© 2018 Madelyne Pfeiffer All Rights Reserved.€¦ · Study available community services and their...

How to work as a cohesive team.

www.mjhousingandservices.com

© 2018 Madelyne Pfeiffer – All Rights Reserved.

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COPYRIGHT DISCLOSURE

The material used in this presentation is communicated to you by, or on behalf of the MJ HOUSING & SERVICES in accordance with Copyright Laws. Any further reproduction or communication of this material is prohibited without consent from the source and may be subject of copyright protection under the Law.

DO NOT REMOVE THIS NOTICE


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1985➢ Demonstration program made possible with a grant from the Robert Wood Johnson

Foundation

1990➢ Some U.S. Department of Housing and Urban Development (HUD) offices being allowing

service coordination to be paid through a property’s operating budget

➢ Congress authorizes limited authority for service coordinators in Section 202 projects through the Cranston-Gonzalez National Affordable Housing Act

➢ HUD begins to promote service coordination across Assisted Housing Inventory

1991➢ HUD issues limited authority for service coordinators in Section 202 and Section 236

projects

➢ HUD gains statutory authority to provide service coordinators in Section 202 projects

1992➢ Congress broadens service coordinator authorization to all multifamily assisted and

public housing projects through the Housing and Community Development Act of 1992 1995

➢ First public housing service coordinator grants are funded and awarded

1993➢ Congress appropriates funds, allowing HUD to extend subsidy awards to Section 8,

221(d)(3) below-market interest rate (BMIR) and 236 projects



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1995➢ HUD awards service coordinator grants for public housing

1996➢ First National Service Coordinator Conference held, co-sponsored by Association of Ohio

Philanthropic Homes for the Aging and National Church Residences

1997➢ HUD issues Management Agent Handbook guidance on service coordinator program in

multifamily housing.

2000➢ Approximately 1,500 HUD service coordinator grants in public and subsidized housing,

with an additional 2,500 service coordinators, funded in HUD developments though operating budgets or third parties

2014➢ HUD introduces Proposed Rule on Supportive Housing and Services for the Elderly and

Persons with Disabilities and accepts public comments through Federal Register

2016➢ HUD releases Notice of Funding Availability for Supportive Services Demonstration for

Elderly Households in HUD-Assisted Multifamily Housing



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POLICY RECOMMENDATIONS FOR A SUCCESSFUL PROGRAMAmerican Association of Service Coordinators

Janice Monks, LSW, RHP, President

SC must recognize that the successful fulfillment of his/her position necessitates maintaining a delicate balance between the needs of residents and the expectations as an employee of the management company.



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Review the job descriptions of everyone on the management team. Identify how resident support has been implemented, whether formally or informally, and address the overlaps in job descriptions to everyone’s satisfaction.



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➢ A Bachelor of Social Work or degree in Psychology or Counseling is preferable.Supervisory experience may be necessary in some situations.

➢ Two to three years experience in social service delivery with an elderly and/or familypopulations.

➢ Demonstrated working knowledge of supportive services and other resources in the areaserved by the project.

➢ Demonstrated ability to advocate, organize, problem-solve and provide results for theresidents they serve.

➢ Objective of the position:

The Service Coordinator (SC) must work from an empowerment model. The goal of theprogram is self-actualization of residents. Residents should do as much as they arecapable of doing themselves. The SC works in conjunction with the property manager.The SC and manager maintain a mutually respectful, collaborative relationship.



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Functions:

➢ Provides general service management which includes intake, education (services available and applicationprocedures) and referral of residents to service providers in the general community. These social services mayinclude meals-on-wheels, transportation, home health aides, homemakers, financial assistance, counseling,preventative health screening, and other needed services.

➢ Develops a Resource Directory. This directory may include a listing of state and/or local service providers thatresidents can contact for assistance (e.g. services to families, children, individuals who are elderly, persons withdisabilities, emergency assistance). In many cases, State and local governments can also provide a listing of thenon-profit agencies with which they contract for services.

