Before Starting the CoC Application - Cobb Collaborative · Before Starting the CoC Application ......

Before Starting the CoC Application

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

The Collaborative Applicant is responsible for:

- Reviewing the FY 2015 CoC Program Competition NOFA in its entirety for specific applicationand program requirements.- Using the CoC Application Detailed Instructions for assistance with completing the applicationin e-snaps.- Answering all questions in the CoC Application. It is the responsibility of the CollaborativeApplicant to ensure that all imported and new responses in all parts of the application are fullyreviewed and completed. When doing so, please keep in mind that:

- This year, CoCs will see that a few responses have been imported from the FY 2013/FY 2014CoC Application. Due to significant changes to the CoC Application questions, most of theresponses from the FY 2013/FY 2014 CoC Application could not be imported. - For some questions, HUD has provided documents to assist Collaborative Applicants in fillingout responses. - For other questions, the Collaborative Applicant must be aware of responses provided byproject applicants in their Project Applications.- Some questions require that the Collaborative Applicant attach a document to receive credit.This will be identified in the question. - All questions marked with an asterisk (*) are mandatory and must be completed in order tosubmit the CoC Application.

For Detailed Instructions click here.

Applicant: Marietta/Cobb County CoC GA-506Project: GA-506 CoC Registration FY 2015 COC_REG_2015_121792

FY2015 CoC Application 11/19/2015

1A. Continuum of Care (CoC) Identification

Instructions:For guidance on completing this form, please reference the FY 2015 CoC Application DetailedInstructions, the CoC Application Instructional Guides and the FY 2015 CoC Program NOFA.Please submit technical questions to the HUDExchange Ask A Question.

1A-1. CoC Name and Number: GA-506 - Marietta/Cobb County CoC

1A-2. Collaborative Applicant Name: The Center for Family Resources

1A-3. CoC Designation: CA

1A-4. HMIS Lead: GA Dept. of Community Affairs (under GeorgiaHousing and Finance Authority)



1B. Continuum of Care (CoC) Engagement


1B-1. From the list below, select those organizations and persons thatparticipate in CoC meetings. Then select "Yes" or "No" to indicate if CoCmeeting participants are voting members or if they sit on the CoC Board.

Only select "Not Applicable" if the organization or person does not exist inthe CoC's geographic area.

Organization/Person Categories

Participates in CoC

Meetings

Votes,including electing

CoC Board

Sits onCoC Board

Local Government Staff/Officials Yes Yes No

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes Yes Yes

Local Jail(s) Yes Yes Yes

Hospital(s) Yes No No

EMT/Crisis Response Team(s) Not Applicable Not Applicable Not Applicable

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes No No

Public Housing Authorities Yes Yes Yes

CoC Funded Youth Homeless Organizations Not Applicable Not Applicable Not Applicable

Non-CoC Funded Youth Homeless Organizations Yes Yes No

School Administrators/Homeless Liaisons Yes Yes No

CoC Funded Victim Service Providers Yes Yes Yes

Non-CoC Funded Victim Service Providers Not Applicable Not Applicable Not Applicable

Street Outreach Team(s) Yes Yes Yes

Youth advocates Yes Yes No

Agencies that serve survivors of human trafficking Not Applicable Not Applicable Not Applicable

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

N/A Not Applicable Not Applicable Not Applicable



1B-1a. Describe in detail how the CoC solicits and considers the full rangeof opinions from individuals or organizations with knowledge ofhomelessness in the geographic area or an interest in preventing andending homelessness in the geographic area. Please provide twoexamples of organizations or individuals from the list in 1B-1 to answerthis question. (limit 1000 characters)

The CoC has a General Membership of 132 representatives of non-profits,victim service providers, faith based groups, government, business, schools,law enforcement, mental health, hospitals, housing developers, universities,community advocates, and homeless persons. Invitations to join are publicizedat least twice per year. Membership is open to anyone in the CoC withknowledge of or interest in preventing/ending homelessness. Meetings arepublicized through the Cobb Collaborative listserve which goes out to over 900nonprofit organizations, local government, and businesses. Two GeneralMembership meetings are held per year. Membership includes MUST Ministries(provides shelter and PSH for veterans) and Cobb CSB (PSH, mental health).These providers have a long history of expertise in working with streethomelessness, mental health, and veteran populations. Both organizationsserve on the Board, Coordinated Entry work group, PIT Count task force, andMonitoring Committee.

1B-1b. List Runaway and Homeless Youth (RHY)-funded and other youthhomeless assistance providers (CoC Program and non-CoC Program

funded) who operate within the CoC's geographic area. Then select "Yes"or "No" to indicate if each provider is a voting member or sits on the CoC

Board.

Youth Service Provider (up to 10)

RHYFunded?

Participated as a VotingMember

in at least two CoCMeetings

within the last 12 months (between October 1, 2014 and November 15, 2015).

Sat on the CoC Board asactive

member or official at anypoint

during the last 12 months (between October 1, 2014 and November 15, 2015).

Center for Children and Young Adults No Yes No

Department of Family and Children Services No Yes No

SafePath Children's Advocacy Center No Yes No

Kennesaw State Univ. CARE Center No Yes No



1B-1c. List the victim service providers (CoC Program and non-CoCProgram funded) who operate within the CoC's geographic area. Then

select "Yes" or "No" to indicate if each provider is a voting member or sitson the CoC Board.

Victim Service Provider for Survivors of

Domestic Violence (up to 10)

Participated as a Voting Member in at least two CoC Meetings

within the last 12 months (between October 1, 2014 and November 15, 2015).

Sat on CoC Board as active member or

official at any point during the last 12 months

(between October 1, 2014 and November 15, 2015).

YWCA of NW Georgia Yes Yes

1B-2. Does the CoC intend to meet the timelines for ending homelessnessas defined in Opening Doors?

Opening Doors GoalCoC has

establishedtimeline?

End Veteran Homelessness by 2015 Yes

End Chronic Homelessness by 2017 No

End Family and Youth Homelessness by 2020 No

Set a Path to End All Homelessness by 2020 No

1B-3. How does the CoC identify and assign the individuals, committees,or organizations responsible for overseeing implementation of specificstrategies to prevent and end homelessness in order to meet the goals ofOpening Doors? (limit 1000 characters)



Committees, work groups, etc. are established by the Board and may includemembers from the Board and/or volunteers from the General Membership. 1.End Veteran homelessness: Responsibility assigned to agencies with programstargeting veterans: MUST Ministries, Zion Keepers, Travelers Aid, dba HopeAtlanta, and United Way. SSVF Shared Geography workgroup has reportedCobb has reached functional zero. 2. End chronic homelessness: Responsibilityassigned to work group of CoC PSH providers: Cobb Community ServicesBoard, MUST Ministries, Zion Keepers. 3. End Family and YouthHomelessness: Responsibility assigned to Rapid Re-housing, Transitional, andprevention providers: Center for Family Resources, YWCA of NW, HopeAtlanta. 4. End all homelessness: Responsibility assigned to GeneralMembership of CoC.

1B-4. Explain how the CoC is open to proposals from entities that havenot previously received funds in prior CoC Program competitions, even ifthe CoC is not applying for any new projects in 2015.(limit 1000 characters)

The CoC annually issues a public notice soliciting letters of intent (LOIs) for newprojects from any organization wishing to apply during the upcoming NOFA.The Collaborative Applicant also answers telephone calls and written requestsfrom new agencies regarding the process. In July 2015, the CoC issued arequest for LOIs and received inquiries from 3 new organizations. One agencydecided not to submit a LOI. One incomplete LOI was received and rejected.One LOI was received after the July 20th deadline and was rejected. Factorsconsidered include: type of project, population, and the need in the CoC for theproject; the experience of the agency in utilizing federal funds and performingthe activities proposed; organization and management structure of theorganization; adequate financial accounting system; match and leveraging; theLOI was complete with all attachments and submitted within the designatedtime frame.

1B-5. How often does the CoC invite newmembers

to join the CoC through a publicly availableinvitation?

Semi-Annually



1C. Continuum of Care (CoC) Coordination


1C-1. Does the CoC coordinate with other Federal, State, local, private andother entities serving homeless individuals and families and those at riskof homelessness in the planning, operation and funding of projects? Only

select "Not Applicable" if the funding source does not exist within theCoC's geographic area.

Funding or Program SourceCoordinates with

Planning, Operation and Funding of

Projects

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Not Applicable

HeadStart Program No

Other housing and service programs funded through Federal, State and local government resources.

Yes

1C-2. The McKinney-Vento Act, as amended, requires CoCs to participatein the Consolidated Plan(s) (Con Plan(s)) for the geographic area servedby the CoC. The CoC Program interim rule at 24 CFR 578.7(c)(4) requiresthat the CoC provide information required to complete the Con Plan(s)

within the CoC’s geographic area, and 24 CFR 91.100(a)(2)(i) and 24 CFR91.110(b)(1) requires that the State and local Con Plan jurisdiction(s)

consult with the CoC. The following chart asks for information about CoCand Con Plan jurisdiction coordination, as well as CoC and ESG recipient

coordination.CoCs can use the CoCs and Consolidated Plan Jurisdiction Crosswalk to assist in answeringthis question.

Number

Percentage

Number of Con Plan jurisdictions with whom the CoC geography overlaps 1

How many Con Plan jurisdictions did the CoC participate with in their Con Plan development process? 1 100.00%

How many Con Plan jurisdictions did the CoC provide with Con Plan jurisdiction level PIT data? 1 100.00%

How many of the Con Plan jurisdictions are also ESG recipients? 1

How many ESG recipients did the CoC participate with to make ESG funding decisions? 1 100.00%



How many ESG recipients did the CoC consult with in the development of ESG performance standards and evaluation process for ESG funded activities?

1 100.00%

1C-2a. Based on the responses selected in 1C-2, describe in greater detailhow the CoC participates with the Consolidated Plan jurisdiction(s)located in the CoC's geographic area and include the frequency, extent,and type of interactions between the CoC and the Consolidated Planjurisdiction(s).(limit 1000 characters)

The Consolidated Plan jurisdiction for the Marietta/Cobb CoC is Cobb County.The entity responsible for the Consolidated Plan is the CDBG Program Office.This office also administers the ESG program in the CoC. The CoC and CDBGProgram Office have a long history of working together. The CDBG Programoffice has a seat on the CoC Board of Directors, attends the bi-monthly Board ofDirectors meetings and serves on board committees as necessary. Furthercollaboration occurs at least monthly through emails and phone calls regardingCoC activities and projects. The CoC provides data from the HomelessManagement Information System (HMIS), Point-in-Time Count (PIT), theHousing Inventory Count, and information from the Annual HomelessAssessment Report (AHAR) to the county. The CoC also assisted in thecoordination of stakeholder meetings for the consolidated planning charrette.

1C-2b. Based on the responses selected in 1C-2, describe how the CoC isworking with ESG recipients to determine local ESG funding decisionsand how the CoC assists in the development of performance standardsand evaluation of outcomes for ESG-funded activities.(limit 1000 characters)

The CoC provides significant consultation to the county during the developmentof the Consolidated Plan. Particularly, the CoC was consulted for theassessment of strengths and gaps in the institutional delivery system and for allCoC data. The County was provided data from the Homeless ManagementInformation System (HMIS), Point-in-Time Count (PIT), the Housing InventoryCount, and information from the Annual Homeless Assessment Report (AHAR).Through this collaboration, the County ensures that CoC goals and the County’sConsolidated Plan priorities are integrated into the plan. As the CDBG ProgramOffice administers the ESG program, close coordination occurs with the CoC inestablishing priorities and performance standards for the ESG Program. Thisstructure provides the internal connective mechanism among Countydepartments and outside entities which serve the homeless throughout theCounty.



1C-3. Describe the how the CoC coordinates with victim service providersand non-victim service providers (CoC Program funded and non-CoCfunded) to ensure that survivors of domestic violence are providedhousing and services that provide and maintain safety and security.Responses must address how the service providers ensure and maintainthe safety and security of participants and how client choice is upheld.(limit 1000 characters)

YWCA of NW GA coordinates services for DV victims and provides shelter,transitional, and permanent housing. Services are provided on a voluntarybasis; client can choose not to participate without endangering other services.Client information is collected in secure, comparable hmis; facilities are secure,with 24-hour staff, modern security structures, systems and processes.Scenario A: Households in immediate danger are referred to the YWCA for safeshelter. Cobb Co. Sheriff’s Dept. transports victims to confidential shelter.YWCA has signed MOUs with non-dv service providers to protect clientconfidentiality and written referral process for community services. Scenario B:Intake includes safety planning, overview of services, confidentiality agreement,client rights and responsibilities. Case managers connect clients with housingand services not offered by the YWCA by written referral process to providerswith whom they have a signed MOU protecting client confidentiality.

1C-4. List each of the Public Housing Agencies (PHAs) within the CoC'sgeographic area. If there are more than 5 PHAs within the CoC’s

geographic area, list the 5 largest PHAs. For each PHA, provide thepercentage of new admissions that were homeless at the time of

admission between October 1, 2014 and March 31, 2015, and indicatewhether the PHA has a homeless admissions preference in its PublicHousing and/or Housing Choice Voucher (HCV) program. (Full creditconsideration may be given for the relevant excerpt from the PHA’s

administrative planning document(s) clearly showing the PHA's homelesspreference, e.g. Administration Plan, Admissions and Continued

Occupancy Policy (ACOP), Annual Plan, or 5-Year Plan, as appropriate).

Public Housing Agency Name

% New Admissions into PublicHousing and Housing Choice

Voucher Program from 10/1/14to 3/31/15 who werehomeless at entry

PHA has General or

LimitedHomelessPreference

Marietta Housing Authority 1.00% No

City of Marietta Housing Authority 1.00% No

1C-5. Other than CoC, ESG, Housing Choice Voucher Programs andPublic Housing, describe other subsidized or low-income housingopportunities that exist within the CoC that target persons experiencinghomelessness.(limit 1000 characters)



Cobb County's PY2016 recommendations for $623,108 in HOME funds include:20% for the Cobb CHDO program; 15.4% for the Cole Street DevelopmentCorporation; 16% for Habitat for Humanity; and 20% of funds are used forTBRA (Tenant Based Rental Assistance Programs) at The Center for FamilyResources, YWCA of NW GA, and MUST Ministries to provide low-incomehousing opportunities for homeless and near-homeless persons. Assistance isprovided for up to six months for individual and family households. The Centerfor Family Resources serves households with dependent children. The YWCAserves victims of domestic violence. MUST Ministries serves single householdsand households with children. Two SSVF programs located at Hope Atlantaand United Way provide Rapid Re-housing and prevention assistance forhomeless veterans. The Marietta Housing Authority has 169 Veterans AffairsSupportive Housing vouchers available.

1C-6. Select the specific strategies implemented by the CoC to ensure thathomelessness is not criminalized in the CoC's geographic area. Select allthat apply. For "Other," you must provide a description (2000 character

limit)Engaged/educated local policymakers:

X

Engaged/educated law enforcement:X

Implemented communitywide plans:

No strategies have been implemented:

The CoC has established an Advisory Council that is co-chaired by the Attorney General for the State of Georgia,Sam Olens. Other members of the Council include prominent leaders in the community such as State SenatorLindsay Tippins. The Advisory Council is working with the CoC Board to develop strategies to educate thecommunity (including law enforcement and policy makers) about the homeless. The CoC has also worked with thelocal judicial system and the Accountability Courts (Drug Court, Mental Health Court, and Veteran’s Court) toimprove communication between law enforcement, community advocates, and the homeless. The judge ofVeteran’s Court serves on the CoC Board.

X



1D. Continuum of Care (CoC) Discharge Planning


1D-1. Select the systems of care within the CoC's geographic area forwhich there is a discharge policy in place that is mandated by the State,the CoC, or another entity for the following institutions? Check all that

apply.Foster Care:

X

Health Care:X

Mental Health Care:X

Correctional FacilitiesX

None:

1D-2. Select the systems of care within the CoC's geographic area withwhich the CoC actively coordinates to ensure that institutionalized

persons that have resided in each system of care for longer than 90 daysare not discharged into homelessness. Check all that apply.

Foster Care:X

Health Care:X

Mental Health Care:X

Correctional Facilities:X

None:



1D-2a. If the applicant did not check all boxes in 1D-2, explain why there isno coordination with the institution(s) and explain how the CoC plans tocoordinate with the institution(s) to ensure persons discharged are notdischarged into homelessness.(limit 1000 characters)

N/A



1E. Centralized or Coordinated Assessment(Coordinated Entry)


CoCs are required by the CoC Program interim rule to establish aCentralized or Coordinated Assessment system – also referred to asCoordinated Entry. Based on the recent Coordinated Entry Policy Brief,HUD’s primary goals for coordinated entry processes are that assistancebe allocated as effectively as possible and that it be easily accessibleregardless of where or how people present for assistance. Mostcommunities lack the resources needed to meet all of the needs of peopleexperiencing homelessness. This combined with the lack of a well-developed coordinated entry processes can result in severe hardships forpersons experiencing homelessness who often face long wait times toreceive assistance or are screened out of needed assistance. Coordinatedentry processes help communities prioritize assistance based onvulnerability and severity of service needs to ensure that people who needassistance the most can receive it in a timely manner. Coordinated entryprocesses also provide information about service needs and gaps to helpcommunities plan their assistance and identify needed resources.

1E-1. Explain how the CoC’s coordinated entry process is designed toidentify, engage, and assist homeless individuals and families that willensure those who request or need assistance are connected to properhousing and services.(limit 1000 characters)

The CoC anticipates it will implement CE in 2016. The CoC has held planningmeetings, reviewed models and best practices from several CoCs across thecountry. Current plans are to have multiple doors into the homeless system withuse of a standardized assessment tool. Training on the Service PrioritizationAssessment Tool (SPDAT) has been held for community service providers andwe have consulted with our HMIS provider regarding upgrades to the HMIS tohouse assessment scores.

The CoC will hold a series of training meetings with housing service providersthroughout the CoC on the policies and procedures for CE. Informationmeetings will be held with faith-based groups, food pantries, DFCS, WIA, PATHTeam and other supportive service providers to educate them about the newsystem and to assist in engaging homeless persons utilizing these services.The CoC will also sponsor regular case conferences to facilitate shared caseplanning and connection to housing and services.



1E-2. CoC Program and ESG Program funded projects are required toparticipate in the coordinated entry process, but there are many other

organizations and individuals who may participate but are not required todo so. From the following list, for each type of organization or individual,

select all of the applicable checkboxes that indicate how that organizationor individual participates in the CoC's coordinated entry process. If the

organization or person does not exist in the CoC’s geographic area, select“Not Applicable.” If there are other organizations or persons that

participate not on this list, enter the information, click "Save" at thebottom of the screen, and then select the applicable checkboxes.

Organization/Person Categories

Participates inOngoingPlanning

and Evaluation

Makes Referralsto the

CoordinatedEntry

Process

ReceivesReferralsfrom the

CoordinatedEntry

Process

Operates AccessPoint for

CoordinatedEntry

Process

Participates inCase

ConferencingNot

Applicable

Local Government Staff/OfficialsX

CDBG/HOME/EntitlementJurisdiction X

Law EnforcementX

Local Jail(s)X

Hospital(s)X

EMT/Crisis Response Team(s)X

Mental Health ServiceOrganizations X

Substance Abuse ServiceOrganizations X

Affordable Housing Developer(s)X

Public Housing AuthoritiesX

Non-CoC Funded YouthHomeless Organizations X

SchoolAdministrators/HomelessLiaisons

X

Non-CoC Funded Victim ServiceOrganizations X

Street Outreach Team(s)X

Homeless or Formerly HomelessPersons X



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

InstructionsFor guidance on completing this form, please reference the FY 2015 CoC Application DetailedInstructions, the CoC Application Instructional Guides and the FY 2015 CoC Program NOFA.Please submit technical questions to the HUDExchange Ask A Question.

