AGENDA Columbus and Franklin County, Ohio Continuum of ...… · Columbus and Franklin County, Ohio...

AGENDA Columbus and Franklin County, Ohio

Continuum of Care Meeting Thursday, June 4, 2020

12:00 – 2:00pm

Virtual Meeting

Time Item Presenter Action

12:00 pm Welcome and Agenda Review/Approval

Kim Stands

12:05 pm Administrative Issues

〈 Approve minutes from January 27, 2020 meeting (A)

〈 Review recommendations for CoC and CoC Board membership (A) (R)

〈 Review Governance and Policy Statements and Annual Plan (A) (R)

〈 Conflict of Interest Forms (A)

Kim Stands

✓

✓

✓

12:35 pm Strategic Issues

〈 Review Annual Funding Strategy (A) (R)

〈 Review Annual Funding Allocations (A) (R)

〈 System Performance Measures (A)

〈 Point-in-Time Count Data (A)

Lianna Barbu

✓

✓

1:05 pm System and Community Framework Updates

〈 System and Program Indicator Report – Q3 (A)

〈 A Place to Call Home FY21 Plan (A)

〈 Homeless Crisis Response System COVID-19 Response

o Response to date

o Current status

o Planning activities for next 3-24 months

Lianna Barbu

Tom Albanese

Kim Stands

1:30pm New Project Updates

〈 PH Concept Papers (A) (R)

〈 Prioritization of New Projects for FY20 CoC Competition (A) (R)

〈 PSH Development Update (A)

Lianna Barbu

✓

✓

2:00 pm Adjourn

Next CoC Board Meeting: TBD, depending on HUD CoC application timeline

(A) = Attachment (H) = Handout (P) = Previously Distributed (R) = Resolution

CoC Meeting - 6.4.20 -

SUMMARY

Columbus and Franklin County, Ohio

Continuum of Care Meeting Thursday, June 4, 2020

12:00pm – 2:00pm

Virtual Meeting

The full meeting packet is posted on the CoC website here.

Administrative Issues

CoC Membership

Decision required – review recommendations and determine membership for next fiscal year

Each spring prior to the start of the fiscal year, the CoC reviews CoC membership to make any

necessary changes. The CoC Board’s recommendations can be found in the meeting packet, as

part of the Resolution to Approve the Recommendations for CoC Membership.

CoC Governance and Annual Plan

Decision required –Approve governance and annual plan for the next fiscal year

〈 CSB is proposing minor clarifications to the Governance and Policy Statements this year.

There are no substantive changes to the document. The proposed edits are in track

changes in the meeting packet. The Annual Plan follows the HUD schedule and the

Governance.

〈 All CoC members must complete a conflict of interest disclosure form annually by July 1

to continue participation. In lieu of the paper form, members can complete an online

form this year, available here.

Strategic Issues

Funding Strategy and Allocations

Decision required – review and approve funding strategy and allocations

Many of the recommended funding levels are consistent with last year’s allocations. Changes

for FY21 include:

〈 CSB will serve as a Unified Funding Agency for ODSA funds

〈 Addition of COVID-19 costs

〈 Reallocation of funds due to the transition of PSH units from CHN and Alvis to Homefull

〈 Reallocation of funds from CMHA to CSB for rental assistance administration.

〈 New funding allocations include: a homelessness prevention network demonstration

project, Homefull single adult rapid re-housing, and expansion of HFF family rapid re-

housing.

System Performance Measures

In scoring CoC applications, HUD looks at each CoC’s system performance year over year. CSB

will review system performance measure data for FY19 which has been submitted to HUD.

Point-in-Time Count Data

Each year CSB prepares Point-in-Time Count Data based on the annual sheltered and

unsheltered count and data from CSP.

The number of sheltered individuals increased by 78. It has become increasingly difficult

in our community to find affordable housing with landlords willing to rent to those

experiencing homelessness, especially families.


http://www.columbusfranklincountycoc.org/meetings/

https://docs.google.com/forms/d/e/1FAIpQLSfDZku7XskytVtrjYaBUoSylwotNdADmGWbpNZIbfIEXc08Pg/viewform?usp=sf_link

The number of chronically homeless individuals increased by 80 and the number of

veterans experiencing homelessness increased by 5.

The number of unsheltered persons increased by 51. Sheltering capacity decreased by

40 units.

System and Community Framework Updates

CSB will provide an overview of the Q3 System & Program Indicator Report and updates on

the community framework, A Place to Call Home, and COVID-19 response efforts.

New Project Updates

Permanent Housing Concept Papers

Decision required -- review CoC Board recommendations and request Project Plans

The following projects have requested prioritization for 2021 OHFA tax credits. The CoC Board

recommends that the CoC request Project Plans for the latter two Concept Papers in

preparation for 2021 OHFA prioritization.

〈 N^^ Berwyn East Place - Project Plan was approved by the CoC and prioritized second for

2020 OHFA tax credits

〈 CHN Poplar Fen Place - Project Plan was approved by the CoC and prioritized third for

2020 OHFA tax credits

〈 CHN Touchstone Field Place Phase 2 - Concept Paper submitted (Phase 1 Project Plan

was approved by the CoC and prioritized first for 2020 OHFA tax credits)

〈 CHN CH-PSH YMCA Replacement - Concept Paper submitted (this would be another

phase of 40 W. Long Street replacement housing, at a separate site from Touchstone

Field Place)

New Project Prioritization for the FY20 CoC Competition

Decision required – review CoC Board recommendations and determine CoC application

prioritization

The following projects have requested prioritization for the FY20 CoC Competition. The CoC

Board recommends that the CoC request CoC applications from all of the project sponsors and

recommends the following prioritization for the FY20 CoC Competition:

1. CHN Parsons Place - This project was awarded CoC funds in the FY16 CoC

Competition. CHN anticipates a need for additional supportive services funds and

has submitted a Concept Paper that includes this request. The CoC Board

recommends that the CoC prioritize this project on the condition that CHN first

attempt to secure services funds from another source. If CHN is successful, the

project would no longer need CoC funds and would be removed from prioritization.

Projects 2, 3, and 4 would move up to slots 1, 2, and 3.

2. CHN Touchstone Field Place - Project Plan was approved by the CoC. CHN has

submitted a Concept Paper that includes services funding and a capital funding

request

3. CHN Touchstone Field Place Phase 2 - Concept Paper submitted for a capital funding

request for a 4% tax credit application

4. N^^ Berwyn East Place - Project Plan was approved by the CoC and prioritized second

for 2020 OHFA tax credits

PSH Development Updates

CHN has provided updates on Marsh Brook Place, Parsons Place, Creekside Place and

Touchstone Field Place development.


1

Meeting Minutes

Continuum of Care Meeting Monday, January 27, 2020

11:00am – 12:30pm

Community Shelter Board

Attendees

Continuum of Care (CoC) Members: Andy Keller, Attalah London, Tatyanna Lucas, Buck Bramlish,

Carl Landry, Chad Meek, Tina Rutherford, Debbie Donahey, Dennis Jeffrey, Dion Robinson, Donna

Mayer, Emerald Hernandez, Felisha Lyons, Jeff Pattison, Jerome Johnson, Jon Cardi, Jon Welty, Amy

Funk, Kim Stands, Michelle Heritage, Nancy Case, Christopher Maitland, Robin Harris, Sam Shuler,

Sue Villilo, Adam Negley

Community Shelter Board (CSB) staff: Tom Albanese, Lianna Barbu, Hannah King

Guests: Amy Rosenthal, Michelle Norris (N^^); Holly Saelens (Molina Healthcare); Ryan Cassell,

Noel Welsh (CHN); Sue Darby (YMCA); Lynn Rosenthal (Center for Family Safety and Healing);

Matthew Zelnik (Franklin County Veterans Service Commission)

Continuum of Care (CoC) Members (not in attendance): Becky Westerfelt (Huckleberry House),

Emily Savors (Columbus Foundation), Geoff Stobart (Franklin County Jail), Mark Paxson (Franklin

County), John Edgar (Church and Community Development for All People), Keith McCormish

(Columbus Coalition for the Homeless), Kythryn Carr Harris (ADAMH Board), Michael Wilkos (United

Way of Central Ohio), Lisa Defendiefer (Capital Crossroads & Discovery SID), Lisa Patt-McDaniel

(Workforce Development Board of Central Ohio), Paula Haines (Freedom a la Cart), Sheila

Prillerman (CSB Board), Steve Gladman (Affordable Housing Trust), Terri Power (Corporation for

Supportive Housing)

Welcome and Agenda Review/Approval

Kim welcomed the group and reviewed the agenda.

PSH Development

Lianna reviewed the permanent housing development process. The CoC is responsible for

reviewing, approving, and prioritizing Concept Papers and Project Plans. She provided an overview

of the three Project Plans scheduled for presentation and prioritization at this meeting.

N^^ Berwyn East Place Project Plan

Amy Rosenthal of National Church Residences (N^^) presented the details of the proposed

development.

The project will have 88 one-bedroom units and is located on East Livingston

Avenue, adjacent to N^^ Common at Livingston.

The target population is people 55 years of age and older with advanced geriatric

conditions. Thirty-six units are designated for people experiencing homelessness, and

52 units are designated for extremely low-income seniors. A portion of each block of

units is designated for individuals associated with UnitedHealth Group (UHG) or Molina

Healthcare plans. Prospective tenants for these units must be covered by one of the two

health plans at move-in.


2

The project will use a “triple blend” management model integrating property

management, care coordination, and onsite health and wellness services with the

goal of helping residents age in place. N^^ is the service provider. People who have

experienced homelessness present with the medical needs of non-homeless individuals

twenty years older.

The approximate cost of the project is $15.6 million. Traditional capital sources will be used.

CMHA has committed 44 Housing Choice Vouchers (HCV), and Molina Healthcare and UHG

have provided service commitments. The building will be fully leased in summer 2022.

Michelle Norris noted that N^^’s Board passed a resolution in 2000 relative to the

Commons at Grant project which formalized the organization’s commitment to pursue

housing projects for people who have experienced homelessness. She pointed out N^^’s

20+ year history with CSB and gave examples of how N^^’s service model has evolved over

time to meet community needs. The Berwyn East Place project strives to holistically serve

the community’s growing senior population while recognizing changes in the healthcare

industry that have resulted from the Affordable Care Act.

Holly Saelens shared Molina’s excitement about participating in housing initiatives for the

benefit of their members.

CHN Poplar Fen Place Project Plan

Ryan Cassell of Community Housing Network (CHN) presented the details of the proposed

development.

The project will have 40 one-bedroom units and is located on Chatterton Road, adjacent to

Marsh Brook Place. The building would open in fall 2022.

The target population is people 55 years of age and older with a disability. Thirty-two units

are designated for people experiencing homelessness, and 8 units are designated for

homeless or at-risk individuals with a serious mental illness.

The project will offer integrated primary and behavioral health services. Aryes will operate a

24/7 front desk, as recommended by the Citizens Advisory Council (CAC). N^^ is the service

provider. Ryan described the community need for housing for seniors who have experienced

homelessness and noted CHN’s experience in serving this population at its former Hotel St.

Clair location. N^^ started providing supportive services at CHN properties two years ago

and is now the service partner for four projects.

Because this project is adjacent to Marsh Brook Place, community engagement is already

strong. The close proximity of the two projects provides opportunities for intergenerational

programming. CHN plans to heed the CAC’s advice on this concept by designing intentional,

tenant-driven programming.

Capital sources include Ohio Housing Finance Agency (OHFA) Housing Development

Assistance Program, City and County HOME, and Federal Home Loan Bank (FHLB) funds. No

rental subsidy commitment has been secured to date.

Buck observed that CHN PSH properties tend to be colocated and asked whether there is a

downside to this concentration of units, such as economic depression. Ryan replied that

communities sometimes voice this concern, but the total number of units proposed for

Marsh Brook Place and Poplar Fen Place is 80, which is relatively low. CHN tries to secure

development sites throughout the city, but is limited by the availability of bus lines,

affordable property, rezoning barriers, and the willingness of sellers to take their property off

the market during the lengthy tax credit application process.


3

Nancy asked how tenant rent responsibility would be calculated at both of the projects

presented thus far. Michelle Norris answered that at Berwyn East Place, 44 units would

have rent subsidies through HCVs and tenants would be required to contribute 30% of their

income toward rent. The remaining units would be income-restricted and rents would be

determined on a sliding scale. At Poplar Fen Place, all units would have rent subsidies and

tenants would be required to contribute 30% of their income toward rent.

Jon Cardi confirmed the cost per unit for Poplar Fen Place ($238,996) and asked whether

there is an opportunity for greater impact at a lower cost. Ryan noted that that the proposed

development is small, which drives up the cost per unit. PSH is more expensive to develop

than market rate housing, largely due to heavy regulation. Additionally, market rate housing

can be paid off through ongoing operational revenue; operational revenue is much lower for

PSH. An upside to small PSH developments is that communities are more accepting of the

projects since there is a low concentration of people with extremely low incomes. Ryan

referenced a 2014 Enterprise and Urban Land Institute study which details other factors

that contribute to the high cost of affordable rental housing development.

Michelle Heritage noted that the CoC may be able to support the City in its efforts to garner

support for the development of affordable housing county-wide. Emerald added that CoC

members can help counter misinformation and assumptions about PSH developments and

residents in gatherings like area commission meetings.

Jon Cardi questioned whether the prioritization of seniors in PSH development is the best

strategy for the community, given that seniors are a small segment of the local population.

CHN Touchstone Field Place Project Plan

Ryan Cassell of Community Housing Network (CHN) presented the details of the proposed

development.

The project will have 56 one-bedroom units and is located on Lockbourne Road in the

Marion Franklin neighborhood. This would be the first of two Touchstone Field Place phases.

The second phase would have 44 units.

The target population is chronically homeless individuals with a disability. Forty-four of the

56 units will be made available to YMCA’s current 40 W. Long Street residents. The project

will offer integrated primary and behavioral health services.

Sue Darby (YMCA) summarized YMCA’s decision to close the 40 W. Long Street building,

whose maintenance and depreciation costs result in large losses for the organization

annually. She described the current single room occupancy units, which are small and lack

private restrooms and kitchen space. Touchstone Field Place will offer higher quality

efficiency units. In order to maintain continuity of care, YMCA will provide supportive services

and operate the 24/7 front desk.

Ryan explained that FHLB does not consider transferred residents to be homeless. In order

to retain eligibility for FHLB funds, CHN will dedicate 12 units to chronically homeless

individuals who will not transfer from an existing project. CHN has secured a commitment

from CMHA for 56 HCVs.

After the presentations concluded, Kim reviewed the proposed resolution to prioritize PSH projects

for the 2020 OHFA application. The CoC Board has recommended the following prioritization for the

OHFA application and City/County capital development funds, pending availability and OHFA

prioritization:


https://www.enterprisecommunity.org/resources/bending-cost-curve-solutions-expand-supply-affordable-rentals-13127

4

Project Name Priority

Touchstone Field Place 1

Berwyn East Place 2

Poplar Fen Place 3

Michelle Heritage noted that N^^’s Berwyn East Place project is not in alignment with the

prioritization resolution passed by the CoC on November 19, 2019. However, the project

concept was in development before this resolution was passed. The CoC Board recommends

the project be grandfathered in and eligible for prioritization. No opposition was voiced by

the group. Michelle explained that the CoC Board has recommended giving Touchstone Field

Place first priority because the project will provide replacement units for individuals who are

currently housed.

Debbie asked what will happen to the YMCA residents who are not able to transfer to

Touchstone Field Place. Michelle replied that YMCA is strategizing how they can replace

these very affordable units elsewhere in the community. Kim added that YMCA is looking at

a five year timeframe to relocate all residents, and the earliest any residents would be

relocated is two years from now. YMCA has committed to rehousing all of its current

residents.

Nancy moved to approve the following prioritization for the 2020 OHFA tax credit application

process: Touchstone Field Place; Berwyn East Place; Poplar Fen Place. She moved to

recommend the same prioritization for City of Columbus and Franklin County capital

development funds, pending availability and OHFA prioritization. Chad Meek seconded, Sam

Shuler abstained, and Jon Cardi opposed the motion. The motion passed.

Michelle Heritage asked Jon Cardi to share why he opposed the motion. Jon explained that

the CoC has approved PSH developments in the past that cost $108,000 - $140,000 per

unit, and the cost per unit for the projects prioritized today is much higher than this. He does

not think this is the best use of the community’s funds and suggested the CoC consider

other ways to approach the need for additional housing in the community.

Administrative Issues

Minutes

Kim asked for any corrections to or comments on the minutes from the November 11, 2019 CoC

meeting. Michelle Heritage moved to approve the minutes, Jerome seconded, and the CoC agreed.

Annual Financial Report

Lianna presented the annual financial report for FY19, which summarizes system-wide sources and uses of funds and analyzes costs per households served and costs per successful outcomes for all program types.

City, County, and State revenues show variances between budgeted and actual amounts because these grants’ contract periods do not align with CSB’s fiscal year. CSB does spend 100% of these grant funds. CSB manages the timing, scope, and use of 80 – 100 funding sources annually.

Christopher referenced CSB’s recent requests for additional rapid rehousing and prevention funds. He asked whether this funding, if granted, would go to new or existing programs. Michelle answered that the funding would be used to expand existing programs that serve families.


5

PSH Unit Cost Matrix

Lianna presented the PSH unit cost matrix, which compares different variations of PSH, analyzing the actual per-unit costs of each type versus budgeted amounts. This allows the CoC to identify trends and provides a baseline for evaluating future PSH developments.

The actual mean cost of a homeless unit was $12,918, less than the budgeted mean of $14,334.

Single-site PSH units have higher costs due to the cost of front desk services.

Strategic Issues

FY20 Q1 System and Program Indicator Report

Lianna provided a brief overview of this regular report.

Netcare Access Homeless Hotline, Huckleberry House Emergency Shelter for Youth, and Maryhaven Engagement Center were recognized as programs of excellence. Maryhaven’s Engagement Center performance is especially notable, as it has improved greatly despite the high needs and historically low successful outcomes of those it serves.

Family System Emergency Shelter: At 40 days, the average length of stay has more than doubled since FY16 (then 19 days). The average nightly occupancy has reached the highest rate historically at 194 households. This negatively impacts the rate of successful housing outcomes. Family shelters are operating in an overflow state year-round.

A new special population dashboard has been added for families. Over 1,000 families were served system-wide during Q1. The rates of successful housing outcomes by program type indicate that rapid rehousing and prevention are the most effective programs in which to invest.

Kim reminded the group that the full report is available on CSB’s website for further perusal.

System and Community Framework Updates

Neither System Gaps nor Veterans were discussed due to time constraints.

Tom reported that CSB will conduct the annual Point-in-Time Count on Wednesday, January 29.

Volunteers are still needed; please contact Erin Maus at CSB if you are available and interested.

The results of the Count will be shared at the next CoC meeting.

Meeting Adjourned.


https://www.csb.org/news-and-publications/publications

5/18/2020

Continuum of Care

HUD required membership Organization Member

Non-profit homeless assistance

providers (rotating consideration)


Community Housing Network

Michelle Heritage

Samantha Shuler

Youth homeless organizations

(rotating consideration)

Huckleberry House Becky Westerfelt

Victim service providers


Lutheran Social Services CHOICES for Victims of Domestic

Violence

Sue Villilo

Faith-based organizations


Church and Community Development for All People Reverend John Edgar

Local Governments Columbus City Council

Columbus Mayor’s Office

City of Columbus

Franklin County

Priscilla Tyson

Emerald Hernandez

Kim Stands

Jim Schimmer

Street Outreach


Capital Crossroads and Discovery SID Lisa Defendiefer

Businesses


The Columbus Foundation

CSB Board Member

CSB Board Member

CSB Board Member

Emily Savors

Jon Cardi

Sheila Prillerman

Andy Keller

Advocates and other homeless

subpopulation advocates (rotating

consideration)

Columbus Coalition for the Homeless

Corporation for Supportive Housing

Legal Aid Society of Columbus

Youth Action Board

Keith McCormish

Terri Power

Donna Mayer

Attalah London (alt. Tatyanna

“Kale” Lucas)

Agencies that serve survivors of human

trafficking


Freedom a la Cart Paula Haines

Public Housing Authorities Columbus Metropolitan Housing Authority Charles Hillman

School administrators/Homeless

liaisons

Columbus City Schools – Project Connect Foster Ugbana / Felisha Lyons

Employment services


Workforce Development Board of Central Ohio Lisa Patt-McDaniel

Social Service Providers

Franklin County Children Services and Committee to

Address Youth Experiencing Homelessness

Chip Spinning


5/18/2020

Franklin County Department of Job and Family Services

Franklin County Office on Aging

Franklin County Board of Developmental Disabilities

United Way of Central Ohio

Robin Harris

Keena Smith

Jeff Pattison

Lisa Courtice

Mental Health and Substance Abuse

Service Organizations

ADAMH Board

Twin Valley Behavioral Healthcare

David Royer

Adam Negley (interim)

Hospitals (rotating consideration) OhioHealth Debbie Donahey

Universities Columbus State Community College Nancy Case

Affordable Housing Developers Affordable Housing Trust Corporation

Ohio Capital Corporation for Housing

Steve Gladman

Jonathan Welty

Law Enforcement Columbus Police Department Lt. Dennis Jeffrey

Local Jail Franklin County Jail Chief Deputy Geoff Stobart

Veterans Organizations Veterans Administration

Veterans Service Commission

Carl Landry

Robert Bramlish

Homeless or formerly homeless persons


Citizens Advisory Council

Citizens Advisory Council

Jerome Johnson (alt. Sally Shaffer)

Dion Robinson (alt. James Brooks)

Continuum of Care Board

Organization Member

City of Columbus Kim Stands

Franklin County Jim Schimmer

Citizens Advisory Council Jerome Johnson (alt. Sally Shaffer)

ADAMH David Royer

Columbus Metropolitan Housing Authority Charles Hillman

United Way of Central Ohio Lisa Courtice

The Columbus Foundation Emily Savors

Columbus Coalition for the Homeless Keith McCormish

Affordable Housing Trust Corporation Steve Gladman

Ohio Capital Corporation for Housing Jonathan Welty

Community Shelter Board Michelle Heritage



Continuum of Care Board

June 4, 2020

Resolution to Approve the Recommendations for

Continuum of Care (CoC) Membership

WHEREAS, in accordance with the Columbus and Franklin County Continuum of Care

Governance and Policy Statements for the CoC membership, the CoC Board is to

propose annually new member participation for the CoC;

WHEREAS, in accordance with the Columbus and Franklin County Continuum of Care

Governance and Policy Statements for the CoC structure, the CoC Board is to elect

from its membership the CoC and CoC Board chair to serve for a term of two fiscal

years;

WHEREAS, the U.S. Department of Housing and Urban Development recommends

CoCs include a representative from an LGBTQ+-serving organization or advocacy

group;

WHEREAS, the CoC Board recommends YMCA of Central Ohio (Sue Darby) replace

Community Housing Network in the non-profit homeless assistance providers

category;

WHEREAS, the CoC Board recommends Sanctuary Night (Hannah Estabrook) replace

Freedom a la Cart in the agencies that serve survivors of human trafficking category;

WHEREAS, the CoC Board recommends Sonya Thesing replace Becky Westerfelt as

the representative from Huckleberry House in the youth homeless organizations

category;

WHEREAS, the CoC Board recommends the addition of a new membership seat on

the CoC for an LGBTQ+-serving organization or advocacy group and recommends

Equitas Health (Kelsey Strausbaugh) to serve in this capacity;

WHEREAS, the CoC Board recommends that Keith McCormish (Columbus Coalition

for the Homeless) replace Kim Stands as CoC and CoC Board chair for the term

beginning July 1, 2020.

THEREFORE, be it resolved that the CoC approves the CoC membership as

recommended by the CoC Board.

Approved by voice vote.

Witnessed by:

_____________________________________ June 4, 2020

Kim Stands, Chair Date


Columbus and Franklin County Continuum of Care Governance and Policy Statements

Continuum of Care Structure under the HEARTH Act The Continuum of Care (CoC) is the group composed of representatives of relevant organizations that are organized to plan for and provide, as necessary, a system of outreach, engagement, and assessment; emergency shelter; rapid re-housing; transitional housing; permanent housing; and homelessness prevention strategies to address the various needs of persons experiencing homelessness or at risk of experiencing homelessness for a specific geographic area. The Continuum is responsible for coordinating and implementing a system for its geographic area to meet the needs of the homeless population and subpopulations within the geographic area. The CoC’s primary responsibilities under the HEARTH Act include the following:

〈 Operating the CoC 〈 Designating and operating a Homeless Management Information System

(HMIS) 〈 CoC planning

In Columbus and Franklin County, Ohio the CoC (formerly the Rebuilding Lives Funder Collaborative) provides stewardship for all the strategies developed under A Place to Call Home and A Place to Call Home for Youth : A F (f ramework s for a A ction to a A ddress H h omelessness in Columbus and Franklin County ) (formerly the Rebuilding Lives Plan) and provides funding for the capital, services, and operations of supportive housing in Columbus and Franklin County, coordinates activities for the new framework s , promotes collaboration to achieve goals and strategies, and secures resources for programs and projects. The policy statements below govern the work of the CoC. The policies are organized into different areas. The CoC annually reviews and approves these policies and an annual plan.

I. Structure II. CoC Responsibilities III. CoC Board Responsibilities IV. Community Shelter Board (CSB) Activities V. HMIS Activities VI. Partner Agency Activities VII. Citizens Advisory Council and Youth Action Board Activities VIII. Committees, Subcommittees, and Workgroups

1 S:\Framework for Action\Funder Collaborative\Organizational\2019-2020\Continuum of Care Structure FY 2020_FINAL.docx


I. Structure The CoC membership comports with HUD requirements as listed below. The CoC annually reviews and approves its membership, inclusive of new members. A CoC Board, with representatives from the CoC, meets regularly and is authorized by the CoC to make decisions on its behalf. A public invitation for new members to join the CoC is issued annually. The CoC Board reviews nominations (including self-nominations) and recommends members for participation on the CoC. A total of 40 39 members are annually approved for participation. Rotation of members is considered if and when appropriate, using the table below. 24 CFR Part 578.7(a)(2)

CoC Structure Organizational Representative Non-profit homeless providers (rotating consideration)

Community Shelter Board YMCA of Central Ohio Community Housing Network

Youth homeless organizations (rotating consideration)

Huckleberry House

Victim service providers (rotating consideration)

Lutheran Social Services CHOICES for Victims of Domestic Violence

Faith-based organizations (rotating consideration)

Church and Community Development for All People

Governments City of Columbus Columbus Mayor’s Office Columbus City Council Franklin County

Street Outreach (rotating consideration)

Capital Crossroads and Discovery SID

Businesses (rotating consideration)

The Columbus Foundation CSB Board Member CSB Board Member CSB Board Member

Advocates and other homeless subpopulation advocates

Columbus Coalition for the Homeless Corporation for Supportive Housing Legal Aid Society of Columbus Youth Action Board

Agencies that serve survivors of human trafficking (rotating consideration)

Sanctuary Night Freedom a la Cart

Public Housing Authorities

Columbus Metropolitan Housing Authority



School administrators/Homeless liaisons

Columbus City Schools – Project Connect

Social Service Providers (rotating consideration)

Franklin County Children Services and Committee to Address Youth Experiencing Homelessness

Franklin County Dept of Job and Family Services Franklin County Office on Aging Franklin County Board of Developmental Disabilities United Way of Central Ohio

Mental Health and Substance Abuse Service Organizations

ADAMH Board Twin Valley Behavioral Healthcare

Hospitals (rotating consideration)

OhioHealth

Universities (rotating consideration)

Columbus State Community College

Affordable Housing Developers Affordable Housing Trust Corporation Ohio Capital Corporation for Housing

Law Enforcement Columbus Police Department

Local Jail Franklin County Jail Veterans Organizations Veterans Administration

Veterans Service Commission Homeless or formerly homeless persons (rotating consideration for individual representatives)

Citizens Advisory Council (CAC) Citizens Advisory Council (CAC)

LGBTQ+-serving Organization or Advocacy Group

Equitas Health

The CoC Board is formed with representatives from the CoC. The group meets regularly and is given authority by the CoC to make decisions on its behalf. The CoC Board is the CoC’s Executive Committee, comprised of the following organizational representatives:

1. City of Columbus 2. Franklin County 3. Citizens Advisory Council (homeless or formerly homeless

representative) 4. ADAMH 5. CMHA 6. UWCO 7. The Columbus Foundation 8. The Columbus Coalition for the Homeless 9. Affordable Housing Trust Corporation



10. CSB Board Member 11. CSB Executive Director

The Chair of both the CoC and CoC Board is elected from the membership of the CoC Board by a majority of the CoC Board members, taking effect July 1 for the following two fiscal years.

1. Membership For CoC membership, the CoC Board proposes new member participation each year. The CoC Board receives recommendations for consideration from the CAC, CSB Board, and the Columbus Coalition for the Homeless for their respective organizations’ representation. CSB posts on the CSB website by March 1 of each year that nominations for CoC membership are open and sends an email soliciting nominations to a wide array of community stakeholders. The nomination period remains open until the May CoC Board meeting. The CoC Board considers the nominations at the May meeting. The CoC Board must reach consensus when recommending new members for the CoC. In this context, consensus means that first a unanimous vote will be attempted. If unanimity cannot be achieved, a positive vote by two-thirds (2/3) of the members (7) is needed for a new member to be recommended. The CoC votes on the CoC Board recommendations at the May/June CoC meeting. The CoC also must strive for consensus when adding new members. CoC meetings are open to the public. The new membership takes effect July 1 for the following fiscal year. 24 CFR Part 578.7(a)(2) For CoC Board membership, t he CoC Board proposes new member participation every other year. T he CoC Board receives recommendations for consideration from the CAC, CSB Board, and the Columbus Coalition for the Homeless for their respective organizations’ representation. These representatives must be members of the CoC. The CoC Board must reach consensus when recommending new members for the CoC Board. In this context, consensus means that first a unanimous vote will be attempted. If unanimity cannot be achieved, a positive vote by two-thirds (2/3) of the members (7) is needed for a new member to be recommended. The CoC Board membership will not exceed 11. A minimum of two and a maximum of five new members are recommended every two years. In proposing new members, the CoC Board will be mindful that the CoC Board membership must be free of any factual or perceived conflict of interest. The recommendations are made at the May CoC Board meeting. The CoC will vote on the CoC Board recommendations at the May/June CoC meeting with the new membership taking effect July 1 for the following two fiscal years. 24 CFR Part 578.7(a)(3)

2. Meetings The CoC is expected to meet in January, May/June, August, and November of each year, in open meetings. The CoC Board is expected to meet in January, April, May,



August, and November of each year, in closed meetings. CSB may, from time to time, request the CoC Board to meet more frequently to meet HUD requirements. Regular attendance in both CoC and CoC Board meetings is expected by the representative or their delegate, as long as the delegate holds decision-making authority. If a delegate is needed for a meeting, the official member must inform CSB as soon as possible ahead of the meeting so that CSB can ensure there are no conflicts of interest. Meetings can occur as in-person meetings or virtual meetings. 24 CFR Part 578.7(a)(1)

CSB staff gives notice of each meeting of the CoC and CoC Board, to each member of the CoC and CoC Board, by mailing or emailing the same to each member at least seven (7) days prior to the holding of such meeting and posting the CoC meeting agenda on CSB’s website. CSB provides staff support for the CoC and CoC Board. A majority of the CoC and the CoC Board members shall constitute a quorum at all meetings thereof. The meeting is adjourned if no quorum is present and no voting shall occur in such case. Robert’s Rules of Order will be followed and a simple majority vot e ing is necessary for any resolution of the committee to be passed.

3. Community Framework Activities The CoC does not serve as the convener for the Community Framework ’ s ’ strategies, but provides stewardship and oversight for the Community Framework s .

The role of the Strategy Conveners is as follows: 〈Form a planning group 〈Report progress to the CoC 〈May or may not serve as lead implementing agency 〈Suggest resources for implementation 〈Assist the CoC with securing resources

Throughout the implementation of the Community Framework s , evaluation efforts will assess the degree to which the framework s is are executed and will track the success of each strategy. Community Services Portal Columbus ServicePoint (CSP), our community’s HMIS, is used as the primary data source. CSP is used for enhancing data collection activities related to the Community Framework s . It is also used as a monitoring, outcomes measurement, and performance-based contracting tool across systems and to inform the community about the progress of the Community Framework s and meet HUD requirements.

4. Conflict of Interest and Code of Conduct Any individual participating in or influencing decision making must identify actual or perceived conflicts of interest as they arise and comply with the letter and spirit of this policy. Disclosure should occur at the earliest possible time and, if possible, prior to the discussion of any such issue. Individuals with a conflict of interest should abstain from voting on any issue in which they may have a conflict. An individual with



a conflict of interest, who is also the committee chair, shall yield that position during discussion and abstain from voting on the item. No CoC Board or CoC member may participate in or influence discussions or resulting decisions concerning the award of a grant or other financial benefits to the organization that the member represents. Annual written disclosure statements will be provided by each member by June 30. Members will not be permitted to participate in meetings until the statement is on file at CSB. 24 CFR Part 578.7(a)(5)

5. Appeals For CoC- and Emergency Solutions Grant (ESG)-funded programs, if a Partner Agency is not satisfied with a decision made by CSB, the agency can appeal to the CoC Board. If the agency is not satisfied with the CoC Board’s decision on the appeal, the agency can appeal to the CoC. The CoC’s decision is final. For CSB-funded programs, if a Partner Agency is not satisfied with a decision made by CSB, the agency can appeal to CSB’s Board of Trustees.



II. CoC Responsibilities

1. Operations of the CoC 〈 Adopt and follow a written process to select the CoC Board. The process

must be reviewed, updated, and approved at least once every 5 years. 24 CFR Part 578.7(a)(3)

〈 Appoint members to the CoC Board at least every two years . 24 CFR Part 578.7(a)(3)

〈 Renew authority of the CoC Board. 24 CFR Part 578.7(a)(3) 〈 Review and approve annual membership inclusive of new members. 24 CFR

Part 578.7(a)(3) 〈 Review and approve the Annual Plan and the CoC Governance and Policy

Statements. 〈 Lead, develop, follow, and update annually a code of conduct and recusal

process for the board, its chair(s), and any person acting on behalf of the board. 24 CFR Part 578.7(a)(5)

〈 Appoint additional committees, subcommittees, or work groups. 24 CFR Part 578.7(a)(4)

〈 Review, as needed, decisions made by the CoC Board, inclusive of: o Population- and program-specific performance targets for

subrecipients o Partner Agency performance and outcomes of ESG and CoC-funded

programs o Actions against poor performers 24 CFR Part 578.7(a)(6)

〈 In consultation with recipients of ESG program funds, establish and operate a coordinated assessment system for individuals and families experiencing homelessness, with specifications for the needs of individuals and families fleeing domestic violence, dating violence, sexual assault, or stalking (delegated to CSB). 24 CFR Part 578.7(a)(8)

〈 Establish and consistently follow written standards for the provision of ESG and CoC assistance (delegated to CSB). 24 CFR Part 578.7(a)(9)

2. CoC Planning 〈 Receive community and public policy updates relevant to homelessness

issues. 〈 Receive updates on the Community Framework s . 〈 Coordinate the implementation of a Columbus/Franklin County housing and

service system that encompasses outreach, engagement, assessment, shelter, housing, supportive services, and homelessness prevention. 24 CFR Part 578.7(c)(1)

〈 Plan and conduct a sheltered and unsheltered point-in-time count of homeless persons (delegated to CSB). 24 CFR Part 578.7(c)(2)

〈 Conduct annual gaps analyses of homeless needs and services (delegated to CSB). 24 CFR Part 578.7(c)(3)



〈 Provide required information to complete the local Consolidated Plan(s) (delegated to CSB). 24 CFR Part 578.7(c)(4)

〈 Review and act on the annual funding allocations, inclusive of ESG and CoC funds, and establish funding priorities. 24 CFR Part 578.7(c)(5)

〈 Design, operate, and follow a collaborative process for the development of applications (delegated to CSB). 24 CFR Part 578.9(a)(1)

〈 Review, act on, and approve the HUD CoC Application, including all relevant charts and tables. 24 CFR Part 578.9(a)(1) and 578.9(b)

〈 Review and act on any programs that should be removed from HUD funding and subsequent funding reallocations.