➢ Sponsors educational events which may include subject relating to health care, agency support, life skills,referral sources, etc.

➢ Facilitates the formation of Resident Associations within the property if the resident’s are interested. Theformation of these groups assists the residents in planning social events, organizing activities and discussingdaily life issues.

➢ Monitors the ongoing provision of services from community agencies and keeps the case management andprovider agency current with the progress of the individual. Manages the provision of supportive services whereappropriate.

➢ Serves as a liaison to community agencies, networks with community providers and seeks out new servicesavailable to the residents.

➢ Assists the residents in building informal support networks with other residents, family and friends.



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INVESTIGATOR

➢ Service Coordinators conduct research on a daily basis byperforming the following tasks:

➢ Analyze the types, frequency, and other characteristics of services thatresidents use, need, and want.

➢ Study available community services and their eligibility requirements.

➢ Research residents’ participation in, and satisfaction with, educational andsocial programs, residents’ interest in new programs, and barriers togreater participation.

➢ Assess residents’ and community’s resources and capacities.

➢ Observe residents for needs.



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EDUCATOR ➢ Service Coordinators inform residents about service availability, how to apply for services

and benefits, consumer rights, and other relevant issues. They also inform other staffabout the coordinator’s role and about issues related to aging in place. This can helpother staff do their jobs, know how and when to use the coordinator, and promoteacceptance of the coordinator. (Effective coordinators also learn from residents and otherstaff.) Additionally, coordinators handle the following responsibilities:

➢ Organize programs on topics of interest to residents.

➢ Distribute consumer materials often available free from organizations such as State andarea agencies on aging, the American Association of Retired Persons, the NationalCouncil on the Aging, senior centers, Councils on Aging, legal services offices, or theservices or programs themselves (such as Medicare and Medicaid).

➢ Organize meetings to “teach” residents about housing development rules, regulations,and operations.

➢ Help managers and residents recognize and solve safety or accessibility problems.

➢ Connect residents with educational and recreational programs through the city or town,senior centers, Elderhostel, and other sources.

➢ Work with libraries.

➢ Arrange or conduct resident leadership training sessions in areas such as how to run ameeting or how to write bylaws.



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COMMUNITY BUILDER ➢ Effective Service Coordinators tend to recognize the impact of the social

environment on, and the importance of a sense of community to individuals’health and well being. Service Coordinators perform the following tasks:➢ Assist residents in forming or strengthening resident organizations.➢ Help resident groups with activities and community issues.➢ Help residents build informal support networks with other residents, family, and friends.

➢ ADVOCATE/LIAISON➢ If a resident approaches the Service Coordinator and requests it, coordinators may

act as liaisons with management or community agencies and often advocate onresidents’ behalf in groups, one to one, formally, or informally. They may do thefollowing:➢ Advocate for additional and/or more appropriate supportive services.➢ Plead residents’ causes with management and seek solutions together with

management.➢ Whenever possible, Service Coordinators should work with the social services

director and manager to resolve issues together (without releasing confidentialinformation).



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Service Coordinators:

➢ Establish links to community agencies and service providers.

➢ Develop resource directories.

➢ Provide basic case management and referral services.

➢ Monitor the ongoing provision of services from outside agencies.

ADDITIONAL TASKS

➢ Fulfill the educational requirement as outlined by HUD.

➢ Inform residents about and help them obtain benefits for which they are eligible.

➢ Help residents interpret mail; may fill out forms that they can not fill out themselves;arrange utility, phone, medical, and other payment schedules; address errors ormisunderstandings related to Social Security earnings, insurance billing, or death orsurvivors’ benefits; make funeral arrangements for a loved one; connect with hospiceand bereavement counseling or supportive services; and solve other “bureaucratic”problems.

➢ Implement onsite or mobile health services and screening.