1F-1. For all renewal project applications submitted in the FY 2015 CoCProgram Competition complete the chart below regarding the CoC’s

review of the Annual Performance Report(s).

How many renewal project applications were submitted in the FY 2015 CoC Program Competition? 16

How many of the renewal project applications are first time renewals for which the first operating year has not expired yet?

2

How many renewal project application APRs were reviewed by the CoC as part of the local CoC competition project review, ranking, and selection process for the FY 2015 CoC Program Competition?

14

Percentage of APRs submitted by renewing projects within the CoC that were reviewed by the CoCin the 2015 CoC Competition?

100.00%

1F-2. In the sections below, check the appropriate box(s) for each sectionto indicate how project applications were reviewed and ranked for the FY

2015 CoC Program Competition. (Written documentation of the CoC'spublicly announced Rating and Review procedure must be attached.)

Type of Project or Program(PH, TH, HMIS, SSO, RRH, etc.) X

Performance outcomes from APR reports/HMIS

Length of stay

% permanent housing exit destinationsX

% increases in incomeX



Monitoring criteria

Participant EligibilityX

Utilization rates

Drawdown ratesX

Frequency or Amount of Funds Recaptured by HUDX

Need for specialized population services

Youth

Victims of Domestic ViolenceX

Families with ChildrenX

Persons Experiencing Chronic HomelessnessX

VeteransX

substance abuse; mental healthX

None

1F-2a. Describe how the CoC considered the severity of needs andvulnerabilities of participants that are, or will be, served by the projectapplications when determining project application priority. (limit 1000 characters)

The CoC’s ranking panel reviewed several scenarios developed using APRoutcomes, monitoring scores, project type, population type, and severity ofneeds and vulnerabilities for ranking. In 2014, the CoC began converting itstransitional housing projects serving families with dependent children to RapidRe-housing and completed the process in 2015 to more quickly move familyhouseholds into permanent housing. The remaining two transitional projectstarget participants with substance abuse and domestic violence. The CoCevaluated the projects and determined transitional housing was the appropriateprogram model for these projects. Since they are the only projects that targetthese two subpopulations in the CoC, careful consideration was given to Tierplacement to ensure they would continue to be able to serve these populations.



1F-3. Describe how the CoC made the local competition review, ranking,and selection criteria publicly available, and identify the public medium(s)used and the date(s) of posting. In addition, describe how the CoC madethis information available to all stakeholders. (Evidence of the publicposting must be attached)(limit 750 characters)

The CoC posted its Rating and Ranking Process document that describes thecriteria used for rating and ranking of renewal, new, and reallocated projectsand its final ranking document on the Cobb Collaborative's website, since theCoC does not have a website of its own. Documents were posted onNovember 19, 2015. The CoC made this information available to allstakeholders through an email announcement to the General Membership ofthe CoC and Cobb Collaborative.

1F-4. On what date did the CoC andCollaborative Applicant publicly post all partsof the FY 2015 CoC Consolidated Application

that included the final project applicationranking? (Written documentation of the

public posting, with the date of the postingclearly visible, must be attached. In addition,evidence of communicating decisions to the

CoC's full membership must be attached.)

11/19/2015

1F-5. Did the CoC use the reallocationprocess in the FY 2015 CoC Program

Competition to reduce or reject projects forthe creation of new projects? (If the CoC

utilized the reallocation process, evidence ofthe public posting of the reallocation process

must be attached.)

Yes

1F-5a. If the CoC rejected projectapplication(s) on what date did the CoC andCollaborative Applicant notify those project

applicants their project application wasrejected in the local CoC competition

process? (If project applications wererejected, a copy of the written notification to

each project applicant must be attached.)

11/04/2015



1F-6. Is the Annual Renewal Demand (ARD) inthe CoC's FY 2015 CoC Priority Listing equal

to or less than the ARD on the final HUD-approved FY 2015 GIW?

Yes



1G. Continuum of Care (CoC) Addressing ProjectCapacity


1G-1. Describe how the CoC monitors the performance of CoC Programrecipients.(limit 1000 characters)

Each HUD-funded agency is monitored every two years by a monitoringcommittee approved by the Board. Factors monitored include capacity of theorganization to implement the project: financial management policies andprocedures including internal controls and separation of duties; oversight byagency’s Board of Directors; % of grant funds expended; record of minimalquarterly LOCCS drawdowns; program match and use of funds; previousmonitoring results or unresolved findings; APR submitted on time; privacy andsecurity of client records; HMIS data quality. Project performance factorsmonitored include: bed/unit utilization; % of exits to permanent housing; %adults with income at exit; % adults with increased income and/or benefits atexit; client records to verify eligibility of clients served, mainstream benefits,grievance policy, homeless verification, verification of disability status, individualservice plans, evidence of due process if terminated.

1G-2. Did the Collaborative Applicant reviewand confirm that all project applicants

attached accurately completed and currentdated form HUD 50070 and

form HUD-2880 to the Project ApplicantProfile in e-snaps?

Yes

1G-3. Did the Collaborative Applicant includeaccurately completed and appropriately signed form HUD-2991(s) for all project

applications submitted on the CoC Priority Listing?

Yes



2A. Homeless Management Information System(HMIS) Implementation

Intructions:For guidance on completing this form, please reference the FY 2015 CoC Application DetailedInstructions, the CoC Application Instructional Guides and the FY 2015 CoC Program NOFA.Please submit technical questions to the HUDExchange Ask A Question.

2A-1. Does the CoC have a governancecharter that outlines the roles and

responsibilities of the CoC and the HMISLead, either within the charter itself or byreference to a separate document like anMOU? In all cases, the CoC’s governance

charter must be attached to receive credit. Inaddition, if applicable, any separate

document, like an MOU, must also beattached to receive credit.

Yes

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

document referenced in 2A-1. In addition, inthe textbox indicate if the page number

applies to the CoC's attached governancecharter or the attached MOU.

Cobb CoC Governance Charter: page 3; GAHMIS Bylaws: pages 2-5

2A-2. Does the CoC have a HMIS Policies andProcedures Manual? If yes, in order to receive

credit the HMIS Policies and ProceduresManual must be attached to the CoC

Application.

Yes

2A-3. Are there agreements in place thatoutline roles and responsibilities between the

HMIS Lead and the Contributing HMISOrganizations (CHOs)?

Yes



2A-4. What is the name of the HMIS softwareused by the CoC (e.g., ABC Software)?

Applicant will enter the HMIS software name(e.g., ABC Software).

Pathways Compass Rose/MISI

2A-5. What is the name of the HMIS softwarevendor (e.g., ABC Systems)?

Applicant will enter the name of the vendor(e.g., ABC Systems).

Pathways Community Network Institute/MISI



2B. Homeless Management Information System(HMIS) Funding Sources


2B-1. Select the HMIS implementationcoverage area:

Multiple CoCs

* 2B-2. In the charts below, enter the amount of funding from each fundingsource that contributes to the total HMIS budget for the CoC.

2B-2.1 Funding Type: Federal - HUDFunding Source Funding

CoC $40,154

ESG $1,038

CDBG $0

HOME $0

HOPWA $0

Federal - HUD - Total Amount $41,192

2B-2.2 Funding Type: Other FederalFunding Source Funding

Department of Education $0

Department of Health and Human Services $0

Department of Labor $0

Department of Agriculture $0

Department of Veterans Affairs $0

Other Federal $0

Other Federal - Total Amount $0



2B-2.3 Funding Type: State and LocalFunding Source Funding

City $0

County $0

State $0

State and Local - Total Amount $0

2B-2.4 Funding Type: PrivateFunding Source Funding

Individual $0

Organization $7,482

Private - Total Amount $7,482

2B-2.5 Funding Type: OtherFunding Source Funding

Participation Fees $7,000

Other - Total Amount $7,000

2B-2.6 Total Budget for Operating Year $55,674



2C. Homeless Management Information System(HMIS) Bed Coverage


2C-1. Enter the date the CoC submitted the2015 HIC data in HDX, (mm/dd/yyyy):

05/15/2015

2C-2. Per the 2015 Housing Inventory Count (HIC) indicate the number ofbeds in the 2015 HIC and in HMIS for each project type within the CoC. If a

particular housing type does not exist in the CoC then enter "0" for allcells in that housing type.

Project TypeTotal Beds

in 2015 HICTotal Beds in HICDedicated for DV

Total Bedsin HMIS

HMIS BedCoverage Rate

Emergency Shelter beds 107 17 77 85.56%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH)beds

241 59 173 95.05%

Rapid Re-Housing (RRH)beds

51 0 51 100.00%

Permanent SupportiveHousing (PSH) beds

414 0 108 26.09%

Other Permanent Housing(OPH) beds

0 0 0

2C-2a. If the bed coverage rate for any housing type is 85% or below,describe how the CoC plans to increase this percentage over the next 12months.(limit 1000 characters)

ES 85.56% bed coverage is solely attributed to one privately-funded faith-basedproject that chooses not to use HMIS (noted in Q2C-3).

PSH 26.09% bed coverage is solely attributed to 306 VASH beds that are notentered into HMIS. Our understanding is that (a) VASH Data Collection isencouraged (but not required) by HUD, (b) VASH reporting via HMIS iscurrently not required, but that (c) HUD/VASH will be part of the universe forSystem Wide Performance measurement. Our plan is to work with newleadership at the PHA that holds these vouchers and develop a strategy that willenable us to have all VASH beds entered into HMIS in 2016.



2C-3. HUD understands that certain projects are either not required to ordiscouraged from participating in HMIS, and CoCs cannot require this ifthey are not funded through the CoC or ESG programs. This does NOTinclude domestic violence providers that are prohibited from enteringclient data in HMIS. If any of the project types listed in question 2C-2

above has a coverage rate of 85% or below, and some or all of these ratescan be attributed to beds covered by one of the following programs types,

please indicate that here by selecting all that apply from the list below.(limit 1000 characters)

VA Domiciliary (VA DOM):

VA Grant per diem (VA GPD):

Faith-Based projects/Rescue mission:X

Youth focused projects:

HOPWA projects:

Not Applicable:

2C-4. How often does the CoC review orassess its HMIS bed coverage?

Bi-Monthly



2D. Homeless Management Information System(HMIS) Data Quality


2D-1. Indicate the percentage of unduplicated client records with null ormissing values and the percentage of "Client Doesn't Know" or "Client

Refused" during the time period of October 1, 2013 through September 30,2014.

UniversalData Element

PercentageNull orMissing

Percentage Client

Doesn'tKnow

or Refused

3.1 Name 0% 0%

3.2 Social Security Number 0% 0%

3.3 Date of birth 0% 0%

3.4 Race 0% 0%

3.5 Ethnicity 0% 0%

3.6 Gender 0% 0%

3.7 Veteran status 0% 0%

3.8 Disabling condition 0% 0%

3.9 Residence prior to project entry 0% 0%

3.10 Project Entry Date 0% 0%

3.11 Project Exit Date 0% 0%

3.12 Destination 0% 1%

3.15 Relationship to Head of Household 15% 0%

3.16 Client Location 16% 0%

3.17 Length of time on street, in an emergency shelter, or safe haven 10% 1%

2D-2. Identify which of the following reports your HMIS generates. Selectall that apply:

CoC Annual Performance Report (APR):X

ESG Consolidated Annual Performance and Evaluation Report (CAPER):X

Annual Homeless Assessment Report (AHAR) table shells:X



None

2D-3. If you submitted the 2015 AHAR, howmany AHAR tables (i.e., ES-ind, ES-family,

etc) were accepted and used in the last AHAR?

12

2D-4. How frequently does the CoC reviewdata quality in the HMIS?

Monthly

2D-5. Select from the dropdown to indicate ifstandardized HMIS data quality reports are

generated to review data quality at the CoClevel, project level, or both?

Both Project and CoC

2D-6. From the following list of federal partner programs, select the onesthat are currently using the CoC's HMIS.

VA Supportive Services for Veteran Families (SSVF):X

VA Grant and Per Diem (GPD):

Runaway and Homeless Youth (RHY):

Projects for Assistance in Transition from Homelessness (PATH):X

None:

2D-6a. If any of the federal partner programs listed in 2D-6 are notcurrently entering data in the CoC's HMIS and intend to begin enteringdata in the next 12 months, indicate the federal partner program and theanticipated start date.(limit 750 characters)



N/A - Marietta/Cobb CoC does not have GPD or RHY projects.



2E. Continuum of Care (CoC) Sheltered Point-in-Time (PIT) Count


The data collected during the PIT count is vital for both CoCs and HUD.Communities need accurate data to determine the size and scope ofhomelessness at the local level so they can best plan for services andprograms that will appropriately address local needs and measureprogress in addressing homelessness. HUD needs accurate data tounderstand the extent and nature of homelessness throughout thecountry, and to provide Congress and the Office of Management andBudget (OMB) with information regarding services provided, gaps inservice, and performance. This information helps inform Congress'funding decisions, and it is vital that the data reported is accurate and ofhigh quality.

2E-1. Did the CoC approve the final shelteredPIT count methodology for the 2015 sheltered

PIT count?

Yes

2E-2. Indicate the date of the most recentsheltered PIT count (mm/dd/yyyy):

01/28/2015

2E-2a. If the CoC conducted the sheltered PITcount outside of the last 10 days of January

2015, was an exception granted by HUD?

Not Applicable

2E-3. Enter the date the CoC submitted thesheltered PIT count data in HDX,

(mm/dd/yyyy):

05/15/2015



2F. Continuum of Care (CoC) Sheltered Point-in-Time (PIT) Count: Methods


2F-1. Indicate the method(s) used to count sheltered homeless personsduring the 2015 PIT count:

Complete Census Count:X

Random sample and extrapolation:

Non-random sample and extrapolation:

2F-2. Indicate the methods used to gather and calculate subpopulationdata for sheltered homeless persons:

HMIS:X

HMIS plus extrapolation:

Interview of sheltered persons:

Sample of PIT interviews plus extrapolation:

Plus gathered data on surveys from all ES and TH providers on all clientsX

2F-3. Provide a brief description of your CoC's sheltered PIT countmethodology and describe why your CoC selected its sheltered PIT countmethodology.(limit 1000 characters)



The CoC utilized a combination of HMIS data and provider surveys to completethe sheltered PIT. 1) Non-HMIS Info: CoC held training sessions on completingsurvey forms that contained questions about subpopulations as well as total PIToccupancy. Providers completed subpopulation questions using data fromclients’ intake records and/or direct knowledge of clients. 2) HMIS: HMISCoordinator reviewed completed surveys, comparing aggregated program-levelsubpopulation data from HMIS with survey responses for HMIS-participatingagencies and contacted providers to reconcile discrepancies. Coordinatorcontacted non-participating agencies to ensure that survey subpopulation datawas reasonable and accurate. Because CoC is small with high bed coveragerates, this process ensured the accuracy and consistency of our numbers.

2F-4. Describe any change in methodology from your sheltered PIT countin 2014 to 2015, including any change in sampling or extrapolationmethod, if applicable. Do not include information on changes to theimplementation of your sheltered PIT count methodology (e.g., enhancedtraining and change in partners participating in the PIT count).(limit 1000 characters)

Not Applicable

2F-5. Did your CoC change its providercoverage in the 2015 sheltered count?

Yes

2F-5a. If "Yes" in 2F-5, then describe the change in provider coverage inthe 2015 sheltered count.(limit 750 characters)

Projects included in 2015 PIT but not in 2014 PIT: one new cold-weather shelterbecame operational at the end of 2014 and was in use on the 2015 PIT night.There were also two new RRH projects implemented after the 2014 PIT nightthat were operational by the time of the 2015 PIT.

Projects included in 2014 PIT but not in 2015 PIT: one ongoing motel voucherproject that was in the 2014 PIT had no participants on the 2015 PIT night.



2G. Continuum of Care (CoC) Sheltered Point-in-Time (PIT) Count: Data Quality


2G-1. Indicate the methods used to ensure the quality of the data collectedduring the sheltered PIT count:

Training:X

Provider follow-up:X

HMIS:X

Non-HMIS de-duplication techniques:X

2G-2. Describe any change to the way your CoC implemented its shelteredPIT count from 2014 to 2015 that would change data quality, includingchanges to training volunteers and inclusion of any partner agencies inthe sheltered PIT count planning and implementation, if applicable. Do notinclude information on changes to actual sheltered PIT countmethodology (e.g., change in sampling or extrapolation method).(limit 1000 characters)

The CoC recruited a larger number of organizations to participate on the PITTask Force which helped to create a more comprehensive list of shelteredlocations. Additional organizations were recruited to be survey sites, creatingmore points of entry to capture data. To ensure greater consistency of data,training sessions were improved. Rather than requiring a representative fromeach survey site attend training, all volunteers conducting surveys wererequired to attend one of two mandatory training sessions. The survey form wasupdated and expanded to capture additional data. A data collection/aggregationtool was created that helped in de-duplicating data and increased data quality.



2H. Continuum of Care (CoC) Unsheltered Point-in-Time (PIT) Count


The unsheltered PIT count assists communities and HUD to understandthe characteristics and number of people with a primary nighttimeresidence that is a public or private place not designed for or ordinarilyused as a regular sleeping accommodation for human beings, including acar, park, abandoned building, bus or train station, airport, or campingground. CoCs are required to conduct an unsheltered PIT count every 2years (biennially) during the last 10 days in January; however, CoCs arestrongly encouraged to conduct the unsheltered PIT count annually, at thesame time that it does the annual sheltered PIT count. The last official PITcount required by HUD was in January 2015.

2H-1. Did the CoC approve the finalunsheltered PIT count methodology for the

most recent unsheltered PIT count?

Yes

2H-2. Indicate the date of the most recentunsheltered PIT count (mm/dd/yyyy):

01/28/2015

2H-2a. If the CoC conducted the unshelteredPIT count outside of the last 10 days of

January 2015, was an exception granted byHUD?

Not Applicable

2H-3. Enter the date the CoC submitted theunsheltered PIT count data in HDX

(mm/dd/yyyy):

05/15/2015



2I. Continuum of Care (CoC) Unsheltered Point-in-Time (PIT) Count: Methods


2I-1. Indicate the methods used to count unsheltered homeless personsduring the 2015 PIT count:

Night of the count - complete census:

Night of the count - known locations:

Night of the count - random sample:

Service-based count:X

HMIS:X

2I-2. Provide a brief description of your CoC's unsheltered PIT countmethodology and describe why your CoC selected its unsheltered PITcount methodology.(limit 1000 characters)

CoC utilized Service-based count methodology because in previous counts,unsheltered people were missing on the night of the count. CoC held trainingsessions for service providers on methodology and completion of survey forms.Persons presenting for services over a 7 day period were surveyed at a varietyof locations across the CoC to determine where they slept on the night of thecount. Surveys contained deduplication processes to ensure persons werecounted only once. Surveys were included in the count only when the personindicated that on the night of the count they had slept on the street, woods,vehicle, or a place not meant for human habitation. CoC collected completedforms, followed up to clarify questions & obtain maximum possible responserate. A data collection/aggregation tool was created to aid in de-duplicating dataand increased data quality. HMIS was added to ensure surveys were completedon all persons who came in for services during the specified time period.