〈 Review and make final determination on Partner Agency appeals, if a Partner Agency is not in agreement with the CoC Board determination.

〈 Establish priorities for funding projects. Review and act annually on new and renewal project(s) for prioritization for the CoC Application. 24 CFR Part 578.9(a)(2)

〈 Receive a presentation from any new project developer about its proposal(s). 〈 Make a final determination on project priorities for the annual Ohio Housing

Finance Agency tax credit application. 〈 Designate a Collaborative Applicant and select it to apply to HUD to be

designated as the UFA for the Continuum. 〈 Review and act on any other CoC Board recommendations, as needed.

3. HMIS Operations (delegated to the CoC Board) 〈 Designate a single HMIS for the CoC. 24 CFR Part 578.7(b)(1) 〈 Designate an HMIS Lead. 24 CFR Part 578.7(b)(2) 〈 Ensure consistent participation of subrecipients in HMIS (delegated to CSB).

24 CFR Part 578.7(b)(4) 〈 Ensure the HMIS compliance with HUD requirements (delegated to CSB). 24

CFR Part 578.7(b)(5) 〈 Review and approve the HMIS policies and procedures, privacy plan, security

plan and data quality plan. 24 CFR Part 578.7(b)(3)

4. A Place to Call Home for Youth 〈 Oversee implementation of A Place to Call Home for Youth (the local Plan to

Prevent and End Youth Homelessness) and ensure appropriate and sufficient funding for plan implementation.

〈 Oversee implementation of the programs under HUD’s Youth Homelessness Demonstration Project (YHDP) grant.

〈 Operate the Committee to Address Youth Experiencing Homelessness as a standing committee under the CoC.

〈 Operate the Youth Action Board as a standing committee under the CoC. 〈 Monitor the progress of efforts to prevent and end youth homelessness and

the performance of programs implemented under A Place to Call Home for Youth.



III. CoC Board Responsibilities

1. Operations of the CoC Board 〈 Review and recommend annual membership to the CoC. 24 CFR Part

578.7(a)(2) 〈 Review and recommend bi-annually membership to the CoC Board. 24 CFR

Part 578.7(a)(3) 〈 Select the CoC and CoC Board Chair bi-annually. 24 CFR Part 578.7(a)(3) 〈 Review and recommend to the CoC the Annual Plan and the CoC Governance

and Policy Statements. 24 CFR Part 578.7(a)(5)

2. CoC Planning 〈 Receive community and public policy updates relevant to homelessness

issues. 〈 Receive updates on the Community Framework and take actions that will

move the framework forward. 〈 Provide required information to complete the local Consolidated Plan(s)

(delegated to CSB). 24 CFR Part 578.7(c)(4) 〈 Review and recommend CoC action on annual funding allocations, inclusive of

ESG and CoC funds, and establish funding priorities. 24 CFR Part 578.7(c)(5) 〈 Review and recommend CoC action on the HUD CoC Application, including all

relevant charts and tables. 24 CFR Part 578.9(a)(1) 〈 Review and act on Partner Agency appeals as necessary. 〈 Review and act on the annual Point in Time Count. 24 CFR Part 578.7(2) 〈 Review and act on the annual Housing Inventory Chart and Gap Analyses. 24

CFR Part 578.7(2) and 24 CFR Part 578.7(3) 〈 Review and act on any other HUD-mandated activity.

3. Performance Monitoring 〈 Review the performance and evaluate outcomes of existing CoC- and

ESG-funded projects, taking into account HUD System Performance Measures, and recommend actions to the CoC, including consideration for and inclusion in the consolidated HUD CoC application. 24 CFR Part 578.7(a)(7)

〈 Review and recommend to the CoC any programs that should be removed from HUD funding and any subsequent funding reallocations.

〈 Recommend to the CoC actions against poor performers. 24 CFR Part 578.7(a)(6)

〈 Review ongoing projects that have participated in Quality Improvement Intervention (QII) at the request of the Partner Agency and/or CSB.

〈 In consultation with recipients of ESG program funds and sub-recipients, review and approve annual performance standards and evaluation of



outcomes for programs funded under the ESG and CoC programs. 24 CFR Part 578.7(a)(9)

4. New Programs 〈 Review and incorporate feedback from Partner Agencies on new projects

and any other relevant topics. 〈 Review and incorporate feedback from the CAC on new projects and any

other relevant topics. 〈 Receive a presentation from any new project developer about its proposal(s)

for prioritization for the HUD CoC Application. 〈 Review proposed new project(s) and make recommendations to the CoC for

consideration, action, inclusion, and prioritization in the consolidated HUD CoC application. 24 CFR Part 578.9(a)(2)

〈 Review and recommend to the CoC the permanent supportive housing priority for consideration by the Ohio Housing Finance Agency.

5. HMIS Operations 〈 Designate a single HMIS for the CoC 24 CFR Part 578.7(b)(1) 〈 Designate an HMIS Lead 24 CFR Part 578.7(b)(2) 〈 Ensure consistent participation of subrecipients in HMIS (delegated to CSB)

24 CFR Part 578.7(b)(4) 〈 Monitor that all recipients of financial assistance under the CoC and ESG

programs are using the HMIS to collect client-level data on persons served (delegated to CSB) 24 CFR Part 578.7(b)(4)

〈 Ensure HMIS compliance with HUD requirements (delegated to CSB) 24 CFR Part 578.7(b)(5)

〈 Review and approve the HMIS policies and procedures, privacy plan, security plan, and data quality plan for the operation and administration of the local HMIS 24 CFR Part 578.7(b)(3)

6. A Place to Call Home for Youth 〈 Make recommendations to the CoC on implementation of A Place to Call

Home for Youth (the local Plan to Prevent and End Youth Homelessness and ensure appropriate and sufficient funding for plan implementation).

〈 Oversee implementation of the programs under HUD’s Youth Homelessness Demonstration Project (YHDP) grant.

〈 Monitor the progress of efforts to prevent and end youth homelessness and the performance of programs implemented under A Place to Call Home for Youth.



IV. Community Shelter Board Responsibilities CSB is the primary organization supporting all of the groups involved with moving the Community Framework s forward. In addition to its roles as a convener of some of the Community Framework s’ strategies, CSB is responsible for the following, per CoC delegation.

1. Operations of the CoC 〈 Serve as the CoC fiscal agent. 〈 Staff the CoC and CoC Board and provide support. 〈 Issue annually a public request for new CoC member nominations. 24 CFR

Part 578.7(a)(2) 〈 Act as the Collaborative Applicant for the Columbus and Franklin County CoC,

per the HEARTH legislation. 24 CFR Part 578.9(a)(3) 〈 Act as the Collaborative Applicant for the HUD Youth Homelessness

Demonstration Program. 〈 Act as the Unified Funding Agency for the Columbus and Franklin County

CoC, per the HEARTH legislation. 〈 Act as the HMIS Lead for the Columbus and Franklin County CoC, per HUD’s

HEARTH legislation. 24 CFR Part 578.7(b)(2) 〈 Act as the subrecipient of ESG funds for the Columbus and Franklin County

CoC.

2. CoC Planning 〈 Implement the requirements of the HEARTH legislation as mandated by HUD. 〈 Guided by the CoC, implement a housing and service system that meets the

needs of persons experiencing homelessness that includes outreach, engagement, and assessment; emergency shelter, housing, and supportive services; and homelessness prevention. 24 CFR Part 578.7(c)(1)

〈 Prepare and present to the CoC Board and CoC annual funding allocations, inclusive of ESG, CoC, and YHDP funds and annual updates on funding allocations.

〈 Provide program and system level performance monitoring and evaluations of outcomes appropriate for population and program type. 24 CFR Part 578.7(a)(7)

〈 Report on and evaluate the performance of ESG program recipients and subrecipients. 24 CFR Part 578.7(c)(5)

〈 Establish and operate a coordinated assessment system for homeless individuals and families. 24 CFR Part 578.7(a)(8)

〈 Consult with sub-recipients to propose performance targets appropriate for population and program type. 24 CFR Part 578.7(a)(6)

〈 Establish and consistently follow written standards for the provision of ESG, CoC, and YHDP assistance, including policies and procedures for evaluating



individuals’ and families’ eligibility for assistance; policies and procedures for determining and prioritizing which eligible individuals and families will receive transitional housing assistance, rapid re-housing assistance, and permanent supportive housing assistance; policies and procedures for emergency transfers that comply with VAWA requirements under 578.99(j)(8); and standards for determining what percentage or amount of rent each program participant must pay while receiving rapid re-housing assistance. 24 CFR Part 578.7(a)(9) and 24 CFR Part 578.7(d)

〈 Communicate Community Framework progress to the community. 〈 Meet HUD record keeping requirements, inclusive of CoC and ESG records. 〈 Plan and conduct a sheltered and unsheltered point-in-time count of

homeless persons. 24 CFR Part 578.7(c)(2) 〈 Plan and conduct an annual Housing Inventory Count and Gap Analyses. 24

CFR Part 578.7(c)(3) 〈 Provide required information to complete the local Consolidated Plan(s). 24

CFR Part 578.7(c)(4) 〈 Certify the applicants and projects for Ohio Development Services Agency

grants.

3. HMIS Operations 〈 Ensure consistent subrecipient participation in HMIS. 24 CFR Part 578.7(b)(4) 〈 Ensure HMIS compliance with HUD requirements. 24 CFR Part 578.7(b)(5) 〈 Prepare the HMIS policies and procedures, privacy plan, security plan and

data quality plan. 24 CFR Part 578.7(b)(3) 〈 Prepare annually System Performance Measures, Annual Performance

Reports, Annual Homeless Assessment Report Data, and Analysis of National and Local Homelessness Data. 24 CFR Part 578.7(a)(7)

〈 Operate as the HMIS Lead and make system-wide decisions regarding the HMIS that impact all covered homeless organizations. HMIS Lead means the entity designated by the CoC Board to operate the Continuum’s HMIS on the CoC’s behalf. 24 CFR Part 578.7(b)(2)

4. Point in Time Count Plan Consistent with HUD requirements, an annual Point-in-Time Count is conducted. Participation in the Homeless Count Work Group is open to all interested. The CoC Board reviews and approves the Point-in-Time Count Plan annually and empowers CSB to lead coordination efforts to conduct the count.

5. HUD Application Process The CoC meets annually to review and act on the HUD CoC Application, including all relevant charts and tables. CSB coordinates the submission of CoC project applications, prepares the CoC Application for CoC review, and submits the consolidated Application on behalf of the CoC. CSB coordinates the submission of YHDP project applications, prepares the YHDP application, and submits the application(s) on behalf of the CoC. 24 CFR Part 578.9(a)(1) and 578.9(a)(3)



6. ODSA Application Processes To fulfill the ODSA Homeless Assistance programs application processes, CSB certifies applicants/projects on behalf of the CoC Board and makes recommendations to ODSA. Agencies that disagree with CSB can appeal to the CoC Board via an electronic appeal.

7. Letters of Support or Certification Programs and services which meet the needs of families and individuals experiencing homelessness in Franklin County, Ohio are eligible to request letters of support or certification from the CoC Board and CSB. The CoC Board will only provide letters of support or certification to agencies which have a record of providing quality services to persons who are experiencing homelessness or at risk of experiencing homelessness, and for projects that are consistent with the local priorities established by the CoC. New agencies must demonstrate the ability to provide high quality services. Projects may receive letters of support or certification if they: 〈 Document the need for the program; 〈 Provide a clearly defined program with attainable outcomes; 〈 Demonstrate collaboration with other community-based organizations; 〈 Demonstrate the provision of high quality services; and 〈 Deliver services in a highly cost-effective manner.

8. Program Performance Standards Program performance standards are established by CSB and recommended to the CoC Board for approval annually and incorporate HUD requirements and local standards. CSB consults with recipients and sub-recipients to establish performance targets appropriate for population and program type and incorporates these standards into annual program agreements with each Partner Agency (sub-recipient). An annual Program Outcome Plan (POP) is part of the agreement. If CSB and the agency disagree on the annual POP, the agency may appeal to the CoC Board (if CoC- or ESG-funded) or CSB Board Chair (if CSB-funded). CSB monitors program performance, evaluates outcomes, and provides monthly, quarterly, semi-annual, and annual data reports that are widely disseminated to Partner Agencies, funders, and stakeholders. Performance data and outcome reports are submitted to HUD, as required. 24 CFR Part 578.7(a)(6) and 578.7(a)(7)

9. Quality Improvement Intervention CSB addresses programs of ongoing concern through a Quality Improvement Intervention (QII) process. The QII process is based on quarterly one-on-one dialogues between CSB and the Partner Agency and considers agency plans and progress on addressing program issues. CSB and the Partner Agency enter into quarterly QII if a program experiences long-standing and/or serious program issues and/or systemic agency concerns. If the agency and/or CSB find that the QII process is not working, either may refer the concerns/issues to the CoC Board for handling.



The Partner Agency will be given an opportunity to present its case to the CoC Board before it makes its recommendation to the CoC.

10. Performance Ratings Through its evaluative work, CSB establishes performance ratings every year of each CoC- and ESG-funded and CSB-funded program. Based on these ratings, CSB recommends to the CoC Board programs that should not continue to receive funding through the annual HUD application process because of underperformance. All programs rated as “Low” performers through CSB’s annual Program Evaluation are discussed by the CoC Board. CSB recommends to the CoC Board funding reallocations based on program performance and need. The CoC is the final decision maker regarding any programs that should be removed from HUD funding and any subsequent funding reallocations. 24 CFR Part 578.7(a)(7)

11. Meeting Support CSB provides meeting support for the CoC and CoC Board and all other committee meetings. by scheduling meetings, developing agendas, issuing meeting materials and posting all relevant documents to www.columbusfranklincountycoc.org. 〈 CoC and CoC Board members may suggest agenda items. 〈 Agenda and meeting materials are released one week prior to meetings. 〈 The agenda is reviewed and adopted at the start of the meeting; changes

may be offered for consideration. 〈 Meeting notes are produced and distributed within 30 days of the meeting. 〈 Materials are posted on the website, for all CoC and CoC Board members.

12. Costs Every effort is made to keep process costs to the minimum necessary to achieve full funding. CSB works to raise funds to support the processes of the CoC, including central administrative requirements related to HMIS and the Point-in-Time Count.

V. HMIS (CSP) Lead Roles and Activities CSB, as the CoC-designated HMIS Lead, maintains the community’s HMIS – Community Services Portal Columbus ServicePoint – in compliance with HUD’s 2017 HMIS data standards and coordinates all related activities including training, maintenance, and technical assistance to agencies. Each participating agency or Contributing HMIS Organization (CHO) is expected to participate in the CSP Administrators Group which oversees CSP operations. Annually, CSB conducts an anonymous Administrator/User survey.

CSB has the following roles: 1. Make decisions about HMIS management and administration.



2. Designate a single information system as the official HMIS software for the geographic area.

3. Develop an HMIS governance charter and document all assignments and

designations consistent with the governance charter. The charter is to contain, at the minimum: 〈 A requirement that the HMIS Lead enter into written HMIS Participation

Agreements with each Contributing Homeless Organization (CHO) requiring the CHO to comply with this part and imposing sanctions for failure to comply;

〈 The participation fee charged by the HMIS; and 〈 Such additional requirements as may be issued by notice from time to time.

4. Ensure that recipients of CoC, ESG, YHDP, funds and funds from the other

programs authorized by Title IV of the McKinney-Vento Act participate in the HMIS. CSB duties include establishing the HMIS; conducting oversight of the HMIS; and taking corrective action, if needed, to ensure that the HMIS is compliant with all HUD requirements; Ensure that all recipients of financial assistance under the CoC and ESG programs use the HMIS to collect client-level data on persons served.

5. Develop written HMIS policies and procedures for all CHOs for the operation of the HMIS. 6. Execute a written HMIS Participation Agreement with each CHO, which includes

the obligations and authority of the HMIS Lead and CHO, the requirements of the security plan with which the CHO must abide, the requirements of the privacy policy with which the CHO must abide, the sanctions for violating the HMIS Participation Agreement (e.g., imposing a financial penalty, requiring completion of standardized or specialized training, suspending or revoking user licenses, suspending or revoking system privileges, or pursuing criminal prosecution), and an agreement that the HMIS Lead and the CHO will process Protected Identifying Information consistent with the agreement. The HMIS Participation Agreement may address other activities to meet local needs.

7. Serve as the applicant to HUD for grant funds to be used for HMIS activities for

the CoC’s geographic area, as directed by the CoC, and, if selected for an award by HUD, enter into a grant agreement with HUD to carry out the HUD-approved activities.

8. Monitor and enforce compliance by all CHOs with the requirements of this part

and report on compliance to CoC Board and HUD.



9. Submit a security plan, a data quality plan, and a privacy policy to the CoC Board annually for approval. Review and update the plans and policy at least annually. During this process, seek and incorporate feedback from the CoC Board and CHO. Implement the plans and policy immediately after approval by the CoC Board.

10. At a minimum, the privacy policy includes data collection limitations; purpose

and use limitations; allowable uses and disclosures; openness description; access and correction standards; accountability standards; protections for victims of domestic violence, dating violence, sexual assault, and stalking; and such additional information and standards as may be established by HUD in notice.

11. The security plan meets the minimum requirements for a security plan as

established by HUD in notice. 12. Designate one staff member as the HMIS security officer to be responsible for

ensuring compliance with applicable security standards. 13. Ensure that each CHO designates a security officer and conducts workforce

security measures. 14. Conduct workforce security screening; ensure that each CHO conducts criminal

background checks on the HMIS security officer and on all administrative users. Unless otherwise required by HUD, background checks may be conducted only once for administrative users.

15. Report security incidents. Implement a policy and chain of communication for

reporting and responding to security incidents, including a HUD-determined predefined threshold when reporting is mandatory, as established by HUD in notice.

16. Develop and establish a disaster recovery plan, which includes at a minimum,

protocols for communication with staff, the CoC Board, and CHOs and other requirements established by HUD in notice.

17. Conduct an annual security review to ensure the implementation of the security

requirements for itself and CHOs. This security review includes completion of a security checklist ensuring that each of the security standards is implemented in accordance with the HMIS security plan.

18. Ensure that each user completes security training at least annually and prior to

being given access to the HMIS. 19. Ensure that each CHO conducts an annual security review.



20. Set data quality benchmarks including bed coverage rates and service-volume coverage rates.

21. Archives data in the HMIS and follows standards published in the Federal

Register notices. 22. At least annually or upon request from HUD, submit an unduplicated count of

clients served and an analysis of unduplicated counts. 23. Submits reports to HUD as required.

VI. Partner Agency Activities

1. Partner Agency Input The CoC values input and participation by the Partner Agencies in all processes, including: 〈 Designated seats on all committees. 〈 The opportunity to review and comment on new projects prior to CoC Board

review. 〈 The opportunity to review and comment on CoC annual plan, policies, and

program standards.

2. Partner Agency Program Requirements and Rights Partner Agencies are the cornerstone of success for the implementation of the Community Framework. A collaborative, streamlined system with clear goals and objectives will result in continued success for Partner Agencies. Partner Agency roles include the following:

〈 Continue to develop and implement high-quality programs and services. 〈 Work with conveners, collaborators, and funders to build support for

programs. 〈 Share and implement best practices and collaborate with other Partner

Agencies. 〈 Work with funders to evaluate programs and engage in quality improvement

activities. 〈 Participate in advocacy efforts.

The CoC expects that Partner Agencies will meet requirements to receive CoC and ESG funding and intends to treat all Partner Agencies fairly in evaluating performance. These requirements include:

〈 Meet relevant program and HUD standards and achieve program outcome goals.

〈 Submit an annual program outcome plan in line with HUD and CoC requirements and update program descriptions through the annual CSB Gateway process.



〈 Submit CoC project application per HUD timeline. 〈 Submit required data through Columbus ServicePoint. 〈 Submit HUD APR data to CSB, as needed.

The CoC also establishes certain rights of Partner Agencies, including the rights to:

〈 Participate in QII prior to HUD funds being reduced or eliminated by the CoC. 〈 Appeal to the CoC if it disagrees with a recommendation by the CoC Board. 〈 Request a waiver from compliance with specific program performance

standards. 〈 Submit Concept Papers and Project Plans for new projects, for the

consideration of the CoC Board and the CoC, in accordance with the standards for development of new projects found at www.csb.org.

VII. Citizens Advisory Council and Youth Action Board Activities The CoC values input and participation by persons who are experiencing or have experienced homelessness. The Citizens Advisory Council will have the following opportunities: 〈 Two seats on the CoC and one seat on the CoC Board; 〈 The opportunity for designated seats on all committees; 〈 The opportunity to review and comment on new projects prior to CoC Board

review; 〈 The opportunity to review and comment on CoC annual plan, policies, and

program standards; and 〈 The opportunity to review and comment on the Community Framework and

other system strategy materials. The Youth Action Board will have the following opportunities: 〈 One seat on the CoC; 〈 The opportunity for designated seats on all committees, particularly

committees addressing youth homelessness; 〈 The opportunity to review and comment on new projects prior to CoC Board

review; particularly projects addressing youth homelessness; 〈 The opportunity to review and comment on CoC annual plan, policies, and

program standards; and 〈 The opportunity to review and comment on the Community Framework, A

Place to Call Home for Youth, and other system strategy materials.

VIII. Committees, Subcommittees, and Workgroups The following committees are currently operational. These committees are also staffed by CSB representatives.



1. Adult System Operations Workgroup (ASOW) A Partner Agency group comprised of representatives of non-profit agencies operating emergency shelters for single adults, the coordinated point of access to emergency shelter, rapid re-housing providers, and outreach providers. The group meets at least monthly (more often during the winter overflow season) to further the provision of services for single adults experiencing homelessness.

2. Family System Operations Workgroup (FSOW) A Partner Agency group comprised of representatives of non-profit agencies operating emergency shelters for families, the local domestic violence agency, the coordinated point of access to emergency shelter, rapid re-housing providers, and homelessness prevention providers. The group meets at least monthly to further the provision of services for families and pregnant women experiencing homelessness.

3. Permanent Supportive Housing Roundtable A Partner Agency group comprised of representatives of non-profit agencies operating permanent supportive housing programs in the community, the local mental health and substance abuse board, and the local public housing authority. The group meets quarterly to improve the provision of permanent supportive housing system and services for formerly homeless single adults and families.

4. HMIS (CSP) Administrators Group A Partner Agency group comprised of representatives of non-profit agencies using the local homeless management information system, Community Services Portal Columbus ServicePoint (CSP). Each agency that has access to CSP must have a designated primary and backup administrator. Both are invited to participate at this quarterly meeting where new HMIS developments are discussed and improvements to the system are proposed and implemented.

5. Citizens Advisory Council (CAC) The Citizens Advisory Council is a CSB-sponsored group with membership comprised of homeless and formerly homeless individuals. This group meets monthly. The CoC values input and participation by the CAC in all processes. These shall include: 〈Designated seats on committees; 〈The opportunity to review and comment on new projects prior to CoC Board

review; and 〈The opportunity to review and comment on CoC annual plan, policies, and

program standards.

6. Point-in-Time Count Workgroup A group comprised of representatives of non-profit agencies operating emergency shelters, the coordinated point of access to emergency shelter, outreach, rapid



re-housing, local homeless advocacy groups, and other social service agencies. The group meets starting in the fall of each year and until the annual Point-in-Time count occurs and all the counting is finalized. The purpose of the group is to plan and implement the annual Point in-Time count of unsheltered homeless individuals.

7. Committee to Address Youth Experiencing Homelessness A group that oversees implementation of the local plan to prevent and end youth homelessness and coordinates development and submission of project applications for the HUD YHDP. The Committee includes nonprofit organizations that serve youth experiencing homelessness, Franklin County Children Services, the Local Education Agency, City and County governments, recipient(s) of federal Runaway and Homeless Youth funding, the Youth Action Board, and CSB.

8. Youth Action Board (YAB) The YAB is comprised of at least three youth members (age 24 and younger), at least two-thirds of whom are homeless or formerly homeless. The YAB plans and participates in the implementation of the local plan to prevent and end youth homelessness. The YAB reviews and approves all project applications submitted under the YHDP grant and provides feedback to the Committee to Address Youth Experiencing Homelessness. YAB is an active member of the Committee to Address Youth Experiencing Homelessness and the CoC. YAB provides feedback to the Committee and the CoC on programs implemented through the YHDP and the local plan to prevent and end youth homelessness.

9. Veteran System Operations Workgroup A group that oversees implementation of the local policies and procedures to end veteran homelessness. The group includes the U.S. Department of Veterans Affairs, Veterans Service Commission, Supportive Services for Veteran Families providers, and other entities that serve veterans experiencing homelessness. The group meets weekly to further the provision of services for veterans.

Final 8.30.12 Updated 5.16.13

Updated 8.5.13 Updated 5.20.14

Updated 10.14.14 Updated 6.03.15 Updated 1.08.16

Updated 6.1.16 Updated 11.14.16 Updated 5.16.17 Updated 6.19.17





Columbus and Franklin County, Ohio Continuum of Care

2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

recurring agenda item for each meeting

meeting requirement

Month Activity

Jun-21 Adopt and follow a written process to select the CoC Board. The process must be reviewed, updated, and approved at least once every 5 years.

Jun-21 Appoint members to the CoC Board.

N/A Select the CoC and CoC Board Chair bi-annually.

Jun-21 Review and approve the Annual Plan and CoC Governance and Policy Statements

Jun-21 Review and approve annual membership, including new members

Jun-21 Renew authority of the CoC Board

Jun-21 Submit conflict of interest disclosure statements

Ongoing Appoint additional committees, subcommittees, or work groups

Ongoing Review, as needed, decisions made by the CoC Board, including performance targets, Partner Agency performance, outcomes of ESG and CoC funded programs, and actions against

poor performers.

Month Activity

Dec-20 Review annual financial reports

Jun-21 Review and approve annual funding allocations, including ESG and CoC funds, and establish funding priorities

TBD - per HUD schedule Review and act on the HUD CoC Application, including all relevant charts and tables

TBD - per HUD schedule Review and act on any programs that should be removed from HUD funding and any subsequent funding reallocations, per CoC Board recommendation

TBD - per HUD schedule Renew the authority of the Unified Funding Agency and review compliance with HUD regulations

Ongoing Review quarterly systems and programs performance reports and occupancy reports

Ongoing Review and make final determination on Partner Agency appeals, if Partner Agency is not in agreement with the CoC Board determination

Ongoing Receive updates on A Place to Call Home: A Framework for Action to Address Homelessness in Columbus and Franklin County (Community Framework) and A Place to Call Home

for Youth: Our Coordinated Community Plan for Youth Facing Homelessness in Columbus and Franklin County (Youth Plan)

Ongoing Receive community and public policy updates relevant to homelessness issues

Ongoing Review and act on any other CoC Board recommendations

Feb-21 Review and act on new permanent supportive housing priority for consideration by the Ohio Housing Finance Agency

TBD - per HUD schedule Review and act annually on proposed new supportive housing CoC bonus projects

Ongoing Review and incorporate feedback from Partner Agencies on new projects and any other relevant topics

Ongoing Review and incorporate feedback from the Citizens Advisory Council on new projects and any other relevant topics

Ongoing Receive presentation from any new project developer about its proposal.

Continuum of Care (CoC) Responsibilities

Operations of the CoC

CoC Planning

New Programs

S:\Framework for Action\Funder Collaborative\Organizational\2020-2021\2020-2021 CoC_Annual Plan Page 1 of 6



2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

Month Activity

May-21 Review and recommend annual membership to the CoC

May-21 Review and recommend membership to the CoC Board

N/A Approve bi-annually the Chair of the CoC and CoC Board

May-21 Review and recommend to the CoC the Annual Plan and the CoC Governance and Policy Statements

Month Activity

TBD - per HUD schedule Receive and review HUD score for annual CoC application

Nov-20 Provide feedback and information as needed to the local government (City/County) on their Consolidated Plan

Nov-20 Approve plan/process for unsheltered Point-in-Time count

Nov-20 Review annual financial reports

Jan-21 Review and approve Monitoring Guide for Subrecipients (required for HUD CoC Registration)

Jan-21 Review and approve Procedures for High-Risk Subgrantee Management (required for HUD CoC Registration)

Apr-21 Review and approve the annual Housing Inventory Chart

Apr-21 Review and approve the annual Point in Time Count

May-21 Review and recommend CoC action on annual funding allocations, including ESG and CoC funds, and recommend funding priorities

May-21 Receive annual Program Evaluation

TBD - per HUD schedule Review and approve Prioritization Options for annual HUD CoC application (electronic approval)

TBD - per HUD schedule Review and approve CoC Process for Funding Reallocation (electronic approval)

TBD - per HUD schedule Approve HUD CoC application schedule (electronic approval)

TBD - per HUD schedule Review and recommend CoC action on the HUD CoC Application, including all relevant charts and tables

Ongoing Review quarterly systems and programs performance reports and occupancy reports

Ongoing Review and act on any other HUD-mandated activity

Ongoing Review and act on Partner Agency appeals as necessary

Ongoing Receive updates on the Community Framework and take actions to move the framework forward

Ongoing Receive community and public policy updates relevant to homelessness issues

CoC Board Responsibilities


CoC Planning




2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

Month Activity

Jan-21 Review and approve annual performance standards and evaluation outcomes for ESG- and CoC-funded programs (required for annual CoC Registration)

TBD - per HUD schedule Review existing projects and make recommendations to the full CoC for its consideration, action, and inclusion in the consolidated HUD CoC application

Ongoing Review and recommend to the CoC any programs that should be removed from HUD funding and any subsequent funding reallocations

Ongoing Review existing programs and recommend actions to the CoC

Ongoing Recommend to the CoC actions against poor performers

Ongoing Review ongoing projects that have participated in QII at the request of the Partner Agency and/or CSB

Month Activity

Jan-21 Review and recommend to the CoC the permanent supportive housing priorities for consideration by the Ohio Housing Finance Agency

TBD - per HUD schedule Make recommendations to the full CoC for its consideration and inclusion in the HUD CoC application of proposed new supportive housing bonus project(s)

Ongoing Receive and review quarterly updates on new project developments

Ongoing Review and incorporate feedback from Partner Agencies on new projects and any other relevant topics

Ongoing Review and incorporate feedback from the Citizens Advisory Council on new projects and any other relevant topics

Ongoing Receive presentation from any new project developer about its proposal.

Month Activity

Apr-21 Designate a single HMIS for the CoC

Apr-21 Designate a HMIS lead

Apr-21 Review and approve the HMIS policies and procedures, privacy plan, security plan and data quality plan for the operation and administration of the local HMIS

Month Activity

Jun-20 Issue conflict of interest disclosure statements

Ongoing Staff the CoC and CoC Board and provide support

Ongoing Act as the Collaborative Applicant for the Columbus and Franklin County CoC, per HEARTH Act

Ongoing Act as the Unified Funding Agency for the Columbus and Franklin County CoC, per HEARTH Act

Ongoing Act as the HMIS Lead for the Columbus and Franklin County CoC, per HEARTH Act

Ongoing Act as the subrecipient of the ESG funds for Columbus and Franklin County

Community Shelter Board (CSB) Responsibilities

Performance Monitoring

New Programs

HMIS Operations





2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

Month Activity

Oct-20 Participate in Agency and CSB one-on-one meetings (individually scheduled)

Nov-20 Provide required information to complete the local Consolidated Plan(s)

Nov-20 Prepare and present to the CoC Board annual financial reports

Nov-20 Submit to HUD the CoC Annual Performance Reports

Nov-20 Submit to HUD and present to the CoC Board and CoC Longitudinal Systems Analysis (LSA) Data

Jan-21 Establish annual program performance standards and provide for CoC Board review and approval

Jan-21 Plan and conduct a sheltered and unsheltered Point-in-Time count of homeless persons

Feb-21 Issue Program Outcome Plans to agencies, as part of the annual Gateway process

TBD - per HUD schedule Announce HUD project awards

Apr-21 Process appeals for CSB funded programs

Apr-21 Submit annual Housing Inventory Chart to CoC Board for approval

Apr-21 Submit annual Point-in-Time Count data to CoC Board for approval

Apr-21 Submit Housing Inventory Chart data to HUD via Homelessness Data Exchange (HDX)

Apr-21 Submit Point-in-Time Count data to HUD via Homelessness Data Exchange (HDX)

Apr-21 Participate in Partner Agency and CSB one-on-one meetings (individually scheduled)

Apr-21 Handle POP appeals for CoC-funded Partner Agencies (non-CSB funded agencies)

Apr-21 Present to the CoC Board annual Program Review and Certification Summary

May-21 Present to the CoC Board and CoC annual funding allocations, including ESG and CoC funds

May-21 Present to the CoC Board and CoC System Performance Measures

Jun-21 Certify the applicants/projects for ODSA grants

Jun-21 Report on OHFA decision on new supportive housing programs receiving tax credits

TBD - per HUD schedule Receive and review HUD score for annual CoC application

TBD - per HUD schedule Registration for CoC Application

TBD - per HUD schedule Review CoC NOFA

TBD - per HUD schedule Prepare Draft CoC Application

TBD - per HUD schedule Review CoC Project Applications

TBD - per HUD schedule Finalize CoC Application after CoC approval

TBD - per HUD schedule Submit Consolidated CoC Application to HUD

CoC Planning




2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

Ongoing Issue letters of support or certification on behalf of the CoC and CoC Board

Ongoing Meet HUD record keeping requirements, including CoC records

Ongoing Provide program and system level performance monitoring and evaluations of outcomes

Ongoing Implement the requirements of the HEARTH Act as mandated by HUD

Ongoing Communicate progress on the Community Framework

Ongoing Establish and operate a coordinated assessment system for homeless individuals and families

Ongoing Establish and consistently follow written standards for provision of ESG and CoC assistance

Ongoing Provide Quality Improvement Intervention and review programs participating in agency/CSB Quality Improvement Interventions or "of concern" and make recommendations to the

CoC Board, as needed

Ongoing Review new projects and programs and recommend actions to the CoC Board

Month Activity

Ongoing Ensure consistent participation in HMIS. Monitor that all recipients of financial assistance under the CoC and ESG programs are using the HMIS to collect client-level data on

persons served.

