Heartland Housing Initiative Program Details
The Mental Health Association of the Heartland has identified the lack of safe, decent, affordable housing as the number one service gap in our community for individuals who are seriously and persistently mentally ill. Heartland Housing (HH) grew from the belief that all individuals deserve safe, decent, and affordable homes. This community/consumer-based initiative is solidly based on research and strives to replicate "model" housing and supportive service programs from around the country.
Mission
Through research and replication, Heartland Housing seeks to implement the mission of Mental Health Association of the Heartland by providing, either directly or indirectly, permanent housing options and a variety of supportive services to persons with mental illness and other disabilities.
Outcomes
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Reduce homelessness and achieve residential stability.
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Reduce exacerbation of illness, decrease symptoms and hospitalizations.
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Increase social support, self esteem, community integration, quality of life and social functioning.
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Improve and/or maintain physical wellness.
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True community integration.
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Community is not defined by where someone lives, but by the opportunities available to the individuals. Heartland Housing's supportive housing program begins by creating community from within the complex and throughout the neighborhood.
Mutual support is essential. Tenant support groups are facilitated by a Residential Counselor or Peer Advocate and eventually led by tenants. Support is provided in a family styled atmosphere. Every tenant has responsibility, no matter how small the tasks, and purpose.
On-site support is important. Sometimes people just want to know you are accessible. The Residential Counselor office is located onsite and takes time to get to know tenants personally. Staff is available via cell phone twenty-four hours a day, 7 days a week to tenants, neighbors, service providers, and police if necessary.
On-site peer support focuses on non-Medicaid reimbursable services and social/ recreational activities. Peer advocates offer tenants real-life knowledge and experience, and provide recovery education, support, advocacy, and neighborhood integration through coordination and assistance in accessing services and activities.
Services should complement, not duplicate each other, creating a network of agencies that excel at their mission. The on-site support services should fill the gaps of the traditional treatment service delivery system. Partnerships and clearly defined roles are essential!
Market the building as permanent homes, NOT as a disability complex. The physical appearance blends with the neighborhood. Units are SAFE, DECENT, ATTRACTIVE AND AFFORDABLE. Tenants are proud to live here!
Supportive housing units need to be located near community resources such as: community mental health centers, bus routes, employment opportunities, social recreational outlets and stores. The Residential Counselor and other staff develop and maintain community partnerships with local businesses, churches, and neighborhood associations.
Smaller number of units for better community integration. Ideally 8-12 units with 15 units as a maximum in most circumstances. Our experience is that homeless individuals with mental illness prefer living in an apartment complex with other individuals that have mental illness.
Self-Determination
All persons deserve choices and are able to determine own needs.
Individualize support and goals. Tenants develop and review Individual Success Plans with Residential Counselor. These plans are not treatment oriented and are based on the individual tenants identification of needs/desires and utilizes natural support systems as much as possible. A strong focus is placed on social and recreational activities outside the complex. Support needs fluctuate, sometimes more support is needed, sometimes less. There is no time limit for support services.
Participation is voluntary and should not be connected to receipt of housing benefits. Tenants should determine if, when, how much, and what type of service(s) they wish to receive. Everyone has a role in the complex (as little or as much as desired).
Design a program where success is possible!
Terminology is important. Some "buzz" words have been found to have negative connotations to mental health consumers (i.e.- "housing" was thought of as a hand-me-down, dirty and drug infested)
Small things matter most! Welcoming gifts are provided. Personal relationships are developed between all stakeholders if possible.
The units are the tenant's home. Tenants are encouraged to add personal touches such as hanging pictures. Landlord, on-site support, and providers display courtesy to tenants.
Program upkeep is essential! Tenants are provided attractive, remolded, freshly painted and carpeted, furnished units. Furnishings may be replaced with personal belongings if the tenant wishes. Units are ATTRACTIVE, SAFE, DECENT AND AFFORDABLE.
Provide opportunities to improve the neighborhood. Look for opportunities for tenants and volunteers to assist in neighborhood improvement.
Provide common space such as laundry facilities, meeting and social-recreation rooms.
Least amount of rules possible, but be clear with individual consequences and explain in advance. Tenants have individualized decompensation plans that are based on clear policies, particularly in regards to substance abuse, damage of property, and suicidal ideations.
Landlord role should be completely separate from the provider role. The landlord role should be separate from traditional treatment providers.
Educate neighbors and tenants on steps to address concerns. In most cases, first response should be to call the Residential Counselor, and not the police. The landlord and/or on-site support staff should become actively involved in community coalitions and neighborhood associations. The police department must be educated regarding the existence of the supportive housing program and appropriate contacts in crises.
Create Site Advisory Councils for each supportive housing complex. Stakeholders include: residents, staff, CMHC, neighborhood associations, local police, and service providers. Advisory Councils meet regularly to discuss neighborhood concerns and opportunities.
Support staff should reflect the same general ethnic background as the neighborhood if possible.
Clear, concise, flexible and measurable outcomes created in advance. Separate entity should track and evaluate outcomes if possible.
Tenants can clearly articulate areas for program improvement. Evaluation and feedback of services should be solicited regularly, including program satisfaction.
Research is imperative. Conduct ongoing research of supportive housing best practice models for continued program improvement.
For further information, please contact James Glenn, (913) 281-2221, ext. 109.