2I-3. Describe any change in methodology from your unsheltered PITcount in 2014 (or 2013 if an unsheltered count was not conducted in 2014)to 2015, including any change in sampling or extrapolation method, ifapplicable. Do not include information on changes to implementation ofyour sheltered PIT count methodology (e.g., enhanced training andchange in partners participating in the count).(limit 1000 characters)

Not applicable.

2I-4. Does your CoC plan on conducting an unsheltered PIT count in 2016?

No

(If “Yes” is selected, HUD expects the CoC to conduct an unsheltered PIT count in 2016. Seethe FY 2015 CoC Program NOFA, Section VII.A.4.d. for full information.)



2J. Continuum of Care (CoC) Unsheltered Point-in-Time (PIT) Count: Data Quality


2J-1. Indicate the steps taken by the CoC to ensure the quality of the datacollected for the 2015 unsheltered population PIT count:

Training:X

"Blitz" count:

Unique identifier:X

Survey question:X

Enumerator observation:

None:

2J-2. Describe any change to the way the CoC implemented theunsheltered PIT count from 2014 (or 2013 if an unsheltered count was notconducted in 2014) to 2015 that would affect data quality. This includeschanges to training volunteers and inclusion of any partner agencies inthe unsheltered PIT count planning and implementation, if applicable. Donot include information on changes to actual methodology (e.g., changein sampling or extrapolation method). (limit 1000 characters)

A formerly homeless person participated on the PIT Task Force and helpedplan the count. Survey and enumeration forms were improved and expanded forbetter collection of data. The number of sites conducting surveys wasincreased. A new data collection/aggregation tool was created to aid in de-duplication and increased data quality. Training was mandatory for eachperson completing survey forms rather than requiring one representative fromeach site to attend training.



3A. Continuum of Care (CoC) SystemPerformance


3A-1. Performance Measure: Number of Persons Homeless - Point-in-TimeCount.

* 3A-1a. Change in PIT Counts of Sheltered and Unsheltered HomelessPersons

Using the table below, indicate the number of persons who were homeless at a Point-in-Time(PIT) based on the 2014 and 2015 PIT counts as recorded in the Homelessness Data Exchange(HDX).

2014 PIT(for unsheltered count, most

recent year conducted)

2015 PIT Difference

Universe: Total PIT Count of sheltered andunsheltered persons

523 415 -108

Emergency ShelterTotal

139 110 -29

Safe Haven Total 0 0 0

Transitional HousingTotal

240 214 -26

Total Sheltered Count 379 324 -55

Total Unsheltered Count 144 91 -53

3A-1b. Number of Sheltered Persons Homeless - HMIS.Using HMIS data, CoCs must use the table below to indicate the number of homeless personswho were served in a sheltered environment between October 1, 2013 and September 30, 2014.

BetweenOctober 1, 2013

andSeptember 30, 2014

Universe: Unduplicated Total sheltered homeless persons

1,537

Emergency Shelter Total 1,189

Safe Haven Total 0

Transitional Housing Total 412



3A-2. Performance Measure: First Time Homeless.

Describe the CoC’s efforts to reduce the number of individuals andfamilies who become homeless for the first time. Specifically, describewhat the CoC is doing to identify risk factors for becoming homeless forthe first time.(limit 1000 characters)

CoC coordinates with general assistance providers to determine why peopleneed assistance. A sharp rise in rental rates over the past few months wasidentified as a major risk factor. Average cost of rental units in the CoC exceedsthe FMR; wages have not kept up with the rise in housing costs. Census dataindicates 12.8%, +93,000 persons, live at or below the poverty level and are indanger of becoming homeless. To prevent homelessness, CoC utilizes 39% ofESG funds and 44.82% of EFSP funds for prevention; uses CSBG funds tosupport GED preparatory classes to increase earning capacity. Serviceproviders assess for diversion at shelter entry and refer under/unemployed toWIA, nonprofit, and faith-based employment programs. CoC promotes use ofmainstream benefits to stabilize households that may not have earned income.CoC is working to engage affordable housing developers and planningadvocacy and fundraising efforts to educate the community of the need foraffordable housing.

3A-3. Performance Measure: Length of Time Homeless.

Describe the CoC’s efforts to reduce the length of time individuals andfamilies remain homeless. Specifically, describe how your CoC hasreduced the average length of time homeless, including how the CoCidentifies and houses individuals and families with the longest lengths oftime homeless.(limit 1000 characters)

CoC currently does not have tools to effectively track length of time homeless. Itencourages PSH providers to prioritize beds for CH and will better addressthose with the longest lengths of time homeless when CE is implemented in2016. CoC is working with landlords to make exceptions in rental requirementsfor homeless persons who have poor credit, poor rental history, etc. that wouldpreclude their being able to obtain a lease so that they can more quickly obtainpermanent housing. CoC is converting all TH projects (except two servingspecial subpopulations) to RRH to reduce the time families spend inhomelessness. CoC has emphasized attainment of mainstream benefits,employment skills and training to increase earning capacity to obtain andmaintain permanent housing. The CoC has also encouraged agencies tocarefully review their individual service plans to consider goals that could beaccomplished once the participant was in permanent housing.



* 3A-4. Performance Measure: Successful Permanent Housing Placementor Retention.

In the next two questions, CoCs must indicate the success of its projectsin placing persons from its projects into permanent housing.

3A-4a. Exits to Permanent Housing Destinations:In the chart below, CoCs must indicate the number of persons in CoC funded supportiveservices only (SSO), transitional housing (TH), and rapid re-housing (RRH) project types whoexited into permanent housing destinations between October 1, 2013 and September 30, 2014.



Universe: Persons in SSO, TH and PH-RRH who exited

171

Of the persons in the Universeabove, how many of those exited to permanent destinations?

147

% Successful Exits 85.96%

3A-4b. Exit To or Retention Of Permanent Housing:In the chart below, CoCs must indicate the number of persons who exited from any CoC fundedpermanent housing project, except rapid re-housing projects, to permanent housing destinationsor retained their permanent housing between October 1, 2013 and September 31, 2014.



Universe: Persons in all PH projects except PH-RRH

128

Of the persons in the Universe above,indicate how many of those remained in applicable PH projects and how many of those exited to permanent destinations?

120

% Successful Retentions/Exits 93.75%

3A-5. Performance Measure: Returns to Homelessness:

Describe the CoC’s efforts to reduce the rate of individuals and familieswho return to homelessness. Specifically, describe at least threestrategies your CoC has implemented to identify and minimize returns tohomelessness, and demonstrate the use of HMIS or a comparabledatabase to monitor and record returns to homelessness.(limit 1000 characters)



Strategies utilized by the CoC to minimize returns to homelessness include: useof mainstream benefits to help stabilize households which may not have earnedincome and follow up by case managers after exit from project. Employmentprograms (resume’ development, job search assistance, interviewing skills, jobleads, short-term job training programs) are used to increase the earningcapacity of participants and make housing more affordable; education programsi.e., literacy and GED prep also increase earnings and stabilize households;incorporating substance abuse and/or mental health treatment with housingprograms helps maintain housing. CoC utilizes a shared database with sevenother Continua in the state that allows the CoC to determine if a participantenters another project and any services received.

3A-6. Performance Measure: Job and Income Growth.

Describe specific strategies implemented by CoC Program-fundedprojects to increase the rate by which homeless individuals and familiesincrease income from employment and non-employment sources (includeat least one specific strategy for employment income and one for non-employment related income, and name the organization responsible forcarrying out each strategy).(limit 1000 characters)

CoC encouraged providers to increase efforts to improve earned and unearnedincome and benefits. Center for Family Resources (CFR) and MUST Ministriesprovide job readiness and job search skills, resume’ development, interviewingskills, job leads, and transportation assistance to get to interviews and/or work.MUST provides job training for short-term certificate programs. CFR providesGED prep classes. Other projects partner with CFR or MUST and refer to GADOL, Cobb Works (WIA), TANF employment services, and Nobis Works for jobtraining and work experience for persons with barriers to work.

Case Managers at CFR, MUST, Cobb Community Services Board, and YWCAof NW GA assist participants to apply for mainstream resources. Travelers Aidand CSB have SOAR trained case managers to assist clients with SSI, SSDiapplications. Zion Keepers and MUST work with the VA and DisabledAmerican Veterans to assist veterans access VA benefits.

3A-6a. Describe how the CoC is working with mainstream employmentorganizations to aid homeless individuals and families in increasing theirincome.(limit 1000 characters)



The mainstream employment organizations the CoC works with to aid homelessindividuals and families increase their income are the GA Department of Laborand Cobb Works (WIA). Both organizations provide training, job searchassistance, job leads, job fairs, labor market information, and youth programs.The GA DOL provides resources, services, and technical assistance for jobseekers with disabilities and resources for military service members, andveterans. Cobb Works provides telephones, copiers, fax machines, wordprocessors and printers, enabling users to respond immediately to job leadsand tutorial programs including computer-based instruction for typing or usingcomputer software programs. Cobb Works also has a mobile service that visitslibraries and other public sites throughout the CoC. The CoC estimates 100% ofTH projects, 100% of RRH projects, and 6 of 8 PH programs (75%) regularlyconnect clients with these resources.

3A-7. Performance Measure: Thoroughness of Outreach.

How does the CoC ensure that all people living unsheltered in the CoC'sgeographic area are known to and engaged by providers and outreachteams?(limit 1000 characters)

Region 1 PATH Team has primary responsibility for seeking out and engagingunsheltered persons. PATH concentrates on locating hard to reach, service-resistant, and chronically homeless persons. PATH Team searches underbridges, underpasses, visits homeless campsites, and open spaces whereverthe unsheltered are found in the CoC. PATH frequents MUST Ministries whichprovides daily meals, showers, etc. to the street homeless. The Team engagesthe homeless and if they are willing, links them to services such as IDs, birthcertificates, food stamps, Social Security, mental health, and housing. For thosewho are resistant to services, they record their name and location and revisit,continuing to engage and try to enroll into services. PATH provides temporaryhousing through arrangement with a private landlord or in a hotel andcoordinates with PSH and/or SSVF providers to obtain permanent housing.They are working with a local shelter to develop a MOU for designated beds atthe shelter.

3A-7a. Did the CoC exclude geographic areas from the 2015 unsheltered PIT count where

the CoC determined that there were nounsheltered homeless people, including

areas that are uninhabitable (e.g., deserts)?

No

3A-7b. What was the the criteria and decision-making process the CoCused to identify and exclude specific geographic areas from the CoC'sunsheltered PIT count?(limit 1000 characters)



N/A - No areas were excluded during the count.



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

Objective 1: Ending Chronic Homelessness


Opening Doors, Federal Strategic Plan to Prevent and End Homelessness(as amended in 2015) establishes the national goal of ending chronichomelessness. Although the original goal was to end chronichomelessness by the end of 2015, that goal timeline has been extended to2017. HUD is hopeful that communities that are participating in the Zero:2016 technical assistance initiative will continue to be able to reach thegoal by the end of 2016. The questions in this section focus on thestrategies and resources available within a community to help meet thisgoal.

3B-1.1. Compare the total number of chronically homeless persons, whichincludes persons in families, in the CoC as reported by the CoC for the

2015 PIT count compared to 2014 (or 2013 if an unsheltered count was notconducted in 2014).

2014(for unsheltered count,

most recentyear conducted)

2015 Difference

Universe: Total PIT Count ofsheltered and unsheltered chronically homelesspersons

65 49 -16

Sheltered Count of chronicallyhomeless persons

21 8 -13

Unsheltered Count of chronicallyhomeless persons

44 41 -3

3B-1.1a. Using the "Differences" calculated in question 3B-1.1 above,explain the reason(s) for any increase, decrease, or no change in theoverall TOTAL number of chronically homeless persons in the CoC, aswell as the change in the unsheltered count, as reported in the PIT countin 2015 compared to 2014. To possibly receive full credit, both the overalltotal and unsheltered changes must be addressed.(limit 1000 characters)



Total unsheltered and sheltered CH population has decreased by 24.6 %;sheltered count decreased by 61.9%; and unsheltered count decreased by 7%.The CoC utilized service-based count methodology and HMIS data in both 2013and 2015, but revised surveys and increased training in 2015 to improve theeffectiveness and accuracy of the count.

A decrease in the chronically homeless population can be attributed primarily toSSVF programs at Hope Atlanta and United Way.

3B-1.2. From the FY 2013/FY 2014 CoC Application: Describe the CoC'stwo year plan (2014-2015) to increase the number of permanent supportivehousing beds available for chronically homeless persons and to meet theproposed numeric goals as indicated in the table above. Response shouldaddress the specific strategies and actions the CoC will take to achievethe goal of ending chronic homelessness by the end of 2015.(read only)

1. Prioritize the chronically homeless for placement as units become availablethrough turnover; 2. Provide training on housing first model; assist PHSproviders not utilizing a housing first model to change methodology; 3. Workwith the CDBG Program Office and CoC Advisory Board to identify fundingsources that could be utilized to create new permanent housing beds for thechronically homeless; 4. Create new projects through reallocation ofunderperforming projects; 5. Explore funding opportunities with the VeteransAffairs Administration to increase the number of supportive housing beds forchronically homeless; 6. Encourage organizations providing PSH projects toexpand services within the CoC.

3B-1.2a. Of the strategies listed in the FY 2013/FY 2014 CoC Applicationrepresented in 3B-1.2, which of these strategies and actions wereaccomplished?(limit 1000 characters)

1. PSH projects prioritized placement of chronically homeless persons as unitsbecame available through turnover (Planning and training meetings Aug. ’14 –Jan. ’15). 2. CoC provided information on Housing First models and advocatedwith providers to adopt Housing First model (Aug ’14). 3. CoC’s AdvisoryCouncil is planning advocacy and fundraising efforts to enable the CoC toincrease capacity to serve all homeless (Aug ’15). 4. The CoC conductedextensive monitoring of projects to see if any were underperforming and couldbe reallocated. (Nov, ’14 – Aug. ’15). However, the Rating and Ranking Paneldid not recommend reallocation of any projects, except TH to RRH, this year(Nov. ‘15). 5. CoC did not explore funding opportunities with the VA. 6. CoCencouraged PH providers to apply for PH Bonus projects and expand services.(Sept-Oct ‘15).



3B-1.3. Compare the total number of PSH beds (CoC Program and non-CoC Program funded) that were identified as dedicated for use by

chronically homeless persons on the 2015 Housing Inventory Count, ascompared to those identified on the 2014 Housing Inventory Count.

2014 2015 Difference

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

53 49 -4

3B-1.3a. Explain the reason(s) for any increase, decrease or no change inthe total number of PSH beds (CoC Program and non CoC Programfunded) that were identified as dedicated for use by chronically homelesspersons on the 2015 Housing Inventory Count compared to thoseidentified on the 2014 Housing Inventory Count.(limit 1000 characters)

One organization, MUST Ministries, had 4 beds off line while being repairedafter a flood.

3B-1.4. Did the CoC adopt the orders ofpriority in all CoC Program-funded PSH as

described in Notice CPD-14-012: PrioritizingPersons Experiencing Chronic Homelessness

in Permanent Supportive Housing andRecordkeeping Requirements for

Documenting Chronic Homeless Status ?

No

3B-1.4a. If “Yes”, attach the CoC’s writtenstandards that were updated to incorporate

the order of priority in Notice CPD-14-012 andindicate the page(s) that contain the CoC’s

update.

Not applicable

3B-1.5. CoC Program funded Permanent Supportive Housing Project Bedsprioritized for serving people experiencing chronic homelessness in

FY2015 operating year.Percentage of CoC Program funded PSH beds

prioritized for chronic homelessnessFY2015 Project

Application

Based on all of the renewal project applications for PSH, enter the estimated number of CoC-funded PSH beds in projects being renewed in the FY 2015 CoC Program Competition that are not designated as dedicated beds for persons experiencing chronichomelessness.

61



Based on all of the renewal project applications for PSH, enter the estimated number of CoC-funded PSH beds in projects beingrenewed in the FY 2015 CoC Program Competition that are not designated as dedicated beds for persons experiencing chronic homelessness that will be made available through turnover in the FY 2015 operating year.

6

Based on all of the renewal project applications for PSH, enter theestimated number of PSH beds made available through turnover that will be prioritized beds for persons experiencing chronic homelessness in the FY 2015 operating year.

6

This field estimates the percentage of turnover beds that will beprioritized beds for persons experiencing chronic homelessnessin the FY 2015 operating year.

100.00%

3B-1.6. Is the CoC on track to meet the goal of ending chronic homelessness by 2017?

No

This question will not be scored.

3B-1.6a. If “Yes,” what are the strategies implemented by the CoC tomaximize current resources to meet this goal? If “No,” what resources ortechnical assistance will be implemented by the CoC to reach the goal ofending chronically homeless by 2017?(limit 1000 characters)

CoC will seek technical assistance to conduct strategic planning in 2015 toestablish goals and objectives to end homelessness within the CoC anddevelop additional resources to increase the number of permanent supportivehousing units. In order to end chronic homelessness the CoC will need todevelop additional sources of funding other than CoC and other governmentalfunding. The CoC's Advisory Council is planning new advocacy and fundraisingactivities to support the work of the CoC.



3B. Continuum of Care (CoC) Strategic PlanningObjectives

Objective 2: Ending Homelessness Among Households with Children andEnding Youth Homelessness


Opening Doors outlines the goal of ending family (Households withChildren) and youth homelessness by 2020. The following questions focuson the various strategies that will aid communities in meeting this goal.

3B-2.1. What factors will the CoC use to prioritize households withchildren during the FY2015 Operating year? (Check all that apply).

Vulnerability to victimization:X

Number of previous homeless episodes:

Unsheltered homelessness:X

Criminal History:

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

Head of household has mental/physical disabilities:X

N/A:



3B-2.2. Describe the CoC's plan to rapidly rehouse every family thatbecomes homeless within 30 days of becoming homeless on the street orentering shelter.(limit 1000 characters)

In 2014 the CoC began reallocating transitional housing projects servinghomeless families with children to RRH. In 2015, the CoC is reallocating theremaining TH projects except for 1 that serves DV victims. CoC expects toshorten time in homelessness when Coordinated Entry is implemented in 2016.Currently families are identified upon intake and prioritized according to barriersfor obtaining housing i.e., length of time homeless, rental history, housing debt;income barriers such as not enough income to afford the open market oreducation or physical barriers to work. A major barrier for rehousing familieswithin 30 days is the lack of affordable housing in the CoC and reluctance oflandlords to accept clients with poor credit and housing debt. CoC is workingwith housing developers to create more affordable housing and advocating withlandlords to accept clients with income and credit issues.

3B-2.3. Compare the number of RRH units available to serve families fromthe 2014 and 2015 HIC.


RRH units available to serve families in the HIC: 2 11 9

3B-2.4. How does the CoC ensure that emergency shelters, transitionalhousing, and permanent housing (PSH and RRH) providers within the CoC

do not deny admission to or separate any family members from othermembers of their family based on age, sex, or gender when entering

shelter or housing? (check all strategies that apply)CoC policies and procedures prohibit involuntary family separation:

There is a method for clients to alert CoC when involuntarily separated:

CoC holds trainings on preventing involuntary family separation, at least once a year: X

Utilize motel vouchers for emergency shelter to prevent family separationX

One of our emergency shelters has a family room for any family compositionX

None:



3B-2.5. Compare the total number of homeless households with children inthe CoC as reported by the CoC for the 2015 PIT count compared to 2014

(or 2013 if an unsheltered count was not conducted in 2014).