Ongoing Ensure the HMIS compliance with HUD requirements

Ongoing Prepare the HMIS policies and procedures, privacy plan, security plan, and data quality plan for the operation and administration of the HMIS

Ongoing Operate as the HMIS Lead and make system-wide decisions regarding the HMIS that impact all covered homeless organizations. HMIS Lead means the entity designated by the CoC

Board with 24 CFR part 580 to operate the CoC's HMIS on the CoC's behalf.

HMIS Operations




2020-2021 Annual Plan (7/1/20 - 6/30/21)

Revised 5/29/2020

Month Activity

Oct-20 Participate in Partner Agency and CSB 1-on-1 meetings (individually scheduled)

Apr-21 Participate in Partner Agency and CSB 1-on-1 meetings (individually scheduled)

TBD - per HUD schedule Submit CoC Project Applications

Ongoing Review and comment on new projects prior to CoC Board review

Ongoing Review and comment on CoC annual plan, policies, and program standards

Ongoing Continue to develop and implement high-quality programs and services

Ongoing Work together with conveners, collaborators, and funders to build support for programs

Ongoing Share and implement best practices and collaborate with other Partner Agencies

Ongoing Work together with funders to evaluate programs and engage in quality improvement activities

Ongoing Participate in advocacy efforts

Ongoing Meet relevant program and HUD standards and achieve program outcome goals

Ongoing Submit an annual Program Outcome Plan consistent with HUD and CoC requirements and update Program Descriptions through the annual CSB Gateway process

Ongoing Submit required data through Community Services Portal (HMIS)

Ongoing Provide data to CSB for HUD APR requirements, as needed

Ongoing Participate in Quality Improvement Intervention (QII) prior to HUD funds being reduced or eliminated by the CoC

Ongoing Appeal to the CoC if it disagrees with a recommendation by the CoC Board

Ongoing Request a waiver from compliance with specific program performance standards

Ongoing Submit Concept Papers and Project Plans for new supportive housing projects, for the consideration of the CoC Board and the CoC, in accordance with the standards for

development of new projects, found at www.csb.org

Month Activity

May-21 Submit membership recommendations to the CoC Board

Ongoing Review and comment on new projects prior to CoC Board review

Citizens Advisory Council Responsibilities

Partner Agency Responsibilities




Continuum of Care

June 4, 2020

Resolution to Approve the Governance Structure

and the Annual Plan of the Continuum of Care

WHEREAS, through the HEARTH legislation, the Continuum of Care (CoC) is asked to

make a number of decisions regarding the role of the CoC and the governance of the

CoC;

WHEREAS, the CoC Board recommends that the CoC accept the updated Columbus

and Franklin County Continuum of Care Governance and Policy Statements as

presented;

WHEREAS, the CoC Board recommends that the CoC accept the 2020-2021 Annual

Plan as presented;

WHEREAS, the CoC Board recommends that the CoC agrees to reauthorize the CoC

Board to act on its behalf according to the responsibilities outlined in the Columbus

and Franklin County Continuum of Care Governance and Policy Statements and the

2020-2021 Annual Plan;

WHEREAS, the CoC Board recommends that the CoC agrees to reauthorize

Community Shelter Board (CSB) to be the Collaborative Applicant for the community,

as defined by the U.S. Department of Housing and Urban Development (HUD) through

the HEARTH legislation and apply for HUD funding on its behalf;

WHEREAS, the CoC Board recommends that the CoC agrees to reauthorize CSB as

the Unified Funding Agency for the community, as defined by HUD through the

HEARTH legislation and its implementation as required by HUD;

THEREFORE, be it resolved that the CoC approves the updated Columbus and

Franklin County Continuum of Care Governance and Policy Statements as presented;

THEREFORE, be it resolved that the CoC approves the 2020-2021 Annual Plan as

presented;

THEREFORE, be it resolved that the CoC approves reauthorization of the CoC Board

to act on its behalf according to the responsibilities outlined in the Columbus and

Franklin County Continuum of Care Governance and Policy Statements and the

2020-2021 Annual Plan;

THEREFORE, be it resolved that the CoC approves reauthorization of Community

Shelter Board (CSB) to be the Collaborative Applicant for the community, as defined

by the U.S. Department of Housing and Urban Development (HUD) through the

HEARTH legislation and apply for HUD funding on its behalf;


THEREFORE, be it resolved that the CoC approves reauthorization of CSB as the

Unified Funding Agency for the community, as defined by HUD through the HEARTH

legislation and its implementation as required by HUD.


Witnessed by:

_____________________________________ June 4, 2020



S:\Rebuilding Lives Plan\Funder Collaborative\Meetings\2018\5.23.18 RLFC Board\5_conflict disclosure form_CoC.doc


Continuum of Care

CONFLICT OF INTEREST DISCLOSURE FORM

INSTRUCTIONS

Please complete this form for yourself and for all members of your immediate family or

household for whom it would be appropriate.

NAME: _______________________________________________________________

Continuum of Care relationship

POSITION: _______________________________________________________

CURRENT BOARD MEMBERSHIPS

List all the boards of any voluntary organizations on which you or family/household

members are currently a member. Include both those affiliated with the Continuum of Care

and Community Shelter Board and those that are unaffiliated.

Self or Family-

Organization household member

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

CURRENT VOLUNTEER SERVICES WITH CONTINUUM OF CARE AGENCIES

List all current volunteer services in which you or family/household members are currently

involved with Continuum of Care-affiliated agencies or Continuum of Care-funded programs.

Self or Family-

Organization household member

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

BUSINESS OR PROFESSIONAL INTERESTS Are you or family/household members an officer, director, trustee or majority owner of a for-

profit organization that directly or indirectly furnishes goods, services or facilities to

Continuum of Care-affiliated agencies or Community Shelter Board? If so, please list. Include

the address(es) of any low income housing units in Franklin County, Ohio that you or your


S:\Rebuilding Lives Plan\Funder Collaborative\Meetings\2018\5.23.18 RLFC Board\5_conflict disclosure form_CoC.doc

family/household members directly or indirectly own. Report this information quarterly to the

Continuum of Care Board.

List any organizations in which you or family/household members are employed or have any

financial interests, direct or indirect, that currently conduct business with Continuum of

Care-affiliated agencies or Community Shelter Board.

Self or Family/

Organization/Low Income Housing Units Owned Household member

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

ACKNOWLEDGMENT

Federal regulation 2CFR200.318(c)(1) requires that any potential conflict of interest be

disclosed in writing. Such a conflict of interest would arise when the Continuum of Care

member, officer, or agent; any member of his or her immediate family; his or her partner; or

an organization which employs or is about to employ any of the parties indicated herein has

a financial or other interest in or a tangible personal benefit from a firm considered for a

contract.

I have not solicited or accepted gratuities, favors, or anything of monetary value from

contractors or parties to contractors except as disclosed above. By signing this document I

am affirming that I have been given the Columbus and Franklin County Continuum of Care

Governance and Policy Statements and am familiar with its contents. I am also affirming

that the information contained in this disclosure statement is accurate to the best of my

knowledge. I agree that as my circumstances change, I will promptly notify the Continuum of

Care and update this disclosure statement.

SIGNATURE: _____________________________________DATE: ____________

This information will be considered confidential. It will be kept on file by the Community

Shelter Board Operations Director and will be subject to review by the Continuum of Care

Chair.



Continuum of Care

July 1, 2020 - June 30, 2021 Budget

Sources of Funds Total Leveraged Funds HUD Continuum

of Care Funding CSB Portion

CSB and HUD %

of Total

ADAMH/ODMH 1,329,682$ 1,329,682$ -$ -$ 0%

City of Columbus ESG 576,887 - - 576,887 100%

City of Columbus Other 5,600,482 112,500 - 5,487,982 98%

Franklin County ESG 74,163 - - 74,163 100%

Franklin County Other 5,068,888 4,398 - 5,064,490 100%

State of Ohio 3,606,748 1,030,385 - 2,576,363 71%

HUD CoC 17,175,140 - 17,175,140 - 100%

Other Government Grants (HOME, FCCS, other leveraged) 1,897,096 1,440,486 - 456,610 24%

CMHA Section 8-project based 4,631,531 4,631,531 - - 0%

CMHA Section 8-tenant based 175,000 175,000 - - 0%

United Way of Central Ohio 1,004,500 22,500 - 982,000 98%

Medicare and Medicaid 416,313 416,313 - - 0%

Tenant Rent/Fees 2,323,911 2,323,911 - - 0%

Sponsor generated funds 5,549,201 5,549,201 - - 0%

Other Private Contributions/Grants 4,986,998 1,612,111 - 3,374,887 68%

Other (includes Covid-19) 6,223,453 2,305,452 - 3,918,001 0%

Total Sources 60,639,993$ 20,953,470$ 17,175,140$ 22,511,383$ 65%

Electronic budget tab 54,972,346 21,638,522$ 15,898,823 17,435,001

Expenses* Total Leveraged Funds HUD Continuum


CSB and HUD %

of Total

CSB Direct Program Expenses

DCA - Transition and Rapid Re-Housing 2,038,344$ -$ -$ 2,038,344$ 100%

DCA - Targeted Prevention Program 755,815 - - 755,815 100%

Prevention and Diversion

Gladden Community House - Targeted Homelessness Prevention Hub 543,720 106,720 - 437,000 80%

Gladden Community House - FCCS Family Prevention Pilot 89,631 9,846 - 79,785 89%

Gladden Community House - Enhanced Family Diversion 240,000 - - 240,000 100%

Homeless Families Foundation - Pregnant Women Homelessness Prevention 188,400 50,000 - 138,400 73%

Huckleberry House - CARR TEAM - YHDP 290,580 66,580 224,000 - 77%

Netcare Access - Homeless Hotline 494,980 - - 494,980 100%

TBD - Prevention Network Demonstration 120,000 - - 120,000 100%

Shelter and Outreach Services

Lutheran Social Services - Faith Mission Shelters 5,828,151 4,658,030 - 1,170,121 20%

Maryhaven - The Engagement Center 1,334,488 995,050 - 339,438 25%

Southeast - Friends of the Homeless 1,109,951 355,987 - 753,964 68%

YMCA - Van Buren Single Adult Shelters 2,063,085 150,028 - 1,913,057 93%

TBD - for sex offenders 20,000 - 20,000 100%

YMCA - Van Buren Family Shelter 1,639,640 123,318 - 1,516,322 92%

YMCA - Van Buren Family Overnight 90,000 - - 90,000 100%

YMCA - Van Buren Family Overflow 500,000 - - 500,000 100%

YWCA - Family Center 2,570,806 1,632,915 - 937,891 36%

YWCA - Family Overflow 200,000 - - 200,000 100%

Maryhaven - Outreach 439,140 148,000 99,200 191,940 66%

Star House 10,000 - 10,000 100%

Covid-19 related costs 3,918,001 - 3,918,001 100%

Rapid Re-Housing Programs

Homefull - Single Adult Rapid Rehousing 275,690 - - 275,690 100%

Homeless Families Foundation - Rapid Rehousing 688,340 86,234 - 602,106 87%

Homeless Families Foundation - Family Rapid Rehousing Expansion 477,595 27,595 - 450,000 94%

Homeless Families Foundation - RRH and Joint TH/RRH - YHDP 3,005,897 511,665 2,494,232 - 83%

The Salvation Army - Rapid Rehousing 340,464 86,984 - 253,480 74%

The Salvation Army - Job2Housing 414,478 68,485 309,977 36,016 83%

VOAGO - Rapid Rehousing 549,043 214,589 - 334,454 61%

YMCA - Rapid Rehousing Single 1,779,898 107,398 - 1,672,500 94%

YMCA - Rapid Rehousing Family 146,545 56,545 - 90,000 61%

YMCA - Rapid Rehousing DV 1,728,091 335,505 1,392,586 - 81%

Permanent Supportive Housing and Transitional Housing

CHN - Briggsdale 422,756 180,381 242,375 - 57%

CHN - Briggsdale II 499,796 90,847 408,949 - 82%

CHN - Cassady 122,293 80,336 - 41,957 34%

CHN - E. Fifth Ave. 546,081 271,917 232,914 41,250 50%

CHN - Family Homes 13,310 - 13,310 - 100%

CHN - Inglewood 623,595 506,682 60,247 56,666 19%

CHN - Marsh Brook Place1

444,516 22,802 421,714 - 95%

CHN - Marsh Brook Place - YHDP1

340,983 22,242 318,741 - 93%

CHN - N. 22nd St. 235,763 217,407 - 18,356 8%

CHN - Parsons 529,254 270,240 256,811 2,203 49%

CHN - Safe Haven 287,368 98,417 188,951 - 66%

CHN - Southpoint Place 1,152,994 719,351 388,960 44,683 38%

CHN - Terrace Place 692,082 452,910 135,549 103,623 35%

CHN - Wilson 119,619 53,340 66,279 - 55%

CHN/Homefull - SRA 1,624,545 - 1,624,545 - 100%

CHN/Homefull - TRA 1,312,739 - 1,312,739 - 100%

CSB Housing 397,102 - 397,102 - 100%

CSB Housing Contingency 500,000 100% 500,000CoC Meeting - 6.4.20 -


Continuum of Care

July 1, 2020 - June 30, 2021 Budget

Sources of Funds Total Leveraged Funds HUD Continuum


CSB and HUD %

of Total

CSB/Homefull/YMCA - Isaiah Project 2,075,873 135,716 1,940,157 - 93%

Equitas Health - TRA 1,697,318 920,276 777,042 - 46%

Homefull - SRA 226,929 30,220 196,709 - 87%

Homefull - TRA 376,347 23,000 353,347 - 94%

Homefull - Leasing 1,654,173 116,219 1,322,983 214,971 93%

Huckleberry House - Transitional Living Program 778,703 546,568 232,135 - 30%

Maryhaven - Commons at Chantry 577,555 360,732 183,196 33,627 38%

NCR - Commons at Buckingham 915,400 674,701 172,375 68,324 26%

NCR - Commons at Grant 723,908 483,208 172,376 68,324 33%

NCR - Commons at Livingston I & II 683,597 583,815 - 99,782 15%

NCR - Commons at Third 831,266 590,567 172,375 68,324 29%

VOAGO - PSH for Families 727,420 189,298 538,122 - 74%

VOAGO - Van Buren Village 927,419 788,560 64,200 74,659 15%

YMCA - 40 W. Long/SRA 1,143,855 458,513 203,094 482,248 60%

YMCA - Franklin Station 1,143,725 724,479 - 419,246 37%

YMCA - Scattered Sites HOME 560,864 11,550 - 549,314 98%

YWCA - WINGS 1,840,076 1,537,705 257,848 44,523 16%

Total Expenses 60,639,994$ 20,953,470$ 17,175,140$ 22,511,384$ 65%

Surplus (deficit) (0) - 0 (0)

S:\Framework for Action\Financial information\2021\FY21 RLFC Budget



Continuum of Care

June 4, 2020

Resolution to Approve Funding Strategy for FY21

WHEREAS, the staff of Community Shelter Board (CSB) has projected revenues and

expenses for all homeless programs for FY 2021 (July 1, 2020 – June 30, 2021) to the

extent that provider agencies submitted data;

WHEREAS, CSB will continue to prepare funding applications or requests to the City of

Columbus, Franklin County Board of Commissioners, the United Way, the U. S. Department

of Housing and Urban Development, State of Ohio, and other prospects from the public,

philanthropic, and corporate communities to support the services and operations of the

programs serving at risk and homeless individuals and families;

WHEREAS, CSB staff have conducted a fair and open process for Requests for Proposals for

funding services related to homelessness prevention and diversion, emergency shelter and

street outreach, housing services, and supportive housing, as governed by the CSB Board’s

Ends Policies and administrative procedures;

WHEREAS, the agencies requesting renewal funding have successfully operated programs in

a manner that meets CSB’s Partner Agency Standards; assist homeless persons to access

emergency, crisis services, and obtain and maintain housing; improve housing stability;

increase client access to resources; and promote housing retention;

WHEREAS, agencies have been found to be in compliance with CSB Partner Agency Program

Review and Certification Standards for 2019 as of May 2020, with five exceptions which will

receive a conditional contract from CSB for FY 2021;

WHEREAS, the Continuum of Care (CoC) Board recommends that the CoC authorize grants

for funding associated with providing access to homelessness prevention and diversion,

emergency shelter and transitional housing, street outreach services, housing services, and

supportive housing for homeless individuals and families, and recommends approval of the

FY21 funding strategy as presented, inclusive of CoC and ESG funding;

WHEREAS, the CoC Board recommends that the CoC authorize CSB to submit funding

proposals consistent with this strategy on its behalf;

THEREFORE, be it resolved that the authorizes grants for funding associated with providing

access to homelessness prevention and diversion, emergency shelter and transitional

housing, street outreach services, housing services, and supportive housing to homeless

individuals and families, and recommends approval of the FY21 funding strategy as

presented, inclusive of CoC and ESG funding;

THEREFORE, be it resolved that the CoC authorizes CSB to submit funding proposals

consistent with this strategy on its behalf.



Witnessed by:

_____________________________________ June 4, 2020




Continuum of Care

June 4, 2020

Resolution to Approve FY21 Funding Awards

WHEREAS, Community Shelter Board (CSB) staff have conducted a fair and open

process for Requests for Proposals for funding services related to homelessness

prevention and diversion, emergency shelter and transitional housing, street

outreach services, housing services, and supportive housing to homeless individuals

and families as governed by CSB Board’s Ends Policies and administrative

procedures;

WHEREAS, the agencies requesting renewal funding have successfully operated

programs in a manner that meets CSB’s minimum standards; assist homeless

persons to access emergency crisis services and obtain and maintain housing;

improve housing stability; increase clients’ access to resources; and promote housing

retention;

WHEREAS, agencies have been found to be in compliance with CSB Partner Agency

Program Review and Certification Standards for 2019 as of May 2020, with five

exceptions which will receive a conditional contract from CSB for FY21;

WHEREAS, CSB staff are recommending that programs serving at risk and homeless

individuals and families receive FY21 funding, inclusive of CoC and ESG funding, not

to exceed the amounts indicated below;

FY21 CSB and UFA Program Investment CSB HUD and ODSA UFA TOTAL

Grants to Agencies 17,975,402 18,916,962 36,892,363

Prevention and Diversion 1,510,165 224,000 1,734,165

Gladden Community House - FCCS Family Prevention Pilot

79,785 -

79,785

Gladden Community House - Targeted Homelessness

Prevention Hub

437,000 -

437,000

Gladden - Enhanced Family Diversion

240,000 -

240,000

Homeless Families Foundation - Pregnant Women

Homelessness Prevention

138,400 -

138,400

Huckleberry House - CARR Team - HUD YHDP funded project -

224,000

224,000

Netcare - Coordinated Point of Access

494,980 -

494,980

TBD - Prevention Network Demonstration

120,000 -

120,000

-

Shelter and Street Outreach 10,581,532 1,078,402 11,659,933

Adult Shelter 3,790,216 850,419 4,640,635

Lutheran Social Services - Faith Mission Shelters

838,741

331,380

1,170,121

Maryhaven - The Engagement Center

233,230

106,208

339,438

Southeast - Friends of the Homeless Shelter

540,371

213,593

753,963


YMCA - Van Buren Single Adult Shelters

1,279,763

199,238

1,479,001

YMCA - Kitchen Operations

258,784 -

258,784

YMCA - Maintenance

581,328 -

581,328

CSB Van Buren Facility Costs

28,000 -

28,000

Star House

10,000 -

10,000

Shelter for sex offenders, TBD provider

20,000 -

20,000

Family Shelter 2,681,375 128,783 2,810,158

YMCA - Van Buren Family Shelter

1,082,266 -

1,082,266

YMCA - Van Buren Family Shelter Overflow and Overnight

590,000 -

590,000

YWCA - Family Center

809,109

128,783

937,892

YWCA - Family Overflow

200,000 -

200,000

Other Services 4,109,941 99,200 4,209,141

Maryhaven Outreach

191,940

99,200

291,140

COVID-19 related costs

3,918,001 -

3,918,001

-

Housing 5,883,705 17,614,560 23,498,265

Rapid Re-housing/Transitional Housing 2,951,626 5,191,550 8,143,176

Homefull - Single Adult Rapid Re-housing

275,690 -

275,690

Homeless Families Foundation - Rapid Re-housing

486,207

115,899

602,106

Homeless Families Foundation - Family Rapid Re-housing

expansion

450,000 -

450,000

Homeless Families Foundation - RRH and Joint TH/RRH - HUD

YHDP funded projects -

2,494,232

2,494,232

Huckleberry House - Transitional Living Program -

232,135

232,135

Salvation Army - Rapid Re-housing

148,462

105,018

253,480

Salvation Army - Job2Housing

36,016

309,977

345,993

Volunteers of America - Rapid Re-housing

152,801

181,653

334,454

YMCA - Single Adult Rapid Re-housing

1,312,450

360,050

1,672,500

YMCA - Domestic Violence Rapid Re-housing -

1,392,586

1,392,586

YMCA - Family Rapid Re-housing

90,000 -

90,000

Permanent Supportive Housing 2,932,079 12,423,010 15,355,089

Homefull - Amethyst Rental Assistance SRA/TRA - programs in

transition -

550,056

550,056

Homefull - Community Housing Network Leasing - programs in

transition

214,971

1,322,983

1,537,954

CHN/Homefull - Community Housing Network SRA/TRA-

programs in transition -

2,937,284

2,937,284

TBD - PSH programs in transition

500,000 -

500,000

Community Housing Network - All Supportive Housing

308,737

1,994,345

2,303,082

Community Housing Network - Marsh Brook Pl - HUD YHDP

funded project -

740,455

740,455


CSB/YMCA/Homefull - Isaiah Project -

1,940,157

1,940,157

CSB Housing Administration -

397,102

397,102

Equitas - Rental Assistance TRA -

777,042

777,042

Maryhaven - Commons at Chantry

33,627

183,196

216,823

National Church Residences - All Supportive Housing

304,754

517,126

821,880

Volunteers of America - All Supportive Housing

74,659

602,322

676,981

YMCA - 40 West Long, Franklin Station, Scattered Sites

1,450,808

203,094

1,653,902

YWCA - WINGS

44,523

257,848

302,371

WHEREAS, the Continuum of Care (CoC) Board recommends that the CoC authorize

grants not to exceed the amounts listed above for continued operations of the

projects listed above and provision of access to homelessness prevention and

diversion, emergency shelter and transitional housing, outreach services, housing

services, and supportive housing to homeless individuals and families;

THEREFORE, be it resolved that the CoC authorizes grants not to exceed the amounts

listed above for continued operations of the projects listed above, and provision of

access to homelessness prevention and diversion, emergency shelter and

transitional housing, outreach services, housing services, and supportive housing to

homeless individuals and families.


Witnessed by:

_____________________________________ June 4, 2020



Summary Report for OH-503 - Columbus/Franklin 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)

SubmittedFY 2018 FY 2019 Submitted

FY 2018 FY 2019 Difference SubmittedFY 2018 FY 2019 Difference

1.1 Persons in ES and SH 9232 9909 57 56 -1 43 40 -3

1.2 Persons in ES, SH, and TH 9314 10023 60 59 -1 44 41 -3

b. This measure is based on data element 3.17.

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 Living Situation (Data Standards element 3.917) response as well as time spent in permanent housing projects between Project Start and Housing Move-In. This information is added 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.

The construction of this measure changed, per HUD’s specifications, between FY 2016 and FY 2017. HUD is aware that this may impact the change between these two years.

FY2019 - Performance Measurement Module (Sys PM)

2/26/2020 8:35:50 PM 1


Universe (Persons)

Average LOT Homeless (bed nights)

Median LOT Homeless (bed nights)

SubmittedFY 2018 FY 2019 Submitted

FY 2018 FY 2019 Difference SubmittedFY 2018 FY 2019 Difference

1.1 Persons in ES, SH, and PH (prior to “housing move in”) 9313 10095 204 242 38 69 81 12

1.2 Persons in ES, SH, TH, and PH (prior to “housing move in”)

9398 10215 210 246 36 71 83 12


2/26/2020 8:35:50 PM 2


Measure 3: Number of Homeless Persons

Metric 3.1 – Change in PIT Counts

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

Returns to Homelessness from 6

to 12 Months

Returns to Homelessness from

13 to 24 MonthsNumber of Returns

in 2 Years

FY 2019 % of Returns FY 2019 % of Returns FY 2019 % of Returns FY 2019 % of Returns

Exit was from SO 205 26 13% 10 5% 12 6% 48 23%

Exit was from ES 3851 404 10% 348 9% 470 12% 1222 32%

Exit was from TH 147 14 10% 8 5% 14 10% 36 24%

Exit was from SH 0 0 0 0 0

Exit was from PH 1317 151 11% 104 8% 92 7% 347 26%

TOTAL Returns to Homelessness 5520 595 11% 470 9% 588 11% 1653 30%

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.

After entering data, please review and confirm your entries and totals. Some HMIS reports may not list the project types in exactly the same order as they are displayed below.


2/26/2020 8:35:50 PM 3


This measures the change in PIT counts of sheltered and unsheltered homeless person as reported on the PIT (not from HMIS).

January 2018 PIT Count

January 2019 PIT Count Difference

Universe: Total PIT Count of sheltered and unsheltered persons 1807 1907 100

Emergency Shelter Total 1427 1447 20

Safe Haven Total 0 0 0

Transitional Housing Total 92 78 -14

Total Sheltered Count 1519 1525 6

Unsheltered Count 288 382 94

Metric 3.2 – Change in Annual Counts

This measures the change in annual counts of sheltered homeless persons in HMIS.

SubmittedFY 2018 FY 2019 Difference

Universe: Unduplicated Total sheltered homeless persons 9445 10297 852

Emergency Shelter Total 9346 10167 821

Safe Haven Total 0 0 0

Transitional Housing Total 241 229 -12


2/26/2020 8:35:50 PM 4


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


Universe: Number of adults (system stayers) 1077 1190 113

Number of adults with increased earned income 113 114 1

Percentage of adults who increased earned income 10% 10% 0%

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 298 425 127

Percentage of adults who increased non-employment cash income 28% 36% 8%

Metric 4.3 – Change in total income for adult system stayers during the reporting period



Number of adults with increased total income 352 482 130

Percentage of adults who increased total income 33% 41% 8%


2/26/2020 8:35:50 PM 5


Metric 4.4 – Change in earned income for adult system leavers


Universe: Number of adults who exited (system leavers) 296 231 -65

Number of adults who exited with increased earned income 29 20 -9

Percentage of adults who increased earned income 10% 9% -1%

Metric 4.5 – Change in non-employment cash income for adult system leavers



Number of adults who exited with increased non-employment cash income 82 73 -9

Percentage of adults who increased non-employment cash income 28% 32% 4%

Metric 4.6 – Change in total income for adult system leavers



Number of adults who exited with increased total income 101 87 -14

Percentage of adults who increased total income 34% 38% 4%


2/26/2020 8:35:50 PM 6


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. 8654 9399 745

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. 2971 3037 66

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)

5683 6362 679

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. 9301 9841 540

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. 3439 3341 -98

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.)

5862 6500 638


2/26/2020 8:35:50 PM 7


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 FY2019 (Oct 1, 2018 - Sept 30, 2019) reporting period.

Measure 7: Successful Placement from Street Outreach and Successful Placement in or Retention of Permanent Housing


Universe: Persons who exit Street Outreach 474 465 -9

Of persons above, those who exited to temporary & some institutional destinations 91 69 -22

Of the persons above, those who exited to permanent housing destinations 215 149 -66

% Successful exits 65% 47% -18%

Metric 7a.1 – Change in exits to permanent housing destinations

Metric 7b.1 – Change in exits to permanent housing destinations


2/26/2020 8:35:50 PM 8



Universe: Persons in ES, SH, TH and PH-RRH who exited, plus persons in other PH projects who exited without moving into housing 7976 8495 519

Of the persons above, those who exited to permanent housing destinations 3835 3372 -463

% Successful exits 48% 40% -8%

Metric 7b.2 – Change in exit to or retention of permanent housing


Universe: Persons in all PH projects except PH-RRH 2697 2540 -157

Of persons above, those who remained in applicable PH projects and those who exited to permanent housing destinations 2514 2443 -71

% Successful exits/retention 93% 96% 3%


2/26/2020 8:35:50 PM 9


OH-503 - Columbus/Franklin 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.

FY2019 - SysPM Data Quality

2/26/2020 8:35:51 PM 10


All ES, SH All TH All PSH, OPH All RRH All Street Outreach

2015-2016

2016-2017

2017-2018

2018-2019

2015-2016

2016-2017

2017-2018

2018-2019

2015-2016

2016-2017

2017-2018

2018-2019

2015-2016

2016-2017

2017-2018

2018-2019

2015-2016

2016-2017

2017-2018

2018-2019

1. Number of non-DV Beds on HIC 1034 1070 1047 1066 136 102 88 88 2661 2732 2708 2686 378 392 734 497

2. Number of HMIS Beds 1034 1051 1047 1066 136 98 88 88 2249 2239 2651 2623 378 365 734 497

3. HMIS Participation Rate from HIC ( % )

100.00 98.22 100.00 100.00 100.00 96.08 100.00 100.00 84.52 81.95 97.90 97.65 100.00 93.11 100.00 100.00

4. Unduplicated Persons Served (HMIS)

10436 9117 9033 9717 700 323 241 210 3021 3129 3046 2977 5278 4892 3682 4122 178 470 423 385

5. Total Leavers (HMIS) 9276 7954 7693 8388 599 251 185 151 493 560 500 454 3965 4212 2744 3213 78 342 304 303

6. Destination of Don’t Know, Refused, or Missing (HMIS)

2445 1050 579 378 39 14 2 2 40 41 22 19 1099 997 14 67 36 6 4 9

7. Destination Error Rate (%) 26.36 13.20 7.53 4.51 6.51 5.58 1.08 1.32 8.11 7.32 4.40 4.19 27.72 23.67 0.51 2.09 46.15 1.75 1.32 2.97

FY2019 - SysPM Data Quality

2/26/2020 8:35:51 PM 11


Point-in-Time Count/Housing Inventory ChartPoint-in-Time Count/Housing Inventory Chart

Planning – CSB, Outreach Teams, community partners (~4 months)

PIT Count – last 10 days in January, per HUD rules

Unsheltered Count – camps, streets (4am‐6pm), meal sites, service sitesduring the day. Volunteers administer surveys with HUD‐required questions.

Sheltered Count – Data pull from HMIS/CSP, collaboration with partners

for data from DV shelters

Data analysis and quality assurance –de‐duplicate sheltered and unsheltered counts and prepare data for submission (~2 months)

Point‐in‐Time Count Housing Inventory Chart

Submit data to HUD (April)

Compilation of all units and beds for every program in the system (shelter, RRH, PSH, TH) at the time of the PIT

Count. Collaboration with VA for VASH.

Data analysis and quality assurance, prepare data for submission

Multiple rounds of review to ensure data quality and accuracy, include verification by partner agencies

Present PIT and HIC data to CoC Board

Timely and complete submission is a scoring factor in the CoC funding

competition

~ 2 mon

ths


POINT IN TIME COUNT2008 ‐ 2020

117

102

125

144

182 231

233

196 33

9

340

282 368 432

629 762

713 761 774 737 793 10

49 809

831

912 93

5 901

105

108

112 11

8 112

107 11

4

125

106

71 47

47 66

0

200

400

600

800

1000

1200

1400

CY 08

CY 09

CY 10

CY 11

CY 12

CY 13

CY 14

CY 15

CY 16

CY 17

CY 18

CY 19

CY 20

Singles/ Youth Unsheltered Singles/ Youth Sheltered Singles/ Youth in TH

Total P

ersons

Point in TimeTrends by Household Type ‐ Singles/Youth

0 6 9 0 0 13 0 0 0 0 6 14 0

460

358 391

320

229 27

0

452

327

429

398

515

512

555

30

23

37

75

137 11

4

14

10

32

51

45 31

68

0

100

200

300

400

500

600

700

CY 08

CY 09

CY 10

CY 11

CY 12

CY 13

CY 14

CY 15

CY 16

CY 17

CY 18

CY 19

CY 20

Persons in Families Unsheltered Persons in Families in Shelter Persons in Families in TH

Point in TimeTrends by Household Type ‐ Families

Total P

ersons

117

108

134

144

182

244

233

196 339

340

288 382

432

1089

1120

1104

1081

1003 1007 12

45

1376 1238

1229 1427 14

47 145613

5

131

149

193

249 221

128 13

5

138

122

92

78

134

0

200

400

600

800

1000

1200

1400

1600

1800

2000

CY 08

CY 09

CY 10

CY 11

CY 12

CY 13

CY 14

CY 15

CY 16

CY 17

CY 18

CY 19

CY 20

Total Unsheltered Total Sheltered Total Transitional Housing

Point in TimeTrends by Household Type ‐ All

Total P

ersons


Emergency Shelters 1,466 1,447 19 155 142 13 555 512 43 901 927 -26 10 8 2Transitional Housing 137 78 59 18 12 6 68 31 37 66 47 19 3 0 3Total Sheltered 1,603 1,525 78 173 154 19 623 543 80 967 974 -7 13 8 5

Unsheltered 433 382 51 0 5 -5 0 14 -14 432 367 65 1 1 0

Total Homeless 2,036 1,907 129 173 159 14 623 557 66 1,399 1,341 58 14 9 5

2020 PIT COUNT PIT Count Breakdown Total Families Family Members Individuals Under 18

2020 2019 Difference Difference2020 2019 Difference 2020 2019

55.6%

2019

6.8% 8.8% 11.8% 4.3%

Difference 2020 2019 Difference 2020


Part 1: Homeless PopulationEmergency

20202019 Difference Transitional

20202019 Difference 2020 2019 Difference 2020 2019 Difference

Number of Families with Children (Family Households):

155 142 13 18 12 6 0 5 -5 173 159 14

1. Number of Persons in Familieswith Children:

555 512 43 68 31 37 0 14 -14 623 557 66

2. Number of Single Individualsand Persons in Households without Children:

901 927 -26 66 47 19 432 367 65 1,399 1,341 58

3. Under 18 Youth 10 8 2 3 0 3 1 1 0 14 9 5(Add Lines Numbered 1, 2 & 3) Total Persons:

1,466 1,447 19 137 78 59 433 382 51 2,036 1,907 129

Part 2: Homeless Subpopulations2020 2019 Difference 2020 2019 Difference 2020 2019 Difference

5 75 80

20.8% 102.7% 82.5%2. Severely Mentally Ill* 228 240 -12 254 161 93 482 401 81

3. Chronic Substance Abuse* 94 125 -31 242 168 74 336 293 43

4. Veterans* 89 76 13 8 16 -8 97 92 5

5. Persons with HIV/AIDS* 9 6 3 4 3 1 13 9 4

6. Victims of Domestic Violence* 231 242 -11 130 106 24 361 348 13

2020 Continuum of Care Homeless Population and Subpopulations Chart

Sheltered Unsheltered Total

1.3% 75.6% 13.4% 6.8%

* Self reported data. For chronic homeless, self reported for those without an HMIS active record.