➢ Set up telephone reassurance, crime watch, and “buddy” programs.

➢ Arrange for senior companions or volunteers or obtain employment.



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ADDITIONAL TASKS (Continued)

➢ Help residents obtain equipment and devices such as walkers, wheelchairs, TalkingBooks, large-print telephones and other visual aids, grab bars, hearing aids, devices thatcompensate for impaired hearing, lever door handles, self-cleaning ovens, service orhelper pets, and emergency response systems.

➢ Distribute emergency forms and help residents fill out the forms with their vital statisticsinformation (to be kept with resident).

➢ Promote resident participation in local senior centers.

➢ Get residents involved in HUD’s Neighborhood Network Program, SeniorNet, or othercomputer-oriented programs aimed at reducing isolation and increasing independence.

➢ Help residents work with health care providers to establish medication setup andreminder services.

➢ Organize other reminder systems.

➢ Negotiate quantity discounts.

➢ Locate lower cost providers.

➢ Find services that can be delivered to residents or that offer transportation.

➢ NOTE: HUD has a general policy that restricts direct provisionof services by coordinators and are not to act as the propertyrecreation/activities director/coordinator.



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It is strongly recommended that the SC be supervised by a qualified third party with a background in social work practice, with management supervision limited to employer/employee policies.



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➢ It is strongly encouraged that the SC operate on an appointment basis – except in cases of emergency➢ A sign up sheet on the service coordinator door can allow residents to

make appointments with the SC even when the SC is not in the office

➢ Having a name plaque with title and office hours posted on the door can help residents locate the SC and know when the SC is available➢ Optional to have a sign that states if the SC is available or not

➢ The SC must have sufficient, separate and private office space available to meet with residents without adversely affecting normal activities.



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THE POSITION: Property Managers are given quite a bit of management and marketing responsibilities including:

Developing and implementing the annual property budget

Preparing annual business plan; setting short-term and long-term goals to reach the aims of the business plan

Performing financial tasks such as rent collections, invoice payment, and analysis of operating statements

Overseeing the complete marketing program

Hiring, training, supervising, and motivating the property staff

Gathering and analyzing information on competition, corporations, and the economy

Providing excellent customer service to residents

(Windsor Property Management CO.)



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WORK ENVIRONMENT/LEADERSHIP DEVELOPMENT

➢ Ensures the day to day management of site-level staff in accordance with expectations of ownership and/or Operational Excellence.

➢ Ensures that positive, collaborative internal and external relationships are fostered and maintained and that requests are responded to in a timely manner.

➢ Ensures that site-level staff receive/participate in necessary educational requirements.

➢ Ensures understanding and effective use of property management, accounting, and personnel-related software, instructing staff on proper usage, as necessary.

➢ Ensures the effective communication and understanding of the organization’s stated recognition and bonus programs with site-level staff.Monitors and enforces guidelines as outlined in the Injury and Illness Prevention Plan.

CUSTOMER SERVICE

➢ Ensures that resident concerns are appropriately addressed in a timely manner.

➢ Ensures the delivery of great customer service to residents.

➢ Ensures an effective partnership with Resident Services and/or third party service agencies to meet the ownership’s service objectives at each location, where applicable. Where there is a direct reporting relationship of Resident Services staff to the Property Manager, provides effective supervision of employees and applicable programs.

➢ In conjunction with Resident Services, effectively conducts regularly-scheduled resident meetings.

➢ Follows and enforces all fair housing and local landlord and tenant laws and regulations.

➢ Participates in appropriate community and neighborhood meetings.

➢ May perform other duties in the categories above as assigned.



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The Property Manager ensures that the operations of the property(ies) in assigned area of oversight are in compliance with the standards and expectations of Operational Excellence. Completes all reasonable work-related directives given by supervisor and above. Responsible for ensuring the completion of all property management site-level activities with site-level staff and other departments to ensure that the essential Functions are met on a regular and consistent basis.