PIT Count of Homelessness Among Households With Children2014

(for unsheltered count,most recent year conducted)

2015 Difference

Universe:Total PIT Count of sheltered and unsheltered homelesshouseholds with children:

80 68 -12

Sheltered Count of homeless households with children:

75 61 -14

Unsheltered Count of homeless households with children:

5 7 2

3B-2.5a. Explain the reason(s) for any increase, decrease or no change inthe total number of homeless households with children in the CoC asreported in the 2015 PIT count compared to the 2014 PIT count.(limit 1000 characters)

The 2015 PIT count indicated a decrease of 15% in the total number ofhomeless households with children as compared with the 2014 count. Reasonsfor the decrease include: a. The YWCA of NW Georgia’s shelter beds werereduced due to renovation. The shelter had 10 family units in 2014 but only 5temporary voucher family units in 2015; b. The Center for Family Resources’Onsite Project ended in late 2014 which reduced the inventory of units housingfamilies with children by 12 units; c. The Sheltering Grace program housed onlyindividual women and had no households with children on the 2015 PIT countnight.

3B-2.6. Does the CoC have strategies to address the unique needs ofunaccompanied homeless youth (under age 18, and ages 18-24), including

the following:Human trafficking and other forms of exploitation? No

LGBTQ youth homelessness? No

Exits from foster care into homelessness? Yes

Family reunification and community engagement? Yes

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

No

Unaccompanied minors/youth below the age of 18? Yes



3B-2.6a. Select all strategies that the CoC uses to address homeless youthtrafficking and other forms of exploitation.

Diversion from institutions and decriminalization of youth actions that stem from being trafficked:

Increase housing and service options for youth fleeing or attempting to flee trafficking:

Specific sampling methodology for enumerating and characterizing local youth trafficking:

Cross systems strategies to quickly identify and prevent occurrences of youth trafficking:

Community awareness training concerning youth trafficking:

Collaborations with mainstream providers such as education, TANF, youth job trainingX

N/A:

3B-2.7. What factors will the CoC use to prioritize unaccompanied youth(under age 18, and ages 18-24) for housing and services during the FY2015

operating year? (Check all that apply)Vulnerability to victimization:

Length of time homeless:

Unsheltered homelessness:X

Lack of access to family and community support networks:X

N/A:

3B-2.8. Using HMIS, compare all unaccompanied youth (under age 18, andages 18-24) served in any HMIS contributing program who were in an

unsheltered situation prior to entry in FY 2013 (October 1, 2012 -September 30, 2013) and FY 2014 (October 1, 2013 - September 30, 2014).

FY 2013(October 1, 2012 -

September 30, 2013)

FY 2014 (October 1, 2013 -

September 30, 2104)Difference

Total number of unaccompanied youth served in HMIS contributing programs who were in an unsheltered situation prior to entry:

29 21 -8



3B-2.8a. If the number of unaccompanied youth and children, and youth-headed households with children served in any HMIS contributingprogram who were in an unsheltered situation prior to entry in FY 2014 islower than FY 2013, explain why.(limit 1000 characters)

The number decreased by 28% because fewer youth were living in unshelteredsituations.

3B-2.9. Compare funding for youth homelessness in the CoC's geographicarea in CY 2015 to projected funding for CY 2016.

Calendar Year 2015 Calendar Year 2016 Difference

Overall funding for youthhomelessness dedicated projects (CoC Program and non-CoC Program funded):

$0.00 $0.00 $0.00

CoC Program funding for youthhomelessness dedicated projects:

$0.00 $0.00 $0.00

Non-CoC funding for youthhomelessness dedicated projects (e.g. RHY or other Federal, Stateand Local funding):

$0.00 $0.00 $0.00

3B-2.10. To what extent have youth housing and service providers and/orState or Local educational representatives, and CoC representatives

participated in each other's meetings over the past 12 months?Cross-Participation in Meetings # Times

CoC meetings or planning events attended by LEA or SEA representatives: 10

LEA or SEA meetings or planning events (e.g. those about child welfare,juvenille justice or out of school time) attended by CoC representatives:

4

CoC meetings or planning events attended by youth housing and service providers (e.g. RHY providers):

3

3B-2.10a. Given the responses in 3B-2.10, describe in detail how the CoCcollaborates with the McKinney-Vento local eduction liaisons and Stateeducational coordinators.(limit 1000 characters)



Local homeless liaisons from both school systems are members of the CoC andattend general membership meetings and homeless council meetings. Casemanagers from each project that serves families and children/youth coordinateswith the homeless liaisons to ensure children receive access to educationalservices. The Marietta City School System has developed a Student SuccessCenter at its high school. Several CoC funded organizations partner to conductplace-based services for homeless and near homeless youth and families.School Social Workers identify homeless and near homeless families and referthem to The Center for Family Resources or YWCA if family violence is anissue. Case managers meet with the family and school social workers in theSuccess Center to coordinate goal plans for obtaining housing and any neededsupportive services. Other community partners are located in the Center andprovide food, clothing, substance abuse and mental health counseling, etc.

3B-2.11. How does the CoC make sure that homeless participants areinformed of their eligibility for and receive access to educationalservices? Include the policies and procedures that homeless serviceproviders (CoC and ESG Programs) are required to follow. In addition,include how the CoC, together with its youth and educational partners(e.g. RHY, schools, juvenilee justice and children welfare agencies),identifies participants who are eligible for CoC or ESG programs.(limit 2000 characters)

The CoC collaborates with the local education authorities to assist in theidentification of homeless families as well as informing these homeless familiesand youth of their eligibility for McKinney-Vento education services. The CoC’seducational policy requires that when families are placed in emergency ortransitional shelter, the educational needs of children must be considered to themaximum extent practicable, so as not to disrupt the children’s education. Allprojects providing housing or services to families are required to designate astaff person to ensure that children are enrolled in school and connected to theappropriate services within the community, including early childhood programssuch as Head Start, Part C of the Individuals with Disabilities Education Act,and McKinney-Vento education services. Case managers at all projects thatserve children coordinate with the schools’ homeless liaisons to connect withappropriate services for the children. Homeless liaisons are active in the CoCand participate in General Membership meetings, homeless council meetings,and activities such as the PIT count. The superintendent of the Marietta SchoolSystem serves on the CoC’s Advisory Council.



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

Objective 3: Ending Veterans Homelessness


Opening Doors outlines the goal of ending Veteran homelessness by theend of 2015. The following questions focus on the various strategies thatwill aid communities in meeting this goal.

3B-3.1. Compare the total number of homeless Veterans in the CoC asreported by the CoC for the 2015 PIT count compared to 2014 (or 2013 if an

unsheltered count was not conducted in 2014).2014 (for unsheltered count, most recent

year conducted)2015 Difference

Universe: Total PIT count of sheltered and unsheltered homeless veterans:

51 22 -29

Sheltered count of homeless veterans: 17 10 -7

Unsheltered count of homelessveterans:

34 12 -22

3B-3.1a. Explain the reason(s) for any increase, decrease or no change inthe total number of homeless veterans in the CoC as reported in the 2015PIT count compared to the 2014 PIT count.(limit 1000 characters)

The CoC utilized the same service-based methodology in both the 2013 and2015 PIT counts; however, it improved its survey and increased training forconducting surveys and completing enumeration forms. A decline of 35% in theunsheltered number and a 43% decline in the overall number of veteransidentified on the night of the PIT count may be attributed to active SSVFprograms operated by Hope Atlanta and the United Way.



3B-3.2. How is the CoC ensuring that Veterans that are eligible for VAservices are identified, assessed and referred to appropriate resources,i.e. HUD-VASH and SSVF?(limit 1000 characters)

SSVF programs at Hope Atlanta and United Way, funded through the VA, andthe Region 1 PATH team, funded through SAMHSA/ HHS, coordinate outreachto identify veterans in the CoC. Veterans are assessed to determine theireligibility for VA services by referral to the VA Medical Center or may bereferred to the local DAV chapter which assists veterans to obtain thenecessary documentation to confirm eligibility. Non-VA funded organizations inthe CoC that serve veterans refer to the SSVF programs, the VAMC, or thelocal DAV office to determine eligibility for services. CoC funded programstargeting veterans are located at MUST Ministries and Zion Keepers and workclosely with the VA, SSVF, and DAV.

3B-3.3. For Veterans who are not eligible for homeless assistance throughthe U.S Department of Veterans Affairs Programs, how is the CoCprioritizing CoC Program-funded resources to serve this population?(limit 1000 characters)

Veterans who are determined to be ineligible for VA services are immediatelyreferred by the case manager to one of the two CoC funded PSH organizationstargeting veterans or to any of the other appropriate TH or permanent housingprojects.

3B-3.4. Compare the total number of homeless Veterans in the CoC ANDthe total number of unsheltered homeless Veterans in the CoC, as

reported by the CoC for the 2015 PIT Count compared to the 2010 PITCount (or 2009 if an unsheltered count was not conducted in 2010).

2010 (or 2009 if anunsheltered count wasnot conducted in 2010)

2015 % Difference

Total PIT count of sheltered andunshelteredhomeless veterans:

72 22 -69.44%

Unsheltered count of homelessveterans:

51 12 -76.47%

3B-3.5. Indicate from the dropdown whether you are on target to end Veteran

homelessness by the end of 2015.

Yes



This question will not be scored.

3B-3.5a. If “Yes,” what are the strategies being used to maximize yourcurrent resources to meet this goal? If “No,” what resources or technicalassistance would help you reach the goal of ending Veteranhomelessness by the end of 2015?(limit 1000 characters)

Data from the SSVF Veteran Homelessness Gaps Analysis Tool indicates theCoC is on target to reach functional zero by year’s end. A list of all veteranswho have been identified has been developed, updated regularly, and reviewedat least bi-weekly by key community partners to ensure Veterans have apermanent housing plan and those plans are achieved. Every Veteran whobecomes homeless is rapidly engaged and offered shelter and/or housing thatmeets their needs. SSVF resources are sufficient and allocated to ensure thereare no RRH gaps or turn-aways. Additional challenges identified to help toimprove service delivery include: coordination of federal requirements; betterattendance from the Housing Authority at SSVF meetings; lack of startupmoney for veterans; veteran income and background barriers; lack of affordablehousing options; housing for dishonorably discharged veterans; more servicesfor addiction, substance abuse, employment, mental health and financialstability.



4A. Accessing Mainstream Benefits


4A-1. Does the CoC systematically provideinformation

to provider staff about mainstream benefits,including

up-to-date resources on eligibility andmainstream

program changes that can affect homelessclients?

Yes

4A-2. Based on the CoC's FY 2015 new and renewal project applications,what percentage of projects have demonstrated that the project isassisting project participants to obtain mainstream benefits, which

includes all of the following within each project: transportation assistance,use of a single application, annual follow-ups with participants, and SOAR-

trained staff technical assistance to obtain SSI/SSDI?

FY 2015 Assistance with Mainstream BenefitsTotal number of project applications in the FY 2015 competition (new and renewal):

15

Total number of renewal and new project applications that demonstrate assistance to project participants to obtain mainstream benefits (i.e. In a Renewal Project Application, “Yes” is selected for Questions 3a, 3b, 3c, 4, and 4a on Screen 4A. In a New Project Application, "Yes" is selected for Questions 5a, 5b, 5c, 6, and 6a on Screen 4A).

15

Percentage of renewal and new project applications in the FY 2015 competition that have demonstrated assistance to project participants to obtain mainstream benefits:

100%

4A-3. List the healthcare organizations you are collaborating with tofacilitate health insurance enrollment (e.g. Medicaid, Affordable Care Actoptions) for program participants. For each healthcare partner, detail thespecific outcomes resulting from the partnership in the establishment ofbenefits for program participants.(limit 1000 characters)



The CoC is located in Georgia which is not a Medicaid expansion state. TheCoC coordinates with the local DFCS office for Medicaid enrollment. In 2014and in 2015, the Collaborative Applicant has sponsored workshops withNavigators to provide workshops that were open to all organizations in the CoCto educate providers about Affordable Care Act options and assist clients inapplying for benefits. This year’s workshop will be presented on December 3,2015 by Insure Georgia.

4A-4. What are the primary ways that the CoC ensures that programparticipants with health insurance are able to effectively utilize the

healthcare benefits available?Educational materials:

In-Person Trainings:X

Transportation to medical appointments:X

Not Applicable or None:



4B. Additional Policies


4B-1. Based on the CoC's FY 2015 new and renewal project applications,what percentage of Permanent Housing (PSH and RRH), Transitional

Housing (TH) and SSO (non-Coordinated Entry) projects in the CoC arelow barrier? Meaning that they do not screen out potential participants

based on those clients possessing a) too little or little income, b) active orhistory of substance use, c) criminal record, with exceptions for state-

mandated restrictions, and d) history of domestic violence.

FY 2015 Low Barrier DesignationTotal number of PH (PSH and RRH), TH and non-Coordinated Entry SSO project applications inthe FY 2015 competition (new and renewal):

15

Total number of PH (PSH and RRH), TH andnon-Coordinated Entry SSO renewal and new project applicationsthat selected “low barrier” in the FY 2015 competition:

7

Percentage of PH (PSH and RRH), TH andnon-Coordinated Entry SSO renewal and new project applications in the FY 2015 competition that will bedesignated as “low barrier”:

47%

4B-2. What percentage of CoC Program-funded Permanent SupportiveHousing (PSH), RRH, SSO (non-Coordinated Entry) and Transitional

Housing (TH) FY 2015 Projects have adopted a Housing First approach,meaning that the project quickly houses clients without preconditions or

service participation requirements?

FY 2015 Projects Housing First DesignationTotal number of PSH, RRH, non-Coordinated Entry SSO, and TH project applications in the FY 2015 competition (new and renewal):

15

Total number of PSH, RRH, non-Coordinated Entry SSO, and TH renewal and new project applications thatselected Housing First in the FY 2015 competition:

5

Percentage of PSH, RRH, non-Coordinated Entry SSO, and TH renewal and new project applications inthe FY 2015 competition that will be designated asHousing First:

33%



4B-3. What has the CoC done to ensure awareness of and access tohousing and supportive services within the CoC’s geographic area to

persons that could benefit from CoC-funded programs but are notcurrently participating in a CoC funded program? In particular, how does

the CoC reach out to for persons that are least likely to request housing orservices in the absence of special outreach?

Direct outreach and marketing:X

Use of phone or internet-based services like 211:

Marketing in languages commonly spoken in the community:

Making physical and virtual locations accessible to those with disabilities:

Not applicable:

4B-4. Compare the number of RRH units available to serve any populationfrom the 2014 and 2015 HIC.


RRH units available to serve any population in theHIC:

3 23 20

4B-5. Are any new proposed projectapplications requesting $200,000 or more in

funding for housing rehabilitation or newconstruction?

No

4B-6. If "Yes" in Questions 4B-5, then describe the activities that theproject(s) will undertake to ensure that employment, training and othereconomic opportunities are directed to low or very low income persons tocomply with section 3 of the Housing and Urban Development Act of 1968(12 U.S.C. 1701u) (Section 3) and HUD’s implementing rules at 24 CFR part135? (limit 1000 characters)



N/A

4B-7. Is the CoC requesting to designate oneor more

of its SSO or TH projects to serve familieswith children

and youth defined as homeless under otherFederal statutes?

No

4B-7a. If "Yes" in Question 4B-7, describe how the use of grant funds toserve such persons is of equal or greater priority than serving personsdefined as homeless in accordance with 24 CFR 578.89. Description mustinclude whether or not this is listed as a priority in the ConsolidatedPlan(s) and its CoC strategic plan goals. CoCs must attach the list ofprojects that would be serving this population (up to 10 percent of CoCtotal award) and the applicable portions of the Consolidated Plan.(limit 2500 characters)

N/A

4B-8. Has the project been affected by amajor disaster, as declared by President

Obama under Title IV of the Robert T. StaffordAct in the 12 months prior to the opening of

the FY 2015 CoC Program Competition?

No

4B-8a. If "Yes" in Question 4B-8, describe the impact of the naturaldisaster on specific projects in the CoC and how this affected the CoC'sability to address homelessness and provide the necessary reporting toHUD.(limit 1500 characters)

N/A

4B-9. Did the CoC or any of its CoC programrecipients/subrecipients request technicalassistance from HUD in the past two years

(since the submission of the FY 2012application)? This response does not affect

the scoring of this application.

Yes



4B-9a. If "Yes" to Question 4B-9, check the box(es) for which technicalassistance was requested.

This response does not affect the scoring of this application.

CoC Governance:X

CoC Systems Performance Measurement:

Coordinated Entry:

Data reporting and data analysis:

HMIS:

Homeless subpopulations targeted byOpening Doors: veterans, chronic,

children and families, and unaccompanied youth:

Maximizing the use of mainstream resources:

Retooling transitional housing:

Rapid re-housing:

Under-performing program recipient, subrecipient or project:

Not applicable:

4B-9b. If TA was received, indicate the type(s) of TA received, using thecategories listed in 4B-9a, the month and year it was received and thenindicate the value of the TA to the CoC/recipient/subrecipient involved

given the local conditions at the time, with 5 being the highest value and a1 indicating no value.

This response does not affect the scoring of this application.

Type of TechnicalAssistance Received

DateReceived

Rate the Value of the Technical Assistance

CoC Governance 08/15/2013 5

CoC Governance 08/16/2013 5



4C. Attachments


For required attachments related to rejected projects, if the CoC did not reject any projects thenattach a document that says "Does Not Apply".

Document Type Required? Document Description Date Attached

01. 2015 CoC ConsolidatedApplication: Evidence of theCoC's Communication toRejected Projects

Yes Communication to ... 11/19/2015

02. 2015 CoC ConsolidatedApplication: Public PostingEvidence

Yes Public Posting Co... 11/19/2015

03. CoC Rating and ReviewProcedure

Yes Rating and Review... 11/19/2015

04. CoC's Rating and ReviewProcedure: Public PostingEvidence

Yes Public Posting Ra... 11/19/2015

05. CoCs Process forReallocating

Yes Process for Reall... 11/19/2015

06. CoC's Governance Charter Yes Governance Charter 11/19/2015

07. HMIS Policy andProcedures Manual

Yes GA HMIS Policies ... 11/19/2015

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

No

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

Yes PHA Admin Plan 11/19/2015

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

No GA HMIS By-Laws 11/19/2015

11. CoC Written Standards forOrder of Priority

No Order of Priority 11/19/2015

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

No

13. Other No HMIS MOA 11/19/2015

14. Other No

15. Other No



Attachment Details

Document Description: Communication to Rejected Projects

Attachment Details

Document Description: Public Posting Consolidated Application

Attachment Details

Document Description: Rating and Review Process

Attachment Details

Document Description: Public Posting Rating and Review Procedure

Attachment Details

Document Description: Process for Reallocating

Attachment Details

Document Description: Governance Charter

Attachment Details



Document Description: GA HMIS Policies and Procedures Manual

Attachment Details

Document Description:

Attachment Details

Document Description: PHA Admin Plan

Attachment Details

Document Description: GA HMIS By-Laws

Attachment Details

Document Description: Order of Priority

Attachment Details


Attachment Details

Document Description: HMIS MOA



Attachment Details


Attachment Details




Submission Summary

Page Last Updated

1A. Identification 11/19/2015

1B. CoC Engagement 11/18/2015

1C. Coordination 11/18/2015

1D. CoC Discharge Planning 11/12/2015

1E. Coordinated Assessment 11/17/2015

1F. Project Review 11/18/2015

1G. Addressing Project Capacity 11/16/2015

2A. HMIS Implementation 11/18/2015

2B. HMIS Funding Sources 11/18/2015

2C. HMIS Beds 11/18/2015

2D. HMIS Data Quality 11/19/2015

2E. Sheltered PIT 11/12/2015

2F. Sheltered Data - Methods 11/18/2015

2G. Sheltered Data - Quality 11/17/2015

2H. Unsheltered PIT 11/12/2015

2I. Unsheltered Data - Methods 11/18/2015

2J. Unsheltered Data - Quality 11/18/2015

3A. System Performance 11/19/2015

3B. Objective 1 11/18/2015

3B. Objective 2 11/18/2015

3B. Objective 3 11/18/2015

4A. Benefits 11/18/2015

4B. Additional Policies 11/18/2015

4C. Attachments 11/19/2015

Submission Summary No Input Required



From: Cobb Community CollaborativeTo: Carolyn BridgesSubject: Cobb Collaborative Community NoticeDate: Thursday, November 19, 2015 12:47:46 PM

Community Notice

The GA 506 Marietta/Cobb Continuum of Care has posted the final draft of the 2015 Continuum of Care Application and 2015 Continuum of Care Project Priority Listing. Both of these documents have been posted on The Cobb Collaborative website at:www.CobbCollaborative.org Should you have questions, please contact Carolyn Bridges @ [email protected].