Sheltered Unsheltered Total

1. Chronically Homeless (For sheltered, persons in emergency shelter only)*

29 24 148 73 177 97


SYSTEM & PROGRAM

INDICATOR REPORT

FY2020

1/1/20 – 3/31/20


Our Mission

To lead a coordinated, community effort to make sure

everyone has a place to call home.

We thank our Partner Agencies for their assistance in collecting data

and ensuring data accuracy for our community reports.


SHOUT OUTS FY2020 Quarter 3: 1/1/2020 – 3/31/2020

COVID-19 OPERATIONS

Provided two locations for de-concentration shelters and provided

staffing for de-concentration shelters and shelters for isolation and quarantine to

help slow the spread of COVID-19.

COVID-19 OPERATIONS

Provided navigation services, peer support, and other behavioral health

supports for clients staying in COVID-19 shelters for isolation and quarantine.

NEW SYSTEM PARTNER

Welcome to Homefull, our partner operating a new rapid re-housing

program for single adults and providing services and operations for permanent

supportive housing programs.


System and Program Indicator Report

TABLE OF CONTENTS

Overview ............................................................................................................................ 1

System Level Indicators

Family Emergency Shelter .......................................................................................... 2

Men’s Emergency Shelter ........................................................................................... 3

Women’s Emergency Shelter ..................................................................................... 4

Emergency Shelter (Family, Men’s, & Women’s) ...................................................... 5

Prevention .................................................................................................................... 6

Rapid Re-housing ........................................................................................................ 7

Permanent Supportive Housing ................................................................................. 8

Special Populations – Families .................................................................................. 9

Special Populations – Pregnant Women ................................................................. 10

Special Populations – Veterans ............................................................................... 11

Special Populations – TAY ........................................................................................ 12

Trends Appendix ........................................................................................................ 13

Crisis Response for Single Adults ............................................................................. 14

Program Level Indicators

CPOA, Outreach, and Family Shelters ...................................................................... 15

Single Adult Emergency Shelters ............................................................................. 16

Permanent Supportive Housing ............................................................................... 17

Permanent Supportive Housing/Transitional Housing ........................................... 18

Rapid Re-housing, Prevention, and SSVF ................................................................ 19


Overview

1

Overview

System and Program Indicator Reports are published quarterly and furnished to CSB

trustees and the Continuum of Care. All reports are posted to www.csb.org. Results

are also shared with CSB funders consistent with funding contracts and agreements.

The System and Program Indicator Report monitors the current CSB funded programs

and some non-CSB funded programs that participate in our data system. The report

evaluates each system and program based on a system or program goal, actual

performance data, variances, and outcome achievements. Outcome achievement is

defined as 90% or better of numerical goal or within 5 percentage points of a

percentage goal, except where a lesser or greater value than this variance also

indicates an achieved goal. Systems or programs which meet less than one-half of

outcome goals are considered to be a “program of concern”. The following key is

used to express outcome achievement status for each indicator:

Outcome Achievement: Key

Outcome achieved √

Outcome not achieved ≠

Outcome goal not applicable N/A

All data generated from the Columbus ServicePoint (CSP) and used in the report met

CSB quality assurance standards, which require current and accurate data and a

95% completion rate for all required CSP data variables.

Data included in the report is analyzed per the Evaluation Definitions and

Methodology document that can be found at www.csb.org under the Publications

section.


http://www.csb.org/

http://www.csb.org/


FY20 EMERGENCY

SHELTER

1/1/2020 - 3/31/2020Goal Actual

Outcome

Achievement Capacity1

Actual Goal Actual

Outcome

Achievement Goal (#) Actual

Outcome

Achievement Goal (%) Actual (%)

Outcome

Achievement

Family System 350 327 √ 114 125 38 54 ≠ 165 111 ≠ 70% 52% ≠

2 Starting 7/1/15, Successful Housing Outcomes include permanent exits to family. Starting 7/1/18, Successful Housing Outcomes include permanent exits to friends.

Households Served

Nightly

Occupancy

Average Length of Stay

(Days) Successful Housing Outcomes2

1 Overflow capacity is not included.

Eight percent less households needed shelter compared to the same period of last fiscal year. The success rate at exit from shelters increased 2 percentage points, but

remained low, impacted by the high number of families served and the difficult housing environment, which also impacted the average length of shelter stay that increased to

54 days. The employment rate at entry decreased from the FY19 rate of 40% to 36% currently, coupled with a slight decrease in average income (FY19 $768). An additional 9

families stayed in the Overnight shelter program only, waiting for a face-to-face shelter eligibility assessment. These families were subsequently either diverted from shelter or

self-exited.

3 Due to rounding percentages do not add up to 100%.

27

1

27

5

21

1

23

2 26

2 29

0

36

4

43

6

32

6

38

7

32

1

34

4 35

7

32

7

0

250

500

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Household Served (#)

70% 69%

63%65%

62%

75%

65%

56%59%

62%66%

65%

50%52%

0%

20%

40%

60%

80%

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Successful Housing Outcomes (%)2

SHO SHO + Permanent Exit to Family/Friends

3539 38

65

42

20 1924 22

2631

45 47

54

0

15

30

45

60

75

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Average Length of Stay (Days)

106119

90

9992

53

62

95

69

88 86

128 128125

0

40

80

120

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Average Nightly Occupancy (#)

DEMOGRAPHICS Family

Households Served 327

Percent Newly homeless 68%

Clients Served 1,163

Average Age (HoH) 31

Gender - Female (HoH) 94%

Gender - Male (HoH) 6%

Veterans (U.S. Military) served 5

Veterans % of all adults 1%

Average Monthly Household Income $764

Percent Working at Entry 36%

Race - Black (HoH)3 76%

Race - White (HoH)3 24%

Race - Other (HoH)3 1%

Non-Hispanic (HoH) 95%

Hispanic (HoH) 5%

Adults Served 445

Children Served 718

Mean Family Size 3.6

Average Number of Children 2.2

Adults 18-24 years (HoH) 20%

Children 0 - 2 years 26%




Pregnant Women Served 46

Long Term Disability (HoH) 18%

Franklin County Residents 87%

2 System Level: Family Emergency ShelterCoC Meeting - 6.4.20 -


FY20 EMERGENCY SHELTER

System of

1/1/2020 - 3/31/2020Goal Actual

Outcome Achievement Capacity2 Actual Goal Actual

Outcome Achievement Goal (#) Actual (#)

Outcome Achievement Goal (%) Actual (%)

Outcome Achievement

Yes or No

Men's System 1,800 1,703 √ 397 563 45 40 √ 452 166 ≠ 33% 14% ≠ Yes

1 Starting 7/1/15, Successful Housing Outcomes include permanent exits to family. Starting 7/1/18, Successful Housing Outcomes include permanent exits to friends.2 Overflow capacity is not included. Overflow beds opened 12/2/19 and remained open throughout the reporting period.

Successful Housing Outcomes 1Households Served Nightly

OccupancyAverage Length of Stay

(Days)

The number of single men sheltered decreased 9% when compared to the same reporting period of last fiscal year, on account of Volunteers of America closing their 40 bed men's shelter. The success rate decreased to 14%, reaching the lowest level on record. The average length of time homeless remained constant at 40 days. The long term disability rate jumped by 11 percentage points compared to the same reporting period of last fiscal year. The employment rate at entry decreased from the FY19 rate of 28% to 18% currently, coupled with a decrease in average income (FY19 $562). The rapid re-housing program now only serves individuals with high needs and barriers, per HUD guidelines, which makes outcome achievement more difficult.

1,5

88

1,6

81

1,6

30

1,5

82

1,6

64

1,7

72

1,7

13

1,7

68

1,7

61

1,8

09

1,7

68

1,8

05

1,8

76

1,7

03

0

500

1,000

1,500

2,000

2,500

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20

Qtr3 Households Served (#)

15%

20% 19% 19%22%

17%

26%22%

14%

24%

19% 18% 19%

14%

0%

10%

20%

30%

40%

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20



3128 30

41 4238 37 38

46

38 38 41 40 40

0

15

30

45

60

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20


539514

548 548 565 574 554 580639

551 553597

619563

0

150

300

450

600

750

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20


DEMOGRAPHICS Men

Households Served 1,703


Average Age 44Men as a percent of total single adults served

69%

Veterans (U.S. Military) served

133

Veterans % of all adults 8%Average Monthly Household Income

$417


Race - Black 64%

Race - White 34%

Race - Other 2%

Non-Hispanic 96%

Hispanic 4%

Adults 18 - 24 years 6%





Adults 62+ years 10%



3 System Level: Men's Emergency ShelterCoC Meeting - 6.4.20 -


FY20 EMERGENCY

SHELTER

Sy

st

e

1/1/2020 - 3/31/2020Goal Actual

Outcome


Actual Goal Actual

Outcome

Achievement Goal (#) Actual (#)

Outcome


Outcome

Achievement

Ye

s

or

Women's System 725 749 √ 201 240 45 44 √ 173 105 ≠ 33% 20% ≠ No


Successful Housing Outcomes1

Households Served

Nightly

Occupancy


(Days)


The number of single women sheltered increased 5% when compared to the same reporting period of last fiscal year. The success rate at exit is at 20%, a slight

increase from the FY19 rate. The employment rate at entry decreased compared to the FY19 annual rate of 29% to 23% currently, while average income decreased

from $607 to $541. The rapid re-housing program now only serves individuals with high needs and barriers, per HUD guidelines, which makes outcome achievement

more difficult.

2 Overflow capacity is not included. Overflow beds opened 10/31/19 and remained open throughout the reporting period.

49

1

46

8

42

1 47

2

49

3 56

3

54

6

50

1

78

3

68

4 75

2

75

0

71

4

74

90

200

400

600

800

1000

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


23% 23%25%

29%26%

24%23% 23%19%

23%

19% 18% 19%20%

0%

10%

20%

30%

40%

50%

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20



22 2328 28

33

2730

35

53

3035

42 44 44

0

10

20

30

40

50

60

70

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


120 117130

116136 134 142

151

314

178

223239 239 240

0

50

100

150

200

250

300

350

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


DEMOGRAPHICS Women



Average Age 40

Women as a percent of total single

adults served31%





Race - Black3 56%

Race - White3 43%

Race - Other3 2%

Non-Hispanic 98%

Hispanic 2%

Adults 18 - 24 years3 12%





Adults 62+ years3 5%




4 System Level: Women's Emergency ShelterCoC Meeting - 6.4.20 -


FY20 EMERGENCY SHELTER

Sy

ste

m

1/1/2020 - 3/31/2020Goal Actual

Outcome


Actual Goal Actual

Outcome


Outcome


Outcome

Achievement

Yes

or

No

Emergency Shelter System1 2,850 2,768 √ 712 927 42 43 √ 778 381 ≠ 37% 20% ≠ No

1 System includes single adult and family shelters. Excludes Huckleberry House Emergency Shelter and YMCA Family Overnight; total distinct households served including the youth shelter and overnight program is 2829.

3 Overflow capacity is not included. Overflow beds opened 10/31/19 for women and 12/2/19 for men and remained open throughout the reporting period.


Households Served

Nightly

Occupancy



The system experienced a 6% decrease in the number of households sheltered when compared to the same period of last fiscal year. The nightly occupancy decreased as well, on

account of Volunteers of America closing their 40 bed men's shelter. The number of veterans who needed shelter decreased by 54 (27%) and the number of pregnant women

increased by 7 (8%) during the same timeframe. The successful housing outcomes percent slightly decreased compared to the same period of last fiscal year. The average length of

time homeless increased slightly. The employment rate and average income decreased compared to the FY19 rate ($610, 30%). 55% of sheltered households did not experience

homelessness within the prior two years.

2,2

94

2,4

09

2,2

37

2,2

83

2,4

42

2,6

24

2,6

12

2,6

95

2,8

58

2,8

69

2,8

55

2,8

89

2,9

38

2,7

68

0

750

1500

2250

3000

3750

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


22%22% 23%25%

27%25%

32%

28%

21%

30%

24% 23% 22%20%

0%

10%

20%

30%

40%

50%

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20



4441

44 43 41

34 3335

45

35 36

42 42 43

0

10

20

30

40

50

60

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


756 750 769 765 806762 762

826

1022

817865

964 986 927

0

200

400

600

800

1000

1200

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


DEMOGRAPHICSFamily &

Adults

Households Served 2,768


Clients Served 3,598

Adults Served 2,880

Children Served 718




Veterans (U.S. Military)

served148


Average Monthly Household

Income$503


Race - Black (HoH) 63%

Race - White (HoH) 35%

Race - Other (HoH) 2%


Hispanic (HoH) 4%

Adults 18-24 years (HoH) 9%




5 System Level: Emergency ShelterCoC Meeting - 6.4.20 -


FY20 Prevention

1/1/2020 - 3/31/2020Goal Actual

Outcome

Achievement Goal Actual

Outcome


Outcome

Achievement Goal (#)

Actual

(#)

Outcome

Achievement Goal (%)

Actual

(%)

Outcome

Achievement

Prevention System1

56 99 √ 130 188 √ 150 101 √ 77 89 √ 85% 95% √

Households Served New Households Served

Average Length of Participation


The number of households served decreased 15% when compared to the same reporting period of last fiscal year. The number of veterans served decreased 24% (12) compared to the

same reporting period of last fiscal year. The success rate at program exit increased 12 percentage points. 69% of households are stable in their own housing and 26% decided to

permanently move in with family/friends. Percent working at entry decreased compared to FY19 annual rate (51%) showing better targeting and prioritization of households at greater

risk of homelessness.



2 Data refers to the families served.

1 System includes Gladden Community House prevention hub programs, Homeless Families Foundation prevention program for pregnant women, and VOAOI SSVF program for veterans.

133

186

295

138

76 66

109 111 99

0

50

100

150

200

250

300

350

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 New Households Served (#)

99% 97% 95% 96% 98%90%

94%83%

95%

0%

25%

50%

75%

100%

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20



69

94

80

108117 117 117

95 101

0

25

50

75

100

125

150

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Average Length of Participation (Days)

219 224

353

255

206

155

238 222188

0

50

100

150

200

250

300

350

400

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


DEMOGRAPHICS

Family &

Adults


Clients Served 631








Race - Black (HoH)4 82%

Race - White (HoH)4 16%

Race - Other (HoH)4 1%


Hispanic (HoH) 3%

Adults Served 232

Children Served 399

Mean Family Size2 3.7

Average Number of Children2 2.5

Children 0 - 2 years2,4 29%






6 System Level: PreventionCoC Meeting - 6.4.20 -


FY20 Rapid Re-housing

System

of

Concern

1/1/2020 - 3/31/2020Goal Actual

Outcome


Outcome


Outcome


Outcome


Outcome

Achievement Yes or No

Rapid Re-housing System1 425 497 √ 940 1,116 √ 100 108 √ 255 271 √ 60% 63% √ No

Single Adults3 - 373 - - 783 - - 101 - - 171 - - 56% -

Families3 - 124 - - 333 - - 128 - - 100 - - 82% -

3 No outcome goals were set by subpopulation.

New Households Served Households Served

Average Length of

Participation (Days) Successful Housing Outcomes2

1 System includes HFF Rapid Re-housing and YHDP Rapid Re-housing, VOAOI Rapid Re-housing, TSA Rapid Re-housing and J2H, YMCA Rapid Re-housing, Family Rapid Re-housing and DV Rapid Rehousing, LSS SSVF, and VOAOI SSVF

The number served decreased 6% when compared to the same reporting period of last fiscal year. The system employment rate of 25% and system average income of $619 decreased from the FY19

rates of 29% and $627, respectively. The rapid rehousing programs now only serve households with high needs and barriers, per HUD guidelines, which makes outcome achievement more difficult.


95

198

142

233211 218

187

457

596

497

0

100

200

300

400

500

600

700

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 New Households Served (#)

91% 91% 92%87% 85% 86% 90% 89%

74%

63%

0%

25%

50%

75%

100%

FY

1

1

FY

1

2

FY

1

3

FY

1

4

FY

1

5

FY

1

6

FY

1

7

FY

1

8

FY

1

9

FY

2

0



238

452

296

419479 487

378

974

1,1811,116

0

200

400

600

800

1000

1200

1400

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


10899

119

99110 113 111 107 101 108

0

25

50

75

100

125

150

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Average Length of Participation (Days)

DEMOGRAPHICS Family Single Adults

Households Served 333 783

Clients Served 1,196 783

Average Age (HoH) 32 46

Gender - Male (HoH) 9% 67%

Gender - Female (HoH) 91% 33%

Veterans (U.S. Military)

served13 173

Veterans % of all adults 3% 22%

Average Monthly

Household Income$598 $627

Percent Working at Entry 27% 25%

Adults Served 430 783

Children Served 766 N/A

Race - Black (HoH) 79% 64%

Race - White (HoH) 20% 34%

Race- Other (HoH) 1% 2%

Non-Hispanic (HoH) 96% 97%

Hispanic (HoH) 4% 3%

Mean Family Size 3.6 N/A

Average Number of

Children2.3 N/A

Adults 18-24 years (HoH) 20% 10%

Children 0 - 2 years 26% N/A




Long Term Disability (HoH) 29% 46%

Pregnant Women Served 54 28

7 System Level: Rapid Re-housingCoC Meeting - 6.4.20 -


FY20 Permanent Supportive

Housing (PSH)

1/1/2020 - 3/31/2020Goal Actual

Outcome


Outcome


Outcome


Outcome


Outcome

Achievement

Total PSH System 2,033 1,902 √ 95% 95% √ 24 51 √ 1,830 1,864 √ 90% 99% √



Households Served Occupancy Rate Housing Stability (Months)

1,2

70

1,3

92

1,5

27

1,4

44

1,6

00

1,5

80

1,7

02

1,7

06

1,7

80

1,9

82

1,9

77

1,9

49

1,8

61

1,9

02

0

500

1000

1500

2000

2500

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20


98

%

97

%

98

%

97

%

97

%

96

%

98

%

97

%

98

%

98

%

98

%

98

%

99

%

99

%

0%

25%

50%

75%

100%

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20



3032 32

35 35 34 33 3537 36

4043

4851

0

15

30

45

60

FY

07

FY

08

FY

09

FY

10

FY

11

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Housing Stability (Months)

97%100%

96%100% 98% 97% 96% 94% 95%

0%

25%

50%

75%

100%

125%

FY

12

FY

13

FY

14

FY

15

FY

16

FY

17

FY

18

FY

19

FY

20

Qtr3 Occupancy Rate (%)

The system continues to perform well. However, the number served was lower than expected due to lower occupancy in the rental assistance projects. The current capacity of Permanent Supportive Housing units included in Columbus Service Point (CSP) and reported on here is 1936. VA VASH voucher capacity of 364 is not included.

8 System Level: Permanent Supportive HousingCoC Meeting - 6.4.20 -


Families TotalsHomelessness

PreventionStreet Outreach

Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Youth Households (18 - 24) 89 23 0 39 6 43 7

Pregnant Youth Households (18 - 24) 34 12 0 14 1 17 2

Households (25+) 604 88 0 249 0 236 193

Pregnant Households (25+) 78 32 0 25 0 38 0

Total Households Served (#) 794 155 0 327 7 333 202

Total Households Entered 304 79 0 205 3 124 19

Total Households Exited 282 78 0 215 2 122 3

Successful Housing Outcomes (#)1 N/A 73 N/A 111 2 101 199

Successful Housing Outcomes (%)1 N/A 94% N/A 52% 100% 83% 99%

Average Length of Shelter Stay (Days)2

Average Length of Participation (Days)3

Housing Stability (Months)4

N/A 100 N/A 54 6 127 42

Race - Black (HoH)5

85% N/A 76% 100% 80% 72%

Race - White (HoH)5

14% N/A 23% 0% 19% 27%

Race - Other (HoH)5

1% N/A 1% 0% 1% 0%

Gender - Female 95% N/A 94% 100% 92% 79%

Gender - Male 5% N/A 6% 0% 8% 21%

Gender - Other 0% N/A 0% 0% 0% 0%

Non-Hispanic (HoH) 97% N/A 95% 100% 96% 96%

Hispanic (HoH) 3% N/A 5% 0% 4% 4%

Long Term Disability 6% N/A 18% 71% 28% 90%

Franklin County Residents 93% N/A 87% 100% 84% 95%

Special Populations Served: 1/1/2020 - 3/31/2020 Families Served by Program Type

DEMOGRAPHICS

88

0

249

0

236

193

32

0 25

0

38

0

23 0

39

6

43

7 12 0 14

1 17

2 0

50

100

150

200

250

300

Homelessness

Prevention

Street Outreach Emergency Shelter Transitional Housing PH - Rapid Re-Housing PH - Permanent

Supportive Housing

Households (25+) Pregnant Households (25+) Youth Households (18 - 24) Pregnant Youth Households (18 - 24)

1 Successful outcomes measure for Street Outreach. No families were served by Street Outreach for the reporting period.2 Average Length of Shelter Stay (Days) measured for Emergency Shelter. 3 Average Length of Participation (Days) measured for Street Outreach, PH - Rapid Re-Housing and Homelessness Prevention.4 Housing Stability (Months) measured for PH - Permanent Supportive Housing and Transitional Housing. 5 Due to rounding, percentages may not add up to 100%

Families Served by Program Type

94%

0

52%

100%

83%

99%

0%

20%

40%

60%

80%

100%

Homelessness

Prevention

Street

Outreach

Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive

Housing

Successful Housing Outcomes by Program Type

9 System Level: Special Populations - FamiliesCoC Meeting - 6.4.20 -


Pregnant Women TotalsHomelessness


Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Unaccompanied Youth (under 18) 2 0 0 2 0 0 0

Unaccompanied Youth (18 -24) 33 1 2 22 4 14 1

Single Adults (25+) 40 2 1 34 0 14 0

Parenting Youth Households 18-24 35 12 0 15 1 16 2

Parenting Households (25+) 88 33 0 31 0 38 1



Successful Housing Outcomes (%)1 N/A 82% 100% 22% N/A

1 71% 100%




N/A 124 38 38 5 193 2

Race - Black (HoH) 85% 33% 73% 80% 83% 75%

Race - White (HoH) 15% 67% 27% 20% 17% 25%

Race - Other (HoH) 0% 0% 0% 0% 0% 0%

Non-Hispanic (HoH) 100% 100% 98% 100% 99% 100%

Hispanic (HoH) 0% 0% 2% 0% 1% 0%

Long Term Disability 6% 100% 15% 60% 29% 75%

Franklin County Residents 94% 67% 86% 100% 85% 75%

Special Populations Served: 1/1/2020 - 3/31/2020 Pregnant Women Served by Program Type

DEMOGRAPHICS

0 0 2 0 0 0 1 2

22

4

14

1 2 1

34

0

14

0

33

0

31

0

38

1

12

0

15

1

16

2

0

15

30

45

Homelessness

Prevention

Street Outreach Emergency Shelter Transitional Housing PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Unaccompanied Youth (under 18) Unaccompanied Youth (18 -24) Single Adults (25+)

Parenting Households (25+) Parenting Youth Households 18-24

1 Successful outcomes measure for Street Outreach. Transitional Housing didn't have any pregnant household exits during report period. eve2 Average Length of Shelter Stay (Days) measured for Emergency Shelter. 3 Average Length of Participation (Days) measured for Street Outreach, PH - Rapid Re-Housing and Homelessness Prevention.4 Housing Stability (Months) measured for PH - Permanent Supportive Housing and Transitional Housing.

Pregnant Women Served by Program Type

82%

100%

22%

0%

71%

100%

0%

20%

40%

60%

80%

100%

Homelessness

Prevention

Street Outreach Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive

Housing


10 System Level: Special Populations - Pregnant WomenCoC Meeting - 6.4.20 -


Veterans (All Adults) TotalsHomelessness


Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Unaccompanied Youth (18 -24) 1 1 0 0 0 0 0

Single Adults (25+) 791 30 12 144 77 178 535


Parenting Households (25+) 47 6 0 5 0 7 34



Successful Housing Outcomes (%)1 N/A 100% 100% 38% 49% 83% 98%




N/A 101 102 45 2 124 51

Race - Black (HoH)6

66% 58% 60% 49% 60% 57%

Race - White (HoH)6

32% 33% 38% 47% 38% 40%

Race - Other (HoH)6

3% 8% 3% 4% 2% 3%

Gender - Male6

76% 100% 91% 100% 94% 91%

Gender - Female6

24% 0% 9% 0% 5% 8%

Gender - Other6

0% 0% 1% 0% 1% 1%

Non-Hispanic (HoH) 97% 100% 97% 99% 97% 98%

Hispanic (HoH) 3% 0% 3% 1% 3% 2%



Special Populations Served: 1/1/2020 - 3/31/2020 Veterans Served by Program Type

DEMOGRAPHICS

1 Successful outcomes measure for Street Outreach. 2 Average Length of Shelter Stay (Days) measured for Emergency Shelter. 3 Average Length of Participation (Days) measured for Street Outreach, PH - Rapid Re-Housing and Homelessness Prevention.4 Housing Stability (Months) measured for PH - Permanent Supportive Housing and Transitional Housing.5 VASH vouches are included under the PH - Permanent Supportive Housing category.6 Due to rounding, percentages may not add up to 100%

31 12

144 77

178

535

7 0 5 0 8 34

0

100

200

300

400

500

600

Homelessness

Prevention


Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive

HousingSingle Adult Veterans Veteran in Families

Veterans Served by Program Type

100% 100%

38%49%

83%

98%

0%

20%

40%

60%

80%

100%

Homelessness

Prevention


Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive

Housing


11 System Level: Special Populations - VeteransCoC Meeting - 6.4.20 -


Transition Age Youth1 Totals

Homelessness


Emergency

Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Unaccompanied Youth under 18 132 0 0 131 1 0 0

Unaccompanied Youth 18-24 276 1 20 197 23 80 19

Parenting Youth Households Under 18 0 0 0 0 0 0 0


Total Pregnant Women Served 70 13 2 39 5 30 3

Total Households Served 519 36 20 378 31 139 28

Total Households Entered 283 22 7 219 9 67 11


Successful Housing Outcomes (%)2 N/A 88% 67% 11% 100% 46% 100%

Successful Housing Outcomes (#)2 N/A 14 2 21 3 18 28




N/A 94 120 22 8 97 11

Race - Black (HoH) 78% 45% 75% 90% 83% 79%

Race - White (HoH) 19% 50% 23% 10% 16% 14%

Race - Other (HoH) 3% 5% 2% 0% 1% 7%

Gender - Female6

100% 50% 55% 84% 71% 75%

Gender - Male6

0% 50% 44% 16% 29% 25%

Gender - Other6

0% 0% 0% 0% 0% 0%

Non-Hispanic (HoH) 97% 95% 92% 100% 94% 93%

Hispanic (HoH) 3% 5% 8% 0% 6% 7%



Special Populations Served: 1/1/2020 - 3/31/2020 Transition Age Youth Served by Program Type

DEMOGRAPHICS

1 20

197

23

80

19 0 0

131

1 0 0 35

0

52

7

60

9

0

50

100

150

200

250

300

Homelessness

Prevention

Street Outreach Emergency Shelter Transitional Housing PH - Rapid Re-

Housing

PH - Permanent

Supportive Housing

Youth Served by Program Type

Unaccompanied Youth 18-24 Unaccompanied Youth under 18 Parenting Youth Households 18-24

1 Includes unaccompanied and pregnant/parenting youth where all adult members are between 18 - 24 years of age and unaccompanied parenting/youth under 18.2 Successful outcomes measure for Street Outreach. Unaccompanied youth served by Huckleberry House were removed from Emergency Shelter successful housing outcomes. 3 Average Length of Shelter Stay (Days) measured for Emergency Shelter. Unaccompanied youth served by Huckleberry House were removed from Emergency Shelter ALOS calculation. 4 Average Length of Participation (Days) measured for Street Outreach, PH - Rapid Re-Housing and Homelessness Prevention.5 Housing Stability (Months) measured for PH - Permanent Supportive Housing and Transitional Housing.6 Due to rounding, percentages may not add up to 100%

85%

100%

11%

100%

43%

100%100%

0%10%

N/A

56%

100%

0%

20%

40%

60%

80%

100%

Homelessness

Prevention


Shelter

Transitional

Housing

PH - Rapid Re-

Housing

PH - Permanent

Supportive

Housing

Successful Housing Outcomes by Program Type and Race

Black White

12 System Level: Special Populations - TAYCoC Meeting - 6.4.20 -


FY18 FY19 FY20 FY18 FY19 FY20

Emergency Shelter 55% 53% 55% Emergency Shelter $505 $592 $503

Family System 70% 62% 68% Family System $595 $655 $764

Men's System 51% 49% 52% Men's System $504 $592 $417

Women's System 55% 58% 57% Women's System $474 $571 $541

FY19 FY20 FY19 FY20

Average Monthly Income $584 $619 Emergency Shelter 29% 36%

Long Term Disability 27% 41% Family System 16% 18%

Pregnant Women 70 82 Men's System 36% 47%

Women's System 20% 20%

FY18 FY19 FY20

Emergency Shelter 109 88 95

Family System 45 38 46

Women's System 66 48 57

Emergency Shelter and Rapid Re-housing Trends Appendix : 1/1/2020 - 3/31/2020

FY20 Qtr3 Newly Homeless1

FY20 Qtr3 Rapid Re-Housing

FY20 Qtr3 Average Monthly Household Income

FY20 Qtr3 Long Term Disability

FY20 Qtr3 Pregnant Women Served

20% 20%

70% 62% 68%

51%49%

52%

55%53% 55%

55%58% 57%

$595 $655 $764

$504 $592 $417

$505 $592

$503

$474$571 $541

16%18%

36%47%

29%36%

45 38 46

10988 95

6648 57

1 Did not access a homeless program in the past two years. 2 Exited successfully but returned to shelter within 180 days of successful exit.

$584 $619

27% 41%

7082

13 System Level - Trends AppendixCoC Meeting - 6.4.20 -


FY20 CRISIS RESPONSE FOR SINGLE ADULTS

1/1/2020 - 3/31/2020Transition Age

Youth (18-24)Pregnant Women Veterans

Severe Service

NeedsDisabled

Total Household Served (#) 1,449 444 10 8 2 289 134

Successful Housing Outcomes (%)2 24% 47% 0% 0% N/A

3 46% 60%

Average Length of Shelter Stay (Days) 51 25 16 25 46 26 24

Median Length of Shelter Stay (Days) 35 21 12 21 46 22 22

Average Engagement Time (Shelter Entry to RRH Entry) (Days) N/A 16 15 17 30 17 14

Average Length of Participation (RRH Entry to RRH Exit) (Days) N/A 97 41 103 N/A3 97 97

Average Shelter Referral Time/Average RRH Referral to RRH Entry Time

(Days)5 13 2012 Benchmark FY2020 goal 10 year goal

Average Number of Shelter Visits (#) 1.2 N/A 14% 25% 30%

Long Term Disability (%) 45% 40% Average Length of Shelter Stay 45 days 30 days 23 days

Recidivism (%) N/A N/A Successful Housing Outcomes 28% 33% 40%

3.4 2.3 1.5

Diversion Rate at Homeless Hotline (%) 18%

Diversion Number of Returns to Shelter

Single Adult

Shelters1

Rapid Re-

Housing Program

Rapid Re-housing/RRH Program - Target (Priority) Population

Crisis Response System

Diversion Rate

2% 2%1%

65%

30%

RRH Program - Target Population (%)

Transition Age Youth

(18-24)

Pregnant Women

Veterans

Severe Service Needs

Disabled

0% 0% 0%

46%60%

0%

25%

50%

75%

100%

Transition

Age Youth

(18-24)

Pregnant

Women

Veterans Severe

Service

Needs

Disabled

1625

46

26 24

0

20

40

60

80

Transition

Age Youth

(18-24)

Pregnant

Women

Veterans Severe

Service

Needs

Disabled

RRH - Average Length of Shelter Stay after RRH

Engagement by Target Population (Days)

1 System implemented 10/1/2014. Includes shelters where the Rapid Re-housing Program is operating. These shelters include LSS Faith Mission, Southeast Friends of the Homeless, YMCA Women's and

Maryhaven Shelter2Housing. Program is not contracted to provide services for the overflow or VA programs. 2 For the Rapid Re-housing Program measures success after exit from shelter and termination of follow up services. Starting 7/1/15, Successful Housing Outcomes include permanent exits to family.

Starting 7/1/18, Successful Housing Outcomes include permanent exits to friends.3 No Veterans exited during the reporting period; measure could not be calculated.

The success rate at exit from the Rapid Re-housing program is at 47%, decreased from the FY19 annual rate of 55%. 346 (24%) of the individuals served in shelter during the reporting period were enrolled in the rapid re-housing program during the same timeframe. The Rapid Re-housing program was retooled effective 7/1/2017 with YMCA providing rapid re-housing case management services. The rapid re-housing program is only serving individuals with high needs and barriers.

RRH - Successful Housing Outcomesat exit from RRH Program by Target Population (%)

812

444

1,6421,449

0

500

1,000

1,500

2,000

FY19 FY20


Rapid Re-Housing Program Single Adult Shelters

14 System Level: Crisis Response for Single AdultsCoC Meeting - 6.4.20 -


HOMELESS HOTLINE

1/1/2020 - 3/31/2020

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Netcare - Homeless Hotline (Single Adults) 2,700 2,798 √ 5 1:48 √ 675 573 ≠ 25% 18% ≠

Netcare - Homeless Hotline (Families) 700 705 √ 5 1:48 √ 210 242 √ 30% 31% √

Gladden Community House - Family Diversion 600 576 √ N/A N/A N/A 210 240 √ 35% 51% √

Huckleberry House - TAY CARR Team5 N/A 68 N/A N/A N/A N/A N/A 13 N/A N/A 43% N/A

OUTREACH

1/1/2020 - 3/31/2020

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Maryhaven - Capital Crossroad SID Outreach 25 11 ≠ 40 17 ≠ 19 11 ≠ 75% 85% √ 10 7 ≠ 55% 64% √ N/A 0% N/A

Maryhaven - Outreach 60 21 ≠ 160 67 ≠ 45 16 ≠ 75% 70% √ 25 12 ≠ 55% 75% √ 25% 27% √

Southeast - PATH Outreach3 35 52 √ 65 99 √ 17 5 ≠ 50% 100% √ N/A 5 N/A N/A 100% N/A N/A N/A N/A

Huckleberry House - Youth Outreach N/A 0 N/A N/A 0 N/A N/A 0 N/A N/A N/A N/A N/A 0 N/A N/A N/A N/A N/A N/A N/A

Veterans Affairs - Outreach N/A 3 N/A N/A 7 N/A N/A 3 N/A N/A 100% N/A N/A 3 N/A N/A 100% N/A N/A N/A N/A

EMERGENCY SHELTER - Families

1/1/2020 - 3/31/2020

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YWCA - Family Center 190 145 ≠ 50 53 106% √ 38 54 ≠ 98 65 ≠ 70% 68% √

YMCA - Van Buren Family Shelter 200 194 √ 64 71 111% √ 38 50 ≠ 95 48 ≠ 70% 37% ≠

1 Capacity does not include overflow.

2 Households that exited successfully without accessing DCA are excluded from calculation.

3 The goal of PATH Outreach is to outreach to homeless individuals for the purpose of linking them to ongoing mental health and other treatment.


