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CHAPTER EIGHT:

SERVICE COORDINATORS

8.1 GENERAL

It is the Department\'s finding that service coordinators are

necessary to coordinate supportive services for the elderly,

disabled, and families residing in eligible housing

projects. Service coordinators are needed to link the

elderly or disabled residents residing in the projects to

the supportive services necessary for them to remain

independent and in their own homes.

Families living in assisted housing have various unmet

social needs which are difficult for management agents to

work with and resolve effectively. These unresolved social

needs have a devastating impact on individual families and

in turn directly impact the management of the project. In

some properties, resourceful owners and agents alone and/or

in conjunction with public or private organizations have

addressed these problems. These solutions, in the form of a

service coordinator, who is part of the management team,

have benefited individual tenants who in turn have assisted

in building community within the housing project. Problem

solving, which promotes active communication between

residents and the management team, makes management\'s job

easier, improves the lives of the tenants, and builds

community in the process.

Due to the limited amount of funds available to date less

than half of all project owners have funded a service

coordinator. However, HUD permits rent increases and the

use of residual receipts to fund service coordinators in

eligible projects with HUD approval. Projects may also

utilize the services of an \"On-line Service Coordinator\"

(OLSC), to work with a project\'s \"Computerized Learning

Center\" (CLC). (See Chapter 9 for further information.)

8.2 ELIGIBILITY

a\. Projects Serving the Elderly or Disabled. Various

Appropriations Acts for the Departments of Veterans

Affairs and Housing and Urban Development, may provide

funds for grants for service coordinators for elderly

or disabled families in housing projects serving the

elderly or disabled participating in the following

programs: Section 8 New Construction,

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Substantial Rehabilitation, Section 202, State Agency,

Farmers Home, and Loan Management Set-Aside and

Property Disposition, where contract rents are adjusted

based on the AAF (as opposed to budget-based rents).

HUD will publish a separate Notice concerning specific

funds appropriated for service coordinators, when

necessary.

An owner/borrower of an eligible project must first

apply for grant funds designated for service

coordinators if available, prior to requesting approval

for a rent increase described in this Chapter. Once

these special grant funds are exhausted, projects

owners may apply under paragraph B below.

b\. Projects Serving Families, the Elderly or Disabled.

HUD may approve requests for the use of residual

receipts, budget-based rent increases or special

adjustments to fund service coordinators or OLSCs (see

Chapter 9). Requests to fund a service coordinator

will be evaluated under the criteria within this

notice, but must also be consistent with availability

of funds in a changing regulatory environment. Owners

must exhaust funds in the projects residual receipt

account prior to the Area Office\'s approval of a rent

increase (except under Section 202, see paragraph

8.5(a)below).

To qualify for eligibility for either the use of the

residual receipts or a rent increase, a 202 loan must

have closed. In addition, since there may be isolated

cases in other programs where the loan has not closed

or been endorsed, the requirement that the loan has

closed or been endorsed applies to all project owners.

Also, in some cases under the Section 202 program, the

project\'s reserves for replacement and residual

receipts are located in one account. In order for

these projects to be approved, the sponsor must agree

to provide separate accounts for the residual receipts

and reserve for replacements from the time of approval

forward.

In the following Section 8 programs project owners are

eligible to apply for a special adjustment in rents for

service coordinators in accordance with the

requirements outlined in this chapter: Section 8 New

Construction, Substantial Rehabilitation, Section

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202, State Agency, Farmers Home, and Loan Management

Set-Aside/Property Disposition Set-Aside, where

contract rents are adjusted based on the AAF (as

opposed to budget-based rents). These adjustments are

also available for OLSCS.

In all cases, rent increases may be affected by rents

policy in effect that Fiscal Year.

8.3 AUTHORITY

Authority for eligible costs for service coordinators for

elderly or disabled families in eligible housing projects is

addressed in Sections 671, 672, 674, 676 and 677 of the

Housing and Community Development Act of 1992 (42 U.S.C.

13631 and 13632). Authority for the use of residual

receipts for 202 projects is addressed in Section 202(j) of

the Housing Act of 1959 (12 U.S.C. 1701q(j)) as amended by

Section 602(e) of the Housing and Community Development Act

of 1992. Authority for the special adjustments is addressed

in Section 8(c)2(B) of the United States Housing Act of

1937, as amended, which reads in part:

\"The contract shall further provide for the Secretary

to make additional adjustments in the maximum monthly

rent for units under contract to the extent he

determines such adjustments are necessary to reflect

increases in the actual and necessary expenses of

owning and maintaining the units which have resulted

from substantial general increases in real property

taxes, utility rates, or similar costs which are not

adequately compensated for by the adjustment in the

maximum monthly rent authorized by subparagraph A\...\"

There is no specific statutory authority for service

coordinators within projects other than elderly or disabled

families.

8.4 SERVICE COORDINATOR FUNCTIONS AND QUALIFICATIONS

The service coordinator and the OLSC normally reports to the

project administrator, executive director or director of

management in a management company. The coordinator will

also consult with tenant organizations and resident

management corporations, where appropriate.

