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The 500 Day Initiative: an innovative standard operating procedure assisting Detroit Housing Commission voucher recipients with 24 hour case management services

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The 500 Day Initiative: an innovative standard operating procedure assisting Detroit Housing Commission voucher recipients with 24 hour case management services

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Content Running Head: THE 500 DAY INITIATIVE 1
The 500 Day Initiative: An Innovative Standard Operating Procedure Assisting Detroit Housing
Commission Voucher Recipients With 24 hour Case Management Services
Dana Dooley
Capstone Project Presented in Partial Fulfillment for the Degree
Doctor of Social Work
Suzanne Dworak-Peck School of Social Work
University of Southern California
August 2020
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 2
Table of Contents
Executive Summary .................................................................................................................. 4
Conceptual Framework ............................................................................................................ 5
Statement of the Problem ........................................................................................................ 5
Literature and Practice Review of Problem and Innovation ................................................... 5
Social Significance .................................................................................................................. 9
Conceptual Framework with Logic Model and Theory of Change .................................... 10
Problems of Practice and Innovative Solution ..................................................................... 13
Effect on Ending Homelessness. ........................................................................................... 15
Views of Stakeholders ........................................................................................................... 15
Evidence and Current Context for Proposed Innovation ....................................................... 17
Comparative Assessment of Other Opportunities for Innovation ......................................... 19
Innovation Linkage to Logic Model and Theory of Change. ................................................ 22
Project Structure and Methodology ...................................................................................... 24
Description of Capstone Prototype ........................................................................................ 24
Comparative Market Analysis ............................................................................................... 26
Project Implementation Methods .......................................................................................... 28
Financial Plans and Staging................................................................................................... 28
Project Impact Assessment Methods ..................................................................................... 31
Stakeholder Engagement Plan ............................................................................................... 35
Communication Strategies and Products .............................................................................. 36
Conclusions, Actions and Implications ..................................................................................... 38
Summary of Project Plans ..................................................................................................... 38
Project Implications for Practice and Further Action ............................................................ 39
Project Strengths and Limitations ......................................................................................... 39
Project Challengessss ............................................................................................................ 39
Further Action. ...................................................................................................................... 40
References ................................................................................................................................ 41
Appendix A ............................................................................................................................. 46
Appendix B ............................................................................................................................... 48
Appendix C .............................................................................................................................. 50
Appendix D .............................................................................................................................. 53
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 3
Appendix E ............................................................................................................................... 54
Appendix F ............................................................................................................................... 55
Appendix G .............................................................................................................................. 56
Appendix H .............................................................................................................................. 57

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 4
Executive Summary
The National Alliance to End Homelessness estimates that there are at least 553,700
persons experiencing homelessness on a given night within the United States (2020). This
estimate is equivalent to five football stadiums full of people. Many efforts have been presented
over the last thirty years within the U.S. to assist in combating the Grand Challenge of Ending
Homelessness. Two efforts: Rapid Rehousing (RRH) and Supportive Housing (SH), are effective
approaches within the City of Detroit Continuum of Care (CoC). Time-limited case management
supports are in place for both RRH and SH to assist participants with supportive services that are
appropriate for the individual and family. These services often end less than a month after a
household obtains a housing voucher (historically known as “Section 8”) from the Detroit
Housing Commission (DHC). Additional research is needed to track the pervasiveness of
homelessness recidivism in Detroit after a housing voucher is issued. There are anecdotal reports
from RRH providers each month at CoC meetings regarding former RRH clients requesting
advocacy and supportive services to prevent loss of the voucher subsidy. These support services
being requested are not funded nor available for these former RRH clients. The requests are
being made within the first year of obtaining a housing voucher according to the Homeless
Management Information System (HMIS). These voucher recipients require access to a case
manager who provides supportive services to maintain long-term housing stability, just as in
Supportive Housing. The recommended innovation and policy change strategy to address this
problem at the local level is to provide Emergency Housing Technicians (EHTs) to these voucher
recipients. EHTs will be available to offer supportive services during non-traditional business
hours such as evenings, weekends, and holidays. These Emergency Housing Technicians will be
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 5
vital in assisting the Detroit Housing Commission (DHC) to improve service delivery to
recipients to remain housed with the long-term subsidy.
Data from HMIS shows that on average these former RRH households that have received
a DHC voucher are returning to their previous homeless status within 18 months or 547 days of
receiving the said voucher. The 500 Day Initiative is designed to address the problem of
homelessness recidivism. It is estimated that the 500 Day Initiative will reduce homelessness by
75% in the Detroit Housing Commission by the year 2022.
Conceptual Framework
Statement of the Problem
Recipients who have obtained housing vouchers from the Detroit Housing Commission
are returning to homelessness status within 18 months after receiving their voucher. There are
many reasons for recidivism within this timeframe, including, but not limited to the inability: to
pay for a security deposit, to locate suitable housing unassisted, to pass a background check, to
pay for application fees, and obtain utility services in the household’s name. The inability to
fulfill these DHC requirements can put a family at risk for losing their housing voucher within 60
days of receiving it. The Post COVID-19 moratorium has extended the time to 180 days to allow
the household to secure all the above after receipt of the voucher. These housing challenges can
be addressed with service coordination and advocacy of a human services worker. Currently,
there are no accessible case management services that accompany the voucher to prevent a
housing crisis.
Literature and Practice Review of Problem and Innovation
The organizations that serve the homeless population receive Rapid Rehousing (RRH)
grants from the United States Department of Housing and Urban Development (HUD). These
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 6
funds are channeled through the City of Detroit Continuum of Care (CoC). The purpose of a
CoC is to encourage an integrated strategy to prevent and to assist in the Grand Challenge of
Ending Homelessness. The Continuum of Care manages the comprehensive grant application to
HUD and provides oversight to the RRH grantees (Homeless Action Network of Detroit, 2020).
As an RRH grantee, these organizations are charged to assist this at-risk population in
obtaining housing while awaiting an opening on either the Michigan State Housing Development
Authority (MSDHA) or the Detroit Housing Commission voucher list. This notion is to reduce
shelter bed usage and allow for families and individuals to become housed quickly. Once
selected for a voucher, these former RRH participants are expected to need minimal to no
supports after placement with the voucher subsidy.
There is a lack of resources to serve requests of the former RRH clients who are seeking
assistance from their previous case managers or the DHC staff. Hence, the human service
workers in these agencies are not able to provide more comprehensive case management due to
the absence of additional funding that would assist in preventing the loss of their housing
voucher. It is not an effective use of staffing to case manage a closed RRH case. The average
time it takes to resolve these potential housing crises, for example, can detract more than two
hours from an average workday. The already overworked and underpaid human service staff may
have compassion fatigue. Often these calls are transferred numerous times and force people to
leave endless voicemails, pleading for some assistance or a returned call for fundamentally,
Supportive Housing needs. Medicaid billing currently exists within the Supportive Housing
realm and is valuable for all the stakeholders involved: the household, the case manager, and the
property manager.
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Rapid Rehousing, unlike Supportive Housing, is a short-term crisis response intervention
meant to minimize the amount of time a household experiences homelessness. Rapid Rehousing
is in place to stabilize housing as quickly and efficiently as possible by providing housing search
services and advocacy (Batko, Cunningham 2018). Natural supports such as religious
organizations and biological family members may not be present to help prevent a housing crisis.
It is common for a household to not have the ability to assist a family member financially
especially, in communities of color where racial bias and intergenerational poverty are
entrenched. The housing voucher alone is not enough to solve the homeless crisis in the United
States.
Just as civilians, veterans face financial hardships and challenges with locating affordable
housing. Additionally, the challenges brought on by multiple and extended deployments can lead
to behavioral health concerns. These behavioral health concerns such as traumatic brain injury,
Military Sexual Trauma (MST), and Post-Traumatic Stress Disorder (PTSD) can precipitate a
housing crisis and impact housing stability (National Alliance of Homelessness 2018).
Non-traditional case management services are funded through the U.S. Department of Veterans
Affairs’ Supportive Services for Veteran Families (SSVF) program, Supportive Housing, and
through the HUD-Veterans Affairs Supportive Housing program called, “HUD-VASH”. These
non-traditional services are offered regularly to include evenings, weekends, and holidays to
veterans. Supportive housing services provided to veterans include housing search assistance,
security deposit assistance, utility deposit assistance coupled with long term case management.
Eligible civilians with a voucher would benefit from these supports as well.
According to Dohler, Bailey, Rice & Katch, “Supportive Housing is a highly effective
strategy that combines affordable housing with intensive coordinated services can provide
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needed assistance” (2016). As an evidenced-based model, Supportive Housing is effective in
assisting homeless persons with a verified disability to maintain housing. This evidenced-based
model fidelity scale has been shown to promote housing stability and will be used as the format
for The 500 Day Initiative participants.
In 2015, the SSVF program helped nearly 100,000 veterans and about 35,000 children of
veterans remain in their homes or quickly exit homelessness. Similarly, since 2008, more than
114,000 homeless veterans have been served through the HUD-VASH program. The HUD-
VASH program has played an important role in reducing veteran homelessness through HUD-
VASH workers serving as the case managers assigned to each family to assist in outreach,
employment, transitional housing, and substance use treatment.
A Detroit RRH grantee, Wayne County Neighborhood Legal Services receives nearly
five telephone calls or social media messages each week from former housing clients who are
voucher recipients requesting additional case management. Many calls are to obtain guidance on
preventing eviction and understanding recertification paperwork to retain the subsidy. The
outcomes of rehousing these same households after any type of critical event that can cause
recidivism are not being tracked readily by many of the CoC in various communities.
Very little research exists regarding homeless recidivism. A study in Indianapolis tracked
clients four years after exit from their RRH program. Of the clients who could be located,
roughly twenty percent returned to homelessness within the Indianapolis CoC. Desmond states,
“18.2% of those not permanently housed rapid rehousing recipients re-entered during the follow-
up period” (2012).
The Detroit Continuum of Care (CoC) closes RRH households who have received a
housing voucher subsidy and reports this as a positive outcome to HUD. Recidivism statistics are
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 9
not regularly recorded in the same database called Homeless Management Information System
(HMIS) and the DHC does not utilize HMIS as a case management platform.
The 500 Day Initiative requested access to a specialized HMIS report to obtain the
recidivism data within the Detroit CoC. It was denied at the time of this implementation.
However, upon further inquiry of the HMIS administrator, it was discovered that the comparable
entry and exit HMIS data report would cost an RRH grantee at least $70 per hour to create.
Social Significance
The chronically homeless, lack reasonable alternatives to residing in public places or
places not meant for human habitation. However, metropolitan areas throughout the United
States are creating laws that even punish the conduct of utilizing public restrooms for their own
hygienic needs. Unfortunately, in addition to homelessness and poverty, cities are consistently
criminalizing homelessness.
Excessive force from law enforcement individuals uses unnecessary citations for
solicitation, trespassing, and disorderly conduct. Criminalization of homelessness makes it illegal
for people to sit, sleep, and even eat in public places without adequate housing and/or shelter
resources due to our social norms and mores that call this loitering and consequently keep this
problem in place.
Laws are presently being challenged in court and often struck down as unconstitutional,
but plague persons seeking housing. Legal, affordable, and non-disciplinary alternatives to
ending chronic homelessness exist. Rankin (2019) states that “Current approaches often make
chronic homelessness worse and explains why non-punitive alternatives, especially Housing
First and permanent supportive housing, are the most cost-effective means of addressing chronic
homelessness.” (p.122).
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Possessing a felony or misdemeanor can make applying for adequate housing difficult.
Each state can determine voucher eligibility depending on their perception of the severity of the
felony. The severity of these felonies can range from public urination to meth lab production and
disqualify households from applying for a housing subsidy.