5 Successful Outcome measure for this project.

Average Length of

Stay (Days) Successful Housing Outcomes4


Households Served

New Households

Served

Total Households

Served Successful Outcomes

Total Households

Served

Average Wait Time

(minutes) Successful Diversion/Outcomes

Nightly Occupancy

No

Program of

Concern

Ye

s o

r N

o

Usage of CSB DCA

(%)2

15 Program Level: Homeless Hotline/Outreach/Family ShelterCoC Meeting - 6.4.20 -


EMERGENCY SHELTER - Single Adult Programs5

1/1/2020 - 3/31/2020

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MEN

LSS - Faith Mission - Men's on Grant2 N/A 288 N/A N/A 95 107 113% N/A 45 51 N/A N/A 45 N/A 33% 24% N/A

LSS - Faith Mission on 8th2 N/A 290 N/A N/A 95 90 95% N/A 45 42 N/A N/A 30 N/A 33% 14% N/A

Friends of the Homeless - Men's Shelter5 535 400 (135) ≠ 130 130 100% √ 45 41 √ 124 58 ≠ 33% 18% ≠

YMCA - Men's Overflow1 950 1164 214 √ 131 131 100% √ 45 11 √ N/A 1 N/A N/A 0% N/A

YMCA - 40 W Temporary Shelter6 N/A 287 N/A N/A 156 156 100% √ N/A 6 N/A N/A 0 N/A N/A 0% N/A

WOMEN

LSS - Faith Mission - Women's on Grant2 N/A 125 N/A N/A 38 42 111% N/A 45 48 N/A N/A 18 N/A 33% 20% N/A

YMCA - Van Buren Women's Shelter5 450 430 (20) √ 151 152 101% √ 45 52 ≠ 99 80 ≠ 33% 29% √

YMCA - Women's Overflow1 400 535 135 √ 36 36 100% √ 45 6 √ N/A 3 N/A N/A 1% N/A

INEBRIATE

Maryhaven - Engagement Center Safety 250 265 15 √ 34 38 112% √ 20 14 √ 65 55 ≠ 30% 24% ≠

Maryhaven - Engagement Center Shelter2Housing5

45 36 (9) ≠ 16 15 94% ≠ 45 66 ≠ 10 14 √ 33% 56% √

YOUTH . ≠

Huckleberry House - Emergency Shelter 110 136 26 √ 16 13 81% √7 10 10 √ 80 118 √ 80% 92% √

VA EMERGENCY HOUSING

VOAOI - VA Emergency Housing 40 40 0 √ 15 14 93% ≠ 45 48 √ 13 14 √ 50% 56% √

LSS - VA Men & Women 50 53 3 √ 24 22 92% ≠ 45 53 ≠ 13 14 √ 50% 44% ≠

AGENCY

Lutheran Social Services - Faith Mission2,5

800 672 (128) ≠ 228 238 104% √ 45 49 √ 189 93 ≠ 33% 20% ≠

1 Shelter capacities do not include overflow. Women's seasonal overflow opened 10/31/2019. Men's seasonal overflow opened 12/2/2019. Overflow capacity is actual nightly number served.

3 Successful outcomes measure for Maryhaven Engagement Center Safety.

4 Exit to family (permanent tenure) is a successful housing outcome for all starting 7/1/2015. Exit to friends (permanent tenure) is a successful housing outcome for all starting 7/1/2018.

6 Social distancing shelter, opened 3/20/2020.

7 Program served all youth in need of shelter.

5 Starting 7/1/2017 housing services are provided by the single adult Rapid Re-housing project. Some of the measures for emergency shelters are shared with the rapid re-housing program.

2 Lutheran Social Services is evaluated at the agency level rather than at the individual program level. Inclusive programs are Faith Mission Men's on Grant, Faith Mission on 8th, and Nancy's Place.

Average Length of

Stay (Days) Households Served Nightly Occupancy Successful Housing Outcomes3, 4

16 Program Level: Single Adult ShelterCoC Meeting - 6.4.20 -


1/1/2020 - 3/31/2020

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(%)

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Community Housing Network - Briggsdale 25 26 25 (1) √ 23 92% √ 24 56 √ 23 24 √ 90% 100% √

Community Housing Network - Briggsdale 2 40 42 40 (2) √ 39 98% √ 15 15 √ 38 38 √ 90% 97% √

Community Housing Network - Cassady 10 10 11 1 √ 10 100% √ 24 33 √ 9 11 √ 90% 100% √

Community Housing Network - Community ACT 42 44 37 (7) ≠ 36 86% ≠ 24 60 √ 40 37 √ 90% 100% √

Community Housing Network - East 5th Avenue 38 40 38 (2) √ 36 95% √ 24 38 √ 36 37 √ 90% 97% √

Community Housing Network - Inglewood Court 45 47 45 (2) √ 44 98% √ 24 52 √ 42 43 √ 90% 98% √

Community Housing Network - Leasing Supportive Housing 25 26 24 (2) √ 23 92% √ 24 51 √ 23 23 √ 90% 100% √

Community Housing Network - North 22nd Street 30 31 31 0 √ 30 100% √ 24 47 √ 28 30 √ 90% 97% √

Community Housing Network - Parsons 25 26 25 (1) √ 24 96% √ 24 36 √ 23 25 √ 90% 100% √

Community Housing Network - RLPTI 80 84 78 (6) √ 74 93% √ 24 58 √ 76 76 √ 90% 99% √

Community Housing Network - Safe Haven 13 16 13 (3) ≠ 13 100% √ 24 75 √ 14 13 √ 90% 100% √

Community Housing Network - Southpoint Place2 46 48 48 0 √ 48 104% √ 24 52 √ 43 48 √ 90% 100% √

Community Housing Network - Terrace Place 47 49 45 (4) √ 45 96% √ 24 66 √ 44 45 √ 90% 100% √

Maryhaven - Commons at Chantry 50 52 49 (3) √ 47 94% √ 24 60 √ 47 49 √ 90% 100% √

National Church Residences - Commons at Buckingham 75 79 78 (1) √ 74 99% √ 24 60 √ 71 74 √ 90% 96% √

National Church Residences - Commons at Grant 50 52 53 1 √ 50 100% √ 24 90 √ 47 51 √ 90% 98% √

National Church Residences - Commons at Livingston2 60 63 68 5 √ 66 110% √ 24 47 √ 57 68 √ 90% 100% √

National Church Residences - Commons at Third2 60 63 66 3 √ 63 105% √ 24 48 √ 57 64 √ 90% 97% √

National Church Residences - VOAOI Van Buren Village 60 63 59 (4) √ 58 97% √ 24 37 √ 57 57 √ 90% 97% √

Veterans Affairs - VASH I-X 364 N/A 369 N/A N/A 358 98% √ N/A 49 N/A N/A 355 N/A N/A 97% N/A

YMCA - 40 West Long Street 105 110 106 (4) √ 102 97% √ 24 52 √ 99 104 √ 90% 100% √

YMCA - Franklin Station2 75 79 78 (1) √ 76 101% √ 24 75 √ 71 75 √ 90% 97% √

YMCA - Isaiah Project 160 168 159 (9) √ 145 91% √ 21 15 ≠ 151 157 √ 90% 99% √

YMCA - Scattered Sites HOME2 50 52 62 10 √ 61 122% √ 24 23 √ 47 61 √ 90% 100% √

YWCA - WINGS 91 96 90 (6) √ 88 97% √ 24 43 √ 86 88 √ 90% 98% √

2 Occupancy exceeds 100% due to project serving homeless individuals in non-homeless units or eligible roommates/couples or project is able to increase census due to funding availability.


PERMANENT SUPPORTIVE HOUSING Project OccupancyHouseholds Served

Housing Stability

(Months)


17 Program Level: Permanent Supportive Housing CoC Meeting - 6.4.20 -


1/1/2020 - 3/31/2020

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PERMANENT SUPPORTIVE HOUSING

Community Housing Network - Family Homes 10 11 10 (1) √ 95% 100% √ 24 35 √ 10 10 √ 90% 100% √

Community Housing Network - Wilson 8 8 8 0 √ 95% 100% √ 24 98 √ 7 8 √ 90% 100% √

VOAOI - Family Supportive Housing 38 40 38 (2) √ 95% 92% √ 24 41 √ 36 38 √ 90% 100% √

PERMANENT SUPPORTIVE HOUSING RENTAL ASSISTANCE

Amethyst/Alvis - SRA/TRA 52 55 39 (16) ≠ 100% 75% ≠ 24 67 √ 50 38 ≠ 90% 97% √

Equitas Health - TRA 89 93 87 (6) √ 100% 97% √ 24 114 √ 84 87 √ 90% 100% √

Community Housing Network - TAY Marsh Brook Place N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Community Housing Network - SRA2 208 218 177 (41) ≠ 100% 80% ≠ 24 46 √ 196 175 ≠ 90% 99% √

Community Housing Network - TRA 171 180 165 (15) √ 100% 92% ≠ 24 59 √ 162 162 √ 90% 99% √

Community Housing Network - TRA 2 20 21 17 (4) ≠ 95% 80% ≠ 18 12 ≠ 19 16 ≠ 90% 94% √

YMCA - 40 West Long Expansion SRA 38 40 38 (2) √ 100% 100% √ 24 43 √ 36 37 √ 90% 97% √

Total Rental Assistance 578 607 523 (84) ≠ 100% 87% ≠ 24 61 √ 547 515 √ 90% 99% √

TRANSITIONAL HOUSING

Huckleberry House - TLP 24 33 27 (6) ≠ 98% 92% ≠ 10 9 √ 5 3 ≠ 77% 100% √

Huckleberry House - TLP RHY 7 7 7 0 √ 98% 100% √ 12 7 √ 1 1 √ 77% 100% √

Homeless Families Foundation - TAY Transition to Home4 28 N/A 4 N/A N/A 98% 4% N/A 10 1 N/A N/A N/A N/A 77% N/A N/A

VOAOI - Veterans3 36 70 77 7 √ 95% 86% ≠ 4 2 √ 23 25 √ 77% 49% ≠


2 Community Housing Network - SRA and SRA 3 programs were combined starting 7/1/2019.

3 Project capacity decreased from 40 to 36 effective October 2019.

4 Project started operations during the reporting period. Outcomes not evaluated. No households exited during the reporting period.

Households Served

Program Occupancy

Rate

Housing Stability

(Months) Successful Housing Outcomes1

PERMANENT SUPPORTIVE HOUSING/TRANSITIONAL HOUSING

18 Program Level: Permanent Supportive Housing/Transitional HousingCoC Meeting - 6.4.20 -


RAPID RE-HOUSING

1/1/2020 - 3/31/2020

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Homefull - Rapid Re-housing 30 16 ≠ 30 16 ≠ 35 24 √ 90 N/A5 N/A N/A N/A N/A 60% N/A

5 N/A $1,100 N/A5 N/A 55% N/A

5 N/A

Homeless Families Foundation - Rapid Re-housing2 46 38 ≠ 92 102 √ 28 39 ≠ 100 105 √ 42 29 ≠ 90% 78% ≠ $800 $773 √ 90% 70% ≠

Homeless Families Foundation - TAY Transition to Home N/A 4 N/A N/A 4 N/A N/A 1 N/A N/A N/A5 N/A N/A N/A N/A 90% N/A

5 N/A N/A N/A5 N/A N/A N/A

5 N/A

Homeless Families Foundation - TAY RRH2 N/A 40 N/A N/A 90 N/A N/A 25 N/A N/A 95 N/A N/A 8 N/A 90% 38% N/A N/A $300 N/A N/A 7% N/A

The Salvation Army - Rapid Re-housing2 41 44 √ 78 88 √ 28 30 √ 100 93 √ 37 25 ≠ 90% 71% ≠ $1,800 $2,909 ≠ 90% 57% ≠

The Salvation Army - Job2Housing2 16 9 ≠ 46 51 √ 28 24 √ 180 248 ≠ 14 15 √ 90% 100% √ N/A $5,323 N/A N/A 100% N/A

VOAOI Families - Rapid Re-housing2 19 14 ≠ 43 36 ≠ 28 28 √ 100 129 ≠ 17 14 ≠ 90% 93% √ $800 $1,000 ≠ 90% 91% √

YMCA - Rapid Rehousing2 225 208 √ 525 444 ≠ 35 25 √ 90 97 √ 150 93 ≠ 60% 47% ≠ $1,200 $914 √ 50% 33% ≠

YMCA - Rapid Rehousing for Families 30 0 ≠ 30 11 ≠ 28 N/A6 N/A 60 94 ≠ 9 7 ≠ 90% 100% √ $1,600 N/A

7 N/A 90% N/A7 N/A

YMCA - Rapid Rehousing DV2 40 47 √ 95 93 √ N/A 24 N/A 180 80 √ 12 18 √ 60% 58% √ N/A $1,012 N/A N/A 40% N/A

CSB - Transition Program - Family N/A N/A N/A 50 9 ≠ N/A N/A N/A N/A N/A N/A 49 9 ≠ 98% 100% √ $1,600 $1,921 ≠ 98% 100% √

CSB - Transition Program - Single N/A N/A N/A 300 117 ≠ N/A N/A N/A N/A N/A N/A 294 117 ≠ 98% 100% √ $1,000 $858 √ 98% 100% √

PREVENTION

1/1/2020 - 3/31/2020

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Gladden Community House - Family Homelessness Prevention 64 50 ≠ 119 86 ≠ 120 84 √ 54 49 √ 85% 98% √ $1,100 $1,544 √

4 60% 97% √

Gladden Community House - FCCS Prevention 20 16 ≠ 25 30 √ 120 75 √ 17 16 √ 85% 89% √ $1,000 $1,979 √

4 80% 78% √

HFF Pregnant Women Homelessness Prevention 13 15 √ 35 39 √ 365 219 √ 8 8 √ 85% 80% √ $3,500 $2,890 √ 60% 80% √

SSVF - Supportive Services for Veteran Families

1/1/2020 - 3/31/2020

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LSS - SSVF Rapid Re-housing2 27 25 √ 57 46 ≠ 25 37 ≠ 100 92 √ 22 16 ≠ 80% 84% √ 80% 50% ≠

VOAOI - SSVF Prevention 6 20 √ 20 35 √ N/A N/A N/A 90 101 ≠ 5 17 √ 90% 100% √ 80% 92% √

VOAOI - SSVF Rapid Re-housing2 51 58 √ 101 141 √ 25 34 ≠ 100 131 ≠ 41 47 √ 80% 78% √ 80% 70% ≠

1 Households that exited successfully without accessing DCA are excluded from calculation.

New Households

Served

Total Households

Served

No

No

No

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o

Usage of SSVF DCA

(%)1

Program of

Concern

Usage of CSB DCA (%)1

Average Length of

Shelter Stay

(Days)2

Average Length of

Participation

(Days)

Usage of CSB DCA

(%)1

Average Length of

Shelter Stay

Average Length of

Participation

Usage of CSB DCA

(Average $)Successful Housing Outcomes3

Program of

Concern

No


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No

New Households

Served

Average Length of

Participation

(Days)

Total Households

Served


Usage of CSB DCA

(Average $)

New Households

Served

Total Households

Served

3 Starting 7/1/15, Successful Housing Outcomes include permanent exits to family. Starting 7/1/18, Successful Housing Outcomes include permanent exits to

friends.

5 Program did not have any household exits. Unable to calculate measure.

6 Program did not have any new household entries. Unable to calculate measure.

7 Program too new to evaluate DCA usage.

4 Funding availability allows for the average DCA amount to exceed the goal.

2 Households were excluded from ALOS measure if they still resided in emergency shelter at the time of the report. For Job2Housing, ALOP including

pregnant women is 292.

19 Program Level: Rapid Re-housing/Prevention


355 e. campus view blvd. l columbus, ohio 43235

614 221 9195/ main l 614 221 9199/ fax l www.csb.org


1

A Place to Call Home A framework for action to address homelessness in Columbus and Franklin County, Ohio

Columbus and Franklin County Continuum of Care STRATEGIC ACTION PLAN • 2020-2021

The following reflect goals established in A Place to Call Home, our community’s framework for action to address homelessness in Columbus and Franklin County, Ohio, as well as strategic actions supporting each goal for 2020-21 informed by stakeholder input obtained in March 2020.

The strategic action plan does not incorporate actions taken to address needs during the coronavirus pandemic. Prevention measures and responses for people facing homelessness during the pandemic is and will remain our most critical goal.

Our GOAL: Homelessness is prevented. If it can’t be prevented, it’s rare, brief, and one time.

GOAL CONVENERS 2020-21 STRATEGIES STATUS

1 – Veterans

Achieve and sustain an effective end to homelessness among veterans.

Veterans System Operations Workgroup

1. Make system efficiency improvements to achieve system performance at or above federalbenchmark targets.

2. Further develop targeted homelessness prevention approach for veterans in collaboration withcommunity partners.

3. Sustain current system capacity and approaches consistent with federal criteria.

1. IN PROGRESS2. IN PROGRESS3. SUSTAINING

2 – Chronically homeless

Achieve and sustain an effective end to homelessness among individuals who are chronically homeless.

Adult System Operations Workgroup

1. Further develop collaborative outreach approach to better track, target, and ensure comprehensive, efficient, and effective delivery of outreach and permanent housingassistance for unsheltered people across Franklin County.

2. UPDATED: Increase permanent supportive housing (PSH) capacity and targeting, includingmore comprehensive service supports for those in scattered site PSH.

3. NEW: Further expedite PSH application and placement processes,via USHS to more quicklyidentify and place people in PSH.

4. NEW: Collaborate with City of Columbus and Maryhaven Collaborative Outreach Team toimplement new coordinated camp mitigation and re-housing protocol.

5. NEW: Pursue opportunities to provide more intensive re-housing and stabilization supports forpeople who are chronically homeless to more quickly obtain and successfully maintainhousing.

1. IN PROGRESS2. IN PROGRESS3. IN PROGRESS4. IN PROGRESS5. PENDING

3 – Families with children & pregnant women

Family System Operations Workgroup

1. UPDATED: Further improve consistency and efficiency of rapid re-housing (RRH) screening andtriage processes to ensure expedited rapid re-housing linkage, progressive engagement and efficient use of RRH resources.

2. UPDATED: Increase and sustain RRH capacity to meet need among families and pregnantwomen according to system gaps analysis.

1. IN PROGRESS2. SUSTAINING


https://www.csb.org/how-we-do-it/community-plan

2

Achieve and sustain an effective end to homelessness among families with children and pregnant women.

3. Increase PSH capacity to meet need among families and pregnant women according tosystem gaps analysis.

4. UPDATED: Implement care pathway pilot for pregnant women who are literally homeless inconcert with CelebrateOne partners, including relevant outcomes, related assessment tool(s),and service strategies to support achievement of those outcomes.

5. NEW: Implement employment pilot to support increased employment opportunities andincome for adults in families experiencing homelessness.

3. IN PROGRESS4. IN PROGRESS5. IN PROGRESS

4 – Youth

Achieve and sustain an effective end to homelessness among unaccompanied youth and parenting youth.

Youth Committee 1. Further develop and maintain an up-to-date list of all youth who are literally homeless,including youth who are unsheltered or unsafely housed, and related case conferencing toaddress complex issues and assure efficient, effective assistance.

2. UPDATED: Further develop coordinated access processes, shelter options, and servicestailored for youth as part of the larger homeless crisis response system consistent with theprinciples, approaches and goals included in A Place to Call Home for Youth,

3. UPDATED: Further implement new Youth Homelessness Demonstration (YHDP) funded , jointtransitional/RRH, RRH, and PSH for youth.

4. Further develop and support the Youth Action Board and inclusion of youth in systemdevelopment and oversight.

1. IN PROGRESS2. IN PROGRESS3. IN PROGRESS4. IN PROGRESS

5 – Single adults

Achieve and sustain an effective end to homelessness among single adults.

Adult System Operations Workgroup

1. Further develop collaborative outreach approach to better track, target, and ensure comprehensive, efficient, and effective delivery of outreach and permanent housingassistance for unsheltered people across Franklin County.

2. UPDATED: Increase RRH capacity and use of progressive engagement approaches, including linkage to PSH when needed, to fully meet need among single adults experiencinghomelessness who require this more intensive assistance to quickly and successfully securesafe housing.

1. IN PROGRESS2. IN PROGRESS

6 – Affordable housing

Ensure families and individuals who are homeless or at-risk have access to affordable housing.

Affordable Housing Alliance of Central Ohio (AHACO)

CSB

1. Continue to actively engage in advocacy efforts to increase the availability of and access tosafe and affordable rental housing.

2. UPDATED: Further develop and implement system-wide landlord partnering strategy as part ofCSB’s Home4Good initiative, including coordinated marketing and outreach, development offormal partnerships and shared housing approaches and supports, and further piloting of riskmitigation fund.

3. Preserve existing and increase supply of permanent supportive housing to further close gapfor individuals and families needing PSH.

1. IN PROGRESS2. IN PROGRESS3. IN PROGRESS

7 – Equity

Ensure families and individuals disproportionately represented among people who experience homelessness have access to responsive, equitable assistance to offset structural barriers and biases.

Racism and Homelessness Committee

CSB

1. Continue to examine select homeless crisis response system policies, procedures (e.g. UnifiedSupportive Housing System workflow), and related data to identify areas to improve equitableaccess and use of homeless crisis response system assistance and to serve as a template forother community systems.

2. UPDATED: Institute standardized cultural competency training related to race, gender identity and sexual orientation, and people with disabilities. Implement race equity training throughlocal ace equity initiatives.

3. Continue to promote affirmative hiring and retention practices to further diversify system staffat all levels to better reflect populations served.

1. IN PROGRESS2. IN PROGRESS3. SUSTAINING


https://www.csb.org/how-we-do-it/new-services-for-youth

3

8 – Employment

Ensure adults who are homeless or at-risk have coordinated access to employment opportunities and supports.

Employment Pilot Steering Committee CSB

1. NEW: Implement employment pilot to support increased employment opportunities and income for adults in families experiencing homelessness, focused on improved connectivity with workforce system and connection to transitional supports (e.g., childcare, transportation, housing assistance, job retention supports).

2. UPDATED: Develop and scale-up standardized employment needs/assistance screening tool, navigation and transitional supports to support employment outcomes among adults facing homelessness. (informed by pilot).

1. IN PROGRESS 2. PENDING

9 – Benefits

Ensure adults who are homeless or at-risk have coordinated access to benefits for which they are eligible.

System Operations Workgroups CSB

1. UPDATED: Ensure system staff are trained and capable of providing assistance accessing benefits through SOAR and expedited social security application training, including more systematic screening and identification of need for SOAR assistance system-wide.

2. NEW: Develop and scale-up standardized benefit screening tool, navigational supports, and direct on-site access to expedited cash and non-cash benefits.

1. PENDING 2. PENDING

10 – Health care

Ensure people who are homeless or at-risk have coordinated access to integrated, cross-system behavioral and physical health care.


1. UPDATED: Improve health screening and data sharing across providers, including managed care organizations and healthcare systems, to facilitate continuity of care and integrated housing and healthcare supports.

2. UPDATED: Implement new medical respite program for people experiencing homelessness who have acute health care needs.

3. UPDATED: Collaborate with local healthcare systems to develop opportunities for local healthcare system investment in supportive housing and housing supports for people facing homelessness.

1. IN PROGRESS 2. IN PROGRESS 3. IN PROGRESS

11 – Criminal justice

Ensure people who are homeless or at-risk have coordinated assistance to address criminal justice related issues.


1. UPDATED: Implement tenant education and ‘certificate of qualifications for housing’ program for justice-involved prospective tenants to address tenant screening and housing retention barriers.

2. UPDATED: Improve standardized system screening tools to identify justice-involved individuals who are at-risk or literally homeless and triage them to peer supports, legal assistance (e.g., for expungement) and appropriate re-housing assistance.

1. IN PROGRESS 2. PENDING

12 – Domestic violence

Ensure people who are homeless or at-risk have coordinated access to integrated, cross-system domestic violence survivor assistance.

System Operations Workgroups LSS CHOICES CSB

1. UPDATED: Continue to integrate domestic violence services, shelter, and housing options into the homeless crisis response system, including new rapid re-housing services for victims of domestic violence.

2. UPDATED: Continue to offer and expand training for homeless crisis response system staff, including legal rights (e.g., VAWA and housing rights), human trafficking, how to access domestic violence services and transitional supports (e.g., childcare) for victims.

1. IN PROGRESS 2. IN PROGRESS


4

13 – Homelessness prevention

Ensure people who are imminently at-risk of literal homelessness have coordinated access to targeted homelessness prevention assistance.

Targeted Prevention Ad Hoc Group

1. UPDATED: Further develop and implement homelessness prevention network demonstrationin partnership with Nationwide Foundation and key partners, including standardized screening, problem-solving approaches, and prioritized access to prevention resources.

2. UPDATED: Further develop and implement targeted homelessness prevention initiatives forspecific sub-populations at risk of literal homelessness (e.g., pregnant women, transition ageyouth).

3. UPDATED: Continue to seek resources to expand targeted homelessness prevention andimplement improvements based on evaluation findings and recommendations.

4. Increase awareness and responsiveness among other public institutions (ex. jail, prison,hospitals, in-patient behavioral health treatment) of the need for early identification of housingneeds and housing-focused discharge planning that increases exits to stable housing and supports positive outcomes.

1. IN PROGRESS2. IN PROGRESS3. IN PROGRESS4. IN PROGRESS


2021 OHFA Prioritization Project Type PSH PSH PSH PSH Organization National Church Residences

Berwyn East Place Community Housing Network

Poplar Fen Place Community Housing Network

Touchstone Field Place - Phase 2 Community Housing Network CH-PSH YMCA Replacement

Total Units 76 – 1 BR 40 – 1 BR (Revised from 60) 44 – 1 BR 46 - 1 BR

Homeless Units 36 (47%) 32 (80%) 44 (100%) 46 (100%)

Non-Homeless Units

40 8 0 0

Target Population 22 units: Extremely low income (ELI) seniors with advanced geriatric conditions experiencing homelessness 14 units: Same as above, with United Healthcare (UHC) or Molina association 8 units: Non-homeless ELI seniors with advanced geriatric conditions & UHC/Molina association 32 units: Non-homeless low income seniors

32 units: Chronically homeless individuals with a disability who are 55+ years of age 8 units: Homeless or at-risk individuals with a serious mental illness who are 55+ years of age

44 units: to be made available to YMCA’s 40 W. Long residents. (143 total replacement units are needed.)

46 units: to be made available to YMCA’s 40 W. Long residents. (143 total replacement units are needed.)

Location Single site, by N^^ Commons at Livingston (East Livingston Ave.)

Single site, beside Marsh Brook Place (Chatterton Rd.)

Single site, connected to Phase 1 building on Lockbourne Rd.

TBD

Service Provider NCR NCR YMCA YMCA

CoC funding CMHA committed $401,808 for 44 vouchers $200,000 CoC capital funds $100,000 services funding 7% admin costs

$304,896 CoC rental assistance funding (CMHA HCV if CoC funds not available) $254,127 CoC services funding 7% admin costs

$419,232 CMHA HCV $3,704 CoC services funding

$438,288 CMHA HCV

Other Services Funding

Medicaid $20,000 Health Plans $100,000 Other $8,461

Medicaid $30,657 ADAMH $63,532

Medicaid $17,492 Existing CSB funding $90,812 Existing OHTF funding $23,120

Medicaid $17,492 Existing YMCA funding $120,442

Operating & Services costs per unit/person

$13,927 $18,236 $12,599 $12,527

County capital funding

$250,000 $250,000 $250,000 $250,000

City capital funding $500,000 $500,000 $500,000 $500,000

Timeline Fall 2022 Fall 2022 Fall 2023 Fall 2023

Status Project Plan approved Prioritized #2 for 2020 OHFA, City, County funding

Project Plan approved Prioritized #3 for 2020 OHFA, City, County funding

Concept Paper submitted Concept Paper submitted


Project for 2021 OHFA Tax Credits

National Church Residences -- Berwyn East Place

S:\Framework for Action\Active Projects\1400 Units PSH Strategy\N^^ Berwyn East\Berwyn East Place summary.docx

Project Configuration

Total Units 76

Homeless Units 36 (47%)

Other Units 40 (53%)

Unit size 1 BR (maximum of 6 non-homeless 2 BR units)

Location 3341 East Livingston Avenue, Columbus OH 43227

Target Population Extremely low-income seniors with advanced geriatric conditions

experiencing homelessness (22 units)

Extremely low-income seniors with advanced geriatric conditions

experiencing homelessness and associated with United Healthcare

and/or Molina (14 units)

Non-Homeless, extremely low-income seniors with advanced geriatric

conditions associated with United Healthcare and/or Molina (8 units)

Non-Homeless, low income seniors (32 units)

Staff Availability Case management, property manager, maintenance, front desk, peer

support (8am – 4pm); virtual front desk support during off hours; Peer

support, front desk, janitor (4pm – 12am)

Project development

Total Project Costs $15,674,764

Cost/unit $206,247

Annual Services Costs $228,461

CoC funds $100,000 (HUD CoC Supportive Services)

Other funds $128,461

Cost/unit $3,006

Annual Operations Costs $829,963

CMHA funds $401,808 (Project Based Vouchers)


Cost/unit $10,921

Development/Capital $14,616,340 total

CoC Funds $950,000 (City/County HOME $750,000, HUD CoC capital

request $200,000)

Other funds $13,666,340

Cost/unit $192,320

Development Timeline Fall 2019 – seek CoC OHFA project ranking

Summer 2021 – construction

Summer 2022 – lease up


Project for 2021 OHFA Tax Credits

CHN Poplar Fen Place

S:\Framework for Action\Active Projects\1400 Units PSH Strategy\CHN Poplar Fen Place\Poplar Fen Place summary.docx


Total Units 40

Homeless Units 32

Other Units 8

Unit size One-bedroom

Location 5921 Chatterton Road

Target Population Individuals over age 55 experiencing chronic homelessness, who are

disabled by mental illness, substance addition, dual diagnosis, and/or

a physical disability (32 units); individuals with serious mental illness

who are homeless or at-risk of homelessness or institutionalization (8

units)

Staff Availability 24-hour front desk staffing (Aryes); property management M-F 8am-

5pm (CHN); 2 FTE supportive service staff M-F 8am-7pm, part-time on

weekends (N^^); regular periodic nursing and wellness staff 8 hours

per week (N^^); maintenance as needed (CHN)

Project development

Total Project Costs $9,559,843

Cost/unit $238,996

Annual Services Costs $348,316 total


Other funds $94,189

Cost/unit $8,708

Annual Operations Costs $381,120 total

CoC funds $304,896 (HUD CoC Rental Assistance)

Other funds $76,224 (CMHA Housing Choice Vouchers)

Cost/unit $9,528


CoC Funds $750,000 ($500,000 City of Columbus GO Bonds or HOME;

$250,000 Franklin County HOME)


Cost/unit $220,760

Development Timeline April 8, 2019 – established site control

Fall 2019 – seek CoC OHFA project ranking


Fall 2022 – lease-up


G:\Development\Ryan Cassell\CSB\Project Concepts\2020\Touchstone Field Place Phase 2 Concept Paper.doc

Columbus and Franklin County Continuum of Care Project Development Process

Concept Paper

Describe the organization(s) that will implement the housing project, high level funding objectives, the population to be served, and the services that will be provided. The Concept Paper does not need to identify a specific housing site, unless one has already been identified for site-based permanent supportive housing. Present the required information in a narrative, which should not exceed seven pages (the seven page limit does not include the attachments listed below and in Section 9). Prior to submitting a concept paper, review the Information Packet and other related materials on CSB’s website here.

Submit the Concept Paper using the forms provided. Do not add pages or attachments not specifically requested. Applicants are required to submit:

1) Cover Sheet and Authorization Form2) Concept Paper3) Documentation for a new Lead Organization1 (attachments)

⟨ 501(c) 3 letter from IRS ⟨ Registration with Ohio Secretary of State ⟨ Board of Trustees roster with employers, relevant experience and tenure with

the Board ⟨ Most recent audit and 990

Submission Procedure Project Concepts are accepted year-round. Submit Concept Papers to Heather Notter ([email protected]).

Concept Paper Selection and Approval Process Community Shelter Board (CSB) staff will review Concept Papers and evaluate the capacity and track record of the applicant and the eligibility and appropriateness of the project to participate in the community’s housing development process. If the project seems viable enough to move forward, CSB will present the information to the Continuum of Care (CoC) for formal approval.

Organizations that are selected will be informed in writing. Comments and questions regarding the project generally will be included in the letter of acceptance or CoC resolution. Once a concept has been approved, the agency has 90 days to submit a more detailed project plan, or a Continuum of Care (CoC) project application, if applicable, according to CoC deadlines. Organizations not selected will receive the rationale in writing. Selection of an applicant’s Concept Paper for further development does not guarantee funding of the final project.

Contact Heather Notter at [email protected] or 614-715-2542 with any questions.

1 Not required for existing housing sponsors.


https://www.csb.org/providers/applying-for-funds

mailto:[email protected]

Permanent Supportive Housing or Rapid Re-Housing

Concept Paper Submission

Submission should not exceed 7 pages, excluding required attachments in listed in Section 9.


3. Description & Experience of Applicant Organization(s) Answer each of the questions below. Answer the questions for all agencies involved in the project. Agencies that have a current contract with CSB do not need to complete this section. However, if the proposed partners are not currently funded by CSB, provide answers to these questions for the proposed partners. A) Are you an incorporated non-profit organization and have you received IRS

501(c)3 status? Yes X

No

B) How many years has the lead agency been in existence? 32 years

C) If there are other agencies involved with the project, how many years has each of them been in existence?

YMCA: 164

D) List the agency’s total annual budget for the current fiscal year. CHN:

$11,220,000

YMCA:

$58,238,950 If you are not currently providing housing for formerly homeless individuals, address the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. E) Describe the agency’s mission and purpose and explain how the proposed project is

consistent with the agency’s mission.

F) Describe the agency’s principal programs and services.

G) Describe the number and type of staff the agency employs.

H) Describe the agency’s experience providing services for the target population or other special needs populations.

I) Describe the agency’s experience providing housing for the target population or other special needs populations.

J) Describe the agency’s experience working with neighbors of other developments.

K) List the agency’s key accomplishments from the past three years.