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A service coordinator links tenants within the project to

supportive services or medical services provided by public

agencies or private practitioners within the general

community. The service coordinator may assess service

needs, determine eligibility for public services, and work

with the CLC or the OLSC (see Chapter 9).

THE SERVICE COORDINATOR SHOULD NOT BE ASSIGNED

RESPONSIBILITY AS THE PROJECT\'S RECREATIONAL OR ACTIVITIES

DIRECTOR, NOR PROVIDE SUPPORT SERVICES DIRECTLY (EXCEPT IN

EMERGENCY SITUATIONS). THE SERVICE COORDINATOR, ALSO,

CANNOT ASSIST WITH OTHER ADMINISTRATIVE WORK NORMALLY

ASSOCIATED WITH THE PROJECT(S) OPERATING BUDGET.

a\. Eligible Housing Project Serving the Elderly or

Disabled. The service coordinator hired by the owner

of a project for the elderly or disabled must meet the

requirements of paragraph 1, 2 and 3 below.

\(1\) Qualification of a service coordinator:

A. A Bachelor of Social Work or degree in

Gerontology, Psychology or Counseling is

preferable; a college degree is fully

acceptable. However, individuals without a

degree, but with appropriate work experience

may be hired.

Supervisory experience may be necessary in

some team situations in which a professional

supervises a number of nonprofessional or

paraprofessional \"aides\".

B. Training in the aging process, elder

services, disability services, eligibility

for and procedures of Federal and applicable

State entitlement programs, legal liability

issues relating to providing service

coordination, drug and alcohol use and abuse

by the elderly, and mental health issues.

NOTE: This requirement is not a

prerequisite for hiring.

The Owner/borrower must certify that training

requirements, if not met at the point of

hiring, will be satisfied within one year.

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C. Two to three years experience in social

service delivery with senior citizens and

nonelderly disabled. Some supervisory or

management experience may be desirable.

D. Demonstrated working knowledge of supportive

services and other resources for senior

citizens and non-elderly disabled in the area

served by the project.

E. Demonstrated ability to advocate, organize,

problem-solve and provide results for the

elderly and disabled served.

F. In situations where the management of a

buildings) wants to create a services \"team\"

in which a service coordinator supervises one

or more \"aides\" (nonprofessional persons -

see item 2. below), the coordinator should

have appropriate professional staff

experience AND prior supervisory or

management experience.

\(2\) Aides working with a service coordinator:

A. It is desirable, but not required, that aides

have a college degree; they should, however,

have appropriate experience in working with

the elderly and/or disabled.

B. Options for structuring an \"aide\" situation:

\- set up an internship or work study

program with local colleges and

universities to assist in carrying out

some of the functions noted under

paragraph 8.4(a)(1)(D) above; or,

\- use local college and university

programs to provide planning guidance to

project staff or provide program

evaluation/assessment functions.

\(3\) The major functions of the service coordinator

are:

A. Provides general case management (including

intake) and referral services to all

residents needing such assistance.

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May provide formal case management (i.e.,

evaluation of health, psychological and

social needs, development of an individually

tailored case plan for services and periodic

reassessment of the resident\'s situation and

needs) for a resident when such service is

not available through the general community.

(This will probably occur in rural areas.)

NOTE: There may be times when there will

be difficulty in linking up

residents with a community

assessment agency in a timely

manner. Therefore, the project may

want to consider setting up a

Professional Assessment Committee

(PAC) to work with the Service

Coordinator to perform initial

assessments.

A PAC would be composed of at least three

members, one of which must be a qualified

medical professional, with all members

professionally competent to assess frailty

and functional independence.

For projects wanting to consider setting up a

PAC, see the guidance given in the CHSP

regulations, 24 CFR Section 700.220.

A PAC member shall NOT be paid for his/her

services with Section 8 funds.

B. Establishes linkages with all agencies and

service providers in the community; shops

around to determine/develop the best \"deals\"

in service pricing to assure individualized,

flexible and creative services for the

involved residents).

C. Sets up a directory of providers for use by

both project staff and residents.

D. Refers and links the residents of the project

to service providers in the general

community; these are, for example, case

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management, personal assistance, homemaker,

meals-on-wheels, transportation, counseling,

occasional visiting nurse, preventive health

screening/wellness and legal advocacy.

E. Educates residents on service availability,

application procedures, client rights, etc.,

providing advocacy as appropriate.

F. May develop case plans in coordination with

assessment services in the community or with

a PAC.

G. Monitors the ongoing provision of services

from community agencies and keeps the case

management and provider agency current with

the progress of the individual. Manages the

provision of supportive services where

appropriate.

H. May set up volunteer support programs with

service organizations in the community.

I. Helps the residents build informal support

networks with other residents, family and

friends.

J. May provide training to project residents in

the obligations of tenancy or coordinate such

training.

K. May educate other staff on the management team

on issues related to aging in place and

service coordination, to help them to better

work with and assist the residents.