These changes affect the ability to return to the community without governmental
benefits, no integration skill sets, and limited employment options. Housing is a right and the
background checks hinder persons from obtaining their housing of choice.
The homeless depiction most associated with this problem in the mass media is the
perception of those persons who may be of color and present with erratic behavior. There is
never a community educational component on behavioral health disorders or substance use
disorders. The images and descriptions of violence by this population always accompany
incarceration or abuse, not treatment. Actors in relation to this problem have rules that cannot be
explained by laws formal or explicit rules such as the various responses of human behavior.
Conceptual Framework with Logic Model and Theory of Change
Kotter's Eight Step Change Model theory will be appropriate to utilize within this
conceptual framework. Kotter (1996) suggests that for change to be successful, 75% of the team
needs to have an emotional investment so the organization or business that will have long term
success.
For change to occur there has to be a sense of immediate need within the company. The
motivation to start the change has to be Step One in the model: Create Urgency. There is a
potential immediate threat to society post-COVID-19 that is increasing homelessness. Therefore,
without innovation, the Grand Challenge of Ending Homelessness will be too cumbersome for
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 11
many metropolitan communities. The opportunity to present this urgent need to stakeholders and
the potential participants will support the argument to fund immediate and ongoing access to
case management services.
Step Two in the change theory involves identifying key stakeholders within The Detroit
Housing Commission. These community stakeholders are readily available to form an effective
team or coalition of multidisciplinary professionals who have an emotional investment for the
participants.
The need for a vision is Step Three in Kotter's Theory of Change. Change can cause fear
and opposition as the innovation proposed may be perceived as a threat. Therefore, providing
clarity of the need and urgency to the Detroit Housing Commission at every bi-weekly meeting
and voucher briefing will lead to frequent communication as in Step Four of the change model.
Step Four of the change model encourages various and frequent forms of communication
between said stakeholders in order to foster a sense of trust and rapport to consider the change.
Step Five offers guidance advising that obstacles will occur during the change process.
The 500 Day Initiative anticipates the lack of stakeholder and participant buy-in in the
implementation stage. External factors might include a bias towards an outside case manager
team such as the Emergency Housing Technicians assisting voucher participants. Apprehension
and an instinct to protect caseloads along with the unique cultural and political factors within the
City of Detroit all are reasons for resistance to change. Resistance is expected to occur in the
initial start-up year within the CoC. The 500 Day Initiative will incentivize stakeholders who
embrace the new Standard of Operation and Procedure presented in Appendix C. During the
CoC bi-weekly virtual meetings a Most Valuable Player certificate will be presented to recognize
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 12
stakeholders who successfully implement the change. The empowerment of those working
within the project will be vital to sustaining the success achieved.
Successful outcomes as in the Logic model in Appendix D will provide a short-term win
for Step Six of the change theory. Short-term win examples in this framework are that 95% of
housing voucher recipients at the briefing will accept the case management services offered.
Another short-term goal is that 100% of those who choose to participate will complete an
individual plan of service. Intermediate goals are that 80% of participants shall receive and
accept at least two services either virtually or in-person from the EHT as determined in the IPOS
during the first 500 days of receiving vouchers.
These short-term target goals are easy to implement and do not require a large
investment. The motivation for these wins can suppress the overly critical pundits during the
start-up period and build the confidence of this innovation as it does not currently exist in the
City of Detroit. Long term outcomes include a reduction in DHC homeless recidivism rates by
75% in 2022.
Building upon change between the Start-Up and the First Full Year of Operations is part
of Step Seven of the change model. The assessment of measurements to be used specifically
reports the increase or decrease in the Vulnerability Index Service Prioritization Decision
Assessment Tool (VI-SPDAT) score at 90-day intervals. Other measurements include eviction
notices, frequency of hospitalization, and if there was interaction with Adult Protective Services
and Child Protection Services. This data collected provides accountability for Continuous
Quality Improvement meetings with the Executive Director, the Executive Board members, and
the Consumer Board members to determine compliance and improvement needs of the service
structure.
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Finally, Step Eight in Kotter's Stage of Change Theory asserts that success stories and
continuous support from leaders can facilitate change within a corporate culture. The Emergency
Housing Technicians will have the ability to quickly assess how many participants are meeting
their Individual Plan of Service goals within the program. These service goals might include the
number of services provided virtually or in the community, if any evictions and utility shutoffs
have been prevented, and reduction in the intensity of service needs initially identified. Measures
of decrease forfeiture of housing vouchers from The Detroit Housing Commission, and a
decrease of Homeless Management Information System entries.