4. Proposed Housing Model

Check the box that matches the type of housing for which you are seeking funding. Multiple Buildings, Multiple Sites X Permanent Supportive Housing Multiple Buildings, Single Site Rapid Re-Housing X Single Building Shared Housing

5. Type of Development Check the box that best describes the type of development you are proposing. X Construction of a new building Rehabilitation of an existing building Leasing an existing building or units

6. Project Description Please use only the space provided below.

A. What is the total number of proposed units in the project? How many units will you designate for people experiencing homelessness? How many units for other populations, if applicable?

The YMCA is investigating the potential sale of 40 West Long Street, which contains 403 SRO units that provides housing to men in our community, including 143 residents that meet the Continuum of Care to provide housing to men who are homeless (143 CofC units + 260 “open” units = 403 total SRO units). The structure at 40 West Long Street is in need of expensive and extensive mechanical system upgrades. The YMCA has been operating 40 West Long Street at a significant financial loss annually for multiple years. There are few public resources available to address the building’s future and ongoing expenses. For example, the Ohio Housing Finance Agency (OHFA) does not allow the use of Low-Income Housing Tax Credits on properties whose units are Single-Room-Occupancy due to their lack of private bathrooms and kitchens. This is a long-standing policy that OHFA is not willing to change. As a result, the YMCA is proposing to build or acquire new housing that would match the 143 Continuum of Care units currently at 40 West Long Street. Replacing this housing will involve multiple developments (“Multi-Phase YMCA Replacement Housing”) and this proposal represents the first of phase of Multi-Phase YMCA Replacement Housing. Community Housing Network will serve as developer, owner, and property management agent for this second phase of replacement units and the YMCA will be a Special Limited Partner of the ownership and will serve the residents of the replacement housing as Supportive Service provider.


This proposal is the second phase of the Multi-Phase YMCA Replacement Housing for 40 West Long Street. The proposed second phase will be at the Lockbourne Road site where CHN is proposing to construct Touchstone Field Place. The second phase will contain 44 one-bedroom apartment units in a single building designated for permanent supportive housing. This second phase will connect to the first phase and will allow for the two phases to function as one structure with 100 units. All one-bedroom units will have a bathroom and kitchen within the unit, allowing each resident the privacy of their own home. CHN proposes that the new development will not be targeted to a specific gender identification, but instead will be open to all genders as units become available after initial transfer of residents from 40 West Long. Of the development’s 44 units, CHN proposes that all of the units will be Franklin County Continuum of Care units prioritized for individuals who meet the HUD definition of chronic homelessness (CofC units). The building will include a community room, 24/7 front desk, on-site offices for property management and service providers, and other spaces designed to create an atmosphere of community and harmony. The building will be designed to meet the strict architectural standards of the Ohio Housing Finance Agency, including green standards. The property will be in close proximity to a COTA bus stop and will have access to appropriate amenities.

B. Describe the general development timeline, if applicable.

Dates Benchmarks September 2019: Established site control February 2020: Secure land entitlements for the project April 30, 2020 to January 2021: Seek project ranking by CofC January to November 2021: Secure financing commitments March to May 2022: Receive building permits June 2022 to August 2023: Construction September to November 2023: Lease-up

C. List anticipated sources of capital funding, if applicable, and the projected capital

request for funding from the CoC.

Development Source Amount Amount Per Unit Percent of Total LIHTC $ 9,000,000 $ 204,545 86% City of Columbus $ 500,000 $ 11,364 5% Franklin County $ 250,000 $ 5,682 2% OHFA HDAP $ 300,000 $ 6,818 3% FHLB AHP $ 440,000 $ 10,000 4% ADAMH $ - $ - 0% CMHA $ - $ - 0% YMCA $ - $ - 0% Deferred Developers Fee $ 33,241 $ 755 0% Total $ 10,523,241 $ 239,165 100%

D. List anticipated sources of operations funding (including rent subsidies). Describe

Columbus Metropolitan Housing Authority’s (CMHA) involvement and commitment in


the project, if any. If CMHA will not be involved, describe future operational sustainability.

CHN will request Project Based Housing Choice Vouchers from the Columbus Metropolitan Housing Authority for all 44 units.

E. List anticipated sources of services funding and projected services request for funding from the CoC.

• New Bonus Funding from CoC of ($3,704)• Existing CSB Funding associated with 40 W. Long Street ($90,812)• Existing OHTF associated with 40 W. Long Street ($23,120)• Medicaid Billing ($17,492)

F. Describe the target population, including their anticipated needs.

The target population served by this new development will be both chronically homeless men and women; and individuals with severe mental illness who are currently in institutional settings and lack housing. Based on historical data, the chronically homeless population will be predominately male and disproportionately African-American with significant histories of trauma. Additional barriers to housing include mental, behavioral and physical disabilities, histories of incarceration, long-term unemployment, and systemic racism. These individuals will have been unable to maintain permanent housing due to the severe and persistent nature of their housing barriers. CHN will allow its residents the opportunity for greater success, meaning and purpose through stable housing and supportive services offered in this development.

A Place to Call Home estimates that there is a need for 1,494 PSH placement options for single adults with severe service needs, while the community currently has 455 PSH placements on average annually. System improvements are one aspect for addressing this need, but it is clear that there is currently a shortage of PSH placements in the community and there is therefore a shortage of PSH.

7. Supportive Service Plan

Answer the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. Please note that, at a minimum, services must address service coordination within the community, linkage with benefits, employment and treatment linkages, as well as any other proposed relevant services.

A. Describe the supportive services the project will directly provide to address thetarget population’s needs.

Touchstone Field Place Phase 2 will offer safe, secure permanent supportive housing to individuals who struggle with homelessness, mental illness and/or addiction. CHN’s Property Manager ensures that tenants are moved in as quickly as possible. CHN contracts with community-based behavioral health service partner(s) to provide


supportive services to ensure that tenants can maintain their housing. Supportive services staff will work with new tenants to ensure that an Individualized Housing Stabilization Plan is completed upon move-in. CHN’s Service Coordination staff is also available to assist tenants with linkages and progress on goal plans. 24-hour on-site staffing provides the support necessary for this population and ensure tenant safety. CHN Employment Services offer tenants job readiness skills, vocational training and linkages to employment opportunities. B. Describe the services that existing community service providers will provide.

The YMCA will provide residents with supportive services that include, but are not limited to, on-going assessments, case management, psychiatric services, medication monitoring, health services, employment services, individual counseling and substance abuse treatment. The YMCA is able to access Medicaid and other resources that fund supportive services.

8. Co-Applicants

A. Identify the role of each project partner, if applicable. CHN: Developer, Owner via Managing Member of LLC ownership entity, and Property Manager YMCA: Special Limited Partner of LLC ownership entity and Supportive Service Provider

B. Describe each co-applicant/project partner’s financial commitment.

9. Required Documentation Attach the following documents to the concept paper prior to submission. This section is not required if the lead agency is already a funded CSB partner agency. 501 (c) 3 letter from the IRS Registration with the Ohio Secretary of State Current Board roster with employers, relevant experience and tenure

with the Board Most recent audit


Most recent 990


Project Concept Touchstone Field Place Phase 2 9.00% 44 Units

Development Budget Summary

Development Souces

Development Source Amount Amount Per Unit Percent of TotalLIHTC 9,000,000$ 204,545$ 85%City of Columbus 500,000$ 11,364$ 5%Franklin County 250,000$ 5,682$ 2%OHFA HDAP 300,000$ 6,818$ 3%FHLB AHP 440,000$ 10,000$ 4%ADAMH -$ -$ 0%CMHA -$ -$ 0%YMCA -$ -$ 0%Deferred Developers Fee 75,900$ 1,725$ 1%Total 10,565,900$ 240,134$ 100%

Development Cost Category Amount Per Unit Percent of TotalAcquisition 337,500$ 7,670$ 3%New Construction Hard Costs 7,209,537$ 163,853$ 68%Hard Cost Contingency 294,747$ 6,699$ 3%3rd Party Professionals 569,444$ 12,942$ 5%Developer's Fee 1,100,000$ 25,000$ 10%Financial Expenses 746,936$ 16,976$ 7%Soft Cost Contingency 32,735$ 744$ 0%Operating Reserves 275,000$ 6,250$ 3%Total 10,565,900$ 240,134$ 100%

Operating Budget Summary

Operating Income

Target Population Type of Rent Subsidy Unit Type # Units Monthly Rent Annual IncomeHomeless (Relocated YMCA) CMHA PBS8 HCV One Bedroom 35 794$ 333,480$ Homeless (USHS Referred) CMHA PBS8 HCV One Bedroom 9 794$ 85,752$ ADAMH CMHA Mainstream One Bedroom 0 794$ -$ Total 44 419,232$ Vacancy Rate 5.0%Vacancy Loss (20,962)$ Gross Annual Rental Income 398,270$

Operating Expense

Expense Category Annual Amount Amount Per Unit Cummulative/UnitAdministrative Expenses 63,131$ 1,435$ 1,435$ Mangament Fee 35,635$ 810$ 2,245$ 8.5%Utilities 66,938$ 1,521$ 3,766$ Maintenance 78,449$ 1,783$ 5,549$ Taxes and Insurance 15,137$ 344$ 5,893$ Front Desk 61,600$ 1,400$ 7,293$ Asset Management Fees 3,000$ 68$ 7,361$ Replacement Reserves 15,400$ 350$ 7,711$ Total Operating Expenses 339,289$ 7,711$

Net Operating Income 58,981$



Service Budget Summary

Service Income

Source Annual Amount Amount Per UnitHUD/CSB 3,704$ 84$ Existing YMCA Funds 113,932$ 2,589$ Medicaid 17,492$ 398$ Other -$ -$ Total 135,128$ 3,071$

Service Expenses

Expense Category Annual Amount Amount Per Unit FTEDirect Staff 96,424$ 2,191$ 1.83Indirect Staff 20,935$ 476$ Reimbursable Expenses 17,769$ 404$ Front Desk -$ -$ Other -$ -$ Total 135,128$ 3,071$

Ratio 1 FTE to Residents24


Touchstone Field Place Phase 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 152021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

IncomeRent Subtotal $419,232 $427,617 $436,169 $444,892 $453,790 $462,866 $472,123 $481,566 $491,197 $501,021 $511,041 $521,262 $531,688 $542,321 $553,168Less Vacancy ($20,962) ($21,381) ($21,808) ($22,245) ($22,690) ($23,143) ($23,606) ($24,078) ($24,560) ($25,051) ($25,552) ($26,063) ($26,584) ($27,116) ($27,658)Gross Income $398,270 $406,236 $414,361 $422,648 $431,101 $439,723 $448,517 $457,488 $466,637 $475,970 $485,489 $495,199 $505,103 $515,205 $525,509

Operating ExpensesManagement Fee $35,635 $36,704 $37,805 $38,939 $40,107 $41,310 $42,550 $43,826 $45,141 $46,495 $47,890 $49,327 $50,807 $52,331 $53,901Admin/Office Salaries and Benefits $20,167 $20,772 $21,396 $22,037 $22,699 $23,380 $24,081 $24,803 $25,547 $26,314 $27,103 $27,916 $28,754 $29,617 $30,505Property Manager $28,325 $29,175 $30,050 $30,951 $31,880 $32,836 $33,822 $34,836 $35,881 $36,958 $38,066 $39,208 $40,385 $41,596 $42,844Office Supplies $4,079 $4,201 $4,327 $4,457 $4,591 $4,728 $4,870 $5,016 $5,167 $5,322 $5,482 $5,646 $5,815 $5,990 $6,170Legal & Audit $10,560 $10,876 $11,203 $11,539 $11,885 $12,241 $12,609 $12,987 $13,377 $13,778 $14,191 $14,617 $15,055 $15,507 $15,972Advertising & Marketing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Utilities- Common Area $14,910 $15,358 $15,818 $16,293 $16,782 $17,285 $17,804 $18,338 $18,888 $19,455 $20,038 $20,639 $21,258 $21,896 $22,553Utilities- Apartments $36,619 $37,717 $38,849 $40,014 $41,215 $42,451 $43,724 $45,036 $46,387 $47,779 $49,212 $50,689 $52,209 $53,776 $55,389Water & Sewer Operating $15,409 $15,871 $16,347 $16,838 $17,343 $17,863 $18,399 $18,951 $19,519 $20,105 $20,708 $21,329 $21,969 $22,628 $23,307Maintenance Salaries and Benefits $8,883 $9,149 $9,424 $9,895 $10,390 $10,909 $11,455 $12,027 $12,629 $13,260 $13,923 $14,619 $15,350 $16,118 $16,924Maintenance Supplies $34,851 $35,897 $36,974 $38,822 $40,763 $42,801 $44,942 $47,189 $49,548 $52,025 $54,627 $57,358 $60,226 $63,237 $66,399Trash Removal $4,351 $4,481 $4,616 $4,754 $4,897 $5,044 $5,195 $5,351 $5,511 $5,677 $5,847 $6,022 $6,203 $6,389 $6,581Elevator/HVAC Maintenance $6,164 $6,348 $6,539 $6,735 $6,937 $7,145 $7,360 $7,580 $7,808 $8,042 $8,283 $8,532 $8,788 $9,051 $9,323Pest Control $5,892 $6,068 $6,250 $6,438 $6,631 $6,830 $7,035 $7,246 $7,463 $7,687 $7,918 $8,155 $8,400 $8,652 $8,912Grounds/Landscaping $10,424 $10,736 $11,058 $11,390 $11,732 $12,084 $12,446 $12,820 $13,204 $13,600 $14,008 $14,429 $14,862 $15,307 $15,767Painting and Decorating $4,532 $4,668 $4,808 $4,952 $5,101 $5,254 $5,411 $5,574 $5,741 $5,913 $6,091 $6,273 $6,462 $6,655 $6,855Security Contract $3,354 $3,454 $3,558 $3,665 $3,775 $3,888 $4,004 $4,125 $4,248 $4,376 $4,507 $4,642 $4,782 $4,925 $5,073Real Estate Tax Operating Expense $30,000 $30,900 $31,827 $954.81 $983 $1,013 $1,043 $1,075 $1,107 $1,140 $1,174 $1,210 $1,246 $1,283 $1,322Insurance $15,137 $15,591 $16,059 $16,540 $17,037 $17,548 $18,074 $18,616 $19,175 $19,750 $20,343 $20,953 $21,582 $22,229 $22,89624/7 Front Desk $61,600 $63,448 $65,351 $67,312 $69,331 $71,411 $73,554 $75,760 $78,033 $80,374 $82,785 $85,269 $87,827 $90,462 $93,176TOTAL ($350,889) ($361,416) ($372,258) ($352,527) ($364,077) ($376,022) ($388,377) ($401,156) ($414,375) ($428,050) ($442,197) ($456,834) ($471,979) ($487,650) ($503,866)

Net Operating Income $47,381 $44,820 $42,102 $70,121 $67,024 $63,700 $60,140 $56,331 $52,262 $47,920 $43,292 $38,365 $33,124 $27,555 $21,643

Less Replacement Reserves ($15,400) ($15,862) ($16,338) ($16,828) ($17,333) ($17,853) ($18,388) ($18,940) ($19,508) ($20,094) ($20,696) ($21,317) ($21,957) ($22,615) ($23,294)Asset Management ($3,000) ($3,090) ($3,183) ($3,278) ($3,377) ($3,478) ($3,582) ($3,690) ($3,800) ($3,914) ($4,032) ($4,153) ($4,277) ($4,406) ($4,538)

Net Income Before Debt Service $28,981 $25,868 $22,582 $50,015 $46,314 $42,370 $38,169 $33,701 $28,953 $23,912 $18,564 $12,895 $6,890 $534 ($6,189)

Less Annual Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Cash Flow After Debt Service $28,981 $25,868 $22,582 $50,015 $46,314 $42,370 $38,169 $33,701 $28,953 $23,912 $18,564 $12,895 $6,890 $534 ($6,189)

Deferred Dev. Fee Balance $74,900 $45,918 $20,050 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Paid Developer Fee $28,981 $25,868 $20,050 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Operating Reserve $275,000 $280,500 $286,110 $291,832 $297,669 $303,622 $309,695 $315,889 $322,206 $328,650 $335,223 $341,928 $348,766 $355,742 $356,6681.09 1.08 1.07 1.14 1.13 1.12 1.10 1.09 1.08 1.06 1.05 1.04 1.02 1.01 1.00

Rent Assumptions Rent Units BRsRent Income for Year 2016 794$ 44 1 BR

Vacancy Rate 5%Rent Increases (Annual Increase) 2%

Expense AssumptionsManagement Fee (of Total Revenue) 8.5%Replacement Reserve $350 /UnitAll Other Expenses 3%Maintenance Increase Year 4 onward 5%

Page 3 Creekside Place 2018 10 05CoC Meeting - 6.4.20 -

d) Annual services budget and budget narrative

Touchstone Field Place Phase 2Service Budget

SERVICE INCOME44

Source Amount Amount/Unit Amount/RBL Unit Comments

HUD SHP 3,704$ 84$ 84$

Start Up Funding* -$ -$ -$

Medicare and Medicaid 17,492$ 398$ 398$

CSB Funding 90,812$ 2,064$ 2,064$

OHTF** 23,120$ 525$ 525$ TOTAL 135,128$ 3,071$ 3,071$

SERVICE EXPENSES

1.333333 Item Cost Cost/Unit FTE

Annual Assessment of Service Needs 5,744$ 131$ Assistance with Moving Costs -$ -$ Case Management -$ -$ Child Care -$ -$ Education Services -$ -$ Employment Assistance and Job Training 21,596$ 491$ 0.39Housing Search and Counseling Services 4,861$ 110$ 0.10Legal Services -$ -$ Life Skills Training -$ -$

Mental Health Services 32,293$ 734$ 0.63Outpatient Health Services 5,379$ 122$ 0.08Outreach Services -$ -$

Substance Abuse Treatment 32,293$ 734$ 0.63Transportation 12,025$ 273$ Utility Deposits -$ -$

Indirect Costs 20,935$ 476$

Front Desk Staff -$ 0.0TOTAL 135,128$ 3,071$ 1.8

# Engagement Specialists @ $19/hr + 30%Staff transportation plus bus passes

Clinical Leader

Assumptions and Comments

# Engagement Specialist @ $19/hr + 30%

Employment Coordinator (@ $20.33/hr + 30%)Engagement Specialists @ $19.86/hr + 23%

Prorated share of existing resources at 40 W. Long Street ($371k*35/143)

Prorated share of existing resources ($94,463k*35/143)

New Bonus

Reimbursembent for Mental Health Services and Outpatient Health

Medicaid funding lags for initial 2 years due to site application process


e) 10 Year Service Proforma

Touchstone Field Place Phase 2Service Proforma

1* 2* 3 4 5 6 7 8 9 10

Service RevenuesHUD SHP 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ 3,704$ Start Up Funding* 21,196$ 10,317$ -$ -$ -$ -$ -$ -$ -$ -$

Medicaid and Medicare -$ 13,119$ 18,541$ 18,541$ 18,541$ 18,541$ 18,541$ 18,541$ 18,541$ 18,541$

CSB Funding 90,812$ 90,812$ 90,812$ 90,812$ 90,812$ 90,812$ 90,812$ 90,812$ 90,812$ 90,812$

OHTF** 23,120$ 23,583$ 27,530$ 30,342$ 33,210$ 36,135$ 39,119$ 42,162$ 45,267$ 48,433$

TOTAL 138,832$ 141,534$ 140,587$ 143,399$ 146,266$ 149,192$ 152,176$ 155,219$ 158,324$ 161,490$

*Medicaid billing requires CARF and OHMAS certifications, therefore assumed no Medicaid funding for first 15 months.**Assumes a portion of the existing grant can be moved to Touchstone Field Place through YMCA applications.Service Expenses

Annual Assessment of Service Needs 5,744$ 5,859$ 5,976$ 6,096$ 6,217$ 6,342$ 6,469$ 6,598$ 6,730$ 6,865$ Assistance with Moving Costs -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Case Management -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Child Care -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Education Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Employment Assistance and Job Training 21,596$ 22,028$ 22,469$ 22,918$ 23,376$ 23,844$ 24,321$ 24,807$ 25,303$ 25,810$ Housing Search and Counseling Services 4,861$ 4,958$ 5,057$ 5,158$ 5,262$ 5,367$ 5,474$ 5,584$ 5,695$ 5,809$ Legal Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Life Skills Training -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Mental Health Services 32,293$ 32,939$ 33,598$ 34,270$ 34,956$ 35,655$ 36,368$ 37,095$ 37,837$ 38,594$ Outpatient Health Services 5,379$ 5,487$ 5,597$ 5,709$ 5,823$ 5,939$ 6,058$ 6,179$ 6,303$ 6,429$ Outreach Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Substance Abuse Treatment 32,293$ 32,939$ 33,598$ 34,270$ 34,956$ 35,655$ 36,368$ 37,095$ 37,837$ 38,594$ Transportation 12,025$ 12,266$ 12,511$ 12,761$ 13,016$ 13,277$ 13,542$ 13,813$ 14,089$ 14,371$ Utility Deposits -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Indirect Costs 20,935$ 21,354$ 21,781$ 22,216$ 22,661$ 23,114$ 23,576$ 24,048$ 24,529$ 25,019$ Front Desk -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ TOTAL 135,128$ 137,830$ 140,587$ 143,399$ 146,266$ 149,192$ 152,176$ 155,219$ 158,324$ 161,490$

Expense Inflation 2%


G:\Development\Ryan Cassell\CSB\Project Concepts\2020\2021 9percent Concept Paper.doc


Concept Paper

Describe the organization(s) that will implement the housing project, high level funding objectives, the population to be served, and the services that will be provided. The Concept Paper does not need to identify a specific housing site, unless one has already been identified for site-based permanent supportive housing. Present the required information in a narrative, which should not exceed seven pages (the seven page limit does not include the attachments listed below and in Section 9). Prior to submitting a concept paper, review the Information Packet and other related materials on CSB’s website here. Submit the Concept Paper using the forms provided. Do not add pages or attachments not specifically requested. Applicants are required to submit:

1) Cover Sheet and Authorization Form 2) Concept Paper 3) Documentation for a new Lead Organization1 (attachments)




Concept Paper Selection and Approval Process Community Shelter Board (CSB) staff will review Concept Papers and evaluate the capacity and track record of the applicant and the eligibility and appropriateness of the project to participate in the community’s housing development process. If the project seems viable enough to move forward, CSB will present the information to the Continuum of Care (CoC) for formal approval. Organizations that are selected will be informed in writing. Comments and questions regarding the project generally will be included in the letter of acceptance or CoC resolution. Once a concept has been approved, the agency has 90 days to submit a more detailed project plan, or a Continuum of Care (CoC) project application, if applicable, according to CoC deadlines. Organizations not selected will receive the rationale in writing. Selection of an applicant’s Concept Paper for further development does not guarantee funding of the final project. Contact Heather Notter at [email protected] or 614-715-2542 with any questions.





1. Agency and Project Information

Project Title: To Be Named 2021 Chronically Homeless PSH - YMCA Replacement Project

Lead Organization (project sponsor): Community Housing Network, Inc.

Mailing Address: 1680 Watermark Drive, Columbus, Ohio 43215

Contact person: Samantha Shuler

Telephone: 614-487-6700 Fax: 614-487-0408 E-Mail: [email protected]

If you are submitting a project on behalf of a group of agencies/organizations, list anyagencies you intend to propose as sub-recipients or subcontractors.

2. Authorization

Acting as a duly authorized representative, I hereby affirm that the governing body of the

below named organization has reviewed and accepts all the guidelines, requirements

and conditions described in the Project Development Process Information Packet, and

wishes to be considered for financial assistance.Lead Organization: Com�sing N�k, Inc. Date: '-' / Ill /20

Authorized Signature: \(

Name/Title: Samantha S�� f Executive Officer

Co-Applicant Organization: Date:

Authorized Signature:

Name/Title:

Co-Applicant Organization: Date:


Name/Title:

G:\Development\Ryan Cassell\CSB\Project Concepts\2020\Touchstone Field Place Phase 2 Concept Paper.doc




No



YMCA: 164


$11,220,000

YMCA:

$58,238,950

If you are not currently providing housing for formerly homeless individuals, address the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. E) Describe the agency’s mission and purpose and explain how the proposed project is














The YMCA is investigating the potential sale of 40 West Long Street, which contains 403 SRO units that provides housing to men in our community, including 143 residents who meet the Continuum of Care homeless definition (143 CofC units + 260 “open” units = 403 total SRO units). The structure at 40 West Long Street is in need of expensive and extensive mechanical system upgrades. The YMCA has been operating 40 West Long Street at a significant financial loss annually for multiple years. There are few public resources available to address the building’s future and ongoing expenses. For example, the Ohio Housing Finance Agency (OHFA) does not allow the use of Low-Income Housing Tax Credits on properties whose units are Single-Room-Occupancy due to their lack of private bathrooms and kitchens. This is a long-standing policy that OHFA is not willing to change. As a result, the YMCA is proposing to build or acquire new housing that would match the 143 Continuum of Care units currently at 40 West Long Street. Replacing this housing will involve multiple developments (“Multi-Phase YMCA Replacement Housing”) and this proposal represents the first of phase of Multi-Phase YMCA Replacement Housing. Community Housing Network will serve as developer, owner, and property management agent for this second phase of replacement units and the YMCA will be a Special Limited Partner of the ownership and will serve the residents of the replacement housing as Supportive Service provider.


CHN is proposing the development of a 46-unit permanent supportive housing development. CHN proposes that all of the units will be Franklin County Continuum of Care units prioritized for individuals who meet the HUD definition of chronic homelessness (CofC units). The building will include a community room, 24/7 front desk, on-site offices for property management and service providers, and other spaces designed to create an atmosphere of community and harmony. The building will be designed to meet the strict architectural standards of the Ohio Housing Finance Agency, including green standards. The property’s site, once selected, will be in close proximity to a COTA bus stop and will have access to appropriate amenities.


Dates Benchmarks August 2020: Established site control February 2021: Secure land entitlements for the project April 30, 2020 to January 2021: Seek project ranking by CofC January to November 2021: Secure financing commitments March to May 2022: Receive building permits June 2022 to August 2023: Construction September to November 2023: Lease-up



Development Source Amount Amount Per Unit Percent of Total LIHTC $ 9,000,000 $ 195,652 82% City of Columbus $ 500,000 $ 10,870 5% Franklin County $ 250,000 $ 5,435 2% OHFA HDAP $ 300,000 $ 6,522 3% FHLB AHP $ 805,000 $ 17,500 7% ADAMH $ - $ - 0% CMHA $ - $ - 0% YMCA $ - $ - 0% Deferred Developers Fee $ 104,947 $ 2,281 1% Total $ 10,959,947 $ 238,260 100%


Columbus Metropolitan Housing Authority’s (CMHA) involvement and commitment in the project, if any. If CMHA will not be involved, describe future operational sustainability.




Service Income Source Annual Amount Amount Per Unit HUD/CSB $ - $ - YMCA Existing Resources $ 120,442 $ 2,618 Medicaid $ 17,492 $ 380 Other $ - $ - Total $ 137,934 $ 2,999

The above is a preliminary estimate.


In a recent survey of the CoC units at 40 W. Long Street, the average resident age was 54 years old. All of the residents in the 143 units are men who have a qualifying disability and many had more than one disability. Just over half of the residents at 40 W. Long Street report they are White (52.5%) and 44.6% report their race as Black. Since this property will replace the units at 40 W. Long Street, the demographic information of these residents will impact this proposed development, particularly at initial opening. As the building is operated over time some of the above demographic information will change. The target population served by this new development will be chronically homeless men and women whose incomes are less than 30% AMI and have a qualifying disability. Based on historical data, the chronically homeless population will be predominately male and disproportionately African-American with significant histories of trauma. Additional barriers to housing include mental, behavioral and physical disabilities, histories of incarceration, long-term unemployment, and systemic racism. These individuals will have been unable to maintain permanent housing due to the severe and persistent nature of their housing barriers. CHN will allow its residents the opportunity for greater success, meaning and purpose through stable housing and supportive services offered in this development. A Place to Call Home estimates that there is a need for 1,494 PSH placement options for single adults with severe service needs, while the community currently has 455 PSH placements on average annually. System improvements are one aspect for addressing this need, but it is clear that there is currently a shortage of PSH placements in the community and there is therefore a shortage of PSH.

7. Supportive Service Plan Answer the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. Please note that, at a minimum, services must address service coordination within the community, linkage with benefits, employment and treatment linkages, as well as any other proposed relevant services.

A. Describe the supportive services the project will directly provide to address the target population’s needs.


The to be named 2021 9% LIHTC PSH Project will offer safe, secure permanent supportive housing to individuals who struggle with homelessness, mental illness and/or addiction. CHN’s Property Manager ensures that tenants are moved in as quickly as possible. CHN contracts with community-based behavioral health service partner(s) to provide supportive services to ensure that tenants can maintain their housing. Supportive services staff will work with new tenants to ensure that an Individualized Housing Stabilization Plan is completed upon move-in. CHN’s Service Coordination staff is also available to assist tenants with linkages and progress on goal plans. 24-hour on-site staffing provides the support necessary for this population and ensure tenant safety. CHN Employment Services offer tenants job readiness skills, vocational training and linkages to employment opportunities. B. Describe the services that existing community service providers will provide.

CHN anticipates that the community service provider will provide residents with supportive services that include, but are not limited to, on-going assessments, case management, psychiatric services, medication monitoring, health services, employment services, individual counseling and substance abuse treatment. CHN will seek partnerships with community service providers who have a strong track record of accessing Medicaid and other resources that fund supportive services. CHN believes that if the Continuum of Care is to expand the number of PSH units in the community to end chronic homelessness, it is essential to leverage federal and state resources in all aspects of PSH projects, including service funding. CHN will explore all options for partners, including options outside of its existing network, if necessary.

8. Co-Applicants

A. Identify the role of each project partner, if applicable. CHN: Developer, Owner via Managing Member of LLC ownership entity, and

Property Manager


9. Required Documentation Attach the following documents to the concept paper prior to submission. This section is not required if the lead agency is already a funded CSB partner agency.


