistantTimeline Work with ORSIs attorney to add the restrictive language needed in OCBDD contract StephanieBoardMay 2011 Review OCBDD Houses & Determine Capital Plan Nicole and Eddy Chelle and Stephanie August 2011 Review OCBDD Housings budget determine needed reserves ChelleNicole 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 NicoleOctober 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 Director * Cathy Allen, Technical Assistance Consultant Staff Contacts

Questions and Answers