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Karen Carter, Executive Director | 770-514-7213 | [email protected]

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Rating and Ranking Process 2015 Page 1 Adopted September 2015 Amended November 2015

GA-506 Marietta/Cobb CoC Rating and Ranking Process

2015 Ranking Requirements The HUD CoC NOFA requires that each CoC conduct a transparent and objective process to review and rank all applications for renewal of existing projects and creation of new projects. Tiers To ensure that CoCs have the opportunity to prioritize their projects locally in the event that HUD is not able to fund all renewals, HUD requires that CoCs rank projects in 2 tiers. The tiers are financial thresholds. HUD’s latest guidance released on 7.14.15 states:

We believe that we have enough funding for FY 2015 to award all renewal projects, however, we are still implementing a tiered funding process. Tier 1 will be a smaller percentage than in years past, and the process for selecting projects from Tier 2 will be much more competitive. Whether a project is funded will depend much more on the performance of the CoC and the qualities of the project. CoCs should be evaluating their performance and identifying lower priority projects that can be reallocated as well as planning new permanent housing projects that can be created through reallocation or bonus.

Updated: The 2015 NOFA published 9.17.2015 states:

Although the available amount of funding is expected to be sufficient to fund anticipated eligible renewal projects in FY 2015, HUD will continue to require Collaborative Applicants to rank all projects, except CoC planning and UFA Costs, in two tiers. Tier 1 is equal to 85 percent of the CoC’s FY 2015 Annual Renewal Demand (ARD) approved by HUD on the final HUD-approved Grant Inventory Worksheet (GIW), finalized either during the FY 2015 CoC Program Registration process or during the 10-day grace period after this NOFA was published. Tier 2 is the difference between Tier 1 and the CoC’s ARD plus any amount available for the permanent housing bonus as described in Section II.B.3. of this NOFA.

Re-Allocation CoCs may use funds taken in whole or in part from existing grants to create new projects through re-allocation. Projects may be created for:

Permanent Supportive Housing (PSH) for chronically homeless households, including individuals, families, and unaccompanied youth

Rapid Re-Housing (RRH) for individuals and families, including unaccompanied youth, who are residing on the streets or in emergency shelters or who are fleeing domestic violence


Dedicated HMIS Supportive service only (SSO) for coordinated entry

New Projects The 2015 NOFA will allow applications for a new bonus Permanent Housing project - either rapid re-housing or permanent supportive housing. Some of the requirements for the permanent housing bonus will likely be different than in prior years. Details will be outlined in the 2015 NOFA. Updated: CoCs may create new projects through the permanent housing bonus up to 15 percent of the CoC’s FPRN for the following types of new projects:

a. CoCs may create new permanent supportive housing projects that will serve 100 percent chronically homeless families and individuals, and

b. CoCs may create new rapid re-housing projects that will serve homeless individuals and families coming directly from the streets or emergency shelters, and includes persons fleeing domestic violence situations and other persons meeting the criteria of paragraph (4) of the definition of homeless.

The CoC will publish an open competition for Permanent Housing Bonus projects and new projects created through re-allocation. Organizations will submit a Letter of Intent outlining the proposed project and organizational information to determine that applicants have satisfactory capacity to meet HUD threshold requirements. Proposed projects will be rated on capacity to meet threshold requirements and other factors including:

Experience of the organization in utilizing federal funds and performing the activities proposed

Basic organization and management structure of the organization, including evidence of internal and external coordination and an adequate financial accounting system

Cost effectiveness of housing and services to be provided Total of non-HUD resources to be used to implement the project (both match and

leveraging) Organization’s involvement in the Marietta/Cobb Continuum of Care Organization’s level of experience in HMIS

HUD Priority Order In FY 2015, HUD will be more aggressively promoting the strategies outlined in Opening Doors. This includes demonstrating progress towards strategic resource allocation, ending chronic homelessness, ending family homelessness, ending veteran homelessness, ending youth homelessness, and implementing housing first approaches.

http://hudexchange.us5.list-manage.com/track/click?u=87d7c8afc03ba69ee70d865b9&id=a2253d11ce&e=d67ff9e970



CoCs have the flexibility to rank projects in any order; however, HUD has established a priority order in which they will fund projects by project type, and within each Tier. The 2014 order (which may be modified in the FY2015 competition) was:

1. Renewal permanent housing projects, RRH, and PSH 2. New PSH projects created through reallocation for 100% chronically homeless 3. New Rapid Re-housing projects created through reallocation for homeless

households with children coming from the streets or shelters 4. Renewal safe havens 5. Renewal transitional housing 6. CoC planning costs 7. UFA costs 8. SSO projects for centralized or coordinated assessment system 9. Renewal HMIS

10. All other renewal supportive services only projects 11. Any project application submitted by the CoC that was not included in the HUD-

approved GIW Updated: In the FY15 NOFA, HUD did not explicitly establish a priority order in which they will fund projects by project type, and within each Tier, but identifies policy priorities:

Policy Priorities: 1. Strategic Resource Allocation

a. Comprehensive Review of Projects b. Maximizing the Use of Mainstream Resources c. Leveraging Resources through Partnerships d. Reviewing the Efficacy of Transitional Housing

2. Ending Chronic Homelessness 3. Ending Family Homelessness 4. Ending Youth Homelessness 5. Ending Veteran Homelessness 6. Using a Housing First Approach

Strategic Resource Allocation HUD requires each CoC to comprehensively review all existing projects within its geographic area, using CoC-approved scoring criteria and selection priorities, to determine the extent to which each project is still necessary and addresses the listed policy priorities in the Funding Notice. Funds for projects that are determined to be underperforming, obsolete, or ineffective should be reallocated to new projects that are based on proven or promising models. In developing our local policy governing project ranking, re-allocation, and tiering, the Marietta/Cobb CoC’s objectives are to:

Comply with all HUD requirements Preserve funding for high performing projects


Shift investments from lower performing projects to new projects that help advance the goal of reducing homelessness

The Marietta/Cobb CoC will invite submissions for new and renewal projects including non-HUD funded members and will conduct a review and ranking following the procedures approved by the CoC Board of Directors. A panel composed of the non-conflicted members of the CoC Board of Directors will review and make rating and ranking recommendations in accordance with HUD guidelines. Projects (except HMIS) will be scored using a scoring system based on HUD-established performance measures and the CoC monitoring score.

A total of 100 points will be available with 20 points for performance criteria and 80 points for monitoring.

New projects with a total score of less than 80 points will not be recommended to the CoC for ranking.

Renewal projects with a combined score of less than 80 points will be recommended to the CoC Board for either identification of technical assistance needed to address deficiencies, probation, recommendation of sub-grantee status, or full or partial reallocation of funds.

Updated: Ranking Procedures

Updated: Projects with a CoC APR/Monitoring score of 80 points and above will be ranked by that score, from highest to lowest

Projects with score of less than 80 points will be recommended to the CoC Board for either identification of technical assistance needed to address deficiencies, probation, recommendation of sub-grantee status, or full or partial reallocation of funds

Some renewing permanent housing projects will not have an APR because they have not been operational for a full year. These projects will receive 0 points for performance. However, they will be in Hold Harmless status and included in Tier 1 at the bottom of that project type because they are HUD’s highest priority. Updated: Some renewing permanent housing projects will not have an APR because they have not been operational for a full year. These projects will receive 0 points for performance. However, they will be in Hold Harmless status and included in Tier 1 and ranked above HMIS projects.

HMIS projects support the entire CoC and will be exempt from rating except for

spending. HMIS renewals will be placed in Tier 1.


Updated: HMIS projects support the entire CoC and will be exempt from rating except for spending. HMIS renewals will be ranked at the bottom of Tier 1, but above a renewal project that straddles Tier 1 and Tier 2.

Rapid Re-housing is a model designed to complement and enhance homeless

system performance. Preliminary evidence indicates that it can be particularly effective for households with children. Research shows that transitional housing is generally more expensive than other housing models serving similar populations. HUD is strongly encouraging CoCs and recipients to carefully review the transitional projects within the CoC and determine if rapid re-housing may be a better model for the CoC. Renewal Transitional Housing projects serving households with children may request the CoC to convert the grant to RRH serving households with children by reallocating all or part of the grant award to RRH. Converting Transitional projects currently listed in Tier 1 would continue to remain in Tier 1. Updated: A Transitional Housing Project reallocating to RRH will be ranked according to the CoC’s APR/Monitoring score received by that reallocating Transitional Housing project.

Updated: Bonus Projects will be placed in Tier 2 and ranked above projects scoring less than 80 points.

Appeal Process Applicants placed in Tier 1 may not appeal their rank on the Project Priority List. Applicants may appeal any of the following decisions of the CoC:

Placement of project into Tier 2 Reduction of renewal grant amount (i.e. renewal grant partially re-allocated to a

new project) Elimination of renewal grant (i.e. entire grant re-allocated to a new project)

Appeals must be submitted in writing to the CoC no later than 5 days after notification of the CoC approved Rating and Ranking List. Appeals will be heard by a panel composed of the non-conflicted members of the CoC Board plus representatives from two CoC organizations not currently serving on the Board of Directors. The appealing organization will be notified within ten business days of the decision of the appeals panel.

GOVERNANCE CHARTER OF

THE GA-506 MARIETTA/COBB CONTINUUM OF CARE Organization The name of the Continuum of Care shall be the GA-506 Marietta/Cobb Continuum of Care, hereinafter referred to as the CoC. The name of the Continuum of Care Board shall be the Marietta/Cobb Continuum of Care Board, hereinafter referred to as the Board. Purpose

The CoC is the planning body for Cobb County that coordinates the community’s policies, strategies and activities toward ending homelessness. Its work includes gathering and analyzing information in order to determine the local needs of people experiencing homelessness, accessing resources, implementing strategic responses, educating the community on homeless issues, providing advice and input on the operations of homeless services, and measuring CoC performance. The Board establishes the local process for applying, reviewing and prioritizing project applications for funding in the annual HUD Homeless Assistance CoC Grants competition. Further, the CoC’s purposes include:

1. Ensuring that the CoC is meeting all of the responsibilities assigned to it by HUD regulations (see below);

2. Representing the relevant organizations and projects serving homeless subpopulations;

3. Supporting homeless persons in their movement from homelessness to economic stability and affordable permanent housing within a supportive community; and

4. Including all the needs of all of Cobb County’s homeless population,

including the special service and housing needs of homeless subpopulations; and

5. Facilitating responses to issues and concerns effecting the organizations funded by the CoC that are beyond those addressed in the annual CoC application process.

Responsibilities As the CoC for the geographic area, the Board works with the membership to fulfill three major duties:

1. Operate the CoC, which must: i. Hold meetings of the full membership, with published agendas, at

least semiannually;

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

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

iv. Appoint committees, subcommittees, or workgroups; v. In consultation with the Collaborative Applicant (The Center for

Family Resources) and the HMIS Lead, develop, follow, and update annually a governance charter, which will include all procedures and policies needed to comply with § 578.7 B as prescribed by HUD; and a code of conduct and recusal process for the Board, its chair(s), and any person acting on behalf of the board;

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

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

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

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

1) Policies and procedures for evaluating individuals’ and

families’ eligibility for CoC assistance; 2) Policies and procedures for determining and prioritizing which

eligible individuals and families will receive transitional housing assistance;

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

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

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

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

2. Designating and operating an Homeless Management Information

System (HMIS): i. Designate a single HMIS for the geographic area

The Pathways Compass Rose/MISI is the designated HMIS for the GA-506 Marietta/Cobb Continuum of Care.

ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as the HMIS Lead. Georgia Department of Community Affairs (under Georgia Housing and Finance Authority) is designated as the HMIS Lead with roles and responsibilities of the HMIS Lead and the Continuum of Care outlined in the GA HMIS Steering Committee By-laws.

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

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

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

3. Continuum of Care planning:

The CoC must develop a plan that includes: i. Coordinating the implementation of a housing and service system

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

1) Outreach, engagement, and assessment;

2) Shelter, housing, and supportive services;

3) Prevention strategies. ii. Planning for and conducting, at least biennially, a point-in-time

count of homeless persons within the geographic area that meets the following requirements:

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

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

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

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

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

Membership of the Board: The Board includes:

1. Permanent seats include representatives appointed from each CoC funded agency, Cobb County CDBG, public housing authority, and the Collaborative Applicant (ex-officio). One entity cannot fill two voting board seats.

2. Up to 6 at large members from key stakeholder organizations in the CoC geographic area, one of which must be a homeless or formerly homeless person. (Examples: Law Enforcement, Education/ Homeless Liaison; veteran’s representative.)

Board Member Terms: At large Board Members may serve up to two three year terms, at which time they must rotate off the board at least one year. Board Member Qualifications: All members of the Board shall demonstrate a professional interest in, or personal commitment to addressing and alleviating the impacts of homelessness on the people of the community.

Board Member Responsibilities include: 1. Attend meetings and contribute to informed dialogue on actions the group

undertakes; 2. Serve on a committee or work group of the Board; 3. Participate in the activities of the Board, including the Point-in-Time count,

HMIS oversight, strategic planning, advocacy and public education efforts, project and system performance reviews, and the application processes for CoC Homeless Assistance Grants and other funding proposals; and

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4. Seek input from and report back to the constituency they represent on key issues and strategies and otherwise keep abreast of needs and gaps in the CoC.

Leadership of the Board consists of: Officers: The officers of the Board shall be two (2) Co-Chairs, and a Secretary. Officers shall not be compensated for their services as such officers.

Co-Chairs: Co-chairs are responsible for scheduling meetings of the Board, ensuring that the Board meets regularly or as needed, and for setting the agenda for meetings.

Secretary: The Secretary shall keep accurate records of the acts and

proceedings of all meetings of the Board or designate another person to do so at each meeting, including documenting all actions taken without a meeting, as described above. Such records will include the names of those in attendance. The Secretary shall give all notices required by law and by these Regulations. The Secretary shall have general charge of Board records and shall keep or cause to be kept all such records at the Collaborative Applicant’s office. The Secretary shall sign such

instruments as may require the Secretary’s signature, shall perform such other duties as the Board may designate, and shall chair Board meetings in the case of the absence of both co-chairs.

Election and Term: The officers shall be elected by the Board representatives annually, at the first regular meeting of a new calendar year beginning October 1. Each officer shall hold office for a term of one (1) year or until their successors have been elected and qualified. Officers may serve up to two (2) consecutive terms. No person may hold more than one (1) office. Officer Vacancies: Vacancies among the officers may be filled by a vote of the majority of the Board membership at any meeting at which a quorum is present. Vacancies: Vacancies on the CoC Board will be handled as follows:

Funded Agencies will designate their replacement; Members at Large will be nominated by the Board

Frequency of Meetings – Bi-monthly Quorum: A number equal to a majority of the representatives serving on the Board shall constitute a quorum for the transaction of business at any meeting.

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Manner of Acting: The act of the majority of the representatives present at a meeting of the Board at which a quorum is present shall be the act of the Board. Voting: All votes shall be by voice or ballot at the will of the majority of those in attendance at a meeting with a quorum represented. Each representative seat shall have one vote. No member may vote on any item which presents a real or perceived conflict-of-interest. Proxies: Board member must give the name of the staff or Board person in writing to the secretary prior to the Board meeting. Action Without a Meeting: Any action that may be taken at any meeting of the Board may be taken without a meeting if that action is approved, in writing (e.g. letter, email) by a majority of all Board members who would be entitled to vote if a meeting was held for such purpose. Removal: The seat of any representative who is absent without cause for two (2) consecutive meetings of the Board of Directors may be declared vacant by the remaining members of the Board. Such seats will then be filled through the processes described above under vacancies.

Committees, Work Groups and Advisory Groups: The Board may establish committees, work groups, or advisory groups as it deems necessary to accomplish the work of the CoC. A Governance Committee, a standing committee of the board, of no less than three board members shall be appointed by the CoC Chairs. This Committee shall be responsible for institutionalizing governance practices to ensure the present and future health of the CoC and its effective operation. Its duties include identifying prospective board members and officers. Committees, work groups, or advisory groups will determine their respective meeting schedules and establish their purpose, goals and anticipated outcomes and overall timeline for addressing issues or challenges that it was chartered to address. Committees, work groups, and advisory groups will present their work product and gives updates at Board meetings. Conflicts of Interest: A board member having a conflict of interest or a conflict of responsibility on any matter shall refrain from voting on such matter. Members of the Board will sign a Conflict of Interest policy annually.

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Resignation: Unless otherwise provided by written agreement, any representative may resign at any time by giving written notice to the Co-Chairs. Any such resignations shall take effect at the time specified within the written notice or if the time be not specified therein upon its acceptance by the Board. Roberts Rules of Order: Will be used to conduct meetings. Full Membership: The CoC full membership will meet semi-annually. The Board will announce the date, time, and location of these meetings utilizing one or more of the following: Collaborative Applicant’s website, Cobb County website, Cobb Community Collaborative’s list serve.

Relationship between Board and Full CoC Membership: Board meetings will be open to the full membership and the public and the Board will post agendas and minutes of board meetings utilizing one or more of the following: Collaborative Applicant’s website, Cobb County website, Cobb Community Collaborative’s list serve. Between Board meetings, Board leaders will keep the full membership involved by involving members in committees, workgroups, and advisory groups by sharing information (including meeting minutes, resources for homeless services providers, plans and implementation progress, data about homelessness in the region and funding availability).

Recruitment: The CoC (or its designee) will publish and appropriately disseminate an open invitation at least annually for persons within the CoC area to join as new members. Recruitment efforts will be documented by the Collaborative Applicant.