L. May serve part-time as an OLSC (see paragraph

9.5 (g)).

b\. Eligible Housing Projects Serving Families. The

following is guidance which the owner should follow

when hiring a service coordinator and in developing a

job description.

\(1\) Qualification of a service coordinator in family

projects:

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A. A Bachelor of Social Work or degree in

Psychology or Counseling is preferable.

Supervisory experience may be necessary in

some situations.

B. Two to three years experience in social

service delivery with families.

C. Demonstrated working knowledge of supportive

services and other resources in the area

served by the project.

D. Demonstrated ability to advocate, organize,

problem-solve and provide results for

families.

\(2\) Functions of a service coordinator in family

projects:

The following provides a list of functions a

service coordinator may perform. The exact role

for the service coordinator shall be designed to

meet the needs of the project\'s community.

A. Provides general case management which

includes intake, education (services

available and application procedures) and

referral of residents to service providers in

the general community. These social services

may include job training, drug and alcohol

counseling, preventive health screening, and

other family services.

B. Sets up Service Agency Listing for Self-Referral.

This directory may include a

listing of State and/or local service

providers that residents can contact for

assistance (e.g., services to families,

children, individuals who are elderly,

persons with disabilities, emergency

assistance). In many cases State and local

governments can also provide a listing of the

non-profit agencies with which they contract

for services.

C. Sponsors educational events which may include

subjects relating to health care, job search

seminars, life skills training, etc.

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D. Facilitates the formation of Self-Help Groups

within the project\'s community if a

particular need is evident. The formation of

small groups will assist in fostering a sense

of community and encourage residents\' efforts

to support and assist each other.

E. Monitors the ongoing provision of services

from community agencies and keeps the case

management and provider agency current with

the progress of the individual. Manages the

provision of supportive services where

appropriate.

F. Sets up volunteer support programs with

service organizations in the community.

G. Helps the residents build informal support

networks with other residents, family and

friends.

H. Provides training to project residents in the

obligations of tenancy or coordinates such

training.

I. May serve part-time as an OLSC.

8.5 QUALITY ASSURANCE

Management must assure that the service coordinator function

is effectively implemented. Therefore, quality assurance is

an allowable administrative expense. A project may propose

a cost of 8-10 percent of the service coordinator salary to

provide limited monitoring oversight of the service

coordinator by a qualified third party. The project must

provide a written justification along with the budget.

Current salaries of in-house staff may not be augmented for

this purpose.

8.6 OWNER\'S SUBMISSION REQUIREMENTS

The following provides guidance to the owner regarding

submission requirements for the use of residual receipts and

rent increases. These funding mechanisms may be used alone

or in conjunction with one another. For example, if

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the residual receipts are not sufficient to cover the entire

cost of a service coordinator, the owner may request to use

the remaining residual receipts in addition to requesting a

rent increase. However, residual receipts shall be

exhausted prior to requesting a rent increase.

a\. Use of Residual Receipts Accounts in Project For the

Elderly or Disabled. If the project has funds in the

residual receipts account, it shall use these funds for

a service coordinator prior to requesting HUD approval

of a rent increase. An exception to the use of all

residual receipts is in the case of Section 202

projects. Section 602(e) of the HCDA of 1992, limits

the use of residual receipts, by amending Section

202(j) of the Housing Act of 1959. if approved by HUD,

the owner of a Section 202 project may use any residual

receipts held for the project in excess of \$500 per

unit to provide a service coordinator.

\(1\) Requests for the release of funds from the

residual receipts account shall be made in writing

to the HUD State or Area Office. The request

shall provide a detailed description of the

proposed use of the funds, in accordance with

Handbook 4350.1, Rev-1, Multifamily Asset

Management and Project Servicing, Chapter 25,

Residual Receipts.

\(2\) Owners should also analyze the amounts in the

Reserve for Replacements Fund in light of

anticipated replacement needs. They should rely

on their own personal knowledge of the physical

condition of the project, evaluations made by

their managing agents, and physical inspection

reports furnished by HUD. After reviewing this

information owners should project how much money

needs to be on deposit in the Reserve Fund at

specific points in the future. They also need to

consider whether funds should be transferred from

the residual receipts account to cover real or

potential shortfalls. See Handbook 4350.1, Rev-1,

Multifamily Asset Management and Project

Servicing, Chapter 4, Reserve Fund for

Replacements.

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Based on the size of a project and the amount of

the available funds, significant withdrawals from

the residual receipts account should be discussed

with the Asset Management staff in the HUD Area

Office before making the written request.

Disbursements from this fund may be made only

after receipt of written consent from HUD. The

Asset Management Branch Chief will make every

reasonable effort to review and act upon the

owner\'s request within 30 days of its receipt.

\(3\) Owners using residual receipts for this purpose

must submit an annual report to the HUD Area

Office describing the uses of the residual receipt

funds.

