Before Starting the CoC Application CoC... · - Reviewing the FY 2015 CoC Program Competition NOFA...

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: City of Alexandria, a municipal corporation of Virginia VA 603Project: VA-603 CoC Registration FY2015 COC_REG_2015_121862

FY2015 CoC Application 11/16/2015

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: VA-603 - Alexandria CoC

1A-2. Collaborative Applicant Name: City of Alexandria, a municipal corporation ofVirginia

1A-3. CoC Designation: CA

1A-4. HMIS Lead: City of Alexandria, a municipal corporation ofVirginia



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 Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes Yes Yes

Local Jail(s) Yes Yes No

Hospital(s) Yes Yes No

EMT/Crisis Response Team(s) Yes No No

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes Yes Yes

Public Housing Authorities Yes Yes No

CoC Funded Youth Homeless Organizations Not Applicable Not Applicable Not Applicable

Non-CoC Funded Youth Homeless Organizations Yes Yes Yes

School Administrators/Homeless Liaisons Yes No No

CoC Funded Victim Service Providers Not Applicable Not Applicable Not Applicable

Non-CoC Funded Victim Service Providers Yes Yes Yes

Street Outreach Team(s) Yes Yes Yes

Youth advocates No No No

Agencies that serve survivors of human trafficking Yes Yes Yes

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

Faith-Based Organizations Yes Yes Yes

Affordable Housing Advocates Yes Yes Yes

Safety Net and Homeless Services Providers Yes Yes Yes



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 identifies, solicits and accepts applications from key stakeholders inthe community by conducting outreach and recruiting organizations forrepresentation. The CoC membership structure provides for diversity ofbackground, experience, and knowledge. This allows opinions and ideasintroduced to mature into goals and initiatives for strategic planning reflective ofthe richness of interests and knowledge found in the CoC. A Youth HomelessServices Provider representative co-chairs the CoC Governing Board andchairs the Strategic Planning Committee. In this role she helps bring to focusthe housing and service needs for transition aged youth in the strategic planningprocess. The chair of the Transitions Committee is the Executive Director of areentry organization for women recently discharged from prison. This expertisehelps with developing and implementing a community plan for transitioningindividuals from institutional care to permanent housing.

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).

ALIVE! House No Yes Yes



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).

Domestic Violence Program 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 Yes

End Family and Youth Homelessness by 2020 Yes

Set a Path to End All Homelessness by 2020 Yes

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)



The CoC strategic plan, aligned with the goals of Opening Doors, is on target toend homelessness by 2020. The Strategic Planning Committee, made up ofthe chairs of the CoC committees, determines targets based on HighPerforming Community imperatives and assigns each strategy to the Committeemost appropriate. To meet Strategic Plan Goal 2 – Increase Access to Stableand Affordable Housing, the CoC has implemented a strategy to standardizeand coordinate the prioritization of access to permanent supportive housing.This helps to meet the targeted outcome of shortening the length of timeindividuals and families remain homeless by 10%. This strategy is assigned tothe Housing Crisis Response Committee which is composed of staff fromemergency, transitional, and permanent housing organizations. To assureproper assignment of strategies, the Strategic Planning Committee surveystarget outcomes twice annually and reports progress to the Governing Boardand the general CoC membership.

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)

Community agencies are encouraged to collaborate to address priorities in thecommunity. New projects are considered for funding that align with thestrategic plan and meet community needs. CoC Lead meets with agencies notpreviously funded to discuss needs and funding opportunities and /or providessupport to access CoC funding. Upon NOFA release, agencies are encouragedto review eligible activities to determine the appropriateness. The CoCpublishes a notice of opportunity to apply for CoC funding approximately 30days prior to the anticipated date of NOFA release and again within 2 days ofthe release. Notices include information on accessing the HUD Exchange,becoming part of the HUD Exchange email listserv, and deadlines for submittingletters of intent to the CoC. Publication is done through a city-wide newspublication and an email listserv maintained by the Alexandria Office ofHousing, which includes CoC members, non-profits, local businesses, citizensand stakeholders.

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) Not Applicable

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Not Applicable

HeadStart Program Yes

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 Office of Housing is the lead agency for the Five-Year Consolidated (Con)Plan and serves on the CoC Governing Board and ensures coordinationbetween the Strategic Plan, the Con Plan, the Action Plans, and the HousingMaster Plan. The Office of Housing updates the Con Plan with annual ActionPlans, a joint effort with the CoC. Through consultation with the Office ofHousing staff, the CoC provides input regarding activities to address the needsof persons experiencing or at risk of homelessness for the Con Plan and ActionPlans. The Office of Housing staff annually solicits the needed input from theCoC to complete the Con Plans and Action Plans before submission to HUD.Topics include specific programs and services, proposed five-year and annualgoals to meet the needs, anticipated program and service funding, targetedpopulations, and PIT data analysis. During Con Plan development and ActionPlans process, Housing staff daily consult with CoC members by email, phoneor meetings.

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 state of Virginia Department of Housing and Community Development isthe ESG recipient. The CoC is awarded two-year ESG funding from the statethrough the Virginia Homeless Solutions Program (VHSP) competitivecollaborative grant process for the operation of emergency shelters andprovision of RRH services. Prior to the grant application process, the CoC ESGsub-recipients and other organizations meet with the state to provide feedbackand information on the needs of the community to inform the funding priorities.The CoC also provides to the state the annual PIT data, and quarterly reportson demographics of persons served, outcomes, and bed utilization. The CoCESG recipients are regularly monitored by the state. The CoC VHSPcollaborative grant application is based on the funding priorities, communityneeds and performance standards. All ESG sub-recipients submit monthlyperformance reports and data to the CoC Housing Crisis Workgroup and aremonitored by the CoC lead.