Recruitment and Outreach: The Board also will identify and address membership gaps in essential sectors, from key providers or other vital stakeholders. The Board will recruit members to ensure that it meets all membership requirements set forth in its governance charter, including representation of certain populations and certain organizations. Specifically, outreach will be conducted to obtain membership from the following groups as they exist within the CoC’s geographic area and are available to participate in the CoC:

Nonprofit homeless assistance providers

Victim service providers

Faith-based organizations

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Governments

Businesses

Advocates

Public housing agencies

School districts

Social service providers

Mental health agencies

Hospitals

Universities

Affordable housing developers

Law enforcement

Organizations that serve veterans

Homeless and formerly homeless individuals

Other relevant organizations within the CoC’s geography (which may include mental health service providers and funders, substance abuse service providers and funders, foster care, local job councils, etc.).

Additional Membership Conditions: The membership of the Continuum of Care is defined as those organizations or persons with a professional interest in, or personal commitment to, addressing and alleviating the impacts of homelessness on the people of the community. No organization may have more than two (2) voting members; individuals have one vote each. Adopted March 18, 2014 Amended March 11, 2015 (Proxies Section) Amended November 17, 2015 (Responsibilities/HMIS Section #2)

11/1/2015

Georgia Pathways Homeless Management Information System Policies and Procedures Manual

Georgia HMIS Standard Operating Procedures

TABLE OF CONTENTS

Section A. Background and Structure ............................................................... 3 Section A.1 HMIS Background ...................................................................................................... 3

Section A.2 HUD Requirements and HMIS Data Standards ...........................................................3

Section A.3 Annual Homeless Assessment Report (AHAR) 2A-2. Does the CoC have a HMIS Policies and Procedures Manual? If yes, in order to receive credit the HMIS Policies and Procedures Manual must be attached to the CoC Application. .............................................4

Section A.4 Georgia HMIS Organization, Management and Contacts .......................................... 5

Section A.5 State and Local HMIS Policies ....................................................................................8

Section A.6 Domestic Violence Agencies .......................................................................................9

Section B. Agency and User Setup. ................................................................. 10 B.1 New Agency Procedures ........................................................................................................ 10

B.2 New User Procedures ............................................................................................................. 11

Section C. Data Entry and Data Quality ...........................................................14 C.1 Client Authorization and Intake ……………………………………………………………..14

C.2 Required Data Elements ......................................................................................................... 15

C.3 Programs (Enrollment and Discharge) ....................................................................................17

C.4 Updating Data ........................................................................................................................ 17

C.5 Data Quality and Data Integrity ............................................................................................. 17

Section D. Data Ownership, Security and Access. .........................................19 D.1 HMIS Privacy and Security Standards. ...................................................................................19

D.2 Agency Privacy and Security Procedures ...............................................................................19

D.3 Pathways Privacy and Security Procedures ............................................................................19

D.4 Access to Data ........................................................................................................................ 21

D.5 Client Grievances ................................................................................................................... 22

Section E. Reporting ........................................................................................ 24 E.1 Introduction to Pathways Reporting ........................................................................................24

E.2 Reporting Categories .............................................................................................................. 25

E.3 Commonly Required Reports ................................................................................................. 25

E.4 Advanced Use of Report Tools .............................................................................................. 26

Section F. System Support, Training and Technical Assistance ..................28 F.1 Training. ........................................................................................................................................ 28

F.2 Technical Assistance .............................................................................................................. 29

F.3 Online Resources .................................................................................................................... 30

F.4 Reporting System Issues ......................................................................................................... 31

F.5 Requesting Enhancements ...................................................................................................... 32

Section G. Monitoring ....................................................................................... 33 G.1 Data Monitoring ..................................................................................................................... 33

G.2 Privacy and Security Monitoring ........................................................................................... 33

Additional Resources........................................................................................ 34


Version 3.1 Page 3

Section A. Background and Structure

A.1 HMIS Background

A Homeless Management Information System (HMIS) is a software application designed to

record and store client-level information on the characteristics and service needs of homeless

persons. An HMIS is typically a web-based software application that homeless assistance

providers use to coordinate care, manage their operations, share information and better serve

their clients.

HMIS implementations can encompass geographic areas ranging from a single county to an

entire state. They are based primarily on the Continuum of Care geography. A HUD Continuum

of Care is the primary decision making entity defined in the funding application to HUD as the

official body representing a community plan to organize and deliver housing and services to

meet the specific needs of people who are homeless as they move to stable housing and

maximum self-sufficiency. An HMIS helps to link homeless assistance providers within a

community and create a more coordinated and effective housing and service delivery system.

The U. S. Department of Housing and Urban Development (HUD) and other planners and

policymakers at the federal, state and local levels use aggregate HMIS data to obtain better

information about the extent and nature of homelessness over time. Specifically, an HMIS can be

used to produce an unduplicated count of homeless persons, understand patterns of service use,

and measure the effectiveness of homeless programs.

The Georgia Homeless Management Information System was started in 2002. Pathways

Community Network was designated as the State of Georgia’s sole HMIS provider. The

PATHWAYS COMPASS has been around since 1999 when it was developed to assist homeless

service providers in Atlanta to share information and case manage their clients. By 2004,

Pathways incorporated the HUD data standards and had added a number of agencies to the

system from across the state. Currently the Georgia HMIS has over 300 active agencies and

covers six of the seven Georgia Continuum's of Care. Active agencies have entered over

1 ,643 ,233 individuals and families into PATHWAYS COMPASS since 1999. The Georgia

HMIS is a shared system, meaning agencies that are serving the same person can view

information and coordinate services using HMIS.

A.2 HUD Requirements and HMIS Data Standards

The HMIS Data Standards (published in the 2014 HMIS Data Dictionary and HMIS Data Manual)

provide communities with baseline data collection requirements developed by each of these federal

partners. The Manual is intended to serve as a reference and provide basic guidance on HMIS data

elements for CoCs, HMIS Lead Agencies, HMIS System Administrators and users. This release is the

2014 HMIS Data Manual, Version 3 and is an update to the 2014 Data Standards Manual. HUD has

updated the Manual to reflect critical data standard changes that were needed in 2015. The HMIS Data

Dictionary, which defines all of the data elements and requirements for HMIS compliance for HMIS

Vendors and System Administrators. The privacy and system security standards for providers

remain the same as presented in the July 30, 2004 Final Notice.


Version 3.1 Page 4

Access the current HMIS Data Manual at:

https://www.hudexchange.info/resources/documents/HMIS-Data-Standards-Manual.pdf

Access to the current HMIS Data Dictionary Manual at:

https://www.hudexchange.info/resources/documents/HMIS-Data-Dictionary.pdf

Access the Privacy and System Security Standards from the July 30, 2004 Final Notice at:

http://www.hmis.info/Resources/724/Data-Standards-Training-Module-1-Handout-HUD-Data-

and-Technical-Standards.aspx

A.3 Annual Homeless Assessment Report (AHAR)

The Annual Homeless Assessment Report (AHAR) is a report to the U.S. Congress on the extent

and nature of homelessness in America. The report is prepared by the Department of Housing

and Urban Development (HUD) and provides nationwide estimates of homelessness, including

information about the demographic characteristics of homeless persons, service use patterns, and

the capacity to house homeless persons. The report is based primarily on Homeless Management

Information Systems (HMIS) data about persons who experience homelessness during a 12-

month period.

The AHAR uses aggregate HMIS data from communities across the country to produce a

national report on homelessness to the U.S. Congress. The AHAR is designed to:

• Develop an estimate of the number of homeless persons nationwide;

• Create a descriptive profile of homeless persons;

• Understand service use patterns; and,

• Estimate the nation’s capacity to house homeless persons.

The AHAR is based on an unduplicated count of homeless persons within each community, and

focuses on persons who use emergency or transitional shelters. Thus, the AHAR reports only on

the number of sheltered homeless persons and does not account for homeless persons who: only

use a supportive service program, are formerly homeless and living in permanent supportive

housing; or are service resistant and do not access any type of homeless service program during

the study period.

Eventually, all Continuum of Care will most likely submit AHAR data. Therefore, it is important

that all programs, especially those that provide shelter or housing, enter data accurately and in a

timely manner.

For more information on Annual Homeless Assessment Report, see http://www.hudhdx.info/


https://www.hudexchange.info/resources/documents/HMIS-Data-Dictionary.pdf


http://www.hudhdx.info/


Version 3.1 Page 6

A.4 Georgia HMIS Organization, Management and Contacts

Project Goals

The goals of the GA HMIS Project are:

1) Assist homeless persons to navigate the continuum of care

2) Assist homeless service agencies with information allowing them to better serve their clients

3) Assist homeless agencies, local, state and Federal entities with information on numbers of

homeless persons, reasons for homelessness, services they require, services they receive, gaps

in services, etc.

Project Organization

The Georgia HMIS is a collaborative statewide effort to implement HMIS across six of the

seven Georgia continuum's of care. Columbus-Muscogee has a separate HMIS implementation.

The Lead Agency for the Georgia HMIS project is the Department of Community Affairs. The

lead agency oversees the HMIS project and manages the Supportive Housing Program grant

from HUD, however each Continuum of Care is responsible for ensuring that the

implementation is successful in their Continuum. Many of the Continuum of Care also have

HMIS staff that work specifically on HMIS issues in that Continuum.

HMIS System Development and Planning Each CoC is responsible for soliciting feedback from agencies and stakeholders and

communicating that feedback to the Steering Committee. Each CoC should establish an

advisory group made up of agencies and other stakeholders in order to solicit feedback on

HMIS implementation. The CoC representative should then bring this feedback to the

Steering Committee.

The Steering Committee is made up of representatives from each of the six continuum of care,

the DCA project manager, and Pathways staff. The role of the steering committee is to

oversee overall implementation and request enhancements to the Pathways system.

HMIS Implementation

Each CoC is responsible for ensuring that all agencies in that CoC are adhering to the State or

Local CoC HMIS policies. The CoC lead should coordinate with DCA in order to develop a

training and technical assistance plan that will allow them to troubleshoot any problems in

implementation. Agencies can also request training and technical assistance from their CoC

Representative.

If a user or agency has a request for a system enhancement they should communicate the

request to their CoC lead that will pass it on to the project manager once it has been reviewed.

The HMIS enhancement request form can be downloaded from the DCA website:

http://www.dca.ga.gov/housing/specialneeds/programs/documents/HMISEnhancementRequest.doc

http://www.dca.ga.gov/housing/specialneeds/programs/documents/HMISEnhancementRequest.doc


Version 3.1 Page 6

Pathways System Errors

For issues related to system errors, agencies and the continuum of care representatives should

communicate directly with Pathways. System errors can be reported through the system itself

using the “Contact Support” link or by calling Pathways Support at 866.818.1032, option 2 or

404.639.9933, option 2 in the Atlanta area. You may also contact Support by email at

[email protected]. Pathways will provide the steering committee and project management with

regular updates on any system errors reported and the status of their repair.

Contacts

The HMIS Lead contact at the Department of Community Affairs is Dave Totten. The lead

contacts at Pathways are Jeanette Pollock, Pathways Support & Training Manager and

Tommy Phillips, Pathways Community Relations.

The CoC lead contact for HMIS issues are:

Athens – Ryan Halsey – [email protected]

Atlanta – Lorena Dione – [email protected]

Augusta – Daniel Evans - [email protected]

Balance of State – Tina Moore - [email protected]

Cobb – Joan Toder [email protected]

DeKalb – Melvia Richards [email protected]

Fulton – Leonard Westmoreland - [email protected]

Savannah – Janice Sheffield - [email protected]

If your agency is located in Columbus/Muscogee, you should contact the Continuum of Care Lead of

Home for Good, Ron King, Interim Director at [email protected] for information on the

Columbus/Muscogee HMIS Implementation.












Version 3.1 Page 7

PROJECT ORGANIZATION CHART

ROLES AND RESPONSIBILITIES

User

• Maintain C&E Certification

• Maintain Password

• Obtain Client Consent

• Enter and Update Data

• Adhere to Privacy and Security Policies

Agency

• Attend Advisory/User Group Meetings

• Ensure Adherence to Relevant HMIS Policies

• Ensure Adherence to HMIS Privacy and Security Policies

• Communicate Concerns and Enhancement Requests to Continuum Representative

• Communicate Bugs to Pathways and Continuum HMIS Administrator

• Request Support and Technical Assistance from Pathways when needed


Version 3.1 Page 8

Continuum of Care HMIS Representative(s)

• Run Continuum User Group

• Attend Steering Committee

• Inform Agencies of Continuum Specific Policies

• Monitor HMIS Utilization by CoC Agencies

• Communicate Concerns and Enhancement Requests to Project Manager

• Communicate Bugs to Pathways

• Troubleshoot Implementation and Training Needs

• Provide additional assistance to agencies as needed

• AHAR submission

Lead Agency Staff (DCA)

• Manage GA HMIS SHP Grant

• Coordinate Steering Committee

• Obtain Feedback from Continuum Representatives

• Compile Continuum Requested Enhancements for Steering Committee

• Monitor Project Progress and Deliverables

• Monitor Adherence to HUD HMIS Data and Technical Standards and Guidelines

• Communicate National HMIS Best Practices to Steering Committee

Pathways Staff

• Attend Steering Committee

• Develop Enhancements as Directed by Steering Committee

• Assist Continuums with Monitoring Data Quality and Completeness

• Monitor Agency and System Security

• Repair System Errors in a Timely Manner

• Ensure System is Operational and Accessible

• Provide Ongoing Reports to Project Manager and Steering Committee regarding: Data

Quality; Training and Technical Assistance Provided; Enhancement Project Progress;

Bug List and Fixes; HMIS Utilization Rates; Security Audit Findings

A.5 State and Local HMIS Policies

DCA has developed a policy regarding utilization of HMIS for all DCA grantees and Balance of

State Continuum of Care grantees. The policy can be found on the DCA website at:

http://www.dca.ga.gov/housing/specialneeds/programs/documents/HMIS_Policy_7-07-09.pdf .

This policy may be updated periodically.

DCA grantees should also refer to the Housing Support Standards regarding additional

requirements regarding PATHWAYS COMPASS. Information regarding the HSS Standards can

be found on the DCA website at:

http://www.dca.ga.gov/housing/specialneeds/programs/HousingSupportStandards.asp

Each additional Continuum of Care may have a Continuum policy regarding HMIS

implementation. Agencies should contact Continuum leadership regarding any Continuum

http://www.dca.ga.gov/housing/specialneeds/programs/documents/HMIS_Policy_7-07-09.pdf



Version 3.1 Page 9

specific requirements. If there are no specific Continuum Policy for their county and the agency

is not a DCA grantee, the agency should follow general the Georgia HMIS Standard Operating

Procedures on HMIS implementation found in this manual.

Additional funders (e.g. United Way, Salvation Army, local governments) may have additional

requirements regarding the use of the Pathways System. Agencies should consult each of their

funders to ensure they are aware of all relevant requirements.

A.6 Domestic Violence Agencies

According to the HUD Federal Register dated March 16, 2007 [FR-5056-N-01], agencies that

are classified as Domestic Violence Agencies should not enter any identifying information into

HMIS. Specifically, the register states:

“The new Confidentiality provision directs victim service providers not to disclose, for the

purposes of HMIS, personally identifying information about any client. In accordance with this

statutory requirement, victim service providers must maintain the confidentiality of personally

identifying information of the providers’ clients.”

At this point in time, HUD has instructed Domestic Violence agencies not to use HMIS to

enter any client level information, including non-identifying information.


Version 3.1 Page 10

Section B. Agency and User Procedures

B.1 New Agency Procedures

Step 1. Sign Agency Agreements

1. Complete General Service Agreement Form

2. Complete Business Associate Addendum

3. Complete Exhibit A Pricing form

4. Complete Waiver Certification Form (if applicable)

5. Complete New Agency Form

6. Ensure system and equipment requirements are met

7. Complete Memorandum of Understanding (MOU) with Continuum and/or Funders if

applicable.

All agency forms should be completed and returned to Tommy Phillips at Pathways Community

Network, Inc. by fax or mail. Keep a copy of all documents for your files. Proceed to step two.

Step 2. Ensure Agency Meets Technical Requirements

Recommended Computer Specifications:

Processor: 300 MHz Processor PC

Operating System: Windows 98 or above

Memory: 128 MB RAM

Browser: Internet Explorer 5.0 or greater, Mozilla Firefox

Internet Access: DSL or better

Agencies must also be able to meet applicable security requirements. Detail on security

requirements can be found in section D.2 of this manual.

Step 3. Designate PATHWAYS COMPASS Agency Administrator

This individual(s) will have the capability to configure the PATHWAYS COMPASS HMIS system to mirror the services the agency provides. The Administrator will be

able to configure/update: Agency info, Custom fields, Funds, Keywords, Programs, Program

Profile, Reasons, Referrals, Services, Beds, Admissions, Sites, Assessments, Reservations and

Users. This individual will also want to sign up for the Agency Administrator Training that is

provided.

Step 4. Set up Programs and Complete Program Profiles

Each Agency will need to complete a Program Profile for each type of program or service that is

captured in the PATHWAYS COMPASS system. This profile will allow for better tracking of

data and quality control, rendering more effective use of the system as well as quality data

needed for HUD reporting.

Agencies should use the following guidelines when setting up programs in HMIS:

All programs which provide shelter or housing must set up a projects in the HMIS

system.


Version 3.1 Page 11

o Separate projects should be set up for emergency shelter, transitional housing,

permanent supportive housing, overflow and winter shelter, and vouchers.

o Separate projects should be set up for programs that cross multiple continuum of

care. For example, if a project has beds or units in both DeKalb and Gwinnett

County, they should set up two separate projects in HMIS – one for the beds in

DeKalb County and one for the beds in Gwinnett County.

o If a project has separate beds or units in separate counties but within the same

Continuum (i.e. Tri-J or Balance of State), they should contact their Continuum of

Care Lead for guidance on whether or not they need to set up separate projects by

county.

Projects cannot be more than one type.

o If services are provided as part of enrollment in a shelter or housing program, the

agency does not have to set up a separate project for these services unless the

agency chooses to do so.

If a service program is required to produce an Annual Progress Report for HUD, they

must set up a project in HMIS.

Instructions for Setting up Agency Sites and Programs (and Bed & Unit Inventory where

applicable) in PATHWAYS COMPASS can be found at: http://data.memberclicks.com/site/pat/Program_Profile_Guide_V51626_Document_V1.1.pdf

Step 5. Designate who will be authorized system users and their access level

It should be determined who within the Agency will be utilizing the PATHWAYS COMPASS

system. For each User, a User Access Checklist (UAC) will need to be completed. The UAC

determines each Users access to the Client and Client Visit Menu, the Reports Menu, and the My

Agency Menu.

B.2 New User Procedures

Once the agency administrator has designated a user access level and completed the User Access

Checklist, the user must complete several key steps in order to gain access to the system.

1. Visit www.pcni.info/trainings to get a listing on the available Confidentiality & Best

Practices Trainings.

2. Sign up for and attend the Confidentiality & Best Practices Training.

3. Sign the attendance roster and pass the Confidentiality & Ethics post-test by 70%.

Step 1. Attend Confidentiality & Best Practices Training In order to obtain a PATHWAYS COMPASS User ID and password, each user will be required

to pass the Confidentiality & Ethics with a score of 70% or above.

This training is offered monthly and the training schedule is posted on the www.pcni.info page,

where you can also sign up electronically.