JOB FUNCTIONS/RESPONSIBILITIES

➢ The objectives and primary examples from the Operational Excellence system of MHM are outlined as follows:

➢ FINANCIAL RESULTS

➢ Ensures that rent collection procedures are followed and benchmarks are achieved.

➢ Ensures that occupancy levels are at budgeted levels and higher, where possible.

➢ Ensures that the rents allowed under the regulatory programs are being achieved, where possible.

➢ Ensures that property budgets are followed and achieved, where possible.

➢ Ensures that property expenses are regularly reviewed and effectively managed to adhere to budgeted guidelines.

➢ Ensures that the Controllable Net Operating Income is achieved and exceeded, where possible.

PROPERTY STANDARDS

➢ Ensures that all regulatory compliance requirements, including file compliance, recertifications, interim recertifications,and appropriate documentation, are followed, monitored, and completed.

➢ Ensures that physical guidelines are achieved at each property, in accordance with expectations of ownership and/orOperational Excellence.

➢ Ensures the adherence to the preventative maintenance schedule established for assigned property(ies).

➢ Implements and maintains environmentally-responsible guidelines as outlined by ownership.



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Education:

High school diploma or equivalent required. Professional certification in property or affordable housing management preferred.

Experience:

Minimum two years experience as a property manager. Minimum of two years of administrative,accounting, customer service, and/or supervisory experience preferred. Previous housing or propertymanagement experience including HUD, Low Income Tax Credits, Rural Housing, and Tax-Exempt Bondproperties preferred. Working knowledge of applicable local and federal housing laws, including FairHousing and Landlord and Tenant laws. Experience being accountable for financials.

Abilities:

➢ Relate well to people from diverse backgrounds.

➢ Comprehend and communicate in the English language both orally and in writing.

➢ Interpret and understand financial information generated from property management software reports.

➢ Work in a collaborative manner and in a team environment.

➢ Travel occasionally.

➢ Proficiency with Microsoft Office.

➢ Define and solve problems.



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➢ Clearly define the SC role as separate from other management functions. This ensures that staff demands do not conflict or compete with the coordinator’s primary role as resident advocate.

➢ This means SC’s should not be assigned property management or lease functions such as collecting rents, performing physical inspections, certifying housing eligibility, carrying out lease violations, supervising clerical or maintenance staff and so on.



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➢ It is important that SC’s be made aware of the responsibilities, rules and regulations surrounding the housing industry and the pressures on management that they may represent.

➢ The SC also must recognize that issues surrounding occupancy and maintenance are the responsibility of the manager and they are obligated to the resident to direct them to management when these issues arise.



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➢ The minimum documents that should be provided, at the time of hire include: • The tenant selection plan and application packet• The lease agreement and related addendums

• The tenant handbook/house rules• The policies and procedures which govern the facility (i.e.

evictions, work orders, etc.)• The by-laws of the tenant organization, if any.

• AASC Confidentiality Agreement

➢ It is ideal for the manager to be involved with training the SC on these matters whenever possible.



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Example provided

by AASC

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The Property Manager, SC, and other relevant facility staff should meet together on a regular basis (at least weekly) to jointly consider issues that arise with all receiving relevant written materials, memos, lease violation and eviction notices, and facility updates on a periodic basis.

This includes any federal notice changes which impact residents or changes in the resident selection plan or facility house rules.



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pg. 2

Example Weekly Agenda

pg. 1

pg. 3

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➢ Management should not expect the SC to divulge specific information about residents’ problems or expect access to SC files without the knowledge and informed consent of the resident.

➢ This is also true if and when the SC requires information from the Property Manager’s files. In situations where the SC files are to be used in court for any reason, a subpoena is recommended.



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Whenever possible Property Managers and SC’s attend educational trainings together. Additionally, it is beneficial for other facility staff to receive training in aging and related issues.

The Property Manager and SC should attend resident related training seminars together, at least once a year. ◦ Fair Housing Trainings are a great training to attend

together.