\(4\) Owners shall meet the requirements of paragraphs

8.4.(a).

b\. Use of the Residual Receipts Account in Family

Projects. Requests for the release of funds from the

residual receipts account must be made in writing to

the HUD Area Office. The request must provide a

detailed description of the proposed use of the funds,

in accordance with Handbook 4350.1, Rev-1, Multifamily

Asset Management and Project Servicing, Chapter 25,

Residual Receipts. The disbursements from this account

may be made only after receipt of written consent from

HUD.

Owners may follow requirements in paragraph 8.4(b).

c\. Budget-Based Rent Increase Process For Projects Serving

The Elderly, Disabled Or Family Projects. If a

project\'s residual receipts account has been exhausted,

the project owner may request a budget-based rent

increase. In cases where the project does not have a

residual receipt account (this is true for some 202

projects), the owner must agree to separate the

reserves for replacement from the residual receipt

account from this point forward.

\(1\) Requests for a budget-based rent increase must

follow the guidance in 4350.1, REV-1, Chapter 7.

\(2\) Owners of projects for the Elderly must meet the

requirements in paragraphs 8.4(a).

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\(3\) Owners of Family projects may meet the

requirements in paragraph 8.4(b).

Rent adjustments must be consistent with rents policy

in effect at the time of request.

d\. Special Rent Adjustments. Once a project\'s residual

receipts account has been exhausted, the project owner

may request a Special Rent Adjustment to cover the cost

of a service coordinator.

Very-low income families living in assisted housing

have various unmet social needs. These unmet social

needs place a high level of stress on the individual

family unit. This stress results in a dysfunctional

system of relating to others within the family unit,

the project, and those within the larger community.

The result of this impacts the management and the

physical condition of the project.

Section 8(c)(2)(B) of the United States Housing Act of

1937 provides: \"The contract shall further provide for

the Secretary to make additional adjustments in the

maximum monthly rent for units under contract to the

extent he determines such adjustments are necessary to

reflect increase in the actual and necessary expenses

of owning and maintaining the units which have resulted

from substantial general increase in real property

taxes, utility rates, or similar costs which are not

adequately compensated for by the adjustment in the

maximum rents \... \"(emphasis added).

Pursuant to this provision and in order to determine

whether costs qualify for consideration for a special

adjustment under the \"or similar costs\" provision of

the statute the costs have to meet the following

standards:

\(1\) Are the cost items \"similar\" to those identified

in the statute and regulations, i.e., necessary

expenses of owning and maintaining the units

within the project.

\(2\) Has there been a \"substantial and general

increase,, in the cost at issue? In the case of

service coordinators for families, is there a

causal relationship between the \"dysfunctional

family\" and the increased cost?

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\(3\) Has the increase been \"general\"? For example, has

this increase been experienced by owners of other

than the immediate project and particularly

projects other than merely Section 8 assisted

projects (e.g. 236\'s or 221(d)(3) BMIRs)?

Owners whose costs meet these three standards, will

satisfy the legal requirements for consideration for

special rent adjustments. In addition, requests must

meet the following requirements:

\(4\) Calculations for the special adjustment shall be

made on Form HUD-9833B: Section 8 Annual Contract

Rent Adjustment Worksheet, Part G, \"Special

Adjustments for Taxes, Insurance or Utility Cost

Increases. \". This form is located in Handbook

4350.1, Rev-1, Chapter 34, Appendix 2. Owners are

instructed to add an entry for \"Other\" (to cover

\"similar cost\" language in the statute and

regulations) in the blank space on the right side

of the form next to the entries for \"Taxes,\"

\"Insurance,\" and \"Utilities\" and specify that the

special adjustment is for a service coordinator.

\(5\) In the case of an elderly project, owners shall

meet the requirements in paragraphs 8.4(a)(1) and

(2). However, in the case of family projects,

owners may follow, but are not required to adhere

to the guidance in paragraph 8.4 (b) (1) and (2) .

Rent adjustment must be consistent with rents policy in

effect at the time of request.

e\. Elderly Projects Constructed Under the 202 Capital

Advance Program. Projects constructed under this

program must submit an operating budget for HUD review

and approval. In cases when an owner did not initially

propose a service coordinator, the owner may request an

amendment to the Project Rental Assistance Contracts

(PRAC). The approval of this request will be based on

the availability of funds. The sponsor shall follow

the procedures below:

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\(1\) Submit a request for an increase in PRAC along

with supporting documentation. This request must

certify that at least 25% of the residents are

frail and at risk, and otherwise be consistent

with the requirements of Notice H-93-71 and its

successors.

\(2\) Owners shall meet the requirements in paragraphs

8.4 (a) (1) and (2) .

8.7 AREA OFFICE/CONTRACT ADMINISTRATOR PROCESSING INSTRUCTIONS.

a\. Residual Receipts.

\(1\) Section 202 projects.

A. The Asset Management Branch Chief can require

when necessary a complete physical inspection

of the project. The inspection will

determine pending and future repairs and

replacements, based on the age and condition

of the project.

B. Based on the physical inspection and

information obtained from the project owner,

an Asset Manager shall analyze the Reserve

for Replacements Account to assure that it is

sufficiently funded to cover pending

replacements. If the Reserve Account is

insufficiently funded, a transfer of funds

from the residual receipts account to the

Reserve for Replacement Account will be

required to cover the shortfall. This shall

be done before authorizing release of any of

the residual receipts.