501 (c) 3 letter from the IRS Registration with the Ohio Secretary of State Current Board roster with employers, relevant experience and tenure

with the Board Most recent audit Most recent 990


Project Concept New Homeless YMCA Replacement 9.00% 46 Units


Development Souces

Development Source Amount Amount Per Unit Percent of TotalLIHTC 9,000,000$ 195,652$ 82%City of Columbus 500,000$ 10,870$ 5%Franklin County 250,000$ 5,435$ 2%OHFA HDAP 300,000$ 6,522$ 3%FHLB AHP 805,000$ 17,500$ 7%ADAMH -$ -$ 0%CMHA -$ -$ 0%YMCA -$ -$ 0%Deferred Developers Fee 104,947$ 2,281$ 1%Total 10,959,947$ 238,260$ 100%



Operating Income

Target Population Type of Rent Subsidy Unit Type # Units Monthly Rent Annual IncomeHomeless (Relocated YMCA) CMHA PBS8 HCV One Bedroom 37 794$ 352,536$ Homeless (USHS Referred) CMHA PBS8 HCV One Bedroom 9 794$ 85,752$ ADAMH CMHA Mainstream One Bedroom 0 794$ -$ Total 46 438,288$ Vacancy Rate 5.0%Vacancy Loss (21,914)$ Gross Annual Rental Income 416,374$

Operating Expense




Project Concept New Homeless YMCA Replacement 9.00% 46 Units


Service Income

Source Annual Amount Amount Per UnitHUD/CSB -$ -$ YMCA Existing Resources 120,442$ 2,618$ Medicaid 17,492$ 380$ Other -$ -$ Total 137,934$ 2,999$

Service Expenses




Touchstone Field Place Phase 2

Development Budget5/11/20 1:20 PM

SOURCE OF FUNDS 10,959,947$ Type Construction FundingLOCAL GAP SOURCE -$ .% of Total Huntington National Bank 3,944,342$ 36.0% of TDC

-$ .% of Total Grant to GP Equity Affordable Housing Trust 3,000,000$ OHFA HDAP 300,000$ 2.7% of Total Grant to GP Equity OHFA HDL Program 1,750,000$ City 500,000$ 4.6% of Total Grant to Equity City 500,000$ Franklin County Funding HOME 250,000$ 2.3% of Total Grant to Equity County 250,000$

Equity 9,000,000$ 82.1% of Total LLC Equity Equity 110,000$ FHLB AHP2 805,000$ 7.3% of Total Grant to Equity HDAP 300,000$ SHP -$ .% of Total Grant to Equity SHP -$ Donations 1,000$ .% of Total Legal/Bank FHLB/Donations 202,250$ DDF 103,947$ 9.4% of DF DDF 903,355$ 82.1% of DFTotal 10,959,947$ Total 10,959,947$

USE OF FUNDS 10,959,947$ BasisLand 337,500$ $7,337/unitDemolition/Site Remediation -$ -$ Off-Site Improvements -$ -$ Site Improvements 432,122$ $9,394/unit 232,122$ Structures 5,653,851$ $122,910/unit 5,653,851$ Hard CostsContractor's FFE 116,613$ $2,535/unit 116,613$ Construction Costs 6,162,888.39$ 133,976$ $113.4/GSFSecurity System 71,373$ $1,552/unit 71,373$ HC w/ GC Fees 7,164,935.43$ 155,759$ $131.8/GSFPayment and Performance Bond -$ -$ Total HC 7,841,530$ 170,468$ $144.3/GSFGC Cost Certification 7,500$ 7,500$ Construction Fees 76,915$ 76,915$ GR 317,544$ 5.2% of HC 317,544$ OH 127,017$ 2.1% of HC 127,017$ 113,000$ $118.9/GSFProfit 362,000$ 5.9% of HC 362,000$ Furniture not in GC contract 290,950$ $6,325/unit 145,475$ Commercial %Plan Review/ Permits 12,500$ 6,250$ Gross Building SF - City Utility Taps 15,000$ 7,500$ Employment Office 0City Inspections (utility & building) 20,000$ 10,000$ Waiting 0Electric Service 25,000$ 12,500$ Vestibule 0Owner's Special Inspections & Testing 5,000$ 2,500$ Restroom 0 -$ Owner's Hard Cost Contingency 308,144$ 5.0% of HC 308,144$ Total Commercial 0Architecture including design fee 322,000$ 4.5% of GC 322,000$ Engineering (MEP/Civil/Structural/ ID/ Prints) 20,000$ 0.3% of HC 20,000$

Surveying (ALTA/Fndtion/as-built/ easements) 20,000$ 20,000$ Geotechnical Soils 5,000$ 5,000$ Environmental (Phase I and II, if needed) 20,000$ 20,000$ Wetlands -$ -$ Noise or Traffic Studies 5,000$ 5,000$ Green Rater 20,000$ 20,000$ Market Study 7,500$ 0.1% of TDC 7,500$ Land Appraisal 2,500$ 2,500$ Owner Legal (non-zoning) 70,000$ 70,000$ Rezoning/Variances (legal-consultants-fees) 15,000$ 15,000$ Accounting/Audits 12,000$ 12,000$

Construction Insurance 24,444$ 24,444$ Title/Recording 30,000$ 30,000$

Property Taxes 10,000$ 10,000$

Developer Fee 1,100,000$ 11.8% of Basis 935,000$ Soft Cost Contingency 33,784$ Construction Loan Interest 197,217$ 1.8% of TDC 98,609$ Construction Loan Fee 19,722$ 0.2% of TDC 19,722$ Bank Legal, arch review, appraisal 43,000$ 0.4% of TDC 43,000$ AHT Bridge Loan Fee 30,750$ 0.3% of TDC 15,375$ AHT Bridge Loan Interest 252,000$ 2.3% of TDC 126,000$ OHFA Fees 19,600$ 0.2% of TDCMonitoring Fee 110,400$ Reservation Fee 60,000$ Operating Reserve 291,000$ 9. mo. OERRDSLease-up Reserve -$ Asset Management Fee 40,000$ 32,000$ TOTAL 10,959,947$ $238,260/unit 9,310,455$ Short $202/GSF

2016 Avg.----->LIHTC CalculationNew Construction Basis 9,310,455$ Unqualified Federal Funds -$ Applicable Fraction 100% 9,310,454.55$ QCT? 130% 12,103,591$ Credits per UnitCredit Rate 9.00% 1,000,000$ 21,739$ 1,089,323$ 10 Year 10,000,000$ 803,909$ Net Equity Price 0.900$ 9,000,000$

1,089,323$ 89,323$ 803,909$ 763,446$

2016 OHFA Cost Index for New Construction A, prevailing wages with an elevator

Page 1 Creekside Place 2018 10 05



46 Unit Split 100%Restricted AMI Population Subsidy BR Size Units Rent Total

Affordable 30% Homeless-Non YMCA PRA or HCV 1 BR 9 794$ 85,752$ Minimum 25% at 30% AMIAffordable 30% OTHER 1 BR 0 794$ -$ Affordable 50% Homeless-40 W. Long PRA or HCV 1 BR 37 794$ 352,536$ Minimum 25% at 30% AMI remaining at 50% AMIAffordable 50% OTHER 1 BR 0 794$ -$

Affordable 60% 1 BR -$ Affordable 60% 1 BR -$

Total 46 794$ 438,288$ 56,600 6,574,320$

Annual Operating Expenses Total Per UnitManagement Fee $37,254 $810 8.5% CMHA Payment Standard 873$ 109%Admin/Office Salaries and Benefits $21,084 $458 1.03 One Bedroom Market Rent 800$ Property Manager $29,613 $644 FMR 794$ Office Supplies $4,264 $93 90900Legal & Audit 8.50% $11,040 $240 35580 Utility AllowanceType AmountAdvertising & Marketing $0 $0 60420 Heating E 25$ Asset Management Fee $0 $0 AC 4$ Compliance Monitoring Fee $0 $0 Cooking E 7$ Accounting Operating Expenses $0 $0 H2O Heating E 17$ Bad Debts $0 $0 Electric 41$ Utilities- Common Area $15,588 $339 1.53 Total UA 94$ Utilities- Apartments $38,283 $832Water & Sewer Operating $16,109 $350 Estimated Rent 794$ Maintenance Salaries and Benefits $9,286 $202Maintenance Supplies $36,435 $792Trash Removal $4,548 $99Elevator/HVAC Maintenance $6,444 $140Pest Control $6,159 $134Grounds/Landscaping $10,897 $237Painting and Decorating $4,738 $103Security Contract $3,506 $76Real Estate Tax Operating Expense $30,000 $652Insurance $15,825 $34424/7 Front Desk $70,000 $1,522

TOTAL $371,075 $8,066.84-$ $6,545

$371,075

Rent Subtotal 438,288$ Debt Service EstimateLess Vacancy 5% (21,914)$ Present Value -$

Gross Income 416,374$ Interest Rate 3%Operating Income Term 18

Less Operating Expenses (371,075)$ Annual Debt Service Payments -$ Net Operating Income 45,299$ Initial DSCR

Less Replacement Reserves $350 /Unit (16,100)$ DSCR at End of Term

Less Asset Management Fee (3,000)$ Rent and Income Limits

Net Income Before Debt Service 26,199$ # Units % Units % AMI/ Income % AMI/ Rent SourceLess Annual Debt Service -$ 6 10% 30% 30% City

Cash Flow After Debt Service 26,198.82$ 6 10% 35% 35% HDAP19 40% 50% 50% FHLB15 40% 60% 60% FHLB/LIHTC46 100% 47% 47%

Floor Area BreakdownGross Square Footage of all Buildings 54,342 Timing AssumptionsCommercial Space Condominium Areas 0 Closing 4/1/2021Commercial Areas and Fee-Driven Space 0 Construction Start 4/15/2021Market Rate Unit Area 0 Construction Completion 7/15/2022Low Income Unit Area 35,347 Placed In Service 8/1/2022Managers Unit Area 0 Lease Up Per Month 20Common Area (Public) 5,936 100% Occupied 12/1/2022Common Area (Circulation) 5,998 Cost Cert 3/31/2023Common Area (Social Work/Programmatic) 1,913 8609 Filed 5/30/2023Limited Common Area (Private) 0 8609 Returned 11/26/2023Support 2,030 FHLB AHP Payment 3/30/2024Tenant Storage 0Major Vertical Penetrations 1,575Structured Parking / Garage 0Basement 0Non-Low-Income floor area 0Low Income Floor Area 41,345% of Common Area 10.9%Net Rentable Square Footage 54,342Average Net Rentable SQFT per LI Unit 1,187

Income/Expense Assumptions

Annual Income

Rent Calculation

Stablized Year PF








Net Income Before Debt Service $26,199 $22,821 $19,259 $46,361 $42,315 $38,008 $33,428 $28,563 $23,399 $17,922 $12,118 $5,973 ($530) ($7,406) ($14,674)


Cash Flow After Debt Service $26,199 $22,821 $19,259 $46,361 $42,315 $38,008 $33,428 $28,563 $23,399 $17,922 $12,118 $5,973 ($530) ($7,406) ($14,674)

Deferred Dev. Fee Balance $103,947 $77,748 $54,927 $35,669 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Paid Developer Fee $26,199 $22,821 $19,259 $35,669 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0








SERVICE INCOME46


HUD SHP (0)$ (0)$ (0)$

Start Up Funding* -$ -$ -$


CSB Funding 96,001$ 2,087$ 2,087$

OHTF** 24,441$ 531$ 531$ TOTAL 137,934$ 2,999$ 2,999$

SERVICE EXPENSES









New Bonus







Clinical Leader




1* 2* 3 4 5 6 7 8 9 10

Service RevenuesHUD SHP (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ Start Up Funding* 17,491$ 6,643$ -$ -$ -$ -$ -$ -$ -$ -$


CSB Funding 96,001$ 96,001$ 96,001$ 96,001$ 96,001$ 96,001$ 96,001$ 96,001$ 96,001$ 96,001$

OHTF** 24,441$ 24,930$ 28,964$ 31,835$ 34,762$ 37,748$ 40,794$ 43,901$ 47,070$ 50,302$

TOTAL 137,933$ 140,692$ 143,506$ 146,376$ 149,304$ 152,290$ 155,336$ 158,442$ 161,611$ 164,843$



Case Management -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Child Care -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Education Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Employment Assistance and Job Training 21,596$ 22,028$ 22,469$ 22,918$ 23,376$ 23,844$ 24,321$ 24,807$ 25,303$ 25,810$ Housing Search and Counseling Services 4,861$ 4,958$ 5,057$ 5,158$ 5,262$ 5,367$ 5,474$ 5,584$ 5,695$ 5,809$ Legal Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Life Skills Training -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Mental Health Services 32,293$ 32,939$ 33,598$ 34,270$ 34,956$ 35,655$ 36,368$ 37,095$ 37,837$ 38,594$ Outpatient Health Services 5,379$ 5,487$ 5,597$ 5,709$ 5,823$ 5,939$ 6,058$ 6,179$ 6,303$ 6,429$ Outreach Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$






Continuum of Care

June 4, 2020

Resolution to Request Project Plans

WHEREAS, on January 27, 2020, the Continuum of Care (CoC) approved Project Plans

for Community Housing Network’s (CHN) Touchstone Field Place, CHN’s Poplar Fen

Place, and National Church Residences’ (N^^) Berwyn East Place;

WHEREAS, on January 27, 2020, the CoC approved the following prioritization for the

2020 Ohio Housing Finance Agency tax credit application process:


Touchstone Field Place 1

Berwyn East Place 2

Poplar Fen Place 3

WHEREAS, CHN has submitted a Concept Paper for Touchstone Field Place - Phase 2,

which proposes 44 units of permanent supportive housing, all of which will be

dedicated for persons experiencing chronic homelessness with the scope of partially

replacing the current YMCA 40 W. Long Street housing units;

WHEREAS, CHN has submitted a Concept Paper for CH-PSH YMCA Replacement (to be

named), which proposes 46 units of permanent supportive housing, all of which will be

dedicated for persons experiencing chronic homelessness with the scope of partially

replacing the current YMCA 40 W. Long Street housing units;

WHEREAS, the CoC Board recommends that the CoC request Project Plans for

Touchstone Field Place - Phase 2 and CH-PSH YMCA Replacement (to be named).

THEREFORE, be it resolved that the CoC requests Project Plans for Touchstone Field

Place - Phase 2 and CH-PSH YMCA Replacement (to be named).


Witnessed by:

__________________________ June 4, 2020



FY20 CoC Application PrioritizationProject Type PSH PSH PSH PSHOrganizations Community Housing Network

Parsons PlaceNational Church Residences

Berwyn East PlaceCommunity Housing Network

Touchstone Field PlaceCommunity Housing Network

Touchstone Field Place - Phase 24% LIHTC

Total Units 62 - 1 BR (37 new units) 76 – 1 BR 56 – 1 BR (Phase I) 44 – 1 BR Homeless Units 62 (100%) 36 (47%) 56 (100%) 24 (55%) Non-Hmls. Units 0 40 0 20Target Population

25 units: Replacement units for current Parsons Avenue Apartments residents.37 units: Chronically homeless individuals

22 units: Extremely low income (ELI) seniors with advanced geriatric conditions experiencing homelessness 14 units: Same as above, with United Healthcare (UHC) or Molina association 8 units: Non-homeless ELI seniors with advanced geriatric conditions and UHC/Molina association32 units: Non-homeless low income seniors

44 units: to be made available to YMCA’s 40 W. Long residents. (143 total replacement units are needed.)12 units: chronically homeless individuals

24 units: Chronically homeless individuals20 units: Individuals with severe mental illness (ADAMH)

Initially, 35 units will be made available to YMCA’s 40 W. Long residents.

Location Parsons Avenue Single site, by N^^ Commons at Livingston (East Livingston Ave.)

Single site, Marion Franklin community (Lockbourne Rd.)

Single site, connected to Phase 1 building on Lockbourne Rd.

Service Provider Southeast NCR YMCA YMCACoC funding CMHA committed 37 HCV for new

units$74,847 CoC services funding$256,811 existing CoC funding7% admin costs

$401,808 CMHA HCV$200,000 CoC capital funds$100,000 services funding7% admin costs

$533,568 CMHA HCV$450,000 CoC capital funding$52,247 CoC services funding7% admin costs

$419,232 CMHA Mainstream & HCV$450,000 CoC capital funding

Other Services Funding

Medicaid $34,350CSB funding $2,695

Medicaid $20,000Health Plans $100,000Other $8,461

Medicaid $28,609Existing CSB funding $103,785Existing OHTF funding $26,423

Medicaid $17,492Existing CSB funding $49,298Existing OHTF funding $12,551ADAMH funding $61,422

Operating & Services costs per unit/person

$16,122 $13,927 $13,297 $12,599

County capital $500,000 $250,000 $250,000 $660,000City capital $800,000 $500,000 $1,000,000 $500,000Timeline Fall/Winter 2020 Fall 2022 Fall 2022 Fall 2023Status Project Plan approved in 2016.

Concept Paper submitted for new service funding request.

Project Plan approved,Prioritized #2 for 2020 OHFA, City, County funding

Project Plan approved, prioritized #1 for 2020 OHFA, City, County funding. New Concept Paper submitted with addition of capital request.

Concept Paper submitted


G:\Development\Ryan Cassell\CSB\Project Concepts\2020\New Bonus Request\Parsons Concept Paper - HUD CoC New Bonus Parsons Place cleanv2.doc

Rebuilding Lives Funder Collaborative Project Development Process

Concept Paper Submission Packet

Describe the organization(s) that will implement the supportive housing project, high level funding objectives, the population to be served, and the services that will be provided. The Concept Paper does not need to identify a specific housing site, unless one has already been identified. Present the required information in a narrative, which should not exceed seven pages (the seven page limit does not include the attachments listed below and in Section 9). Prior to submitting a concept paper, review the Information Packet and other related materials at www.csb.org under the Resources for Our Partners/CSB Gateway/Applying for Funds and Guide to CSB. Submit the Concept Paper using the forms provided. Do not add pages or attachments not specifically requested. Applicants are required to submit:




Submission Procedure Project Concepts are accepted year-round. Submit one (1) original and three (3) copies of the Concept Paper to Heather Notter, Community Shelter Board, 111 Liberty Street, Suite 150, Columbus, OH 43215. Hand-deliver proposals or send via mail. Email and fax submissions will not be accepted.

Concept Paper Selection and Approval Process The staff of the Community Shelter Board (CSB) will review Concept Papers and evaluate the capacity and track record of the applicant and the eligibility and appropriateness of the project to participate in the Rebuilding Lives Project Development Process. If the project seems viable enough to move forward, CSB will present the information to the Rebuilding Lives Funder Collaborative (RLFC) for formal approval. Organizations that are selected will be informed in writing. Comments and questions regarding the project generally will be included in the letter of acceptance. Once a concept has been approved, the agency has 90 days to submit a more detailed project plan. Organizations not selected will receive the rationale in writing. Selection of an applicant’s

1 Not required for existing Rebuilding Lives sponsors.


http://www.csb.org/

Concept Paper for further development does not guarantee funding of the final project from Rebuilding Lives Funds or by the individual members of the Collaborative. Contact Grants Administrator Heather Notter at [email protected] or 614-221-9195, ext. 114 with any questions.



Permanent Supportive Housing


Submit one original and three copies to:

Heather Notter Community Shelter Board

111 Liberty Street, Suite 150 Columbus, OH 43215

No fax or email copies will be accepted.




Project Title: Parsons Place (CoC New Bonus Service)






2. Authorization




wishes to be considered-1DJ:....financial as$istance.

Lead Organization(o�uni1 H�,1f'" Network, Inc.

\/ 1 Authorized Signature� ·/ Name/Title: Sama nth� l/er; Chief Executive Officer

Co-Applicant Organization: YMCA of Central Ohio


Name/Title: Tony Collins, Chief Executive Officer

Co-Applicant Organization:


Name/Title:

Date: 5/6/2020

Date:

Date:

G:\Development\Ryan Cassell\CSB\Project Concepts\2020\Touchstone Field Place Phase 2 Concept Paper.doc CoC Meeting - 6.4.20 -

3. Description & Experience of Applicant Organization(s) Answer each of the questions below. Answer the questions for all agencies involved in the project. Agencies that have a current contract with the Community Shelter Board (CSB) do not need to complete this section. However, if the proposed partners are not currently funded by CSB, provide answers to these questions for the proposed partners. A) Are you an incorporated non-profit organization and have you received

IRS 501(c)3 status? Yes X

No

B) How many years has the lead agency been in existence? 32


D) List the agency’s total annual budget for the current fiscal year. $11,220,000

If you are not currently providing Rebuilding Lives Permanent Supportive Housing, address the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. E) Describe the agency’s mission and purpose and explain how the proposed project is









4. Proposed Supportive Housing Model

Check the box that matches the type of housing for which you are seeking funding. Multiple Buildings, Multiple Sites Multiple Buildings, Single Site X Single Building Shared Housing



A. What is the total number of proposed units in the project? How many units will you designate for Rebuilding Lives? How many units for non-Rebuilding Lives? How many units will you designate for ADAMH clients?

Parsons Place will contain approximately sixty-two (62) one-bedroom apartment units

designated for permanent supportive housing. Of the sixty-two proposed Parsons Place

units, CHN proposes that 100% of the units will be Rebuilding Lives (RL) units (62 RL

Units).

Parsons Place involves constructing a replacement project for CHN’s 1943-1953 South

Parsons Avenue Apartments (Parsons Avenue Apartments, also known as Rebuilding

Lives, I) and transferring all current residents, subsidies, and services to the new building.

The current Parsons Avenue Apartments contains 25 efficiency units that are

approximately 200 square feet. Replacing the Parsons Avenue Apartments with Parsons

Place improves the housing to the permanent supportive housing residents. Parsons Place

proposes 62 one-bedroom units of approximately 600 square feet, tripling the size of

current units. Housing quality will also be enhanced at Parsons Place through additional

community and service space. The Continuum of Care will be able to house 37 additional

residents with the completion of Parsons Place, a 148% increase over the Parsons Avenue

Apartments.

B. Describe the general development timeline.


August 2019: Construction Start

November 2020: Construction Completion

December 2020: 100% Occupied


request for funding from the RLFC.

Federal Low-Income Housing Tax Credits $8,157,579

Federal Home Loan Bank AHP $1,000,000

Ohio Housing Finance Agency HDAP $ 750,000

RLFC Funds:

City $800,000

County $500,000



The existing Parsons Avenue Apartments has Housing and Urban Development (HUD)

Project Based Section 8 subsidies for twenty-five (25) units. CHN intends to move the

existing subsidies to Parsons Place. CHN had preliminary inquiries regarding the

feasibility of moving the existing rental subsidy contract to the new project with HUD.

For the new RL units (37 units beyond the existing 25 rent subsidies) to be included in

Parsons Place, CHN has a commitment of Project Based Housing Choice Vouchers.

E. List anticipated sources of services funding and projected services request for

funding from the RLFC.

The existing Parsons Avenue Apartments uses HUD Continuum of Care and

Community Shelter Board (CSB) funding to provide supportive services for RL

households. CHN proposes to transfer the existing HUD & CSB supportive service

funding from the existing project to Parsons Place. This will take advantage of the

economy of scale of increasing the number of RL households from twenty-five (25) to

sixty-two (62) units.

CHN anticipates the need to augment provided services, due to the addition of thirty-

seven (37) new housing units, a 148% increase. In order to accommodate the

additional units at Parsons Place, CHN is requesting an increase of HUD Continuum of

Care funding in the amount of $74,847, an increase of the Parsons Avenue Apartments

funding of only 71%. CHN intends to work with Southeast to leverage Medicaid-billable

services whenever possible and anticipates approximately $34,530 annually from this

source.

F. Describe the Rebuilding Lives target population, including their anticipated needs.

The Rebuilding Lives target population of Parsons Place will be chronically homeless men and women disabled by mental illness, substance addiction, and/or dual diagnosis. These individuals will have been unable to maintain permanent housing, primarily due to significant addiction issues, which mental illness diagnoses may complicate.


G. For the Rebuilding Lives units, list the projected percentage breakdown between the Rebuilding Lives eligible and chronic homeless eligible units. 100% of the thirty-seven (37) new units for RL-eligible individuals will be designated for

chronic homeless eligible individuals.



The project will offer safe, secure permanent supportive housing to individuals who struggle with homelessness, mental illness and/or addiction. CHN contracts with community-based behavioral health service partner(s) to provide supportive services to ensure that tenants are able to maintain their housing. CHN’s Housing Facilitation team ensures that tenants are moved in as quickly as possible and the contracted Service Coordinator works with new tenants to ensure that an Individualized Housing Stabilization Plan is completed upon move-in. In collaboration with CHN staff, Service Coordinators also assists tenants with linkages and progress on goal plans. 24-hour on-site staffing provides the support necessary for this population and ensure tenant safety. CHN’s Employment Services offers tenants job readiness skills, vocational training and linkages to employment opportunities.

B. Describe the services that existing community service providers will provide.

CHN currently contracts with Southeast at the existing Parsons Avenue Apartments. Southeast Healthcare provides tenants with supportive services that include, but are not limited to, on-going assessments, case management, psychiatric services, medication monitoring, health services, employment and benefits services, individual counseling and substance abuse treatment. As plans for Parsons Place progress, CHN will work with Southeast Healthcare to explore innovative ways to augment service provision once the project is complete and the thirty-five new units are added. CHN will explore options outside of its existing network if necessary.

8. Co-Applicants

A. Identify the role of each project partner, if applicable. Not applicable



Not applicable

9. Required Documentation Attach the following documents to the concept paper prior to submission. This section is not required if the lead agency is already a funded CSB partner agency. 501 (c) 3 letter from the IRS Registration with the Ohio Secretary of State Current Board roster w/ employers, relevant experience & tenure w/

Board Most recent audit Most recent 990



Parsons PlaceService Budget

SERVICE INCOME


Existing HUD Funding from Parsons Avenue 256,811$ 4,142.11$ 4,142.11$

HUD New Bonus Funds Needed 74,847$ 1,207$ 1,207$

Medicare and Medicaid 34,530$ 557$ 557$ CSB Funding 2,695$ 43$ 43$ Misc. Sources -$ -$ -$ TOTAL 368,883$ 5,950$ 5,950$

SERVICE EXPENSES



Mental Health Services 60,840$ 981$ 1.3Outpatient Health Services 16,440$ 265$ 0.3Outreach Services -$ -$ Substance Abuse Treatment 60,840$ 981$ 1.3Transportation 12,025$ 194$ Utility Deposits -$ -$

Indirect Costs 20,935$ 338$ Front Desk Staff 140,000$ 2,258$ 4.5TOTAL 368,883$ 5,950$ 8.3

# Casemanagers1 Case Mngr to 25 residents

Existing Parsons 17 Gateway BudgetAdditional Funding needed

Existing Parsons Gateway Budget includes front desk operating funding

Existing Parsons FY17 Gateway Budget

This request


# Casemanagers @ $18/hr + 30%

Employment Coordinator (@ $20.33/hr + 30%)Housing Coordinator @ $19.86/hr + 23%

2.5

# Casemanagers @ $18/hr + 30%Staff transportation plus bus passes

RN formerly in-kind but unit increase to 62



Parsons PlaceService Proforma

1 2 3 4 5 6 7 8 9 10

Service RevenuesHUD SHP 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ 256,811$ HUD New Bonus Funds Needed 74,847$ 74,847$ 74,847$ 74,847$ 74,847$ 74,847$ 74,847$ 74,847$ 74,847$ 74,847$

Medicaid and Medicare 34,530$ 34,530$ 34,530$ 34,530$ 34,530$ 34,530$ 34,530$ 34,530$ 34,530$ 34,530$

CSB Funding 2,695$ 2,695$ 2,695$ 2,695$ 2,695$ 2,695$ 2,695$ 2,695$ 2,695$ 2,695$

Misc Sources -$ 7,378$ 14,903$ 22,579$ 30,408$ 38,394$ 46,539$ 54,848$ 63,322$ 71,966$ TOTAL 368,883$ 376,261$ 383,786$ 391,461$ 399,291$ 407,277$ 415,422$ 423,730$ 432,205$ 440,849$

Service ExpensesAnnual Assessment of Service Needs 5,744$ 5,859$ 5,976$ 6,096$ 6,217$ 6,342$ 6,469$ 6,598$ 6,730$ 6,865$

Assistance with Moving Costs -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Case Management -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Child Care -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Education Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Employment Assistance and Job Training 16,492$ 16,822$ 17,158$ 17,501$ 17,851$ 18,208$ 18,572$ 18,944$ 19,323$ 19,709$ Housing Search and Counseling Services 35,567$ 36,278$ 37,004$ 37,744$ 38,499$ 39,269$ 40,054$ 40,855$ 41,672$ 42,506$ Legal Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Life Skills Training -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Mental Health Services 60,840$ 62,057$ 63,298$ 64,564$ 65,855$ 67,172$ 68,516$ 69,886$ 71,284$ 72,709$ Outpatient Health Services 16,440$ 16,769$ 17,105$ 17,447$ 17,796$ 18,151$ 18,514$ 18,885$ 19,262$ 19,648$ Outreach Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Substance Abuse Treatment 60,840$ 62,057$ 63,298$ 64,564$ 65,855$ 67,172$ 68,516$ 69,886$ 71,284$ 72,709$

Transportation 12,025$ 12,266$ 12,511$ 12,761$ 13,016$ 13,277$ 13,542$ 13,813$ 14,089$ 14,371$ Utility Deposits -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Indirect Costs 20,935$ 21,354$ 21,781$ 22,216$ 22,661$ 23,114$ 23,576$ 24,048$ 24,529$ 25,019$ Front Desk 140,000$ 142,800$ 145,656$ 148,569$ 151,541$ 154,571$ 157,663$ 160,816$ 164,032$ 167,313$ TOTAL 368,883$ 376,261$ 383,786$ 391,461$ 399,291$ 407,277$ 415,422$ 423,730$ 432,205$ 440,849$

Inflation 2%


Project for 2020 CoC Competition

National Church Residences -- Berwyn East Place

S:\Framework for Action\Active Projects\1400 Units PSH Strategy\N^^ Berwyn East\Berwyn East Place summary.docx


Total Units 76

Homeless Units 36 (47%)

Other Units 40 (53%)

Unit size 1 BR (maximum of 6 non-homeless 2 BR units)

Location 3341 East Livingston Avenue, Columbus OH 43227

Target Population Extremely low-income seniors with advanced geriatric conditions

experiencing homelessness (22 units)

Extremely low-income seniors with advanced geriatric conditions

experiencing homelessness and associated with United Healthcare

and/or Molina (14 units)

Non-Homeless, extremely low-income seniors with advanced geriatric

conditions associated with United Healthcare and/or Molina (8 units)

Non-Homeless, low income seniors (32 units)

Staff Availability Case management, property manager, maintenance, front desk, peer

support (8am – 4pm); virtual front desk support during off hours; Peer

support, front desk, janitor (4pm – 12am)

Project development

Total Project Costs

$15,674,764

Cost/unit $206,247

Annual Services Costs $228,461



Cost/unit $3,006

Annual Operations Costs $829,963

CMHA funds $401,808 (Project Based Vouchers)


Cost/unit $10,921


CoC Funds $950,000 (City/County HOME $750,000, HUD CoC capital

request $200,000)


Cost/unit $192,320

Development Timeline Fall 2019 – seek CoC OHFA project ranking


Summer 2022 – lease up


G:\Development\Ryan Cassell\CSB\Project Concepts\2020\New Bonus Request\Touchstone Field Place Phase 1 2020 05 08.doc

Rebuilding Lives Funder Collaborative Project Development Process

Concept Paper






Concept Paper Selection and Approval Process Community Shelter Board (CSB) staff will review Concept Papers and evaluate the capacity and track record of the applicant and the eligibility and appropriateness of the project to participate in the community’s housing development process. If the project seems viable enough to move forward, CSB will present the information to the Rebuilding Lives Funder Collaborative (RLFC) for formal approval. Organizations that are selected will be informed in writing. Comments and questions regarding the project generally will be included in the letter of acceptance or RLFC resolution. Once a concept has been approved, the agency has 90 days to submit a more detailed project plan, or a Continuum of Care (CoC) project application, if applicable, according to CoC deadlines. Organizations not selected will receive the rationale in writing. Selection of an applicant’s Concept Paper for further development does not guarantee funding of the final project. Contact Grants Administrator Heather Notter at [email protected] or 614-715-2534 with any questions.






Project Title: Touchstone Field Place Phase (CoC New Bonus Capital)






2. Authorization












Name/Title:

Date: 5/11/2020

Date:

Date:

G:\Development\Ryan Cassell\CSB\Project Concepts\2020\Touchstone Field Place 1 Concept Paper.docCoC Meeting - 6.4.20 -

Answer each of the questions below. Answer the questions for all agencies involved in the project. Agencies that have a current contract with CSB do not need to complete this section. However, if the proposed partners are not currently funded by CSB, provide answers to these questions for the proposed partners. A) Are you an incorporated non-profit organization and have you

received IRS 501(c)3 status? Yes X

No

B) How many years has the lead agency been in existence? CHN: 32


YMCA: 165

D) List the agency’s total annual budget for the current fiscal year. CHN: $11,220,000

YMCA: $58,238,950 If you are not currently providing housing for formerly homeless individuals, address the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. E) Describe the agency’s mission and purpose and explain how the proposed project is














The YMCA is pursuing the sale of 40 West Long Street, which contains 143 SRO units of permanent supportive housing utilized by the Continuum of Care to provide housing to homeless men in our community. The YMCA is proposing to build or acquire new housing that would match the number of Continuum of Care units currently at 40 West Long Street. Replacing this housing will involve multiple developments. Community Housing Network will serve as developer, owner, and property management agent for all of the replacement units and the YMCA will be a Special Limited Partner of the ownership and will serve the residents of the replacement housing as Supportive Service provider. This proposal is the first phase of the replacement housing for 40 West Long Street. The proposed YMCA replacement housing development will contain 56 one-bedroom apartment units in a single building designated for permanent supportive housing. All one-bedroom units will have a bathroom and kitchen within the unit, allowing each resident the privacy of their own home. CHN proposes that the new development will not be targeted to a specific gender identification, but instead will be open to all genders as units become available after initial transfer of residents from 40 West Long. Of the development’s 56 units, CHN proposes that 100% of units (56 units) will be Franklin County Continuum of Care units prioritized for individuals who meet the HUD definition of chronic homelessness (CofC units).


The building will include a community room, 24/7 front desk, on-site offices for property management and service providers, and other spaces designed to create an atmosphere of community and harmony. The building will be designed to meet the strict architectural standards of the Ohio Housing Finance Agency, including green standards. The property, located at 2565 Lockbourne Road, has been rezoned and scores well in OHFA’s competitive tax credit process. It is in close proximity to a COTA bus stop and will have access to appropriate amenities. This proposal is for Phase 1, but we wish to note that the site can accommodate 100 units and operations would improve at this larger scale. As a result, CHN is working simultaneously to promote a 44-unit project known as Touchstone Field Place Phase 2.


Dates Benchmarks August, 2019: Establish site control September 2019 to January 2020: Secure land entitlements for the project October 2019 to January 2020: Seek project ranking by CofC January to November 2020: Secure financing commitments March to May 2021: Receive building permits May 2021 to August 2022: Construction September to November 2022: Lease-up

C. List anticipated sources of capital funding, if applicable, and the projected capital request for funding from the RLFC.

Development Source Amount Amount Per Unit Percent of Total

LIHTC* $8,650,000 71.4% City of Columbus $1,000,000 8.3% Franklin County $250,000 2.1% OHFA HDAP $300,000 2.5% FHLB AHP $1,000,000 8.3% New Bonus Capital $450,000 3.7% Deferred Developers Fee

$468,906 3.9%

Total $12,118,906 $216,409 100% *Assumes $1,000,000 credit award and $.865 pricing.

CHN submitted a competitive 9% tax credit application to the Ohio Housing Finance Agency in February 2020 for $1,000,000 annual credit for Touchstone Field Place Phase 1. OHFA is expected to make a determination about this application in late May 2020.

D. List anticipated sources of operations funding (including rent subsidies). Describe Columbus Metropolitan Housing Authority’s (CMHA) involvement and commitment in


the project, if any. If CMHA will not be involved, describe future operational sustainability.

CMHA has provided a commitment of rental subsidy from its Housing Choice Voucher pool. These Housing Choice Vouchers would be project based and will be subject to annual appropriation from Congress for a 20-year period. Below is an outline of this annual commitment.

Annual Income 56 Restricted

AMI Population Subsidy BR Size Units Rent Total Affordable 30% & 50% Homeless PB 1 BR 56 $ 794 $ 533,568 Total 56 $ 794 $ 533,568

E. List anticipated sources of services funding and projected services request for funding from the RLFC.

CHN anticipates that a percent of services for the Touchstone Field Place Phase 1 will be funded by existing resources (CSB Gateway or OHTF) that are currently in use at 40 W. Long Street. CHN will pursue additional funding from CSB and the HUD Continuum of Care program through 2022 New Bonus Funding. Medicaid and Medicare billing are estimated to provide 14% of funding to offset the service costs. The remaining funds will be secured through a combination of public and private funders. CHN anticipates that the social service budget will be approximately $211,064 with (non-front desk) service staff at 2.1 FTE which represents a case load of 27 residents per case manager.

SERVICE INCOME 56 Source Amount Amount/Unit

HUD SHP $ 52,247 $ 933

Start Up Funding* $ - $ - Medicare and Medicaid $ 28,609 $ 511 CSB Funding $ 103,785 $ 1,853 OHTF** $ 26,423 $ 472 TOTAL $ 211,064 $ 3,769


SERVICE EXPENSES

Item Cost Cost/Unit FTE Assumptions and Comments Annual Assessment of Service Needs $ 5,744 $ 103 Assistance with Moving Costs $ - $ - Case Management $ - $ - Child Care $ - $ - Education Services $ - $ - Employment Assistance and Job Training $ 21,989 $ 393 0.4

Employment Coordinator (@ $20.33/hr + 30%)

Housing Search and Counseling Services $ 4,861 $ 87 0.1

Engagement Specialists @ $19.86/hr + 23%

Legal Services $ - $ - Life Skills Training $ - $ -

Mental Health Services $ 38,532 $ 688 0.8 # Engagement Specialist @ $19/hr + 30%

Outpatient Health Services $ 6,847 $ 122 0.1 Clinical Leader Outreach Services $ - $ -

Substance Abuse Treatment $ 38,532 $ 688 0.8 # Engagement Specialists @ $19/hr + 30%

Transportation $ 12,025 $ 215 Staff transportation plus bus passes Utility Deposits $ - $ - Indirect Costs $ 20,935 $ 374

Front Desk Staff $ 61,600 $ 1,100 2.3 Portion paid by Operations (Total Cost $140k)

TOTAL $ 211,064 $ 3,769 4.4


The target population served by this new development will be both chronically homeless men and women. Based on historical data, the chronically homeless population will be predominately male and disproportionately African-American with significant histories of trauma. Additional barriers to housing include mental, behavioral and physical disabilities, histories of incarceration, long-term unemployment, and systemic racism. These individuals will have been unable to maintain permanent housing due to the severe and persistent nature of their housing barriers. CHN will allow its residents the opportunity for greater success, meaning and purpose through stable housing and supportive services offered in this development. According to Columbus’ Annual Homeless Assessment Report data, 58% of the sheltered homeless population are individuals and 48% of the sheltered homeless adults are disabled. Between July 1, 2018 and December 31, 2018, the Single Adult Shelters served 2,438 households, of which 43% had a long-term disability (1,048 single adults). The Rapid Re-Housing Program served 1,032 individuals in the same time period, of which 612 of individuals served were reported as having severe service needs (59% of RRH participants) and 340 were individuals with disabilities (33%). Approximately half of the individuals with severe service needs and with disabilities will have successful outcomes, which is perhaps an indication that approximately half of this population would benefit from long term housing interventions like permanent


supportive housing. A Place to Call Home estimates that there is a need for 1,494 PSH placement options for single adults with severe service needs, while the community currently has 455 PSH placements on average annually. System improvements are one aspect for addressing this need, but it is clear that there is currently a shortage of PSH placements in the community and there is therefore a shortage of PSH.