Problems of Practice and Innovative Solution
Proposed Innovation and The Effect On Ending Homelessness
The proposed innovation introduces a Standard Operating Procedure and Policy that is
needed to prevent a Detroit Housing Commission voucher household from returning to their
previous homelessness status after 18 months or 547 days. The innovation, coined, “The 500
Day Initiative” is derived from the concept that 500 days after the voucher briefing is a
benchmark for whether or not the DHC household will retain their household stability. The
household will have received access to at least two supportive services within this time frame.
Services will increase the likelihood of a household to remaining stably housed past the annual
DHC recertification and one-year lease term. The 500 Day Initiative provides the Standard
Operating Procedure as an opportunity for human service workers to help this population with a
contractual incentive without compassion fatigue.
DHC housing voucher recipients also need long term supports in place just as Supportive
Housing and HUD VASH participants. The innovation provides the voucher recipients with
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 14
unlimited access to additional supports to increase the likelihood of a previously homeless
individual or family remaining safely housed (even past the duration of their signed lease term).
A deviant to subvert the social norm of allowing persons to solve their own homelessness
experience without advocacy is to provide housing voucher recipients, with thorough case
management services available 24 hours, seven days a week, 365 days a year for housing
stabilization.
Emergency Housing Technicians As Innovators. Case management services will be
conducted on an on-call basis by the staff, named Emergency Housing Technicians (EHT). Each
EHT will function as a first responder to DHC voucher recipients in an immediate housing crisis.
A first responder is generally defined as a person who is responsible to immediately go to the
scene of an emergency to triage a crisis as seen in Appendix H. Historically, first responders
have been law enforcement, firefighters or paramedics both trained to stabilize a crisis and then
to transfer client or refer to another resource. This model will be applied to Emergency Housing
Technicians who will serve as mediators to triage, refer and support all parties involved to
stabilize the household.
Emergency Medical personnel and paramedics must be available to work in emergencies
to stabilize a health situation that may be crucial to sustaining life. These professionals often
work overnight in 12 to 24-hour shifts and on weekends and it is our norm to expect services
when called upon.
The innovation is to apply the same First Responder and Supportive Housing concepts to
housing voucher recipients. This population has no one to call in immediate housing crises. The
need to keep utility current, substantiate housing proofs for family court, provide support to a
landlord-tenant concern can also increase meaningful daily activities for the individual. To be a
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 15
first responder, in general, can be a challenging career, holidays, late nights, and weekends they
are expected to be available to the public.
Effect on Ending Homelessness. The American public would state that a workplace
shooting and temporary insanity response during a domestic violence incident are portrayed to
the public differently. They are seen as Americans who deserve another chance with more
acceptance. This normative expectation is especially true when persons are from an affluent class
with a European background, who “was in the wrong place, at the wrong time.” The post
COVID world would also assert this same notion when appealing to someone of a European
appearance who became recently homeless after becoming unemployed. The funding appears to
flow from HUD and the economic stimulus packages for food, unemployment benefits, training,
and housing allow persons to “get back on their feet.” Though many have been off their feet for
decades, it is now an immediate concern with the opportunity for assistance.
Norms within society constitute harmful behaviors that perpetuate homelessness. Stigma
and stereotypes in the United States keep this problem in place.
Views of Stakeholders
This is of social significance as the notion of “Not In My Backyard” constitutes
mainstream credence that these persons residing in shelters are wanting to be in their situation
and that this sector of the population should just be happy to have any type of housing
implicating that payroll taxes pay for their rent. This is a social norm ideology that the 500 Day
Initiative innovation is a deviant looking to subvert.
The gentrification of the neighborhoods in the City of Detroit and the surrounding
suburbs present various opinions that are in support of assisting this Grand Challenge.
Masterpasqua (2009) explains how an “experience of individuals can be passed down to multiple
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 16
generations from their ancestor’s experiences, as seen with wars, famine, slavery, racism,
extreme poverty, and illnesses” (p.194). These experiences that families have had due to
generational trauma; it can place these individuals with a predisposition for continued
marginalization due to the lack of resources within their community. However, the actual issues
of inequality, educational and economic opportunity for example alters the perception of reality
in empathizing with those experiencing homelessness, thus keeping this grand challenge in place.
Though some change via education is happening after the Black Lives Matter Movement protests
this past May.
History shows that rhetoric such as the word “tramp” derived from the Civil War period,
referring to “tramping about”, becoming Americanized as a term for a long war march. While the
term came into use around the same time as “hobo” or homeless boy, they meant different things.
Historically in the United States, those who became homeless were sent to poor houses, which in
many cases were institutional settings with major crude conditions. “The prison system within
literature suggests that mass incarceration contributes to homelessness. Contemporary
homelessness grew in tandem with incarceration, beginning in the early 1980s as over 641,000
individuals exit the United States prison annually, of which a portion becomes homeless”
(Corporation For Supportive Housing, 2020).
There were no governmental provisions for those experiencing homelessness until a little
over a hundred years ago. It took the occurrence of the Great Depression, to affect policy change.
Since the majority of the United States income was below the poverty line, the norm changed
just as it is changing now post COVID. It was no longer just “those dirty, crazy people” who
were also in desperate need of help. Now it was white, educated males, in need of help, and
policy ensued immediately to assist. The Center on Policy and Budget Priorities article published
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online asserts that federal programs for social relief and welfare were provided by President
Roosevelt who took some of the responsibility for the poor and destitute off of the states and
placed it on the shoulders of the federal government. The current housing system is utilizing The
Cares Act which has been instituted in March 2020 instead of the New Deal of 1933 to assist
businesses and employees with all types of items during this time of historic proportion.
During the last recession in 2008, The Department of Housing and Urban Development
(HUD) created RRH policies for homeless families and provided 1.5 billion dollars into the
American Recovery and Reinvestment Act in 2009. American history often repeats itself and
protects its ideology. Detroit quickly became one of the cities most affected at this time. A
federal bailout opportunity was made available for the big three automotive companies. An
abundance of funding appeared for employment, training, and housing for the persons that were
newly affected, mostly white, males. More employment opportunities were then available for
social workers in the City of Detroit and created an infrastructure of blindly placing homeless
families into units without case management supports. The grantees’ focus often was and is on
spending down the funding the City of Detroit and CoC grants and did not take time to consider
the ramifications of what could follow as a consequence. Many households returned to shelters
because there was no one available to provide follow-up support services.
Evidence
Landlords, private owners, and property managers alike have welcomed the notion of
having someone to contact when tenant concerns need to be addressed by a neutral third party.
Property owners within Detroit have flocked to call case managers and welcome assistance with
resources that can help keep them paid with subsidy and their unit occupied.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 18
New York City, has one of the largest homeless populations in the United States with
63,000 men, women, and children without shelter (Bellafante, 2012). Many New Yorkers (much
like Detroiters) do not welcome shelters and persons in their neighborhoods. A vocal minority
nearly always comes together to try and keep plans for shelters and transitional housing from
advancing. Some residents in New York were noted to complain that the arrival of “new people”
into a neighborhood will bring new infrastructural burdens. These actors keep the problem of
homelessness in place, “These reactions are expected in more conservative parts of New York,
but they happen in neighborhoods that span the ideological spectrum.” (Bellafante, 2019 p.12)
Current Context for Proposed Innovation Pre COVID-19 there was a specific period
for implementation The 500 Day Initiative's Standard Operation Procedure. The inputs such as
funding will be required for overhead costs, financial resources are needed as a successful logic
model and have been slightly halted until some smaller items are addressed regarding the
CARES Act funding opportunities.
The 2019 funding bill enacted the bipartisan Housing Choice Voucher Mobility
Demonstration in which the bill provided $25 million, including $20 million to allow housing
agencies to provide support services such as enhanced landlord outreach and housing search
assistance, financial coaching, and post-move counseling. Therefore, families were provided the
opportunity and access to programs that were intended to increase long term stability and access
to quality education for their children within the neighborhoods of their choice. Rice (2019)
states that “The fiscal year 2019 appropriations law that President Trump signed on February 15,
2019, provided $22.6 billion for Housing Choice Vouchers (HCV). This includes $20 billion to
renew vouchers that are currently used in the United States.” (p.44).
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 19
The assumption that housing vouchers will solve homelessness is faulty logic. This norm
kept in place by HUD ideology. Finnegan (2018) states that "millions of households in the
United States are forced to juggle different basic needs. Housing and utility costs consume the
majority of many households’ monthly incomes” (p.117). The consequences for delinquent
payments include large fees, utility shutoffs, and evictions. Utility disconnection is more
common and persistent than eviction notices. Merely an apartment unit or house is not the
absolute solution to end homelessness. It is only a component of a tool to assist in reducing
barriers to maintaining housing.
Comparative Assessment of Other Opportunities for Innovation
Comparative Assessment of Illness Management and Supportive Housing. Illness
Management and Recovery (IMR) is an evidence-based practice tool designed to provide persons
that have behavioral health diagnoses with knowledge and skills. This is necessary “to cope with
aspects of their mental illness while maintaining and achieving goals in their recovery addresses
the health disparities of those in impoverished neighborhoods” (SAMSHA, 2010). This practice
is to guide behavioral health providers such as The 500 Day Initiative in developing illness-
management and recovery mental health programs that emphasize personal goal setting and
actionable strategies for recovery. The IMR achieved the desired outcome to provide
psychoeducation and coping skills however, not on a long term basis nor after hours as The 500
Day Initiative.
Access to basic affordable healthcare and treatment is not readily available nor affordable
within the United States. The Supportive Housing evidence-based practice model from
SAMHSA (2010) shows that homeless persons living below the poverty line are at-risk for
chronic health conditions. “An ever-growing body of data shows that the neighborhoods in
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 20
which people grow up and the social stresses they face in their lives can be directly linked to
their susceptibility to disease” (National Alliance To End Homelessness, 2019). Homelessness is
healthcare, though the skepticism of physicians who recommended treatments and medications
to be provided after diagnosis may not be explained by explicit formal rules or laws in these