\(2\) All other projects (except for Section 202) shall

follow the Handbook 4350.1, REV-1, Multifamily

Asset Management and Project Servicing, Chapter 25

Residual Receipts.

b\. Budget Based Rent Increase. Review the request for a

budget-based rent increase in accordance with 4350.1,

REV-1, Chapter 7, and current rents policy, if

appropriate.

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c\. Special Rent Adjustment

\(1\) Owners must meet the legal requirements for

consideration of a special rent adjustment as

stated in paragraph 8.5(d). However, such requests

for special rent adjustments for service

coordinators for families should also include a

review of specific circumstances for each case in

applying these requirements.

\(2\) Area Offices/Contract Administrators will need to

review the project\'s contract authority to

determine if it is adequate to meet the projected

demands for housing assistance for the remaining

incremental terms of the contract because it will

be paid out of the project\'s contract/budget

authority. If contract authority is inadequate to

meet projected demands, a request for additional

funding may be forwarded to Headquarters, Office

of Multifamily Housing Management, Program Support

Branch, for Contract Amendments.

\(3\) Review of Form HUD-9833B, Section 8 Annual

Contract Rent Adjustment Worksheet, Part G,

\"Special Adjustments.\"

\(4\) Area Offices/Contract Administrators are

instructed to follow existing instructions in

Handbook 4350.1, Chapter 34 for processing special

rent adjustment. In particular, paragraphs 34-6

through 34-8 provide general processing

instructions, including a walkthrough of how to

compute the actual dollar amount of the special

adjustment to approve applicable \"back out\"

procedures. The instructions and requirements

contained therein are incorporated here by

reference.

The expiration of a special adjustment does not

constitute a \"reduction in rent.\" This point is

especially relevant to Section 142(d) of the

Housing and Community Development Act of 1987,

which limited reductions in Section 8 contract

rents to specific causes. Reductions for other

reasons are prohibited unless agreed to by the

owner. The owner, by accepting the special

adjustment, agrees to this reduction when the need

for the rent increase no longer can be justified.

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Field Office should also consider adjustments in

terms of current rents policy.

d\. Elderly Projects Constructed Under The 202 Capital

Advance Program:

\(1\) The HUD Area Office will request and ask for

additional information as necessary and approve it

as appropriate.

\(2\) Approved requests will be forwarded to the

Director of Funds Management Division. Project

funding will be based on the availability of

dollars at the time the request is submitted to

Headquarters.

8.8 APPEALS OF SPECIAL RENT INCREASE DECISIONS

Owner appeals will follow existing procedures as set forth

in HUD Handbook 4350.5, Subsidy Contract Administration and

Field Office Monitoring, Section 2. The requirements of that

part are incorporated here by reference. In summary, the

first level of appeal is to the HUD Area Office or Contract

Administrator which issued the contested decision. This

appeal to the Area Office/Contract Administrator is at least

one administrative level above the level which made the

final decision on the owner\'s original submission.

8.9 TRAINING GUIDELINES FOR SERVICE COORDINATORS

a\. General. This Section provides guidance for training

of service coordinators working in HUD-assisted

projects serving residents who are elderly or have

disabilities, including those funded under the

Congregate Housing Services Program (CHSP). It also

provides guidance for multifamily properties serving

families and the On-Line Service Coordinator (OLSC).

While the statute mandates training requirements for

service coordinators in housing serving elderly or

residents with disabilities, it does not mandate

training in projects serving families or the OLSC. In

the case of HUD-assisted projects serving families,

owner/agents must follow guidance in chapter six

(\"Training Costs for Front-Line Staff\"), prior, and

Subparagraph 8(f), page 8-28, below, which provides

suggested training areas for family projects with

service coordinators.

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The training guidelines enhance the service

coordinator\'s current level of knowledge and skills

which will improve his/her effectiveness in working

with residents. The guidelines offer a general

framework for developing training programs to meet the

needs of service coordinators; they also allow

flexibility in training design and delivery by vendors

outside the Department.

b\. Authority. Statutory authority for training guidelines

for service coordinators serving projects for the

elderly or people with disabilities is found in

Sections 671 and 672 of the Housing and Community

Development Act Amendments of 1992 (HCDA) (41 USC

8011). Section 671 requires training for service

coordinators serving projects for the elderly or people

with disabilities. Section 672 of the HCDA states the

minimum requirements as: \"Such qualifications and

standards shall include requiring each service

coordinator to be trained in the aging process, elder

services, disability services, eligibility for and

procedures of Federal and applicable State entitlement

programs and legal liability issues relating to

providing service coordination, drug and alcohol use

and abuse by the elderly and mental health issues.\"

Training for service coordinators for families and the

OLSC\'s are not a statutory requirement.

c\. Implementation - Projects With Service Coordinators

Serving The Elderly Or People With Disabilities.