7. Supportive Service Plan

Answer the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. Please note that, at a minimum, services must address service coordination within the community, linkage with benefits, employment and treatment linkages, as well as any other proposed relevant services.


The to-be-named project will offer safe, secure permanent supportive housing to individuals who struggle with homelessness, mental illness and/or addiction. CHN’s Housing Facilitation staff ensures that tenants are moved in as quickly as possible. CHN will contract with the YMCA to provide supportive services to ensure that tenants can maintain their housing. The YMCA’s service coordinators will work with new tenants to ensure that an Individualized Housing Stabilization Plan is completed upon move-in. In collaboration, CHN’s Housing Facilitation and the YMCA’s Service Coordination staff work to assist tenants with linkages and progress on goal plans. 24-hour on-site staffing provides the support necessary for this population and ensure tenant safety. CHN Employment Services offer tenants job readiness skills, vocational training and linkages to employment opportunities.

B. Describe the services that existing community service providers will provide.


8. Co-Applicants

A. Identify the role of each project partner, if applicable. CHN: Developer, Owner via Managing Member of LLC ownership entity, and Property

Manager


YMCA: Special Limited Partner of LLC ownership entity and Supportive Service Provider





Project Concept 9.00% 56 Units


Development Souces

Development Source Amount Amount Per Unit Percent of TotalLIHTC 8,650,000$ 154,464$ 71%City of Columbus 1,000,000$ 17,857$ 8%Franklin County Magnet 250,000$ 4,464$ 2%OHFA HDAP BGF 300,000$ 5,357$ 2%FHLB AHP 1,000,000$ 17,857$ 8%ADAMH -$ -$ 0%CMHA -$ -$ 0%SHP 450,000$ 8,036$ 4%GP Contribution of Dev Fee/ Deferred Developers Fee 468,906$ 8,373$ 4%Total 12,118,906$ 216,409$ 100%



Operating Income

Target Population Type of Rent Subsidy Unit Type # Units Monthly Rent Annual IncomeHomeless (Relocated YMCA) CMHA PBS8 HCV One Bedroom 42 794$ 400,176$ Homeless (USHS Referred) CMHA PBS8 HCV One Bedroom 14 794$ 133,392$ ADAMH (Relo-YMCA) CMHA Mainstream One Bedroom 0 794$ -$ ADAMH (ADAMH qualified) CMHA Mainstream One Bedroom 0 794$ -$ Total 56 533,568$ Vacancy Rate 2.5%Vacancy Loss (13,339)$ Gross Annual Rental Income 520,229$

Operating Expense




Project Concept 9.00% 56 Units


Service Income

Source Annual Amount Amount Per UnitHUD/CSB 52,247$ 933$ ADAMH -$ -$ Medicaid 28,609$ 511$ Other 26,423$ 472$ Total 107,280$ 1,916$

Service Expenses

Expense Category Annual Amount Amount Per Unit FTEDirect Staff 110,760$ 1,978$ 2.10Indirect Staff 20,935$ 374$ Reimbursable Expenses 17,769$ 317$ Front Desk 61,600$ 1,100$ Other -$ -$ Total 211,064$ 3,769$



Development Budget5/11/20 10:58 AM

SOURCE OF FUNDS 12,118,906$ Type Construction FundingLOCAL GAP SOURCE -$ .% of Total Huntington National Bank 4,790,696$ 39.5% of TDC

-$ .% of Total Grant to GP Equity Affordable Housing Trust 3,000,000$ OHFA HDAP 300,000$ 2.5% of Total Grant to GP Equity OHFA HDL Program 1,750,000$ City 1,000,000$ 8.3% of Total Grant to Equity City 1,000,000$ Franklin County Funding HOME 250,000$ 2.1% of Total Grant to Equity County 250,000$

Equity 8,650,000$ 71.4% of Total LLC Equity Equity 100,000$ FHLB AHP2 1,000,000$ 8.3% of Total Grant to Equity HDAP 300,000$ SHP 450,000$ 3.7% of Total Grant to Equity SHP 450,000$ Donations 1,000$ .% of Total Legal/Bank FHLB/Donations 251,000$ DDF 467,906$ 46.8% of DF 3.86% DDF 227,209$ 22.7% of DFTotal 12,118,906$ Total 12,118,906$

USE OF FUNDS 12,118,906$ BasisLand 337,500$ $6,027/unitDemolition/Site Remediation -$ -$ Off-Site Improvements -$ -$ Site Improvements 707,476$ 507,476$ Structures 6,373,810$ 6,373,810$ Hard CostsContractor's FFE 131,710$ 131,710$ Construction Costs 7,168,158.26$ 128,003$ $131.9/GSFSecurity System 80,613$ 80,613$ HC w/ GC Fees 8,325,302.38$ 148,666$ $153.2/GSFPayment and Performance Bond -$ -$ Total HC 9,080,410$ 162,150$ $167.1/GSFGC Cost Certification 7,500$ 7,500$ Construction Fees 86,872$ 86,872$ GR 369,024$ 5.1% of HC 369,024$ OH 147,610$ 2.1% of HC 147,610$ 113,000$ $118.9/GSFProfit 420,687$ 5.9% of HC 420,687$ Furniture not in GC contract 354,200$ $6,325/unit 177,100$ Commercial %Plan Review/ Permits 12,500$ 6,250$ Gross Building SF 52,000 City Utility Taps -$ Employment Office 0City Inspections (utility & building) -$ Waiting 0Electric Service 25,000$ 12,500$ Vestibule 0Owner's Special Inspections & Testing 5,000$ 2,500$ Restroom 0 -$ Owner's Hard Cost Contingency 358,408$ 5.0% of HC 358,408$ Total Commercial 0Architecture including design fee 374,000$ 4.5% of GC 374,000$ Engineering (MEP/Civil/Structural/ ID/ Prints) 20,000$ 0.3% of HC 20,000$

Surveying (ALTA/Fndtion/as-built/ easements) 20,000$ 20,000$ Geotechnical Soils 5,000$ 5,000$ Environmental (Phase I and II, if needed) 20,000$ 20,000$ Wetlands -$ -$ Noise or Traffic Studies 5,000$ 5,000$ Green Rater 20,000$ 20,000$ Market Study 7,500$ 0.1% of TDC 7,500$ Land Appraisal 2,500$ 2,500$ Owner Legal (non-zoning) 70,000$ 70,000$ Rezoning/Variances (legal-consultants-fees) 15,000$ 15,000$ Accounting/Audits 12,000$ 12,000$



Developer Fee 1,000,000$ 10.0% of Basis 382,094$ Soft Cost Contingency 36,757$ Construction Loan Interest 239,535$ 2.0% of TDC 119,767$ Construction Loan Fee 23,953$ 0.2% of TDC 23,953$ Bank Legal, arch review, appraisal 43,000$ 0.4% of TDC 43,000$ AHT Bridge Loan Fee 30,750$ 0.3% of TDC 15,375$ AHT Bridge Loan Interest 252,000$ 2.1% of TDC 126,000$ OHFA Fees 19,600$ 0.2% of TDCMonitoring Fee 134,400$ Reservation Fee 60,000$ Operating Reserve 225,000$ 6. mo. OERRDS

Lease-up Reserve -$ -$ -$

TOTAL 12,118,906$ $216,409/unit 10,028,250$ Short $223/GSF

2016 Avg.----->LIHTC CalculationNew Construction Basis 10,028,250$ Unqualified Federal Funds 1,000,000$ Applicable Fraction 100% 9,028,250.44$ QCT? 130% 11,736,726$ Credits per UnitCredit Rate 9.00% 1,000,000$ 17,857$ 1,196,429$ 10 Year 10,000,000$ 1,699,107$ Net Equity Price 0.865$ 8,650,000$

1,056,305$ 56,305$ 487,041$ 481,242$





Affordable 30% Homeless PRA or HCV 1 BR 14 794$ 133,392$ Minimum 25% at 30% AMIAffordable 30% OTHER 1 BR 0 794$ -$ Affordable 50% Homeless PRA or HCV 1 BR 42 794$ 400,176$ Minimum 25% at 30% AMI remaining at 50% AMIAffordable 50% OTHER 1 BR 0 794$ -$


Total 56 794$ 533,568$ 56,600 8,003,520$

Annual Operating Expenses Total Per UnitManagement Fee $43,882 $784 8.2% CMHA Payment Standard 873$ 109%Admin/Office Salaries and Benefits $24,906 $445 One Bedroom Market Rent 800$ Property Manager $35,000 $625 FMR 794$ Office Supplies $5,014 $90 90900Legal & Audit 8.50% $13,068 $233 35580 Utility Allowance Type AmountAdvertising & Marketing $0 $0 60420 Heating E 25$ Asset Management Fee $0 $0 AC 4$ Compliance Monitoring Fee $0 $0 Cooking E 7$ Accounting Operating Expenses $0 $0 H2O Heating E 17$ Bad Debts $0 $0 Electric 41$ Utilities- Common Area $18,435 $329 1.81 Total UA -$ Utilities- Apartments $45,256 $808Water & Sewer Operating $19,066 $340 Estimated Rent 800$ Maintenance Salaries and Benefits $10,987 $196Maintenance Supplies $43,023 $768Trash Removal $5,403 $96Elevator/HVAC Maintenance $7,623 $136Pest Control $7,303 $130Grounds/Landscaping $12,874 $230Painting and Decorating $5,613 $100Security Contract $4,117 $74Real Estate Tax Operating Expense $30,000 $536Insurance $18,719 $33424/7 Front Desk $78,400 $1,400

TOTAL $428,689 $7,655.16-$ $6,255

$428,689










Annual Income

Rent Calculation

Stablized Year PF



1 2 3 4 5 6 7 8 9 10 11 12 13 14 152021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035





Net Income Before Debt Service $52,601 $49,110 $45,413 $72,182 $67,765 $63,048 $58,017 $52,656 $46,950 $40,884 $34,440 $27,601 $20,349 $12,664 $4,527


Cash Flow After Debt Service $52,601 $49,110 $45,413 $72,182 $67,765 $63,048 $58,017 $52,656 $46,950 $40,884 $34,440 $27,601 $20,349 $12,664 $4,527

Deferred Dev. Fee Balance $467,906 $415,305 $366,195 $320,783 $248,600 $180,835 $117,786 $59,770 $7,114 $0 $0 $0 $0 $0 $0Paid Developer Fee $52,601 $49,110 $45,413 $72,182 $67,765 $63,048 $58,017 $52,656 $7,114 $0 $0 $0 $0 $0 $0






G:\Development\Ryan Cassell\CSB\Project Concepts\2020\New Bonus Request\Touchstone Field Place Phase 2 Concept Paperv2.doc


Concept Paper






Concept Paper Selection and Approval Process Community Shelter Board (CSB) staff will review Concept Papers and evaluate the capacity and track record of the applicant and the eligibility and appropriateness of the project to participate in the community’s housing development process. If the project seems viable enough to move forward, CSB will present the information to the Continuum of Care (CoC) for formal approval. Organizations that are selected will be informed in writing. Comments and questions regarding the project generally will be included in the letter of acceptance or CoC resolution. Once a concept has been approved, the agency has 90 days to submit a more detailed project plan, or a Continuum of Care (CoC) project application, if applicable, according to CoC deadlines. Organizations not selected will receive the rationale in writing. Selection of an applicant’s Concept Paper for further development does not guarantee funding of the final project. Contact Heather Notter at [email protected] or 614-715-2542 with any questions.






Project Title: Touchstone Field Place Phase 2 (4% Funding- CoC New Bonus Capital)






2. Authorization












Name/Title:

Date: 5/6/2020

Date:

Date:

G:\Development\Ryan Cassell\CSB\Project Concepts\2020\Touchstone Field Place Phase 2 Concept Paper.doc CoC Meeting - 6.4.20 -



No



YMCA: 164


$11,220,000

YMCA:

$58,238,950 If you are not currently providing housing for formerly homeless individuals, address the following questions. The answers may exceed the space provided, but the overall application may not exceed the seven-page limit. E) Describe the agency’s mission and purpose and explain how the proposed project is














The YMCA is investigating the potential sale of 40 West Long Street, which contains 403 SRO units that provides housing to men in our community, including 143 residents that meet the Continuum of Care to provide housing to men who are homeless (143 CofC units + 260 “open” units = 403 total SRO units). The structure at 40 West Long Street is in need of expensive and extensive mechanical system upgrades. The YMCA has been operating 40 West Long Street at a significant financial loss annually for multiple years. There are few public resources available to address the building’s future and ongoing expenses. For example, the Ohio Housing Finance Agency (OHFA) does not allow the use of Low-Income Housing Tax Credits on properties whose units are Single-Room-Occupancy due to their lack of private bathrooms and kitchens. This is a long-standing policy that OHFA is not willing to change. As a result, the YMCA is proposing to build or acquire new housing that would match the 143 Continuum of Care units currently at 40 West Long Street. Replacing this housing will involve multiple developments (“Multi-Phase YMCA Replacement Housing”) and this proposal represents the first of phase of Multi-Phase YMCA Replacement Housing. Community Housing Network will serve as developer, owner, and property management agent for this second phase of replacement units and the YMCA will be a Special Limited Partner of the ownership and will serve the residents of the replacement housing as Supportive Service provider.


This proposal is the second phase of the Multi-Phase YMCA Replacement Housing for 40 West Long Street. The proposed second phase will be at the Lockbourne Road site where CHN is proposing to construct Touchstone Field Place. The second phase will contain 44 one-bedroom apartment units in a single building designated for permanent supportive housing. This second phase will connect to the first phase and will allow for the two phases to function as one structure with 100 units. All one-bedroom units will have a bathroom and kitchen within the unit, allowing each resident the privacy of their own home. CHN proposes that the new development will not be targeted to a specific gender identification, but instead will be open to all genders as units become available after initial transfer of residents from 40 West Long. Of the development’s 44 units, CHN proposes that 24 of the units will be Franklin County Continuum of Care units prioritized for individuals who meet the HUD definition of chronic homelessness (CofC units). The remaining 20 units will provide housing to individuals with severe mental illness that receive services from the Alcohol, Drug, and Mental Health (ADAMH) Board of Franklin County. Phase 2 and Phase 1 will physically be a single, 100-unit structure that is joined together and operated as a single facility. Together, Phase 2 and Phase 1 will create a seamless building that will include a community room, 24/7 front desk, on-site offices for property management and service providers, and other spaces designed to create an atmosphere of community and harmony. The building will be designed to meet the strict architectural standards of the Ohio Housing Finance Agency, including green standards. The property is in close proximity to a COTA bus stop and will have access to appropriate amenities.


Dates Benchmarks September 2019: Established site control February 2020: Secure land entitlements for the project April 30, 2020 to January 2021: Seek project ranking by CofC January to November 2021: Secure financing commitments March to May 2022: Receive building permits June 2022 to August 2023: Construction September to November 2023: Lease-up



Development Source Amount Amount Per Unit Percent of Total LIHTC $ 3,070,689 $ 69,788 31% City of Columbus $ 500,000 $ 11,364 5% Franklin County Magnet $ 660,000 $ 15,000 7% OHFA HDAP BGF $ 1,800,000 $ 40,909 18% FHLB AHP $ 660,000 $ 15,000 7% ADAMH $ 1,000,000 $ 22,727 10% CMHA $ 1,350,000 $ 30,682 13% SHP CoC New Bonus Capital Funding $ 450,000 $ 10,227 4%


GP Contribution of Dev Fee/ Deferred Developers Fee $ 559,889 $ 12,725 6% Total $ 10,050,579 $ 228,422 100%





• Existing CSB Funding associated with 40 W. Long Street ($49,298) • Existing OHTF associated with 40 W. Long Street ($12,551) • Medicaid Billing ($17,492) • New ADAMH service funding ($61,422)


The target population of Touchstone Field Place 2 will be men and women who are homeless or at-risk of homelessness and are disabled by mental illness, substance addiction, dual diagnosis, and/or a physical disability. Initially, 80% of the units (35 units) will be filled with current 40 W. Long Street residents, all of whom are men. As units turnover and former 40 W. Long Street residents move out of Touchstone Field Place 2, there will be no gender preference for the incoming residents. Touchstone Field Place 2’s residents will be individuals who have been unable to maintain permanent housing, primarily due to significant addiction issues, which may be complicated by mental illness. Twenty-four units will be designated to meet HUD chronically homeless definition. The remaining twenty (20) units will house individuals who meet the Ohio Department of Mental Health and Addiction Service’s definition of serious mental illness or co-occurring mental illness and substance abuse who are homeless or at-risk of homelessness or institutionalization. The target population served by this new development will be both chronically homeless men and women; and individuals with severe mental illness who are currently in institutional settings and lack housing. Based on historical data, the chronically homeless population will be predominately male and disproportionately African-American with significant histories of trauma. Additional barriers to housing include mental, behavioral and physical disabilities, histories of incarceration, long-term unemployment, and systemic racism. These individuals will have been unable to maintain permanent housing due to the severe and persistent nature of their housing barriers. CHN will allow its residents the opportunity for greater success, meaning and purpose through stable housing and supportive services offered in this development. A Place to Call Home estimates that there is a need for 1,494 PSH placement options for single adults with severe service needs, while the community currently has 455 PSH


placements on average annually. System improvements are one aspect for addressing this need, but it is clear that there is currently a shortage of PSH placements in the community and there is therefore a shortage of PSH.



Touchstone Field Place Phase 2 will offer safe, secure permanent supportive housing to individuals who struggle with homelessness, mental illness and/or addiction. CHN’s Housing Facilitation staff ensures that tenants are moved in as quickly as possible. CHN contracts with community-based behavioral health service partner(s) to provide supportive services to ensure that tenants can maintain their housing. Supportive services staff will work with new tenants to ensure that an Individualized Housing Stabilization Plan is completed upon move-in. CHN’s Service Coordination staff is also available to assist tenants with linkages and progress on goal plans. 24-hour on-site staffing provides the support necessary for this population and ensure tenant safety. CHN Employment Services offer tenants job readiness skills, vocational training and linkages to employment opportunities. B. Describe the services that existing community service providers will provide.


8. Co-Applicants

A. Identify the role of each project partner, if applicable. CHN: Developer, Owner via Managing Member of LLC ownership entity, and Property Manager


YMCA: Special Limited Partner of LLC ownership entity and Supportive Service Provider







Development Souces

Development Source Amount Amount Per Unit Percent of TotalLIHTC 3,070,689$ 69,788$ 31%City of Columbus 500,000$ 11,364$ 5%Franklin County Magnet 660,000$ 15,000$ 7%OHFA HDAP BGF 1,800,000$ 40,909$ 18%FHLB AHP 660,000$ 15,000$ 7%ADAMH 1,000,000$ 22,727$ 10%CMHA 1,350,000$ 30,682$ 13%SHP CoC New Bonus Capital Funding 450,000$ 10,227$ 4%GP Contribution of Dev Fee/ Deferred Developers Fee 559,889$ 12,725$ 6%Total 10,050,579$ 228,422$ 100%



Operating Income

Target Population Type of Rent Subsidy Unit Type # Units Monthly Rent Annual IncomeHomeless (Relocated YMCA) CMHA PBS8 HCV One Bedroom 19 794$ 181,032$ Homeless (USHS Referred) CMHA PBS8 HCV One Bedroom 5 794$ 47,640$ ADAMH (Relo-YMCA) CMHA Mainstream One Bedroom 16 794$ 152,448$ ADAMH (ADAMH qualified) CMHA Mainstream One Bedroom 4 794$ 38,112$ Total 44 419,232$ Vacancy Rate 2.5%Vacancy Loss (10,481)$ Gross Annual Rental Income 408,751$

Operating Expense






Service Income

Source Annual Amount Amount Per UnitHUD/CSB 0$ 0$ ADAMH 61,422$ 1,396$ Medicaid 17,492$ 398$ Other 12,551$ 285$ Total 91,465$ 2,079$

Service Expenses





Development Budget5/7/20 3:06 PM

SOURCE OF FUNDS 10,050,579$ Type Construction FundingADAMH/ODMH 1,000,000$ 9.9% of Total $50,000/ADAMH Unit Huntington National Bank 1,003,968$ 10.0% of TDCCMHA 1,350,000$ 13.4% of Total Affordable Housing Trust 3,000,000$ OHFA HDAP BGF 1,800,000$ 17.9% of Total Loan to GP Equity OHFA HDL Program 1,750,000$ City 500,000$ 5.% of Total CHN Loan City 500,000$ Franklin County Magnet Fund 660,000$ 6.6% of Total County 660,000$

Equity 3,070,689$ 30.6% of Total LLC Equity Equity 125,000$ FHLB AHP2 660,000$ 6.6% of Total Grant to GP Equity HDAP 1,800,000$ SHP CoC New Bonus Capital Funding 450,000$ 4.5% of Total Grant to GP Equity SHP 450,000$ Developer Fee Contribution/ Donations 551,000$ 5.5% of Total CHN Dev Fee Contribution

/Legal/Bank FHLB/Donations 716,000$ DDF 8,889$ .7% of DF Paid $690,111 DDF 45,611$ 3.6% of DFTotal 10,050,579$ Total 10,050,579$

USE OF FUNDS 10,050,579$ BasisLand 337,500$ $7,670/unitDemolition/Site Remediation -$ -$ Off-Site Improvements -$ -$ Site Improvements 413,335$ $9,394/unit 213,335$ Structures 4,937,763$ $112,222/unit 4,937,763$ Hard CostsContractor's FFE 101,844$ $2,315/unit 101,844$ Construction Costs 5,418,271$ 123,143$ $99.7/GSFSecurity System 62,333$ $1,417/unit 62,333$ HC w/ GC Fees 6,298,919$ 143,157$ $115.9/GSFPayment and Performance Bond -$ -$ Total HC 6,925,632$ 157,401$ $127.4/GSFGC Cost Certification 7,500$ 7,500$ Construction Fees 67,173$ 67,173$ GR 279,122$ 5.2% of HC 279,122$ OH 111,649$ 2.1% of HC 111,649$ 113,000$ $118.9/GSFProfit 318,200$ 5.9% of HC 318,200$ Furniture not in GC contract 278,300$ $6,325/unit 139,150$ Commercial %Plan Review/ Permits 12,500$ 6,250$ Gross Building SF - City Utility Taps 15,000$ 7,500$ Employment Office 0City Inspections (utility & building) 20,000$ 10,000$ Waiting 0Electric Service 25,000$ 12,500$ Vestibule 0Owner's Special Inspections & Testing 5,000$ 2,500$ Restroom 0 -$ Owner's Hard Cost Contingency 270,914$ 5.0% of HC 270,914$ Total Commercial 0Architecture including design fee 283,000$ 4.5% of GC 283,000$ Engineering (MEP/Civil/Structural/ ID/ Prints) 20,000$ 0.4% of HC 20,000$ Surveying (ALTA/Fndtion/as-built/ easements) 20,000$ 20,000$ Geotechnical Soils 5,000$ 5,000$ Environmental (Phase I and II, if needed) 20,000$ 20,000$ Wetlands -$ -$ Noise or Traffic Studies 5,000$ 5,000$ Green Rater 20,000$ 20,000$ Market Study 7,500$ 0.1% of TDC 7,500$ Land Appraisal 2,500$ 2,500$ Owner Legal (non-zoning) 70,000$ 70,000$ Rezoning/Variances (legal-consultants-fees) 15,000$ 15,000$ Accounting/Audits 12,000$ 12,000$



Developer Fee 1,250,000$ 14.7% of Basis 1,062,500$ Soft Cost Contingency 31,362$ Construction Loan Interest 50,198$ 0.5% of TDC 25,099$ Construction Loan Fee 5,020$ 0.0% of TDC 5,020$ Bank Legal, arch review, appraisal 163,000$ 1.6% of TDC 163,000$ AHT Bridge Loan Fee 30,750$ 0.3% of TDC 15,375$ AHT Bridge Loan Interest 252,000$ 2.5% of TDC 126,000$ OHFA Fees 19,600$ 0.2% of TDCMonitoring Fee 105,600$ Reservation Fee 20,471$ Operating Reserve 275,000$ 9. mo. OERRDS

Lease-up Reserve -$ Asset Management Fee 40,000$ 32,000$ TOTAL 10,050,579$ $228,422/unit 8,521,171$ Short $185/GSF

2016 Avg.----->LIHTC CalculationNew Construction Basis 8,521,171$ Unqualified Federal Funds -$ Applicable Fraction 100% 8,521,170.76$ QCT? 130% 11,077,522$ Credits per UnitCredit Rate 3.08% 341,188$ 7,754$ 341,188$ 10 Year 3,411,877$ -$ Net Equity Price 0.900$ 3,070,689$

341,188$ -$ -$ -$





Affordable 30% Homeless-Non YMCA PRA or HCV 1 BR 5 794$ 47,640$ Minimum 25% at 30% AMIAffordable 30% ADAMH-Non-YMCA Mainstream 1 BR 4 794$ 38,112$ Affordable 50% Homeless-40 W. Long PRA or HCV 1 BR 19 794$ 181,032$ Minimum 25% at 30% AMI remaining at 50% AMIAffordable 50% ADAMH-40 W. Long Mainstream 1 BR 16 794$ 152,448$


Total 44 794$ 419,232$ 56,600 6,288,480$

Annual Operating Expenses Total Per UnitManagement Fee $35,635 $810 8.5% CMHA Payment Standard 873$ 109%Admin/Office Salaries and Benefits $20,167 $458 1.03 One Bedroom Market Rent 800$ Property Manager $28,325 $644 FMR 794$ Office Supplies $4,079 $93 90900Legal & Audit 8.50% $10,560 $240 35580 Utility AllowanceType AmountAdvertising & Marketing $0 $0 60420 Heating E 25$ Asset Management Fee $0 $0 AC 4$ Compliance Monitoring Fee $0 $0 Cooking E 7$ Accounting Operating Expenses $0 $0 H2O Heating E 17$ Bad Debts $0 $0 Electric 41$ Utilities- Common Area $14,910 $339 1.47 Total UA 94$ Utilities- Apartments $36,619 $832Water & Sewer Operating $15,409 $350 Estimated Rent 794$ Maintenance Salaries and Benefits $8,883 $202Maintenance Supplies $34,851 $792Trash Removal $4,351 $99Elevator/HVAC Maintenance $6,164 $140Pest Control $5,892 $134Grounds/Landscaping $10,424 $237Painting and Decorating $4,532 $103Security Contract $3,354 $76Real Estate Tax Operating Expense $30,000 $682Insurance $15,137 $34424/7 Front Desk $61,600 $1,400

TOTAL $350,889 $7,974.75-$ $6,575

$350,889










Annual Income

Rent Calculation

Stablized Year PF







Net Income Before Debt Service $28,981 $25,868 $22,582 $50,015 $46,314 $42,370 $38,169 $33,701 $28,953 $23,912 $18,564 $12,895 $6,890 $534 ($6,189)


Cash Flow After Debt Service $28,981 $25,868 $22,582 $50,015 $46,314 $42,370 $38,169 $33,701 $28,953 $23,912 $18,564 $12,895 $6,890 $534 ($6,189)

Deferred Dev. Fee Balance $8,889 ($20,092) ($28,981) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Paid Developer Fee $28,981 $8,889 ($28,981) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0








SERVICE INCOME44


HUD SHP 0$ 0$ 0$

ADAMH Funding* 61,422$ 1,396$ 1,396$


CSB Funding 49,298$ 1,120$ 1,120$

OHTF** 12,551$ 285$ 285$ TOTAL 140,763$ 3,199$ 3,199$

SERVICE EXPENSES


Annual Assessment of Service Needs 5,744$ 131$ Assistance with Moving Costs -$ -$ Case Management -$ -$ Child Care -$ -$ Education Services -$ -$ Employment Assistance and Job Training 21,596$ 491$ 0.39Housing Search and Counseling Services 4,861$ 110$ 0.10Legal Services -$ -$ Life Skills Training 5,635$ 128$







New Bonus







Clinical Leader




1* 2* 3 4 5 6 7 8 9 10

Service RevenuesHUD SHP 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ ADAMH Funding* 78,914$ 68,359$ -$ -$ -$ -$ -$ -$ -$ -$


CSB Funding 49,298$ 49,298$ 49,298$ 49,298$ 49,298$ 49,298$ 49,298$ 49,298$ 49,298$ 49,298$

OHTF** 12,551$ 12,802$ 78,610$ 81,539$ 84,527$ 87,574$ 90,682$ 93,853$ 97,087$ 100,385$

TOTAL 140,763$ 143,578$ 146,449$ 149,378$ 152,366$ 155,413$ 158,522$ 161,692$ 164,926$ 168,224$



Case Management -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Child Care -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Education Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Employment Assistance and Job Training 21,596$ 22,028$ 22,469$ 22,918$ 23,376$ 23,844$ 24,321$ 24,807$ 25,303$ 25,810$ Housing Search and Counseling Services 4,861$ 4,958$ 5,057$ 5,158$ 5,262$ 5,367$ 5,474$ 5,584$ 5,695$ 5,809$ Legal Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Life Skills Training 5,635$ 5,748$ 5,863$ 5,980$ 6,100$ 6,221$ 6,346$ 6,473$ 6,602$ 6,734$ Mental Health Services 32,293$ 32,939$ 33,598$ 34,270$ 34,956$ 35,655$ 36,368$ 37,095$ 37,837$ 38,594$ Outpatient Health Services 5,379$ 5,487$ 5,597$ 5,709$ 5,823$ 5,939$ 6,058$ 6,179$ 6,303$ 6,429$ Outreach Services -$ -$ -$ -$ -$ -$ -$ -$ -$ -$





Continuum of Care


June 4, 2020

Resolution to Prioritize New Permanent Housing Projects

for the 2020 Continuum of Care Competition

WHEREAS, the Continuum of Care (CoC) may have the opportunity to apply for an

undetermined amount of renewable new CoC funding, depending on the FY20 HUD

CoC Notice of Funding Availability. If awarded, these funds would likely be available

July 1, 2021 and could only be used for new permanent supportive housing (PSH) or

rapid re-housing (RRH) projects;

WHEREAS, CHN’s Parsons Place is adding 37 new PSH units and now anticipates

service costs for Parsons Place will exceed existing funding and has submitted a

Concept Paper to request increased service funding to be considered for the FY20 CoC

Competition;

WHEREAS, on January 27, 2020, the CoC approved the Project Plan for N^^ Berwyn

East Place, prioritized it second for 2020 OHFA, City, and County funding, and the

project is requesting capital and services funding through the FY20 CoC Competition;

WHEREAS, on January 27, 2020, the CoC approved the Project Plan for CHN

Touchstone Field Place, prioritized it first for 2020 OHFA, City, and County funding, and

the project is requesting capital and services funding through the FY20 CoC

Competition;

WHEREAS, CHN has submitted a Concept Paper for Touchstone Field Place - Phase 2

to be considered for the FY20 CoC Competition for capital funds;

WHEREAS, the CoC Board recommends that the CoC approve the following proposals

and prioritizations for the FY20 CoC competition and requests CoC applications up to

the available FY20 CoC Bonus funding, on the condition that CHN attempts to secure

service funding for Parsons Place from an alternative source and informs the CoC

Board of the funding status prior to the start of the CoC application process. If CHN is

successful, the project will be removed from the FY20 CoC competition prioritization

and the remaining projects will move up in the prioritization accordingly.


CHN Parsons Place 1

CHN Touchstone Field Place 2

CHN Touchstone Field Place – Phase 2 3

N^^ Berwyn East Place 4


THEREFORE, be it resolved that the CoC approves the following proposals and

prioritizations for the FY20 CoC competition and requests CoC applications up to the

available FY20 CoC Bonus funding, on the condition described above.


CHN Parsons Place 1

CHN Touchstone Field Place 2

CHN Touchstone Field Place – Phase 2 3

N^^ Berwyn East Place 4


Witnessed by:

__________________________ June 4, 2020



Community Housing Network Development Update

May 14, 2020

Marsh Brook ● Building is more than 83% complete ● Anticipated Certificate of Occupancy and

Substantial Completion by July 1, 2020 ● Move-in Starts approximately July 29,

2020 ● Preleasing Activities have started and CSH

has started providing files to CHN -14 files received out of 30 requested

Parsons Place ● Building is approximately 60%

complete ● Anticipated Certificate of Occupancy

and Substantial Completion date is September 28, 2020

● Move-ins will begin October 26, 2020 ● Preleasing Activities (approximately 37

units) would begin approximately June 28, 2020

● 100% Occupancy by December 31, 2020


● Transfer of HUD Rent Subsidy

In process ● Sale of Parsons Avenue will occur provided that HUD approves transfer of rent subsidy

Creekside Place

● Building Permit received April 28, 2020 ● Closing of Construction Loan, OCCH Equity, City of Columbus, and Franklin County Funding

occurred April 29, 2020 ● OHFA HDAP and HDL closing on May 26, 2020 ● Construction started May 13, 2020 with a 15-month construction period resulting in a

completed property in August 2021


Touchstone Field Place

A two-phase development totaling 100 units, of which 80 units will be housing designated to act as YMCA Replacement Housing. The first phase of Touchstone Field Place, which will consist of 56 one-bedroom units, was submitted as a low-income housing tax credit proposal to the Ohio Housing Finance Agency in February 2020. OHFA intends to announce its awards for tax credits on May 20, 2020 and has confirmed this schedule is still possible even during COVID 19 outbreak. At this time, Community Housing Network is anticipating that it will receive an award of tax credits from OHFA when these announcements are made. If an award is received, CHN intends to form a Community Advisory Council to finalize the Good Neighbor Agreement. CHN intends to develop the second phase of Touchstone Field Place but at this time is unsure if the Phase II will be financed with 4% LIHTC or with 9% LIHTC. CHN’s preference is to develop the project as a 4% development as it would allow both phases of the property to be built in conjunction which will create cost savings and be a more efficient method to develop the site. The challenge of the 4% LIHTC financing strategy is that it requires significant capital resources which may or may not be available. As a result, CHN will simultaneously purse a 9% LIHTC funding strategy for Touchstone Field Place Phase II. Therefore, we have submitted both a 4% and 9% Project Concept for Touchstone Field Place Phase II to Community Shelter Board.

To Be Named 2021 Tax Credit PSH-YMCA Replacement Project CHN is submitting a Project Concept to CSB on April 30, 2020 to continue its partnership with the YMCA to replace the permanent supportive housing units that will be lost when 40 West Long Street is closed. We are looking for a site that would have a strong score in OHFA’s tax credit application for 9% funding and also in other financing programs that may be beneficial, including the Franklin County Magnet Fund.

Poplar Fen Place CHN would like this project concept to remain in consideration for 2021 tax credit project ranking.


AGENDA Columbus and Franklin County, Ohio Continuum of ...… · Columbus and Franklin County, Ohio...

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