ABOUT COLEMAN
• We are a behavioral health and rehabilitation organization serving people in 8 Counties in Ohio and looking to add a 9th
County• We served over 25,000 people last year• We have close to 800 employees• Our budget will be over $50 million this
year
Coleman’s Mission
• It is the mission of Coleman Professional Services to improve the lives of the people it serves, regardless of their ability to pay. Coleman delivers mental health, substance use, residential and rehabilitation services. Coleman supports and empowers its employees through continuous improvement.
Coleman’s Vision
• Coleman Professional Services aspires to be the premier leading behavioral health, residential and rehabilitation organization. An organization which demonstrates responsible growth that is financially stable. Coleman will engage and empower its customers and employees; fostering innovative solutions and seeking to continually exceed expectations.
• Coleman tracks residential placements each quarter by County Business Unit
• The Goal for FY18 is 911 persons• This is tracked through our electronic health
record and measures any one we are able to assist with obtaining housing via financial or physical means
Residential Placements
Coleman owns and/or operates 252 units of housing
133 units are supportive living
119 are independent apartments
New construction is occurring to provide 20 more units of supportive living
Coleman’s Housing Portfolio
Breakdown by County
• AAH – 32 independent apartments and 16 supportive living
• Jefferson – 10 Safe Haven and 13 independent apartments
• Portage – 66 independent apartments and 37 supportive living
• Stark – 12 supportive living, 8 Adult Care Facility, 20 Safe Haven
Trumbull – 8 independent apartments and 20 supportive livingA home is being purchased in Warren to provide 3 additional independent apartments
New construction is currently occurring in Massillon and Kent for two 10 unit sites for transition aged youth – these will have staffing on site
Breakdown by County
• Coleman has its own business enterprise, rental management company, that collects rents, coordinates leasing, works with the Housing Authorities on subsidies and rent assessments, coordinates maintenance, and provides monthly reports on rents
What is rental management?
• Supportive living is any location that has staffing attached to it. This can be anything from 2 to 24 hours per day. Any location that has 24 hour per day staffing is considered a group home or adult care facility and is licensed as such. Supportive living locations have oversight by clinical staff
What is Supportive Living?
Low income housing tax credit in Lima
Historic Tax Credit in downtown Ravenna
OHMAS capital funding for several projects
HUD funding for capital, operating and supportive services, and rental assistance
Funding
ODSA funding for capital, operating and supportive services
HCRP funding for rental subsidies for rapid re-housing
Board funding for subsidies and supportive services
Section 811 grant through HUD
Funding
The Housing Authority owns 1 location in Ravenna and we provide the supportive services
The Mental Health Board owns 2 locations in Warren and we provide the rental management and supportive services
A rental management company owns 2 properties in Canton and we provide the supportive services.
Partnerships
In Allen and Portage Counties, the Housing Authorities are the grantee for shelter plus care voucher programs and Coleman makes referrals to the programs and coordinates eligibility documentation
Partnerships with Housing Authorities
In Jefferson County and Trumbull County the Boards own properties and/or are HUD granteesColeman provides the services to support people in the housing or provides the direct services that are needed to carry out the grants
Partnerships with Mental Health Boards
Coleman supports the Housing First Model and we have written our own “white
paper” on the issue that is submitted with grant
proposals that require we follow Housing First
Housing First
We have also started using the SPDAT (Service Prioritization Decision Assistance Tool) when someone is referred for supportive living. This tool is providing us with a more objective measure to assist in knowing the level of on-site supports someone may need
Use of the SPDAT
Residential Director
Residential Placement Coordinator
Housing Specialists
Mental Health Technicians
Peer Recovery Supporters
Key Positions
Responsible for all aspects of the program to include staffing, operations, budgets, supervision
Number of staff not to exceed 15
Assists with grant writing data and outcomes
Approves or rejects referred persons based on program eligibility and staffing
Participate in HMIS
Residential Director
Receives referrals for the programs
Completes a housing assessment and SPDAT
Makes recommendations and coordinates with service providersAssists with obtaining rental subsidies and any other community based resourceAssists with completion of required paperwork
Manages vacancies and ensures occupancy is maintained
Residential Placement Coordinator
• Manage the shelter plus care voucher programs
• Act as the Housing Authority to determine eligibility, complete inspections and rent assessments
• Complete annual recertifications and rent assessments
• Participate in HMIS
Housing Specialist
• Work at the supportive living sites and provide medication management, assistance with food preparation, monitor hygiene, provide socialization, report any operations issues, ensure the environment is safe, report any clinical concerns to the Director and/or case manager, complete documentation daily
Mental Health Technicians
Peer Recovery Supporter
• Persons with lived experience providing assistance in the supportive living homes by way of groups, general engagement and socialization
• Rental Management locations are all scattered site with the smallest having 2 units and the largest having 24 units
• Supportive living locations are also scattered site and range from 5 units to 20 units
Management Style
• Coleman does not evict anyone unless they have another place to live
• The VP of Clinical Services and the Rental Management Director must agree on the eviction and then the CEO must sign off
• Clinical staff work with tenants to ensure they have another location
Eviction Policy
• We have 3 Housing Specialists, 2 in Trumbull and 1 in Jefferson who are managing these voucher programs
• In Trumbull County they are managing 156 vouchers and in Jefferson County they are managing 53 vouchers
Shelter Plus Care Vouchers
Union Square - Lima
Norval Apartments - Lima
Capling Apartments - Kent
Coleman Apartments - Kent
Phoenix Apartments - Ravenna
Crossroads - Warren
Washington House - Warren
• Having a Residential Placement Coordinator is key – someone who can complete an accurate assessment of the persons needs and match to the level of care that can be provided – helps to ensure you get the “right” people in the first place
Lessons learned
• Having a separate rental management arm that can focus more on the compliance requirements for landlord tenant issues, focus on collecting rent and coordinating moves
• Aligning supportive living with clinical so they have oversight and responsibility for both clinical and operational issues
Lessons learned
• Providing as much revenue diversity as possible to each project
• Partnering with the Housing Authority for subsidies – project based applications?
• Make sure staff maintain their training• Educate tenants on their responsibilities as
tenants and consequences for not abiding by the lease
Lessons learned
• Ensure compliance with all grant funding sources
• Have monthly meetings with Directors, Placement Coordinators and Rental Management to ensure rents are getting paid and units are occupied or referrals are being made
Lessons learned
• Complete consistent ongoing preventive maintenance
• Have a capital list with financial means to get them done
• Budget for expenses prior to starting the project so you are clearly aware of what you will need to pay for and the revenue streams that will pay for it
Lessons Learned
• Have internal maintenance staff so you are not contracting out all of those costs
• Ensure project locations are near to community resources
• When appropriate use floor plans previously designed that worked well to reduce architect costs
• Engage the community so they buy in
Lessons Learned
• Tammy Weaver, L.P.C. – S• Vice President of Clinical Services• [email protected]• 330-392-1104
Contact Information