In extenuating circumstances a user needs to access the system prior to attending a

Confidentiality & Best Practices training. If a user needs access to the system before they are

able to attend the Confidentiality & Best Practices training, they can complete a user

http://data.memberclicks.com/site/pat/Program_Profile_Guide_V51626_Document_V1.1.pdf

http://www.pcni.info/trainings

http://www.pcni.info/


Version 3.1 Page 12

responsibility that can be obtained from the Support Team or can be accessed at www.pcni.org

under Forms. However, this method should be the exception and not the rule.

Step 2. Obtaining a Password

Each PATHWAYS COMPASS system user is required to maintain a private password that

allows them access to the system. This password is not to be shared with anyone. This password

is initially set up when a system user completes the Confidentiality & Best Practices Training

with a passing score of 70%. Each subsequent year the system user is required to be recertified

(attend another Confidentiality & Best Practices Training).

Within 2-3 business days of completing Confidentiality & Best Practices training, each new user

should receive an email with their PATHWAYS COMPASS User Id and temporary password to

activate their account. The account becomes activated once the User has logged in with their

User Id and created a new password.

Step 3. Logging into PATHWAYS COMPASS Once you have received via email your user id and temporary password, you have the

information to now log in. If you do not receive this information via email, it may be one of the

reasons listed below:

- An email address was not provided

- The email address provided may not have been legible

- The system may not have sent it as it should

In any event, if you have not received your login information after 3 days, please contact the

Support Team.

If you have received the login information:

1. Go to www.pcni.info

2. Go to the PATHWAYS COMPASS login link (located on the right hand side of the

picture).

3. In the Instructions box there are three links.

a. If you are required to use a registered computer click here.

b. If you are not required to register a computer, click here.

c. If you need to download the Java Runtime download, click here.

If this is your first time logging on, you will need to click on the link for the Java Runtime

Environment download. Follow the prompts. Once you have downloaded the JRE download,

you will need to go back to the Instruction box. Unless you have been directed by the Support

Team, you will need to follow the instructions for Logging on for a registered computer.

Logging on for a registered computer:

Once you are back at the Instruction box, 1. Click on the first link (If you are required to use a registered computer). The Java

coffee like screen will appear. You will then see the login box.

2. Enter your User Id and temporary password you received or were given by the

Support Team. The screen will say you are being redirected to a secure site.

http://www.pcni.org/



Version 3.1 Page 13

3. Click Continue (if necessary) and another login screen will appear.

4. Enter your User Id and Temporary Password again. You will see a message saying

your password has expired, please provide a new one. This new password should be 8 to

14 characters and must include at least 1 number. It cannot include your name or the

name of your agency.

5. You should now see the Search Page. When you see this page, you have logged in

successfully. You will need to remember your password, as Pathways does not store this

information.

Logging into a non-registered computer:

In order to have the requirement removed, the Computer Registration Request must be

completed and submitted to the Pathways Support/Training Coordinator. On that form a valid

business reason must be included as part of your request. Ultimately, your CoC has the right to

deny the request (See form in Appendix). If the Request has been granted:

1. Go to www.pcni.info

2. Go to the PATHWAYS COMPASS login link (located on the right hand side of the

picture).

3. In the Instructions box, click on the second link (Not required to log in by a registered

computer).

4. Enter your User Id and temporary password you received or were given by the Support

Team. You will see a message saying your password has expired, please provide a new

one. This new password should be 8 to 14 characters and must include at least 1 number.

It cannot include your name or the name of your agency.

5. You should now see the Search Page. When you see this page, you have logged in

successfully. You will need to remember your password, as Pathways does not store this

information.

Step 4. Attend New User Training

Each authorized system user should attend a New User Training. In this training the user will

learn what are the required HUD Data Elements, and how to: Sign on to the PATHWAYS

COMPASS system, Navigate the pages within the system, Search for clients, Work with the

Search Results, Verify and modify the authorization status of a client, Perform an Intake Process,

Enroll and Discharge a client from a program. Additionally, the User will learn how to work

with the following client information records: General, Household, Residential, Client Goals,

Client Status Indicators, Financial, Services, and Program.



Version 3.1 Page 14

Section C. Data Entry and Data Quality

C.1 Client Authorization and Intake Prior to a client’s data being entered into the PATHWAYS COMPASS system, every client must

read, complete and sign a Client or Family Authorization Form for each agency that provides

services to them. The Authorization Forms are available for download from the Reports Menu

under “Lists”. This form allows the client decide if they wish to have their information entered in

to the HMIS database. If the client agrees to have their information entered into the system,

they must sign the Client Authorization Form. This Client Authorization Form should reside in

the clients file for future verification and auditing purposes.

A Client Authorization Form should be completed for all unaccompanied adults. The Family

Consent Form should be used by those parents/guardians with minor children. If there is more

than one adult in a family, the second adult should sign their own client authorization form rather

than signing the family authorization form. For example, if you have a family of four with two

adult and two children, one adult can sign a family authorization for themselves and the children

and one adult should sign a client authorization just for themselves.

If the client declines to have their information entered into the PATHWAYS COMPASS system,

the client information should not be entered in to PATHWAYS COMPASS. The Client

Authorization Form should reflect they declined and the form should be inserted into the client

file for future verification and auditing purposes.

Client Opt-Out Form:

The client has the right to revoke their authorization at any time for any reason. If the client

wishes to revoke the client authorization, an Opt-Out client form should be completed, signed

and dated and inserted into the client file. Additionally, Authorization should be turned off

within PATHWAYS COMPASS which will deny any member within the agency to access that

client file. The Opt-Out form can be accessed by clicking on List under the Reports menu, then

select Blank Forms, and then select the Blank Authorization Opt-Out Form.

Client Authorization Expired:

The Agency HMIS Administrator or Executive Director sets the time period in which a

client can be seen by an agency before another authorization form is required to be

completed again when the agency first signs up for PATHWAYS COMPASS. This

duration can be updated at any time by the Executive Director. If the client authorization

duration is not specified, by default the duration will be 1529 days before another

authorization is required by a client. Once a client authorization is expired, the agency

will have to obtain another signed authorization before they are able to enter additional

information into the system.

Client Intake:

This is the process in which a client or potential client will go through a process where

information is gathered and entered into the PATHWAYS COMPASS system. Client Intake

includes entering new client data or updating information for a client that is already in the

PATHWAYS COMPASS system. Any client intake should start with a thorough client search to


Version 3.1 Page 15

make sure the client is not already in Pathways. All efforts should be taken to ensure duplicate

records are not created within the PATHWAYS COMPASS system. Conducting a thorough

client search at Intake will help reduce the number of duplicates within the system. For further

instructions on how to conduct a client search to avoid duplicates, refer to the PATHWAYS

COMPASS User Guide.

Each agency should enter and/or update the Universal Data Elements for all household members

and Program Specific Data Elements (where required) at intake. Detailed information about

these data elements can be found below. Ideally, an agency would input the information into

Pathways during the intake, however when paper intake forms are necessary agencies can use

their own in-house forms if they collect all required information or can follow the Sample Intake

Form available from the Pathways website:

https://drive.google.com/a/pcni.org/file/d/0B5nF8Kc0H9eValZVOXQxSkdZWE0/view?pli=1

Care should be taken to make sure that all of a client’s information is updated (such as housing

status, marital status, household, etc.) at intake if they have an existing record in the system

C.2 Required Data Elements

The September 2014 HUD Data Standards outline three categories of required data elements.

Two of these categories are at the client level and the third, Program Descriptor, is at the

program level.

HUD Universal Data Elements: The Universal Data Elements are to be collected from all clients served by all homeless

assistance programs reporting to the HMIS. The Universal Data Elements section provides

information on data elements required to be collected by all projects using an HMIS as part of a

CoC Implementation. This includes all projects funded by any of the HMIS federal partners

and those that receive other funding, including those who receive no federal funding. The

Universal data elements are needed for Continuums of Care (CoC) to understand the basic

dynamics of homelessness in their communities and for HUD to meet Congressional direction

to: develop unduplicated counts of homeless services users at the local level; describe their

characteristics; and identify their use of homeless assistance and mainstream resources.

The Universal data elements are: Name, Social Security Number, Date of Birth, Ethnicity, Race,

Gender, Veteran Status, Disabling Condition, Residence Prior to Program Entry, Project Entry

Date, Project Exit Date, Destination, Personal ID, Household ID, Relationship to Head of

Household, Client Location, Length of Time on Street, in an Emergency Shelter, or Safe Haven.

The PATHWAYS COMPASS system automatically generates the unique person identification

number, the project identification number and household identification number data elements.

https://drive.google.com/a/pcni.org/file/d/0B5nF8Kc0H9eValZVOXQxSkdZWE0/view?pli=1


Version 3.1 Page 16

HUD Program Specific Data Elements:

Program Specific Data Elements as defined in the final Notice, are data elements that are

required for programs receiving certain types of funding, but are optional for other programs.

Program specific data elements are necessary to complete the Annual Progress Reports (APR’s)

required by programs that receive funding under the McKinney-Vento Homeless Assistance Act.

The program specific data elements that are required for HUD’s current APR reporting include:

Housing Status, Income and Sources, Non-Cash Benefits, Health Insurance, Physical Disability,

Developmental Disability, Chronic Health condition, HIV/AIDS, Mental Health, Substance

Abuse, Domestic Violence, Contact, Date of Engagement, Services Provided, Financial

Assistance Provided, Referrals Provided, Move –In Date, Housing Assessment Disposition and

Housing Assessment at Exit. Some of these elements may be required for certain programs and

funding streams.

Program Descriptor Data Elements

These elements are required of all programs in a Continuum of Care and provide descriptive

information about an agency and their programs. For more guidance on the HUD data

standards:


DCA Data Requirements DCA may request additional data elements of its grantees. If you receive funding from DCA

refer to the DCA HMIS Policy and the Housing Support Standards for information about

additional data collection requirements. These requirements can be found at:



Continuum of Care Data Requirements Each Continuum of Care may have additional data element requirements. You will need to

consult with your CoC to verify what additional data elements may be required. Balance of State

Continuum of Care Grantees should follow all DCA HMIS and HSS requirements.

Timelines for Data Entry

Each agency should follow the guidelines set forth by their respective Continua of Care relating

to data entry timelines. However, whenever possible, it is best to input the data as soon as

possible, in order to maintain the most current support being offered to a client.

DCA and Balance of State Continuum of Care Grantees, data should be entered within one week

of intake/enrollment. Clients should be discharged from the HMIS program within one week of

their discharge.

When client information is entered, the dates entered for enrollment and discharge should

be the ACTUAL dates that an individual entered or left the program, not the date of data

entry/update.






Version 3.1 Page 17

C.3 Programs (Enrollment and Discharge)

Program entry and exit dates should be recorded upon any program entry or exit on all participants. Entry

dates should record the first day of service or program entry with a new program entry date for each

period/episode of service. Exit dates should record the last day of residence in a program‘s housing before the

participant leaves the shelter or the last day a service was provided.

Program Enrollment:

The PATHWAYS COMPASS system includes a program enrollment wizard that allows the user to enroll a

client in to one or more programs. The client remains in the program based upon the expected length of stay

as determined by the agency administrator. This requires programs to be configured prior to enrolling a

client into a program.

Program Discharge:

In order for a client to be discharged from a program, the client must first be enrolled in a program. Once

the client has completed or the time has expired for the client to be in the program, such as Emergency

Shelter or Transitional Housing, the client should be discharged from the program. Failure to discharge

the client on a timely basis will skew the data and will impact the accuracy of reporting, such as the HUD

APR Entry Report and the HUD APR Exit Report.

The PATHWAYS COMPASS system includes a discharge wizard which guides the user through the process

of collecting HUD-required information when a client leaves a program. Refer to the User Guide for more

guidance on discharging a client

C.4 Updating Data

Care should be taken to make sure that the clients information is updated (such as housing status, marital

status, household, etc.) each time the client file is reviewed. At the very minimum, data should be updated at

program enrollment, once a year for long term programs, and at program discharge. It is recommended that at

every visit by a client, the universal data elements should be verified to ensure the latest information in the

client record is complete. Suggested updates that should also occur with each client visit should include:

Income, Services Rendered, Housing Status/Residence, Household composition. While there are more

suggested data elements, updating information on a client should occur as often as reasonably possible.

C.5 Data Quality and Data Integrity

Reducing Duplicates:

All efforts should be taken to ensure duplicate records are not created within the PATHWAYS COMPASS

system. Conducting a thorough client search at Intake will help reduce the number of duplicates within the

system. For further instructions on how to conduct a client search to avoid duplicates, refer to the

PATHWAYS COMPASS User Guide or click on the Conducting a client search tutorial. If you do create a

duplicate, please contact Pathways Support regarding ways to eliminate the duplicate.


Version 3.1 Page 18

Improving data quality

One of the most effective ways to collect quality data is to make sure your agency

develops clear data collection and entry standards that are implemented by all staff

members entering data into the PATHWAYS COMPASS HMIS system.

There should be a shared understanding of purpose and process. Minimally, each staff

member should have a document that outlines the data collection process and explains the

importance of accurate data and maintaining data quality.

Establish a Rapport with Consumers. Often people in a vulnerable position of being

homeless may give incorrect information intentionally or unintentionally for a host of

reasons. Inaccurate information can be minimized by establishing a rapport with the

consumer.

Paper forms should closely resemble the layout of the Intake screens within the

PATHWAYS COMPASS system. A sample client intake form in word format is

available for download from:

http://www.pathwaystraining.org/#!guides-and-manuals/c5pe

Proofread any hard copy of information that has been entered.

Periodically review data quality at your agency. Emphasize and communicate any issues

with data quality into already scheduled staff meetings.



Version 3.1 Page 19

Section D. Data Ownership, Security and Access

D.1 HMIS Privacy and Security Standards

HUD released HMIS Privacy and Security Standards in the Homeless Management Information

System (HMIS) Data and Technical Standards Final Notice on July 30, 2004. The notice presents

privacy and system security standards for providers, Continuums of Care and all other entities

that use or process HMIS data.

Access the Privacy and System Security Standards from the July 30, 2004 Final Notice at:



D.2 Agency Privacy and Security Procedures

All agencies must comply with the current HMIS Privacy, Confidentiality, and Security

standards issued in the HUD Notice on 7/31/2004. These standards require, but are not limited

to: installing virus protection software, with an automatic update on every computer that accesses

HMIS; activating a locking screen saver on every computer that accesses HMIS; developing a

data privacy policy and notice; posting the agency’s privacy notice on its premises and website

(if one exists); installing an individual or network firewall; and posting “purpose for data

collection” signs at each intake desk. Information on how to develop a privacy policy can be

found at:

http://www.dca.ga.gov/housing/specialneeds/programs/downloads/HUDPrivacyPolicyRequirem

ents.pdf

For information about how to implement the security procedures required by HUD and

Pathways, please contact the Pathways Support Team.

D.3 Pathways Privacy and Security Procedures

Pathways Privacy Policy Pathways Community Network will not sell or rent personally identifiable information that we

collect, and will not collect or share personally identifiable information from visitors or system

users without first informing them that information will be collected, whether or not it could be

shared, and with whom it might be shared. We will not share any individual's personally

identifiable information without that individual's permission.

Log Files: We may use IP addresses to analyze trends, administer the site and gather broad

demographic information for aggregate use. IP addresses are not linked to personally identifiable

information.


http://www.dca.ga.gov/housing/specialneeds/programs/downloads/HUDPrivacyPolicyRequirem


Version 3.1 Page 20

Links: Pathways Community Network web sites contain links to other sites. Please be aware that

Pathways is not responsible for the privacy practices of such other sites. We encourage our users

to be aware when they leave our site, and to read the privacy statements of each and every web

site that collects personally identifiable information. This privacy statement applies solely to

information collected by Pathways Community Network’s web sites.

News Service: If a user wishes to subscribe to our news service, we require contact information

such as name and email address.

Surveys: From time-to-time our site requests information from users via surveys. Participation in

these surveys is completely voluntary and the user therefore has a choice whether or not to

disclose this information. Information requested may include contact information (such as name

and address), and demographic information (such as zip code, age level). Survey information

will be used for purposes of monitoring or improving the use and satisfaction of Pathways

Community Network’s services.

Pathways Security Policy

Pathways Community Network takes every precaution to protect the information of people who

use our services. When you submit sensitive information via the PATHWAYS COMPASS

application website, your information is protected both online and off-line. When our case

management system users are asked to enter sensitive information (such as a social security

number) the information is encrypted. While on a secure page, the lock icon on the bottom of

web browsers such as Mozilla Firefox and Microsoft Internet Explorer becomes locked, as

opposed to un- locked, or open, when you are just ‘surfing’. While we use SSL encryption to

protect sensitive information online, we also do everything in our power to protect user-

information off-line. All of our users’ information, not just the sensitive information mentioned

above, is restricted in our offices. Only employees who need the information to perform a

specific job (for example, a technical support representative) are granted access to personally

identifiable information. Furthermore, ALL employees are kept up-to-date on our security and

privacy practices. Every quarter, as well as any time new policies are added, our employees are

notified and/or reminded about the importance we place on privacy, and what they can do to

ensure our customers’ information is protected. Finally, the servers that we store personally

identifiable information on are kept in a secure environment, in a locked data center.

The use of this system constitutes an express consent to the monitoring of system use and

security at all times. If such monitoring reveals possible violations of the law, pertinent

information will be provided to law enforcement officials. Any persons using this PATHWAYS

COMPASS, or information obtained form this application, without proper authorization or in

violation of these policies and procedures may be subject to civil and/or criminal prosecution.

Any persons enabling access by an unauthorized individual may also be subject to internal

disciplinary actions in addition to civil and/or criminal prosecution.

These policies are applicable to all users (employees, contractors, and others) of agencies,

partners and funders and the computer systems, networks, and any other electronic processing or

communications and related resources used in conjunction with the PATHWAYS COMPASS

HMIS system and/or data obtained through the HMIS system.


Version 3.1 Page 21

Pathways Community Network places highest priority on the security of its systems, and the

private information they contain. Pathways, its staff and volunteers continually work to protect

data and systems:

1. Confidentiality. Access to client information must be tightly controlled and people

with access to confidential information must understand their personal responsibility to

maintain its confidentiality.

2. Integrity. Client information must be protected so that it cannot be modified while in

transit or storage. Reported data must be accurate.

3. Availability. Systems must be available to users when and where they need them.

If an employee leaves your agency, inform Pathways as soon as possible so that their account

can be deactivated.

Information Security Procedures:

All Pathways Community Network employees and volunteers are responsible for protecting the

confidentiality and security of Pathways data systems and the human services client information

they contain. Information concerning the security related tasks an employee is responsible for

are included in the employee’s job description. The agency is responsible for ensuring that

information that is printed from the PATHWAYS COMPASS is also kept confidential, private

and secure.

HIPAA Pathways Community Network consulted with HIPAA experts at Price Waterhouse Coopers to

ensure that its privacy and security features meet or exceed requirements of the Health

Information Portability and Accountability Act (HIPAA). PATHWAYS COMPASS was one of

the first such systems in the country to fully comply with HIPAA. Agencies that are covered by

HIPAA include health care providers, health care plans, or healthcare clearinghouse. These

agencies should ensure that they complete the appropriate Business Associate Addendum when

they sign their Pathways Contract.

For more information about HIPAA visit the following website:

http://www.hhs.gov/ocr/privacy/hipaa/understanding/coveredentities/index.html

D.4 Access to Data

Data Sharing across Providers

The Pathways HMIS gives individual clients complete control over which agencies can view

their information. At point of service the client may authorize an agency to access existing

information in the HMIS, and to add information about the client to the HMIS. When the client

approaches another organization, the authorization process is repeated. This ensures that no

agency accesses a client’s record without that client’s specific permission, and it significantly

increases client confidence in the HMIS.