communities. “Fair Housing is the right for all people to live wherever they choose, to have
access to housing (seek, purchase, sell, lease or rent) and enjoy the full use of their homes
without unlawful discrimination, interference, or intimidation.” (CSH, 2019 p.13).
The 500 Day Initiative looks to incorporate both the Illness Management and Supportive
Housing models and build upon them by assisting more individualized sectors of the homeless
population. “Adults who have experienced chronic homelessness are considered to be "old" by
age 50 due to accelerated aging. While permanent supportive housing (PSH) has been found
effective for these individuals, there is a limited focus on the needs of adults "aging in place" in
PSH” (Padgett, Bond, Gurdak & Henwood, 2019, p.74). This study demonstrated that
participants were aware of their advancing years yet they sought to overcome adversity and
losses through maintaining mental health and sobriety, improving physical health, and cautiously
rebuilding relationships. As the numbers of older persons experiencing homelessness rise, the
need for more professional specializing in gerontology will be an important component.
There is not the same respect for a human service worker in comparison to a First
Responder. “Given the merits of home visitations, the social work commitment to community
outreach, and the very real risks of harm posed by a violent society, there is a surprising lack of
information on the safe conduct of home visits” (Lyter & Abbott, 2007 p.19). Housing case
managers minimize field risks regularly though there are concerns within the office setting that
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 21
can place any first responder such as, the Emergency Housing Technicians in situations that can
be hazardous.
Essential workers such as paramedics, nurses, just as human service workers tend to
be highly satisfied with the work they do, but not necessarily the pay. The work itself is
important to society as potential life-saving care. The respect and regard for a social worker
should be equated to a traditional essential worker as welcome social change.
Rates of return to homelessness are higher for African-Americans than any other race
groups, despite being housed in CoC permanent housing at comparable rates. The Grand
Challenge of Achieving Equal Opportunity and Justice addresses racial discrimination.
Discrimination based upon race prevents people of color from securing rentals of their choice.
More sufficient protection from evictions is needed.
The 500 Day initiative can assist racial justice by increasing the quality of housing
retention services in supportive housing and rapid re-housing through training, data collection,
and evaluation. Continuing to advocate for policies as well as funding to support further
affordable housing development, to address the deficit in the supply of affordable housing. As a
whole the expansion of tenant protections at the local level, and advocate for changes at the state
and federal level. This will ensure more robust protections within the private market as well as
within the public housing voucher program.
This innovation will provide the correct mode of services for the desired outcome of
long-term stable housing with a voucher without forfeiture. The innovation is to create a long-
term outcome by being cost-effective in using interns and human service volunteers who need a
flexible schedule and potentially extra income. The ability to answer ongoing requests via the
web, social media, and telephone for immediate access is needed. Contact information provided
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 22
to each head of the household approved to attend the voucher briefing meeting. The cards will
have pertinent information encouraging community support and promoting non-judgmental
feedback for persons experiencing homelessness.
A stable housing environment for an individual or family in the scope ending
homelessness within the Grand Challenges of Social Work is more than merely providing a unit.
The improved employment and training opportunities, lower incarceration numbers, and reduced
foster care placement numbers are a consequence of less judgmental oversight and involvement
of professionals regularly.
As stated in the conceptual framework, the limits to ending homelessness support norms
that label chronically homeless as “dangerous, crazy, dirty persons who need to be locked up.”
These beliefs cause individuals to be both a victim and a villain within the media outlets. Rules
and laws that influence how people behave around this problem are that these actors have to be
quiet, not make noise nor be seen. Ultimately, they have to suffer in silence to be invisible to
their situation in public.
Competition with other supportive housing providers within the first year of
implementation is an opportunity for innovation. The expansion of this innovation and
contracted services through housing agents to assist minor children within the Detroit
metropolitan area also builds upon the opportunity for an extension of this innovation that could
potentially include Child Protective Service contractors.
Innovation Linkage to Logic Model and Theory of Change. The likelihood of success
is linked to Step Seven: Building Upon Change of and Step Eight: Anchoring the Change In
Corporate Culture; in Kotter’s Theory of Change Model as mentioned earlier. This proposed
project is feasible in the City of Detroit as a smaller convenience sample for the larger structure
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 23
of the entire state of Michigan. Therefore, taking a small component of those voucher recipients
in the City of Detroit is a starting point to prototype the 500 Day innovation and ensure that there
are talking points throughout the CoC to potentially build upon the services provided throughout
the State of Michigan Housing Development Authority (MSHDA).
Professional development and networking to learn about the distinctions within the City
of Detroit, the Continuum's of Care are necessary to become well versed in the community. In a
changing world post COVID, there is an ongoing need to stay engaged in the industry, especially
in the upcoming election year. The Secretary of HUD may be in transition at the time of
innovation implementation and depends on the appointment of the 2020 presidential elect. This
presents a trickle-down effect on ideology and potential funding to support ending homelessness
initiatives. Partnerships and collaboration are a small component of ensuring success. A well-
rounded team of experienced persons will be required. It is a must to staff appropriate team
members from various backgrounds and specialties.
As in Kotter’s Theory of Change, Step Five: Removing Obstacles suggests that there will
be a push back from the Detroit CoC to allow contracted service to occur in its initial phase.
Likely, an in-house preference for duplication of services with the current full-time staff at the
DHC will occur.
However, the inputs of people, time, and financing reflect how the outcomes short term,
intermediate, and long-term goals can be achieved successfully as in the theory of change. The
Logic Model provided in Appendix D reflects that success can be evaluated monthly by the
Executive Director, Supervisor and Board members shall review all data sources to determine
compliance. This success will be reviewed quarterly, with The Detroit Housing Commission.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 24
Coupled with the measurement reporting tools, a Continuous Quality Team can and should be
formed within the first year of operations just as the theory suggests to maintain the corporate
culture.
Project Structure and Methodology
Description of Capstone Prototype
A prototype has been developed for the capstone innovation called The 500 Day Initiative.
The prototype is formatted as a Standard Operating Procedure (Appendix C) with the purpose
intended to assign supportive case management services to the housing voucher recipients. These
recipients are formerly homeless or at risk of homeless households who have attended a briefing
meeting and received a voucher electronically through the Detroit Housing Commission (DHC).
It applies to the 500 Day Initiative staff, including the Emergency Housing Technicians, Board
Members, interns, volunteers, and the recipients served.
Emergency Housing Technicians as well as bachelor and master level interns who are contracted
through the 500 Day Initiative will work with persons who have received a Detroit Housing
Commission Voucher on a 24-hour on-call basis. The policy and procedure will address the service
structure around case management for the household to retain the voucher past 547 days. These
six areas of service structure to be provided, but are not limited to Administration, Education,
Housing Search Assistance, Benefits, Collaboration, Advocacy.
Administration services will effectively manage annual Housing Commission
recertification paperwork in collaboration with the property owner and the head of the household
recipient to ensure that the property taxes are current, the utility services are connected (if
applicable), to initiate the annual housing inspection and timely and appropriate submission of
documentation.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 25
The Education services component will inform all the adult household members of Fair
Housing and Tenant Rights in which the household is expected to attend at least once during the
program enrollment with a gift card incentive. Education can be conducted virtually or within the
community as well as in a group setting virtually or community center setting.
Housing Search Assistance is vital to networking and coordinating safe affordable housing
options with landlords and private owners. The informal rapport and landlord relationship allow
for bridging between the potential tenant and the owner which will be mediated by The 500 Day
Initiative staff. The open communication between all parties involved will provide insight on
available unit sizes and leniency on accepting households who may have trouble passing traditional
background screening.
Benefit coordination services will be provided to the household in coordination with
partners within the community. The applicable household member will be linked to the needed
referrals to provide long term stabilization and self-sufficiency. Staff and household members can
work in collaboration to obtain case management support to apply for food assistance, medical
benefits, child support, and potential unemployment benefits.
Collaboration within the community will be facilitated within apartment buildings through
the monthly meetings and newsletters provided by the complex owner. The household who resides
in an individual home setting will be encouraged to participate in block association meetings and
events with the Emergency Technician present if requested. This collaboration offered within
different housing settings will integrate the family into neighborhoods of their choice and foster
relationships among their neighbors.
Advocacy services are to be provided to mediate between landlord and tenants regarding
lease violations. A member of the 500 Day staff is available to intercede with written
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 26
recommendations needed or reporting for both Adult Protective Services and Child Protective
Services. These advocacy services can also include the presence of staff during the lease signing
or the landlord's request to deliver eviction notice or other documentation to communicate with
tenants. This advocacy can provide written recommendation and support to the court system
regarding guardianship, home care needs to work in conjunction with law enforcement officials to
allow the household and its members to remain with the unit until join terms are met or if an
additional suitable housing setting is located with additional supports.
Comparative Market Analysis
Conceptually, the staff will be contracted out through the 500 Day Initiative, which will
bill services through Medicaid as either supportive housing or recovery supports to bring to
marketplace policy. There have been no organizations working with the Detroit Housing
Commission that have sought a policy and procedure to ensure that Section 8 voucher
households can receive an assigned case manager available to them at any time for consultation.
The offering of assigned staff for virtual and community visits reduce the numbers of these
formerly homeless individuals and families losing their housing subsidy. The Corporation for
Supportive Housing offers low-cost training to subscribers of their membership fees and
newsletters. However, additional Permanent Supportive Housing courses with a focus on
families are provided free by the Detroit Wayne Integrated Health Network (DWIHN) on a web-
based training platform. The web training center provides service providers with the opportunity
to build upon their skill sets. Training certificates are awarded and Continuing Education Credits
are provided for most modules that are more than an hour in duration.
The use of student interns and housing staff that are to be contracted by the 500 Day
Initiative. Five Emergency Housing Specialists are recommended to be contracted with two
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 27