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➢ Have the SC ‘shadow’ the Property Manager for a length of time - this will help the SC understand the responsibilities and pressures of management (and vice versus if deemed useful).

➢ Residents should receive an orientation to the position where community service providers can also be invited to attend.

➢A welcome packet from the SC is a good way to introduce new (and current) residents to the SC and the service coordinator program



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➢ The welcome packet can include:➢ A welcome letter➢ A brochure➢ Business card➢ What is a Service Coordinator insert➢ Enrollment forms/non-participation form➢ Vial of Life➢ Quick reference local resources

➢ The content should be tailored to the audience ➢ receiving the packet.

➢ You want it to be easy to understand and include quick reference resources.

➢ The welcome packet can also be used as marketing material for an SC to give out to community

➢ organizations, potential Vendors, council members and stakeholders.


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➢ The manager and SC assume very different roles when addressing lease violations or interacting with residents in the reasonable accommodation process.

• The housing manager is responsible for advising residents of lease violations.

• The SC should never be expected to address a lease violation incident if the housing manager has not notified the resident of the issues involved and suggested assistance by the SC.

• The SC may be asked to assist residents in addressing issues that threaten their tenancy, but only if the SC referral is made with the residents’ concurrence. The SC can help prevent evictions from happening with early intervention.

➢ The same complementary role applies to the reasonable accommodation process in which the Property Manager advises residents that the SC is an available resource for them to access or explore reasonable accommodation options.



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➢ HOW MANY SCs ARE DOING UNIT INSPECTIONS WITH MANAGEMENT?



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Rent is 6

days past

due.

•Manger sends 10

day pay or quit

notice to Resident.

Rent is not

received.

•Manager sends 3

day pay or quit

notice to resident.

Rent is not

received

•Manager sends

Notice of service

to resident and

begins eviction

process.

Manager can

no longer

accept rent.

•Resident

must

move.



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Eviction prevention studies have generated outcomes within communitieswhere Service Coordination has played a key role.

1) Recent estimates show that every prevented eviction saves on average $3,700 for a typical building. At that rate, the annual cost of a resident services coordinator is fully repaid by preventing just 10 evictions over the course of a year.

2) Average cost to property when vacancy occurs = $1732 (cleaning,carpeting, vacancy loss, legal fees, contract loss).

• Define – when an SC is involved in the prevention of an eviction orturnover.

• MJ Housing & Services defines eviction prevention as any time an SC is asked by management or resident to intervene and provide services/education/guidance to a resident that has 2 lease violations and with the help of the SC the violations are addressed effectively and resident does not go to legal, get evicted or move out.



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Success of the

building

Resident Service Coordinator

•Service Coordination

•Resident Education

•Assist residents to live independently

for as long as possible.

Property Manager

•Occupancy

•Budget

•Maintenance

•Compliance



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Protection of

assets

Advocate for

residents



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➢ Meet weekly

➢Use email:

➢ Follow up any important phone call or in person discussion with an email

➢Allows for correction of miscommunications

➢ Provides a written record

➢Work toward a mutual annual goal

➢ Create a list of issues that commonly arise

➢ Determine which instances could benefit from the assistance or involvement of the coordinator

Discuss how each party would be expected to participate.

➢ Provide examples of how you believe that you can assist.

➢ Establish boundaries



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COPYRIGHT DISCLOSURE

The material used in this presentation is communicated to you by, or on behalf of the MJ HOUSING & SERVICES in accordance with Copyright Laws. Any further reproduction or communication of this material is prohibited without consent from the source and may be subject of copyright protection under the Law.

DO NOT REMOVE THIS NOTICE


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© 2018 Madelyne Pfeiffer All Rights Reserved.€¦ · Study available community services and their...

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Transcript of © 2018 Madelyne Pfeiffer All Rights Reserved.€¦ · Study available community services and their...