1A. Continuum of Care (CoC) Identification

Transcription

1 1A. Continuum of Care (CoC) Identification 1A-1 CoC Name and Number: OK North Central Oklahoma CoC 1A-2 Collaborative Applicant Name: Community Development Support Assn., Inc. (CDSA) 1A-3 CoC Designation: CA FY2013 CoC Application Page 1 03/17/2014

2 1B. Continuum of Care (CoC) Operations 1B-1 How often does the CoC conduct meetings of the full CoC membership? Monthly 1B-2 How often does the CoC invite new members to join the CoC through a publicly available invitation? Monthly IB-3 Does the CoC include membership of a homeless or formerly homeless person? 1B-4 For members who are homeless or formerly homeless, what role do they play in the CoC membership? Select all that apply. Yes Organizational employee 1B-5 Does the CoC s governance charter incorporate written policies and procedures for each of the following: 1B-5.1 Written agendas of CoC meetings? 1B-5.2 Centralized or Coordinated Assessment System? 1B-5.3 Process for Monitoring Outcomes of ESG Recipients? 1B-5.4 CoC policies and procedures? 1B-5.5 Written process for board selection? 1B-5.6 Code of conduct for board members that includes a recusal process? 1B-5.7 Written standards for administering assistance? Yes Yes Yes Yes Yes Yes Yes FY2013 CoC Application Page 2 03/17/2014

3 1C. Continuum of Care (CoC) Committees 1C-1 Provide information for up to five of the most active CoC-wide planning committees, subcommittees, and/or workgroups, including a brief description of the role and the frequency of meetings. Collaborative Applicants should only list committees, subcommittees and/or workgroups that are directly involved in CoC-wide planning, and not the regular delivery of services. Name of Group 1C-1.1 Executive Board 1C-1.2 HMIS Committee 1C-1.3 Mainstream Committee 1C-1.4 Rating and Ranking Committee 1C-1.5 Gaps Analysis/PIT Committee Role of Group (limit 750 characters) This group meets to set homeless priorities and strategies and facilitate planning and development for the COC Homeless Assistance grant application to HUD. Set policy and direction for the CoC and is the primary decsion making group for the CoC process Monthly Meeting Frequency Meets to set policy and protocols Bi-Monthly for the HMIS system. Review HMIS system reports for quailty assurance. Oversee the development and execution of the annual one night count and survey. Assissts the CoC and HMIS participants in setablishing data driven outcomes measures to track program performance and CoC progress to end homelessness. Plans mainstream resource education priorities of the CoC. Reviews APRs and tracks,mainstream resource outcomes. Makes recomendations to CoC and facilitates development of inititives to enhance access to mainstream resources and promote employment among program participants Rate & Rank applications, monitor grantees to insure coninued need and grant compliance Prepare and conduct annual survey, gather data on emerging needs and results of survey, develop staties to meet needs and fill gaps. Quarterly Semi-Annually Semi-Annually Names of Individuals and/or Organizations Represented CDSA, Northern Oklahoma Youth Services- Ponca city, Wings of Hope, Salvation Army- Ponca City and United Way-Ponca City CDSA, United Way of Ponca City, DVNPCO, Wings of Hope CDSA, Northern Oklahoma Youth Services- Ponca city, Wings of Hope, Salvation Army- Ponca City and United Way-Ponca City United Way- Ponca City, Salvation Army- Ponca City, City of Enid, DVNPCO, PeachTree Landing CDSA, Northern Oklahoma Youth Services- Ponca city, Wings of Hope, Salvation Army- Ponca City and United Way-Ponca City FY2013 CoC Application Page 3 03/17/2014

4 1C-2 Describe how the CoC considers the full range of opinions from individuals or organizations with knowledge of homelessness or an interest in preventing and ending homelessness in the geographic area when establishing the CoC-wide committees, subcommitees, and workgroups. (limit 750 characters) Our membership includes individuals and organizations representing diverse interests across the continuum. Committees and working groups are established with an eye to ensuring no one area or interest group is overly represented. We follow open meeting law so all our meetings are properly posted and the public informed about our activities. In addition, we review our membership annually against identified priority groups to be sure that these groups all have representatives on the continuum. Since we cover a large geographic area, we also move the location of our meetings from place to place to allow people who may have transportation problems to attend our meetings. The CoC chairperson is elected by the membership and working groups select their own chairpersons. FY2013 CoC Application Page 4 03/17/2014

5 1D. Continuum of Care (CoC) Project Review, Ranking, and Selection 1D-1 Describe the specific ranking and selection process the CoC uses to make decisions regarding project application review and selection, based on objective criteria. Written documentation of this process must be attached to the application along with evidence of making the information publicly available. (limit 750 characters) The Ranking and Rating Committee will Score the applications on a 100 point scale, 44 points based on project performance, HMIS participation and Continuum participation. Other areas are Community collaboration, funding request ratio, timely expenditure of HUD funs. 20% of the score HMIS data quality. Projects scoring the highest will be Tier 1 and the remaining projects are in Tier 2. See attached policy for further details. 1D-2 Describe how the CoC reviews and ranks projects using periodically collected data reported by projects, conducts analysis to determine each project's effectiveness that results in participants rapid return to permanent housing, and takes into account the severity of barriers faced by project participants. Description should include the specific data elements and metrics that are reviewed to do this analysis. APR performance measurements provide an objective evaluation of current program performance. HMIS quality data entry is another area that is reviewed and is mandatory for those seeking new or renewal projects. Timely submission of required reports is required and reviewed as part of performance. 1D-3 Describe the extent in which the CoC is open to proposals from entities that have not previously received funds in prior Homeless Assistance Grants competitions. (limit 750 characters) The Continuum encourages public participation in the grant process by publicizing our process.. During FY 13 a new member to the Continuum made application for an Emergency Services Grant and was awarded the grant by our Rating and Ranking Committee. FY2013 CoC Application Page 5 03/17/2014

6 1D-4 On what date did the CoC post on its website all parts of the CoC Consolidated Application, including the Priority Listings with ranking information and notified project applicants and stakeholders the information was available? Written documentation of this notification process (e.g., evidence of the website where this information is published) must be attached to the application. 01/17/2014 1D-5 If there were changes made to the ranking after the date above, what date was the final ranking posted? 01/30/2014 1D-6 Did the CoC attach the final GIW approved by HUD either during CoC Registration or, if applicable, during the 7-day grace period following the publication of the CoC Program NOFA without making changes? Yes 1D-6.1 If no, briefly describe each of the specific changes that were made to the GIW (without HUD approval) including any addition or removal of projects, revisions to line item amounts, etc. For any projects that were revised, added, or removed, identify the applicant name, project name, and grant number. 1D-7 Were there any written complaints received by the CoC in relation to project review, project selection, or other items related to 24 CFR or within the last 12 months? No 1D-7.1 If yes, briefly describe the complaint(s), how it was resolved, and the date(s) in which it was resolved. (limit 750 characters) FY2013 CoC Application Page 6 03/17/2014

7 1E. Continuum of Care (CoC) Housing Inventory 1E-1 Did the CoC submit the 2013 HIC data in the HDX by April 30, 2013? Yes FY2013 CoC Application Page 7 03/17/2014

8 2A. Homeless Management Information System (HMIS) Implementation Intructions: 2A-1 Describe how the CoC ensures that the HMIS is administered in compliance with the CoC Program interim rule, conformance with the 2010 HMIS Data Standards and related HUD Notices. North Central Oklahoma Continuum of Care shares it's ShareLink HMIS data base with three other continuum s in eastern Oklahoma. Annually the HMIS Leads meet to discuss any updates and changes which need to be made to comply with the requirements of the CoC program interim rule, HMIS Data Standards and other requirements established by state and federal funding sources. This annual review includes the ShareLink HMIS Standard Operating Policies & Procedures, Privacy Plan, Security Plan and Data Quality Plan. As changes are made the ShareLink HMIS Coordinator shares the changes with the HMIS committee and CoC members. The HMIS Committee and Lead Agency ensures the HMIS is administrated in compliance by actively being involved with ShareLink HMIS changes and familiarizing themselves with the HMIS Data Standards. Both the Lead Agency and HMIS Committee interact with the ShareLink HMIS Coordinator to assist in any changes and help capture better client data collection for the continuum. 2A-2 Does the governance charter in place between the CoC and the HMIS Lead include the most current HMIS requirements and outline the roles and responsibilities of the CoC and the HMIS Lead? If yes, a copy must be attached. Yes 2A-3 For each of the following plans, describe the extent in which it has been developed by the HMIS Lead and the frequency in which the CoC has reviewed it: Privacy Plan, Security Plan, and Data Quality Plan. The ShareLink HMIS Leads worked together creating cohesive plans for all four continuums. The Privacy Plan, Security Plan, and Data Quality Plan were all created in January 2014 using information in the ShareLink HMIS Policy and Procedure manual, Agency Agreements and User Agreements. These plans will be reviewed annually by ShareLink HMIS Leads and HMIS Committee members. FY2013 CoC Application Page 8 03/17/2014

9 2A-4 What is the name of the HMIS software selected by the CoC and the HMIS Lead? Applicant will enter the HMIS software name (e.g., ABC Software). ServicePoint 2A-5 What is the name of the HMIS vendor? Applicant will enter the name of the vendor (e.g., ESG Systems). Bowman Systems LLC 2A-6 Does the CoC plan to change the HMIS software within the next 18 months? No FY2013 CoC Application Page 9 03/17/2014

10 2B. Homeless Management Information System (HMIS) Funding Sources 2B-1 Select the HMIS implementation coverage area: Single CoC 2B-2 Select the CoC(s) covered by the HMIS: (select all that apply) OK North Central Oklahoma CoC 2B-3 In the chart below, enter the amount of funding from each funding source that contributes to the total HMIS budget for the CoC. 2B-3.1 Funding Type: Federal - HUD Funding Source Funding CoC $44,765 ESG $1,200 CDBG $0 HOME $0 HOPWA $0 Federal - HUD - Total Amount $45,965 2B-3.2 Funding Type: Other Federal Funding Source Funding Department of Education $0 Department of Health and Human Services $0 Department of Labor $0 Department of Agriculture $0 Department of Veterans Affairs $0 Other Federal $0 Other Federal - Total Amount $0 2B-3.3 Funding Type: State and Local FY2013 CoC Application Page 10 03/17/2014

11 Funding Source Funding City $0 County $0 State $0 State and Local - Total Amount $0 2B-3.4 Funding Type: Private Funding Source Funding Individual $0 Organization $12,000 Private - Total Amount $12,000 2B-3.5 Funding Type: Other Funding Source Funding Participation Fees $0 Other - Total Amount $0 2B-3.6 Total Budget for Operating Year $57,965 2B-4 How was the HMIS Lead selected by the CoC? Agency was Appointed 2B-4.1 If other, provide a description as to how the CoC selected the HMIS Lead. (limit 750 characters) Not applicable. FY2013 CoC Application Page 11 03/17/2014

12 2C. Homeless Management Information System (HMIS) Bed Coverage 2C-1 Indicate the HMIS bed coverage rate (%) for each housing type within the CoC. If a particular housing type does not exist anywhere within the CoC, select "Housing type does not exist in CoC" from the drop-down menu: * Emergency shelter 86%+ * Safe Haven (SH) beds Housing type does not exist in CoC * Transitional Housing (TH) beds 76-85% * Rapid Re-Housing (RRH) beds 86%+ * Permanent Supportive Housing (PSH) beds 86%+ 2C-2 How often does the CoC review or assess its HMIS bed coverage? Quarterly 2C-3 If the bed coverage rate for any housing type is 64% or below, describe how the CoC plans to increase this percentage over the next 12 months. Not applicable. 2C-4 If the Collaborative Applicant indicated that the bed coverage rate for any housing type was 64% or below in the FY2012 CoC Application, describe the specific steps the CoC has taken to increase this percentage. (limit 750 characters) In 2013 the ShareLink HMIS Coordinator and CoC HMIS Committee collaborated with new Salvation Army of Enid - Majors Ernest & Debra Hull encouraging them to split their Emergency Shelter beds from all Emergency Shelter to Emergency Shelter and Transitional Housing. By doing this the bed utilization rates increased in the Emergency Shelter program from 65.57% to 86.95% and decreased in the Transitional Housing from 100% to 80.51%. This change will help the CoC to have better bed utilization rate for the next Annual Homeless Assessment Report (AHAR). FY2013 CoC Application Page 12 03/17/2014

13 2D. Homeless Management Information System (HMIS) Data Quality Type of Housing 2D-1 For each housing type, indicate the average length of time project participants remain in housing. If a housing type does not exist in the CoC, enter 0. Average Length of Time in Housing Emergency Shelter 23 Transitional Housing 7 Safe Haven 0 Permanent Supportive Housing 25 Rapid Re-housing 1 Universal Data Element 2D-2 Indicate the percentage of unduplicated client records with null or missing values on a day during the last 10 days of January 2013 for each Universal Data Element listed below. Percentage Name 0% Social security number 0% Date of birth 0% Ethnicity 0% Race 0% Gender 0% Veteran status 0% Disabling condition 0% Residence prior to program entry 0% Zip Code of last permanent address 0% Housing status 0% Head of household 0% 2D-3 Describe the extent in which HMIS generated data is used to generate HUD required reports (e.g., APR, CAPER, etc.). FY2013 CoC Application Page 13 03/17/2014

14 All agencies receiving HUD CoC funds enter all HUD universal and program data elements into HMIS and generate their APR report statistics using the HMIS system's reports. The Emergency Solutions Grant (ESG) data for the Consolidated Annual Performance and Evaluation Report (CAPER) is generated by HMIS reports from the HUD universal and program data elements entered on all clients served by the ESG programs and entered into the HMIS by the ESG grant recipients. Point-in-Time counts generated by client surveys are compared to HMIS records to validate the accuracy of the counts and demographic data. The Annual Homelessness Assessment Report is generated by HMIS using emergency shelter, transitional housing and permanent housing data entered by participating agencies. 2D-4 How frequently does the CoC review the data quality in the HMIS of program level data? Annually 2D-5 Describe the process through which the CoC works with the HMIS Lead to assess data quality. Include how the CoC and HMIS Lead collaborate, and how the CoC works with organizations that have data quality challenges. (Limit 1000 characters) Monitoring Data Quality is a shared responsibility between the Participating Agency to include their HMIS User, HMIS Committee and the HMIS Coordinator. Each of the universal data elements of data quality and program data elements are monitored. HMIS coordinator provides data quality reports to each agency using HMIS system monitoring reports. HMIS coordinator will provide recommendations for improvement of data quality to programs based on the information found during monitoring. The programs will consider the information provided and take appropriate steps to improve data quality. HMIS coordinator will also notify an agency of any issues that arise between official monitoring reports. The CoC will review data quality monthly or as necessary to respond to significant issues or changes. Monthly reports are shared with all CoC members during the CoC monthly meetings. Depending on the data quality errors the following steps may be taken: (1) HMIS Coordinator /call to the HMIS user to discuss errors, and steps to correct them (2) Peer-to-peer contact made to see if they can be assistance (3) Additional training provided as required. 2D-6 How frequently does the CoC review the data quality in the HMIS of client-level data? Monthly FY2013 CoC Application Page 14 03/17/2014

15 2E. Homeless Management Information System (HMIS) Data Usage and Coordination 2E-1 Indicate the frequency in which the CoC uses HMIS data for each of the following activities: * Measuring the performance of participating housing and service providers Monthly * Using data for program management Monthly * Integration of HMIS data with data from mainstream resources * Integration of HMIS data with other Federal programs (e.g., HHS, VA, etc.) Never Monthly FY2013 CoC Application Page 15 03/17/2014

16 2F. Homeless Management Information System (HMIS) Policies and Procedures 2F-1 Does the CoC have a HMIS Policy and Procedures Manual? If yes, the HMIS Policy and Procedures Manual must be attached. Yes 2F-1.1 What page(s) of the HMIS Policy and Procedures Manual or governance charter includes the information regarding accuracy of capturing participant entry and exit dates in HMIS? (limit 250 characters) The ShareLink HMIS Standard Operating Policies and Procedures Manual lists Program Entry/Exits under the Data Elements to be collected on page 21. 2F-2 Are there agreements in place that outline roles and responsibilities between the HMIS Lead and the Contributing HMIS Organizations (CHOs)? Yes FY2013 CoC Application Page 16 03/17/2014

17 2G. Continuum of Care (CoC) Sheltered Homeless Point-in-Time (PIT) Count 2G-1 Indicate the date of the most recent sheltered point-in-time count (mm/dd/yyyy): 01/24/2013 2G-2 If the CoC conducted the sheltered point-in-time count outside of the last 10 days of January 2013, was an exception granted by HUD? Not Applicable 2G-3 Enter the date the CoC submitted the sheltered point-in-time count data in HDX: 04/29/2013 2G-4 Indicate the percentage of homeless service providers supplying sheltered point-in-time data: Housing Type Observation Provider Shelter Client Interview HMIS Emergency Shelters 0% 100% 0% 0% Transitional Housing 0% 100% 0% 0% Safe Havens 0% 0% 0% 0% 2G-5 Comparing the 2012 and 2013 sheltered point-in-time counts, indicate if there was an increase, decrease, or no change and then describe the reason(s) for the increase, decrease, or no change. (Limit 750 characters) In 2013, there was an overall decrease (145: ES 78, TH 67) in the Continuum shelter count from 2012 (147: ES 85, TH 62). The decrease is a result of the shelters collaborating more with local resources to provide better care for their clients. Shelter case managers interact frequently with a number of mainstream entities including: Public Housing, TANF, Women, Infants and Children (WIC), HeadStart, Medicaid, Medicare, Substance Abuse programs, Tribal, Schools, Rapid Re-Housing, Social Security, Workforce Oklahoma (employment) and Disability, to name a few. Providers make sure not to duplicate any service. The process of helping homeless clients prepare to transition from shelter to more permanent housing is intense but has shown results with our CoC s alignment with HUD s goals outlined in Opening Doors. FY2013 CoC Application Page 17 03/17/2014

18 2H. Continuum of Care (CoC) Sheltered Homeless Point-in-Time (PIT) Count: Methods * 2H-1 Indicate the method(s) used to count sheltered homeless persons during the 2013 point-in-time count: Survey providers: HMIS: Extrapolation: Other: X X 2H-2 If other, provide a detailed description. (limit 750 characters) Not applicable. 2H-3 For each method selected, including other, describe how the method was used to ensure that the data collected on the sheltered homeless population during the 2013 point-in-time count was accurate. (limit 750 characters) 1. Survey Providers: The continuum reviews, amends and approves a survey document that is distributed to all emergency shelter, transitional housing, and permanent housing providers. The staff and volunteers, trained in conducting the survey, survey each client staying at these locations. The survey process and document is designed to capture client counts, basic demographics, and information on client service needs. 2. HMIS: The ShareLink HMIS client data from the point-in-time survey night is then used to validate the counts and demographic totals. FY2013 CoC Application Page 18 03/17/2014

19 2I. Continuum of Care (CoC) Sheltered Homeless Point-in-Time (PIT) Count: Data Collection * 2I-1 Indicate the methods used to gather and calculate subpopulation data for sheltered homeless persons: HMIS: HMIS plus extrapolation: Sample of PIT interviews plus extrapolation: Sample strategy: (if Sample of PIT interviews plus extrapolation is selected) Provider expertise: Interviews: Non-HMIS client level information: Other: 2I-2 If other, provide a detailed description. (limit 750 characters) Not applicable. X X 2I-3 For each method selected, including other, describe how the method was used to ensure that the data collected on the sheltered homeless population count during the 2013 point-in-time count was accurate. (limit 750 characters) 1. HMIS: The sub-population data from the surveys is compared to the ShareLink HMIS information on the clients using emergency shelter and transitional housing on the night of the point-in-time to verify the reasonableness of each total. 2. Interviews: The continuum approved survey document includes questions, such as asking if the client is a veteran, that are used to classify and count the clients that qualify for each of the HUD sub populations. These surveys are used by all homeless shelter and housing providers in the continuum at their locations during the assigned date and time. FY2013 CoC Application Page 19 03/17/2014

20 2J. Continuum of Care (CoC) Sheltered Homeless Point-in-Time Count: Data Quality * 2J-1 Indicate the methods used to ensure the quality of the data collected during the sheltered point-in-time count: Training: Follow-up HMIS: Non-HMIS de-duplication : Other: 2J-2 If other, provide a detailed description. (limit 750 characters) Not applicable. X X X 2J-3 For each method selected, including other, describe how the method was used to ensure that the data collected on the sheltered homeless population count during the 2013 point-in-time count was accurate. (limit 750 characters) 1. Training: The providers participating in the point-in-time count met, received training, planned and coordinated their point-in-time count and locations to minimize the possibility of a person being counted at one place and then again at another location. This planning focused on having the counts performed during the same time span without providers overlapping in counting any area while still getting complete coverage. 2. HMIS: Data from the surveys is compared to the ShareLink HMIS information on the clients using emergency shelter and transitional housing on the night of the point-in-time to verify the reasonableness of each total. 3. Non-HMIS de-duplication: 1) Interview question - have you already completed a PIT survey (2) Comparison of name identifiers are collected for deduplication. FY2013 CoC Application Page 20 03/17/2014

21 2K. Continuum of Care (CoC) Unsheltered Homeless Point-in-Time (PIT) Count 2K-1 Indicate the date of the most recent unsheltered point-in-time count: 01/24/2013 2K-2 If the CoC conducted the unsheltered point-in-time count outside of the last 10 days of January 2013, was an exception granted by HUD? Not Applicable 2K-3 Enter the date the CoC submitted the unsheltered point-in-time count data in HDX: 04/29/2013 2K-4 Comparing the 2013 unsheltered point-in-time count to the last unsheltered point-in-time count, indicate if there was an increase, decrease, or no change and describe the specific reason(s) for the increase, decrease, or no change. (limit 750 characters) In 2013 there was an overall decrease in the Continuum Unsheltered count from In 2013 there were 45 persons unsheltered compared to 2012 unsheltered count of 57 persons. The decrease is a result of shelters and mainstream resources collaborating to make sure unsheltered clients are aware of services and shelter providers within their communities. The CoC uses various programs for outreach to the homeless such as veteran programs, food programs, schools, and churches. Fliers and public news media is used for special events. FY2013 CoC Application Page 21 03/17/2014

22 2L. Continuum of Care (CoC) Unsheltered Pointin-Time Count: Methods * 2L-1 Indicate the methods used to count unsheltered homeless persons during the 2013 point-in-time count: Public places count: Public places count with interviews on the night of the count: Public places count with interviews at a later date: Service-based count: HMIS: Other: 2L-2 If other, provide a detailed description. (limit 750 characters) Not applicable. X X 2L-3 For each method selected, including other, describe how the method was used to ensure that the data collected on the unsheltered homeless population during the 2013 point-in-time count was accurate. (limit 750 characters) 1. Public places count w/interviews on night of count: Homeless outreach teams, meal providers, and other community programs identify locations known to be used by the homeless. The homeless point-in-time teams surveyed unsheltered homeless staying at these locations. 2. Service based count: Evening meal providers counted individuals receiving meals who self-identified as being homeless without intention to use shelter on the point-in-time night. The team members and meal providers conducted the survey using the unsheltered form designated by the CoC for service providers and unsheltered homeless. Because the staff members experience and often know the individuals being surveyed, they were successful in getting the information. FY2013 CoC Application Page 22 03/17/2014

23 2M. Continuum of Care (CoC) Unsheltered Homeless Point-in-Time Count: Level of Coverage 2M-1 Indicate where the CoC located unsheltered homeless persons during the 2013 point-in-time count: A Combination of Locations 2M-2 If other, provide a detailed description. (limit 750 characters) Not applicable. FY2013 CoC Application Page 23 03/17/2014

24 2N. Continuum of Care (CoC) Unsheltered Homeless Point-in-Time Count: Data Quality * 2N-1 Indicate the steps taken by the CoC to ensure the quality of the data collected for the 2013 unsheltered population count: Training: "Blitz" count: Unique identifier: Survey question: Enumerator observation: Other: 2N-2 If other, provide a detailed description. (limit 750 characters) Not Applicable 2N-3 For each method selected, including other, describe how the method was used to reduce the occurance of counting unsheltered homeless persons more than once during the 2013 point-in-time count. In order to recieve credit for any selection, it must be described here. (limit 750 characters) 1. Training: The Point-in-Time teams for each county were assigned areas in which to conduct their survey to reduce the occurrence of counting an individual more that once. These teams ' knowledge of the locations used by the homeless enabled them to divide the locations between teams. 2. Survey questions: To ensure the accuracy of the data collection each team asked specific survey questions of each participant to make sure the unsheltered client s data is not duplicated. These questions include (1) have you already completed a survey/interview (2) Comparison of name identifiers are collected for de-duplication. X X FY2013 CoC Application Page 24 03/17/2014

25 3A. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 1: Increase Progress Towards Ending Chronic Homelessness In FY 2013, applications submitted to HUD for the Continuum of Care (CoC) Program will be evaluated in part based on the extent in which they further the achievement of HUD's goals as articulated in HUD's Strategic Plan and Opening Doors: Federal Strategic Plan to Prevent and End Homelessness (FSP). The first goal in Opening Doors is to end chronic homelessness by Creating new dedicated permanent supportive housing beds is one way to increase progress towards ending homelessness for chronically homeless persons. Using data from Annual Performance Reports (APR), HMIS, and the 2013 housing inventory count, complete the table below. 3A-1.1 Objective 1: Increase Progress Towards Ending Chronic Homelessness 3A-1.1a For each year, provide the total number of CoC-funded PSH beds not dedicated for use by the chronically homeless that are available for occupancy. 3A-1.1b For each year, provide the total number of PSH beds dedicated for use by the chronically homeless. 3A-1.1c Total number of PSH beds not dedicated to the chronically homeless that are made available through annual turnover. 3A-1d Indicate the percentage of the CoC-funded PSH beds not dedicated to the chronically homeless made available through annual turnover that will be prioritized for use by the chronically homeless over the course of the year. 3A-1.1e How many new PSH beds dedicated to the chronically homeless will be created through reallocation? Proposed in 2012 CoC Application 2013 Actual Numeric Achievement and Baseline 2014 Proposed Numeric Achievement 2015 Proposed Numeric Achievement % 0% 0% FY2013 CoC Application Page 25 03/17/2014

26 3A-1.2 Describe the CoC's two year plan ( ) to increase the number of permanent supportive housing beds available for chronically homeless persons and to meet the proposed numeric goals as indicated in the table above. Response should address the specific strategies and actions the CoC will take to achieve the goal of ending chronic homelessness by the end of % of the Continuum beds are dedicated to Chronically Homeless. On the 2013 Housing Inventory Count in Homelessness Data Exchange (HDX) it was not noted the new Permanent Supportive Housing (PSH) Veteran program beds were dedicated to the Chronically Homeless Veterans with disabilities. This correction will be reflected in the 2014 Housing Inventory Count. The Lead Agency - CDSA (Mike Biggers) and the Executive Committee (Chair - Jennifer Haney, Co-Chair Patti Graham, Secretary Sharon Cochran, and HMIS Melisa Brumley) will review the Housing Inventory Count before it is submitted with 2014 information into HDX. At this time no agencies have shown an interest to create additional Permanent Supportive Housing beds. The Executive Committee will continue to encourage any agency wishing to apply for reallocation of funds in 2014 and 2015 for new Permanent Supportive Housing program to dedicate their beds to the chronically homeless. 3A-1.3 Identify by name the individual, organization, or committee that will be responsible for implementing the goals of increasing the number of permanent supportive housing beds for persons experiencing chronic homelessness. The Lead Agency CDSA, Inc. and the Executive Committee (Chair - Jennifer Haney, Co-Chair Patti Graham, Secretary Sharon Cochran, and HMIS Melisa Brumley) will continue to work toward finding new and innovative ways to encourage additional permanent supportive housing beds for the chronically homeless by encouraging member agencies of the continuum to make application for additional permanent housing grants that serve the chronically homeless FY2013 CoC Application Page 26 03/17/2014

27 3A. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 2: Increase Housing Stability In FY2013, applications submitted to HUD for the Continuum of Care (CoC) Program will be evaluated in part based on the extent in which they further the achievement of HUD's goals as articulated in HUD's Strategic Plan and the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness (FSP). Achieving housing stability is critical for persons experiencing homelessness. Using data from Annual Performance Reports (APR), complete the table below. 3A-2.1 Does the CoC have any non-hmis projects for which an APR should have been submitted between October 1, 2012 and September 30, 2013? No 3A-2.2a Enter the total number of participants served by all CoCfunded permanent supportive housing projects as reported on APRs submitted during the period between October 1, 2012 and September 30, 2013: 3A-2.2b Enter the total number of participants that remain in CoCfunded funded PSH projects at the end of the operating year PLUS the number of participants that exited from all CoC-funded permanent supportive housing projects to a different permanent housing destination. 3A-2.2c Enter the percentage of participants in all CoC-funded projects that will achieve housing stability in an operating year. 3A-2.2 Objective 2: Increase Housing Stability 2013 Actual Numeric Achievement and Baseline 2014 Proposed Numeric Achievement 2015 Proposed Numeric Achievement % 20% 25% FY2013 CoC Application Page 27 03/17/2014

28 3A-2.3 Describe the CoC's two year plan ( ) to improve the housing stability of project participants in CoC Program-funded permanent supportive housing projects, as measured by the number of participants remaining at the end of an operating year as well as the number of participants that exited from all CoC-funded permanent supportive housing projects to a different permanent housing destination. Response should address the specific strategies and actions the CoC will take to meet the numeric achievements proposed in the table above. (limit to 1000 characters) Continuum providers will continue intensive case management, supportive services and assist clients in attaining mainstream benefits and to improve earned income through better job placement and education. Ensuring families and individuals receive assistance through Smart Start, Parents as Teachers, WIA Youth Programs, WIA, Youth Build, Department of Human Services, the Affordable Health Care Act supported employment programs. Strategies/Actions: 1. Intensive case management 2. Supported services 3. Increasing earned income through job placement and education. 4. Ensuring participants receive all available services. 3A-2.4 Identify by name the individual, organization, or committee that will be responsible for increasing the rate of housing stability in CoCfunded projects. Executive Committee (Chair - Jennifer Haney, Co-Chair Patti Graham, Secretary Sharon Cochran, CDSA - Mike Biggers and HMIS Melisa Brumley. will be the responsible entity. Housing stability rates will be reviewed by this committee and reported to the continuum at least annually. FY2013 CoC Application Page 28 03/17/2014

29 3A. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 3: Increase project participants income In FY2013, applications submitted to HUD for the Continuum of Care (CoC) Program will be evaluated in part based on the extent in which they further the achievement of HUD's goals as articulated in HUD's Strategic Plan and the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness (FSP). Assisting project participants to increase income is one way to ensure housing stability and decrease the possibility of returning to homelessness. Using data from Annual Performance Reports (APR), complete the table below. 3A-3.1 Number of adults who were in CoCfunded projects as reported on APRs submitted during the period between October 1, 2012 and September 30, 2013: 62 3A-3.2a Enter the percentage of participants in all CoC-funded projects that increased their income from employment from entry date to program exit? 3A-3.2b Enter the percentage of participants in all CoC-funded projects that increased their income from sources other than employment from entry date to program exit? 3A-3.2 Objective 3: Increase project participants income 2013 Actual Numeric Achievement and Baseline 2014 Proposed Numeric Achievement 2015 Proposed Numeric Achievement 32% 40% 45% 30% 35% 40% 3A-3.3 In the table below, provide the total number of adults that were in CoC-funded projects with each of the cash income sources identified below, as reported on APRs submitted during the period between October 1, 2012 and September 30, Cash Income Sources Number of Participating Adults Percentage of Total in 3A-3.1 Earned Income % Unemployment Insurance % SSI % FY2013 CoC Application Page 29 03/17/2014

30 SSDI % Veteran's disability 0 % Private disability insurance 0 % Worker's compensation % TANF or equivalent % General Assistance 0 % Retirement (Social Security) 0 % Veteran's pension 0 % Pension from former job 0 % Child support % Alimony (Spousal support) 0 % Other Source 0 % No sources 0 % 3A-3.4 Describe the CoC's two year plan ( ) to increase the percentage of project participants in all CoC-funded projects that increase their incomes from non-employment sources from entry date to program exit. Response should address the specific strategies and actions the CoC will take to meet the numeric achievements proposed in the table (3A-3.2) above. Agencies of the continuum will continue to increase case management to include interaction with the Department of Human Services(TANF and WIC), Social Security Administration (More case managers receiving SOAR training), District Attorney's Child Support Enforcement, and the Veterans Administration through the DAV and other veterans advocacy groups. The continuum increased from 0% in 2012 to 30% in 2013, using these strategies. 3A-3.5 Describe the CoC s two year plan ( ) to increase the percentage of project participants in all CoC-funded projects that increase their incomes through employment from entry date to program exit. Response should address the specific strategies and actions the CoC will take to meet the numeric achievements proposed in the table above. Agencies of the continuum will continue to increase case management to include more job search related activities, provide transportation to and from job sites, and actively seek out more industries and businesses in the area to hire more homeless individuals. It is working as we had only 20% employed in 2012 and 34% in 2013, and had projected a 5% increase in 2013 and exceeded that goal by 9%. 3A-3.6 Identify by name the individual, organization, or committee that will be responsible for increasing the rate of project participants in all CoCfunded projects that increase income from entry date to program exit. FY2013 CoC Application Page 30 03/17/2014

31 Executive Committee (Chair - Jennifer Haney, Co-Chair Patti Graham, Secretary Sharon Cochran, CDSA - Mike Biggers and HMIS Melisa Brumley) FY2013 CoC Application Page 31 03/17/2014

32 3A. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 4: Increase the number of participants obtaining mainstream benefits In FY2013, applications submitted to HUD for the Continuum of Care (CoC) Program will be evaluated in part based on the extent in which they further the achievement of HUD's goals as articulated in HUD's Strategic Plan and the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness (FSP). Assisting project participants to obtain mainstream benefits is one way to ensure housing stability and decrease the possibility of returning to homelessness. Using data from Annual Performance Reports (APR), complete the table below. 3A-4.1 Number of adults who were in CoCfunded projects as reported on APRs submitted during the period between October 1, 2012 and September 30, A-4.2a Enter the percentage of participants in ALL CoC-funded projects that obtained non-cash mainstream benefits from entry date to program exit. 3A-4.2 Objective 4: Increase the number of participants obtaining mainstream benefits 2013 Actual Numeric Achievement and Baseline 2014 Proposed Numeric Achievement 2015 Proposed Numeric Achievement 32% 38% 42% Non-Cash Income Sources Supplemental nutritional assistance program 3A-4.3 In the table below, provide the total number of adults that were in CoC-funded projects that obtained the non-cash mainstream benefits from entry date to program exit, as reported on APRs submitted during the period between October 1, 2013 and September 30, Number of Participating Adults Percentage of Total in 3A % MEDICAID health insurance % MEDICARE health insurance % State children's health insurance 0 % WIC 0 % FY2013 CoC Application Page 32 03/17/2014

33 VA medical services 0 % TANF child care services 0 % TANF transportation services 0 % Other TANF-funded services 0 % Temporary rental assistance 0 % Section 8, public housing, rental assistance 0 % Other Source 0 % No sources 0 % 3A-4.4 Describe the CoC's two year plan ( ) to increase the percentage of project participants in all CoC-funded projects that access mainstream benefits from entry date to program exit. Response should address the specific strategies and actions the CoC will take to meet the numeric achievements proposed in the table above. Agencies of the continuum will continue to increase case management to include interaction with the Department of Human Services(TANF and WIC), Social Security Administration (More case managers receiving SOAR training), Working with Veterans Administration Advocacy Groups (DAV), Using ESG RRH Funds, and assisting clients in filling out the on line application for a housing choice voucher, and working with the local public housing authorities to give the homeless priority in their complexes. 3A-4.5 Identify by name the individual, organization, or committee that will be responsible for increasing the rate of project participants in all CoC-funded projects that that access non-cash mainstream benefits from entry date to program exit. The Lead Agency and The Mainstream Committee. FY2013 CoC Application Page 33 03/17/2014

34 3A. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 5: Using Rapid Re-Housing as a method to reduce family homelessness In FY2013, applications submitted to HUD for the Continuum of Care (CoC) Program will be evaluated in part based on the extent in which they further the achievement of HUD's goals as articulated in HUD's Strategic Plan and the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness (FSP). Rapid re-housing is a proven effective housing model. Based on preliminary evidence, it is particularly effective for households with children. Using HMIS and Housing Inventory Count data, populate the table below. 3A-5.1 Objective 5: Using Rapid Re-housing as a method to reduce family homelessness. 3A-5.1a Enter the total number of homeless households with children per year that are assisted through CoC-funded rapid rehousing projects. 3A-5.1b Enter the total number of homeless households with children per year that are assisted through ESG-funded rapid rehousing projects. 3A-5.1c Enter the total number of households with children that are assisted through rapid re-housing projects that do not receive McKinney-Vento funding Actual Numeric Achievement and Baseline 2014 Proposed Numeric Achievement 2015 Proposed Numeric Achievement A-5.2 Describe the CoC s two year plan ( ) to increase the number homeless households with children assisted through rapid rehousing projects that are funded through either McKinney-Vento funded programs (CoC Program, and Emergency Solutions Grants program) or non-mckinney-vento funded sources (e.g.., TANF). Response should address the specific strategies and actions the CoC will take to meet the numeric achievements proposed in the table above. FY2013 CoC Application Page 34 03/17/2014

35 The Continuum will continue to make available to homeless families HUD supported transitional and permanent housing. Rapid Re-Housing funds from Emergency Solution Grants will be utilized by agencies with awards. Non- McKinney-Vento funding will continue to be earmarked to assist homeless families with children. Two low income duplexes are under construction and 35 three bedroom units are waiting funding and should be 3A-5.3 Identify by name the individual, organization, or committee that will be responsible for increasing the number of households with children that are assisted through rapid re-housing in the CoC geographic area. Executive Committee (Chair - Jennifer Haney, Co-Chair Patti Graham, Secretary Sharon Cochran, CDSA - Mike Biggers and HMIS Melisa Brumley) 3A-5.4 Describe the CoC s written policies and procedures for determining and prioritizing which eligible households will receive rapid re-housing assistance as well as the amount or percentage of rent that each program participant must pay, if applicable. Case managers must conduct an initial evaluation to determine the eligibility of each individual or family recipients, must meet HUDs definition as literally homeless, with chronically homeless with a disability being given first priority for permanent supportive housing and then families with children for Rapid-Re housing funding through ESG. The client must pay up to 30% of their income for rent, if applicable. 3A-5.5 How often do RRH providers provide case management to households residing in projects funded under the CoC and ESG Programs? The program participant must meet with a case manager not less than once per month to assist in ensuring long-term housing stability. The case manager, working with the client, develops a plan to assist the program participant to retain permanent housing after assistance ends; taking into account all relevant considerations such as current or expected income and expenses; other public or private assistance available to the program participant and relative affordability of the available housing in the area. 3A-5.6 Do the RRH providers routinely follow up with previously assisted households to ensure that they do not experience additional returns to homelessness within the first 12 months after assistance ends? FY2013 CoC Application Page 35 03/17/2014

36 Yes: The client and case manager develops a plan to assist the program participant to retain permanent housing after assistance ends; taking into account all relevant considerations such as current or expected income and expenses; other public or private assistance available to the program participant and relative afford ability of the available housing in the area. Progress along the plan is documented through the year. FY2013 CoC Application Page 36 03/17/2014

37 3B. Continuum of Care (CoC) Discharge Planning: Foster Care 3B-1.1 Is the discharge policy in place mandated by the State, the CoC, or other? State Mandated Policy 3B-1.1a If other, please explain. (limit 750 characters) Not Applicable 3B-1.2 Describe the efforts that the CoC has taken to ensure persons are not routinely discharged into homeless and specifically state where persons routinely go upon discharge. The Oklahoma Healthy Transitions Initiative (OHTI)was developed to assist youth aging out of foster care. OHTI is a collaborative effort between the Oklahoma DHS and ODMHSAS to decrease the number of people aging out of foster care who subsequently become homeless. OKDHS policy requires child welfare workers begin transition planning with youth at age sixteen. The workers are supported in their efforts through a contract with the University of Oklahoma National Resource Center For Youth Services (OUNRCYS). Transition planning becomes more focused at age 17.9 when the "My Transition Plan" document is developed with the youth. This plan includes the youth's plan for housing, health insurance, education, continuing support services, work force supports and employment services. 3B-1.3 Identify the stakeholders and/or collaborating agencies that are responsible for ensuring that persons being discharged from a system of care are not routinely discharged into homelessness. OKDHS collaborates with the Oklahoma Department of Mental Health and Substance Abuse; the Departments of Education and Vocational Rehabilitation through the IEP Transition Plan process; the Governor s Interagency Council on Homelessness; statewide non-profit Youth Services agencies; and community based organizations to ensure that youth are not being discharged to homelessness. In addition, the OKDHS contract with OUNRCYS provides for the facilitation of a toll free number and a website where youth can request services and resources that complement their own efforts towards selfsufficiency FY2013 CoC Application Page 37 03/17/2014

38 3B. Continuum of Care (CoC) Discharge Planning: Health Care 3B-2.1 Is the discharge policy in place mandated by the State, the CoC, or other? Other 3B-2.1a If other, please explain. (limit 750 characters) The CoC geographic area is served by multiple health care entities including private, state and federally funded organizations. Policies range from informal discharge plans to specific policies prohibiting discharge into homelessness. Health care reform initiatives have created new partnerships designed to improve transitions from inpatient settings to home or other care settings to reduce readmissions. 3B-2.2 Describe the efforts that the CoC has taken to ensure persons are not routinely discharged into homeless and specifically state where persons routinely go upon discharge. Hospital based social workers coordinate with market rate and subsidized housing providers in the community to place discharging patients into housing. Post hospitalization convalescent housing options in the community are limited. Seniors and individuals with disabilities may have access to in-home services through Oklahoma s Medicaid-funded Advantage program. 3B-2.3 Identify the stakeholders and/or collaborating agencies that are responsible for ensuring that persons being discharged from a system of care are not routinely discharged into homelessness. Health Care enities, Oklahoma Department of Health, North Central Oklahoma CoC, Recipiants of Emergency Solutions Grants. FY2013 CoC Application Page 38 03/17/2014