interns that will also be part of the case management team to assist with administrative supports
to enter and track data accurately for the specialists. The rationale is that if one specialist will be
available for each day of the week with the supervisor on call to be available to support the EHT
in tandem.
As stated previously, housing staff cannot afford to provide pro bono advocacy for each
call transferred at a nonprofit. Employers will only allow for 35-40-hours in a standard
workweek. In reality, caseloads range from 25 to 30 households per one caseworker in the
average RRH grantee agency. An additional two to five housing crisis requests can be
overwhelming to a human resource worker without any incentive. A conservative estimate is that
an additional two to five hours are used on RRH alumni to resolve their initial housing concerns.
The 500 Day Initiative innovation allows for competition within the Continuum of Care to
incentivize other human service workers to welcome the opportunity to eagerly assist this
population.
The EHT’s time is to be billed through Medicaid and Medicare insurance for services
rendered to persons in need of housing stabilization case management services. The case
management services are allocated from fifteen minutes to an hour for in-home and telephone
supports will not exceed the Medicaid and or Medicare standards. The ability to have fees for
services rendered is an opportunity for this Standard Operating Procedure innovation in the
housing sector to reduce homelessness by offering flexible employment schedules that will be
attractive to the professional who is earning less than $35,000 a year.
Housing stability decreases the numbers of persons that return to the streets after the
initial housing crisis. To have success in this project it will take strong partnerships and
collaboration with the Detroit Housing Commission and eventually the Michigan State Housing
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 28
Development Authority (MSHDA. Housing voucher processes to implement more intensive case
management services on a 24 hours basis as if a first responder is expected. To possess a housing
subsidy and an adequate amount of advocacy to keep housing in place would lessen the task of
ending homeless for the overall good.
Project Implementation Methods
Financial Plans and Staging
As part of the implementation process, there are two budgets to reflect both Start-Up
costs in Appendix A and the First Full Year of Operation reflected in Appendix B commencing
in the Fall of 2021. In the pre-operation stage in the year 2020, there are required costs to open
the flood gates for the Emergency Housing Technicians to start servicing 100 households who
have received a Detroit Housing Commission housing voucher. This voucher subsidizes a
portion of or all of their rent payments in a unit of their choice. The Standard Operating
Procedure and Policy innovation are set to launch successfully by the end of 2020.
As shown in Appendix A, the profits for the 500 Day Initiative will derive from a few
different streams of revenue. The U.S. Small Business Association (2019) advises that breakeven
analysis is a proven strategy to secure loans and may be necessary to attract future stakeholders
to potentially invest and will save money with tax deductions in the future even as a non-profit.
Medicaid insurance supportive housing billing will be offered to at-risk families needing EHT
services of $50 per unit for 15-minute increments up to a two-hour session in a week. The
sessions are approved for up 12 weeks within a calendar year. These sessions can also be
extended for an additional 12 weeks with the same year if deemed necessary to meet identified
goals through the Detroit Wayne Integrated Health Authority.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 29
The 15 minutes apply for as well for two-hour peer groups in addition to two individual
sessions for the head of the household if conducted by a Certified Peer Recovery Coach for a
family with a documented Substance Use Disorder from the assessment tool. This estimates a
generation of $200 for the initial hour for the household encounter virtually or in-person and
another $200 an hour for a group session with another household for landlord-tenant education.
This can be billed in two-hour increments and can mean upwards of an additional $60,000 for
start-up costs the first year. Contracts for industries where women-owned small businesses
(WOSB) are noted to be underrepresented. A few contracts are restricted further to economically
disadvantaged women-owned small businesses (EDWOSB). It is rare to have a minority
business owner have multiple revenues in the homelessness arena in the City of Detroit and the
500 Day Initiative seeks to improve upon these statistics.
Expenses associated have defined costs as professional licensure or non-profit costs are
fixed through the Internal Revenue service. Additional expenses like contractor base rates are
estimated, as an online search and found that the standard pay is $50 per 15-minute unit in
providing peer-directed and recovery operated services. The amounts are also not to exceed two
hours per the City of Detroit coordinated entry. Research conducted in evidence-based practice
inquired to service providers that will serve as a mentor as to what revenue could be generated.
These service providers may also be able to provide match funds as required for the Michigan
State Plan Block Grant.
Housing agents who receive their funding through the Michigan State Housing
Development Authority (MSHDA) should be diligent in spending resources effectively. This
potentially becomes more successful if they can allow more people to access affordable housing.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 30
As the majority of businesses are observed to be categorized into one of three types: brick-
and-mortar businesses, online businesses, and service providers. Startup expenses are dependent on the
business type, therefore online and web-based platforms as well as the services model to serve the
target population will be used to aid in service delivery. The opportunity to apply and receive
supportive service grants through the COIVD-19 Cares Act and the newest option of using fees
for peer-directed services is feasible financially for this capstone innovation. On-call billable
case management services for Section 8 recipients in Detroit does not currently exist virtually or
in person.
Politically, it has now become almost a moot point to provide supportive services
remotely within the community. The new norm of technology has allotted for the innovation to
be set in motion faster than originally projected.
The Start-Up costs are estimated to amount to $151, 000 with a surplus of $51,000 and
includes expenses that are common line items shown in Appendix A. This budget includes
revenues from contribution from annual yacht fundraiser, local donors from such as the landlords
within the Continuum of Care and In-kind donations for office space. The Initiative has already
secured $5000 from a private donor and in-kind donation of paper products as well as household
supplies totaling more than $1000.00. The office space is to based remotely during the Start-Up
year. Initially, in the planning phase before COVID-19, the thought was to expand upon office
space in the first full year.
The expansion of The 500 Day Initiative staff to utilize physical office space was planned
to include a monthly rental cost provided to Wayne County Neighborhood Legal Services for
$1000 month, in exchange for the use of office equipment, and supplies. This is reflected in the
lower operating expenses the following year with the First Full Year of Operation as shown in
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 31
Appendix B. Since March 2020, the inability to conduct home visits in person in conjunction
with the State of Michigan Governor “Stay at Home Order” has fostered the ability for The 500
Day Initiative to work remotely without the need for any office rental payments, adding to
surplus.
The First Full Year of Operation (FFYO) in the fall of the year 2021 as shown in
Appendix B, however, will allow a bigger presence in the City of Detroit. Persons will be
referred by word of mouth and via social media about the services provided. The initial
supervisor will have to assume the formal role as Executive Director with a raise as added
personnel and the supervisor position will be filled contractual hire to oversee daily duties.
Preferably a senior EHT will be promoted to this role with increases in personnel costs. The
revenue at FFYO will be more than doubled to service an additional 300 households, (not
people).
The revenue is expected to reach more than a half-million dollars to provide services to
the voucher recipients only from the Detroit Housing Commission. As a grant holder from HUD
and Medicare/Medicaid biller, there are stricter requirements to hold Executive Director and
shareholder meetings. Detroit Recovery Project a community provider of services on an
insurance fee scale will serve as a mentor and Technical Assistance liaison to the 500 Day
Initiative. The Technical Assistance will assist the First Full Year of Operations to secure
additional match dollars from other organizations as proof of support to apply for supplementary
grant opportunities during the Spring of 2021.
Project Impact Assessment Methods
To assess the level of effectiveness of Emergency Housing Technician services through
The 500 Day Initiative, an evaluation of the capstone design will be conducted the following
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 32
measures: The process of implementation and the impact of The 500 Day Initiative program,
using the EPIS framework; the implementation timeline is documented and depicts the process
and overlaps in follow up on the follow up/sustainment phase. The exploration phase,
preparation phase, implementation phase, and sustainment phase have some areas of overlap.
These phases are consistently adapting to the ongoing needs of the homeless community. The
EPIS model allows for an understanding of what quarter correlates with each phase. The monthly
duration of each will remain during the timeline provided per the GANTT Chart in Appendix G.
During the monitoring of implementation and gathering the outcomes, data will be collected
from the pre-test and data gathered from the posttest to gather any progress made towards set
goals with the Emergency Housing Technician staff through The 500 Day Initiative.
Though the main focus of the EHT innovation within Detroit is not to be an educator to
the community, The Initiative can assist with the process of de-stigmatizing homelessness
including mental health and substance use disorders. The opportunity for voucher recipients in
need of a safety net is needed to engage in additional screenings to determine collaboration with
another level of community support such as Adult Protective Services and or guardianship.
The Vulnerability Index Service Prioritization Decision Assessment Tool (VI-SPDAT)
tool was developed by Org Code Consulting, Inc (2016). The VI-SPDAT will be used as a pre-
post- post- design adequate to measure the gaps to reduce homeless recidivism. Using more than
only two points in time, this design seeks to measure the outcomes of the innovation. Pre and
post assessment excludes the mid-phase of service delivery. To gauge the reduction of at-risk
behaviors every 90 days by an EHT, the baseline data from the VI-SPDAT will be utilized.
The VI-SPDAT and SPDAT are intimately related but are different instruments. The VI-
SPDAT is a triage tool, as it looks for the presence of an issue, not the severity as the full
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 33
SPDAT is intended to. It delves into the nuances of the components that may have detrimental
effects on a household’s wellbeing. The VI-SPDAT is the precursor to utilizing the full SPDAT
assessment. A full SPDAT is to be used when there is a doubt about the self-reported response or
depth of needs reported through the VI-SPDAT. The further exploration of concrete risks using
the full SPDAT instrument. The analogy used is that the VI-SPDAT is the triage station in an
emergency room, determining whether or not there is a potential crisis for immediate assistance.
The SPDAT is equated to what happens when the physician sees the patient after triage,
exploring a complete history, context, co-occurring issues, and the most appropriate treatment
pathway to be referred to.
Client satisfaction surveys on a Likert scale consisting of two questions after each service
delivery will be provided electronically or physically for completion confidentially. These two
questions include: How services provided would be rated that day and secondly if the staff
member assisting addressed all needs expressed during request. The option of having additional
comments or concerns will be provided via a google doc or paper form to be completed by a
member of the household to collect data on the feasibility of the service delivery after
implementation.
The planning phase for this innovation was formalized between April and June of 2019.
Portions of the innovation allowed an additional 90 days or a quarter for any modifications that
were needed.
The project will use a pre and post-mixed methods design, to serve one hundred
households who have been selected by the Detroit Housing Commission to receive a housing
