How to become A Homeless Shelter Manager

Homelessness has remained a part of human consciousness and its most significant fear for aeons. Homeless Shelter Managers seek to end the cycle of homelessness for their clients and make them feel valued.

• Programme Manager for Homeless Services
• Shelter Manager
• Emergency Shelter Programme Manager

What do Homeless Shelter Managers do?

A Homeless Shelter Manager would typically need to:

• Facilitate and supervise the daily and nightly operation of the emergency shelter, so it provides consistently high-quality services to homeless individuals
• Provide crisis line and house coverage during prescribed hours; handle all incoming calls efficiently, complete documentation and follow up, as required
• Implement shelter client intakes and check-outs; conduct an immediate assessment of the client’s crisis needs
• Educate clients on shelter and house rules; enforce house curfew and ensure house security in compliance with agency policies and safety procedures
• Help clients identify and fulfil their needs; offer victim advocacy to onsite residents and call-in clients, when necessary
• Monitor house management and take care of maintenance in a timely manner; ensure maintenance checklist is regularly updated
• Observe shelter environment and facilitate problem-solving for in-house conflicts and crisis
• Encourage and model appropriate shelter interactions; mediate on behalf of residential clients, when required
• Supervise house cleanliness, beautification, safety and repair; organise shelter space efficiently
• Set up a shelter resident chore list; make sure residents complete chores as per prescribed standards and requirements
• Coordinate monthly staff schedule for the shelter; participate in rotating on-call schedule; provide emergency coverage of uncovered shifts, when necessary
• Keep track of food, household, cleaning, and medical supplies as well as linens and towels
• Generate timely shopping lists for food and other supplies; hand over the lists to staff responsible for procuring the articles
• Conduct regular house meetings, fire drills and other security-related training and activities; make sure residents have access to appropriate transportation
• Supervise scheduling and management of activities provided by external community-based organisations
• Communicate effectively with funders, referral sources, vendors, and community-based organisations
• Develop professional relationships with local service providers to maintain existing and develop new service linkages that sustain the programme
• Document shelter happenings and client activities, including weekly inspection, accident, and investigation reports in compliance with prescribed safety rules
• Provide suitable follow-up and documentation of emergency incidents and non-compliance of rules
• Review all essential reports, logs, and mails; maintain an organised filing system that enables quick access to required information
• Compile a monthly report, including relevant client and facility issues and submit to the supervisor
• Train and manage subordinates; complete performance evaluations and provide constructive feedback
• Communicate all necessary information to shelter staff and residents after changes in policies and procedures

Homeless Shelter Managers operate out of an administrative office inside the shelter, generally located in urban areas with large populations. The work environment is usually variable and fast-paced, with multiple demands presented simultaneously. 

The noise levels may vary from a quiet office environment to a very noisy shelter and dining hall. Regular interaction with residents, co-workers, and volunteers from diverse ethnic backgrounds and walks of life is the norm. 

Full-time positions usually include 40-60 hours per week, stretching across variable shifts from Monday to Friday, including occasional overnight, weekend, and holiday shifts. Monthly staff meetings and training require additional hours.

The reality is that Homeless Shelter Managers need to be flexible with their work schedule and available on an as-needed basis to assist and advise staff through critical situations.

Research suggests that flexible hours appeal more than salary to the younger generation. There has been an incremental increase in employers willing to give promising employees a chance to adjust their schedules per the job demands.

Finding a new job might seem challenging. Homeless Shelter Managers can boost their job search by asking their network for referrals, contacting companies directly, using job search platforms, going to job fairs, leveraging social media, and inquiring at staffing agencies. You can work part-time, as a contractor, or as a consultant.

Homeless Shelter Managers are generally employed by:

• Local Authorities
• Government Health Organisations
• Voluntary Organisations
• Charities
• The Private Sector
• Social Enterprises 

Professional associations and organisations, such as The International Federation of Social Workers (IFSW), are crucial for Homeless Shelter Managers interested in pursuing professional development or connecting with like-minded professionals in their industry or occupation. 

Professional associations provide members with continuing education, networking opportunities, and mentorship services. Membership in one or more adds value to your resume while bolstering your credentials and qualifications.