The PATHWAYS COMPASS system allows for data sharing across agencies, but also has color

coding to enhance security measures that help to limit data access across agencies.

http://www.hhs.gov/ocr/privacy/hipaa/understanding/coveredentities/index.html


Version 3.1 Page 22

Color coding within PATHWAYS COMPASS application:

Dark Blue Areas: Information accessible for all agencies.

Teal Areas: Information only accessible by the recording agency.

Red Areas: Information only accessible by the User entering the data within the agency.

“Protected” Information

Protected Agency: Certain agencies that deal substantially with HIV/AIDS, domestic violence,

substance abuse, mental illness, or legal services are designated as Protected Class agencies. If

your agency is a Protected Class agency, all Client Services Information records (including

referrals) are hidden, or protected, from view by any other agency. This includes all Need

Information records as well.

Protected Need Codes: If a non-Protected Class agency creates a need record that uses a

Protected Need Code, then that record is treated as if the agency that creates it is a Protected

Class agency (i.e., protected at the agency level). In addition, if the record is a referral to a

Protected Class agency, then it is visible only to the creating user (i.e., protected at the user

level).

For more detail, go to the User's Guide under the Protected Class Agencies and Need Codes

section.

Access to Data for Monitoring Department of Community Affairs, as the lead HMIS agency, and your Continuum of Care

representative will have access to your agency’s data for monitoring purposes and aggregate

reporting purposes. All staff at DCA and the Continuum of Care who have access to data will

undergo Confidentiality and Ethics training as well as additional Community Administrator

Training. Other funders may have access to your data for monitoring purposes based on their

funding agreement with your agency.

Unauthorized Access to the PATHWAYS COMPASS system:

Any user accessing the PATHWAYS COMPASS system must be affiliated with an active

member agency. Additionally, each system user must attend the required Confidentiality &

Ethics Training or have completed a User Responsibility Form in order to be given a User Id and

Password. Unauthorized access is prohibited and are grounds for legal action.

D.5 Client Grievances

Grievance Procedure:

- A client has the right to appeal his or her individual complaints related to their HMIS data to

the entering agency in accordance with the agency’s established grievance policy.

- Complaints about the conduct or practice of HMIS may be filed in writing to the Executive

Director of Pathways or to the Project Manager at the Department of Community Affairs.

- Agencies are responsible for establishing an internal grievance process to handle client

complaints and grievances related to consent and release of information related to the HMIS

system.


Version 3.1 Page 23

If a client has a grievance regarding erroneous data entry or inappropriate use of their data, they

will need to follow the agency’s established guidelines, standard operating procedures or

protocol on resolving these issues.

Revoking Authorization:

The client has the right to revoke their authorization at any time for any reason. If the client

wishes to revoke the client authorization, an Opt-Out client form should be completed, signed

and dated and inserted into the client file. Additionally, Authorization should be turned off

within PATHWAYS COMPASS which now would deny any member within the agency to

access that client file.


Version 3.1 Page 24

Section E. Reporting

E.1 Introduction to Pathways Reporting

PATHWAYS COMPASS is a Community Information Sharing System for HMIS. The easiest

and most accessible way to share this information is through the COMPASS Reports. The

reporting module provides quick intuitive on demand reporting, analysis and data export for

sharing the information stored in your HMIS.

Reports were designed to help you

Make better decisions that support the success of your organization

Know and understand your clients (What is working)

Tap into and analyze data

Help manage your organization and resources

Produce accurate and up to date counts

Monitor Agency Performance

The reports can provide users a variety of options for printing and sharing their HMIS

information. An abundance of standard reports and data exports can be accessed by any user that

has access rights. For a list of all the current reports and exports available in PATHWAYS

COMPASS - Refer to


Your HMIS administrator controls access to different reports for each user. You should contact

them if you would like access to the reports available in COMPASS.

All reports depend on the quality of information captured during data entry. Complete and

accurate data is crucial for accurate reporting. Accurate reports, in turn help with funding, grant

writing, staffing, tracking services and forecasting.

Report Formats

For most all of your report requirements PATHWAYS COMPASS provides an easy to use menu

system where users can generate reports one of two formats – PDF or HTML.

HTML displays reports very quickly on the screen and does not require any additional software.

These reports are not formatted to print on paper.

PDF (Portable Document Format) requires that Adobe Acrobat Reader (or any software that can

display PDF documents) be installed on your computer. It may also take a little more time to

display on your screen.

PDF display is easier to read and scroll through online, and easier to print on paper. In addition,

Adobe Acrobat Reader adds the capability to search the report online for words or phrases. The

reports can also be saved and transmitted by email.



Version 3.1 Page 25

Report Filters

Filters and Parameters are the mechanism PATHWAYS COMPASS uses to customize the

standard on demand reports for your organization’s particular requirements. Filters allow you to

narrow the scope of data that meets the conditions of the filter.

Filters may be as simple as entering a Begin and End Date or as specific as program type or

demographic. To simplify the use of filters in statistical reports many of the reports ask you if

you want to apply filter conditions. If you answer YES, a list of available filters appear. This

will then generate a report based on the filters you specify.

PATHWAYS COMPASS has incorporated into the Statistical Standard Reports the ability to

filter a report by Need Code, Outcome, Homeless Status, Chronically Homeless Status, Referral

Status, Disbursement, Reservation and Area (by County, City or Zip Code). Other reports may

have different filter capabilities.

E.2 Reporting Categories

With the large number of reports available in PATHWAYS COMPASS, these reports have been organized

by Categories of User, Function and Type. These reports have been organized in the Reports module by Category to help simplify the selection of Reports. These organization categories are briefly described

below: (see Online Reports Manual available at: http://www.pathwaystraining.org/#!guides-and-

manuals/c5pe

List Reports - These reports includes agency lists by Code and Name and blank forms like

Barriers to Housing Stability Assessment, Authorizations, Opt-Out, and Privacy Practice.

Summary Reports – These reports include detailed client level data on key areas such as

Programs, Services, Authorizations and Custom Fields.

Funds Reports – These reports provide disbursement details and totals by Fund or Need.

Statistical Reports – These reports provide statistical data (numerical) with no client level

identification.

Agency Reports – These reports are customized based upon specific request from an agency.

There is generally a fee associated with these reports.

Data Exports – These reports are the raw data that has been entered into the system. These

reports are in the .csv format and shown in Excel and allows for some modification to content

and format.

E.3 Commonly Required Reports

ESGP-This report provides data on services received. This report can be filtered at the program

level allowing for reporting of services at the program level.




Version 3.1 Page 26

APR- This report provides information on a subset of clients enrolled in a program. This report

provides the demographic information, program enrollments and program discharges for clients

that receive homelessness assistance funding.

E.4 Advanced Use of Report Tools

Using Reports to Monitor Data Quality System Utilization Report- This report provides overall information on the agencies system

utilization by a specified date range. This report includes data for Authorizations, Services,

Program enrollments and discharges, bed utilization, etc...

Alerts – These reports are located in across several report categories and are targeted on those

client records where there is incomplete information. These reports include Alerts for Currently

Authorized Clients and Alerts for Clients in Programs.

Using Data Exports

It would be difficult to anticipate and format all of the reports required by HMIS users. Therefore

PATHWAYS COMPASS provides an Export utility to deliver unformatted data that can be

downloaded to your local system and imported into different database reporting systems. Some

of the exports available for download are Basic Client Demographics, Finance, Household,

Housing Status, Education, Goals, System Utilization, Programs and Bed Counts, and much

more.

The PATHWAYS COMPASS Data Export feature creates a CSV format data file for download

to your local computer which contain information about client demographics and transactions.

Such a file can then be downloaded to your local computer and imported into a spreadsheet or

database application. Once the information is in your local application, it can be processed,

viewed, printed, etc. according to the needs of your agency.

Comma Separated Values (CSV) is a format for a data file that is commonly used to transfer

information from one computer system to another. Practically every major spreadsheet and

database application can import and work with data that is formatted this way.

The most commonly used Reporting software is Microsoft Excel which allows user to import

their PATHWAYS COMPASS Data directly from the CSV Export File. Excel features common

spreadsheet tasks like sorting on fields, filtering, grouping, calculation functions as well as

creating Charts and Graphs for data visualization.


Version 3.1 Page 27

Microsoft Access is another common database application that can read your COMPASS

Exported data. Access provides tools for working with your database, creating views and

formatted reports.

Advanced Reporting Solutions

Oracle SQL Developer is a free and fully supported graphical tool for database development.

With SQL Developer, you can browse database objects, run SQL statements and SQL scripts,

and edit and debug PL/SQL statements. You can also run any number of provided reports, as

well as create and save your own. SQL Developer enhances productivity and simplifies your

database development tasks.

Other Report Writing Tools are available to create custom reports, charts and data visualization

from PATHWAYS COMPASS exports. These database, spreadsheet and report writing tools

include but are not limited to Microsoft Excel, Microsoft Access, FileMaker, ESRI ArcGIS

and ODBC.


Version 3.1 Page 28

Section F. System Support, Training and Technical Assistance

F.1 Training

Pathways provides training via classroom, web cast and on-site. All Pathways training,

locations, dates and times are listed on http://www.pathwaystraining.org/. Each user can register

for the training most conducive to their learning style. The most common training courses are

described below.

Course Required? Objectives Prerequisites

Confidentiality &

Ethics Training

Yes Explain what guides a Human

Services Professional, explain

the HIPAA Federal Mandates,

explain State of Georgia

Reporting Requirements, and

additional mandated reporting

requirements.

Ability to use a computer,

including the use of a

mouse and keyboard and a

basic understanding of the

Windows operating system.

The ability to navigate the

Internet, including the use

of a browser and the ability

to recognize and choose a

link.

New Users Training Yes Process and Update a client

record, which may include:

Conduct a client search,

working with the General

Page, residence page,

household page, income page,

service page, client enrollment

and discharge from a

program(s). Additionally,

users will learn what data that

must be entered to run ESG,

CDBG, and HUD APR

reports.

The ability to use a

computer, including the use

of a mouse and keyboard

and a basic understanding

of the Windows operating

system. The ability to

navigate the Internet,

including the use of a

browser and the ability to

recognize and choose a

link.

Reports Training No Identify the category and the

reports that are under each

category

Describe what data drives what

reports

Run a report, including: Enter

parameters, display a pdf

report, use Adobe Acrobat

Reader to view the report

online, and print a report.

Additionally, some of the most

common reports will be

discussed.

User must take

Confidentiality & Best

Practices, New Users

Training, and must have

access to Reports Menu.

http://www.pcni.info/training


Version 3.1 Page 29

Agency

Administration

Training

Yes -

Admin Only

Demonstrate how to update the

Agency Info page, create a

Preferred Services list,

add/edit/delete Users and

Access levels, Custom fields,

Keywords, Fields, Funds, and

Program

User must have complete

Confidentiality & Best

Practices, New User

Training, Reports Training

and must be given Agency

Menu access rights by the

Supervisor or Executive

Director.

In addition to these primary training courses, there are often project specific or topic specific

trainings available including but not limited to HPRP, Program Profile, Housing Support

Standards, and System Utilization Report. For a full list of training opportunities, see:

http://www.pathwaystraining.org/

To assess the various trainings for HMIS, visit http://www.pathwaystraining.org/, and select

Training Schedule. You can register online, by email at [email protected] or by phone at: 404-

866-1032 option 2 toll free at 866-818-1032 option 2.

F.2 Technical Assistance

Technical Assistance Prerequisites:

1. Attend Confidentiality & Ethics training, pass with 70% or greater

2. Attend User Training

3. Attend Reports Training (where applicable)

4. Attend Agency Administration Training (where applicable)

5. Entering data into PATHWAYS COMPASS system

6. Basic knowledge of computer, use of browser, and mouse, navigate to various pages.

Technical Assistance Process:

The Technical Assistance/Training Specialist will work with an Agency to help them achieve

HMIS compliance on the PATHWAYS COMPASS system. The proper personnel should be in

attendance to make sure each user within the agency follows the same protocols and procedures

needed to ensure good data quality. The outline below will serve as a guideline. Additional

assistance, will be evaluated on a case by case basis.





Version 3.1 Page 30

Technical Assistance Visit:

Who should attend: All personnel that will be entering data into PATHWAYS COMPASS.

The TA will:

Assess the agency’s intake process and offer recommendations where necessary.

Ensure that the agency is capturing the required data so they are in compliance.

Reinforce and clarify concepts learned from the User Training.

Utilize the Pre-Onsite Assessment Form to verify the agency configurations are setup to

capture the required data for reports such as: ESG, CDBG, HUD APR and any other

funder requirements.

Discuss optional configurations that may be addressed in the visit or may be discussed on

a subsequent visit.

For more information on requesting a TA, contact the Support Team at [email protected] or by

phone at 404-639-9933 option 2 or toll free at 866-818-1032 option 2. Note: It is the expectation

that the agency will be utilizing the system prior to their scheduled TA visit.

F.3 Online Resources

The following online documents can be found at Online resources under Forms, Documents

and Videos:

User Access Checklist

User Responsibility Statement General Service Agreement - The main agreement between your organization and

Pathways

Business Associate Addendum - A data sharing agreement required under the federal

Health Insurance Portability and Accountability Act (HIPAA)

Business Associate Requirement Waiver Form - For organizations not required to

comply with HIPAA regulations

New Agency Form - Complete this form and send it to the Pathways Support Team so

they can create or update your organization's system accounts.

Referral Only Agency Form - Complete this form and send it to the Pathways Support

Team so they can add to a list of agencies that your agency can use to record client

referrals. This form is not required.

PATHWAYS COMPASS User Guide - Step-by-step procedures for all of the end-user

PATHWAYS COMPASS system functions, including logging in, searching, intake,

building households, program enrollment and discharge, and recording services.




Version 3.1 Page 31

HUD Data Elements Guide - This job aid describes the data elements required in the

COMPASS HMIS for the HUD Annual Performance Report (APR) and gives instructions

on entering them and running the PATHWAYS COMPASS reports that relate to the APR.

PATHWAYS COMPASS Reports User Guide - How to display and print reports, plus

a complete description of all the standard reports that come with the system. This

includes the Data Export feature.

PATHWAYS COMPASS Administration Guide - The procedures needed to create

configurations to ensure the required data is captured and maintain information about

your agency's profile, display information, programs, funds, end-users, and more!

In addition, Quick Reference "How To" Guides available:

Program & Service: This Quick Reference Guide contains instructions to: a) enroll a

client in a program and record a service for that client in one transaction; b) discharge a

client from one or more programs.

Sample Client Intake Form: This sample form can be used as a starting point for

agencies to use when creating their own Client Intake form. Download this form and then

modify it to suit your agency’s needs.

PATHWAYS COMPASS Quick Reference Card: The QRC contains information such

as how to log into the PATHWAYS COMPASS system, check training class schedules,

and contact the Support Team.

F.4 Reporting System Issues

Pathways provides several ways in which to report system outage, problems, or questions. Users

can communicate with the Support Team by:

Email: [email protected]

Phone: 404-639-9933 option 2 (local)

Phone: 866-818-1032 option 2 (toll free)

Any request or system problems should be submitted to the Support Team Phone requests are

discouraged as it does not provide adequate documentation of who, when, where, what and other

specifics that are needed to maintain an accurate listing of all support queues.

Process for minor quick system errors:

1) System errors that are reported to the Support Team are tested to confirm it is a system error

2) The error is discussed with the Development Team for a timeline for completion

3) The Development Team fixes and then sends to QA for testing

4) Client is notified



Version 3.1 Page 32

Process for major system errors:

1) System errors that are reported to the Support Team are tested to confirm it is a system error

2) The error is discussed with the Development Team for a timeline for completion

4) A resource is assigned to work on the error

5) The Development Team interacts with Support to ensure the details are correct

6) The Development Team fixes and then sends to QA for testing

7) Client is notified

Please keep in mind that other priorities and impact of the system error will be taken into

consideration when determining the timeline for addressing system errors.

F.5 Requesting Enhancements

An enhancement to the system includes an additional data element, report, or function that was

not previously in the system. Enhancements do not include fixing an existing function of the

system. System errors should be communicated directly to Pathways Support. If Pathways

Support determines the request is an enhancement rather than a System Error, they will

communicate this to the requestor who should then follow enhancement request protocol.

If an agency would like to request an enhancement to the system, they should communicate this

request to the HMIS representative for their continuum of care directly or through the

advisory/user group. Continuum of Care HMIS contacts can be found on page 6 of this manual.

Once the continuum of care HMIS representative has determined that the request is a priority for

the continuum, they will communicate this request to the DCA HMIS Project Manager. The

project manager will then compile all requested enhancements for discussion at the steering

committee meeting. All GA HMIS enhancements will be approved by the steering committee

and/or project manager before placement in the GA HMIS development pipeline. If an agency

has an enhancement request that they need immediately, they may contact Pathways for

information about any fees associated with an enhancement outside of the GA HMIS project.

The HMIS Enhancement Request Form can be downloaded from the DCA website.


Version 3.1 Page 33

Section G. Monitoring

G.1 Data Monitoring

Each continuum of care or funder may have individual monitoring procedures. For specific

information on monitoring, agencies should contact their funder or continuum of care

representative.

If your agency receives DCA funding, agency utilization of the system is monitored on a

quarterly basis in addition to being monitored during on-site visits. For more information about

DCA monitoring, contact Lindsey Stillman ([email protected]) . Information defining

common DCA data concerns and providing information about how to correct them is available

at:

http://www.dca.ga.gov/housing/SpecialNeeds/programs/documents/HMIS_Monitoring_Correcti

on_Guidance_Q4.pdf

There are multiple ways in which an agency can monitor their own data quality and

completeness in order to prevent any data concerns during monitoring. These include running

the system utilization report and checking the program roster on a regular basis. For more

information on the system utilization report, see the Reports User Guide at:

http://www.pcni.info/mc/page.do?sitePageId=115878

G.2 Privacy and Security Monitoring

Security Audits will be conducted periodically by Pathways Staff in pursuant to the baseline

standards defined in the HUD 2004 Data and Technical Standards.

http://www.hmis.info/Resources/724/Dta-Standards-Training-Module-1-Handout-HUD-Data-


These Security Audits will focus on the following areas:

Physical Access to Systems with Access to HMIS Data

Disaster Protection and Recovery

Disposal

System Monitoring

User Authentication

Electronic Data Submission

Electronic Data Storage

Security

Privacy Standards

Contact Pathways Support for a template of the Pathways Agency’s Security and Privacy Policy

Audit.

DCA and other funders may also monitor during on-site visits to ensure that the agency is

following the key privacy and security standards.

http://www.dca.ga.gov/housing/SpecialNeeds/programs/documents/HMIS_Monitoring_Correcti

http://www.pcni.info/mc/page.do?sitePageId=115878

http://www.hmis.info/Resources/724/Dta-Standards-Training-Module-1-Handout-HUD-Data-


Version 3.1 Page 34

ADDITIONAL RESOURCES

Pathways Documents, Forms and Tutorials –


DCA HMIS Website -

http://www.dca.ga.gov/housing/specialneeds/programs/hmis.asp

HUD Homelessness Resource Exchange – http://www.hudhdx.info/


http://www.dca.ga.gov/housing/specialneeds/programs/hmis.asp

http://www.hudhdx.info/

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