voucher. These participants are identified and contacted to attend a voucher briefing within the
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 34
2020/2021 fiscal year. Quantitative and qualitative outcome measures will be used for the
evaluation of the efficacy of the 500 Day Innovation.
The Emergency Housing Technicians will follow up with will occur every 90 days with
the VI-SPDAT tool administered leading up to the 365-day benchmark for the full SPDAT tool
assessment. These 90-day intervals shall demonstrate lower SPDAT scores as a benchmark to
success as compared to the original SPDAT score conducted at intake.
These identified households will be provided with the EHT contact information via
kicker cards, email addresses, landline hotline numbers, and a social media account to access
24/7 when in need of guidance during a housing crisis. The preliminary design will be tracking
data by hand and through the Homeless Management Information System (HMIS). These RRH
alumni have been “exited” from the HMIS system and are time-stamped with a date. The
reappearance of HMIS activity will show as “entry” into any new homeless program in HMIS.
This entry indicates the agency that the household has encountered and the reason for additional
homeless services. The updated contact information will be addressed in a post-survey after the
18 months of EHT services.
Due to COVID-19 access to research inherently has not been continuing weekly before
staying at home orders in the State of Michigan. Before March 2020, the logging of each
incoming call or request for housing assistance from a potential participant and the tracking of
this data to implement this innovation was conducted manually from the receptionist at an RRH
agency. Therefore, the time frame is much longer as originally expected per the GANTT chart in
Appendix F as it reflects the time frame for more than six months to develop more labs, conducts
interviews, reviews literature that corresponds to the topic of homelessness during the COVID-
19 pandemic.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 35
The design of the program is in place and dependent on any alterations made to funding
sources and line items added. This task is going to be dependent on the research of primarily the
users not to assume what is best to perpetuate any potential cultural bias that may not be
inclusive of the population intended to assist. However, it will be a shorter task to redesign using
a business plan that may generate additional stakeholders for funding opportunities in addition to
the Standard Operating Procedure.
Implementation has occurred in tandem as a few of the other tasks. The time frame is
pressured to be at near completion for later in the Fall of 2020. This phase has catalyzed the pre-
tests, surveys, and interviews. These tasks will be accomplished as they are based upon each
other.
Stakeholder Engagement Plan
Stakeholders such as the Supervisor and Executive Director will be engaged in the
activity of facilitating the Executive Board meeting monthly until a Board Chair is identified.
The supervisor prepares for the meeting by identifying items for an agenda that allows for the
sources to be discussed. The DHC is the lead in this activity. It will be important for the DHC to
involve specifically the coordinator of the housing briefing meetings. Follow up strategy plan for
these stakeholders will be involved to monitor program outcomes.
The Emergency Housing Technician staff will prepare success stories in the form of
presentations for Executive Board meetings and participate in the program planning process. The
involvement in a key stakeholder meeting aimed to create empathy and provide landlord-tenant
education services. Select service providers will be invited to subsequent
planning meetings as a follow-up strategy.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 36
Landlords and Private owners as stakeholders are to share information related to the
concerns within the community and identify opportunities to leverage housing resources and
promote collaboration. Involvement in annual landlord meetings aimed to sensitize stakeholders
who currently or interested in becoming involved in supporting the EHT services. As part of the
follow-up strategy, they will be involved to follow up with current tenants and keep affordable
units available for the participants.
Former clients or alumni will provide insight into the first full year of operations as a
Consumer Advisory Board. Potential outcomes and advocate for improved and expanded
services. Their involvement in Quality Assurance meetings quarterly aimed to review the
efficacy procedures in providing housing stability services
Communication Strategies and Products
The global authority on advertising and media effectiveness provided a campaign for the
NYC Rescue Mission: Underheard In New York. This movement of choice related to the Grand
Challenge of Ending Homelessness. The “Underheard” was a one-month initiative created to
shift New Yorkers' perceptions of the city's homeless population. It aimed to go beyond pure
knowledge to promote engagement, enhance the perception of homelessness among people, and
question their stereotypical views that keep the problem of homelessness in place.
Informing the public by using data and /or images such as the Storyboard in Appendix H
can provide the opportunity to cover the key points in a quick fashion to process further
developing information on the program. Personal norms elude to beliefs that the persons
experiencing homelessness are to blame personally for their misfortune. This campaign was
chosen as a model for communicating The 500 Day Initiative to get the public not just to be
aware of homelessness but to have empathy for the persons served.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 37
The use of short-form video and the Infographic as shown in Appendix F communicate
images and feelings on empathy to contribute to the cause. Images of families that can benefit
from a connection to other supports designed to strengthen and improve their lives are useful in
recruiting stakeholders and soliciting donations and grants. The use of a press release and public
relation stakeholders provide a community presence of an EHT can provide case management
supports to persons with barriers to reintegrate into neighborhoods and change the stigma around
what it means to be homeless.
The limited literature identified a specific problem within housing subsidies that have not
been resolved through current procedures. By providing non-traditional case management access
to 100 households (not people) that have received a Detroit Housing Commission Voucher the
policy change strategy is feasible in a post-COVID-19 world. These families need ongoing case
management services during evenings, weekends, and holidays to prevent housing crises that
cause eviction and relinquishing of the voucher.
Ethical Considerations
To protect the integrity and safety of the participants, the Emergency Housing
Technicians Supervisor will need ongoing guidance to support the EHT team. This is an effort to
become efficient on visits within the community to protect EHT’s and prevent any agency
liability in the field. There are challenges regarding community field hazards post COVID.
However, to keep risks to a minimum, training to follow along with health and safety precautions
is already a requirement in most human service realms. Emergencies can happen at any time. A
team of Emergency Housing Technicians will always be on duty.
Working nights, holidays and weekends is expected and may also have several days off
in a row in rotation. It is noted that as a first responder, severe injuries from people with mental
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 38
illness, and death may occur in the field. The stressors afforded by working with an at-risk
population can catalyze compassion fatigue. There will be access to counseling and emotional
support throughout the tenure as an EHT as an additional portion of the logic model. A team
framework featuring self-care will be taken seriously. An EHT will provide the opportunity to
build upon relationships and network with stakeholders across the community. In addition to the
clients, there are long term outputs that all community partners such as family members,
landlords along with police officers, firefighters, and medical personnel can contribute to the
locale. Networking among these stakeholders will strengthen connections and create empathy for
every aspect of community life.
The medical directors of Emergency Medical Systems, such as those of us in the National
Association of EMS Physicians (NAEMSP) do not have an evidence-based protocol to provide
on “runs.” The best practice in de-escalating techniques as well as Motivational Interviewing
skills will be built upon for the innovation as this is familiar territory for current professionals
working within the human services field.
Conclusions, Actions, and Implications
Summary of Project Plans
This prototype implies that rates of homelessness recidivism will be reduced in the future
by 75% by 2022. The monitoring of the entry and exit dates of the HMIS system can be
measured monthly in comparison. The HMIS case management system allows for the SDPAT
Tool scores to be present. Therefore, the reduced SPDAT scores at 90-day intervals will allow
the 500 Day Initiative management team as well as the Board of Directors to address ongoing
community trends and necessities to remain stably housed for their one-year lease term.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 39
Project Implications for Practice and Further Action
It will be the policy of the 500 Day Housing Initiative to prepare for circumstances that could
potentially harm the households by using a Risk Management plan/policy. The recipients have the
option of declining services at any time. This is to prevent any unethical service delivery in the
community to address areas that could be of concern and to include opportunities to build upon
procedures to protect the agency and its stakeholders. These implications can also mean that there
could be duplication of services within the Housing Commission and the CoC. This would not be a
detriment to the persons served, however, the risk of billing for the same service delivery can mean
that there will be a Medicaid fraud concern. The interest in service delivery by individual contractors
and larger organizations could mean that this innovation could increase larger than originally intended
after the first full year of operation.
Project Strengths and Limitations
A potential strength as shown in the SWOT Appendix E, the VI-SPDAT, and SPDAT
informs the work of prioritization. These tools provide objective, evidence-driven advice to the
assessors on who should be served. If a community had more staff, time, money, housing, or
other resources prioritization would not be necessary. Both the VI-SPDAT and SPDAT tools
move service providers out of a mentality of first-come, first-served basis to a more thoughtful,
deliberate strategy that objectively determines who needs to be served in which order.
Potential Weakness. Operational efficiency is doing things right to ensure efficacy. The
outputs in this innovation are the average number of persons served per session. Accountability
and ethics violations are a risk for those that bill in quarterly, 15-minute increments. However, it
is noted that every household will not need a two-hour session as well as a two-hour group each
week on landlord-tenant issues from the EHT just to bill $800.00 for that household.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 40
The location of the services is provided whether in-home individually, via Zoom,
Microsoft Teams, or Facebook Direct Messaging can be a risk for overbilling and Medicaid
fraud. It is never a wise idea to promote this temptation or misuse unrestricted funds from HUD
inappropriately. There are current tools to prevent fraud and abuse. The initiative discourages the
misuse of resources and has projected to hire an outside financial auditor to increase the fidelity
for the program. This auditor will be reviewing EHT logs and sign-in sheets, etc. weekly to
ensure that all clients in FFYO are not “cookie-cutter” users all receiving the same duration and
services.
Further Action. Program Effectiveness will also be the Board of Directors monitoring of
expenses to ensure the expenditures are allocated correctly. The recommendation is that the line
items for training, entertainment (team building), and the emergency supplies for clients will be
closely watched. These costs will be utilized from the contributions and donor revenues and
require close monitoring and reporting each month to the Board members.
This SOP and business plan hopes to improve upon the current housing supports found
within the Detroit Housing Commission. As a measure of success, this prototype and innovation
are expected to be duplicated by other users immediately within the CoC in the same year of
implementation. However, the next step to advance upon the innovation is to file for articles of
incorporation with the Licensing and Regulatory Affairs within the State of Michigan for
nonprofit status by December of 2020. In congruence with the author, De Jong who states, “I just
hope this helps move the needle forward in ending homelessness” (2019 p.33).