• Difficult to help clients exit homelessness in the face of lack of permanent supportive housing and affordable housing
• Negative impact on funds when expectations of funders regarding services provided and target population are not in sync with the shelter’s vision
• Ideological differences in the provision of associated services, such as abstinence-only shelters and harm reduction programmes
• Lack of cross-sectoral collaborative efforts that bring together not just housing but also education, child welfare, and corrections
• Lack of requisite logistical government support to enhance the concept of service integration within and between affiliated sectors
• Fear of losing funds, control, jobs, and loss of autonomy
• Creation of integrated services in rural communities with dispersed populations and lack of adequate associated services
• Need to treat clients, colleagues, and volunteers with respect, dignity, and compassion
• Health issues arising from being on one’s feet for extended periods and moving heavy items
• Stress arising from multiple clients and staffing demands that need to be resolved promptly
• Exposure to infectious diseases and difficult clients who may become violent
• Increased demand for safe, stable and affordable homeless assistance systems in the face of a steady rise in the cost of housing and utilities
• Increased workload brought on by staffing shortages due to the COVID-19 pandemic, low pay, and burnout

Significant prior work experience managing and supervising multidisciplinary teams in supportive housing, shelter, social services, and violence against women services, especially in a non-profit setting,, will be useful.

Summer internships, part-time work at an entry-level position, or short-term paid/voluntary work offer a taste of the career and give valuable insight into how a company or institution operates. They also help build useful contacts and improve one’s prospects of getting a permanent job. 

The experience may also help determine whether the public, private, or voluntary sector is best suited to realise one’s ambitions. Your educational provider’s career service department can provide information about viable opportunities for work placements, internships and voluntary work in diverse sectors.

Even while in high school, you can check with a teacher or counsellor about relevant work-based learning opportunities available in your school or community that can help you connect your school experiences with real-life work.

Volunteer at your local food bank or soup kitchen. Help build affordable housing and hand out food to the homeless. 

Join some groups, try some hobbies, or volunteer with an organisation that is of interest, so you can have fun while learning about yourself and be directed toward a future career. 

Consider membership in a professional organisation that runs job boards, provides student membership discounts, and hosts events for early-career professionals. Their training seminars and other events allow members to network while learning new approaches and skills.

Read about the profession and interview or job shadow experienced Homeless Shelter Managers to prove your commitment to course providers and prospective employers. 

A bachelor’s degree in finance, accounting, psychology, counselling, case management, social work, or business administration will set you on the path to becoming a Homeless Shelter Manager. 

Most employers prefer candidates with a master’s degree in the fields mentioned earlier, supplemented by familiarity with appropriate electronic database programmes.

Recommended high school courses include psychology, accounting, maths, ICT, and business studies. English and speech classes will help you develop your research, writing, and oral communication skills.

Remember that completing a particular academic course does not guarantee entry into the profession. Be that as it may, professional qualifications and transferable skills may open up more than one door.

Do your homework and look into all available options for education and employment before enrolling in a specific programme. Reliable sources that help you make an educated decision include associations and employers in your field. 

Certification in first aid, CPR (cardiopulmonary respiration), and the use of AED (automated external defibrillator) from an objective and reputed organisation can help you stand out in a competitive job market and increase your chances of advancement.

A combination of education, experience, and testing is generally required to gain certification, though requirements differ across regions. Successful certification programs protect public welfare by incorporating a Code of Ethics.

Also needed are a valid driver’s licence and proof of automobile insurance. Individual government entities conduct the licensing process. It typically requires passing an examination after meeting eligibility requirements, such as a minimum level of education and training.

Homeless Shelter Managers may also need to undergo an employment background check including but not limited to a person’s work history, education, credit history, motor vehicle reports (MVRs), criminal record, medical history, use of social media, and drug screening.

Performance, experience, and the acquisition of professional qualifications drive the career progression of a Homeless Shelter Manager.

One may start as a Case Manager, progress to the Programme Manager position, be promoted as Executive Director of Social Services, and eventually become Chief Executive Officer or Director of Social Services.

