Some Thoughts on Housing Retention by Wayne Martin Mellinger, Ph.D.(December 2021)

 SOME THOUGHTS IN HOUSING RETENTION

By Wayne Martin Mellinger, Ph.D.

December 2021

Here are some expanded and revised thoughts on Housing Retention that I wanted to share, which came to me during our last meeting. I approach these suggestions as someone with lived experience, particularly as a dually diagnosed individual who was chronically homeless and initially struggled to maintain housing. My perspective is shaped by this personal journey, and while my comments are grounded in my own experience, they reflect what I believe could contribute to more effective housing retention practices. Some of these suggestions may seem like commonsense, while others might be more controversial. Nonetheless, I hope they can spark further discussion and ultimately lead to positive changes.

1. A Thorough Examination of the Housing First Model is Critical One of the most important things we need to address is the understanding and implementation of the Housing First model. I was surprised and, frankly, alarmed during our discussion when I heard references to individuals not being "housing ready" and the promotion of abstinence-based recovery models. These ideas have proven ineffective in the past, and they continue to perpetuate a cycle of failure. Housing First works—it is a model that has shown positive results, but it requires a commitment to a system that supports it robustly and consistently. I believe that a fundamental misunderstanding of how Housing First works may be contributing to gaps in its implementation. All partner agencies need to be thoroughly trained on Housing First principles, as this approach requires a shift in mindset and operations. This training will require significant investment, but it is crucial for creating an environment where Housing First can succeed.
2. Increased Supportive Services are Essential Implementing Housing First effectively means a substantial increase in the level of supportive services provided. Too often, I see a "hands-off" approach that fails to address the complex needs of individuals who struggle with maintaining housing. We need to take a more proactive, intensive approach. This means case management must not just be a service but an ongoing, involved relationship with clients. Supportive staff must be willing to engage intimately with clients, working with them on a deeper, more personal level to help them overcome the barriers to stable housing. This will require dedicated time and resources, and yes, it will cost money. But it is an investment that can yield long-term results in preventing eviction and fostering housing stability.
3. Eviction Should Not Be an Easy Option One of the challenges I’ve noticed is the ease with which problematic individuals are evicted, often simply as a means of "getting rid of the problem." This quick-fix solution may seem like an efficient way to address difficult situations, but it is ultimately counterproductive to housing retention. We need to shift the system's approach to make eviction less of an immediate recourse and more of a last resort. There needs to be a shift in how responsibility is shared—housing agencies should bear a significant part of the responsibility for the retention of the individuals they place. In other words, the housing agency should not simply see the placement as a one-time transaction, but rather as an ongoing commitment to the individual’s success in maintaining their housing.
4. Recognizing the Challenges of Mental Health and Disabilities It’s important that we recognize the challenges faced by people with mental health issues, addiction, and other disabilities. These individuals are often doing the best they can within the context of their struggles. Take, for example, my friend who was recently evicted from the Victoria Hotel. He did not choose to live with the extreme symptoms of schizophrenia that led to frequent visits to the PHF unit, nor did he choose to become addicted to substances. His addiction was largely a result of self-medication due to the lack of better coping mechanisms available to him as a teenager. Similarly, it is not the fault of individuals if they have poor life skills or inappropriate coping strategies, or if they lack the ability to interact with neighbors or landlords effectively. It is our responsibility to teach them these crucial skills. Teaching life skills, managing behaviors, and supporting individuals in developing healthier coping strategies takes time, patience, and resources, but it is an investment that can pay off in terms of long-term housing stability.
5. Institutionalizing "Fresh Starts" The idea of "fresh starts" is an important one. Unfortunately, my friend was never offered a second chance. He never truly understood why he was being evicted, which added to his confusion and distress. We need to ensure that second chances, or "fresh starts," are not the exception but the rule within our system. As a collective, we need to create a system where we don’t give up on anyone, regardless of past failures. "Fresh starts" should be institutionalized across agencies, with a shared understanding that we are committed to helping people re-establish themselves, no matter their history. The notion of a second chance should be woven into the fabric of our system, providing hope and support to those who may have fallen through the cracks before.
6. More Compassionate Enforcement of Minor Offenses As a system, we need to recognize that people will relapse, and chronic homelessness often leads to individuals being surrounded by others who may also struggle with similar issues. I understand the necessity of maintaining order and complying with laws, but there needs to be more tolerance when it comes to minor offenses, especially in the early stages of housing retention. For Housing First to be effective, we need to accept that what was previously deemed unacceptable behavior may, at times, be an understandable part of the process. We must be patient, understanding, and work with the individual to teach appropriate conduct over time. It is not about tolerating dangerous behavior, but rather recognizing that behavioral adjustments will take time, and we need to support clients through this process.
7. Appearance and Concealment: A Complex Issue This may be an uncomfortable topic to address, but I believe it needs to be said: Many long-term housed individuals engage in the same inappropriate behaviors as those who are newly housed. The difference lies in their ability to conceal those behaviors and maintain the appearance of stability. This raises the question: Should we be teaching people the importance of appearances? While we certainly don’t want to perpetuate shallow societal expectations, we need to acknowledge that certain behaviors, when visible, can jeopardize housing retention. Teaching individuals how to manage and navigate social expectations is part of what will help them succeed in maintaining stable housing. This may mean helping them understand how to "mask" or modify behaviors that could raise red flags with landlords or neighbors, not out of dishonesty, but as a strategy to preserve their housing.
8. Expanding Step-Up / Step-Down Services One critical gap that I have observed is the lack of robust step-up and step-down options for individuals in crisis. Without these services, people who are struggling with emotional or behavioral challenges may end up evicted, despite their need for additional support. The absence of a safety net during times of crisis leads to unnecessary evictions, which can be retraumatizing and harmful to individuals with complex needs. We need to develop and strengthen these options within our system. This could involve creating temporary accommodations or crisis management services that allow individuals to stabilize before being at risk of eviction. Trauma-informed care must be a central component of this process—ensuring that vulnerable individuals are not retraumatized but instead are provided with a supportive environment that promotes healing and stability.
9. Developing a Curriculum for Housing Retention Skills Finally, I believe we need to create a comprehensive curriculum for housing retention strategies. This would focus on practical skills like how to navigate relationships with neighbors, communicate effectively with landlords, and manage conflicts in a housing context. People who have experienced chronic homelessness often lack the social tools needed to maintain stable housing, and we need to give them the skills to thrive in this environment. A curriculum that addresses these issues could be a valuable resource for both clients and caseworkers, empowering both parties to engage more effectively in the housing retention process.

In closing, I want to express my sincere gratitude for the caring and competent people like you who are working tirelessly within our system. Your dedication and perseverance are evident, and I deeply appreciate each one of you. I know that many of you could have chosen easier, more lucrative paths in corporate America, yet you’ve chosen to work in a field where you can truly make a difference in people’s lives. Your commitment to our community is invaluable, and I thank you from the bottom of my heart for everything you do.