1\. Eligibility. Training for service coordinators

qualifies as an eligible project expense if the

proposed training relates to the guidelines

herein, i.e., to enhance the service coordinator\'s

knowledge and skills in the identified subject

areas. Associated costs of the training activity

(including travel and lodging) considered

reasonable and customary in accordance with HUD

travel requirements are also allowable.

2\. Minimum Training Requirements. All service

coordinators serving the elderly and people with

disabilities must have met a minimum of 36

training hours of classroom/seminar time before

hiring, OR will complete these minimum training

requirements within 12 months of initial hiring.

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The 36 hours MUST, cover ALL nine of the following

subject areas:

The first seven of these are statutory:

o The Aging Process - see subparagraph 8.8 (d)

\(5\) (a).

Note 1: Group Homes and Independent Living

Complexes serving non-elderly residents

with disabilities need only address this

issue as necessary and consistent with

their resident population.

o Elder Services - see subparagraph

8.8(d)(1)(a).

Note 2: See Note 1, above.

o Disability Services - see subparagraphs

8.8(d)(1)(b) and 8.8(5)(d).

o Federal and Applicable State Entitlement

Programs covering both the elderly and people

with disabilities - see subparagraphs

8.8(d)(2)(a) and (b).

o Legal Liability Issues Relating to Providing

Service Coordination - see subparagraphs

8.8(d)(2)(c) and (d).

o Medication/Substance Abuse - see subparagraph

8.8(d)(5)(b)

o Mental Health Issues see subparagraphs 8.8 (d)

\(5\) (c) and (e)

The last two are additional areas considered

critically important for service coordinators

serving the elderly or people with disabilities.

o Strategies for Communicating Effectively in

Difficult Situations - see subparagraph

8.8(d)(4)(a).

o Strategies for Dealing with Cognitive

Impairments - see subparagraphs 8.8(d)(5)(e).

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Service Coordinators must meet the statutory

requirements before requesting approval for

additional training in other core subject areas.

3\. Continuing Education. After completion of

statutory training requirements, all service

coordinators serving the elderly or people with

disabilities should attend at least 12 hours of

training annually. Continuing education is

necessary in order to be an effective professional.

At a minimum, service coordinators must remain

current on changing statutes at all levels and

current practices in aging and/or disability

issues.

4\. Documentation. Project managers must document

conformance with training requirements by listing

the subject matter, length of time of the course

covered (e.g., 6 hours), sponsoring organization,

date(s) and cost. Such information must be

available to HUD staff on management reviews of the

project site, if requested (see subparagraph

8.8(e)).

d\. General - Guidelines - Service Coordinators Serving

Projects With Elderly Or People With Disabilities. There

are five categories, or \"core areas\" of service

coordinator training: The Professional Service

Coordinator; Government Programs and (Legal)

Requirements; Community Relations; Communications; and,

Current Issues.

Each core area encompasses a broad array of related

skills, knowledge and abilities in which training can be

provided. Also, each core area can be broken down into

\"skills areas,\" from which a training course, seminar,

symposium, etc. can be tailored. While training can be

developed based on one or a combination of the skills

areas, the method of presentation and exact content of

training material is up to the training provider or

vendor.

Additionally, project management is encouraged to provide

an orientation regarding general project management

functions to the coordinator (see subparagraph 8(d)(6),

following).

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NOTE 3: The areas listed below that have an asterisk (\*)

denote those in which there are statutory minimum

requirements for service coordinators serving

elderly/ disabled populations, as discussed under

subparagraph 8 (c) (2) .

The Office of Housing encourages the involvement of other

members of the property management team in service

coordinator training as appropriate and necessary to that

specific property. The more service coordinators and

other members of the property management teams understand

each others roles, functions and responsibilities, the

smoother the operation of the project. Training may be

approved as an eligible project expense in the following

areas:

1\. The Professional Service Coordinator.

This core area addresses the concept of service

coordination, the role of the service coordinator

in relation to the residents of the community and

the other staff of the property, and administrative

aspects of service coordination. It also focuses

on the resident population being served,

specifically addressing and meeting their needs

through supportive service provision. Eligible

training includes:

The following statutory subjects:

a\. Supportive Services for the Aging/Elder

Services \*

The network and array of services available to

the senior community for independent/assisted

living.

Note 4: See Note 1, page 8-18, prior.

b\. Supportive Service Needs of Non-Elderly People

with Disabilities \*

The network and array of services available to

people with disabilities for

independent/assisted living.

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The following subjects are optional:

c\. Role of Service Coordinator

The purpose, responsibilities and functions

of the service coordinator.

d\. Identifying Service Needs and Availability

The methodology for identifying needs of

residents and service availability to meet

those needs including case management and

consumer research techniques; may involve

cultural diversity issues.

e\. Monitoring and Evaluating Services,

Effectiveness, Adequacy and Need for Changes

The maintenance of established services plans

(also known as case plans or care plans) and

how to evaluate their effectiveness, adequacy

and need for changes.

f\. Networking

The process of establishing linkages with

service providers and tapping resources to

enhance service provision.

g\. Creative Strategies in Service Provision

The examination of alternatives to

traditional approaches in service provision.

h\. Ethics/Confidentiality

Ethical considerations in performing the

service coordinator job with sensitivity and

professionalism.

i\. Recordkeeping, and Reporting

Techniques for keeping organized records and

files to achieve service coordinator

recordkeeping and reporting goals;

development of useful forms for effective

reporting purposes.