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 41

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THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 46
Appendix A
START-UP
FY 2020 Operating Budget-Emergency Housing Technicians

$'s (000's) Comments
Revenue
Contributions $5,000.00
Housing Agent Contracts $75,000.00
Potential Medicaid Billing $60,000.00 Detroit Recovery Project
Local Donors $10,000.00
Wyoming, LLC, Mega Management, Freedom
Place Property Mgmt
In-kind Donations $1,500.00
Peer Support Services $0.00

Total $151,500.00

Expenses

Wages / Salaries:
Executive Director $40,000.00
Supervisor $35,000.00
Interns $500.00 gift card stipend
$0.00

Total $75,500.00

Other Operating Expenses

Contractors (Indep) $21,000.00 Emergency Housing Technicians
Occupancy/Rent $0.00 Homebased
Furn & Eqpt $0.00

Tech/Computers $800.00 4 Laptops, software
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 47
Tel/Utilities $1,000.00 Four Cell phones, one landline
Insurance (enterprise) $0.00
Licenses $0.00
Marketing $100.00 Social Media//Eventbrite fees, etc
Trng/Prof Dev $800.00
Supportive Housing Conference /SA
training//Trauma //MI
Travel & Enter. $0.00 Holiday//Team building //Goal Outings
Emergency Supplies $250.00 Food/products/ for families in crisis
Office Supplies $500.00

Total $24,450.00

All Expenses Total $99,950.00

Surplus/Deficit $51,550.00

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 48
Appendix B
FIRST FULL YEAR OF OPERATION
FY 2021 Operating Budget-Emergency Housing Technicians

$'s (000's) Comments
Revenue
Contributions $10,000.00
Housing Agent Contracts $375,000.00
Potential Medicaid Billing $120,000.00
Local Donors $25,000.00 Landlords, Housing Agents
In-kind Donations $7,000.00
Peer Support Services $60,000.00

Total $597,000.00

Expenses

Wages / Salaries:
Executive Director $60,000.00
Supervisor $50,000.00
Interns $1500.00 gift card stipends
Accountant $40,000.00

Total $151,500.00

Other Operating Expenses

Contractors (Indep) $35,000.00 Emergency Housing Technicians
Occupancy/Rent $12,000.00
Furn & Eqpt $0.00

Tech/Computers $800.00 4 Laptops, software
Tel/Utilities $2,000.00 Four Cell phones, one landline
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 49
Insurance (enterprise) $500.00
Licenses $260.00
Marketing $300.00 Social Media//Eventbrite fees, etc
Trng/Prof Dev $2,000.00
Supportive Housing Conference /SA
training//Trauma //MI
Travel & Enter. $500.00 Holiday//Team building //Goal Outings
Emergency Supplies $5000.00 Food/products/ for families in crisis
Office Supplies $800.00

Total $59,160.00

All Expenses Total $210,660.00

Surplus/Deficit $386,340.00

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 50
Appendix C
HOUSING VOUCHER RECIPIENTS POLICY AND PRACTICE
August 9, 2020 Rev. 3
Approved
Signature:

Effective 2020

Purpose:
To establish a standardized procedure for The 500 Day Initiative to provide supportive case
management services to the housing voucher recipients who received a briefing meeting
through the Detroit Housing Commission (DHC).

Application:
The 500 Day Initiative staff, Board Members, Emergency Housing Technician, interns,
volunteers, and the recipients served.
Policy:
Emergency Housing Technicians and interns contracted through The 500 Day Initiative to
work with persons who have received a Detroit Housing Commission Housing Voucher.
The written policy and procedure will address service structure around the grant funding
needed to provide case management to include, but are not limited to, six items:
Administration services will effectively manage annual Housing Commission
recertification paperwork in collaboration with the property owner and the head of the
household recipient to ensure that the property taxes are current, the utility services are
connected (if applicable), to initiate the annual housing inspection and timely and
appropriate submission of documentation.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 51
Education services will inform all the adult household members of Fair Housing and
Tenant Rights in which the household is expected to attend at least once during the
program enrollment with a gift card incentive. Education can be conducted virtually or
within the community as well as in a group setting virtually or community center setting.