Some incumbents may choose to set up their own companies and contract for independent work.

The desire to accelerate career growth and personal development has an increasing number of millennials choosing to job hop and build a scattershot resume that showcases ambition, motivation, and the desire to learn a broad range of skills.

Studies prove that job hopping, earlier dismissed as “flaky” behaviour, can lead to greater job fulfilment. Employees searching for a positive culture and interesting work are willing to try out various roles and workplaces and learn valuable, transferable skills.

Candidates who work well with persons of varied sexual preference, racial, ethnic, cultural and socioeconomic backgrounds and with differently-abled individuals

have the best job prospects.

Continuing professional development (CPD) will help an active Homeless Shelter Manager build personal skills and proficiency through work-based learning, a professional activity, formal education, or self-directed learning.

Acquire specific technical skills that will help boost your professional performance. Attend lectures, complete courses, pursue independent study, improve self-reflection and create a proven portfolio of your best social work practices for auditing purposes.

Officeholders with at least two years of non-clinical supervised experience may apply for licensure as an advanced generalist, pass the local Association of Social Work Board examination and obtain licensure as qualified non-clinical social workers.

Licenced Homeless Shelter Managers can pursue national speciality certification programmes in addictions, case management, gerontology, youth and family services, healthcare, and hospice and palliative care that prove to employers and clients their commitment to CPD and understanding of best practices.

CPD is also important for the regular renewal of desirable licences and certifications while allowing for the application of the latest research and understanding of new regulations.

Housing vs Shelter

A temporary place to sleep indoors, a shelter is usually a stabilising step along the path to permanent housing. It will not include all the functionalities of a proper home, and standalone shelters may not even have access to cooking facilities, restrooms, or plumbing within their living space. 

A home is a fully-functional self-contained space without a pre-set exit date that meets one’s basic needs.

Shelter vs Soup Kitchen

While both support the homeless and underprivileged, shelters offer their clients a more comprehensive range of services. The primary goal of a soup kitchen is to provide a fresh-cooked meal in a place free of prejudice to the homeless and anyone else in need. Some soup kitchens may offer their clients toiletries, seasonal clothes, and formal clothes for work or interviews.

Similar and yet Different

Emergency homeless shelters are front-line facilities that individuals experiencing a financial or domestic crisis typically approach. They provide access to support and short-term stabilisation services.

Often known as interim shelters, transitional homeless shelters offer temporary housing (six months to two years) to homeless people. They also offer access to employment and other supportive services that will help their clients resolve their homeless state.

Rapid Re-Housing (RRH) homeless shelters seek to help individuals and families in need find homes as quickly as possible. Rental apartments, temporary assistance with community support, case management, and financial assistance seek to improve non-chronic homelessness.

Permanent Supportive Housing (PSH) homeless shelters provide housing and other assistive services to formerly chronically homeless people seeking long-term help. They provide safe and stable housing for persons with diagnosed physical or mental disabilities who have been homeless for a year or more. Also included is intensive customised supportive care.

Current Scenario

Globally, 1.6 billion people live in inadequate housing conditions, with about 15 million forcefully evicted annually. Young people are the age group with the highest risk of becoming homeless.

Homeless people are increasing worldwide due to a series of economic and social factors in the labour market, housing policies, social security, education, physical and mental healthcare and training policies, and changes in the family structure.

An unequivocal call by the UN Commission for Social Development to all sectors within governments and societies should see a much-needed increase in the number of programmes aimed at mitigating homelessness. 

Consequently, there will be a rise in the demand for efficient Homeless Shelter Managers.

There are at least a hundred million homeless people worldwide. Lack of affordable housing is the primary cause, while domestic violence is the main reason women become homeless.

Part of the courageous and compassionate brigade of front-line workers who provide essential services to homeless people, Homeless Shelter Managers step up to the plate to help their clients and make them self-sufficient because they deserve to live in peace and comfort like everyone else.

It is a job that can burn you out. While being patient, kind, and understanding of your clients and their issues, take care of your own self. Have hobbies and activities outside of work that can help you overcome professional challenges and gain critical work-life balance.