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2\. Government Programs and Legal Requirements. This

core area encompasses the knowledge necessary to

administer service coordination in accordance with

federal, State and local laws and program

requirements. Eligible training includes:

The following subjects are statutory:

a\. Federal Programs & Requirements \*

Federal laws and associated requirements

which impact the service coordinator\'s job,

including, but not limited to: The Older

Americans Act, Community Services Block

Grants, the Fair Housing Act, Section 504 of

the Rehabilitation Act, the Americans with

Disabilities Act, the Developmental

Disabilities Act, and appropriate Civil

Rights statutes.

b\. State-Administered Programs &

Requirements/Entitlement Programs \*

State-specific requirements which impact

service coordinators, including, e.g.,

entitlement programs such as State-administered

Medicaid or other supportive

service programs.

c\. Legal Liability \*

Issues of legal liability for the service

coordinator.

The following subjects are optional:

d\. HUD\'s Service Coordinator Program

Basic policy and procedures on HUD\'s Service

Coordinator Program.

e\. Locally-Administered Programs Requirements.

Local government and other program

requirements which impact service

coordinators, e.g; the non-governmental

network; geriatric assessment services;

availability of locally-funded services

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(e.g., homemaker, meals-on-wheels, disability

counseling); area agencies on aging.

3\. Community Relations. This core area addresses

skills needed to promote good relations between

and among residents, staff, and the broader

community. The following subjects are optional:

a\. Working with Resident Organizations

Strategies to develop and maintain resident

interest in fostering community spirit and

supporting service provision; may include

strategies to address cultural diversity

issues within the project.

b\. Support Networks for Residents

Identifying the various support networks

available to residents (family, community

service programs, other residents, self-advocacy

groups, etc.) and ways to enhance

those networks.

c\. Peer Networks

Creating one\'s own network as a service

coordinator; effective vehicles for

sharing/learning information from one\'s

peers.

d\. Working with Volunteers

Tapping into the local volunteer network;

establishing a formal volunteer program.

e\. Working with Aides

How to structure an aide or paraprofessional

arrangement to assist the service

coordinator, and associated supervision

needed.

f\. Working with Management Agents

Understanding the management agent\'s role and

priorities; techniques on how to work in

concert with management agents.

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4\. Communications. This area focusses on the

interpersonal skills needed to establish and

maintain a successful service coordination

program. Eligible training subjects include:

The following subject is required:

a\. Communicating Effectively in Difficult

Situations \*

Ways to promote conflict resolution,

community harmony and positive attitudes;

methods to deal with uncooperative or

unresponsive individuals receptivity to

others, including service providers.

The following subjects are optional:

b\. Negotiation/Brokering

Techniques on effective negotiation and

bartering for services; identifying

resources/assets in exchange for services.

c\. Counseling

Skills in counseling residents and families;

effective listening to facilitate problem-solving.

May involve dealing with cultural

diversity issues.

d\. Advocacy

Effective ways to be an advocate for the

resident population and service coordination.

e\. Teamwork/Consensus-Building

Group dynamics skills in achieving consensus,

teambuilding.

f\. Motivation

Strategies in helping residents to realize

they can make their own choices and take

effective action. May involve cultural

diversity issues.

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g\. Outreach Strategies

Effective ways to tap resources (residents,

services, funds) to market your service

coordination efforts.

5\. Current Issues. This core area addresses issues

and problems in serving residents, who are elderly

or people who have disabilities, in HUD projects

as they operate in contemporary society. Eligible

training includes:

The following subjects are statutory:

a\. An Aging Population/Aging Process \*

The physical, mental and social changes

associated with the aging process; the aging

of America\'s population.

Note 5: See Note 1, page 8-18, prior.

b\. Medication/Substance Abuse \*

The use/abuse of medications, alcohol and any

other substance by the elderly or people who

have disabilities.

c\. Mixed Populations \*

The issues confronting service coordinators

and managers in serving populations that

include both elderly and people with

disabilities and methods to work effectively

with such populations.

d\. The Disabled Population \*

Examination of the physical, mental and

social changes associated with the aging

process for residents who have disabilities;

more general examination of the types of

disabilities and how to best coordinate

service needs.

The following subject is required:

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e\. Strategies for Dealing with Cognitive

Impairments \*

The signs and symptoms of mental illness or

depression among the elderly and people with

disabilities; how to serve populations with

Alzheimer\'s disease, dementia and other forms

of cognitive impairment.

The following subjects are optional:

f\. Other Health Problems Among the Aging

The common health problems experienced as one

ages (e.g. arthritis, osteoporosis/bone

fractures).

g\. Crime and Self-protection

Common crimes committed against residents who

may be elderly or people who have

disabilities; how to serve the elderly or

people with disabilities in making them aware

of crime and how to protect themselves.

h\. Death and Loss

Helping the residents who are elderly or who

have disabilities in dealing with death of

loved one (e.g. spouse, friend, roommate).

May involve cultural diversity issues.

i\. Living Wills/Trusts

Fundamentals of living wills and establishing

trusts; how to introduce these instruments to

your residential population.

j\. Guardianship/Power of Attorney

Legal fundamentals of working with residents

and families to assign power of attorney and

guardianships, where appropriate.

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k\. On-Line Service Coordination

Fundamentals of computers, including distance

learning, if appropriate, local computer

resources and use of the worldwide web (see

Chapter 9, following).

6\. Administration/Project Management. This subarea

deals with a basic understanding of the property

in which the service coordinator operates. The

service coordinator needs general understanding,

awareness and appreciation of the basics of

project management, and should be attuned to

issues concerning others on the management staff.

Thus, for the following subjects, appropriate

members of the project\'s or the property

management team should provide an orientation

sufficient for the service coordinator\'s needs.

Training costs in the following subject areas are

not normally approvable.

a\. Resident Selection and Termination

The interviewing/intake process for new

residents, the termination process and other

related procedures.

b\. Occupancy Issues

The examination of occupancy

problems/violations and identifying

associated service needs (e.g. good neighbor

programs). Also, provide a general

understanding in plain language and

reasonable accommodation practices.

c\. Emergency Procedures

The fundamentals of safe crisis handling;

fires; CPR; first aid; conduct in different

emergency situations.

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d\. Basics of Finance/Accounting

An introduction to fundamentals of

bookkeeping/accounting procedures; essential

components of a financial statement;

understanding budgeting.

e\. State/Area Office Management Review. When doing an on-site

management review of projects for the elderly or

people with disabilities subject to Handbook 4350.1,

Chapter 6, include a check of whether or not there is

documentation that the coordinator has met the training

requirements or is in the process of receiving

appropriate training. Any findings should be written in

narrative format as an addendum to Form HUD-9834B,

Management Review Questionnaire\" and summarized on the

Form HUD-9834, \"Management Review Report\", under Section

VI, General Management Practices, which is sent to the

project manager.

f\. Guidelines - Service Coordinators Serving Family

Projects. There are no minimum training requirements for

service coordinators in family projects. The Office of

Housing is offering general guidance to assist owners of

family projects address training needs of coordinators,

as appropriate, either upon hiring or to meet needs which

arise during their tenure.

Training for family projects is an eligible project

expense under this Handbook; see page 6-32.

The subject areas noted below are EXAMPLES of current

issues which may be useful for coordinators working in

family projects; they are NOT all-inclusive. Family

project owners may use discretion in determining training

needs for coordinators. Training areas could include:

\(1\) Single Head of Households - Issues and service

needs confronting one-parent families;

\(2\) Spousal Abuse - Signs of spousal abuse; how to

deal with it, including coordinating professional

help and counseling;

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\(3\) Child Abuse - Signs of child abuse and how to deal

with such situations coming to light, including

facilitating intervention of legal authorities and

professional counseling;

\(4\) Child Care - locating and providing child care

(e.g. day care) on/off-site;

\(5\) Building Safe Communities - Identifying strategies

to increase safety in the project(s) (e.g.

public/private partnerships, neighborhood watch

groups);

\(6\) Economic Development and Employment Opportunities

\- Strategies and training associated with

developing economic development opportunities for

the residents, both on and off-site e.g. small

business development, job training programs, how

to get and hold a job, etc.);

\(7\) Educational Opportunities - Existing programs

(e.g. community colleges, GED Program) enabling

residents to set and pursue educational goals;

\(8\) Drug/Alcohol Abuse - Types of common drugs/alcohol

abuse and associated behavioral patterns. Getting

emergency support and learning what is the local

referral process for professional treatment;

\(9\) Neighborhood Violence - Exploring causes of

violence, including gang violence, and successful

ways to combat it;

\(10\) Youth Services - Approaches for tapping into

existing or creating new programs and services for

youth (e.g. boys\'/girls\' clubs, sports clubs,

recreation centers) as ways of facilitating

community building, positive peer relationships

and alternatives to resorting to crime;

\(11\) Disability Issues - Approaches for working with

residents with different types of disabilities;

understanding relevant programs and statutes;

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\(12\) Cultural Diversity - Approaches for working with

religious, racial and ethnic differences among

resident groups and conflict resolution, where

appropriate; and

\(13\) On-Line Service Coordination - Approaches to

dealing with establishing and administering a

computerized learning center in a project,

including, but not limited to: Networking skills

and educational techniques, training methodologies

and facilitating skills, computer skills, distance

learning equipment (if appropriate), and use of

the world wide web. (see Chapter 9 for further

information.)

\(14\) Other subject areas deemed necessary.

\(15\) Project management is also encouraged to provide

in-house cross-training for family service

coordinators in areas noted in subparagraph

8(d)(6), above.

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