Housing Search Assistance is vital to networking and coordinating safe affordable housing
options with landlords and private owners. The informal rapport and landlord relationship
allow for bridging between the potential tenant and the owner which will be mediated by
The 500 Day Initiative staff. The open communication between all parties involved will
provide insight on available unit sizes and leniency on accepting households who may have
trouble passing traditional background screening.
Benefit coordination services will be provided to the household in coordination with
partners within the community. The applicable household member will be linked to the
needed referrals to provide long term stabilization and self-sufficiency. Staff and household
members can work in collaboration to obtain case management support to apply for food
assistance, medical benefits, child support, and potential unemployment benefits.
Collaboration within the community will be facilitated within apartment buildings through
the monthly meetings and newsletters provided by the complex owner. The household who
resides in an individual home setting will be encouraged to participate in block association
meetings and events with the Emergency Technician present if requested. This
collaboration offered within different housing settings will integrate the family into
neighborhoods of their choice and foster relationships among their neighbors.
Advocacy services are to be provided to mediate between landlord and tenants regarding
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 52
lease violations. A member of the 500 Day staff is available to intercede with written
recommendations needed or reporting for both Adult Protective Services and Child Protective
Services. These advocacy services can also include the presence of staff during the lease
signing or the landlord's request to deliver eviction notice or other documentation to
communicate with tenants. This advocacy can provide written recommendation and support to
the court system regarding guardianship, home care needs to work in conjunction with law
enforcement officials to allow the household and its members to remain with the unit until join
terms are met or if an additional suitable housing setting is located with additional supports.
Procedure:
If a DHC recipient requires assistance they can contact the 500 Day Initiative via
telephone, email, direct message via social media, or Zoom to be assessed for immediate
housing stability needs.
Referrals are taken evenings, weekends, holidays on a 24/7-hour response basis.
The means of communicating with persons served are checked quarterly to ensure that they
are in service as stated.
The 500 Day staff supervisor will collaborate with the Emergency Housing Technician
staff on call to advise on the SPDAT assessment score.
The Emergency Housing Technician and the intern will be dispatched to the household
who requested assistance.
The Emergency Housing Technician and the intern will document and monitor the request
and inform the supervisor when the virtual home visit is complete.
The paperwork with notes, satisfaction surveys, and completed SPDAT will be submitted
to the supervisor on call no later than 24 hours after the initial request.
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 53
Appendix D
LOGIC MODEL
Program Name: The 500 Day Initiative
Goal: To provide 24/7 case management access to housing voucher recipients from The Detroit Housing Commission. To reduce homelessness within the City of
Detroit to address the Grand Challenge of Ending Homelessness

Inputs
Activities Outcomes Measurement Reporting
Tools
Evaluation
Process

Staff

Interns

Volunteers

Time

Money

Research

Materials

Technology

Persons receiving
housing (formally
Section 8)
vouchers require
access to case
management
services 24/7 to
prevent a potential
housing crisis that
causes a return to
their previous
housing status
within 18 months
or 547 days.

Direct
Supportive
services w/
Emergency
Housing
Technicians for
case
management

Visits will be
conducted
virtually or in-
person to stabilize
and potential
housing crisis.

Direct services
through
community
partners
Short Term

95% of eligible
participants will
accept th e
services offered.

Intermediate
80% of residents shall
receive and accept at
least two services
from the EHT
determined in the
IPOS during the first
500 days of receiving
a voucher

Reduction in shelter
bed space

Long Term
Reduction in
homeless
recidivism by
75% in 2022

Fewer forfeiture
of housing

a. Referrals
b. HMIS entry/exit dates
c. SPDAT Scores every 90 days
reduction or increase
d. Client Satisfaction
Survey
e. Fulfillment of one-year lease
term

Monthly, the Executive
Director, Supervisor and
Board members shall
review all data sources to
determine compliance.

Quarterly, the reporting will
be forwarded to the Detroit
Housing Commission.

100% of those
electing to participate
shall actively
participate in goal-
setting in Individual
Plan of Service
(IPOS)
Improve self-
determination &
Knowledge of
community resources

Increase landlord-
tenant education

Additional Data Collection
a. Incident Reports
b. Eviction Notice
c. Psychiatric hospitalizations

d. Police Interaction
e. Child Protective Services
involvement
f. Client Self-reports
g. Progress on Set goals
All results will be reviewed
with the E x e c u t i v e
D i r e c t o r Program
Manager and Board
me mb er's input for the
improvement o f the
process.
Assumptions:

Direct Services will be offered should include Referrals for Utility assistance, Security deposits, Rental arrears, Furniture voucher, documentation assistance,
landlord-tenant education

External Factors: Bias towards outside supports, Resistance to change, Political factors
THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 54
Appendix E
SWOT ANALYSIS

SWOT
STRENGTHS
• Ad Hoc conversations reveals the
need to assist
• Initial data reveals a great need to
help NLSM Section 8 Voucher
recipients
• Initial interest from the Detroit
Housing Commission

OPPORTUNITIES
• Have been awarded $5K in donations
to implement the pilot
• Defund “The Police Movement” has
spurred interest in community support
• Good relationships with stakeholders
who are interested in the participating
in the pilot
• Extensive Detroit-based business
relationships
WEAKNESSES
• Lack of name recognition for
organization
• It may be difficult to obtain
enough funds
• May not be able to bring enough
staff onboard for the pilot
THREATS
• New changes in federal HUD
leadership may change grant funding
amounts
• Lack of interest by leaders of Detroit
non-profits
• More established organization may
take the idea
• Not enough oversight to keep the data
accurate

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 55
Appendix F
EHT INFOGRAPHIC

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 56
Appendix G
GANTT CHART
Task Name Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020 Q3 2020
April May June July Aug Sept Oct Nov Dec Jan Feb March April May June Jul Aug Sept
Planning

Research

Design

Implementation

Follow Up

Task Name Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022
Oct Nov Dec Jan Feb March April May June Jul Aug Sept Oct Nov Dec Jan Feb March
Planning

Research

Design

Implementation

Follow Up

THE 500 DAY INITIATIVE: STANDARD OPERATING PROCEDURE 57
Appendix H
PROJECT IMPLEMENTATION

Abstract (if available)

Abstract The National Alliance to End Homelessness estimates that there are at least 553,700 persons experiencing homelessness on a given night within the United States (2020). This estimate is equivalent to five football stadiums full of people. Many efforts have been presented over the last thirty years within the U.S. to assist in combating the Grand Challenge of Ending Homelessness. Two efforts: Rapid Rehousing (RRH) and Supportive Housing (SH), are effective approaches within the City of Detroit Continuum of Care (CoC). Time-limited case management supports are in place for both RRH and SH to assist participants with supportive services that are appropriate for the individual and family. These services often end less than a month after a household obtains a housing voucher (historically known as “Section 8”) from the Detroit Housing Commission (DHC). Additional research is needed to track the pervasiveness of homelessness recidivism in Detroit after a housing voucher is issued. There are anecdotal reports from RRH providers each month at CoC meetings regarding former RRH clients requesting advocacy and supportive services to prevent loss of the voucher subsidy. These support services being requested are not funded nor available for these former RRH clients. The requests are being made within the first year of obtaining a housing voucher according to the Homeless Management Information System (HMIS). These voucher recipients require access to a case manager who provides supportive services to maintain long-term housing stability, just as in Supportive Housing. The recommended innovation and policy change strategy to address this problem at the local level is to provide Emergency Housing Technicians (EHTs) to these voucher recipients. EHTs will be available to offer supportive services during non-traditional business hours such as evenings, weekends, and holidays. These Emergency Housing Technicians will be vital in assisting the Detroit Housing Commission (DHC) to improve service delivery to recipients to remain housed with the long-term subsidy. ❧ Data from HMIS shows that on average these former RRH households that have received a DHC voucher are returning to their previous homeless status within 18 months or 547 days of receiving the said voucher. The 500 Day Initiative is designed to address the problem of homelessness recidivism. It is estimated that the 500 Day Initiative will reduce homelessness by 75% in the Detroit Housing Commission by the year 2022.

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Asset Metadata

Creator Dooley, Dana Essence (author)

Core Title The 500 Day Initiative: an innovative standard operating procedure assisting Detroit Housing Commission voucher recipients with 24 hour case management services

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Publication Date 11/20/2020

Defense Date 07/31/2020

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag Detroit Housing Commission,Housing Choice Voucher,OAI-PMH Harvest,Section 8

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Rank, Michael (committee chair)

Creator Email danadool@usc.edu,ddstarr1@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c89-399703

Unique identifier UC11666463

Identifier etd-DooleyDana-9132.pdf (filename),usctheses-c89-399703 (legacy record id)

Legacy Identifier etd-DooleyDana-9132.pdf

Dmrecord 399703

Document Type Capstone project

Rights Dooley, Dana Essence

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA