Before Starting the CoC Application · 1B-1. From the list below, select those organization(s)...

Before Starting the CoC Application

The CoC Consolidated Application is made up of two parts: the CoC Application and the CoCPriority Listing, with all of the CoC’s project applications either approved and ranked, or rejected.The Collaborative Applicant is responsible for submitting both the CoC Application and the CoCPriority Listing in order for the CoC Consolidated Application to be considered complete.

The Collaborative Applicant is responsible for:

1. Reviewing the FY 2017 CoC Program Competition NOFA in its entirety for specific applicationand program requirements.

2. Ensuring all questions are answered completely.

3. Reviewing the FY 2017 CoC Consolidated Application Detailed Instructions, which givesadditional information for each question.

4. Ensuring all imported responses in the application are fully reviewed and updated as needed.

5. The Collaborative Applicant must review and utilize responses provided by project applicantsin their Project Applications.

6. Some questions require the Collaborative Applicant to attach documentation to receive creditfor the question. This will be identified in the question.

- Note: For some questions, HUD has provided documents to assist Collaborative Applicants infilling out responses. These are noted in the application. - All questions marked with an asterisk (*) are mandatory and must be completed in order tosubmit the CoC Application.

For CoC Application Detailed Instructions click here.

Applicant: Strategies to End Homelessness -CoC Applicant OH-500 CoCProject: OH-500 CoC Registration FY2017 COC_REG_2017_149300

FY2017 CoC Application Page 1 09/26/2017

1A. Continuum of Care (CoC) Identification

Instructions:For guidance on completing this application, please reference the FY 2017 CoC ApplicationDetailed Instructions and the FY 2017 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

1A-1. CoC Name and Number: OH-500 - Cincinnati/Hamilton County CoC

1A-2. Collaborative Applicant Name: Strategies to End Homelessness, Inc.

1A-3. CoC Designation: UFA

1A-4. HMIS Lead: Strategies to End Homelessness, Inc.



1B. Continuum of Care (CoC) Engagement


1B-1. From the list below, select those organization(s) and/or person(s)that participate in CoC meetings. Using the drop-down boxes, indicate ifthe organization(s) and/or person(s): (1) participate in CoC meetings; and

(2) vote, including selection of CoC Board members.Responses should be for the period from 5/1/16 to 4/30/17.

Organization/PersonCategories

Participates in CoC

Meetings

Votes, includingelecting CoC

Board Members

Local Government Staff/Officials Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes

Law Enforcement Yes No

Local Jail(s) Yes No

Hospital(s) Yes No

EMT/Crisis Response Team(s) Yes No

Mental Health Service Organizations Yes Yes

Substance Abuse Service Organizations Yes Yes

Affordable Housing Developer(s) Yes Yes

Disability Service Organizations Yes Yes

Disability Advocates Yes No

Public Housing Authorities Yes No

CoC Funded Youth Homeless Organizations Yes Yes

Non-CoC Funded Youth Homeless Organizations Yes No

Youth Advocates Yes Yes

School Administrators/Homeless Liaisons Yes Yes

CoC Funded Victim Service Providers Yes Yes

Non-CoC Funded Victim Service Providers Yes No

Domestic Violence Advocates Yes Yes

Street Outreach Team(s) Yes Yes

Lesbian, Gay, Bisexual, Transgender (LGBT) Advocates Yes Yes

LGBT Service Organizations Yes Yes

Agencies that serve survivors of human trafficking Yes Yes

Other homeless subpopulation advocates Yes Yes

Homeless or Formerly Homeless Persons Yes Yes

Other:(limit 50 characters)



Healthcare for the Homeless Organization Yes Yes

Veteran's Administration Yes Yes

Shelter Diversion Provider Yes Yes

Applicant must select Yes, No or Not Applicable for all of the listedorganization/person categories in 1B-1.

1B-1a. Describe the specific strategy(s) the CoC uses to solicit andconsider opinions from organizations and/or persons that have an interestin preventing or ending homelessness.(limit 1000 characters)

CoC operates in an open & inclusive manner. Community input welcomedthrough 7 public workgroups, inclusive community processes/meetings. TheCoC board includes a wide array of perspectives from people with livedexperience of homelessness, prevention, shelter/outreach, housing (CoC, ESG,HOPWA, RHY, VAWA & non-federally funded), healthcare, advocacy & more.CoC annual prioritization event is attended by over 130 people. In 2017, theCoC board started a Strategic Planning Subcommittee to focus ondeveloping/implementing high performance best practices & systems change.CoC meetings with other community systems such as child welfare, mentalhealth board, justice center, & hospitals ensure continuity of care betweensystems & is a main focus of the CoC. In 2017, CoC hosted a public forum onending youth homelessness which more than 90 community members attended.UFA staff participates in planning meetings with local govt to coordinate allservices in an effort to end homelessness.

1B-2. Describe the CoC's open invitation process for soliciting newmembers, including any special outreach.(limit 1000 characters)

CoC membership is defined as those assembled & participating in the mostrecent CoC prioritization event. Outreach to new members, includes people w/lived experience. CoC shares info on social media/CoC website & via email tothe CoC listserve, which includes people w/ lived experience who participate inworkgroups. STEH provides public trainings on CoC funds & reports HUDawards in news media (newspaper, local TV) to ensure the community is awareof available funding. This application contains 1 agency new to CoC funding.New agencies: 1) are engaged by STEH 2) Attend CoC General Orientationconducted at least 2x/yr covering CoC purpose/application/prioritization 3) Workw/ STEH to develop a proposal that meets HUD requirements 4) Attend annualCoC Scoring Review meeting to understand CoC prioritization process &outcome measures 5) Present project to full CoC at community prioritizationevent & project is ranked by peers to determine inclusion 6) Attend CoCGovernance meeting.

1B-3. Describe how the CoC notified the public that it will accept andconsider proposals from organizations that have not previously receivedCoC Program funding in the FY 2017 CoC Program Competition, even ifthe CoC is not applying for new projects in FY 2017. The response must



include the date(s) the CoC made publicly knowing they were open toproposals.(limit 1000 characters)

All materials are posted on the STEH (UFA) website & emailed to CoC listserve.In 2017 CoC funding availability, ranking/review criteria was made public asfollows:Print (City Beat) & TV (WCPO) media coverage regarding 2016 CoC award &availability of CoC funding on 1/9;CoC General Orientation held 3/22;CoC Timeline emailed/posted on 4/10;Social Media post for new projects 5/3;Scoring Criteria proposed by the CoC Board & approved by full CoC on 5/12–community outcomes posted on website 6/19;STEH email to CoC regarding NOFA 7/17;Large Group Scoring (LGS) Process Training for project rankers held 6/2;LGS –community prioritization process held 6/30;Results of LGS event/initial project ranking emailed/posted 7/5;COC process Timeline updated post-NOFA with deadlines for projectapplications emailed/posted 7/31;Projects informed of inclusion (none rejected) 7/31.



1C. Continuum of Care (CoC) Coordination


1C-1. Using the chart below, identify the Federal, State, Local, Private andOther organizations that serve homeless individuals, families,

unaccompanied youth, persons who are fleeing domestic violence, orthose at risk of homelessness that are included in the CoCs coordination;

planning and operation of projects.Only select "Not Applicable" if the funding source(s) do not exist in the

CoC's geographic area.

Entities or Organizations the CoC coordinates planning and operation of projectsCoordinates with Planningand Operation of Projects

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Housing and service programs funded through Department of Justice (DOJ) resources Yes

Housing and service programs funded through Health and Human Services (HHS) resources Yes

Housing and service programs funded through other Federal resources Yes

Housing and service programs funded through state government resources Yes

Housing and service programs funded through local government resources Yes

Housing and service programs funded through private entities, including foundations Yes


Programs funded by faith based entities Yes

1C-2. Describe how the CoC actively consults with Emergency SolutionsGrant (ESG) recipient’s in the planning and allocation of ESG funds.Include in the response: (1) the interactions that occur between the CoCand the ESG Recipients in the planning and allocation of funds; (2) theCoCs participation in the local Consolidated Plan jurisdiction(s) processby providing Point-in-Time (PIT) and Housing Inventory Count (HIC) datato the Consolidated Plan jurisdictions; and (3) how the CoC ensures localhomelessness information is clearly communicated and addressed inConsolidated Plan updates.(limit 1000 characters)

OH-500 has 2 Con-Plan jurisdictions & ESG recipients-City of Cincinnati &Hamilton Co. Both have seats on the CoC board & interact with Strategies toEnd Homelessness (STEH), the UFA, regularly. As part of the CoC board, they



participate in strategic planning, set goals/objectives, review gaps analysis &oversee allocation between eligible activities-currently shelter & RRH. Bothjurisdictions receive HIC & PIT data through HDX reports & STEH public datareports. HIC & PIT data are also discussed by the CoC board at monthlymeetings. STEH coordinates w/ the City, County & CoC board to complete thehomeless sections of the Con Plan & both jurisdictions submit matching contentto HUD. Both jurisdictions coordinate annual updates with STEH. Additionally,STEH has a seat on the City’s Community Development Advisory Committeeensuring that CDBG & HOME are coordinated with CoC & ESG. Bothjurisdictions have funded STEH to lead the effort to end homelessness & look tothe CoC as the expert.

1C-3. CoCs must demonstrate the local efforts to address the uniqueneeds of persons, and their families, fleeing domestic violence thatincludes access to housing and services that prioritizes safety andconfidentiality of program participants.(limit 1000 characters)

YWCA is the main DV provider, operating CoC, ESG & VAWA funded RRH, TH& protective shelter. Coordinated Entry (CE) screens all clients for DV &connects those in crisis to YWCA. Once stabilized, clients are reconnected toCE for prioritization for CoC housing. Survivors are prioritized for housing nomatter where they access services & financial, mental health or childcare issuesaren’t barriers to entry. YWCA connects w/ other victim service providers(Women Helping Women, Human Rights Campaign, Salvation Army, EndSlavery Cincy Human Trafficking) so that survivors are provided w/ victim-centered service/housing. YWCA provides DV training to the full CoC ensuringsafety/confidentiality & understanding of victim-centered practices. YWCAadheres to VAWA standards related to confidentiality & self-determination,supports safety & believes survivors have the right to make their own choices,utilizing a strength based empowerment model integrated into a philosophy ofvoluntary services.

1C-3a. CoCs must describe the following: (1) how regular training isprovided to CoC providers and operators of coordinated entry processesthat addresses best practices in serving survivors of domestic violence;(2) how the CoC uses statistics and other available data about domesticviolence, including aggregate data from comparable databases, asappropriate, to assess the scope of community needs related to domesticviolence and homelessness; and (3) the CoC safety and planningprotocols and how they are included in the coordinated assessment.(limit 1,000 characters)

YWCA is the leader in serving DV survivors in OH500. CoC hosts a trainingseries for CE partners & homeless service providers. The series includes topicssuch as DV, Trauma Informed Care (TIC) & Motivational Interviewing. CoCchooses topics that enable direct service providers to better understand/serveclients. All family providers participated in a 3-day TIC training to ensure bestpractice in programming & workgroups regularly discuss best practices inserving DV. The CoC, in partnership w/ the YWCA, uses national statistics fromthe National Alliance for Safe Housing & National Network to End DV to informCE practices, determine local needs, & inform policies & programming. CE



phone hotline connects those in crisis to the DV hotline for safety planning w/YWCA experts. Households served by YWCA are eligible for all housing thruCE. YWCA uses an identical version of CoC’s HMIS, hosted separately &securely, & consistency of data allows strong collaboration with DV providers.

1C-4. Using the chart provided, for each of the Public Housing Agency’s(PHA) in the CoC's geographic area: (1) identify the percentage of newadmissions to the Public Housing or Housing Choice Voucher (HCV)

Programs in the PHA’s that were homeless at the time of admission; and(2) indicate whether the PHA has a homeless admission preference in its

Public Housing and/or HCV program. Attachment Required: If the CoC selected, "Yes-Public Housing", "Yes-

HCV" or "Yes-Both", attach an excerpt from the PHA(s) written policies ora letter from the PHA(s) that addresses homeless preference.

Public Housing Agency Name% New Admissions into Public Housing and

Housing Choice Voucher Program during FY 2016who were homeless at entry

PHA has General orLimited Homeless

Preference

Cincinnati Metropolitan Housing Authority 32.00% Yes-Both

If you select "Yes--Public Housing," "Yes--HCV," or "Yes--Both" for "PHAhas general or limited homeless preference," you must attach

documentation of the preference from the PHA in order to receive credit.

1C-4a. For each PHA where there is not a homeless admission preferencein their written policies, identify the steps the CoC has taken to encouragethe PHA to adopt such a policy.(limit 1000 characters)

OH-500 has an established relationship with the Cincinnati MetropolitanHousing Authority, currently receiving 500 homeless preference HousingChoice Voucher (HCV) program referrals each year.

1C-5. Describe the actions the CoC has taken to: (1) address the needs ofLesbian, Gay, Bisexual, Transgender (LGBT) individuals and their familiesexperiencing homelessness, (2) conduct regular CoC-wide training withproviders on how to effecctively implement the Equal Access to Housingin HUD Programs Regardless of Sexual Orientation or Gender Idenity,including Gender Identify Equal Access to Housing, Fina Rule; and (3)implementation of an anti-discrimination policy.(limit 1000 characters)

CoC serves all people equally, including LGBTQ individuals & their families.Since 2009, the CoC has required that emergency shelters serve all people



regardless of self-identified gender identity. In 2014 the CoC was one of 2communities in the nation selected to pilot efforts to prevent homelessnessamong LGBTQ youth. In 2016, the CoC began requiring LGBTQ culturalcompetency training, provided by Lighthouse Youth Services Safe & Supportedprogram. The CoC facilitated Equal Access trainings following the final rule &continues to discuss equal access requirements at least quarterly at CoCworkgroups meetings. While the CoC has monitored partner agencies forindividual anti-discrimination policies for many years, the CoC officially adopteda community anti-discrimination policy in August, 2017 which is publicallyposted on the STEH website. The CoC has incorporated LGBTQ culturalcompetency into planning discussions & works to engage people w/ livedexperience in these discussions.

1C-6. Criminalization: Select the specific strategies implemented by theCoC to prevent the criminalization of homelessness in the CoC’s

geographic area. Select all that apply.Engaged/educated local policymakers:

X

Engaged/educated law enforcement:X

Engaged/educated local business leadersX

Implemented communitywide plans:X

No strategies have been implemented


When "No Strategies have been implemented" is selected no othercheckbox may be selected.



1D. Continuum of Care (CoC) Discharge Planning


1D-1. Discharge Planning-State and Local: Select from the list provided,the systems of care the CoC coordinates with and assists in state and

local discharge planning efforts to ensure those who are discharged fromthat system of care are not released directly to the streets, emergencyshelters, or other homeless assistance programs. Check all that apply.

Foster Care:X

Health Care:X

Mental Health Care:X

Correctional Facilities:X

None:

1D-1a. If the applicant did not check all the boxes in 1D-1, provide: (1) anexplanation of the reason(s) the CoC does not have a discharge policy inplace for the system of care; and (2) provide the actions the CoC is takingor plans to take to coordinate with or assist the State and local dischargeplanning efforts to ensure persons are not discharged to the street,emergency shelters, or other homeless assistance programs.(limit 1000 characters)

Not Applicable

1D-2. Discharge Planning: Select the system(s) of care within the CoC’sgeographic area the CoC actively coordinates with to ensure persons whohave resided in any of the institutions listed below longer than 90 days are

not discharged directly to the streets, emergency shelters, or otherhomeless assistance programs. Check all that apply.

Foster Care:X

Health Care:X



Mental Health Care:X

Correctional Facilities:X

None:



1E. Continuum of Care (CoC) Project Review,Ranking, and Selection

InstructionsFor guidance on completing this application, please reference the FY 2017 CoC ApplicationDetailed Instructions and the FY 2017 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

1E-1. Using the drop-down menu, select the appropriate response(s) thatdemonstrate the process the CoC used to rank and select project

applications in the FY 2017 CoC Program Competition which included (1)the use of objective criteria; (2) at least one factor related to achieving

positive housing outcomes; and (3) included a specific method forevaluating projects submitted by victim service providers.

Attachment Required: Public posting of documentation that supports theprocess the CoC used to rank and select project application.

Used Objective Criteria for Review, Rating, Ranking and Section Yes

Included at least one factor related to achieving positive housing outcomes Yes

Included a specific method for evaluating projects submitted by victim service providers Yes

1E-2. Severity of Needs and VulnerabilitiesCoCs must provide the extent the CoC considered the severity of needsand vulnerabilities experienced by program participants in their projectranking and selection process. Describe: (1) the specific vulnerabilitiesthe CoC considered; and (2) how the CoC takes these vulnerabilities intoaccount during the ranking and selection process. (See the CoCApplication Detailed Instructions for examples of severity of needs andvulnerabilities.)(limit 1000 characters)

All CoC projects receive referrals from Coordinated Entry (CE). Housing first(HF) philosophies have been adopted for all CoC projects except 2 recoverycommunities- no barriers to entry into HF projects & length of timehomelessness, victimization, criminal history, zero income, substance abuse &disabilities are vulnerabilities considered. All projects receive clients w/ equalvulnerabilities. The CoC prioritization process has 2 parts, combined into a finalpriority list: 1-Project ranking based on HMIS outcomes(housing/income/benefits/recidivism/length of time to housing) & 2-Communityranking. Community members participating in ranking are trained on prioritypopulations, HF requirements & the need to serve most vulnerable. At rankingevent, all projects identify their target populations (CH, Vets, Families, youth,DV, substance abuse, mental health, HIV/AIDS) & describe HF processes.Community members rank projects on outcomes & how effectively each project



meets requirements.

1E-3. Using the following checklist, select: (1) how the CoC made publiclyavailable to potential project applicants an objective ranking and selection

process that was used for all project (new and renewal) at least 2 daysbefore the application submission deadline; and (2) all parts of the CoC

Consolidated Application, the CoC Application attachments, PriorityListing that includes the reallocation forms and Project Listings that show

all project applications submitted to the CoC were either accepted andranked, or rejected and were made publicly available to project applicants,

community members and key stakeholders.

Attachment Required: Documentation demonstrating the objectiveranking and selections process and the final version of the completed CoCConsolidated Application, including the CoC Application with attachments,

Priority Listing with reallocation forms and all project applications thatwere accepted and ranked, or rejected (new and renewal) was made

publicly available. Attachments must clearly show the date the documentswere publicly posted.

Public Posting

CoC or other WebsiteX

EmailX

Mail

Advertising in Local Newspaper(s)

Advertising on Radio or TelevisionX

Social Media (Twitter, Facebook, etc.)X

1E-4. Reallocation: Applicants must demonstrate the ability to reallocatelower performing projects to create new, higher performing projects.CoC’s may choose from one of the following two options below to answerthis question. You do not need to provide an answer for both.Option 1: The CoC actively encourages new and existing providers to apply for new projectsthrough reallocation.Attachment Required - Option 1: Documentation that shows the CoC actively encouraged newand existing providers to apply for new projects through reallocation.

Option 2: The CoC has cumulatively reallocated at least 20 percent of the CoC’s ARD betweenFY 2013 and FY 2017 CoC Program Competitions.No Attachment Required - HUD will calculate the cumulative amount based on the CoCsreallocation forms submitted with each fiscal years Priority Listing.

Reallocation: Option 1



Attachment Required - provide documentation that shows the CoC activelyencouraged new and existing providers to apply for new projects through

reallocation.

1E-5. If the CoC rejected or reduced projectapplication(s), enter the date the CoC and

Collaborative Applicant notified projectapplicants their project application(s) were

being rejected or reduced in writing outsideof e-snaps.

Attachment Required: Copies of the writtennotification to project applicant(s) that their

project application(s) were rejected. Where aproject application is being rejected or

reduced, the CoC must indicate the reason(s)for the rejection or reduction.

09/13/2017

1E-5a. Provide the date the CoC notifiedapplicant(s) their application(s) were

accepted and ranked on the Priority Listing,in writing, outside of e-snaps.

Attachment Required: Copies of the writtennotification to project applicant(s) their

project application(s) were accepted andranked on the Priority listing.

07/31/2017



Reallocation Supporting Documentation

Attachment Required - provide documentation that shows the CoC activelyencouraged new and existing providers to apply for new projects throughreallocation.

Document Type Required? Document Description Date Attached

Reallocation SupportingDocumentation

No OH500 Reallocatio... 09/26/2017



Attachment Details

Document Description: OH500 Reallocation Supporting Documents



2A. Homeless Management Information System(HMIS) Implementation

Intructions:For guidance on completing this application, please reference the FY 2017 CoC ApplicationDetailed Instructions and the FY 2017 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

2A-1. Does the CoC have in place aGovernance Charter or other written

documentation (e.g., MOU/MOA) that outlinesthe roles and responsibilities of the CoC and

HMIS Lead?

Attachment Required: If “Yes” is selected, acopy of the sections of the Governance

Charter, or MOU/MOA addressing the rolesand responsibilities of the CoC and HMIS

Lead.

Yes

2A-1a. Provide the page number(s) where theroles and responsibilities of the CoC andHMIS Lead can be found in the attached

document(s) referenced in 2A-1. In addition,indicate if the page number applies to the

Governance Charter or MOU/MOA.

13 in Governance Charter & agreements areattached

2A-2. Does the CoC have a HMIS Policies andProcedures Manual? Attachment Required: Ifthe response was “Yes”, attach a copy of the

HMIS Policies and Procedures Manual.

Yes

2A-3. What is the name of the HMIS softwarevendor?

Partnership Center, Ltd.

2A-4. Using the drop-down boxes, select theHMIS implementation Coverage area.

Single CoC

2A-5. Per the 2017 HIC use the following chart to indicate the number ofbeds in the 2017 HIC and in HMIS for each project type within the CoC. If aparticular project type does not exist in the CoC then enter "0" for all cells



in that project type.

Project TypeTotal Beds

in 2017 HICTotal Beds in HICDedicated for DV

Total Bedsin HMIS

HMIS BedCoverage Rate

Emergency Shelter (ESG) beds 650 72 578 100.00%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 321 60 261 100.00%

Rapid Re-Housing (RRH) beds 1,215 30 1,185 100.00%

Permanent Supportive Housing (PSH) beds 2,342 0 2,342 100.00%

Other Permanent Housing (OPH) beds 0 0 0

2A-5a. To receive partial credit, if the bed coverage rate is below 85percent for any of the project types, the CoC must provide clear steps onhow it intends to increase this percentage for each project type over thenext 12 months.(limit 1000 characters)

OH-500 has no Safe Haven or Other Permanent Housing beds.

2A-6. Annual Housing Assessment Report(AHAR) Submission: How many Annual

Housing Assessment Report (AHAR) tableswere accepted and used in the 2016 AHAR?

12

2A-7. Enter the date the CoC submitted the2017 Housing Inventory Count (HIC) data into

the Homelessness Data Exchange (HDX).(mm/dd/yyyy)

05/01/2017



2B. Continuum of Care (CoC) Point-in-Time Count


2B-1. Indicate the date of the CoC’s 2017 PITcount (mm/dd/yyyy). If the PIT count was

conducted outside the last 10 days ofJanuary 2017, HUD will verify the CoC

received a HUD-approved exception.

01/24/2017

2B-2. Enter the date the CoC submitted thePIT count data in HDX.

(mm/dd/yyyy)

05/01/2017



2C. Continuum of Care (CoC) Point-in-Time (PIT)Count: Methodologies


2C-1. Describe any change in the CoC’s sheltered PIT countimplementation, including methodology and data quality changes from2016 to 2017. Specifically, how those changes impacted the CoCssheltered PIT count results.(limit 1000 characters)

There was no change in the CoC's Sheltered PIT count implementation,methodology, or data quality from 2016 to 2017. The CoC used a completecensus count and all subpopulation data was calculated in the HMIS.

2C-2. Did your CoC change its providercoverage in the 2017 sheltered count?

No

2C-2a. If “Yes” was selected in 2C-2, enter the change in providercoverage in the 2017 sheltered PIT count, including the number of beds

added or removed due to the change.Beds Added: 0

Beds Removed: 0

Total: 0

2C-3. Did your CoC add or remove emergencyshelter, transitional housing, or Safe-Haven

inventory because of funding specific to aPresidentially declared disaster resulting in a

change to the CoC's 2017 sheltered PITcount?

No

2C-3a. If "Yes" was selected in 2C-3, enter the number of beds that wereadded or removed in 2017 because of a Presidentially declared disaster.

Beds Added: 0

Beds Removed: 0

Total: 0

2C-4. Did the CoC change its unsheltered PIT Yes



count implementation, includingmethodology and data quality changes from

2016 to 2017? CoCs that did not conduct an unshelteredcount in 2016 or did not report unsheltered

PIT count data to HUD in 2016 shouldcompare their efforts in 2017 to their efforts in

2015.

2C-4a. Describe any change in the CoC’s unsheltered PIT countimplementation, including methodology and data quality changes from2016 to 2017. Specify how those changes impacted the CoC’s unshelteredPIT count results. See Detailed Instructions for more information.(limit 1000 characters)

CoC maintained the same unsheltered count methodologies in 2016 &2017–night of count complete census & night of count known location. Datacollected during the count, via HMIS scan cards & client surveys were collectedin HMIS to generate an unduplicated count. However, the count was betterorganized & conducted w/ more community coordination than in previous years.The CoC conducted a practice count in the fall to implement new strategies inthe street count which improved the official January count process. Outreachworkers, including youth dedicated street outreach team, canvassed the entiregeographic area 1 week prior to the official count. They compiled a detailed listof known & suspected locations of unsheltered people. The areas were divided& outreach workers & trained volunteers were assigned to specific areas toavoid duplication; a youth outreach worker was assigned to each team. Teamsmet after the count to review the unsheltered by-name list compared to the PITlist.

2C-5. Did the CoC implement specificmeasures to identify youth in their PIT count?

Yes

2C-5a. If "Yes" was selected in 2C-5, describe the specific measures theCoC; (1) took to identify homeless youth in the PIT count; (2) during theplanning process, how stakeholders that serve homeless youth wereengaged; (3) how homeless youth were engaged/involved; and (4) how theCoC worked with stakeholders to select locations where homeless youthare most likely to be identified.(limit 1000 characters)

The CoC has a dedicated street outreach (SO) team that works year round toidentify & engage unsheltered youth. The youth SO team coordinates withPATH, VA, & other SO teams to ensure youth are accurately counted &effectively served every day. Coordination for the PIT count included theOutreach Director from Lighthouse Youth Services (LYS). Strategies for youthcounts are established with youth voice from the community’s Youth AdvisoryBoard (YAB). The CoC Director & LYS staff attended the YAB meetings prior tothe PIT count to discuss strategies for engaging young people & locations forengagement. SO peer specialists participate in the PIT count & a youthrepresentative was assigned to each PIT team on the night of the count. The



CoC continues to engage youth with lived experience. The CoC is hiring aYouth Homelessness Program Coordinator & LYS will soon be hiring 2 youngleaders with lived experience to work on implementing the community’s plan toend youth homelessness.

2C-6. Describe any actions the CoC implemented in its 2017 PIT count tobetter count individuals and families experiencing chronic homelessness,families with children, and Veterans experiencing homelessness.(limit 1000 characters)

Street Outreach (SO) & Vet. workgroups meet monthly to discuss best practicesin serving unsheltered individuals, families, CH & Vets. Both groups review by-name lists. To improve the 2017 PIT count, CoC & SO teams planned an off-cycle count 4 months prior to the official PIT count. Leadership group updatedthe volunteer training & coordinated w/ the HMIS vendor to ensure anunduplicated count. Challenges from the off-cycle count were fixed for theJanuary count. In the days/weeks leading up to the official count, CoC askedproviders to inform clients of the count & gathered donations to ensure that theunsheltered were given food/warm clothing for participating. SO teamscanvassed the entire geo area 1 week before the official count. A list of known& suspected locations of unsheltered people was compiled & each survey teamhad a rep from the CoC to ensure that data accuracy. Sheltered data for the PITis determined in the HMIS & all families were sheltered for the PIT count.



3A. Continuum of Care (CoC) SystemPerformance


3A-1. Performance Measure: Reduction in the Number of First-TimeHomeless. Describe: (1) the numerical change the CoC experienced; (2)the process the CoC used to identify risk factors of becoming homelessfor the first time; (3) the strategies in place to address individuals andfamilies at risk of becoming homeless; and (4) the organization or positionthat is responsible for overseeing the CoC's strategy to reduce or end thenumber of individuals and families experiencing homelessness for thefirst time.(limit 1000 characters)

5.1: 3744 to 3969, +6%; 5.2: 4273 to 4462, +4%. The increase in the number ofpersons entering homelessness is directly connected to the lack of affordablehousing. The CoC has a Shelter Diversion (SD) program that served 1202people in 2016. Households are referred to SD when they present for shelter.CE ensures that those served would be homeless w/out assistance. Local riskfactors of homelessness include: zero income, previous evictions, limitededucation, 2+ moves in the last 30 days, criminal convictions & family size.Households receive services & limited financial assistance to stabilize inhousing. While federal/state/local/private funding sources are combined for SD,the program lacks capacity to serve all who present for shelter. The CoC isworking to expand the program & also focuses on decreasing recidivism fromother programs to limit those who return to the system. Strategies to EndHomelessness is responsible for leading the effort in reducing/endinghomelessness.

3A-2. Performance Measure: Length-of-Time Homeless. CoC ‘s must demonstrate how they reduce the length-of-time forindividuals and families remaining homeless. Describe (1) the numericalchange the CoC experienced; (2) the actions the CoC has implemented toreduce the length-of-time individuals and families remain homeless; (3)how the CoC identifies and houses individuals and families with thelongest length-of-time homeless; and (4) identify the organization orposition that is responsible for overseeing the CoC’s strategy to reducethe length-of-time individuals and families remain homeless.(limit 1000 characters)

1.1 Avg: 43 to 45= +2 days; 1.2 Avg: 82 to 64= -18 days. Increase in shelterstays shows the impact of CE prioritizing the most vulnerable who are oftenunsheltered, resulting in faster housing placements for the unsheltered.Decrease stay in TH is the result of a coordinated effort w/ VA programs,



specifically GPD, to focus on moving clients into PH quickly. CoC continues towork w/ shelter & housing providers to move people into PH quickly; only 11%of those eligible are offered CoC housing & a lack of affordable housingcontinues to be an issue. CE process prioritizes length of homeless episode inmaking housing offers. CoC has: 1) grown partnership with PHA on HCVsubsidies- clients exiting CoC housing more quickly, creating turnover inprojects 2) Used CE referral to housing time in prioritization of housing projects3) Length of stay in shelter used as factor in ESG allocation 4) Increasedlandlord engagement efforts. Strategies to End Homelessness is responsible foroversight.

3A-3. Performance Measures: Successful Permanent Housing Placementand Retention Describe: (1) the numerical change the CoC experienced; (2) the CoCsstrategy to increase the rate of which individuals and families move topermanent housing destination or retain permanent housing; and (3) theorganization or position responsible for overseeing the CoC’s strategy forretention of, or placement in permanent housing.(limit 1000 characters)

7a.1: +30 people, 61% positive exits, +12%;7b.1: -80 people; 56% permanent housing rate, -1%.7b.2: -15 people; 98% successful exits/retentions, +1%.New CE system has focused on housing the most vulnerable people in system,which explains the significant increase in unsheltered people entering positivehousing. CE has a strong partnership w/ local MH providers, offering intensiveservices to clients moving from the street to housing. The CoC has beenfocused on creating positive turnover in PH projects & has partnered with thelocal PHA to secure 500 homeless preference Housing Choice Voucherreferrals under a moving-up model. The CoC does not incentivize movingclients before they are stable but offers this exit plan for clients who need along-term subsidy but are stable in services. This partnership continues toincrease the rate of permanent exits from CoC housing projects. Strategies toEnd Homelessness is responsible for implementing these strategies.

3A-4. Performance Measure: Returns to Homelessness. Describe: (1) the numerical change the CoC experienced, (2) whatstrategies the CoC implemented to identify individuals and families whoreturn to homelessness, (3) the strategies the CoC will use to reduceadditional returns to homelessness, and (4) the organization or positionresponsible for overseeing the CoC’s efforts to reduce the rate ofindividuals and families’ returns to homelessness.(limit 1000 characters)

CoC saw 2% decrease, 25% to 23%. With 100% HMIS participation, returns arecaptured at reentry to shelter or outreach projects. CoC saw a 12% decrease inrecidivism from SO exits, w/ 22/173 clients returning. CE focuses on housingthe most vulnerable, who are often unsheltered, & due to a partnership w/ thelocal SAMSHA funded CABHI program, providing 9 months of intense servicesto the CH when placed in housing, this population is more likely to achievestability. In PH, 368 more people exited this year but due to the partnership withthe local PHA, which significantly increased number of homeless households



given preference for HCV, PH recidivism rate stayed steady at 18%. The CoCviews recidivism as a standard of high performance; outcomes are reviewedregularly at workgroups & as part of CoC prioritization. CoC is working toestablish aftercare for clients to continue to receive services after exit.Strategies to End Homelessness is responsible for oversight.

3A-5. Performance Measures: Job and Income Growth Describe: (1) the strategies that have been implemented to increaseaccess to employment and mainstream benefits; (2) how the CoCprogram-funded projects have been assisted to implement the strategies;(3) how the CoC is working with mainstream employment organizations tohelp individuals and families increase their cash income; and (4) theorganization or position that is responsible for overseeing the CoC’sstrategy to increase job and income growth from employment, non-employment including mainstream benefits.(limit 1000 characters)

CoC didn’t report strong income growth, with 48% exiting w/ increased totalincome (-8%). 31% of adults exited w/ increased earned income, consistent withthe previous FY. CE was fully implemented on 1/1/2016 with a focus on housingthe most vulnerable & ending CH. The CoC is proud of this progress, but it hasnegatively affected income results. CoC projects partner w/: FreestoreFoodbank (SOAR, food assistance, Medicaid); WIOA for jobtraining/transportation; City “Homeless to Work” program which partners withnon-profits, Park Boards & others to provide homeless w/ employment; CityLinkproviding job training to RRH clients; dedicated JFS workers connect families tobenefits quickly; HMIS alerts project staff when clients may be eligible forbenefits & assists with applications. A new program uses TANF PRC funds toprovide families entering CoC PH with furniture so that parents can morequickly focus on employment. Strategies to End Homelessness is responsiblefor oversight.

3A-6. Did the CoC completely exclude ageographic area from the most recent PIT

count (i.e. no one counted there, and forcommunities using samples in the area that

was excluded from both the sample andextrapolation) where the CoC determined

there were no unsheltered homeless people,including areas that are uninhabitable

(deserts, forests).

No

3A.6a. If the response to 3A-6 was “Yes”, what was the criteria anddecision-making process the CoC used to identify and exclude specificgeographic areas from the CoCs unsheltered PIT count?(limit 1000 characters)

No geographic areas are excluded from the PIT count.

3A-7. Enter the date the CoC submitted the 05/31/2017



System Performance Measures data in HDX,which included the data quality section for FY

2016.(mm/dd/yyyy)



3B. Continuum of Care (CoC) Performance andStrategic Planning Objectives


3B-1. Compare the total number of PSH beds, CoC program and non CoC-program funded, that were identified as dedicated for yes by chronically

homeless persons in the 2017 HIC, as compared to those identified in the2016 HIC.

2016 2017 Difference

Number of CoC Program and non-CoC Program funded PSH beds dedicated foruse by chronically homelessness persons identified on the HIC.

622 687 65

3B-1.1. In the box below: (1) "total number of Dedicated PLUS Beds"provide the total number of beds in the Project Allocation(s) that aredesignated ad Dedicated PLUS beds; and (2) in the box below "total

number of beds dedicated to the chronically homeless:, provide the totalnumber of beds in the Project Application(s) that are designated for the

chronically homeless. This does not include those that were identified in(1) above as Dedicated PLUS Beds.

Total number of beds dedicated as Dedicated Plus 1,774

Total number of beds dedicated to individuals and families experiencing chronic homelessness 0

Total 1,774

3B-1.2. Did the CoC adopt the Orders ofPriority into their standards for all CoC

Program funded PSH projects as described inNotice CPD-16-11: Prioritizing Persons

Experiencing Chronic Homelessness andOther Vulnerable Homeless Persons in

Permanent Supportive Housing.

Yes

3B-2.1. Using the following chart, check each box to indicate the factor(s)the CoC currently uses to prioritize households with children based on

need during the FY 2017 Fiscal Year.History of or Vulnerability to Victimization

X

Number of previous homeless episodesX



Unsheltered homelessnessX

Criminal HistoryX

Bad credit or rental history (including not having been a leaseholder)

Head of Household with Mental/Physical DisabilityX

3B-2.2. Describe: (1) the CoCs current strategy and timeframe for rapidlyrehousing every household of families with children within 30 days ofbecoming homeless; and (2) the organization or position responsible foroverseeing the CoC’s strategy to rapidly rehouse families with childrenwithin 30 days of becoming homeless.(limit 1000 characters)

The CoC’s focus has been that upon intake into shelter, all services focus onhousing plan. Families are assessed using a common tool to immediatelyidentify & begin work on barriers. In 2017, the average length of familyhomelessness is 50 days, an increase of 6 days from the prior year. Increasedue to: small number of programs not embracing RRH as an interventionhousing model, families facing significant barriers to finding landlords,affordable housing in the area continues to decline, families need ongoingsupport but resources are limited. Additional strategies to meet goal are:landlord recruitment, work w/ PHA to increase homeless households in HCVfrom 25 to 500, participate in HUD funded TA to improve efficiency & fidelity inRRH, increase connections between family providers & community basedMH/SA services, use ESG funds to assist with 1 time move-in expenses.Strategies to End Homelessness & the Family Housing Partnership areresponsible for implementing strategies.

3B-2.3. Compare the number of RRH units available to serve families fromthe 2016 and 2017 HIC.


Number of CoC Program and non-CoC Program funded PSH units dedicated foruse by chronically homelessness persons identified on the HIC.

283 271 -12

3B-2.4. Describe the actions the CoC is taking to ensure emergencyshelters, transitional housing, and permanent supportive housing (PSHand RRH) providers within the CoC adhere to anti-discrimination policiesby not denying admission to, or separating any family members fromother members of their family or caregivers based on age, sex, gender,LGBT status, marital status or disability when entering a shelter orHousing.(limit 1000 characters)

Because CE makes placements into all family shelters & all CoC/ESG housingprojects, shelters/TH/PH projects may not deny admission to anyone & allfamilies are served together. Strategies to End Homelessness (UFA), monitorsall agencies to ensure that all staff members follow anti-discrimination policies &



procedures. No households are denied admission or separated based on age,sex, gender, LGBT status, marital status, or disability & all facilities servepeople based on the gender identity of which they present. The CoC haspartnered w/ the Lighthouse Youth Services Safe & Supported program toprovide free LGBTQ cultural competency training to the community & hasconducted Equal Access trainings since final rule was defined, & at workgroupson a quarterly basis. The CoC is working w/ Safe & Supported to createcommunity wide documents, including improvements to system-wide hiringpractices, to make sure Equal Access rules & cultural competency bestpractices are easy to follow.

3B-2.5. From the list below, select each of the following the CoC hasstrategies to address the unique needs of unaccompanied homeless

youth.Human trafficking and other forms of exploitation? Yes

LGBT youth homelessness? Yes

Exits from foster care into homelessness? Yes

Family reunification and community engagement? Yes

Positive Youth Development, Trauma Informed Care, and the use of Risk and Protective Factors in assessingyouth housing and service needs?

Yes

3B-2.6. From the list below, select each of the following the CoC has astrategy for prioritization of unaccompanied youth based on need.

History or Vulnerability to Victimization (e.g., domestic violence, sexual assault, childhood abuse)X

Number of Previous Homeless EpisodesX

Unsheltered HomelessnessX

Criminal HistoryX

Bad Credit or Rental History

3B-2.7. Describe: (1) the strategies used by the CoC, including securingadditional funding to increase the availability of housing and services foryouth experiencing homelessness, especially those experiencingunsheltered homelessness; (2) provide evidence the strategies that havebeen implemented are effective at ending youth homelessness; (3) themeasure(s) the CoC is using to calculate the effectiveness of thestrategies; and (4) why the CoC believes the measure(s) used is anappropriate way to determine the effectiveness of the CoC’s efforts.(limit 1500 characters)

CoC strategies are in planning phase as a part of YHDP process. CoCmeasures exits to PH, increases in benefits/income & recidivism as indicators ofyouth success in CoC projects; CoC recognizes that these measures areinsufficient to end youth homelessness & there are not enough youth dedicated



resources in the community. The CoC was 1 of 10 recipients of the HUD fundedYHDP & the community has been working for 6 months on creating plan to EndYouth Homelessness, including more than 175 hrs from youth w/ livedhomeless experience. The CoC recognizes that while it has many servicesavailable to young people, system improvements need to be made to seeprogress. Once implemented, YHDP will bring $3.8 million into the CoC toensure youth homelessness is rare, brief & non-recurring; this doesn’t includeprivate funding that will be secured to help implement the full plan. Innovationsin serving youth include: implementing a by-name list, increasingprevention/reunification strategies, increasing outreach strategies for theunsheltered, developing a dedicated service team serving all homeless youthacross system, establishing progressive engagement housing that includesenough resources so that all young people in need of housing are offeredassistance, developing a systemic aftercare response to continue services aftera housing crisis is resolved, developing a youth systems gaps analysis tool &hiring youth leaders to increase youth involvement in system planning &evaluation.

3B-2.8. Describe: (1) How the CoC collaborates with youth educationproviders, including McKinney-Vento local educational authorities andschool districts; (2) the formal partnerships the CoC has with theseentities; and (3) the policies and procedures, if any, that have beenadopted to inform individuals and families who become homeless of theireligibility for educational services.(limit 1000 characters)

Project Connect (PC), Homeless Education Liaison for Cincinnati PublicSchools, has seat on CoC Board & Monitoring Sub-committee, assisting instrategic planning for children/youth. PC is part of CoC partnership with PHA,coordinates educational programs, protects students from discrimination &addresses issues for families & unaccompanied youth. PC regularly presents toCoC workgroups to ensure awareness of available services, coordinates withSEAs on behalf of the CoC. Family providers have established relationships w/early childhood agencies including: PC, Early Learning Centers, 4C forChildren, Preschool Programs & Head Start/Early Head Start. CoC requires thatall programs inform families & youth of educational resources when enteringshelter/housing & that CoC/ESG programs have a designated staff personworking to connect youth to services. UFA monitors policies/procedures ofagencies that receive CoC & ESG funding for compliance. RHY recipients alsohave a seat on the board.

3B-2.9. Does the CoC have any written formal agreements, MOU/MOAs orpartnerships with one or more providers of early childhood services and

supports? Select “Yes” or “No”.MOU/MOA Other Formal Agreement

Early Childhood Providers No Yes

Head Start No No

Early Head Start No No

Child Care and Development Fund No No

Federal Home Visiting Program No Yes



Healthy Start No No

Public Pre-K Yes Yes

Birth to 3 No No

Tribal Home Visting Program No No

Other: (limit 50 characters)

3B-3.1. Provide the actions the CoC has taken to identify, assess, andrefer homeless Veterans who are eligible for Veterans Affairs services andhousing to appropriate resources such as HUD-VASH and SupportiveServices for Veterans Families (SSVF) program and Grant and Per Diem(GPD).(limit 1000 characters)

VA programs are very coordinated within the CoC. CE makes placements intoSSVF, HUD-VASH & GPD. All unstably housed Veterans are encouraged tocall the CE’s Central Access Point (CAP) hotline to determine eligibility forprevention & housing services. Each caller is assessed using a common tool &CE works with the VA to determine Veteran status & medical eligibility beforemaking housing placements. All Veterans are offered PH when they call CAP.Additionally, Veterans that enter low barrier, walk-in shelter programs, areassessed with the same tool & made the same housing offer. The CoC has anactive Veteran Workgroup that meets monthly & includes representatives fromthe local & regional VA’s as well as a TA provider assisting CoC’s in endingVeteran homelessness. The workgroup reviews a by-name list at each meeting.The CoC has established a Leadership Team to implement system changesthat will result in OH500 meeting the federal benchmarks for ending Veteranhomelessness.

3B-3.2. Does the CoC use an active list or byname list to identify all Veterans experiencing

homelessness in the CoC?

Yes

3B-3.3. Is the CoC actively working with theVA and VA-funded programs to achieve thebenchmarks and criteria for ending Veteran

homelessness?

Yes

3B-3.4. Does the CoC have sufficientresources to ensure each Veteran is assisted

to quickly move into permanent housingusing a Housing First approach?

Yes



4A. Continuum of Care (CoC) AccessingMainstream Benefits and Additional Policies


4A-1. Select from the drop-down (1) each type of healthcare organizationthe CoC assists program participants with enrolling in health insurance,

and (2) if the CoC provides assistance with the effective utilization ofMedicaid and other benefits.

Type of Health Care Yes/No Assist withUtilization of

Benefits?

Public Health Care Benefits(State or Federal benefits,e.g. Medicaid, Indian Health Services)

Yes Yes

Private Insurers: No No

Non-Profit, Philanthropic: No No

Other: (limit 50 characters)

Federally Qualified Health Center Yes Yes

4A-1a. Mainstream Benefits CoC program funded projects must be able to demonstrate theysupplement CoC Program funds from other public and private resources,including: (1) how the CoC works with mainstream programs that assisthomeless program participants in applying for and receiving mainstreambenefits; (2) how the CoC systematically keeps program staff up-to-dateregarding mainstream resources available for homeless programparticipants (e.g. Food Stamps, SSI, TANF, substance abuse programs);and (3) identify the organization or position that is responsible foroverseeing the CoCs strategy for mainstream benefits.(limit 1000 characters)

CoC collaborates w/ healthcare experts to facilitate health insurance enrollment.Cincy Health Network, oversees HRSA resources, sits on the CoC Board &runs 1 freestanding & 2 shelter-based clinics employing benefit navigators towork w/ the homeless. University of Cincy Medical Center is a CoC partnerserving a high number of homeless w/ the ability to use presumptivedetermination for Medicaid. CoC PSH projects enter into MOU’s to provideMedicaid eligible services to clients or bill Medicaid directly. The HMISintegrated Medicaid applications into the system enabling applications to besubmitted directly to Hamilton Co. JFS. The HMIS vendor trains agency staff onhow to access the Medicaid project. CoC hosts community trainings frombenefit experts to ensure staff are knowledgeable about resources. Of the 5175clients served in PH from 7/16-6/17, 65 exited w/ no health insurance,



representing 1% of the population. Strategies to End Homelessness isresponsible for oversight.

4A-2. Low Barrier: Based on the CoCs FY 2017 new and renewal projectapplications, what percentage of Permanent Housing (PSH) and Rapid

Rehousing (RRH), Transitional Housing (TH), Safe-Haven, and SSO(Supportive Services Only-non-coordinated entry) projects in the CoC are

low-barrier?Total number of PH (PSH and RRH), TH, Safe-Haven and non-Coordinated Entry SSO project applications in the FY2017 competition (new and renewal)

41.00

Total number of PH (PSH and RRH), TH, Safe-Haven and non-Coordinated Entry SSO renewal and new projectapplications that selected “low barrier” in the FY 2017 competition.

39.00

Percentage of PH (PSH and RRH), TH, Safe-Haven and non-Coordinated Entry SSO renewal and new projectapplications in the FY 2017 competition that will be designated as “low barrier”

95.12%

4A-3. Housing First: What percentage of CoC Program Funded PSH, RRH,SSO (non-coordinated entry), safe-haven and Transitional Housing; FY

2017 projects have adopted the Housing First approach, meaning that theproject quickly houses clients without preconditions or service

participation requirements?Total number of PSH, RRH, non-Coordinated Entry SSO, Safe Haven and TH project applications in the FY 2017competition (new and renewal).

41.00

Total number of PSH, RRH, non-Coordinated Entry SSO, Safe Haven and TH renewal and new project applications thatselected Housing First in the FY 2017 competition.

39.00

Percentage of PSH, RRH, non-Coordinated Entry SSO, Safe Haven and TH renewal and new project applications in theFY 2017 competition that will be designated as Housing First.

95.12%

4A-4. Street Outreach: Describe (1) the CoC's outreach and if it covers 100percent of the CoC's geographic area; (2) how often street outreach isconducted; and (3) how the CoC has tailored its street outreach to thosethat are least likely to request assistance.(limit 1000 characters)

CoC has 4 Outreach Teams: Youth, PATH, Veterans Administration, & Block-by-Block, a team dedicated to the Central Business District. They cover 100%of the geographic area. The CoC is responsible for publicizing communityservices & through an annual outreach plan ensures that community centers,disability agencies, schools, hospitals, & agencies serving non-Englishspeakers are aware of the Central Access Point (CAP). CAP is a homelesshotline that can connect people with the street outreach services, shelterdiversion, or an emergency shelter bed. Routine outreach is conducted daily indifferent areas of the county. These routines are established at the outreachworkgroup & remain flexible so that CAP referrals can be located immediately.The CoC also manages a phone application, “street reach” that allowscommunity members to alert CAP when they encounter someone who isunsheltered. The PATH team also has regular office hours at the homelesscoalition & largest low barrier shelter.

4A-5. Affirmative OutreachSpecific strategies the CoC has implemented that furthers fair housing as



detailed in 24 CFR 578.93(c) used to market housing and supportiveservices to eligible persons regardless of race, color, national origin,religion, sex, gender identify, sexual orientation, age, familial status, ordisability; who are least likely to apply in the absence of special outreach. Describe: (1) the specific strategies that have been implemented thataffirmatively further fair housing as detailed in 24 CFR 578.93(c); and (2)what measures have been taken to provide effective communication topersons with disabilities and those with limited English proficiency.(limit 1000 characters)

OH500 is committed to furthering fair housing. The “front door” to the system &phase 1 of the CE system is the Central Access Point, a homeless hotline thatconnects people in need to shelter diversion, emergency shelter & somehousing resources. Strategies to End Homelessness (UFA) manages the CEsystem & implemented a CAP outreach strategy. The outreach plan ensuresthat the following systems are aware of homeless services: Hamilton Co.Disability Services, libraries, hospitals, private/public schools & Cincy Assoc. forthe Blind. The CoC works w/ Santa Maria Community Services, to assist w/ theSpanish speaking population & local providers partner w/ services such asGlobal to Local Language Solutions & Affordable Language Services to providetranslation services (including ASL) as needed. CE utilizes the Language Linecall center to assist with translation services over the phone & CE willimplement the Spanish VI-SPDAT when it is finalized by OrgCode.

4A-6. Compare the number of RRH beds available to serve populationsfrom the 2016 and 2017 HIC.


RRH beds available to serve all populations in the HIC 1,082 1,215 133

4A-7. Are new proposed project applicationsrequesting $200,000 or more in funding for

housing rehabilitation or new construction?

No

4A-8. Is the CoC requesting to designate oneor more SSO or TH projects to serve

homeless households with children andyouth defined as homeless under other

Federal statues who are unstably housed(paragraph 3 of the definition of homeless

found at 24 CFR 578.3).

No



4B. Attachments

Instructions:Multiple files may be attached as a single .zip file. For instructions on how to use .zip files, areference document is available on the e-snaps training site:https://www.hudexchange.info/resource/3118/creating-a-zip-file-and-capturing-a-screenshot-resource

Document Type Required? Document Description Date Attached

01. 2016 CoC ConsolidatedApplication: Evidence of theCoC's communication torejected participants

Yes OH500 Rejection-R... 09/26/2017

02. 2016 CoC ConsolidatedApplication: Public PostingEvidence

Yes OH500 Public Post... 09/25/2017

03. CoC Rating and ReviewProcedure (e.g. RFP)

Yes OH500 CoC Rating ... 09/19/2017

04. CoC's Rating and ReviewProcedure: Public PostingEvidence

Yes OH500 Public Post... 09/19/2017

05. CoCs Process forReallocating

Yes OH500 CoC Process... 09/19/2017

06. CoC's Governance Charter Yes OH500 Governance ... 09/19/2017

07. HMIS Policy andProcedures Manual

Yes OH500 HMIS Policy... 09/19/2017

08. Applicable Sections of ConPlan to Serving PersonsDefined as Homeless UnderOther Fed Statutes

No

09. PHA Administration Plan(Applicable Section(s) Only)

Yes OH500 PHA Adminis... 09/19/2017

10. CoC-HMIS MOU (ifreferenced in the CoC'sGoverance Charter)

No CoC - HMIS MOU 09/19/2017

11. CoC Written Standards forOrder of Priority

No OH500 Written Sta... 09/19/2017

12. Project List to ServePersons Defined as Homelessunder Other Federal Statutes (ifapplicable)

No

13. HDX-system PerformanceMeasures

Yes OH500 FY 2017 CoC... 09/19/2017

14. Other No

15. Other No



Attachment Details

Document Description: OH500 Rejection-Reduction

Attachment Details

Document Description: OH500 Public Posting CoC Application

Attachment Details

Document Description: OH500 CoC Rating & Review Procedure

Attachment Details

Document Description: OH500 Public Posting Rating & ReviewProcedure

Attachment Details

Document Description: OH500 CoC Process for Reallocation

Attachment Details



Document Description: OH500 Governance Charter

Attachment Details

Document Description: OH500 HMIS Policy & Procedures Manual

Attachment Details

Document Description:

Attachment Details

Document Description: OH500 PHA Administration Plan

Attachment Details

Document Description: CoC - HMIS MOU

Attachment Details

Document Description: OH500 Written Standards for Order of Priority

Attachment Details




Attachment Details

Document Description: OH500 FY 2017 CoC Competition Report

Attachment Details


Attachment Details




Submission Summary

Ensure that the Project Priority List is complete prior to submitting.

Page Last Updated

1A. Identification 08/31/2017

1B. Engagement 09/19/2017

1C. Coordination 09/21/2017

1D. Discharge Planning 08/31/2017

1E. Project Review 09/15/2017

1F. Reallocation Supporting Documentation 09/26/2017

2A. HMIS Implementation 09/15/2017

2B. PIT Count 09/15/2017

2C. Sheltered Data - Methods 09/15/2017

3A. System Performance 09/21/2017

3B. Performance and Strategic Planning 09/21/2017



4A. Mainstream Benefits and AdditionalPolicies

09/15/2017

4B. Attachments 09/26/2017

Submission Summary No Input Required



1F. OH500 Reallocation Supporting Documentation

1.CoC Reallocation Process

2. Community Ranking & Review Results email to participants

3. Email to CoC – all projects included in FY 2017 application; no rejected projects

4. Email to Ohio Valley Goodwill Industries - decreased renewal amount

5. FY 2017 Priority list approved by CoC Board & posted on STEH website

6. STEH Website – Evidence of Public Posting

CoC Reallocation Process

The CoC strives to maximize funding for projects serving the homeless in Cincinnati and

Hamilton County and recognizes a need to be strategic with funding and reallocate funding from

existing projects into new projects. Each year, the CoC solicits new project ideas from current

and new providers. The CoC has established several ways to reallocate funding to ensure high

performance & a diverse housing portfolio.

Reallocation strategies include:

1. Current & new participants are made aware of the upcoming CoC process and invited to

meet with STEH staff to discuss new project ideas.

2. Current CoC providers complete a Renewal Intent Form at which point they can decide

to apply for the same amount of funds, decrease their funding, or choose to not apply for

renewal funding. STEH communicates with all partner agencies about these voluntary

decisions regarding program budgets.

3. Competitive Ranking & Review Process:

a. The CoC establishes competitive scoring criteria for ranking and review of CoC

projects. This scoring criteria, based primarily on HUD’s System Performance

Measures, is adopted by the full CoC before local data is examined, ensuring

that the scoring criteria is unbiased. Before the Ranking and Review event (Large

Group Scoring) STEH compiles outcomes data and determines community

averages and high performance standards in all outcomes, for all components.

CoC projects earn points depending on how well they do in comparison to

community high performance. This score represents the “pre-score” portion of

the annual prioritization process. Pre-scores are only applicable to renewal

projects.

b. Agencies are required to present new and renewal projects in a community event

called Large Group Scoring. Attendees are trained on how to rank projects and

provided the tools to make educated determinations, including: outcomes data,

pre-scores, cost effectiveness information, and project specific information.

STEH compiles attendees’ ranking data to determine which projects are the

highest priority in the community.

c. Outcomes data (described in a. above) and ranking data (described in b. above)

are combined to determine the community’s prioritization list. New projects use

only ranking data to determine priority.

4. STEH, on behalf of the CoC, recaptures unspent funds on a quarterly basis as outlined

in the CoC Expenditure Threshold Policy & Procedure.

1

Jen Best

From: Jen BestSent: Wednesday, July 05, 2017 1:20 PMTo: Jen BestSubject: Large Group Scoring Results

Importance: High

Good morning,

Thanks to everyone who participated in the Large Group Scoring event last Friday. Below is the final prioritization list as determined by combining the pre-score rank and Large Group Scoring rankings. Also included is the list of all other projects that were not ranked at LGS including: the top 15%, HMIS, Coordinated Entry, and the projects that do not yet have a full year of data.

As mentioned at the event, we are anticipating the FY2017 CoC Notice of Funding Availability soon and let you know when we know more details about this year’s process.

On behalf of our local Continuum, thank you for your dedication and hard work. Your input is critical to having a successful community process! Please let me know if you have any questions.

Final Rank

Agency Project

1 Lighthouse Youth and Family Services Youth Outreach

2 Over the Rhine Community Housing Jimmy Heath House

3 Caracole Permanent Supportive Housing

4 Interfaith Hospitality Network Permanent Supportive Housing

5 Over the Rhine Community Housing East Clifton Homes

6 Tender Mercies Harkavy Hall

7 Shelterhouse Supportive Services/Case Management

8 BHS, IHN, TSA, YWCA Family Housing Partnership

9 Over the Rhine Community Housing Anna Louise Inn

10 Shelterhouse Homeless Individuals Partnership (HIP)

11 YWCA Greater Cincinnati NEW - YWCA DV TH/RRH 2

12 YWCA Greater Cincinnati Domestic Violence Rapid Rehousing

13 Center for Independent Living Options Permanent Housing Program

14 Tender Mercies Haven Hall

15 Shelterhouse Recovery Transitional Housing

16 Excel Development Permanent Supportive Housing Consolidation

17 Bethany House Services NEW - BHS Rapid Rehousing 4

18 Talbert House Permanent Supportive Housing 1

19 Interfaith Hospitality Network RRH for Families


21 Talbert Services TGGH Expansion/Gertrude House

22 Salvation Army PH Rapid Rehousing 1

23 National Church Residences NEW - Commons at South Cumminsville

2

24 Lighthouse Youth and Family Services Permanent Supportive Housing

25 Bethany House Services Rapid Rehousing 1

26 Over the Rhine Community Housing Paths to Recovery

27 Ohio Valley Goodwill Industries PH Rapid Re-housing 1

28 Lighthouse Youth and Family Services RRH Expansion

29 Nothing into Something Real Estate Exit Permanent Supportive Housing

30 Lighthouse Youth and Family Services Scattered Site RRH

31 Over the Rhine Community Housing Permanent Supportive Housing

32 Ohio Valley Goodwill Industries TH Rapid Re-housing 2

Not Ranked

Salvation Army RRH 2 (for Families)

Over the Rhine Community Housing Recovery Hotel

Bethany House Services Rapid Rehousing 2

Tender Mercies Dana Hotel

Bethany House Services Rapid Rehousing 3 (Families)

Bethany House Services Permanent Supportive Housing

Interfaith Hospitality Network Permanent Supportive Housing 2

Over the Rhine Community Housing Carrie's Place

Shelterhouse HUD RRH

Strategies to End Homelessness Coordinated Entry

Strategies to End Homelessness HMIS

Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444

2368 Victory Parkway, Suite 600 Cincinnati, OH 45206 www.strategiestoendhomelessness.org [email protected]

Download the Street Reach app!

Follow us!

1

Jen Best

From: Jen BestSent: Monday, July 31, 2017 2:38 PMTo: '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]';

'[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; 'Fanni Johnson'; Amy Rosenthal; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'

Cc: Jennifer McEvilley ; Jessie Modderman; Kevin Finn; Allyson Richer; Joe Ahlers; Amanda Davis; Jamie Hummer ([email protected]); Jenna Van Laningham

Subject: CoC Timeline UPDATED!

Hi all! STEH staff is working through the FY2017 CoC Notice of Funding Availability and creating project applications on behalf of all agencies applying for funds. The updated CoC Timeline is now available on the STEH website and includes all the pertinent dates for the CoC Application process - https://www.strategiestoendhomelessness.org/partner-agencies/apply-for-funds/ . Please continue to visit this page for updates throughout the competition. HUD has continued to make bonus funding available for new projects and because of that, all projects that were presented at Large Group Scoring will be included in the FY2017 application. A finalized prioritization list will be available once it is finalized by the Homeless Clearinghouse in a few weeks. Please note the following changes in this year’s process:

1. The project applications do not require significant changes this year and HUD has provided us with the opportunity to submit project applications without any changes from the prior year. Your STEH Program Coordinator is doing an in-depth review of your application(s) from last year and will communicate feedback for your review by August 7th. Some project applications will be able to be submitted without any changes and many only require small changes.

2. We are simplifying the match commitment process and will be rolling out a new certification form in the next few days. Each agency will be responsible for committing match on behalf of their projects this year. Outside match certifications will be required prior to contract execution for FY17 funds.

Please let us know if you have any questions and we will continue to send updates as needed. Thanks for all that you do! Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444

2



Follow us!

1

Jen Best

From: Jen BestSent: Wednesday, September 13, 2017 5:30 PMTo: 'Camille Robinson'; '[email protected]'; Doug RauschCc: Kevin Finn; Amanda Davis; Jennifer McEvilley Subject: CoC Renewal - Decreased Amount

Hello Goodwill, Please use this email as documentation of the conference call between Strategies to End Homelessness (STEH) and Ohio Valley Goodwill Industries (OVGI) on August 22, 2017. On that call, STEH informed OVGI that the Homeless Clearinghouse made a decision to decrease the amount of funding that OVGI could request in the Fiscal Year 2017 Continuum of Care Application. This decision was made after a review of Fiscal Year 2015 expended funds showed OVGI underspending by significant amounts on their CoC projects. Project: TH Rapid-Re-Housing 2 project (HUD #OH0004) Original Budget: $656,503 Amount of Decrease: $241,228. New Budget: $415,275 We know that there is a lot of progress being made to improve the CoC projects administered by OVGI and look forward to seeing your success. We are here to help too and will be checking in regularly to see where we can provide support. Thanks, Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444



Follow us!

Agency Name Program name Funding

Request

Project

Type

1 Salvation Army RRH 2 (for Families) $ 231,479 RRH

2 Over the Rhine Community Housing Recovery Hotel $ 93,831 PSH

3 Bethany House Services Rapid Rehousing 2 $ 316,084 RRH

4 Tender Mercies Dana Hotel $ 87,759 PSH

5 Bethany House Services Rapid Rehousing 3 (Families) $ 238,884 RRH

6 Lighthouse Youth and Family Services Youth Outreach $ 102,518 SSO

7 Over the Rhine Community Housing Jimmy Heath House $ 250,892 PSH

8 Caracole Permanent Supportive Housing 691,459$ PSH

9 Interfaith Hospitality Network Permanent Supportive Housing 351,019$ PSH

10 Over the Rhine Community Housing East Clifton Homes 58,796$ PSH

11 Tender Mercies Harkavy Hall 72,943$ PSH

12 Shelterhouse Supportive Services/Case Management 90,441$ SSO

13 BHS, IHN, TSA, YWCA Family Housing Partnership 322,568$ SSO

14 Over the Rhine Community Housing Anna Louise Inn $ 383,244 PSH

15 Shelterhouse Homeless Individuals Partnership (HIP) $ 251,769 SSO

16 YWCA Greater Cincinnati YWCA DV TH/RRH 2 $ 221,652 TH/RRH

17 YWCA Greater Cincinnati Domestic Violence Rapid Rehousing $ 129,860 RRH

18 Center for Independent Living Options Permanent Housing Program 485,873$ PSH

19 Tender Mercies Haven Hall 326,553$ PSH

20 Shelterhouse Recovery Transitional Housing 94,772$ TH

21 Excel Development Permanent Supportive Housing 3,400,000$ PSH

22 Bethany House Services BHS Rapid Rehousing 4 358,450$ RRH

23 Talbert House Permanent Supportive Housing 2 917,708$ PSH

24 Interfaith Hospitality Network RRH for Families 317,998$ RRH


26 Talbert Services TGGH Expansion/Gertrude House 53,500$ TH

27 Salvation Army PH Rapid Rehousing 1 239,768$ RRH

28 National Church Residences Commons at South Cumminsville 414,752$ PSH

29 Lighthouse Youth and Family Services Permanent Supportive Housing 204,917$ PSH

30 Bethany House Services Rapid Rehousing 1 759,434$ RRH

31 Over the Rhine Community Housing Paths to Recovery 319,591$ PSH

32 Ohio Valley Goodwill Industries PH Rapid Re-housing 1 595,371$ RRH

33 Lighthouse Youth and Family Services RRH Expansion 176,790$ RRH

34 Bethany House Services Permanent Supportive Housing 356,541$ PSH

35 Interfaith Hospitality Network Permanent Supportive Housing 2 348,614$ PSH

36 Over the Rhine Community Housing Carrie's Place 94,582$ PSH

37 Shelterhouse HUD RRH 810,888$ RRH

38 Strategies to End Homelessness Coordinated Entry 136,711$ SSO

39 Strategies to End Homelessness HMIS 388,611$ HMIS

40 Strategies to End Homelessness FY17 Rapid Re-Housing 241,228$ RRH

41 Nothing into Something Real Estate Permanent Supportive Housing - Exit 356,545$ PSH

42 Lighthouse Youth and Family Services Scattered Site RRH 152,801$ RRH

43 Over the Rhine Community Housing Permanent Supportive Housing 1,065,087$ PSH

44 Ohio Valley Goodwill Industries TH Rapid Re-Housing 2 415,275$ RRH

Project Application Total 17,575,760$

FY 2017 Continuum Of Care Priority List August 18, 2017

9/13/2017 Strategies to End Homelessness - Apply for funds

https://www.strategiestoendhomelessness.org/partner-agencies/apply-for-funds/ 1/5

Continuum of Care funding

What is a Continuum of Care?A Continuum of Care (CoC) is a collaborative funding and planning approach that helps communities planfor and provide, as necessary, a full range of emergency, transitional and permanent housing, along withprevention and other services to address the various needs of homeless persons. HUD also refers to thegroup of community stakeholders involved in the decision making process as the “Continuum of Care.”

Strategies to End Homelessness serves as the lead agency for our local Continuum of Care (OH-500)and is under contract with the City of Cincinnati and Hamilton County to facilitate the work of thecommunity related to homelessness including:

Shelter DiversionOutreach programsEmergency shelter programs for singles and familiesTransitional housing programsService-enriched permanent supportive housing programs including Shelter Plus CareSpecialized services-only programs

The Continuum of Care processInvolves all agencies and programs who receive funding from the U.S. Department of Housing andUrban Development (HUD)Assesses capacity and identifies gapsDevelops proactive solutionsIncreases competitive advantage for receiving fundsFacilitates the allocation of funding to these agenciesServes as an inclusive vehicle to promote best practicesFacilitates access to mainstream resources and services for the homelessWorks to develop policies and procedures to assist homeless persons directly

Apply for funds

Register GET HELP DONATE TODAY

Who We Are What We Do News and Updates Partner Agencies



The tangible product of this process is the annual Continuum of Care grant application to the U.S.Department of Housing and Urban Development. Continuum of Care membership

As defined in our CoC’s Governance Charter, membership is determined by fully participating in the mostrecent Large Group Scoring Process.

To receive information about upcoming CoC meetings and agendas, contact Jen Best.

See archived CoC information

Continuum of Care downloads and resources

2017 CoC Documents

FY2017 Final Prioritization List – 8/18/2017

2017 CoC Match Guidance & Template

2017 CoC Timeline -updated 7/31/2017

CoC Governance Charter 2017

2017 Homeless Clearinghouse Membership

2017 Governance Meeting Minutes & Attendance

2017 Governance Meeting Agenda

2017 Policies for approval at annual Governance Meeting

Coordinated Entry Policies & Procedures (includes Transitional Housing)

Permanent Supportive Housing Policies

Rapid Re-housing Policies

2017 Large Group Scoring Documents

2017 LGS Presentation Order

RRH & TH Pre-Work LGS 2017

PSH Pre-Work LGS 2017

SSO Pre-Work LGS 2017

Final 2017 Large Group Scoring Criteria – June 19, 2017

1. 2017 Consolidated Application: Evidence of the CoC’s Communication to Rejected

Projects:


2. Email to CoC – all projects included in FY 2017 application; no rejected projects

3. Email to Ohio Valley Goodwill Industries - decreased renewal amount

4. FY 2017 Priority list approved by CoC Board & posted on STEH website

5. STEH Website – Evidence of Public Posting

1

Jen Best


Importance: High

Good morning,




Final Rank

Agency Project
























2










Not Ranked















Follow us!

1

Jen Best

From: Jen BestSent: Monday, July 31, 2017 2:38 PMTo: '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]';

'[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; 'Fanni Johnson'; Amy Rosenthal; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'

Cc: Jennifer McEvilley ; Jessie Modderman; Kevin Finn; Allyson Richer; Joe Ahlers; Amanda Davis; Jamie Hummer ([email protected]); Jenna Van Laningham

Subject: CoC Timeline UPDATED!

Hi all! STEH staff is working through the FY2017 CoC Notice of Funding Availability and creating project applications on behalf of all agencies applying for funds. The updated CoC Timeline is now available on the STEH website and includes all the pertinent dates for the CoC Application process - https://www.strategiestoendhomelessness.org/partner-agencies/apply-for-funds/ . Please continue to visit this page for updates throughout the competition. HUD has continued to make bonus funding available for new projects and because of that, all projects that were presented at Large Group Scoring will be included in the FY2017 application. A finalized prioritization list will be available once it is finalized by the Homeless Clearinghouse in a few weeks. Please note the following changes in this year’s process:

1. The project applications do not require significant changes this year and HUD has provided us with the opportunity to submit project applications without any changes from the prior year. Your STEH Program Coordinator is doing an in-depth review of your application(s) from last year and will communicate feedback for your review by August 7th. Some project applications will be able to be submitted without any changes and many only require small changes.

2. We are simplifying the match commitment process and will be rolling out a new certification form in the next few days. Each agency will be responsible for committing match on behalf of their projects this year. Outside match certifications will be required prior to contract execution for FY17 funds.

Please let us know if you have any questions and we will continue to send updates as needed. Thanks for all that you do! Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444

2



Follow us!

1

Jen Best

From: Jen BestSent: Wednesday, September 13, 2017 5:30 PMTo: 'Camille Robinson'; '[email protected]'; Doug RauschCc: Kevin Finn; Amanda Davis; Jennifer McEvilley Subject: CoC Renewal - Decreased Amount

Hello Goodwill, Please use this email as documentation of the conference call between Strategies to End Homelessness (STEH) and Ohio Valley Goodwill Industries (OVGI) on August 22, 2017. On that call, STEH informed OVGI that the Homeless Clearinghouse made a decision to decrease the amount of funding that OVGI could request in the Fiscal Year 2017 Continuum of Care Application. This decision was made after a review of Fiscal Year 2015 expended funds showed OVGI underspending by significant amounts on their CoC projects. Project: TH Rapid-Re-Housing 2 project (HUD #OH0004) Original Budget: $656,503 Amount of Decrease: $241,228. New Budget: $415,275 We know that there is a lot of progress being made to improve the CoC projects administered by OVGI and look forward to seeing your success. We are here to help too and will be checking in regularly to see where we can provide support. Thanks, Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444



Follow us!

Agency Name Program name Funding

Request

Project

Type

1 Salvation Army RRH 2 (for Families) $ 231,479 RRH

2 Over the Rhine Community Housing Recovery Hotel $ 93,831 PSH

3 Bethany House Services Rapid Rehousing 2 $ 316,084 RRH

4 Tender Mercies Dana Hotel $ 87,759 PSH

5 Bethany House Services Rapid Rehousing 3 (Families) $ 238,884 RRH

6 Lighthouse Youth and Family Services Youth Outreach $ 102,518 SSO

7 Over the Rhine Community Housing Jimmy Heath House $ 250,892 PSH

8 Caracole Permanent Supportive Housing 691,459$ PSH

9 Interfaith Hospitality Network Permanent Supportive Housing 351,019$ PSH

10 Over the Rhine Community Housing East Clifton Homes 58,796$ PSH

11 Tender Mercies Harkavy Hall 72,943$ PSH

12 Shelterhouse Supportive Services/Case Management 90,441$ SSO

13 BHS, IHN, TSA, YWCA Family Housing Partnership 322,568$ SSO

14 Over the Rhine Community Housing Anna Louise Inn $ 383,244 PSH

15 Shelterhouse Homeless Individuals Partnership (HIP) $ 251,769 SSO

16 YWCA Greater Cincinnati YWCA DV TH/RRH 2 $ 221,652 TH/RRH

17 YWCA Greater Cincinnati Domestic Violence Rapid Rehousing $ 129,860 RRH

18 Center for Independent Living Options Permanent Housing Program 485,873$ PSH

19 Tender Mercies Haven Hall 326,553$ PSH

20 Shelterhouse Recovery Transitional Housing 94,772$ TH

21 Excel Development Permanent Supportive Housing 3,400,000$ PSH

22 Bethany House Services BHS Rapid Rehousing 4 358,450$ RRH


24 Interfaith Hospitality Network RRH for Families 317,998$ RRH


26 Talbert Services TGGH Expansion/Gertrude House 53,500$ TH

27 Salvation Army PH Rapid Rehousing 1 239,768$ RRH

28 National Church Residences Commons at South Cumminsville 414,752$ PSH

29 Lighthouse Youth and Family Services Permanent Supportive Housing 204,917$ PSH

30 Bethany House Services Rapid Rehousing 1 759,434$ RRH

31 Over the Rhine Community Housing Paths to Recovery 319,591$ PSH

32 Ohio Valley Goodwill Industries PH Rapid Re-housing 1 595,371$ RRH

33 Lighthouse Youth and Family Services RRH Expansion 176,790$ RRH

34 Bethany House Services Permanent Supportive Housing 356,541$ PSH

35 Interfaith Hospitality Network Permanent Supportive Housing 2 348,614$ PSH

36 Over the Rhine Community Housing Carrie's Place 94,582$ PSH

37 Shelterhouse HUD RRH 810,888$ RRH

38 Strategies to End Homelessness Coordinated Entry 136,711$ SSO

39 Strategies to End Homelessness HMIS 388,611$ HMIS

40 Strategies to End Homelessness FY17 Rapid Re-Housing 241,228$ RRH

41 Nothing into Something Real Estate Permanent Supportive Housing - Exit 356,545$ PSH

42 Lighthouse Youth and Family Services Scattered Site RRH 152,801$ RRH

43 Over the Rhine Community Housing Permanent Supportive Housing 1,065,087$ PSH

44 Ohio Valley Goodwill Industries TH Rapid Re-Housing 2 415,275$ RRH

Project Application Total 17,575,760$

FY 2017 Continuum Of Care Priority List August 18, 2017








Apply for funds










2017 CoC Documents


















2. 2017 Priority Listing

1. Email to agencies informing them of public posting & review process

2. STEH website screen shot: 2017 CoC Consolidated Application public posting evidence

1

Jen Best

From: Jen BestSent: Thursday, September 21, 2017 4:42 PMTo: '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]';

'[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; 'Fannie Johnson'; Amy Rosenthal; '[email protected]'; '[email protected]'; '[email protected]'; '[email protected]'; 'Georgine Getty ([email protected])'; 'Gregory Payton'; Jen Best; 'John Briggs ([email protected])'; 'Josh Spring ([email protected])'; 'Katie Bennett '; Kevin Finn; 'Lora M. Ellis'; 'Megan Jones'; 'Meradith Alspaugh'; 'Pierson, Joy'; 'Roy Hackworth ([email protected])'; 'Sally Hammitt'; 'Spatholt, David'; 'Susan Lakes'

Cc: Kevin Finn; Jennifer McEvilley ; Jessie Modderman; Allyson Richer; Amanda Davis; Joe Ahlers; Jamie Hummer ([email protected]); Jenna Van Laningham; Stacie Berger

Subject: CoC Application - available for review

Importance: High

Hi all, The FY2017 CoC Application has been posted on the STEH website and is available for community review. Please note that there are two sections in the competitive application process – the Priority List and the CoC Application. HUD provides us with a few sets of instructions on how to complete the application and that information can be found on the HUD Exchange, under CoC Program Instructional Guides and Resources. To submit a comment on the application, please send me an email with the subject line: FY17 CoC Application - Comment. In the body of the email, note the specific section of the application that pertains to the comment and state the comment. You may submit more than one comment in a single email. All comments will be shared with the Homeless Clearinghouse Co-chairs and responded to within 2 business days. Public comments will be received until Monday, September 25th at noon. Any comments received after the deadline will not be addressed. Please note that the application is available prior to the date listed on the FY2017 CoC timeline and the that timeline will not be revised at this point. Thanks! Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444

9/25/2017 Apply for funds - Strategies to End Homelessness







Apply for funds



9/25/2017 Apply for funds - Strategies to End Homelessness







2017 CoC Documents

FY 2017 Continuum of Care Priority Listing

FY 2017 Continuum of Care Application


















3. 2017 Consolidated Application: Rating and Review Procedure

1. CoC Timeline email to current and new participants

2. CoC Timeline (pre-NOFA publication)

3. Final 2017 CoC Scoring Criteria


1

Jen Best

From: Jen BestSent: Monday, April 10, 2017 12:41 PMTo: Kevin Finn; Amanda Davis; Joe Ahlers; Allyson Richer; Jamie HummerCc: Jennifer McEvilley; Jessie Modderman; Jenna Van LaninghamSubject: Important CoC Information - updates & 2017 CoC TimelineAttachments: 2017 CoC Timeline v.1 FINAL.pdf; 2017 Renewal Intent Form.docx

Importance: High

Hi, There are several CoC updates and announcements that I would like to share with you. As you know, we regularly talk in fiscal years (FY) so the updates are in order below. Please note that nothing everything listed below will be applicable to your agency and don’t hesitate to let me know if you have questions about anything. 1. FY14 CoC grants – at this point all FY14 Annual Performance Reports (APR’s) should be submitted to HUD. If you have any outstanding FY14 APR’s please let me know immediately. HUD has changed to a new APR reporting repository and you can no longer complete your APR’s in eSNAPS. 2. FY15 CoC grants – reminder that all FY15 projects close on June 30, 2017. Final billings are due 40 days after the close of the grant. 3. FY16 CoC grants – FY16 projects will start on July 1, 2017. Before our Community can get our contracts from HUD, we must satisfy’s each project’s “issues and conditions.” This typically involves collecting updated match documentation for each project and completing the environmental reviews through the City of Cincinnati. Please look for an email from your STEH Program Coordinator with more details on this process soon! 4. FY17 CoC Process – the FY17 process is beginning and attached you will find the first version of the 2017 CoC timeline, as well as the FY17 Renewal Intent Form. Here are some highlights regarding this year’s process:

Renewal Intent forms are due by Friday, April 28th. The full CoC will be reviewing and approving the 2017 proposed CoC Scoring Criteria on Friday, May

12th at 2:00pm. All agencies are asked to send representatives (no more than 3) to this meeting to approve our community’s prioritization process.

If you are interested in applying for a NEW project this year we would like to discuss your project ideas by May 31st.

Large Group Scoring is scheduled for Friday, June 30th at the American Red Cross. Registration for all trainings and events will be available next week on the STEH website and you can

register by clicking here. Please continue to watch your email and check the STEH website (https://www.strategiestoendhomelessness.org/partner-agencies/apply-for-funds/) for additional updates to the FY17 CoC process. Please let me know if you have any questions. Thanks for all that you do! Jen Best Continuum of Care Director p. 513.263.2789 I f. 513.354.6688

2368 Victory Parkway, Suite 600 Cincinnati, Ohio 45206 513-263-2780/voice 513-354-6688/fax

www.strategiestoendhomelessness.org

2017

Continuum of Care Timeline

Continuum of Care Funding (TH, PSH, RRH, and Services Only Projects)

April 10, 2017

CoC GRANT RENEWAL INTENT EMAILED

April 28, 2017 4:00 PM

CoC GRANT RENEWAL INTENT FORMS DUE by 4:00pm. All agencies that wish to renew an existing project must complete and return a Renewal Intent Form. Please include with the return of the Renewal Intent Form the most recently completed “HUD Closeout Form” as submitted to HUD.

May 12, 2017 2:00 PM – 4:00 PM Interact for Health 3805 Edwards Road 5

th Floor, ChoiceCare Rm

Cincinnati, OH 45209

DETERMINING COMMUNITY PRIORITIES: CoC PRIORITIZATION PROCESS REVIEW At this meeting, the CoC community will hear a detailed explanation of the 2017 scoring criteria for projects applying to be in the FY 2017 CoC application to HUD, as proposed by the Homeless Clearinghouse, and how the scoring differs from previous years. Attendees will be approving the revised process for implementation in our community. Attendance is limited to 3 persons per funded agency. REGISTRATION REQUIRED at www.strategiestoendhomelessness.org.

May 31, 2017

All agencies applying for new projects must have scheduled and completed a meeting with Strategies to End Homelessness staff prior to May 31st. Contact Jenna Van Laningham to arrange a meeting at [email protected]

May 2017 (Anticipated)

CoC Notice of Funding Availability to be released by HUD

June 2, 2017 2:00 PM – 4:00 PM - Training for attendees

who wish to rank -Training for presenters Interact for Health 3805 Edwards Road 5

th Floor, ChoiceCare Rm

Cincinnati, OH 45209

LARGE GROUP SCORING PROCESS TRAINING (for presenters and attendees) This 2-part training is offered to both attendees and presenters who wish to participate in this year’s Large Group Scoring event. Part 1 is required for all attendees who wish to rank at this year’s Large Group Scoring event and have not been trained in the past 4 years. If you are unsure about your training status, please contact your STEH Program Coordinator to confirm. The Homeless Clearinghouse, which oversees our Continuum’s funding process, is requiring that new attendees that have not been trained in the past 4 years MUST be trained on the process used to set our community’s funding priorities in order to rank. ONLY THOSE WHO HAVE ATTENDED THIS TRAINING OR A TRAINING IN 2013, 2014, 2015, OR 2016 WILL BE PERMITTED TO RANK PROJECTS AT LARGE GROUP SCORING. Part 2 is optional for agencies presenting a project for ranking at this year’s Large Group Scoring event. This training is intended to ensure that ALL Large Group Scoring presenters are trained on the ranking process and rating factors used to set our community’s funding priorities. REGISTER ONLINE at www.strategiestoendhomelessness.org

June 20, 2017 4:00 PM

LARGE GROUP SCORING PRE-WORK DUE All projects participating in the Large Group Scoring process must complete and submit to STEH, via email to your STEH Program Coordinator, LGS Pre-work forms that include project data, budgets, and pre-scores. This information must be completed and submitted by 4:00 pm, Tuesday, June 20th in order to participate in the Large Group Scoring event. Templates will be available on STEH’s website: www.strategiestoendhomelessness.org.

June 26, 2017

PRE-WORK AVAILABLE ON STEH’S WEBSITE. Email will be sent out to all registered attendees with link to view all pre-work documents. LARGE GROUP SCORING REGISTRATION CLOSES- June 26, 2017 at 4PM. REGISTER ONLINE at www.strategiestoendhomelessness.org

June 27, 2017 4:00 PM

LARGE GROUP SCORING POWERPOINT PRESENTATIONS DUE Final presentations must be submitted to STEH, via email to your STEH Program Coordinator. SPACE IS LIMITED TO EIGHT PARTICIPANTS PER AGENCY AND MAY BE REDUCED DEPENDING ON AVAILABLE SPACE.

June 30, 2017 9:00 AM – 5:00 PM American Red Cross 2111 Dana Ave, Cincinnati, OH 45207

DETERMINING COMMUNITY PRIORITIES: LARGE GROUP SCORING Organizations applying for funding must attend this event. Projects required to present must make a five minute presentation about their project to be ranked for inclusion in the FY 2017 CoC application. Participation is encouraged by people and organizations directly involved in the homeless services system, especially those previously funded through the CoC. REGISTRATION REQUIRED at www.strategiestoendhomelessness.org.

July 5, 2017

CoC LARGE GROUP SCORING- RESULTS ANNOUNCED

TBD

Draft Project Applications emailed to agencies STEH will generate a PDF of project applications from eSNAPS and email to each agency for review. More details to come.

TBD

Project Application Office Hours More details to come.

TBD

Submission of project application changes Agencies must submit comments and changes to project applications to STEH. STEH will communicate additional changes prior to submission in eSNAPS and provide agency with final copy of each project application prior to submission in eSNAPS. Match Deadline All projects must document match funding required to meet the minimum thresholds for inclusion and submit this information to STEH. Templates for this information will be available on STEH’s website. Match documentation is due via email to your STEH Program Coordinator and agencies should maintain original copies of their documentation

TBD

DEADLINE FOR COMPLETION OF PROJECT APPLICATIONS IN ESNAPS STEH will submit all project applications in eSNAPS. Agencies will be sent the final version of all project applications.

TBD

CoC APPLICATION available on STEH website

2017 Cincinnati/Hamilton County Continuum of Care

Scoring Criteria for Prioritizing Projects

THRESHOLD REQUIREMENTS:

New Projects:

Agencies may apply for new projects as allowed by HUD in the FY 2017 CoC Program Registration Notice and Bonus Projects as defined in the FY 2017 Notice of Funding Availability (NOFA).

Housing Focus: A minimum of 75% of funds in housing budget lines (leasing, rental assistance, or operating).

Renewal Projects:

All renewal projects will be scored based on successful housing placements. In order to receive points in this section, the project must be able to produce, from VESTA®, a HUD Annual Performance Report (APR) for the most recently completed operating year. Grant Money Drawn: Starting in Fiscal Year 2017, the Homeless Clearinghouse will define expected spending thresholds for each

quarter of the operating year. If thresholds are not met, funding may be recaptured to fund additional CoC projects in the same operating year. The policy will be determined by the start of FY17 project which is July 1, 2017.

All projects: Match: All statutory match requirements must be met. [This is currently 25% of the grant, excluding leasing

funds.]

SPECIAL NOTES:

1- Projects that are still in their initial one year grant term will not participate in the ranking process

and will be included in the CoC application for a second or third year of funding.

2- All other renewal projects will be ranked based on project outcomes.

a. All outcomes will be based on a two year average using either the Annual Performance

Report (APR) or the Universal Recidivism report, as applicable; reports will be run out of

VESTA®.

i. Timeframes:

1. APR outcomes – Calendar Year 2015, Calendar Year 2016

a. Reports will be run out of VESTA®

2. Recidivism Outcomes – Calendar Year 2013, Calendar Year 2014


3. Coordinated Entry Referral to Housing – referrals made between 7/1/2016 –

12/31/2016

a. Data will be provided by the Coordinated Entry System.

3- The final pre-score ranking list will be used to determine which projects must present at the Large

Group Scoring.

4- The top 15% of projects that meet threshold requirements based on the pre-scored outcomes will

not be required to present at Large Group Scoring for inclusion into the CoC Consolidated

Application for HUD funding.

a. Supportive Services Only (SSO) projects, including Street Outreach, may not be exempt

from making a presentation at Large Group Scoring even if they score within the top 15% of

projects.

5- Total funding allocated to projects that are exempt for presenting at Large Group Scoring will not

exceed 25% of the total renewal funding available. If this 25% threshold is reached with fewer then

2

the top 15% of projects, the lowest scoring projects within the top 15 % will be required to make

presentations at Large Group Scoring.

6- Agencies with multiple grants funding one project may present one time at Large Group Scoring.

The average rank from the presentation will be applied to each of the project’s individual grant’s

pre-score rank to determine the final rank of each grant.

7- Points Distribution

a. Projects with the highest performance are awarded maximum point value.

b. Projects performing at or above the community average but below the high performer(s) are

awarded the 2nd highest point value.

c. Projects performing 3x below the community high performer are awarded zero points (point

distribution decided by difference between community average and high performance)

d. Projects performing between the 2nd highest point value and zero point value will be awarded

the 3rd highest point value.

e. Projects achieving zero positive outcomes automatically receive zero points.

3

PRE-SCORED DIMENSIONS – RENEWALS ONLY

Permanent Supportive Housing

Scoring Element Points Comment

Housing Results

100% = 30 Points

97-99%= 20 Points

91-96% = 10 Points

0-90%= 0 Points

30 The % of persons who remained in the permanent housing program as of the end of the operating year or exited to permanent housing (subsidized or unsubsidized).

Community High Performance: 100%

Community Average: 97%

Income Results

78%= 23 Points

53-77% = 13 Points

3-52% = 3 Points

0-2% = 0 Points

23 The % of persons age 18 and older who maintained or increased their total income (from all sources) as of the end of the operating year or program exit.



Employment Results

48% = 10 Points

8-47% = 7 Points

1-7% = 4 Points

0% = 0 Points

10 The % of persons age 18 through 61 who maintained or increased their earned income as of the end of the operating year or program exit.



Mainstream benefits

76% = 7 Points

61-75% = 4 Points

0-60% = 0 Points

7 Percentage of households receiving benefits at the time of the latest annual assessment for stayers.



Returns to Homelessness

0% = 30 Points

1-24% = 20 Points

25-71% = 10 Points

72-100% = 0 Points

30 Percentage of households who exit to permanent housing destinations and return to homelessness within 2 years.



Referral to Housing -BONUS

0-30 days = 5 points

31 - 33 days = 3 points

34+ days = 0 points

Length of time (in days) for a household to be housed after a Coordinated Entry referral is made.

Community Average = 33 Days

4

Rapid Re-Housing & Transitional Housing


Housing Results

100% = 25 Points

95-99% = 15 Points

85-94% = 5 Points

0-84% = 0 Points




Income Results

91% = 25 Points

70-90% = 15 Points

28-69% = 5 Points

0-27% = 0 Points




Employment Results

73% = 20 Points

52-72% = 15 Points

10-51% = 10 Points

0-9% = 0 Points




Mainstream benefits

95% = 5 Points

78-94% = 2 Points

0-77% = 0 Points

5 Percentage of leavers receiving benefits at exit.




0% = 25 Points

1-21% = 15 Points

22-62% = 5 Points

63-100% = 0 Points







39+ days = 0 points



5

Supportive Services Only (Excluding Street Outreach)


Housing Results

85% = 30 Points

71-84% = 20 Points

43-70% = 10 Points

0-42% = 0 Points

30 The % of persons who exited to permanent housing (subsidized or unsubsidized) during the operating year.



Income Results

82% = 20 Points

66-81% = 15 Points

34-65% = 10 Points

0-33% = 0 Points

20 The % of persons age 18 and older who increased their total income (from all sources) as of the end of the operating year or program exit.



Employment Results

47% = 15 Points

34-46% = 10 Points

8-33% = 5 Points

0-7% = 0 Points

15 The % of persons age 18 through 61 who increased their earned income as of the end of the operating year or program exit.



Mainstream benefits

74% = 15 Points

70-73% = 10 Points

62-69% = 5 Points

0-61% = 0 Points





17% = 20 Points

18-22% = 15 Points

22-31% = 10 Points

32-100% = 0 Points




6

SUPPORTIVE SERVICES ONLY—STREET OUTREACH


Housing Results

75% = 50 Points

55-74% = 35 Points

15-54% = 20 Points

0-14% = 0 Points

50 The % of Persons placed into

housing (Emergency Shelter, TH, or

PH) as a result of the street outreach

program during the operating year.




12% = 20 Points

13-20% =15 Points

21-35% = 10 Points

36-100% = 0 Points




Service Connections

38% = 30 Points

19-37% = 20 Points

1-18% = 10 Points

0% = 0 Points

30 % who enter with service connection need for whom that connection is recorded.



7

RATING PROCESS – ALL PROJECTS

Prior to Large Group Scoring the following information is made available online for attendees – All relevant data regarding pre-scored dimensions including specific scores for all projects and their

relative standing on both the individual dimensions and overall. A standardized project description with statistical and descriptive data selected by the Homeless

Clearinghouse to prepare the attendees to fully understand and evaluate the information that is presented at Large Group Scoring.

Other information the project leadership feels is relevant to fully and properly evaluate the project. At Large Group Scoring the following will occur –

A person (or persons) presents a synopsis of the project under consideration, including whatever information deemed important for understanding the content and intended outcomes of the project. In principle, this would supplement and explain the information provided in advance of the event (i.e., the information outlined above).

After each project presentation, each rater completes a summary sheet for his/her own use that will not be required to be shared with anyone else. (See Figure 1)

Figure 1

Project Name: Pre-fill $ requested: pre-fill Rank:

Type: Pre-fill

Key Elements to consider: Pre-score/past performance, cost effectiveness, impact on ending homelessness, need/extent of problem, participation in workgroups, promotes housing stability, reduces length of homeless episode, supports/enhances other programs, uniqueness in system, housing first model

Program Strengths Program Weaknesses

These summary sheets are put in order of the priority of each project as the presentations are made to be used by the rater at the end of the Large Group Scoring.

8

After the project presentations, each rater –

i. Compiles the rating sheets in order with the highest priority on top and the others following in top-down order of priority; then

ii. Numbers the rating sheets in the box provided, assigning the highest priority number 1 and continuing until all are numbered.

Each rater completes a ranking sheet which designates a ranking for each project by copying the numbers from the summary sheets. (See Figure 2) These ranking sheets are then submitted and ranks are averaged to determine the final Large Group Scoring result for each project.

A rater may not rank a project under the following circumstances:

Did not participate in LGS training in the past three years

Employed by the agency requesting funding and/or an agency that will receive funding from the project (i.e. partnerships or collaborations)

On the Board of Directors of the agency requesting funds

Not present to hear the presentation. NOTE: a rater will have to rate at least 2/3 of the projects to be included in the final ranking.

Figure 2

Project Final Ranking Sheet

Project Name Rank Project Name Rank

Project A Project F

Project B Project G

Project C Project H

Project D Project I

Project E Project J

DETERMINING THE FINAL PRIORITY LISTING

The final priority listing will give equal weighting to the pre-scored and rated evaluations of each project. 1. Two scores will be calculated for each project. One will be calculated using the pre-scored factors and one

using the Large Group Scoring ranks. 2. A priority listing is generated separately from the pre-scored factors and the ranks. 3. A rank order is assigned to each project from each of the priority listings. 4. The rank orders are added together to generate a total score. 5. The projects are prioritized based on their total scores.

It is likely that some projects will have the same total score. If there are ties, the priority order will be determined by the Large Group Scoring ranking. In the unlikely event that the Large Group Scoring rankings are also tied, the pre-scored factor rankings will be used. In the even more unlikely event that ties still remains, a random method such as a coin toss will determine the final ranking.

1

Jen Best


Importance: High

Good morning,




Final Rank

Agency Project
























2










Not Ranked















Follow us!

4. 2017 Consolidated Application: Rating and Review Procedure Public Posting


2. Social Media Posting

3. CoC Scoring Review Meeting Attendance

4. 2017 Scoring Review Meeting Minutes

5. CoC Scoring Criteria – Version 1 without community data included yet

Applicable to Victim Service Providers because they use a separate/secure HMIS but it’s

provided by the same vendor and can produce all the same HMIS reports.

6. Email to participants announcing release of 2017 CoC NOFA

7. Final 2016 CoC Timeline

8. STEH Website – evidence of public posting

1

Jen Best


Importance: High







9/7/2017 Strategies to End Homelessness - Posts

https://www.facebook.com/StrategiestoEndHomelessness/photos/a.578852018845124.1073741829.563096710420655/1462666870463630/?type=3&theater 1/1

Strategies to EndHomelessness@StrategiestoEndHomelessness

Home

About

Photos

Events

Reviews

Videos

Posts

Community

Create a Page

Privacy · Terms · Advertising · ·Cookies · MoreFacebook © 2017

federal funding

Visitor Posts

Be the first to add a post.

Create Post

English (US) · Español · Português (Brasil) ·Français (France) · Deutsch

Ad Choices

Strategies to End Homelessness

Agencies assisting those experiencing homelessness may be eligible forfederal funding. Find out if your agency qualifies by contacting CoC Director,Jen Best by Wednesday, May 31 at [email protected].

May 19 ·

Comment Share

22

Write a comment...

Strategies to End Homelessness

Desperation can lead to practices that are unsafe, and life-threatening. Thisvital Federal funding from the U.S. Department of Housing and UrbanDevelopment will help fund, among other things, 55 new housing units for

January 9 ·

Like

Strategies to End Homelessness: Prevent. Assist. Solve.

Send MessageLiked Following Share

YOUR GAMES MORE

RECOMMENDED GAMES MORE

YOUR PAGES

CONTACTS

4County Line Storage

26mJody Davis

22mTim Trinkle

1hWolfgang Ren Hous…

1hSharon Masek Ham…

3hRobert Hammond

41mCassandra Erwin

48mSam Webb

GROUP CONVERSATIONS

Turn on chat to see who'savailable.

Search

Amanda HomeSearch

Suggested Groups See All

Rushville Rocks #Rrocks (The great huntfor painte...3 friends · 380 members

Join

Agencies assisting those experiencinghomelessness may be eligible for federal funding.Find out if your agency qualifies by contacting CoCDirector, Jen Best by Wednesday, May 31 [email protected].

Strategies to End HomelessnessPage Liked · May 19 ·

Comment Share

22

Write a comment...

Like

Scoring Criteria was used as meeting agenda

& minutes serve as record of the meeting.

CoC Scoring Prioritization Process Review Meeting Minutes

5/12/2017- 2pm at Interact for Health

Attendance: See sign-in sheet, attached.

I. Kevin Finn (STEH) gave a welcome and brief overview of the purpose of the meeting.

a. A subcommittee of the CoC Board (Homeless Clearinghouse) recommended several

changes to this year’s prioritization process for the 2016 CoC application. The

subcommittee includes:

i. Mary Burke Rivers, OTRCH

ii. Linda Seiter, Caracole,

iii. Josh Spring, Homeless Coalition

iv. Debbie Brooks, YWCA

v. Bonita Campbell, LYS

vi. Matt Brucato, Excel

vii. Stacey Burge, IHN

viii. Lora Ellis, Talbert House

b. The proposed changes were posted on Strategies to End Homelessness’ website

several days in advance of this meeting.

II. Kevin Finn and Jen Best (STEH) presented the changes that the subcommittee recommended to this year’s prioritization process, including:

1. Pre-work document: replace Leverage information with Match information 2. Change housing focus to 75% for new projects 3. Spend down Criteria:

a. Develop threshold criteria for spending per quarter and determine process to re-prioritize new projects during an operating year. Decisions deferred to the Strategic Planning Subcommittee.

4. Timeline of data:

• APR outcomes – calendar years 2015 & 2016

• Recidivism – calendar years 2013 & 2014

• Coordinated Entry Referral to Housing – 7/1/2016 to 12/31/2016 5. Bonus points added: Coordinated Entry Referral to Housing length of time (in days)

• 30 days or less= 5 bonus points

• 31 days to community average for project type= 3 bonus points

• Longer than community average for project type= 0 bonus points 6. SSO projects may not be exempt from presenting at Large Group Scoring even if they

score within the top 15% of projects. 7. Combine Transitional Housing with Rapid Re-Housing projects for scoring 8. Projects achieving zero positive outcomes automatically receive zero points.

III. Kevin and Jen presented the other prioritization criteria.*

*The full criteria is outlined in the attached document.

Scoring Criteria was used as meeting agenda

& minutes serve as record of the meeting.

IV. The group reviewed the prioritization criteria, including a discussion on the new Coordinated Entry criteria added this year. It is noted that the community would like to continue working on a way to include Coordinated Entry data into the Large Group Scoring process next year. Anyone who wants to be involved in those conversations should attend the appropriate workgroups in the coming year.

V. In a formal vote, those in attendance unanimously approved the Scoring Criteria as outlined in the attached document. There were no abstentions.

VI. The group discussed the upcoming CoC timeline and other updates.

VII. The meeting was adjourned.




New Projects:



Renewal Projects:




funds.]

SPECIAL NOTES:






VESTA®.

i. Timeframes:






12/31/2016



Group Scoring.






projects.



2















3




Housing Results

TBD% = 30 Points

TBD%= 20 Points

TBD% = 10 Points

TBD%= 0 Points


Community High Performance: TBD%

Community Average: TBD%

Income Results

TBD%= 23 Points

TBD% = 13 Points

TBD% = 3 Points

TBD% = 0 Points




Employment Results

TBD% = 10 Points

TBD% = 7 Points

TBD% = 4 Points

TBD% = 0 Points




Mainstream benefits

TBD% = 7 Points

TBD% = 4 Points

TBD% = 0 Points





TBD% = 30 Points

TBD% = 20 Points

TBD% = 10 Points

TBD% = 0 Points





30 days or less = 5 points

31 days to TBD days = 3 points

Longer than TBD days = 0 points


Community Average = TBD Days

4



Housing Results

TBD% = 25 Points

TBD% = 15 Points

TBD% = 5 Points

TBD% = 0 Points




Income Results

TBD% = 25 Points

TBD% = 15 Points

TBD% = 5 Points

TBD% = 0 Points




Employment Results

TBD% = 20 Points

TBD% = 15 Points

TBD% = 10 Points

TBD% = 0 Points




Mainstream benefits

TBD% = 5 Points

TBD% = 2 Points

TBD% = 0 Points





TBD% = 25 Points

TBD% = 15 Points

TBD% = 5 Points

TBD% = 0 Points





30 days or less = 5 points

31 days to TBD days = 3 points

Longer than TBD days = 0 points


Community Average = TBD Days

5



Housing Results

TBD% = 30 Points

TBD% = 20 Points

TBD% = 10 Points

TBD% = 0 Points




Income Results

TBD% = 20 Points

TBD% = 15 Points

TBD% = 10 Points

TBD% = 0 Points




Employment Results

TBD% = 15 Points

TBD% = 10 Points

TBD% = 5 Points

TBD% = 0 Points




Mainstream benefits

TBD% = 15 Points

TBD% = 10 Points

TBD% = 5 Points

TBD% = 0 Points





TBD% = 20 Points

TBD% = 15 Points

TBD% = 10 Points

TBD% = 0 Points




6



Housing Results

TBD% = 50 Points

TBD% = 35 Points

TBD% = 20 Points

TBD% = 0 Points








TBD% =20 Points

TBD% =15 Points

TBD% = 10 Points

TBD% = 0 Points




Service Connections

TBD% = 30 Points

TBD% = 20 Points

TBD% = 10 Points

TBD% = 0 Points




7








Figure 1


Type: Pre-fill




8






Did not participate in LGS training in the past three years Employed by the agency requesting funding and/or an agency that will receive funding from

the project (i.e. partnerships or collaborations) On the Board of Directors of the agency requesting funds Not present to hear the presentation. NOTE: a rater will have to rate at least 2/3 of the

projects to be included in the final ranking.

Figure 2



Project A Project F

Project B Project G

Project C Project H

Project D Project I

Project E Project J





1

Jen Best

From: Jen BestSent: Monday, July 17, 2017 9:50 AMTo: Kevin Finn; Amanda Davis; Allyson Richer; Joe Ahlers; Jamie HummerSubject: The FY 2017 CoC Program Competition is Now Open

Good morning all, I wanted to let you know that the CoC Competition is now open! Below is the official email from HUD, with a link to the NOFA. Our team will be reading the NOFA and updating the CoC timeline this week so please check your email and the STEH website for updated information. Please note that the full application is due on September 28th, with project applications due 30 days prior so we will plan to have project applications completed by August 28th at the latest. Thanks! Jen Best Continuum of Care Director p. 513.263.2789 | f. 513.221.8444



Follow us!

From: HUD Exchange Mailing List [mailto:[email protected]] Sent: Friday, July 14, 2017 12:40 PM To: Jen Best <[email protected]> Subject: The FY 2017 CoC Program Competition is Now Open

Is this email not displaying correctly? View it in your browser.

Resources and assistance to support HUD's community partners

Home Programs Resources Training

2

The FY 2017 CoC Program Competition is Now Open The Notice of Funding Availability (NOFA) for the Fiscal Year (FY) 2017 Continuum of

Care (CoC) Program Competition has been posted to the FY 2017 CoC Program

Competition: Funding Availability page on the HUD Exchange.

Submission Deadline: Thursday, September 28, 2017 at 8:00 PM EDT

The electronic application in e-snaps will be available on or after next Tuesday, July

18, 2017. HUD strongly encourages CoCs, Collaborative Applicants, project

applicants, and stakeholders to:

Carefully and thoroughly read the FY 2017 CoC Program Competition NOFA to

understand the information; and

Begin to plan local competitions based on information, new and changed from

the previous Competition, provided in the FY 2017 CoC Program Competition

NOFA.

Additionally, so that CoCs know their maximum award amounts, including amounts for

planning and Permanent Housing Bonus, HUD has posted the Estimated Annual

Renewal Demand (ARD) Report that includes each CoC’s Preliminary Pro Rata Need

(PPRN), estimated ARD, CoC Planning, and Permanent Housing Bonus amounts.

What’s New and Special Considerations for the FY 2017 CoC Program Competition

The list below highlights some important information about what has changed, what is

new, and special considerations that CoCs should make while planning for the FY

2017 CoC Program Competition. This list is not exhaustive and additional details are

located in the FY 2017 CoC Program Competition NOFA. A full list of new, changed,

and highlighted information can be found on the FY 2017 Continuum of Care (CoC)

Program Competition: Funding Availability page.

Tier 1 is 94 percent of the CoC’s ARD amount.

The amount available for the Permanent Housing Bonus is 6 percent of the

CoC’s Final Pro Rata Need (FPRN).

Renewal project applicants may submit their renewal project applications with

no changes. We strongly encourage you wait to access e-snaps to complete

3

your renewal project application until the FY 2017 Renewal Project Application

Detailed Instructions are posted on the HUD Exchange so you can determine if

you want to take advantage of this new function.

HUD has made several changes to the eligibility requirements for permanent

housing, permanent supportive housing, and rapid rehousing. Applicants

should carefully read the FY 2017 CoC Program Competition NOFA regarding

these changes.

Most of the mandatory HUD form attachments have been moved to e-snaps as

fillable forms that only require a checkbox certification with the project

applicant’s authorized representative information. The only HUD required form

that remains an attachment is the HUD-2991, Certification of Consistency with

the Consolidated Plan, and it must be attached by the Collaborative Applicant

to the FY 2017 CoC Priority Listing.

Tier 2 project-level scoring has been revised to include only three criteria –

CoC Application score, ranked position of the project application in Tier 2, and

the project application’s commitment to Housing First. The type of project has

been removed as a Tier 2 scoring criteria.

System Performance Measurement information will be largely scored on data

submitted by the CoC to the Homelessness Data Exchange (HDX), although

CoCs will be required to attach the FY 2017 Competition Report to their CoC

Application in e-snaps.

The local ranking process continues to be crucial to making the CoC Program

as effective as possible. CoCs should use objective, performance-based

criteria to rate projects and should consider both the need to serve particular

populations of people experiencing homelessness (for example, survivors of

domestic violence, youth, and persons with substance use disorders) and the

effectiveness of their projects in reducing homelessness.

All applicants must have a current HUD-approved Code of Conduct. Most

organizations’ Codes of Conduct were removed from HUD’s website in early

2017, as they did not meet the requirements of 2 CFR part 200, and the

organizations were notified by another HUD office that a new Code of Conduct

must be submitted. Be sure to review the Code of Conduct for HUD Grant

Programs page on HUD’s website to ensure your organization is listed which

means you have submitted an approved Code of Conduct. If you do not see

your organization on the list, be sure to attach a current and complete Code of

Conduct to your Project Applicant Profile in e-snaps.

4

Listserv Communications

All information related to the FY 2017 CoC Program Competition is communicated via

the HUD Exchange Mailing List. Join the mailing list to receive important updates and

reminders.

If you are aware or suspect that the Collaborative Applicant, CoC members, or

interested stakeholders are not currently receiving these listserv messages, please

forward the following link, https://www.hudexchange.info/mailinglist/, to them to register

for the listserv messages as this is the only form of communication used by HUD to the

public.

If you have questions related to subscribing to the HUD Exchange mailing list or have

issues receiving listserv messages in your inbox, please contact

[email protected]. Please be sure to add [email protected] and

[email protected] to your contact list or safe senders list. This ensures that

messages from the HUD Exchange go to your inbox and are not filtered to your spam

or junk folder.

Questions

During the competition, it is critical that questions are submitted to the correct Ask A

Question (AAQ) portal.

Questions pertaining to the CoC Program Competition should be submitted to the e-

snaps portal. These questions include e-snaps technical issues; questions about the

NOFA, CoC Application, CoC Priority Listings, or Project Applications; and questions

about grant awards, agreements, or amendments.

To submit a question to the e-snaps AAQ portal, select “e-snaps” from the “My

question is related to” drop down list on Step 2 of the question submission process.

If you have questions related to the CoC Program interim rule or a policy related

question, please submit your questions to the CoC Program AAQ portal. To submit a

question to the CoC Program AAQ portal, select “CoC Program” from the “My question

is related to” drop down list on Step 2 of the question submission process.

The AAQ portal accepts question submissions 24/7. However, responses are usually

provided between 8:00 AM and 5:00 PM Eastern Time, Monday through Friday, except

for weekends and federal holidays. Additionally, per the FY 2017 CoC Program

Competition NOFA, starting 2 days prior to the application deadline for FY 2017 funds,

the AAQ will respond only to emergency technical support questions up to the deadline

of Thursday, September 28, 2017 at 8:00 PM EDT.

5

Visit the HUD Exchange at https://www.hudexchange.info

Forward to a Friend | Update Subscription | Unsubscribe from the List

This email was sent to [email protected] by [email protected]. Do not reply to this message. Contact

the HUD Exchange at [email protected].

Update Profile/Email Address | Instant removal with SafeUnsubscribe TM | Privacy Policy

U.S. Department of Housing and Urban Development|451 7th Street S.W. | Washington | D.C. | 20410

2368 Victory Parkway, Suite 600 Cincinnati, Ohio 45206 513-263-2780/voice 513-354-6688/fax www.strategiestoendhomelessness.org

2017

Continuum of Care Timeline

Continuum of Care Funding (TH, PSH, RRH, and Services Only Projects)

April 10, 2017 CoC GRANT RENEWAL INTENT EMAILED

April 28, 2017 4:00 PM

CoC GRANT RENEWAL INTENT FORMS DUE by 4:00pm. All agencies that wish to renew an existing project must complete and return a Renewal Intent Form. Please include with the return of the Renewal Intent Form the most recently completed “HUD Closeout Form” as submitted to HUD.

May 12, 2017 2:00 PM – 4:00 PM Interact for Health 3805 Edwards Road 5th Floor, ChoiceCare Rm Cincinnati, OH 45209

DETERMINING COMMUNITY PRIORITIES: CoC PRIORITIZATION PROCESS REVIEW At this meeting, the CoC community will hear a detailed explanation of the 2017 scoring criteria for projects applying to be in the FY 2017 CoC application to HUD, as proposed by the Homeless Clearinghouse, and how the scoring differs from previous years. Attendees will be approving the revised process for implementation in our community. Attendance is limited to 3 persons per funded agency. REGISTRATION REQUIRED at www.strategiestoendhomelessness.org.

May 31, 2017 All agencies applying for new projects must have scheduled and completed a meeting with Strategies to End Homelessness staff prior to May 31st. Contact Jenna Van Laningham to arrange a meeting at [email protected]

June 2, 2017 2:00 PM – 4:00 PM - Training for attendees

who wish to rank -Training for presenters Interact for Health 3805 Edwards Road 5th Floor, ChoiceCare Rm Cincinnati, OH 45209

LARGE GROUP SCORING PROCESS TRAINING (for presenters and attendees) This 2-part training is offered to both attendees and presenters who wish to participate in this year’s Large Group Scoring event. Part 1 is required for all attendees who wish to rank at this year’s Large Group Scoring event and have not been trained in the past 4 years. If you are unsure about your training status, please contact your STEH Program Coordinator to confirm. The Homeless Clearinghouse, which oversees our Continuum’s funding process, is requiring that new attendees that have not been trained in the past 4 years MUST be trained on the process used to set our community’s funding priorities in order to rank. ONLY THOSE WHO HAVE ATTENDED THIS TRAINING OR A TRAINING IN 2013, 2014, 2015, OR 2016 WILL BE PERMITTED TO RANK PROJECTS AT LARGE GROUP SCORING. Part 2 is optional for agencies presenting a project for ranking at this year’s Large Group Scoring event. This training is intended to ensure that ALL Large Group Scoring presenters are trained on the ranking process and rating factors used to set our community’s funding priorities. REGISTER ONLINE at www.strategiestoendhomelessness.org

June 20, 2017 4:00 PM

LARGE GROUP SCORING PRE-WORK DUE All projects participating in the Large Group Scoring process must complete and submit to STEH, via email to your STEH Program Coordinator, LGS Pre-work forms that include project data, budgets, and pre-scores. This information must be completed and submitted by 4:00 pm, Tuesday, June 20th in order to participate in the Large Group Scoring event. Templates will be available on STEH’s website: www.strategiestoendhomelessness.org.

June 26, 2017 PRE-WORK AVAILABLE ON STEH’S WEBSITE. Email will be sent out to all registered attendees with link to view all pre-work documents. LARGE GROUP SCORING REGISTRATION CLOSES- June 26, 2017 at 4PM. REGISTER ONLINE at www.strategiestoendhomelessness.org

June 27, 2017 4:00 PM

LARGE GROUP SCORING POWERPOINT PRESENTATIONS DUE Final presentations must be submitted to STEH, via email to your STEH Program Coordinator. SPACE IS LIMITED TO EIGHT PARTICIPANTS PER AGENCY AND MAY BE REDUCED DEPENDING ON AVAILABLE SPACE.

June 30, 2017 9:00 AM – 5:00 PM American Red Cross 2111 Dana Ave, Cincinnati, OH 45207

DETERMINING COMMUNITY PRIORITIES: LARGE GROUP SCORING Organizations applying for funding must attend this event. Projects required to present must make a five-minute presentation about their project to be ranked for inclusion in the FY 2017 CoC application. Participation is encouraged by people and organizations directly involved in the homeless services system, especially those previously funded through the CoC. REGISTRATION REQUIRED at www.strategiestoendhomelessness.org.

July 5, 2017

CoC LARGE GROUP SCORING- RESULTS ANNOUNCED

July 14, 2017

CoC Notice of Funding Availability released by HUD https://www.hudexchange.info/resource/5419/fy-2017-coc-program-nofa/

August 7, 2017

Project Application Review STEH Program Coordinators will send each agency a draft of their project application(s) with notes and questions about their specific application(s). Agencies should carefully review the applications and notes, keeping in mind the Project Application Detailed Instructions. https://www.hudexchange.info/programs/e-snaps/guides/coc-program-competition-resources/#coc-program-competition--project-applicants

August 21, 2017

Submission of Project Application Changes Agencies must submit comments and request changes to project applications to STEH. STEH will provide agencies with final copy of each project application prior to submission in eSNAPS. Match Certification Deadline – process changed in FY2017! All projects must certify match funding required to meet the minimum thresholds for inclusion and submit this information to STEH. Templates for this certification will be available on STEH’s website.

August 28, 2017

DEADLINE FOR COMPLETION OF PROJECT APPLICATIONS IN ESNAPS STEH will submit all project applications in eSNAPS. Agencies will be sent final versions of all project applications.

September 13-19, 2017

Homeless Clearinghouse review of CoC Consolidated Application

September 26, 2017

CoC application available on STEH website

September 28, 2017

CoC Application due in eSNAPS








Apply for funds










2017 CoC Documents


















5. CoC Process for Reallocation

1. CoC Reallocation Procedure


3. 2017 Renewal Intent Form

4. 2017 CoC Scoring Criteria – Final, including community averages & high performance in

each outcome being scored

5. CoC Expenditure Threshold Policy & Procedure – NEW!

CoC Reallocation Process

The CoC strives to maximize funding for projects serving the homeless in Cincinnati and

Hamilton County and recognizes a need to be strategic with funding and reallocate funding from

existing projects into new projects. Each year, the CoC solicits new project ideas from current

and new providers. The CoC has established several ways to reallocate funding to ensure high

performance & a diverse housing portfolio.

Reallocation strategies include:

1. Current & new participants are made aware of the upcoming CoC process and invited to

meet with STEH staff to discuss new project ideas.

2. Current CoC providers complete a Renewal Intent Form at which point they can decide

to apply for the same amount of funds, decrease their funding, or choose to not apply for

renewal funding. STEH communicates with all partner agencies about these voluntary

decisions regarding program budgets.

3. Competitive Ranking & Review Process:

a. The CoC establishes competitive scoring criteria for ranking and review of CoC

projects. This scoring criteria, based primarily on HUD’s System Performance

Measures, is adopted by the full CoC before local data is examined, ensuring

that the scoring criteria is unbiased. Before the Ranking and Review event (Large

Group Scoring) STEH compiles outcomes data and determines community

averages and high performance standards in all outcomes, for all components.

CoC projects earn points depending on how well they do in comparison to

community high performance. This score represents the “pre-score” portion of

the annual prioritization process. Pre-scores are only applicable to renewal

projects.

b. Agencies are required to present new and renewal projects in a community event

called Large Group Scoring. Attendees are trained on how to rank projects and

provided the tools to make educated determinations, including: outcomes data,

pre-scores, cost effectiveness information, and project specific information.

STEH compiles attendees’ ranking data to determine which projects are the

highest priority in the community.

c. Outcomes data (described in a. above) and ranking data (described in b. above)

are combined to determine the community’s prioritization list. New projects use

only ranking data to determine priority.

4. STEH, on behalf of the CoC, recaptures unspent funds on a quarterly basis as outlined

in the CoC Expenditure Threshold Policy & Procedure.

1

Jen Best


Importance: High







2017 CoC RENEWAL INTENT FORM

Renewal Intent Forms must be emailed to your STEH Program Coordinator

by 4pm on April 28, 2017

Please complete one CoC Renewal Intent Form for each CoC Project eligible for renewal in the 2017 CoC Process and return to Strategies to End Homelessness via email. Failure to submit this completed form by the deadline will make your program ineligible for consideration in the community ranking process and thus ineligible for renewal. Completion of this form does not guarantee inclusion in the community ranking process or CoC application. All programs must meet the minimum threshold requirements (including match) established by the Continuum of Care Board (Homeless Clearinghouse) in order to participate in the community process. All programs must participate in HMIS and be able to generate HMIS data to complete an Annual Performance Report (APR).

Agency: Project Name: FY15 STEH contract #:

Renewal

YES We intend to apply for renewal of the grant identified above in the 2017 CoC process.

NO The organization is choosing not to apply for renewal funding from HUD and understands that this program will

not be included in the 2017 Cincinnati/Hamilton County Continuum of Care application. Also, no continued funding will be provided by HUD once the current contract expires.

Budget Information – please complete if you checked “yes” above

FY15 Budget Amount: Length of FY15 Operating Year (in months): may be +/- 12 months in total

Anticipated amount of FY15 funds that will NOT be expended by June 30, 2017:

FY16 CoC Award: this will be represent a 12 month award

Would you like to decrease funding in FY17? YES or NO FY17 Renewal Request:

Point-of-contact for the CoC renewal process:

Name: E-mail: Phone:

Additional staff that should be included in general renewal process communications:

Name: E-mail:

Name: E-mail:

Name: E-mail:

Name: E-mail:

Name: E-mail:

Authorizing Signature/Title: _____________________________________________ Executive Director OR Chairperson of the Board of Directors Date




New Projects:



Renewal Projects:




funds.]

SPECIAL NOTES:






VESTA®.

i. Timeframes:






12/31/2016



Group Scoring.






projects.



2















3




Housing Results

100% = 30 Points

97-99%= 20 Points

91-96% = 10 Points

0-90%= 0 Points




Income Results

78%= 23 Points

53-77% = 13 Points

3-52% = 3 Points

0-2% = 0 Points




Employment Results

48% = 10 Points

8-47% = 7 Points

1-7% = 4 Points

0% = 0 Points




Mainstream benefits

76% = 7 Points

61-75% = 4 Points

0-60% = 0 Points





0% = 30 Points

1-24% = 20 Points

25-71% = 10 Points

72-100% = 0 Points







34+ days = 0 points



4



Housing Results

100% = 25 Points

95-99% = 15 Points

85-94% = 5 Points

0-84% = 0 Points




Income Results

91% = 25 Points

70-90% = 15 Points

28-69% = 5 Points

0-27% = 0 Points




Employment Results

73% = 20 Points

52-72% = 15 Points

10-51% = 10 Points

0-9% = 0 Points




Mainstream benefits

95% = 5 Points

78-94% = 2 Points

0-77% = 0 Points





0% = 25 Points

1-21% = 15 Points

22-62% = 5 Points

63-100% = 0 Points







39+ days = 0 points



5



Housing Results

85% = 30 Points

71-84% = 20 Points

43-70% = 10 Points

0-42% = 0 Points




Income Results

82% = 20 Points

66-81% = 15 Points

34-65% = 10 Points

0-33% = 0 Points




Employment Results

47% = 15 Points

34-46% = 10 Points

8-33% = 5 Points

0-7% = 0 Points




Mainstream benefits

74% = 15 Points

70-73% = 10 Points

62-69% = 5 Points

0-61% = 0 Points





17% = 20 Points

18-22% = 15 Points

22-31% = 10 Points

32-100% = 0 Points




6



Housing Results

75% = 50 Points

55-74% = 35 Points

15-54% = 20 Points

0-14% = 0 Points








12% = 20 Points

13-20% =15 Points

21-35% = 10 Points

36-100% = 0 Points




Service Connections

38% = 30 Points

19-37% = 20 Points

1-18% = 10 Points

0% = 0 Points




7








Figure 1


Type: Pre-fill




8






Did not participate in LGS training in the past three years

Employed by the agency requesting funding and/or an agency that will receive funding from the project (i.e. partnerships or collaborations)

On the Board of Directors of the agency requesting funds

Not present to hear the presentation. NOTE: a rater will have to rate at least 2/3 of the projects to be included in the final ranking.

Figure 2



Project A Project F

Project B Project G

Project C Project H

Project D Project I

Project E Project J





Page 1 of 1

TITLE: Continuum of Care Expenditure Threshold Policy & Procedure

POLICY ADMINISTRATION: The “Homeless Clearinghouse”, Cincinnati and Hamilton County’s Continuum of Care Board.

PURPOSE: To maximize use of Continuum of Care (CoC) funding

EFFECTIVE DATE: July 2017

POLICY: It is the policy of the Clearinghouse to minimize unspent funding returned to HUD in an effort to maximize limited resources. The board has adopted the following Expenditure Threshold Procedure. This policy is not applicable to projects in their first year of operation. PROCEDURE: Acknowledging that CoC subawards state that funding must be drawn at least quarterly, the Homeless Clearinghouse has defined it as a best practice for projects to draw monthly on their CoC funded projects. Strategies to End Homelessness (STEH) will monitor spending on all CoC funded projects and recapture funding based on the schedule below. Recaptured funding will be reallocated per a separate Clearinghouse-approved procedure. STEH will engage in regular discussions with all provider agencies about pace of spending based on the expectation that approximately 1/12 of the grant funds will be drawn monthly. STEH will provide the Homeless Clearinghouse with a report of spending per project at each regularly scheduled monthly meeting. Requests for Reimbursement must be submitted five days before the “review date” for each quarter. The requests for reimbursement must also be current at the point of submission, meaning the request is for the month immediately preceding the review date.

Review Date Expected

% spent:

Recapture of

funding if:

Discussion with CoC staff

about spending plan in

following Quarter if

between:

Quarter 1: July-Sept October 15 25% < 15% 15-24.9%

Quarter 2: Oct-Dec January 15 50% < 45% 45-49.9%

Quarter 3: Jan-March April 15 75% <75%

Quarter 4: April-June Final billings are due 40 days after the close of the operating year.

The amount of funds recaptured will be based on the difference between actual amount expended and recapture threshold defined above. Funding will be recaptured proportional to original budget line items. Provider agencies will have an opportunity to appeal the recapture of funds by submitting a formal request to the CoC Director; including a detailed spend-down plan, decisions will be made by the Homeless Clearinghouse. If funding is recaptured, projects will be eligible to renew at a funding level at or below the current funding amount based on the average of the following:

1. The total amount expended in the last completed operating year, and; 2. The projected amount to be spent for the current operating year, as of the end of the third quarter

as defined above. Quarter 4 spending projections will equal the amount of funds that the project expended in Quarter 3.

If the average of the annual spending of the completed year and the projection for the current year is less than the current contracted project subaward, the project will be able to renew up to 110% of this average annual amount, not to exceed the current contracted subaward amount. This policy is subject to annual review by the Homeless Clearinghouse depending on timeliness of the availability of funds.

6. Governance Charter

1. 2017 CoC Governance Charter

Updated 1/13/2017 1

Governance Charter of the Cincinnati Hamilton County Continuum of Care

I. Overview A. Governance Charter Purpose This document sets forth:

Guiding principles of membership and participation in the Cincinnati Hamilton County Continuum of Care (the CoC)

Responsibilities delegated by the CoC to its Board (Homeless Clearinghouse), committees/workgroups, and agents

Provisions for Continuum governance through the Homeless Clearinghouse and key policies and procedures

B. Contents The sections of this Charter are as follows:

I. Overview II. The Continuum of Care

III. The Homeless Clearinghouse IV. Committees and Workgroups V. Continuum Policies

VI. Appointed Entities VII. General Provisions

C. Terms & Definitions

CoC Program Grantee (Recipient): The CoC Program Grantee is the “recipient” as used by HUD and means an applicant that signs a grant agreement with HUD. Collaborative applicant: The eligible applicant that has been designated by the Continuum of Care to apply for a grant for Continuum of Care planning funds under this part on behalf of the Continuum. Section VI of this Charter designates Strategies to End Homelessness as the Collaborative Applicant for the Cincinnati/Hamilton County Continuum of Care. Continuum of Care: The group organized to carry out the responsibilities required by the HUD CoC Program and that is composed of representatives of organizations, including nonprofit homeless providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, organizations that serve homeless and formerly homeless veterans, and homeless and formerly homeless persons to the extent these groups are represented within the geographic area and are available to participate.

Updated 1/13/2017 2

Homeless Management Information System (HMIS): the information system designated by the CoC to comply with the HMIS requirements prescribed by HUD. Section VI of this Charter designates VESTA as the HMIS for the CoC. HMIS Lead: The entity designated by the CoC in accordance with this part, to operate the CoC’s HMIS on its behalf. Section VI of this Charter designates Strategies to End Homelessness as the HMIS Lead for the CoC. Unified Funding Agency (UFA): An eligible applicant (the Collaborative Applicant) selected by the CoC, which has the capacity to fulfill the duties in the CoC Interim Rule, is approved by HUD to apply for a grant for the entire Continuum of Care, and is awarded a grant by HUD. Section VI.A.2 of this Charter designates STEH to apply annually for the UFA designation.

II. The Continuum of Care A. CoC Purpose and Responsibilities

The purpose of the CoC is to:

promote communitywide commitment to the goal of ending homelessness;

provide funding for efforts by nonprofit providers, and State and local governments to quickly re-house homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness;

promote access to and effective utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness

The responsibilities of the CoC are: 1. Operate the CoC, which includes:

i. Hold meetings of the full membership, with published agendas, at least semi-annually;

ii. Make an invitation for new members to join publicly available within the geographic area at least annually;

iii. Adopt and follow a written process to select Clearinghouse members to act on behalf of the CoC. The process must be reviewed, updated, and approved by the larger CoC membership at least once every 5 years;

iv. Appoint committees, subcommittees, or workgroups; v. In consultation with the CoC Collaborative Applicant and the HMIS Lead, develop,

follow, and update annually a governance charter, which will include all procedures and policies needed to comply with CoC requirements as prescribed by HUD; and a code of conduct and recusal process for the Clearinghouse, its chair(s), and any person acting on behalf of the board;

vi. Consult with recipients and sub-recipients of CoC funding to establish performance targets appropriate for population and program type, monitor recipient and sub-recipient performance, evaluate outcomes, and take action against poor performers;

Updated 1/13/2017 3

vii. Evaluate outcomes of projects funded under the City of Cincinnati/Hamilton County Emergency Solutions Grants program (hereinafter referred to as “ESG”) and the CoC program, and report to HUD;

viii. In consultation with recipients of ESG funds, establish and operate a centralized and coordinated assessment system that provides an initial, comprehensive assessment of the needs of individuals and families for housing and services.

ix. In consultation with recipients of ESG funds within the geographic area, establish and consistently follow written standards for providing CoC assistance. At a minimum, these written standards must include:

1) Policies and procedures for evaluating individuals’ and families’ eligibility for CoC assistance;

2) Policies and procedures for determining and prioritizing which eligible individuals and families will receive transitional housing assistance;

3) Policies and procedures for determining and prioritizing which eligible individuals and families will receive rapid re-housing assistance;

4) Standards for determining what percentage or amount of rent each program participant must pay while receiving rapid re-housing assistance;

5) Policies and procedures for determining and prioritizing which eligible individuals and families will receive permanent supportive housing assistance; and

6) When the CoC is designated a high-performing community, policies and procedures for determining and prioritizing which eligible individuals and families will receive Homelessness Prevention Assistance.

2. Designating and operating an Homeless Management Information System (HMIS):

i. Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as

the HMIS Lead; iii. Review, revise, and approve a privacy plan, security plan, and data quality plan for

the HMIS. iv. Ensure consistent participation of recipients and sub-recipients of CoC and ESG

funding in the HMIS; v. Ensure the HMIS is administered in compliance with requirements prescribed by

HUD.

3. Continuum of Care planning: The CoC must develop a plan that includes:

i. Coordinating the implementation of a housing and service system within its geographic area that meets the needs of the homeless individuals (including unaccompanied youth) and families. At a minimum, such system encompasses the following:

1) Outreach, engagement, and assessment; 2) Shelter, housing, and supportive services; 3) Prevention strategies.

Updated 1/13/2017 4

ii. Planning for and conducting, at least biennially, a point-in-time count of homeless persons within the geographic area that meets the following requirements:

1) Homeless persons who are living in a place not designed or ordinarily used as a regular sleeping accommodation for humans must be counted as unsheltered homeless persons.

2) Persons living in emergency shelters and transitional housing projects must be counted as sheltered homeless persons.

3) Other requirements established by HUD by Notice. iii. Conducting an annual gaps analysis of the homeless needs and services available

within the geographic area; iv. Providing information required to complete the Consolidated Plan(s) within the

CoC’s geographic area; Consulting with state and local government ESG program recipients (City of Cincinnati/Hamilton County) for allocating ESG funds and reporting on and evaluating the performance of ESG recipients and sub-recipients.

B. CoC Membership a. The membership of the Continuum of Care is defined as those persons and

organizations assembled and fully participating in the most recent CoC annual Large Group Scoring event.

b. Information about the Large Group Scoring event is made available through e mail listserv and on Strategies to End Homelessness’ website.

C. CoC Meetings a. Frequency: The Continuum will hold full membership meetings at least two

(2) times per year at a time and location determined by the Homeless Clearinghouse

b. The Homeless Clearinghouse will select a meeting location that is accessible to potential homeless participants and in regard to ability/disability.

c. Open Meeting: Meetings of the Continuum will be open to any interested person.

d. Agendas: Strategies to End Homelessness will disseminate agendas in advance of the meeting.

e. Notice: Strategies to End Homelessness will publish agendas in advance of the meeting and publicly invite new members at least annually. Thirty-(30)-days notice will be given for meetings of the CoC.

f. Quorum: Quorum for the transaction of business at CoC meetings will be defined as those present at a properly noticed meeting.

III. The Homeless Clearinghouse A. Purpose

Updated 1/13/2017 5

The Clearinghouse serves as the HUD-designated primary decision making group and oversight board of the Cincinnati/Hamilton County Continuum of Care for the Homeless (OH-500) funding process. As the primary decision making group for the CoC, the Clearinghouse designates the criteria for prioritizing programs to receive CoC program funds, and the results of the allocation process overseen by the Clearinghouse are not subject to change by any individual CoC member organizations, its staff or Board of Directors.

B. Responsibilities

As the oversight board of the CoC, the Clearinghouse’s responsibilities are: 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by HUD

regulations (see above); 2. To represent the relevant organizations and projects serving homeless

subpopulations; 3. To support homeless persons in their movement from homelessness to economic

stability and affordable permanent housing within a supportive community; and 4. To be inclusive of all the needs of all of Cincinnati’s and Hamilton County’s homeless

population, including the special service and housing needs of homeless sub-populations;

5. To facilitate responses to issues and concerns that affect the agencies funded by the CoC that are beyond those addressed in the annual CoC application process.

C. Clearinghouse Membership: Each year, at the annual CoC General Orientation event, the structure of the CoC, working groups, and Homeless Clearinghouse is outlined; the nomination process for the Clearinghouse is also explained. Then, at the CoC’s annual CoC Governance Meeting, the slate of potential Clearinghouse members (developed as described in the Nomination and Terms section below) are presented to and voted on by the CoC membership. The Clearinghouse membership consists of the following, with each designated role having one seat on the committee, except as otherwise indicated: Role: Current Representative: CoC Geographic Region/ESG Recipient City of Cincinnati CoC Geographic Region/ESG Recipient Hamilton County Homeless/Formerly Homeless Persons (2) Community Members Homeless Advocate Homeless Coalition Health Care for the Homeless Cincinnati Health Network Veterans Services Veterans Administration Homeless Education Liaison Project Connect/CPS UFA and HMIS Lead Strategies to End Homelessness Victim Service Provider YWCA of Greater Cincinnati

Updated 1/13/2017 6

Runaway and Homeless Youth (RHY) Lighthouse Youth Services CoC Working Group Representatives- Family Homelessness Workgroup Data Workgroup Homeless Outreach Workgroup

Permanent Supportive Housing Workgroup Rapid Re-Housing Workgroup Transitional Housing Workgroup Veterans Workgroup Coordinated Entry Workgroup

ESG Sub-recipient: Shelter: Shelterhouse ESG Sub-recipient: Shelter Diversion St. Vincent de Paul Executive Directors (4 [3 CoC funded]) Caracole, Inc.

Tender Mercies Over the Rhine Community Housing

OPEN Advisory Seats: In addition to the above roles, Clearinghouse members may designate non-voting representatives to attend and participate in meetings to provide advice and expertise on particular issues. Additional Membership Conditions:

No organization may have more than two (2) staff people seated on the Clearinghouse at any time, regardless of which seats they occupy

Nomination and Terms: While all seats are subject to staffing changes at represented agencies, the following designates the terms for the types of seats filled by Clearinghouse members:

Permanent Seats- prescribed by HUD and appointed by grant recipient (not subject for vote by CoC membership):

o City of Cincinnati representative o Hamilton County representative

Contractual Seats- prescribed by HUD and filled by representative from agency fulfilling the contracted role (not subject for vote by CoC membership):

o Unified Funding Agency/Collaborative Applicant

Charter Seats- role either prescribed/scored by HUD or designated by the Cincinnati/Hamilton County homeless services community to be of value, and therefore necessary for optimal functioning of the Clearinghouse (all seats voted on annually by CoC membership):

o CoC workgroup Representatives- reviewed and nominated annually by each individual workgroup, voted for approval by the CoC membership (8 seats)

Updated 1/13/2017 7

o ESG Sub-recipient: Shelter- reviewed and nominated annually by the ESG funding recipients, voted for approval by the CoC membership (1 seat)

o ESG Sub-recipient: Shelter Diversion- reviewed and nominated annually by the ESG Shelter Diversion agencies, voted for approval by the CoC membership (1 seat)

o Executive Directors- reviewed and nominated annually by the Homeless Coalition general body membership, voted for approval by the CoC membership

3 of the EDs will be from CoC-funded organizations, 1 from a non-CoC-Funded organization that works with the homeless

Homeless Coalition membership is not required to be appointed by the Homeless Coalition to one of the Executive Director seats.

o Homeless Advocate – reviewed and nominated annually by the CoC membership (1 seat)

o Healthcare for the Homeless - reviewed and nominated annually by the CoC membership (1 seat)

o Homeless/Formerly Homeless Persons – reviewed and nominated annually by the CoC membership (2 seats)

o Veteran Services- reviewed and nominated annually by the CoC membership (1 seat)

o Education Liaison- reviewed and nominated annually by the CoC membership (1 seat)

o Victim Service Provider- reviewed and nominated annually by the CoC membership (1 seat)

o Runaway and Homeless Youth (RHY) - reviewed and nominated annually by the CoC membership (1 seat)

Vacancies: Vacancies on the committee will be handled as follows:

Permanent seats- o In the case of a vacant permanent seat, the City of Cincinnati and/or Hamilton

County will be responsible for designating another staff person to fill the vacant seat.

Contractual seats- o In the case of a vacant contractual seat, if the contractual relationship is still in

effect, the contracted organization will be responsible for designating another staff person to fill the vacant seat.

o If the contractual relationship is no longer in effect, the new contracted agency will be responsible for designating a staff person to fill the vacant seat.

Charter seats- o In the case of a vacant charter seat, the members of the Clearinghouse will elect a

successor to hold the vacant seat for the remainder of the term of the person vacating the seat. At the end of the term, a representative will be selected to hold the seat as indicated in the Terms section above. Only the CoC membership, as

Updated 1/13/2017 8

required to assemble at least semi-annually, can vote to add additional Annual Term (e.g. working group) seats to the Clearinghouse.

Quorum: A number equal to a majority of the representatives serving on the Clearinghouse shall constitute a quorum for the transaction of business at any meeting. Manner of Acting: The act of the majority of the representatives present at a meeting of the Clearinghouse at which a quorum is present shall be the act of the Clearinghouse. Voting: At all meetings, business items may be decided by arriving at a consensus. If a vote is necessary, all votes shall be by voice or ballot at the will of the majority of those in attendance at a meeting with a quorum represented. Each representative seat shall have one vote. No member may vote on any item which presents a real or perceived conflict-of-interest. Proxies: Permanent members of the Clearinghouse may have non-voting proxies attend meetings in their place. The use of proxies is not allowed for members in Contractual or Charter seats. Action Without a Meeting: Any action that may be taken at any meeting of the Clearinghouse may be taken without a meeting if that action is approved, in writing (e.g. letter, email) by a majority of all Clearinghouse members who would be entitled to vote if a meeting was held for such purpose. Removal: The seat of any representative who is absent without cause for three (3) consecutive meetings of the Board may be declared vacant by the remaining members of the Clearinghouse. Such seats will then be filled through the processes described above under vacancies.

Workgroups and Committees: The Clearinghouse may establish committees as it deems necessary. However, only the full CoC membership, as required to assemble at least semi-annually, can designate that a workgroup/committee established by the Clearinghouse should then also be given an Annual Term seat on the Clearinghouse itself. Conflicts of Interest: A representative having a conflict of interest or a conflict of responsibility on any matter shall refrain from voting on such matter. Members of the Clearinghouse will sign a Conflict of Interest policy annually. Resignation: Unless otherwise provided by written agreement, any representative may resign at any time by giving written notice to the Chairperson. Any such resignations shall take effect at the time specified within the written notice or if the time be not specified therein upon its acceptance by the Clearinghouse. Officers: The officers of the Clearinghouse shall be two (2) Co-Chairs, and a Secretary. Officers shall not be compensated for their services as such officers.

Updated 1/13/2017 9

Election and Term: The officers shall be elected by the Clearinghouse representatives annually, at the first regular meeting of a new calendar year. Each officer shall hold office for a term of one (1) year or until their successors have been elected and qualified. Officers may serve up to two (2) consecutive terms. No person may hold more than one (1) office. Officer Vacancies: Vacancies among the officers may be filled by a vote of the majority of the Clearinghouse representatives at any meeting at which a quorum is present. Co-Chairs: Co-chairs are responsible for scheduling meetings of the Clearinghouse, ensuring that the Clearinghouse meets regularly or as needed, and for setting the agenda for meetings

Secretary: The Secretary shall keep accurate records of the acts and proceedings of all meetings of the Clearinghouse, or designate another person to do so at each meeting, including documenting all actions taken without a meeting, as described above. Such records will include the names of those in attendance. The Secretary shall give all notices required by law and by these Regulations. The Secretary shall have general charge of Clearinghouse records and shall keep or cause to be kept all such records at the UFA’s office. The Secretary shall sign such instruments as may require the Secretary’s signature, shall perform such other duties as the Clearinghouse may designate, and shall chair Clearinghouse meetings in the case of the absence of both co-chairs.

D. Resignation of Officers: Unless otherwise provided by written agreement, any officer may resign at any time by giving written notice to a Co-chair or the Secretary. Any such resignations shall take effect at the time specified within the written notice or if the time be not specified therein upon its acceptance by the Clearinghouse.

IV. Committees and Workgroups A. Formation and Composition

a. The Clearinghouse may establish ad-hoc workgroups and committees as it deems necessary.

b. Standing committees and workgroups are required to meet at least bi-monthly. c. The Clearinghouse may designate tasks such as the creation of policies and

procedures to the workgroups. d. Committees formed on an ad-hoc basis by the Clearinghouse will only be given

a formal seat and vote on the Clearinghouse itself at the annual CoC Governance meeting at which the CoC Governance Charter is reconsidered and approved.

B. Standing Committees

a. The Homeless Clearinghouse b. Family Housing Workgroup c. Homeless Outreach Workgroup

Updated 1/13/2017 10

d. Rapid Re-Housing Workgroup e. Permanent Supportive Housing Workgroup f. Transitional Housing Workgroup g. Data Workgroup h. Veterans Workgroup i. Coordinated Entry Workgroup

C. Committee Leadership

a. A chair or co-chairs, as selected from within the committee annually at the last meeting of the year, will coordinate each committee with staffing assistance from Strategies to End Homelessness

D. Committee Responsibilities Committees are responsible for the following: i. Recruiting members

ii. Selecting a chair or co-chairs iii. Acting as a conduit for information sharing between the Homeless Clearinghouse

and CoC membership. iv. Establishing workgroup policies and procedures, consistent with this Charter, and

providing them to the Homeless Clearinghouse and Strategies to End Homelessness.

v. Establishing CoC-wide policies and procedures as directed by the Homeless Clearinghouse, for approval by the Homeless Clearinghouse.

vi. Recording minutes and attendance, and providing them to Strategies to End Homelessness

vii. Ensuring transparency of its process and meetings

V. CoC Policies A. Conflict of Interest and Recusal No member of the Continuum will participate in the review, ranking, selection, or award of any grant funds in which they have a financial interest, or in which any member of their immediate family (such as parent, sibling, child or person with whom they cohabit) has a financial interest. Members of the Continuum will disclose potential conflicts of interest that they may have regarding any matters that come before it in full session, the Clearinghouse, or workgroup. Members will recuse themselves from any matter in which they may have a conflict of interest—abstaining from discussion and voting on the matter. B. Non-Discrimination

Updated 1/13/2017 11

The members, officers, committee members and contractors of the CoC will be selected entirely on a nondiscriminatory basis with respect to race, color, national origin, age, disability, religion, gender, sexual orientation, or other Federal, State or locally protected group.

C. Limited Authority The CoC is not a formal organization. As such:

It has, and can have, no assets or liabilities;

It cannot indemnify member or participant action; and

No member of the CoC, Homeless Clearinghouse, or its committees/workgroups may contract, incur debt, or otherwise create an enforceable obligation for the CoC, the Homeless Clearinghouse, or its committees.

Only the Homeless Clearinghouse may designate an individual or entity to speak for the CoC or its components.

With the exception of removal policies in this Charter, any grievance related to the CoC will follow HUD policies and contracts.

D. Point in Time Count Consistent with HUD requirements and in coordination with the State of Ohio count, an annual Point in Time Count will be conducted.

Unsheltered PIT Count: o Method: Night of the Count (aka “Street Count”) o Coordination of the Street Count will be conducted in the HOG

workgroup meetings prior to the PIT. o Street Outreach Workers lead teams of volunteers (identified through

HOG) throughout the jurisdiction to known and suspected locations where the homeless are staying.

o Workers and/or volunteers record information about those encountered on the street and submit information to the Partnership Center to merge with sheltered homeless information.

Sheltered PIT Count o Method: HMIS Census o HMIS data is collected on all persons residing in Emergency Shelter

and Transitional Housing. o Data collection will be facilitated by the HMIS Vendor

E. Coordinated Entry

Upon implementation of the CoC’s Coordinated Entry System, all HUD-funded projects, and others as required (i.e. State of Ohio funded projects) will be required to make and accept referrals as indicated by the assessment tool.

F. Performance Standards and Outcomes Evaluation

Updated 1/13/2017 12

Performance Standards are set based on community averages and will be calculated annually, and then established by the Homeless Clearinghouse.

Performance Standards are recommended to the full COC for approval and incorporation into local prioritization processes at annual CoC Scoring Review meeting. The prioritization of programs to be submitted to HUD for funding in the CoC’s annual application to HUD Funding allocations will be based, in part, on a project’s performance in relation to these standards (e.g. project performed better/worse than established community average).

Outcomes are evaluated at least annually through the CoC Prioritization funding process, as well as during annual CoC monitoring visit conducted by the UFA.

VI. Appointed Entities A. Process

Except as otherwise specified in this section, the process for entity appointment will be as follows:

Specific performance expectations for each appointment will be outlined in MOUs

The Homeless Clearinghouse will renew appointments and their MOUs based on performance each year

The CoC will (re)certify appointments based on the Homeless Clearinghouse recommendation every (5) five years.

Appointed entity relationships may be terminated upon mutual agreement or for cause with a vote of 75% of the then-seated Homeless Clearinghouse.

1. Collaborative Applicant Strategies to End Homelessness, Inc. has been selected by the City of Cincinnati, Hamilton County and the CoC to act on behalf of the Cincinnati/Hamilton County Continuum of Care. The collaborative applicant is the only entity that can:

apply for a grant from HUD on behalf of the Continuum that the collaborative applicant represents

apply for and receive CoC Planning Funds on behalf of the CoC The Collaborative Applicant is responsible for ensuring CoC participation in the Consolidated Plans for the jurisdictions within the CoC’s geographic area.

2. Unified Funding Agency (UFA) Strategies to End Homelessness has been selected by the Cincinnati/Hamilton County Continuum of Care to continue to apply for UFA designation by HUD in the annual CoC Registration process.

Updated 1/13/2017 13

The UFA is the only entity that can:

Apply for and receive a grant from HUD on behalf of the CoC that the UFA represents

Apply for and receive CoC Planning Funds and UFA funds on behalf of the CoC

Carry out the duties of the UFA as outlined in the CoC Interim Rule

3. HMIS System The CoC has designated VESTA™ Software as the HMIS for Cincinnati/Hamilton County CoC.

4. HMIS Lead Agency Strategies to End Homelessness has been selected as the HMIS Lead Agency. Strategies to End Homelessness will enter into a contract annually with The Partnership Center, Ltd, owner and operator of VESTA, for implementation and oversight of HMIS. HMIS Lead roles outlined in the definitions of this Charter and its MOU are incorporated into this Charter. HMIS policies and procedures will be reviewed and updated on an annual basis in accordance with HMIS data standards and HEARTH Act. The policies and procedures can be accessed through The Partnership Center, Ltd and Strategies to End Homelessness’ websites.

VII. General Provisions A. Annual Document Review

The Homeless Clearinghouse and full CoC membership will review this Charter annually to ensure it remains consistent with HUD’s CoC Program requirements as well as CoC objectives and responsibilities.

B. Record Keeping Proceedings of all CoC, Homeless Clearinghouse, and committee meetings are documented in minutes.

Minutes of meetings are circulated to members of the relevant body and approved at the subsequent meeting.

Strategies to End Homelessness is responsible for recording minutes for bi-annual meetings of the CoC, Homeless Clearinghouse meetings, and committee/workgroup meetings.

Minutes for all bodies will be disseminated by Strategies to End Homelessness upon request.

Updated 1/13/2017 14

Strategies to End Homelessness will be the holder of all CoC, Homeless Clearinghouse, and committee/workgroup documentation and records.

C. Amendments The members of the CoC will have the power to adopt, amend, or repeal provisions of this Governance Charter by a two-thirds (2/3) vote of the membership present at any meeting where such proposed action has been described in the notice of the meeting. Such amendments will then be reviewed by the full CoC membership annually.

7. HMIS Policy and Procedures Manual

1. VESTA ® Policies and Procedures

VESTA® Policies & Procedures

Updated June 2015

1 | P a g e

Contents Introduction .................................................................................................................................................................. 3

General Participation Policies and Procedures ............................................................................................................. 4

Data Ownership ........................................................................................................................................ 4 Agency Participation Expectations ........................................................................................................... 4 Data Entry ................................................................................................................................................. 5 The Role of the Partnership Center, Ltd. .................................................................................................. 5

Operational Policies and Procedures ............................................................................................................................ 7

Chronically Homeless Individuals Project (CHIP) ...................................................................................... 7 Client Consent ........................................................................................................................................... 8 Client Grievance ........................................................................................................................................ 8 Data Access/Sharing ................................................................................................................................. 9 Data Entry/Editing ..................................................................................................................................... 9 HMIS Data Standards/Elements ............................................................................................................. 10 Data Release ........................................................................................................................................... 10 Vesta Advisory Board Role ...................................................................................................................... 11 HMIS Monitoring .................................................................................................................................... 12 Messaging System Policy ........................................................................................................................ 13 Outreach Exit Policy ................................................................................................................................ 13 Street Outreach Homeless Certification Policy ....................................................................................... 14 System Usage Policy ............................................................................................................................... 14 Unduplication Approach ......................................................................................................................... 15 User Access Levels .................................................................................................................................. 16

Training Policies and Proceedures .............................................................................................................................. 17

Training Curriculum ................................................................................................................................ 17 Supplemental Training/Timetable .......................................................................................................... 18 Roles ........................................................................................................................................................ 19

Security Policies and Procedures ................................................................................................................................ 20

Tuberculosis (TB) Policy .......................................................................................................................... 20 User Security Components ..................................................................................................................... 21 Student/Intern Access Policy .................................................................................................................. 21 VESTA User E-mail Policy ........................................................................................................................ 22 User ID/Password/Personal ID Number Specifications .......................................................................... 22 VESTA Dormant User Policy .................................................................................................................... 23 Remote Desktop Viewing and Control .................................................................................................... 24 Incident Response Plan ........................................................................................................................... 24

Central Server Operation, Maintenance and Data Security Plans/Commitments ..................................................... 27

Server Access (via networks) .................................................................................................................. 27 Server Access (physical location) ............................................................................................................ 28 Audit Trails .............................................................................................................................................. 28 Backup and Recovery Procedures ........................................................................................................... 28 Internet Connection and Power Redundancy ........................................................................................ 29

2 | P a g e

Transmission/Encryption ........................................................................................................................ 29 Virus Protection ...................................................................................................................................... 30

Technical Specifications .............................................................................................................................................. 30

Hardware, Software and Connectivity Requirements ............................................................................ 30

3 | P a g e

Introduction

The policies and proceedures outlined in this manual are those that have been developed by The Partnership Center, Ltd. (PCL) in cooperation with our local VESTA Advisory Committee. PCL is the developer and manager of VESTA® – the Virtual Electronic Service Tracking Assistant software, designed to measure performance, track accomplishments, report to funders, manage services, and facilitate integrated service approaches. We work with federal agencies, funders, and community service organizations that plan, fund, or provide housing and services to persons experiencing homelessness and/or low-income persons.

In 1999 PCL created a local Homeless Management Information(HMIS) Advisory Committee to create a mechanism for community feedback into the design, creation, policies and procedures of VESTA, the software selected by the Cincinnati/Hamilton County Continuum of Care for the Homeless’s HMIS. Over the years as VESTA has grown in use across the Greater Cincinnati community so also has the Advisory Board grown to now not only reflect the needs and issues of HMIS, but also of all of the other community users of the system.

Questions regarding VESTA or the contents of this manual should be directed to:

The Partnership Center, Ltd. 2134 Alpine Place

Cincinnati, OH 45206 www.partnershipcenter.net

phone: 513-891-4016 x 336 email: [email protected]

Introduction

4 | P a g e

General Participation Policies and Procedures

Data Ownership Policy: All data entered into VESTA is owned by the Agency entering the data. Individual client level data about all persons served by the Agency, whether in a homeless project or other Agency project, may be entered into VESTA. Procedure: • Client-level identifying information will not be released by The Partnership Center, Ltd. (PCL) for any reasons

other than those required by law. • As a community database, VESTA enables different Agencies to record information about clients and services

within a single common software system and to create partnership/data-sharing agreements with other Agencies as the Agency determines appropriate.

• As a community database, basic demographic information for any client, who has signed a consent form, is shared with other VESTA Users who are also serving the same client, once the client has entered their project. Project-specific data will not be shared with another Agency without the expressed consent of this Agency in the form of a signed Partnership Agreement.

Agency Participation Expectations Policy: The Agency agrees to use the VESTA software as part of the community’s effort to provide accurate data on homelessness, for their own record keeping of all client level data, and as a reporting tool for all reports necessary for the Agency and its funders. Procedure: The Agency agrees to the following terms for using VESTA in accordance with federal, local HMIS rules, and guidance provided by VESTA clients (such as United Way of Greater Cincinnati): • The Agency commits to entering truthful, accurate, complete, and timely information to the best of their

ability on all clients receiving homeless and/or emergency assistance services. • The Agency may not use VESTA system participation, or data, as a reason to deny outreach, shelter, housing,

or emergency assistance services to a client. Emergency assistance agencies deny specific funding for emergency assistance to a client for reasons specified as a condition of receiving the funds, (such as EFSP funds) or as a result of agreements/best practices defined through the EA Learning Circle, (i.e., not providing stabilization services to a client because he or she is currently being served by another project in stabilization).

• The Agency may customize their data collection, including additional client-level information as needed by their project(s), but must collect all HMIS-required data fields as indicated in the US Department of Housing and Urban Development (HUD) HMIS Data Standards (identified in VESTA as required fields), and/or data required by the appropriate funder.

• The Agency agrees to allow clients to view their own HMIS / services data and request changes or corrections to their data.

• The Agency agrees that the data entered into VESTA will be monitored by PCL. PCL will merge duplicate client records on a regular basis. There will be no data monitoring on any custom fields developed by Agencies for their own use or for any projects enrolled in VESTA outside the Continuum of Care (CoC) and/ or United Way

General Participation Policies and Procedures

5 | P a g e

administered funding. • The Agency agrees that public reporting in aggregate either collectively, by program, or by project type for all

CoC projects enrolled in VESTA as part of HMIS and/or projects funded by United Way administered funds may be released as needed by the funder.

• The Agency agrees to abide by all VESTA policies and procedures as approved and adopted by the VESTA Advisory Board. These include: confidentiality, client consent, and data entry requirements. Agencies also agree to assure that all employees and agents comply with these policies.

• Specific to HMIS projects: Consistent with Strategies to End Homelessness’ agreement with the U.S. Department of Housing and Urban Development, all CoC Agencies may view and print Homeless Certification forms generated by HMIS as a way to document clients’ eligibility for services.

Data Entry Policy: VESTA continues to be designed for live data entry; as a result, all Agencies participating in VESTA are encouraged to enter data into VESTA in a timely manner. For HMIS projects, specific timeliness policies are required and HMIS participation may not be used to deny services. Procedure: • One hundred percent (100%) of all CoC homeless certified clients are to be entered into the system, detailing

basic data, services and special needs data based on the most recent data standards - see HUD Exchange for details and project requirements.

• Real Time Data Entry is encouraged. However, in cases where real time cannot be accomplished the following timeframes are requied: o Residential Projects: All data required to be collected at project entry is to be entered into the HMIS

system within two working days of a residential project entry. Residential projects include: emergency shelter, transitional housing, and all types of permanent housing including rapid re-housing and permanent supportive housing. In accordance with HUD policy all residential projects where persons reside for a year or longer must do an annual assessment within the 30 day before or 30 day after the client’s anniversary of project entry each year.

o Emergency Assistance, Service Only, and Stabilization Projects: All intake data is required to be collected at project entry is to be entered into the HMIS system within two working days of a residential project entry. All data documenting specific shared services, such as holiday basket/ gift sign ups, should generally be recorded at the time of service to prevent duplication of these services.

o Street Outreach Progects: Limited basic demographic data (race, gender, and a unique identifier) is to be entered into the HMIS system within two working days of the first substantial outreach encounter.

o Exit Data: All data required to be collected at project exit data is to be entered into the HMIS system within five working days of the client exiting a housing stay or receiving a service.

The Role of the Partnership Center, Ltd. Management of VESTA Policy: PCL assumes the following expectations as the administer and owner of VESTA. Annual licensing fees for VESTA are provided by Strategies to End Homelessness, under a grant from the U.S. Department of Housing and Urban Development specifically for HMIS and from the United Way of Greater Cincinnati. The licensing fee provides the Agency with: VESTA Management:

1. Maintain VESTA and VESTA servers to ensure daily operation with minimal outages. 2. Software updates - no less than three times per year. 3. Code documentation and deployment record keeping: Ensure the VESTA code is well documented and

6 | P a g e

maintain records of changes made at each deployment. 4. Ensure VESTA software is fully compliance with all HMIS Data and Technical standards and United Way

requirements. 5. Report functionality for Funder Reports including: HMIS Reports for HUD, HHS, and VA programs; United

Way Reports for EA, Emergency Food and Shelter Board, City of Cincinnati General Fund, and Basic Demographic.

6. Report functionality for Universal reports including: Active Client List, Bed night list, Export via Access and CSV.

7. Oversight of the day-to-day administration of all contracts/ jobs with PCL for the use of VESTA. 8. Record keeping: ensure all Agencies have signed an Agency agreement, ensure all sharing agreements are

documented and signed prior to sharing, and maintain current User agreements for all active Users. 9. Organize and manage a VESTA Advisory Board oversight of Emergency Assistance and HMIS

implementation. HMIS Lead Agency Role Participation Expectations Definition: A Lead Agency is an organization designated by a CoC to operate the CoC’s HMIS. The Cincinnati/Hamilton County Continuum of Care for the Homeless designates Strategies to End Homelessness (STEH), as the HMIS Lead Agency. STEH has contracted with The Partnership Center, Ltd., the software vendor for VESTA, the following scope of work and roles as articulated in the following*: *Please note, work or roles listed below are in addition to the work and roles provided in the previous section – Management of VESTA. HMIS Project Management:

1. Oversight of the day-to-day administration of the HMIS project. 2. Ensure all Community Housing Organization (CHO’s) designated by STEH and the HMIS Advisory Board

have signed Agency Agreements to utilize VESTA as their HMIS and monitor compliance with the agreement.

3. Maintain an active list of all CHO’s participating in VESTA as part of the community’s HMIS and enter into VESTA the following project descriptor data elements on each project:

a. Organization Identifier b. Organization Name c. Project Identifier d. Project Name e. Direct Service Code f. Site Information g. Continuum of Care Number h. Project Type Code i. Annual and Grant Based Bed and Unit Inventory Information j. Target Population Data k. Method for tracking Residential Project Occupancy

4. Produce annual e-HIC as specified by HUD in order to generate annual Bed and Unit Inventory Information. 5. Maintain all User Agreements, assign User levels, and monitor agreement compliance. 6. Provide staff support to the VESTA Advisory Board – HMIS Sub group. 7. Provide documentation required by HUD for the Annual CoC Grant- HMIS section.

VESTA User Training:

1. HELP Desk – User Support by telephone and email during regular business hours, (Monday - Friday from 9AM – 5PM).

2. Provide individual or small group training for all new Users of HMIS and United Way projects. 3. Free classroom training on basic and advanced database use skills. 4. Provide training on new features of VESTA as needed for HMIS Data Standards compliance.

7 | P a g e

5. Development of training materials and methods as may be necessary to keep Users at the highest possible proficiency level.

HMIS User Support:

1. Research and respond to CHO or User questions, problems and inquiries in a timely fashion. 2. Provide support services to organizations to customize their data for implementation of VESTA and/or to

support all funding and reporting requirements of the project. 3. Utilize newsletters, email communication, groups, etc. to maintain User engagement and proficiency.

HMIS Data Quality: At least weekly, monitor error reports on all Users and proactively address errors for Users above approved tolerance levels.

1. At least quarterly, perform unduplication of all records. 2. At least annually, monitor CHO projects for data quality & outcome performance as measured on their APR. 3. Lock Agency data within 90 days of completion of the grant operating year.

HMIS Data Reporting:

1. Annually, or as required by HUD or the CoC, produce the Electronic Housing Inventory Chart (e-HIC). 2. Annually, or as required by HUD, produce the Annual Homeless Assessment Report (AHAR) and

electronically submit it as required. 3. Provide documentation required by HUD for the Annual CoC grant application on HMIS data. 4. Produce the annual HMIS Data Report.

Chronically Homeless Individuals Project (CHIP) Policy: Chronically Homeless Individual’s Program (CHIP) is the method used to identify, on a long-term basis, those single individuals (or heads of household) who are chronically homeless and came into the system through an Outreach or Emergency Shelter project.

Procedure: The VESTA Advisory Board authorized an effort to track accomplishments with the chronically homeless and to permanently mark persons entering the system through outreach or emergency shelter that meet the following: • They have entered the system as unaccompanied, single individuals; or as a chronically homeless head of

household for a family. • They are recognized as having a disabling condition. • They have been self-identified as being homeless for longer than 1 year or more than 4 times in 3 years. Once an outreach client or shelter resident meets the three indicators they will be identified in VESTA as a CHIP client. CHIP permanently flags clients. This Permanent flag remains with the client regardless of their future intakes at any other projects.

Operational Policies and Procedures

8 | P a g e

Client Consent Policy: It is VESTA and HMIS Policy that all clients are provided with a client consent form (CCF) as authorized by the HMIS Lead Agency and VESTA Advisory Board to inform them that, if consent is granted, their personal identifying information will be shared within the VESTA community database. Withholding consent does not allow a client to keep the Agency that is housing/serving them from entering their data into VESTA. Consent only governs the sharing of that data within the wider community database.

Procedure: Timing:

1. Clients should be informed about the VESTA consent process, and provided the opportunity to sign a CCF the first time they are entering in a housing (emergency shelter, transitional housing, permanent housing), service, or other project that utilizes VESTA.

2. VESTA consents are valid across the entirety of the database—once a client signs a consent, it allows their basic personal information to be seen across the system.

3. During each project intake, VESTA Users will have the option to utilize an existing consent (if one exits), generate a new client consent form, or renew an expired/expiring consent.

Signature: 1. VESTA allows for consent forms to be signed and stored electronically within the database. Agencies

may elect to print and maintain physical copies of signed consents, but all consents must be recorded within VESTA to allow client data to be seen outside the original entering Agency.

2. All adult members of households should be provided the opportunity to consent. Consent for data entry/updating for minors will be provided for in the language of the parent/guardian’s CCF.

3. Agency data entry/updating permission applies only to clients currently receiving services or housing. Renewal:

1. All consent forms expire after three years. If a client is still in residence, a new consent form must be offered to them at the time of lease renewal or annual assessment.

Revoking Consent: 1. Consent may be revoked by a client at any time. [Revoking consent means that all client data will no

longer be viewable to any other outside project or Agency. Data will still be recorded in VESTA and will still be viewable by the provider Agency.]

Unattainable Consent: 1. If a CCF cannot be obtained, the Agency shall enter client data as non-releasable data to be viewed by

only that project for aggregate reporting purposes. 2. A client’s decision to not sign a CCF may not be used as a reason to deny them housing or services.

Individual client information sharing: 1. A CCF does not authorize the Agency to release information about a client from the database. The

Agency’s own Agreement and release form and process must still be used prior to information sharing. Client Grievance Policy: Client has the right to appeal his or her individual issues related to their HMIS data to the entering Agency. Procedure: If a client has a complaint related to HMIS, they may file a grievance in accordance with the Agency’s established grievance policy. In the absence of an established Agency grievance process, clients may address their concerns by the following progression:

1. Case worker 2. Case worker’s supervisor 3. Executive Director of the Agency

9 | P a g e

Client Notification/ VESTA Workstation Requirements Policy: Because of the confidential nature of data stored within VESTA and its use as a community database application, the system must be accessed from a secured and semi-private location. Computers located in public areas will not be given access to VESTA. All computer work stations entering HMIS data will be identified with the official HMIS Poster. Work stations entering VESTA data must be identified with the “VESTA used here” sticker.

A written notice of the assumed functions of VESTA must be posted and/or given to each client so they are aware of the potential use of their data that is given, as a part of receiving services from the project. No consent is required. All clients have the right to refuse to participate.

Procedure: • For HMIS projects: Notification as an HMIS work station must be prominently displayed at each computer

work station where HMIS data is entered or in a prominent location in a service area. • For all other projects: Notification of “VESTA used here” must be prominently displayed at the work station or

on the primary entrance of the project. • If the work station is not accessible to customers, an official Cincinnati/Hamilton County HMIS Poster must be

displayed.

Data Access/Sharing Policy: Client confidentiality and privacy are core values of the HMIS system. Data may only be shared pursuant to signed agreements between Agencies. Full data sharing among Agencies will only be allowed with a signed partnership agreement spelling out details, services, terms, and participating Agencies. Agency data entry/updating permission applies only to clients currently receiving services or housing.

Procedure: VESTA identifies the following data sharing levels Level 1 – Indicates data that will be shared among VESTA Users with projects other than the intake project as

long as a consent form has been signed and indicated in VESTA. Level 2 – Indicates data that will be shared pursuant to the execution of a Partnership Data Sharing

Agreement signed by all partner Agencies. Level 3 – Indicates data that will never be shared, regardless of consent or partnership agreement.

Data Entry/Editing Policy: The data in VESTA is the property and the responsibility of the project that entered it.

Procedure: PCL will not alter data, except under the following circumstances: 1. Agency data may be altered by PCL Staff in the course of routine system maintenance, such as the

merging of duplicate client records. (See Unduplication Approach for additional details on record merging) Example: Record A shows JOE WILLIAMS with a date of birth of 1/1/1925. Record B shows Joseph Williams with a date of birth of 1/1/1925. Both records show the same SSN. In this case JOE WILLIAMS will be merged in to Joseph Williams’s record.

2. Agency data may be altered by PCL Staff in the event that the data as entered by the Agency prevents accurate reporting or functioning. In most cases, VESTA prevents the entry of such data, but there are exceptions.

Example: A User enters ‘$400.00’ as an income amount. The dollar sign prevents VESTA from recognizing the data as a number; it is not possible to report on the data in the field. PCL Staff will remove the dollar sign.

3. Agency data may be altered by PCL Staff in the event that data collection and/or reporting requirements

10 | P a g e

change such as data as previously entered is non-compliant or non-reportable under new requirements. Example: HUD changes the list of valid prior living situations. PCL Staff will ‘translate’ the existing data en masse to the best possible match within the new list.

Minor edits and alterations made in the course of routine system and/or data maintenance, such as those described in paragraphs one and two above, are pre-authorized by the VESTA Advisory Board. Data alteration en masse, such as that described in paragraph three above, must be a type that could only reasonably be done as a central administrative function rather than by individual Agencies; it should be undertaken only in coordination with the VESTA Advisory Board and with advanced notice to Agencies. If possible, Agencies should have the option to receive a copy of their original data for reference purposes.

These categories of authorization reflect a response to a system-level problem, not an Agency problem. If the threat to data is not a system threat but rather a problem with the records of individual Agencies, then it is the responsibility of each Agency to clean its data. While VESTA Support Staff should continue to assist individual Users with any appropriate problem, this document is not meant to relieve any Agency of responsibility for the correctness of its data. VESTA Support Staff may help a User to fix his or her data for a client, but VESTA Support Staff cannot be responsible for an Agency’s entire record keeping and data entry requirements.

HMIS Data Standards/Elements Policy: An HMIS system must implement, at a minimum, the HUD HMIS Data Standards within one year of each version’s release. HMIS Data Standards include fields and responses for each of the provider project descriptor data elements, universal data elements, provider project-specific data elements, and metadata elements.

Procedure: • As the National HMIS Research Lab, VESTA is required to implement newer versions of the HMIS Data

standards in advance of their general implementation. • VESTA complies with all HUD reporting requirements associated with HMIS Data Standards data in accordance

with the most current version. • When fields/responses are modified/aggregated as part of a new HMIS Standards release, data is migrated to

the appropriate field/response to ensure that data integrity is maintain historically. • While all projects in VESTA are required to collect those HMIS Standard elements associated with their project

type, VESTA also allows each project to customize what other data and reporting they want for their own project.

Data Release Policy: Data contained within the Homeless Management Information System (HMIS) is intended to be utilized at the Agency level for project monitoring, reporting, and planning and at the community level for government funding accountability, to increase the general population’s accurate understanding of homelessness and to inform policy and decision making around homeless issues/funding. Procedure: System-wide Level: • Each Agency owns the client data for housing and/or services provided by them. • Agencies are encouraged to use their own HMIS data for public relations, reporting, and funding as long as

client confidentiality is maintained. • Community-wide aggregate HMIS homeless data (not Agency specific) will be published annually by PCL.

These reports will be raw point-in-time data. An Agency may use any and all summary data published in the annual VESTA Community Data Report.

11 | P a g e

• Any researcher interested in accessing the data, after ascertaining from the Partnership Center the specific kinds of data they are interested in and the format required, must submit, in writing, a request to the VESTA Advisory Board. No identified data will be released by PCL for research purposes.

• STEH, on behalf of Cincinnati/ Hamilton County Continuum of Care for the Homeless (CoC), may use HMIS data for planning, reporting, and grant writing purposes. The CoC may reconcile and release aggregate data to the City of Cincinnati and Hamilton County without VESTA Advisory Board review for reporting purposes including: Consolidated Plan development/reporting, HUD reporting, ESG reporting, IDIS, etc.

The HMIS Lead Agency, STEH, may release aggregate data for the purpose of community-wide reporting as required (e.g. Annual Homeless Assessment Report). Neither PCL nor STEH will release any project-specific or client-level data without the consent of the Agency and/or individual except as required by law. Vesta Advisory Board Role Purpose: To guide the on-going planning, development, and implementation of a community-wide Homeless Management Information System (HMIS) for the Cincinnati-Hamilton County Continuum of Care for the homeless and VESTA as a community database for the region and other social services.

Mandate: The VESTA Advisory Board HMIS Committee mandate is to oversee the HMIS implementation and usage throughout the CoC. It also serves in an advisory capacity to The Partnership Center.

Work of the HMIS Committee: • Ensure that the community’s HMIS is able to fulfill all functions required by HUD for an HMIS system including

but not limited to: implementation of new/ updated data standards, Annual progress Reporting, Annual Homeless Assessment Reporting, etc.

• Monitor/improve/revise security and confidentiality protocols. • Develop and oversee all local CoC HMIS Policies and Procedures. • Represent Users’ interests regarding use of VESTA as the community’s HMIS. • Review, recommend, and initiate action on significant HMIS issues uncovered during project monitoring. • Review and recommend VESTA changes/upgrades as they relate to its use as the community’s HMIS. • Respond to any community grievances (Agencies, projects, or Users) regarding HMIS. • Establish the annual fee schedule for HMIS Agencies. • Review/approve all research, data warehousing, and data integration project requests.

Asset Management: The VESTA Advisory Board HMIS Committee will make recommendations to the HMIS Lead Agency, currently STEH, regarding asset disbursement, should the need arise.

Work of the EA Committee: The VESTA Advisory Board EA Committee oversees and guides the implementation and growth of EA implementation in VESTA. This committee works closely with the EA Learning Circle, led by United Way of Greater Cincinnati.

Meeting: The VESTA Advisory Board meets on a rotating schedule, with Committees meeting every other month and the full Board meeting quarterly. Additional committees may be developed as necessary and may consult with additional Agencies and resources in the community. VESTA Advisory Board meeting minutes will be filed at PCL.

Term and Structure: The VESTA Advisory Board will serve as advisors to PCL and STEH. Membership on the committee will be reviewed annually and should have at least one representative of each of the following project types: emergency shelter, transitional housing, permanent supportive housing, and street outreach. The chair of the committee is elected annually and may serve no more than two consecutive terms. The Executive Director of the STEH (or their designee) is an ex-officio member of the HMIS sub-committee and a staff of United Way of Greater Cincinnati will is an ex-officio member of the EA sub-committee. PCL will staff the sub-committees.

12 | P a g e

HMIS Monitoring Policy: To ensure that Agencies are maintaining high quality data (specifically with regard to HMIS data standards and HUD measured outcomes), each project in VESTA will be monitored by PCL Staff on at least an annual basis.

Procedure: 1. PCL will generate a monitoring report covering a one-year period that corresponds to the project grant year

being monitored or one year from the end of the previous month. CoC projects will be monitored in the month following the close of their grant operating year. ESG projects will be monitored annually in accordance with their annual reporting requirements. Projects which provide homeless certification but do not have a HUD grant will be monitored annually

in a month agreed upon between the project and PCL. All other grant projects will be monitored in accordance with their grant terms. Notes/exceptions:

a. Projects that have multiple grants will only be required to be monitored once annually at the close of the first operating year of the calendar year. (Additional monitoring on a grant-by-grant basis can be arranged by mutual agreement.)

b. Projects that have ESG funding and CoC funding will be monitored on the CoC grant schedule. 2. PCL will review the monitoring report, making appropriate notes in a monitoring template. (Template

outlines data retrieved in each area and any comments related to each item listed above.) 3. The monitoring report and template will be emailed to the supervisor of the project being monitored and

any other key staff the Agency has identified to participate. The email will contain information on what elements the monitoring has identified as issues or areas of concern and are further detailed in the monitoring report. If the monitoring findings identify multiple significant issues, an on-site monitoring will be scheduled. Project supervisors will be asked to have each issue addressed in one of the following ways: data review and correction as necessary, scheduling follow up training for a User, and/or documentation of a new process/policy/procedure for future correction of the issue going forward.

Items to be monitored include: 1. VESTA Front End data accuracy 2. HMIS issues: Data quality based on all APR required fields Data quality of Health Foundation fields Error alerts Client consent (# of clients with signed consent forms) Timeliness of data entry (intake and exit) Average time lapse between days of activity to days of data entry for intake/exit data entry

3. Grant related issues: # of persons without an auto generated homeless certificate Average daily capacity as compared to housing inventory Recidivism rate

4. Outcomes: Income Clients with a loss of income and benefits over the stay Annual recertification of income for all TH and PSH projects

5. Housing Exit destination as compared to recidivism

Monitoring Close Out 1. Corrective action is to be documented on the monitoring template by the project and return to PCL within

30 days.

13 | P a g e

2. On the 31st day (or the workday thereafter) PCL will review the areas of concern in VESTA to assure all have been corrected or addressed.

3. Follow up action will be taken as necessary according to the monitoring response matrix below. 4. Project data is locked. Response 1 A letter from PCL will be mailed to the Executive Director (ED) of the Agency, copied to the project

supervisor, indicating the positive monitoring outcome. Strategies to End Homelessness will be notified of positive outcome via email.

Response 2 A letter from PCL will be mailed to the ED of the Agency, copied to the project supervisor indicating

the monitoring outcome, the issue(s) addressed, and the action. A monitoring note will be placed in the Agency file for next year to follow up. Strategies to End Homelessness will be notified of positive outcome via email.

Response 3 A letter from PCL will be mailed to the ED of the Agency, copied to the project supervisor indicating

the findings of the monitoring and informing them that the issue has been referred to STEH for action. Strategies to End Homelessness will be notified via email.

Messaging System Policy Policy: The VESTA client messaging system was developed for the convenience of clients and Agencies and should not be used in any manner which compromises confidentiality or integrity of the system. The messaging system can supplement, but not replace, other methods of contacting homeless clients or other clients served by projects using VESTA. Procedure: • Only authorized Users at participating Agencies can enter messages. Only staff has direct access to messages.

The system is designed to convey only minimal information, and requires a phone call back to the Agency that placed the message.

• Placing a message in the system is NOT adequate formal notice for legal, benefit, or health related issues. • Agencies must determine and enforce their own message policies. It is up to the Agency to determine how

and whether they will accept messages for clients directly, if they will post messages from providers outside the Agency, and if they will try to contact clients no longer receiving services.

• Government and service Agencies who are not HMIS participants may wish not use the messaging system to attempt to contact their homeless clients. In such cases, the organization should contact The Partnership Center for message placement.

• Messages that violate these terms will be removed; violators will be warned; repeat violators will be terminated as Users of the system.

• Since phone numbers and staff names are well known in the community, Agencies whose identity conveys protected information should not use the messaging system.

• Agencies should not place detailed information in the messaging system. For example, an Agency may notify a client to contact a lab regarding test results, but should not include test results in message.

• Users may not use the message system to store inappropriate information or communicate information about a client to other shelter workers. Doing so is a violation of User agreements, which specify that information in the system may not be used to deny housing. (Note: this means shelters cannot use the message for “bar out”.)

Outreach Exit Policy Policy: All street outreach project clients that obtain housing should be exited from the street outreach project within 30 days of their housing start.

14 | P a g e

Procedure: This policy is designed to facilitate consistent data quality among street outreach projects using VESTA and to ensure an accurate picture of which projects’ clients are active at any time. Review of VESTA data suggests that clients historically remained active in street outreach projects long after they obtained housing (and presumably are no longer working directly with outreach staff). The 30 day window is reflective of the fact that initial housing options are not always a suitable fit for clients, and sometimes it is necessary for the outreach staff to remain engaged with the client if they immediately fail out of that housing option, and return to the streets.

Likewise, this policy is not designed to encourage outreach projects to prematurely exit clients if their housing status is unknown (i.e. projects should not exit a client just because they have not seen them in a 30 day period). The policy applies only to exits for clients who are known to have obtained (and maintained) housing.

Street Outreach Homeless Certification Policy Policy: To ensure consistent and accurate verification of homelessness before issuing a street outreach homeless certificate in VESTA.

Procedure: • Street Outreach Homeless Certificates can only be issued for individuals sleeping outside, in camps,

abandoned buildings, cars, or other places not meant for human habitation. • Street Outreach Homeless Certificates cannot be issued to individuals who are staying in shelters, transitional

housing, staying with family or friends, couch surfing, staying in hotels/motels, or are facing potential eviction from their own housing.

• When an individual requests a Street Outreach Homeless Certificate, outreach workers should ask specific questions to assess his/her current living situation. Questions could include, but should not be limited to:

o “Where did you sleep last night?” o “Where will you sleep tonight?” o “Why do you need a Homeless Certification?”

• Individuals should be offered options of shelters where they could go to sleep. • Individuals should be informed that outreach workers will verify the person’s homeless status within one

week, and that such verifications happen at various times during the Monday-Friday work week. Outreach workers should not provide the individual a specific day/time that outreach workers will be going out to verify their homeless situation.

• When verifying homelessness for an individual, outreach workers will look for evidence that the individual is staying at the location reported. Such evidence could include, but is not limited to:

o Clothes o Bags of personal items o Empty food containers/bags o Shelter structure/tents/blankets/sleeping bags

• After verifying homelessness, outreach workers will enter client information into VESTA within 48 hours. • Street Outreach Homeless Certificates are valid for 90 days. If an individual still needs a Homeless Certificate

after 90 days, an outreach worker will need to re-verify their homeless status/living situation following the procedure outlined above and update the client’s VESTA profile as appropriate.

• When deciding whether to issue Homeless Certificates, Outreach workers are to use their professional judgment and collaborate as needed with other professionals working with the homeless population.

System Usage Policy Policy: In order to control for data quality, all participating Agencies must participate in required training and follow all established User protocols. Procedure:

15 | P a g e

General HMIS Users: • Only authorized Users may view or update client data. • Agencies may have an unlimited number of Users of the HMIS system; each must have his or her own

username and password, and these passwords are not to be shared. • Each User must receive training from The Partnership Center in the use of the HMIS system. • Agency directors (or designee) must approve each individual User from their Agency. • Only paid staff (or approved students/interns) of participating Agencies may be Users of the HMIS system.

Access permission is contingent on continued employment by the Agency, and will be terminated immediately if the User is no longer employed by the Agency. Each User must sign an agreement accepting system rules and protocols and receive training from PCL before receiving a username and password to access the system. These agreements must be renewed annually or User access to the system will be revoked.

• The Agency is responsible for supervision of Users and assuring that security, confidentiality, and data integrity are maintained.

• The Agency will report any breaches of confidentiality, consent, and actual or suspended misuse of data or the VESTA software system to PCL immediately

• PCL may terminate an individual’s User access rights upon violation of confidentiality provisions. The User’s supervisor will be notified immediately. Termination of an individual User will not necessarily affect the Agency’s overall participation in the system. Reinstating the User will be determined through discussion with the Agency’s Executive Director (or designee), STEH, and PCL.

Advanced Data Users: • Because of the complexity of the database, specific training on Flexo (VESTA’s custom report builder tool) will

be required prior to its use. • Agency Directors (or designee) must authorize a User to be trained in Flexo. • Any deliberate misuse or misrepresentation of VESTA data by an Advanced Data User may be considered

cause for termination of the User’s agreement.

Unduplication Approach Policy: An HMIS must be capable of unduplicating client records with distinct Personal Identification Numbers automatically matching personal identifier fields (e.g., name, SSN, date of birth, and gender). This functionality must be able to unduplicate counts of clients and to support accurate HMIS reporting. This requirement applies to all client records entered in the HMIS, including client records entered by CHOs that have not been disclosed to other CHOs (non-consenting client records). VESTA System Administrators are allowed to edit a client record in order to facilitate unduplication. This includes correcting a client’s recorded gender, correcting misspelled names, or entering a SSN into a record which doesn’t have one. Procedure: 1. Each client ID is a link to a client’s record. If basic client information is edited, VESTA saves those changes. 2. When one client record is missing information, (field left blank, field ‘unknown’, or field selected as ‘client

doesn’t know’, ‘client refused’, or ‘data not collected’) but the other client record contains the missing information, merging the records will automatically discard unknown data and use available data.

3. When one client record is YES for Consent but the other record is NO for Consent, regardless of the ‘Select Target’, after merging the final client record will be marked as consenting.

4. If two records exist that can be merged, where possible, the smaller (i.e. older) Client ID number will be the target record. The smaller the Client ID number, the earlier that client was created in VESTA.

5. When one client record contains a selected race and the other client record contains a different race, when the records are merged the client will show as having both (multiple) races.

6. In certain cases, other discrepancies can be resolved directly by VESTA system administrators. These cases are described below:

16 | P a g e

Client name discrepancies: • One client record contains middle name or middle initial but the other record is missing middle name. • One client record contains middle initial but the other record contains the full middle name (both beginning

with the same letter). • One client record contains ‘Other Names’ but the other record does not contain ‘Other Names’ • The names in both client records are different only due to case sensitivity.

o Action: Merge with the target being the client with more data in the name field, e.g. the client who has the full middle name. If necessary, edit the target client record so it contains the full/correct middle name and has correct capitalization of all name elements.

Gender discrepancies:

• One client record contains one gender but the other client record contains another gender AND… o the name is very clearly gender-specific. o or a client photo shows the client to be obviously male or female. o or the client is present in a project which only serves a particular gender (e.g. a family shelter doesn’t

serve adult males). Action: Change the gender in the record that is incorrect.

• If one selected gender is transgender or the gender of the client is in any way ambiguous, an email must be sent to confirm the gender to the Users who entered the most recent intake on each client (see #7 below).

SSN discrepancies: • One client record contains a complete SSN but the other record contains a missing SSN (000000000) AND all

of the remaining information is identical. o Action: Merge the two records with the target being the record with the full SSN.

• One client record contains a partial SSN (e.g. “000007742”) and the other contains the full SSN (ending in …7742). Remaining information matches.

o Action: Edit the source record with the partial SSN and give it the full SSN of the target record.

7. An email must be sent to both VESTA Users who did the most recent intakes if any other ambiguities exist for the merging of two client records. Cases where this procedure is necessary include: • The client records contain different names (this does not include situations where the only difference in

the names is case sensitivity, OR where the first and last names are the same and the only difference is a missing middle name, middle initial, or other name/nickname).

• The client records contain different genders and other information provided for that client does not clearly distinguish with certainty the gender of the client.

• The client records contain two different SSNs (where neither is an invalid SSN 000000000 NOR where one record contains a partial SSN ending or beginning with matching numbers in the full SSN--e.g. SSN 123456789 and SSN 000000789).

• The client records contain different DOB.

8. If an email is sent to both Users who did the most recent intakes on the client records in question and no reply is received from either User or the Users cannot recall the information that needs to be confirmed, then the records cannot be merged at that time.

User Access Levels Policy: In order to properly regulate access to data and reporting amongst various Users within the database, VESTA had established User access levels that govern whether Users can view/add/edit project data and/or generate reports on the data.

Procedure:

17 | P a g e

All VESTA Users are assigned a User access level for each project to which they are granted access, as determined by their Executive Director (or designee). A User who has access to multiple projects within an Agency may have the same or different access levels for each project.

Changes to project access levels can only be requested by a User’s Executive Director (or designee) The following is a list of the primary User access level for VESTA Users (Note: there are some additional

access levels that are used only by STEH or PCL Staff to facilitate administrative or User Support functions): Regular: Client data entry/editing and review- no access to reports Power: Full access to client data entry/editing, review, and reporting Supervisor: Full access plus view all Users’ error alerts for project(s) with Supervisor access VESTAcard: Access only to VESTAcard module; no full VESTA access Reports only: View and print reports only- no access to individual client records Data updater: Very limited client data entry- requires special arrangements

Training Policies and Proceedures

Training Curriculum Policy: All new Users are required to complete at least one training session prior to having access to VESTA. The training requirements are as follows: VESTA 101 VESTA 101 is a training designed to ensure that each new User learns the basic skills to navigate VESTA, including recording client details and services, and any other aspect of VESTA use necessary to performing his/her job. This training is required for all new HMIS VESTA Users and new EA employee VESTA Users.

Scheduling: After a User Set-Up form has been received and processed by PCL, the User Support Team will contact the User’s supervisor(as listed on the form) to schedule the VESTA 101 training. Typically, the training will be scheduled at least one week after processing the Set-up request. Time Length: One (1) hour for regular, power, and supervisory Users; 30 minutes for VESTAcard and reports only Users. Format: On-site training at User’s work location (one-on-one or small group)

EA in VESTA: From Food to Stability EA in VESTA: From Food to Stability is a training tailored to all new volunteers and student interns at emergency assistance programs. The training provides a general background of VESTA, basic skills necessary to navigate VESTA (such as those covered in VESTA 101), and EA specific skills. This training is required for all volunteer, student, or other non-staff, and can also be provided by an Agency VESTA-authorized trainer.

Scheduling: Users can schedule their attendance on PCL’s website using the registration page. Trainings are held once or twice monthly depending on demand. Time Length: One (1) hour Format: Training conducted in PCL’s training facility, 2134 Alpine Place, Cincinnati, Ohio 45206

Procedure: • These initial training classes are designed to allow the User to navigate the system with User Support

Training Policies and Proceedures

18 | P a g e

supervision rather than the trainer leading the session. • At the conclusion of the training session, the User is asked to sign a training outline indicating that they have

been trained on and understand how to utilize the VESTA software. In addition, each User must sign a User agreement outlining the policies and procedures governing access to the system and security of the data. This agreement is re-signed at least annually or whenever a User seeks access to a new project.

Supplemental Training/Timetable Policy: Beginning in 2016, all new Users will be required to complete a follow-up group class within 90 days of completing VESTA 101. HMIS Users who hold part-time/ overnight/ or weekend only positions may receive an exemption from this class. In addition, PCL regularly offers additional training opportunities for VESTA Users. The training requirements are as follows: The Power of Together® The Power of Together® training is a fun and interactive training designed to provide Users with a better understanding of VESTA as a community level database, with a strong focus on the homelessness continuum. This training provides new Users the opportunity to network with each other, all while mastering the basic skills needed to successfully use VESTA for their jobs. This training is required for all new VESTA Users who are new to the Agency, and/or new to homelessness or emergency assistance services (within 90 days of completing VESTA 101) and is recommended for longer-term emergency assistance volunteer Users.

Scheduling: Users can schedule their attendance on PCL’s website using the registration page. Time Length: One (1) hour Format: Training conducted in PCL’s training facility, 2134 Alpine Place, Cincinnati, Ohio 45206

Procedure: • The Power of Together is offered monthly, on a first come, first serve basis.

VESTA+ hours The VESTA system is constantly changing and improving. In order to ensure that long-standing VESTA Users are familiar with the newest features, VESTA Users are asked to complete additional trainings, VESTA+ (plus) hours, every year. These training hours are similar to continuing education hours required for social work credentials, but are specifically geared towards VESTA. VESTA+ hours are required on an annual basis after Users’ first year of VESTA use. All regular, power, and supervisory Users must complete at least 4 hours of VESTA+ hours per year (VESTA Card only and Reports only Users must complete at least 2 hours per year) to maintain their level of use. VESTA+ classes will be revised periodically and class topics will be published on the PCL website’s registration page as they are developed.

Procedure: • PCL will maintain a training calendar with supplemental training opportunities at least monthly for small

groups of Users to learn more about specific VESTA topics. • In instances where significant changes are made to VESTA, The Partnership Center Limited (PCL) routinely

offers group sessions to provide instruction of new features/ functionality. • For advanced Users interested in building their own custom reports, PCL periodically offers the Advanced

Data Users Academy. This course trains Users in the use of Flexo, a custom reporting tool that allows Users to generate and save ad-hoc reports to provide customized information for funders, boards, etc.

EA Train the Trainer Policy: For Emergency Assistance Agencies with a dedicated volunteer coordinator or staff who directly manage volunteers, the EA Train the Trainer curriculum prepares and certifies Agency staff as a VESTA trainer for new

19 | P a g e

volunteer (un-paid) Users. Procedure: • Generally, EA Agencies may only certify one paid staff as the VESTA trainer for volunteer Users at the Agency. • In order to become certified, staff must participate in an initial training and successfully complete a mock

training exercise; and complete a yearly renewal course. • Certified Agency trainers must demonstrate their use of PCL provided training materials and must adhere to

the training outline, covering all necessary topics with each new User. • Certified trainers may be asked to participate in additional trainings if monitoring by PCL (including data

quality of volunteer Users, set-up requests, and the trainer’s data quality/ User performance) indicate additional need. If User performance does not increase or PCL has information that the trainer is not following appropriate training protocol and/or the new User set-up process, PCL may revoke the staff’s certificate as a trainer.

VESTA Medicaid Application Project Training Policy: For Agencies with paid staff Users who provide benefits assistance to clients, the VESTA Medicaid Application Project training prepares Users to submit benefit applications through the Medicaid Application Project within VESTA. This does not apply to Agencies with a current relationship or special process for benefit applications – such as a dedicated Hamilton County Jobs and Family Services worker. Procedure: • A User must participate in a Medicaid training prior to accessing the Medicaid Application Project within

VESTA. • In order to participate in the training, Users must meet the following pre-requisites:

o User must hold a paid staff position within the Agency; o Demonstrate work experience or current work duties related to assessing individuals for benefits, directly

assisting in benefit acquisition, financial coaching, or benefit advocacy; o Maintain appropriate VESTA User performance and demonstrate a high familiarity with VESTA.

VESTA User performance will be determined by PCL Staff and will look at the following: o Previous VESTA experience o Number of Error Alerts – Are they within acceptable limits? Is the User under any active

error monitoring? o Data Quality – Is the data quality for items related to the Medicaid Application Project

(such as social security number, income, non-cash benefits, health insurance/medical benefits) generally no more than 2% of clients with missing data?

• Once trained, Users will be required to annually sign a User agreement specific to the Medicaid Application Project.

• During the first year of this project, PCL Staff will continue to monitor trained Users, and User access will generally be limited to two Medicaid application Users per Agency.

• If at any time Users fail to maintain appropriate VESTA User performance, PCL Staff may require additional training or turn off User access to the Medicaid Application Project.

Roles Policy: The VESTA User Support Team is responsible to train and support the Users of VESTA. Procedure: • Technical and User Support questions are generated through email and phone calls from Users and are

addressed in a timely and accurate manner. • User Support Staff regularly interacts with the VESTA development team so they can be kept abreast

20 | P a g e

regarding User interface issues, bugs or other items that affect the User’s system experience and improve service delivery to our customers.

• User Support Staff also assists in the development process for training and implementation of new features. This includes testing of new/modified reports, projects, and other system enhancements prior to deployment.

• User Support Staff has a limited scope to only assist with technical issues directly related to VESTA functionality (for example assisting with browser settings and digital certificates) and troubleshooting equipment if it was provided by PCL (such as signature pads).

Security Policies and Procedures

Tuberculosis (TB) Policy Policy: Tuberculosis is a serious health threat to the homeless and the community at large. Every effort should be made to cooperate with local health officials to minimize contagion. The data in VESTA is owned by the Agencies and is subject to local consent procedures. It is the responsibility of each Agency, when approached by local TB Control officials, following the official opening of a TB Contact Investigation, to release their specific Agency data to TB Control. Procedure:

1. To facilitate release of TB Control related data, a report in VESTA lists the name, date of birth, and number of days an individual has been sheltered during the given date range. Agencies should, at the request of TB Control, run that list and provide a printed hard copy or an Excel spreadsheet of the data to TB Control. It is the obligation of the local Agency to work with TB Control around the release of their data.

2. PCL programming staff can query the data in simple or sophisticated ways to assist an Agency in a search during a Contact Investigation. TB Control may request additional information of a homeless provider Agency and the Agency may choose one of two methods to request specialized data queries of PCL: a. An Agency may determine with TB Control what queries will be authorized and make the request

directly to PCL. PCL Staff will work with the Agency and data will be provided directly to Agency, the Agency may release the information to TB Control, subject to the Agency’s policies and procedures.

b. The Agency may authorize PCL to work directly with TB Control. In this case, PCL will require a written authorization from the Agency director (via email or post) prior to working with TB Control. In this case, PCL will provide data directly to TB Control with copies to the Agency director.

3. Confidentiality standards imposed by local VESTA Advisory Board for VESTA do not permit any Agency to see all the residential and/or service projects a homeless person has utilized during a period of time. Only a PCL VESTA System Administrator can view this information. Pursuant to the HMIS Data Standards “Protected Personal Information maintained in HMIS (like other data systems) also may be released for the following reasons: 1) if required by law; 2) to avert a serious threat to health or safety…” Accordingly, when TB Control has initiated a formal TB Contact Investigation, they may formally request PCL to review the individual’s data associated with the Investigation and to release to TB Control the history of any known associations and contacts within these locations. PCL will work directly with TB Control, once proper authorization has been provided, to identify all locations the client had contact with during the Investigation Period. TB Control must provide the full name, SSN, and/or Date of Birth of the homeless

Security Policies and Procedures

21 | P a g e

individual with TB, if they have it, along with any other identifying information that will enable PCL to identify the individual in the database. Pursuant to HIV confidentiality standards, specifically OAC3701-3-03 (c), HIV information may only be released to the Health Department upon their direct request.

4. Upon identification of an infected individual's history of shelter stays and/or contacts within VESTA, PCL will work with TB Control to notify case workers and other homeless individuals (clients) who were exposed to TB via contact with the individual as follows: a. Client notification will be done using VESTA. Each client exposed to TB will have an icon next to

his/her name on Active Client Lists/Client Summaries; this icon will be visible at any project the client is served. Clicking the icon will display a message about TB exposure and referral information.

b. Users who deliver this message to clients will mark the message as ‘delivered’ so that PCL will be able to analyze the effectiveness of this system.

User Security Components Policy: The User security components help VESTA keep client information confidential and efficiently respond to Users that are misusing the system. Procedure: • Only authorized Users may view or update client data • Agencies may have an unlimited number of VESTA Users, each must have his/her own username and

password • Each User must receive training in the use of VESTA • Agency directors (or designee) must approve each individual User from their Agency. • Only paid staff (or authorized students/interns) of Agencies may be Users of the VESTA system • Access permission is contingent on continued employment at the Agency, and will be terminated immediately

if the User is no longer employed by the Agency. It is the responsibility of the Agency to notify PCL prior to or upon the termination of the employee. PCL will terminate access immediately.

• Each User must sign a User agreement stating full understanding of the system rules and protocols before receiving a username and password to access the system. These agreements must be renewed annually or User access to the system will be revoked.

Student/Intern Access Policy Policy: In general, only paid Agency staff is granted access to HMIS projects in VESTA. However, under certain circumstances, Agencies may request access to VESTA projects for students and/or interns. Procedure: Access for such Users will be considered under the following conditions: • Access to VESTA will only be allowed from the student/intern’s primary physical work location. This restriction

will be enforced through the use of a digital certificate, IP address tracking, or other measures deemed appropriate by PCL.

• Executive Directors (or designees) must provide assurance, in writing, that the student/intern’s VESTA use will be actively monitored by a paid staff person(s) to ensure that only data necessary for completion of their assigned duties is being accessed, and, if applicable, all data entry is being performed properly.

• Unless strictly required by their assigned duties, student/intern access should not include viewing/editing of client-level data.

Just like any other User, prospective student/intern Users will receive the appropriate training formal VESTA training by PCL Staff or a certified Agency VESTA trainer before obtaining access to the system. Given the frequency and turnover of student/intern assignments, it is not practical for PCL to provide one-one on-site

22 | P a g e

training for every student/intern User. Instead, PCL offers group training, as often as monthly if required, for students/interns requiring access. This training will be provided free of charge provided trainees attend (unexcused absences without 24 hours’ notice will incur a fee). As with any other User, it is the Agency’s responsibility to notify PCL immediately when a student/intern’s assignment is complete and their access to VESTA can be terminated. VESTA User E-mail Policy Policy: Primary communication between PCL and VESTA Users is conducted via e-mail. In order to ensure that information disseminated to Users does not result in unauthorized access or compromised confidentiality, specific requirements for User e-mail addresses have been established. Procedure:

1) Every VESTA User must have a unique e-mail address, which must be provided to PCL User Support upon initial VESTA User setup. VESTA Users may not share an email account.

2) For security reasons, e-mail addresses used for VESTA communications must utilize the Agency’s e-mail domain (for example, [email protected]) or may be a generic web-based e-mail account as long as the email was created by the Agency for the employee’s business-only uses. In the event that a given Agency does not have a designated e-mail domain, PCL User Support will work with that Agency to establish an alternate e-mail protocol that will maximize the security of VESTA-related communications via e-mail. Under no circumstances will VESTA e-mail communications be directed to User’s personal e-mail account.

3) In the event that a User is employed separately by more than one Agency, that User must have a separate VESTA username for each Agency, and each username must be associated with a discrete e-mail address meeting the requirements listed above. (Note: separate accounts/e-mail addresses will not be required in cases where a User employed by a single Agency is accessing multiple Agencies’ projects based on the existence of a partnership agreement allowing shared access between these Agency projects.) If a User is authorized to have VESTA access by multiple Agencies, it is PCL’s policy to notify the Executive Director of each Agency to verify that they are aware of such multiple Agency access.

4) User set-up agreements submitted to PCL User Support without an e-mail address or with an address that does not adhere to this policy will not be processed. Users will not be granted access to VESTA until an appropriate e-mail address has been verified. Please note that this policy pertains to both paid Agency staff and student/intern Users (if applicable).

User ID/Password/Personal ID Number Specifications Policy: Access to any HMIS application must be secured with a User authentication protocol, a methodology for ensuing that only authorized Users are permitted access. The confidentiality, integrity, and availability of an HMIS application are dependent on preventing unauthorized persons from accessing or altering HMIS data. Procedure: VESTA utilizes a multi-tiered approach to User access security:

1) Each User is assigned a unique username. In most cases, it consists of the User’s first initial and last name. 2) At their initial VESTA login, each User is required to designate a unique password known only to them. A

password must have at least eight non-blank characters, contain at least one letter and one number, and may not be the same as the User’s username. Passwords are required to be reset every 90 days.

3) As part of an effort to streamline access to VESTA for Users while maintaining a high level of security for data, VESTA has an additional security method based on Internet Protocol (IP) address filtering and a PIN code requirement. Under the IP address filtering system, VESTA tracks the unique internet location from where a given User is accessing VESTA. As a general rule, the IP address (a string of 12 numeric digits) for a specific facility or location tends to stay the same over long periods of time. However, no two internet gateways can have the same IP address at any given time. Thus, if the same User accesses VESTA from their office and then later that day from another location, VESTA records the access from two different locations and of course whether or not the login was successful.

23 | P a g e

In order to ensure that an authorized User is attempting to access VESTA from a new location, every VESTA User is required to establish a personal 4 digit PIN. Once the PIN is established from their primary work location, the User is only asked to enter it when accessing VESTA from an IP address they have not accessed from before, or in the unlikely event that their work location IP address changes. This feature is designed to safeguard against a situation where a User’s username and password have been compromised. Since it is highly unlikely that someone attempting to gain unauthorized access to VESTA would do so from the authorized User’s work location, without the PIN, a hacker would not be able to log in from a remote location. The PIN is also required when a User wishes to reset his/her password. Furthermore, after four attempts with the incorrect PIN, the User’s account is locked and can only be unlocked by a VESTA system administrator.

4) A final security feature is the selection of three security questions/answers provided privately to VESTA User Support by each User. Similar to technology implemented by banks and other secure online sites, PCL developed a list of personal questions (from which the User choose three) where the User is likely to be the only person who knows the answer. Once provided, these questions are then locked away in the User’s profile where they can only be accessed by VESTA system administrators or the Users themselves after successfully logging in. These security questions and answers serve to positively identify a User to User Support Staff if there is any ambiguity as to who is calling on the phone. In the event that a User is either a) locked out of VESTA for too many incorrect login attempts or b) attempts to access VESTA from a new location and doesn’t recall their PIN, the User can call VESTA User Support, provide the answers to their security questions, and have their password reset or account unlocked.

VESTA Dormant User Policy Policy: In order to maximize VESTA security, only Users who are accessing VESTA on a routine basis (or who are accessing limited features at specific intervals) should have active User accounts. A current VESTA User Agreement by itself does not signify an “active” User. User accounts are monitored to ensure that Users with valid accounts are using the system on a regular basis.

Procedure: PCL will review User activity across the entire VESTA system at regular intervals. Dormant User accounts (those who have not accessed the system for at least 6 months) will be handled as follows: • A User who has not accessed VESTA login for 12 months or longer will be deactivated. This policy will be

implemented regardless of the status of the User’s VESTA agreement. Such accounts will only be re-activated at the specific request of the User’s executive director. Any User who has not used VESTA for more than 12 months MUST be re-trained in order to have their access restored.

• For Users that have not accessed VESTA in between 6 months and 1 year, VESTA User Support Staff will generate an e-mail notification to the User and key contact/supervisor requesting a determination of whether access is still needed for that User. This notification will specify that a request for continued access be received from the key contact/supervisor within 5 business days or the User’s account will be deactivated. Such accounts can be re-activated at a future date upon request of the Agency director. Re-training of such Users will be offered on a case by case basis.

24 | P a g e

Remote Desktop Viewing and Control Policy: Partnership Center, Ltd. User Support Staff can provide remote support only on-demand software that encrypts the network traffic (VESTA remote) or through utilizing “go to meeting” screen sharing tool. Remote sessions may only be initiated by direct action of the VESTA end User requesting assistance.

Benefits: 1. Faster service: Partnership Center, Ltd. support staff can provide immediate support to Users by viewing

exactly what the User is viewing in their VESTA session. 2. More responsive service: User Support Staff can quickly diagnose and resolve the issue and, if

necessary, elevate issues to the attention of appropriate VESTA personnel for troubleshooting.

Procedure: 1. VESTA remote

a. Access may ONLY occur with the expressed written authorization of this policy by the Agency director. PCL will not remotely access any User’s computer (nor initiate the installation of any software that would enable this functionality) unless such an approval is on file for that User’s Agency.

b. Users must initiate the remote session by downloading and installing the approved application. In most cases, these sessions will not require administrative or other enhanced access to install.

c. Users must communicate a session-specific, randomly-generated access key in order for PCL Staff to open the connection.

d. All remote access communication will be encoded and encrypted using recognized industry standards. In most cases, remote access will not require modification to firewalls.

e. Remote sessions allow for view screen only access or full remote control at the request of the User. f. Users can terminate the remote session at any time, and in the event of remote control, the User’s

commands always take precedence over remote commands initiated by PCL Staff. 2. Go to Meeting

a. Screen sharing must be initiated by the User. b. PCL Staff will provide a link to begin the meeting and the User must click to share his or her screen.

Using this tool, PCL will only be able to view the screen to guide the User to resolve the question. c. Users can choose to stop screen sharing or end the meeting at any point.

Incident Response Plan

Policy: To protect the data in VESTA and the integrity of VESTA as a community level database, procedures have been put in place to ensure consistent responses to incidents (such as security breaches and/or inappropriate User, project, or Agency actions). This plan is intended to address how PCL will respond to any incident, including: assessing the incident, minimizing damage, ensuring quick response, and documenting and preserving evidence.

Incident Definition: An incident is any one or more of the following: • Loss of information confidentiality • Compromise of information integrity • Theft of physical IT asset including computers, storage devices, printers, etc. • Misuse of information, tools, etc. • Sharing login information • Infection of systems by unauthorized or hostile software • An attempt at unauthorized access • Unauthorized changes to organizational hardware, software, or configuration • Reports of unusual system behavior

Procedure: PCL will use the following guidelines when addressing any incident in relation to VESTA.

25 | P a g e

1. Discovery: Typically an incident will come to the attention of PCL when someone discovers something not right or suspicious. It may be discovered by:

• User Support • Intrusion detection system • A system administrator • A firewall administrator • A business partner

• A monitoring team • A manager • Agency IT staff • An outside source

2. Assess and document the issue; including but not limited to: • Scope of the issue – how many clients were affected? How many Users involved? • Whether the situation resulted from a User acting on his/her own, under the direction of a

supervisor, and/or due to a general culture of the project or Agency. • Is the incident still in progress? • What data or property is threatened and how critical is it? • What is the impact on the business should the attack succeed? Minimal, serious, or critical? • What system or systems are targeted, where are they located physically and on the network? • Is the incident inside the trusted network?

3. Determine the response and minimize damage: In order to minimize risk and respond quickly, PCL may act initially on its own to determine the appropriate response strategy. In determining the strategy; the following questions will be considered and an incident level will be assigned.

i. Considering questions: o Is the response urgent? (Scope and nature of the incident?) o Can the incident be quickly contained? o Will the response appropriately alert those involved in the incident?

ii. Incident Level System (ranked from most severe to least) o Category 1 - A threat to the community-wide security of VESTA o Category 2 - A threat to shared data elements in VESTA o Category 3 - A threat to VESTA security within an Agency or across shared projects o Category 4 - A threat limited to the scope of actions of one User

iii. Responses: Based on specific situations that have arisen in the past, the following guidelines have been established to help guide PCL’s initial response. Please note: New situations are likely going to arise that may require additional responses. a. Isolate and contain the incident

i. Category 1 and 2 – This may result in temporarily turning off a particular feature, field option, or sharing agreement.

ii. Category 3 and 4 – This may result in temporarily turning off an Agency, project, or specific User.

b. Notify appropriate parties and begin to address the issue: i. Notify - All the following parties will be notified immediately if any action is taken:

1. Agency: Executive director, direct project management, and specific Users involved

2. Funders: In the case that the Agency/ project is using VESTA as a requirement of their funding, the primary contact for the funder will be notified immediately

3. VESTA Advisory Board: Advisory chair and committee will be made aware of the incident and response.

c. Addressing the issue - PCL will work quickly with the Agency, funder(s), and VESTA Advisory Board, as appropriate, to quickly resolve the issue. If necessary, PCL will convene all the parties together as quickly as possible to discuss an appropriate action plan to resolve the incident. This is intended to ensure all viewpoints are addressed and considered as part of the action

26 | P a g e

plan. If necessary, the VESTA Advisory Board may convene prior to its involvement to ensure that the Board agrees with the viewpoint it is taking on the incident.

i. Establish Action plan - Based on incidents arising in the past, an action plan may include: 1. Agency leadership and PCL addressing the actions of staff and determining if

additional action against the User is appropriate 2. Agency leadership establishing or modifying Agency policies around VESTA usage

and ensuring staff are properly notified ii. Restore Access – In cases were an action plan is initiated, PCL will restore access once

the action plan is established and any immediate steps are taken. iii. Monitoring Action Plan – As part of the action plan, PCL will work to ensure that a

monitoring plan, if necessary, is included as part of the action plan. d. Terminate specific Users’ access

i. In severe cases, PCL will adhere to a zero tolerance approach. Without prior warning to the User, PCL may choose to ban the User from future access to VESTA (i.e. - cases where a trained User has knowingly and intentionally shared his/her personal password and login).

ii. In other cases, PCL will notify the User and supervisor of the issue as a warning, but if the User commits the same or similar action again, PCL may ban the User from future access, temporarily suspend the Users’ account, and/or require the User to complete additional training before turning the User’s access back on.

e. Final Resolution: In the case that the Agency, PCL, and/ or funder are unable to come to an agreement of action to resolve the incident, PCL maintains the right to terminate system usage for any Agency that violates or compromises client confidentiality based on access to or use of the system. Any Agency wishing to contest the termination may seek mediation from the Cincinnati Mediation Association, and will be responsible for all charges and/or fees incurred from the mediation.

4. Document the incident: All documentation of the incident and response will be stored in PCL corporate files. Any documentation referencing client files will either use the Public ID or the Client ID as the key reference code to the file stored in VESTA.

5. Notification: Notification of incidents is important as VESTA is a shared, community-level database, and the HMIS in Hamilton County. Beyond the notification step as part of any response, there may be necessary times to notify other groups, such as: EA leadership, Clearinghouse, and general Users. When necessary, PCL may post a general warning or notice to all Users on VESTA to alert them of the incident and response or provide a more detailed account of the incident, response, and resolution.

6. Assess damages and costs: If necessary, PCL will assess the damages to VESTA and/or the costs associated with responding and fixing the incident.

7. Review response and update policies: After any incident PCL will plan and take preventative steps so that the possibility of the incident occurring again will be minimized and update these policies as needed. The following will be considered:

• Whether an additional policy could have prevented the intrusion. • Whether a procedure or policy was not followed which allowed the intrusion, then consider what

could be changed to be sure the procedure or policy is followed in the future. • Was the incident response appropriate? How could it be improved? • Was every appropriate party informed in a timely manner? • Is additional monitoring necessary? • Were the response procedures detailed and cover the entire situation? Can they be improved? • Have changes been made to prevent a re-infection of the current infection? Are all systems

patched, systems locked down, passwords changed, anti-virus updated, email policies set, etc.? • Have changes been made to prevent a new and similar infection?

27 | P a g e

• Should any security policies be updated? 8. Incident Preparation and Prevention.

i. Preparation: PCL currently has the following in place to limit incidents from occurring initially: (Please note that this list is not exhaustive.) o Security training with all new Users o Signed agreements outlining liability as a result of misuse of VESTA (User agreements, Agency

agreements, sharing/ partnership agreements) o Security such as individual passwords that require change on a regular basis, tracking of IP

addresses, Digicerts for volunteers, Notices to TechSupport when a User attempts to access VESTA outside of his/her privileges, User level set-ups, etc.

o Secured servers o Automatic log-off after inactivity o Dormant User policy o Designation of a VESTA contact per Agency to ensure communication from VESTA is distributed to

the Agency as needed o Error alerts o Monitoring reports and processes

ii. Prevention of re-infection. After any incident, PCL will take steps to prevent an immediate re-infection

which may include one or more of: o Close a port on a firewall o Patch the affected system o Shut down the infected system until it can be re-installed o Re-install the infected system and restore data from backup. Be sure the backup was made before

the infection. o Change email settings to prevent an attachment type from being allow through the email system. o Plan for some User training. o Disable unused services on the affected system.

Central Server Operation, Maintenance and Data Security Plans/Commitments

Server Access (via networks) Policy: HMIS vendors, HMIS Leads, and CHOs must ensure that computers, devices, and servers on which HMIS applications and data are stored or processed are protected from malicious intrusion behind a boundary protection device (“firewall”) that is configured to allow only ports and services that are required in the course of regular operations. Procedure:

1. The VESTA servers are protected behind an intelligent firewall device which blocks traffic incoming to the VESTA servers except for:

o HTTP o HTTPS (“SSL”) o Private encrypted VPN (virtual private network) traffic between the servers and authorized

Central Server Operation, Maintenance and Data Security Plans/Commitments

28 | P a g e

Partnership Center computers. 2. Additionally, the VESTA servers also make use of the built-in Windows firewall software to further restrict

incoming traffic to the computers. 3. By default, Windows-based servers and workstations have their software firewall enabled and it is general

expected that it remains so for all workstations accessing the VESTA website. Naturally, standard firewall exceptions are expected such as those which permit file sharing or remote administration of systems.

Server Access (physical location) Policy: Physical access to servers which store HMIS data is limited to authorized HMIS system administrators from PCL. Procedure: • VESTA-Live equipment resides at the Cincinnati Bell/CyrusOne downtown Cincinnati Data Center. • Only select PCL Staff has direct access to the VESTA server rack. Anyone requesting access to it must be

positively identified as an authorized person before even gaining access to the building. Additionally, a data center employee must unlock the cage to allow access to the servers.

Audit Trails Policy: HMIS software must track User activity in the HMIS. Procedure: VESTA logs the following events and retains a rolling one-year history in the active VESTA-Live database, with prior years being available in backups:

General events that apply to all VESTA Users:

1. Successful login. 2. Logout. 3. Unsuccessful login (username and password are not saved in audit log, though if supplied username

matches an existing VESTA account the user ID is stored). 4. User requesting a password reset (logging occurs via email to VESTA User Support). 5. User automatically logged out of VESTA. 6. User redirected to the login page due to the same username being used in a successful VESTA login in

another web browser window or on a different computer. 7. User accessing any page in VESTA, along with the URL of the page requested. This includes pages such as

the VESTA home page, a client review page (including the client ID), intake or exit wizard pages, etc. 8. User being blocked from accessing a webpage in VESTA, along with the URL of the page requested. 9. User executing a report, along with all the parameters selected for report execution. 10. User experiencing an unexpected error (“YSD”) message, (details of error are emailed to VESTA Support). 11. The IP addresses from which a User accesses VESTA. Previously-unknown IP addresses require the User to

supply their VESTA PIN before successful login. 12. When any client data is changed, VESTA maintains a history of “what was data before it was changed”.

Additional events logged for system administration functions: 1. Which administrator last edited a User account and when. 2. User accounts deactivated due to expired User agreements.

Backup and Recovery Procedures Policy: In order to ensure that data entered into VESTA is safe in the event of a catastrophic power/system failure, a series of redundancy/backup/recovery protocols have been established.

29 | P a g e

Procedure: VESTA-Live backup procedures have been optimized for speed in recovering data quickly while maintaining a reasonable history of “back in time” data snapshots. 1. All VESTA-Live servers use RAID-5 hard drive configurations for redundant hard drive storage. 2. The VESTA-Live transactional database is backed up nightly to another folder on the same server. There is a 30-

day history of these nightly backups. 3. The VESTA-Live transactional database’s transaction log is backed up hourly to another folder on the same

server. There is at least a one-day history of these transaction logs. 4. The nightly and weekly backups of the VESTA-Live transactional database are mirrored nightly to another VESTA

server in the same facility as the VESTA-Live transactional database server. Specifically, the VESTA-Live reporting database server.

5. The VESTA-Live transactional database is also backed up weekly to another folder on the same server, independent of the nightly backup. These weekly backups are maintained indefinitely.

6. The VESTA-Live transactional database is also backed up nightly to Cyrus One’s off-site backup facility using Tivoli backup software installed on that server. These backups are available using the same Tivoli software on the server, or by requesting a copy through Cyrus One’s online service ticket system.

7. The VESTA-Live web server copies scanned/uploaded client-related documents, including client photos, to the VESTA-Live reports database server.

8. The VESTA-Live web server performs a full Windows Backup of all its data on a nightly basis and stores this on the VESTA-Live reports database server.

9. The VESTA-Live reports database server also contains a mirror of all the database backups, both nightly and weekly, made on the VESTA-Live transactional database server. This mirror is updated nightly.

Internet Connection and Power Redundancy Policy: As web-based software, VESTA relies on power and a working internet connection to ensure uninterrupted access for Users. Both must be redundant. Procedure:

1. The VESTA-Live servers reside at the Cincinnati Bell/CyrusOne downtown datacenter. This datacenter has redundant incoming internet connections as well as generator-based power backup.

2. VESTA-Live servers require a minimum of 4 hours to relocate to a different facility in the event of a longer-duration power or internet outage at the Cyrus One datacenter. The VESTA servers can reside on a temporary basis at a facility with a single static IP address and incoming internet connection at least 3mbps.

Transmission/Encryption Policy: The HMIS Lead, CHOs, and HMIS vendors must encrypt all HMIS data containing client protected personal information (PPI) that are electronically transmitted over the Internet, publicly accessible networks or phone lines in accordance with current industry standards using AES-128-bit equivalent or higher encryption. The HMIS application must implement these transmission standards for any transactions it processes. Procedures:

1. VESTA uses the Secure Sockets Layer (SSL) protocol with 128-bit encryption. This provides a highly secure, encrypted connection between the VESTA server and the User’s computer. SSL is an industry standard and is used on all websites where sensitive information is transmitted.

2. VESTA Users should not store files with PPI unsecured on their workstations. 3. VESTA Users should never email unencrypted PPI, and should be very careful about to whom PPI is sent. 4. When accessing, storing, or sending PPI, Users should consider “is this how I would treat data about

myself?”

30 | P a g e

Virus Protection Policy: The HMIS Lead and CHOs must protect HMIS systems from applications designed to damage or disrupt the system (e.g., a virus) by using anti-virus software. The HMIS Lead Agency and CHOs must update virus definitions from the anti-virus software vendor at least weekly.

Procedures: 1. All VESTA servers use Symantec Endpoint Protection, an industry-standard antivirus software, which

updates automatically on an as-needed basis. 2. All workstations and servers which store VESTA code are also protected with antivirus software. 3. All workstations used to access the VESTA website must also have antivirus software set to automatically

update at least on a weekly basis.

Technical Specifications

Hardware, Software and Connectivity Requirements Policy: Agencies are responsible for purchasing and maintaining approved computer systems, operating software, networks, and internet access. Because of the confidential nature of data stored in VESTA and its use as a community database application, PCL requires that the system must be accessed from a secured and semi-private location. Computers located in public areas will not be granted access to VESTA. Each User must have their own unique username and password to access the computer/network from which they access VESTA. All computers that access VESTA must have up-to-date anti-virus software installed and running.

PCL will maintain the hardware and software required to support the VESTA system for community wide use; perform regular data backups of all data stored in VESTA; and complies with industry standards for security. Procedure: Minimum system requirements for User systems to access VESTA:

Hardware: 1.5 GHz processor 512 MB RAM 1 GB free hard drive space VGA (1024 x 768) display

Software: Windows XP Microsoft Internet Explorer 6.0 Antivirus Microsoft Word 2003 or newer (required to view pre-filled templates from VESTA) Microsoft .NET 2.0 framework (required to run VESTAdocup and VESTAcard)

Connectivity: 384bps internet connection

Recommended system requirements: Hardware: Dual-core processor (Intel Core 2 Duo, AMD Athlon x2)

2 GB RAM SXGA (1280 x 1024) or WXGA (1280 x 768) display

Software: Windows 7/8 Microsoft Internet Explorer 8.0 Antivirus

Connectivity: 1.5mbps (or better) internet connection

Technical Specifications

9. PHA Administration Plan (applicable sections only)

1. Cincinnati Metropolitan Housing Authority Annual Plan

Page 1 of 13 form HUD-50075-ST (12/2014)

Annual PHA Plan

(Standard PHAs and

Troubled PHAs)

U.S. Department of Housing and Urban Development

Office of Public and Indian Housing OMB No. 2577-0226

Expires: 02/29/2016

Purpose. The 5-Year and Annual PHA Plans provide a ready source for interested parties to locate basic PHA policies, rules, and requirements concerning the

PHA’s operations, programs, and services, and informs HUD, families served by the PHA, and members of the public of the PHA’s mission, goals and objectives for serving the needs of low- income, very low- income, and extremely low- income families.

Applicability. Form HUD-50075-ST is to be completed annually by STANDARD PHAs or TROUBLED PHAs. PHAs that meet the definition of a

High Performer PHA, Small PHA, HCV-Only PHA or Qualified PHA do not need to submit this form.

Definitions.

(1) High-Performer PHA – A PHA that owns or manages more than 550 combined public housing units and housing choice vouchers, and was designated as a high performer on both of the most recent Public Housing Assessment System (PHAS) and Section Eight Management Assessment Program (SEMAP)

assessments if administering both programs, or PHAS if only administering public housing.

(2) Small PHA - A PHA that is not designated as PHAS or SEMAP troubled, or at risk of being designated as troubled, that owns or manages less than 250 public housing units and any number of vouchers where the total combined units exceeds 550.

(3) Housing Choice Voucher (HCV) Only PHA - A PHA that administers more than 550 HCVs, was not designated as troubled in its most recent SEMAP

assessment and does not own or manage public housing.

(4) Standard PHA - A PHA that owns or manages 250 or more public housing units and any number of vouchers where the total combined units exceeds 550, and that was designated as a standard performer in the most recent PHAS or SEMAP assessments.

(5) Troubled PHA - A PHA that achieves an overall PHAS or SEMAP score of less than 60 percent.

(6) Qualified PHA - A PHA with 550 or fewer public housing dwelling units and/or housing choice vouchers combined, and is not PHAS or SEMAP

troubled.

A.

PHA Information.

A.1

PHA Name: _Cincinnati Metropolitan Housing Authority________________________ PHA Code: __OH004_____

PHA Type: Standard PHA Troubled PHA PHA Plan for Fiscal Year Beginning: (MM/YYYY): __07/2017_____

PHA Inventory (Based on Annual Contributions Contract (ACC) units at time of FY beginning, above)

Number of Public Housing (PH) Units __5,400 ____ Number of Housing Choice Vouchers (HCVs) __11,124 ____Total Combined

Units/Vouchers __16,524___

PHA Plan Submission Type: Annual Submission Revised Annual Submission

Availability of Information. PHAs must have the elements listed below in sections B and C readily available to the public. A PHA must identify the

specific location(s) where the proposed PHA Plan, PHA Plan Elements, and all information relevant to the public hearing and proposed PHA Plan are

available for inspection by the public. At a minimum, PHAs must post PHA Plans, including updates, at each Asset Management Project (AMP) and main office or central office of the PHA. PHAs are strongly encouraged to post complete PHA Plans on their official website. PHAs are also

encouraged to provide each resident council a copy of their PHA Plans.

PHA Consortia: (Check box if submitting a Joint PHA Plan and complete table below)

Participating PHAs PHA Code Program(s) in the Consortia Program(s) not in the

Consortia

No. of Units in Each

Program

PH HCV

Lead PHA:

B.

Annual Plan Elements

ADMISSIONS & CONTINUED OCCUPANCY POLICY

Effective: 07/01/2017

CMHA ACOP Effective: July 1, 2016 13

their maximum effect within the community. Preferences are used toestablish the order of placement on the waiting list. Every applicant muststill meet CMHA's Resident Selection Criteria (described later in thispolicy) before being offered a unit.

1. When selecting a family for a unit with accessible features, CMHA willgive a preference to applicant families with disabilities who can benefitmost from the unit’s features. First preference will be given to currentresident families needing a transfer to an accessible unit, and secondpreference will be given to applicant families. If no family needingaccessible features can be found for a unit with accessible features,CMHA will house a family that does not need the unit features. Thishousing offer is subject to the requirement in Section III - TenantSelection and Assignment Plan, under which a non-disabled family inan accessible unit can be required to move so that a family needingthe unit features can be housed.

2. Police officers and their families who may not otherwise be eligible foroccupancy in public housing may be admitted in order to increase thepresence of security for residents in a CMHA community.

3. Notwithstanding any other provision of this Admissions and ContinuedOccupancy Policy, each tenant living in a property at the time CMHAtakes legal title to the property will have the right to become a publichousing tenant in the dwelling unit the tenant occupies on the dateCMHA takes legal title, provided (1) the tenant family income is withinthe income limits for admission to the public housing program on theday the tenant family signs the public housing lease; and (2) the tenantfamily is determined to be eligible based on other CMHA admissioncriteria; and the tenant’s household composition meets CMHAguidelines.

4. Preferences will be granted to applicants who are otherwise qualifiedand who, at the time of moving onto the site-based waiting list andmeet the definitions of the preferences described below.

F. Local Preferences and Unit Selection

1. Site-based Waiting List Choice: Local preferences will be used inconjunction with CMHA’s site based waiting list(s). Applicants maychoose as many sites as they would like for placement on its site-based waiting list.

2. Local Preference and Points Allocation: The local preferences ineffect are as follows:

Preference PointsVictims of involuntary displacement by government 32 Points

CMHA ACOP Effective: July 1, 2016 14

agency or natural disaster – These individuals willsupercede the point system and move to the top of thewaiting list due to the exigent situation. These will alsoinclude individuals who are participants in the HousingChoice Voucher Program that move from their HCVsubsidized unit/HCV participant due to the unit’s failedHQS and/or abatement from the programVictims of domestic violence - referral from YWCA,Women Helping Women, or Third-Party Social ServiceAgency

9 Points

Victims of domestic violence – Self certification only 4 PointsReferral from Local Homeless Coalition 4 PointsVeteran preference 9PointsFull-time students (Head/Co-Head of Household with 3rd

party verification from the school)3 Points

Working Families, Disabled Families or Elderly 3 Points

Family Unification (see below/to be defined) and/oryouths aging out of foster care who are between the agesof 18-24.

2 Points

Good Neighbor Program Completion 2 Points

3. Definitions of Preferences:

a. Definition of Working Family Preference: The WorkingFamily Preference is given to households were the Head orCo-Head of Household is employed at the time of applicationand at the time of admission.

b. Definition of Homeless: An individual or family who lacks afixed, regular, and adequate nighttime residence, meaning:

(1) Sleeping in a place not designed for or ordinarily usedas a regular sleeping accommodation

(2) Or Living in a shelter (designated to provide temporaryliving arrangements

(3) Or exiting an institution with no subsequent residenceidentified where they resided for 90 days or less ANDwere residing in emergency shelter or place not meantfor human habitation immediately before entering institution

c. Definition of Veteran: In the selection of tenants for dwellingunits, CMHA shall give preference, (as among applicantsequally in need and eligible for occupancy of the dwellingunit), to families of veterans and persons serving in the

Housing Choice Voucher Program Administrative Plan

July 1, 201 7- June 30, 2018

Chapter 4

Except for Special Admissions, applicants for Housing Choice Voucher Program assistance will be taken from the Housing Choice Voucher Program wait list in order of the following local preferences:

• Families that have been designated as eligible for assistance under HUD’s

Disaster Housing Assistance Program (DHAP). ** 50 points

• Referrals of disabled persons referred by Living Arrangements for the Developmentally Disabled (LADD) up to 150 referrals.** 35 points

• Referrals of disabled persons referred by the Center for Independent Living Options (CILO) up to 75 referrals.** 35 points

• HUD funded Family Unification Program (FUP) Voucher.**35 points

• Canceled voucher preference for applicant families whose vouchers were recalled due to insufficient funding. 75 points

• Displaced preference for voucher families who have been terminated from the program as a result of insufficient funding. 80 points

• Displaced preference for Asset Management/LIPH families in a hard to house situation or due to demo/disposition of units.** 80 points

• Referral from Asset Management/LIPH when a family or individual cannot be housed because of extenuating circumstances.** 45 points

• Referral from Strategies to End Homelessness up to 500 referrals.** 30 points

• Veteran preference. 35 points

• Youths aging out of foster care age 18-24: Youth who can verify that they were residents of a state-run foster care system within twelve months of the onset of adulthood or emancipation up to 30 referrals** 30 points

CMHA will admit families who qualify under the Extremely Low Income limit to meet the income-targeting requirement, regardless of preference.

**Referrals will be accepted from CMHA Special Admissions, CMHA’s Asset Management/LIPH, DHAP, HUD funded FUP, Youths Aging Out of Foster Care, LADD, HUD VASH, Stategies to End Homelessness, CILO and Families referred from the regardless of whether a family is on the PHA regular voucher wait list, regardless of whether the regular PHA voucher wait list is open or closed, consistent with 24 CFR 982.206 (c).

C. SPECIAL ADMISSIONS [24 CFR 982.54(d)(e), 982.203]

CMHA admits a limited number of families under a Special Admissions procedure. Special Admissions families will be admitted outside of the regular wait list process. They do not have to qualify for any preferences, nor are they required to be on the program wait list. CMHA maintains separate records of these admissions.

4-2

Chapter 5

Opening the Wait List

When CMHA opens the wait list, CMHA will advertise through public notice in the local media outlets including minority publications and media entities, with the location(s), and program(s) for which applications are being accepted.

The notice will contain:

The date and time when the wait list will open.

The process by which families may apply.

The program(s) for which applications will be taken.

A brief description of the program(s).

Notice that asset management residents must submit a separate application to apply.

Limitations, if any, on who may apply.

The notices will be made in an accessible format if requested. The notice will also provide potential applicants with information that includes the Housing Choice Voucher Program’s address and telephone number, how to submit an application, information on eligibility requirements, and the availability of local preferences.

Upon request from a person with a disability, additional time will be given as an accommodation for submission of an application after the closing deadline. This accommodation is to allow persons with disabilities the opportunity to submit an application in cases when a social service organization provides inaccurate or untimely information about the closing date.

Closing the Wait List

CMHA may stop accepting applications if there are enough applicants to fill anticipated openings for the next 12 months. The wait list may not be closed if it would have a discriminatory effect inconsistent with applicable civil rights laws.

The open period shall be long enough to achieve a wait list adequate to cover projected turnover and new allocations over the next 12 months or longer. When the period for accepting applications is over, CMHA will add those new applicants to the wait list in accordance with the procedure detailed in the chapter of this Administrative Plan titled "Establishing Preferences and Maintaining the Wait List.”

Referrals will be accepted from CMHA Special Admissions, Asset Management/LIPH, DHAP, HUD funded FUP, Youths aging out of foster care FUP, LADD, HUD VASH, Veterans, Strategies to End Homelessness , and CILO regardless of whether a family is on the PHA regular voucher wait list, regardless of whether the regular PHA voucher wait list is open or closed, consistent with 24 CFR 982.206 (c).

5-2

10. CoC-HMIS MOU

1. HMIS MOU (Lead Agency Agreement)

2. HMIS Contract

11. CoC Written Standards for Order of Priority

1. CoC Prioritization Policy

2. Eligibility Requirements & Prioritization Policy for PSH CoC Programs

3. Cincinnati’s Coordinated Entry alignment with HUD’s Coordinated Entry Policy Brief

POLICY TITLE: Continuum of Care Prioritization Policy

POLICY ADMINISTRATION: Cincinnati and Hamilton County Emergency Shelter and Homeless Housing Providers

PURPOSE: To prioritize subpopulations of homeless individuals and families to effectively end homelessness in Cincinnati and Hamilton County.

EFFECTIVE DATE: August 19, 2016

POLICY: The Cincinnati and Hamilton County Continuum of Care (CoC) has adopted the

priority populations as identified in the nation’s first comprehensive federal strategy to prevent

and end homelessness, Opening Doors. The CoC is committed to:

Ending Veteran Homelessness by December 31, 2016

Ending Chronic Homelessness by December 31, 2017

Family Homelessness and Youth Homelessness by 2020

PRIORITIZATION:

All CoC and Emergency Solutions Grant funded emergency shelter or housing projects are

participating in the local Coordinated Entry System. All literally homeless participants in the

system will receive a common assessment and be placed on a community-wide prioritization

list. All housing referrals will be made in alignment with the CoC adopted Coordinated Entry

policies and procedures. The Coordinated entry system will allow for individual projects to

maintain their target subpopulations but will prioritize referrals consistent with the policy

listed above.

New projects: Priority will be given to new projects interested in applying for CoC or

Emergency Solutions Grant (ESG) funding whose target population includes one or more of

the priority populations listed in the policy above.

The CoC will define additional prioritization policies specific to housing types. Notifications

from the Department of Housing and Urban Development (HUD) that include a

recommendation for the order of prioritization for specific housing types will be adopted and

implemented by the CoC following the announcement.

Page 1 of 3

POLICY TITLE: Permanent Supportive Housing Eligibility Requirements & Prioritization Policy

POLICY ADMINISTRATION: Hamilton County Continuum of Care Permanent Supportive Housing

Workgroup

EFFECTIVE DATE: August 19, 2016

APPROVED BY: Permanent Supportive Housing Workgroup

DISTRIBUTION: Permanent Supportive Housing Project Supervisors and Program Staff

POLICY: Permanent Supportive Housing (PSH) projects provide housing and supportive services to assist homeless persons with a disability to live independently. The goal of this policy is to ensure that chronically homeless individuals and families are prioritized for placement into PSH projects. ELIGIBILITY CRITERIA: In order to be served in a PSH program the individual or family must:

be literally homeless; and

be a member of a household that contains at least one documented disabled adult or minor living with an adult legal guardian; and

be a member of a zero to low-income household Congregate living facilities may include additional eligibility criteria including gender and family composition. COORDINATED ENTRY: All literally homeless clients are prioritized based on completion of a standardized assessment. The CoC has adopted the Vulnerability Index-Service Prioritization Decision Assistance Tool (VI-SPDAT). All CoC-funded PSH projects will accept referrals only through a single community-wide prioritization list that is generated in the HMIS. PRIORITIZATION: All PSH units that are not dedicated to serving the chronically homeless will prioritize the chronically homeless upon turnover. The Coordinated Entry System is required to follow this order of priority when making referrals to PSH projects. This policy follows the recommended orders of priority as established in HUD’s Notice CPD-16-11.

First Priority-Chronically homeless individuals and families with the longest history of homelessness and with the most severe service needs

Second Priority-Homeless individuals and families with a disability with long periods of episodic homelessness and severe service needs

Third Priority- Homeless individuals and families with a disability with severe service needs

Fourth Priority-Homeless individuals and families with a disability without severe service need

Fifth Priority-Homeless Individuals and families with a disability coming from transitional housing (and resided on the street or in shelter prior to entering transitional housing)

Page 2 of 3

DEFINITIONS: Literally Homeless (Category 1): An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:

An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground;

An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals); or

An individual who is exiting an institution where he or she resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution

Disabled:

A person shall be considered to have a disability if he or she has a disability that: o Is expected to be long-continuing or of indefinite duration; o Substantially impedes the individual’s ability to live independently; o Could be improved by the provision of more suitable housing conditions; and o Is a physical, mental, or emotional impairment, including an impairment caused by alcohol or

drug abuse, posttraumatic stress disorder, or brain injury.

A person will also be considered to have a disability if he or she has a developmental disability, as defined by HUD.

A person will also be considered to have a disability if he or she has acquired immunodeficiency syndrome (AIDS) or any conditions arising from the etiologic agent for acquired immunodeficiency syndrome, including infection with the human immunodeficiency virus (HIV).

Documentation of disability must be maintained with client records. Chronically Homeless:

A ‘‘homeless individual with a disability,’’ as defined in section 401(9) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11360(9)), and by this document who:

o Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter; and

o Has been homeless and living as described in bullet 1 of this listed definition continuously for at least 12 months or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described in bullet 1 of this definition. Stays in institutional care facilities for fewer than 90 days will not constitute as a break in homelessness, but rather such stays are included in the 12-month total, as long as the individual was living or residing in a place not meant for human habitation, a safe haven, or an emergency shelter immediately before entering the institutional care facility;

o An individual who has been residing in an institutional care facility, including a jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria in bullet 1 of this listed definition, before entering that facility; or

o A family with an adult head of household (or if there is no adult in the family, a minor head of household) who meets all of the criteria in bullet 1 or 2 of this listed definition, including a family whose composition has fluctuated while the head of household has been homeless.

o Documentation of Chronic Homelessness must be maintained with client records and meet the following criteria, following HUD’s established order of priority for obtaining evidence:

1st Priority- Third Party Documentation

Page 3 of 3

2nd Priority- Intake worker observation 3rd Priority- Certification from the individual seeking assistance

Documentation includes a letter signed by the individual seeking assistance A single encounter in a month is sufficient to consider household homeless for entire

month unless evidence of a break.

“Break” is defined as at least 7 nights not residing in an emergency shelter, safe haven, or residing in a place meant for human habitation

Acceptable documentation of a break includes: Third party evidence or a self-

report of the individual seeking assistance Attempts to obtain third-party documentation and if necessary, reasons for why third-

party documentation was not obtained must be thoroughly documented in each client record.

For all clients, up to 3 months can be documented through self-certification

If third-party documentation cannot be obtained, a written record of intake workers due diligence to obtain, the intake worker’s documentation of the living situation, AND the individual’s self-certification of the living situation is required in client file.

In limited circumstances (no more than 25% of households served in an operating year), up to the full 12 months can be obtained through self-certification

o Documentation requires previous approval from the CoC – approval must be maintained in client record, if applicable.

Institutional Stays – acceptable documentation:

Discharge paperwork or written/oral referral from a social worker, case manager, or other appropriate official stating the beginning and end dates of the time residing in the institutional care facility

Where the above is not attainable, a written record of intake workers due diligence to obtain AND the individual’s self-certification that he or she is exiting an institutional care facility where resided less than 90 days

Severity of Service Needs:

History of high utilization of crisis services, which include but are not limited to, emergency rooms, jails, and psychiatric facilities; or

Significant health or behavioral health challenges or functional impairments which require a significant level of support in order to maintain permanent housing; or

For youth and victims of domestic violence, high-risk of continued trauma or high risk of harm or exposure to very dangerous living situations.

POLICY TITLE: Cincinnati CE’s Alignment with HUD’s Coordinated Entry Policy Brief

POLICY ADMINISTRATION: Hamilton County Continuum of Care Coordinated Entry Workgroup

EFFECTIVE DATE: 2/14/2017

HUD’s primary goals for coordinated entry processes are that assistance be allocated as effectively

as possible and that it be easily accessible no matter where or how people present. Cincinnati’s

Coordinated Entry process helps prioritize assistance based on vulnerability and severity of service

needs to ensure that people who need assistance the most can receive it in a timely manner.

Cincinnati’s Coordinated Entry system meets or exceeds all stated qualities of HUD’s Coordinated

Entry Policy Brief, published February 2015.

Prioritization. A community –wide prioritization list is managed by a neutral agency, the CoC

Lead to ensure the highest priority households on the list are prioritized for housing resources first.

All CoC and ESG funded housing programs, in addition to other interventions are connected to the Coordinated Entry system.

Low Barrier. The coordinated entry process does not screen people out for assistance because of

perceived barriers to housing or services, including, but not limited to, lack of employment or

income, drug or alcohol use, or having a criminal record. In addition, housing and homelessness

programs have worked to lower their screening barriers in partnership with the coordinated entry

process.

Housing First orientation. The coordinated entry process is Housing First oriented, such that people are housed quickly without preconditions or service participation requirements.

Person-Centered. The coordinated entry process incorporates participant choice, which is

facilitated by the information given in the match emails and in training with staff to ensure they

communicate to the client the client’s ability to choose where they live. Clients can decline a housing

offer without penalty to them through the Coordinated Entry process. They maintain their “place” on

the list.

Fair and Equal Access. All literally homeless people in the CoC’s geographic area have fair and

equal access to the coordinated entry process, regardless of where or how they present for services.

Designated shelter case managers at all shelters and all outreach workers are trained and approved to

complete the standardized assessment with every client that is eligible for their services. Those at risk

of homelessness are diverted from shelter as resources are available from the front door of our

shelters, which is the Central Access Point call line (381-SAFE). Marketing strategies include direct

outreach to people on the street and other service sites, informational flyers left at service sites and

public locations, announcements during CoC and other coalition meetings, and educating mainstream

service providers. All physical entry points are accessible to people with disabilities, or are able to make appropriate accommodations, and easily accessible by public transportation.

Emergency services. The coordinated entry process does not delay access to emergency services

such as shelter. The standardized assessment is not completed until a few days have passed since the

client’s initial intake to shelter or initial engagement on the street. This ensures Coordinated Entry is

not creating unnecessary barriers for people to access emergency resources.

Standardized Access and Assessment. All shelters and outreach programs participating in

coordinated entry offer the same assessment approach and referrals using uniform decision making processes.

Inclusive. The coordinated entry system includes all subpopulations, including people

experiencing chronic homelessness, Veterans, families, youth, and survivors of domestic violence.

Domestic violence is screened through CAP and is addressed through the Crisis Hotline. Staff at the

domestic violence shelter are trained in completing the standardized assessment. All families are

placed in shelter through CAP, whereas some single shelters accept walk-ins and other require a CAP

referral. The CoC continuously evaluates and improves this process ensuring that all subpopulations

are well served.

Referral to projects. The coordinated entry system makes referrals to all projects receiving

Emergency Solutions Grants (ESG) and CoC Program funds, including emergency shelter, RRH,

PSH, and transitional housing (TH), as well as other housing and homelessness projects. Projects in

the community that are dedicated to serving people experiencing homelessness (CoC/ESG) fill all

vacancies through Coordinated Entry referrals, while other housing and services projects determine

the extent to which they rely on referrals from the coordinated entry process.

Referral protocols. Programs that participate in the CoC’s coordinated entry process accept all

eligible referrals.

Outreach. The coordinated entry process is linked to street outreach efforts so that people

sleeping on the streets are prioritized for assistance in the same manner as any other person assessed through the coordinated entry system.

Ongoing planning and stakeholder consultation. The CoC engages in ongoing planning with all

stakeholders participating in the coordinated entry process. An open monthly workgroup is held to

ensure onging evaluation from partner agencies is gathered. This planning includes evaluating and updating the coordinated entry process at least annually.

Informing local planning. Information gathered through the coordinated entry system is used to

guide homeless assistance planning and system change efforts in the community. Data collected is used to inform all workgroups of current agency performance and outcomes.

Leverage local attributes and capacity. The physical and political geography, including the

capacity of partners in a community, and the opportunities unique to the community’s context,

inform local coordinated entry implementation. For instance, the community has a Cooperative

Agreement to Benefit Homeless Individuals (CABHI) grant that is integrated with Coordinated Entry

to ensure the most vulnerable clients in the system are assisted first with wrap around services to

quickly rehouse them.

Safety planning. The coordinated entry process has protocols in place to ensure the safety of the

individuals seeking assistance. CAP staff are trained to connect domestic violence victims with the

crisis hotline quicky. These protocols ensure that people fleeing domestic violence have safe and

confidential access to the coordinated entry process and domestic violence services. Data collection

at these locations adhere to the Violence Against Women Act (VAWA).

Using HMIS and other systems for coordinated entry. The CoC uses the HMIS to collect VI-

SPDAT surveys, populate the community-wide prioritization list and manage housing offers for

clients.

Full coverage. The Coordinated Entry system covers the CoC’s entire geographic area of

Hamilton County and the City of Cincinnati. For programs that serve people outside of this

geographic area, Coordinated Entry works to assist them in matching them to eligible clients wishing

to live in these outlying areas.

13. FY 2017 CoC Competition Report (HDX Report)

1. FY 2017 CoC Competition Report

Total Population PIT Count Data

2016 PIT 2017 PIT

Total Sheltered and Unsheltered Count 1116 1162

Emergency Shelter Total 761 829

Safe Haven Total 0 0

Transitional Housing Total 295 259

Total Sheltered Count 1056 1088

Total Unsheltered Count 60 74

Chronically Homeless PIT Counts

2016 PIT 2017 PIT

Total Sheltered and Unsheltered Count of Chronically Homeless Persons 24 90

Sheltered Count of Chronically Homeless Persons 24 64

Unsheltered Count of Chronically Homeless Persons 0 26

Homeless Households with Children PIT Counts

2016 PIT 2017 PIT

Total Sheltered and Unsheltered Count of the Number of Homeless Households with Children 80 80

Sheltered Count of Homeless Households with Children 80 80

Unsheltered Count of Homeless Households with Children 0 0

Homeless Veteran PIT Counts

2011 2016 2017

Total Sheltered and Unsheltered Count of the Number of Homeless Veterans 192 185 192

Sheltered Count of Homeless Veterans 186 183 190

Unsheltered Count of Homeless Veterans 6 2 2

2017 HDX Competition ReportPIT Count Data for OH-500 - Cincinnati/Hamilton County CoC

9/7/2017 11:16:59 AM 1

HMIS Bed Coverage Rate

Project Type Total Beds in 2017 HIC

Total Beds in 2017 HIC

Dedicated for DV

Total Beds in HMIS

HMIS Bed Coverage

Rate

Emergency Shelter (ES) Beds 650 72 578 100.00%

Safe Haven (SH) Beds 0 0 0 NA

Transitional Housing (TH) Beds 321 60 261 100.00%

Rapid Re-Housing (RRH) Beds 1215 30 1185 100.00%

Permanent Supportive Housing (PSH) Beds 2342 0 2342 100.00%

Other Permanent Housing (OPH) Beds 0 0 0 NA

Total Beds 4,528 162 4366 100.00%

PSH Beds Dedicated to Persons Experiencing Chronic Homelessness

Chronically Homeless Bed Counts 2016 HIC 2017 HIC

Number of CoC Program and non-CoC Program funded PSH beds dedicated for use by chronically homeless persons identified on the HIC

622 687

Rapid Rehousing (RRH) Units Dedicated to Persons in Household with Children

Households with Children 2016 HIC 2017 HIC

RRH units available to serve families on the HIC 283 271

HIC Data for OH-500 - Cincinnati/Hamilton County CoC 2017 HDX Competition Report

9/7/2017 11:16:59 AM 2

Rapid Rehousing Beds Dedicated to All Persons

All Household Types 2016 HIC 2017 HIC

RRH beds available to serve all populations on the HIC 1082 1215

HIC Data for OH-500 - Cincinnati/Hamilton County CoC 2017 HDX Competition Report

9/7/2017 11:16:59 AM 3

Summary Report for OH-500 - Cincinnati/Hamilton County CoC

Measure 1: Length of Time Persons Remain Homeless

a. This measure is of the client’s entry, exit, and bed night dates strictly as entered in the HMIS system.

Universe (Persons)

Average LOT Homeless (bed nights)

Median LOT Homeless (bed nights)

Previous FY Current FY Previous FY Current FY Difference Previous FY Current FY Difference

1.1 Persons in ES and SH 5373 5548 43 45 2 27 29 2

1.2 Persons in ES, SH, and TH 6056 6031 82 64 -18 36 34 -2

b. Due to changes in DS Element 3.17, metrics for measure (b) will not be reported in 2016.

Universe (Persons)

Average LOT Homeless (bed nights)

Median LOT Homeless (bed nights)

Previous FY Current FY Previous FY Current FY Difference Previous FY Current FY Difference

1.1 Persons in ES and SH - 5553 - 135 - - 49 -

1.2 Persons in ES, SH, and TH - 6034 - 159 - - 57 -

Metric 1.1: Change in the average and median length of time persons are homeless in ES and SH projects. Metric 1.2: Change in the average and median length of time persons are homeless in ES, SH, and TH projects.

This measures the number of clients active in the report date range across ES, SH (Metric 1.1) and then ES, SH and TH (Metric 1.2) along with their average and median length of time homeless. This includes time homeless during the report date range as well as prior to the report start date, going back no further than October, 1, 2012.

This measure includes data from each client’s “Length of Time on Street, in an Emergency Shelter, or Safe Haven” (Data Standards element 3.17) response and prepends this answer to the client’s entry date effectively extending the client’s entry date backward in time. This “adjusted entry date” is then used in the calculations just as if it were the client’s actual entry date.

NOTE: Due to the data collection period for this year’s submission, the calculations for this metric are based on the data element 3.17 that was active in HMIS from 10/1/2015 to 9/30/2016. This measure and the calculation in the SPM specifications will be updated to reflect data element 3.917 in time for next year’s submission.

FY2016 - Performance Measurement Module (Sys PM)

2017 HDX Competition Report

9/7/2017 11:17:00 AM 4

Measure 2: The Extent to which Persons who Exit Homelessness to Permanent Housing Destinations Return to Homelessness

Total # of Persons who Exited to a Permanent Housing

Destination (2 Years Prior)

Returns to Homelessness in Less

than 6 Months(0 - 180 days)

Returns to Homelessness from 6

to 12 Months(181 - 365 days)

Returns to Homelessness from

13 to 24 Months(366 - 730 days)

Number of Returnsin 2 Years

# of Returns % of Returns # of Returns % of Returns # of Returns % of Returns # of Returns % of Returns

Exit was from SO 173 8 5% 9 5% 5 3% 22 13%

Exit was from ES 2714 259 10% 171 6% 254 9% 684 25%

Exit was from TH 514 37 7% 29 6% 37 7% 103 20%

Exit was from SH 0 0 0 0 0

Exit was from PH 949 68 7% 45 5% 61 6% 174 18%

TOTAL Returns to Homelessness 4350 372 9% 254 6% 357 8% 983 23%

This measures clients who exited SO, ES, TH, SH or PH to a permanent housing destination in the date range two years prior to the report date range. Of those clients, the measure reports on how many of them returned to homelessness as indicated in the HMIS for up to two years after their initial exit.



9/7/2017 11:17:00 AM 5

Measure 4: Employment and Income Growth for Homeless Persons in CoC Program-funded Projects

Metric 4.1 – Change in earned income for adult system stayers during the reporting period

Measure 3: Number of Homeless Persons

Metric 3.1 – Change in PIT Counts

This measures the change in PIT counts of sheltered and unsheltered homeless person as reported on the PIT (not from HMIS).

2015 PIT Count

Most Recent PIT Count Difference

Universe: Total PIT Count of sheltered and unsheltered persons 1063 1116 53

Emergency Shelter Total 707 761 54

Safe Haven Total 0 0 0

Transitional Housing Total 306 295 -11

Total Sheltered Count 1013 1056 43

Unsheltered Count 50 60 10

Metric 3.2 – Change in Annual Counts

This measures the change in annual counts of sheltered homeless persons in HMIS.

SubmittedFY 2015 Current FY Difference

Universe: Unduplicated Total sheltered homeless persons 6138 6102 -36

Emergency Shelter Total 5444 5613 169

Safe Haven Total 0 0 0

Transitional Housing Total 1077 666 -411



9/7/2017 11:17:00 AM 6


Universe: Number of adults (system stayers) 1245 1295 50

Number of adults with increased earned income 120 105 -15

Percentage of adults who increased earned income 10% 8% -2%

Metric 4.2 – Change in non-employment cash income for adult system stayers during the reporting period



Number of adults with increased non-employment cash income 506 318 -188

Percentage of adults who increased non-employment cash income 41% 25% -16%

Metric 4.3 – Change in total income for adult system stayers during the reporting period



Number of adults with increased total income 604 404 -200

Percentage of adults who increased total income 49% 31% -18%

Metric 4.4 – Change in earned income for adult system leavers


Universe: Number of adults who exited (system leavers) 786 619 -167

Number of adults who exited with increased earned income 245 193 -52

Percentage of adults who increased earned income 31% 31% 0%

Metric 4.5 – Change in non-employment cash income for adult system leavers



Number of adults who exited with increased non-employment cash income 225 127 -98

Percentage of adults who increased non-employment cash income 29% 21% -8%



9/7/2017 11:17:00 AM 7

Metric 4.6 – Change in total income for adult system leavers



Number of adults who exited with increased total income 442 300 -142

Percentage of adults who increased total income 56% 48% -8%

Measure 5: Number of persons who become homeless for the 1st time

Metric 5.1 – Change in the number of persons entering ES, SH, and TH projects with no prior enrollments in HMIS


Universe: Person with entries into ES, SH or TH during the reporting period. 5371 5480 109

Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. 1627 1511 -116

Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time)

3744 3969 225

Metric 5.2 – Change in the number of persons entering ES, SH, TH, and PH projects with no prior enrollments in HMIS


Universe: Person with entries into ES, SH, TH or PH during the reporting period. 6233 6294 61

Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. 1960 1832 -128

Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time.)

4273 4462 189



9/7/2017 11:17:00 AM 8

Measure 6: Homeless Prevention and Housing Placement of Persons de ined by category 3 of HUD’s Homeless De inition in CoC Program-funded Projects

This Measure is not applicable to CoCs in 2016.



9/7/2017 11:17:00 AM 9

Measure 7: Successful Placement from Street Outreach and Successful Placement in or Retention of Permanent Housing


Universe: Persons who exit Street Outreach 719 749 30

Of persons above, those who exited to temporary & some institutional destinations 181 197 16

Of the persons above, those who exited to permanent housing destinations 172 263 91

% Successful exits 49% 61% 12%

Metric 7a.1 – Change in exits to permanent housing destinations

Metric 7b.1 – Change in exits to permanent housing destinations


Universe: Persons in ES, SH, TH and PH-RRH who exited 5505 5425 -80

Of the persons above, those who exited to permanent housing destinations 3153 3041 -112

% Successful exits 57% 56% -1%

Metric 7b.2 – Change in exit to or retention of permanent housing


Universe: Persons in all PH projects except PH-RRH 2569 2554 -15

Of persons above, those who remained in applicable PH projects and those who exited to permanent housing destinations 2493 2493 0

% Successful exits/retention 97% 98% 1%



9/7/2017 11:17:00 AM 10

OH-500 - Cincinnati/Hamilton County CoC

This is a new tab for FY 2016 submissions only. Submission must be performed manually (data cannot be uploaded). Data coverage and quality will allow HUD to better interpret your Sys PM submissions.

Your bed coverage data has been imported from the HIC module. The remainder of the data quality points should be pulled from data quality reports made available by your vendor according to the specifications provided in the HMIS Standard Reporting Terminology Glossary. You may need to run multiple reports into order to get data for each combination of year and project type.

You may enter a note about any field if you wish to provide an explanation about your data quality results. This is not required.

FY2016 - SysPM Data Quality2017 HDX Competition Report

9/7/2017 11:17:00 AM 11

All ES, SH All TH All PSH, OPH All RRH All Street Outreach

2012-2013

2013-2014

2014-2015

2015-2016

2012-2013

2013-2014

2014-2015

2015-2016

2012-2013

2013-2014

2014-2015

2015-2016

2012-2013

2013-2014

2014-2015

2015-2016

2012-2013

2013-2014

2014-2015

2015-2016

1. Number of non-DV Beds on HIC 505 531 538 604 701 287 271 291 1770 2092 2347 2267 646 948 933 1042

2. Number of HMIS Beds 505 525 538 604 701 277 271 291 1569 1882 2003 2254 646 856 933 1003

3. HMIS Participation Rate from HIC ( % )

100.00 98.87 100.00 100.00 100.00 96.52 100.00 100.00 88.64 89.96 85.34 99.43 100.00 90.30 100.00 96.26

4. Unduplicated Persons Served (HMIS)

5579 5551 5442 5730 1804 1277 1084 721 2378 2458 2635 2654 939 1989 2253 2418 863 821 781 616

5. Total Leavers (HMIS) 4959 5036 4844 5071 1203 795 856 502 611 300 434 403 285 1138 1293 1306 619 579 532 422

6. Destination of Don’t Know, Refused, or Missing (HMIS)

1185 1259 1324 1595 99 90 97 85 15 14 23 15 7 21 42 21 222 182 230 169

7. Destination Error Rate (%) 23.90 25.00 27.33 31.45 8.23 11.32 11.33 16.93 2.45 4.67 5.30 3.72 2.46 1.85 3.25 1.61 35.86 31.43 43.23 40.05

FY2016 - SysPM Data Quality2017 HDX Competition Report

9/7/2017 11:17:00 AM 12

Date of PIT Count

Date Received HUD Waiver

Date CoC Conducted 2017 PIT Count 1/24/2017

Report Submission Date in HDX

Submitted On Met Deadline

2017 PIT Count Submittal Date 5/1/2017 Yes

2017 HIC Count Submittal Date 5/1/2017 Yes

2016 System PM Submittal Date 5/25/2017 Yes


9/7/2017 11:17:00 AM 13

Date post:	16-Jul-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times