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)

Policies are in place across the CoC to ensure safety and security needs of DVsurvivors are met at all points of entry. Persons at a homeless assistanceprovider are screened for safety and linked to victim services as needed. If ahousehold presents as fleeing DV, they are immediately linked to the DVProgram 24 hour confidential hotline for a risk and safety assessment todetermine need for safe housing. The collected data is not entered into HMISand the location of the DV shelter is undisclosed. Those not needing safehousing are directed to the CoCs coordinated entry to be assessed for diversionservices and linked to housing options and victim services. Households at avictim service provider are assigned a family service specialist to set safety andhousing goals. CoC providers access resources to address housing crises e.g.ESG and CoC-funded RRH, housing location, case mgt, TH, PSH, and otherPH. Homeless persons, including DV survivors are able to access theseresources.

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

Alexandria Redevelopment and Housing Authority 8.60% Yes-HCV

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

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



1C-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)

In FY15 the CoC created a pilot PH option to address the needs of homelessindividuals with long-term mental health or substance abuse issues with incomeless than 30% of AMI. There is currently one unit available with the plan toincrease to 9 units. This allows the CoC flexibility in serving clients who wouldnot meet more restrictive eligibility criteria existing in supportive housingprograms. In an effort to functionally end veteran homelessness, the CoCcreated a permanent housing option for three homeless single males givingpriority to veterans. In accordance with housing first philosophy, supportservices will be offered but not required. All residents will have access to casemanagement services, employment and education services, and housinglocator services when ready.

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:X

No strategies have been implemented:

Engagement of the business communityX



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:

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)

Not applicable.



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 Homeless Services Assessment Center (HSAC), low barrier coordinatedentry serving the entire geographic area and all subpopulations, e.g., families,singles, Veterans, and chronically homeless persons. Persons in a housingcrisis access HSAC by phone, walk in or appointment. HSAC assesses for theappropriateness of services, i.e., prevention, diversion or ES. Outreach staffconducts assessments for unsheltered persons and HSAC staff is deployed toWinter Shelter to engage persons hardest to serve. Outreach efforts includeposting flyers with service providers; ads in the local newspapers and postedinformation on websites. HSAC conducts standardized assessments based onhomeless certification and risk factors. Households are prioritized for ES basedon vulnerability. HSAC refers persons to appropriate services for furtherassessments, including the VI-SPDAT and housing need and barrierassessments. A CoC committee oversees HSAC and includes ES, PSH, MHproviders, and landlords.



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 X X X X

CDBG/HOME/EntitlementJurisdiction X

Law EnforcementX X X

Local Jail(s)X X

Hospital(s)X X X

EMT/Crisis Response Team(s)X X

Mental Health ServiceOrganizations X X X

Substance Abuse ServiceOrganizations X X X

Affordable Housing Developer(s)X

Public Housing AuthoritiesX X

Non-CoC Funded YouthHomeless Organizations X X X X

SchoolAdministrators/HomelessLiaisons

X X X X

Non-CoC Funded Victim ServiceOrganizations X X X X X

Street Outreach Team(s)X X X X

Homeless or Formerly HomelessPersons X



Faith-Based OrganizationsX X X X

Affordable Housing AdvocatesX

Safety Net and Homeless ServicesProviders X X X 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? 6

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

0

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?

6

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 stayX

% permanent housing exit destinationsX

% increases in incomeX

Assistance with mainstream benefitsX



Monitoring criteria

Participant EligibilityX

Utilization ratesX

Drawdown ratesX

Frequency or Amount of Funds Recaptured by HUD

Published appeal & grievance proceduresX

Need for specialized population services

Youth

Victims of Domestic Violence

Families with ChildrenX

Persons Experiencing Chronic HomelessnessX

Veterans

Persons with SMI or dually diagnosedX

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)

During the CoC’s ranking process projects serving families were given prioritybased on community needs for permanent housing as demonstrated in the mostrecent PIT count and the severity of client needs. The CoC had an increase inhomeless families. Therefore, the housing first project with the bestperformance outcome measures serving families ranked number one. Theproject ranked second is low barrier, serving families and individuals diagnosedwith SMI. Subsequent consideration for selection was given to projects with lowbarriers, serving persons requiring significant levels of support in order tomaintain permanent housing, and that prioritized the following vulnerabilities:chronic homelessness, particularly those in unsheltered situations; andsignificant behavioral health challenges.



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 completed CoC Competition Review and Ranking Form was posted to theCoC website on November 6, 2015. In addition, the Ranking Form was sent tothe community email list through the Alexandria Office of Housing and to theCoC email list. The use of these three communication resources ensured thatall stakeholders and interested citizens received the ranking information.

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.)

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.)

No

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.)



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)

A formal monitoring procedure is in place that provides for annual project sitevisits and includes a project staff questionnaire to solicite informationconcerning program success, a report submitted to the CoC Lead and used inthe monitoring and ranking process, when possible, an interview with a projectparticipant, and a formal presentation before the CoC Governing Board andmembers of the Ranking Committee. In addition, recipient directors serve on theGoverning Board and provide project information, such as staff changes andbed vacancies, throughout the year.

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.

Pages 4-8

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).

ServicePoint

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).

Bowman Systems LLC



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


2B-1. Select the HMIS implementationcoverage area:

Single CoC

* 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 $0

ESG $0

CDBG $0

HOME $0

HOPWA $0

Federal - HUD - Total Amount $0

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 $11,776

County $0

State $0

State and Local - Total Amount $11,776

2B-2.4 Funding Type: PrivateFunding Source Funding

Individual $0

Organization $0

Private - Total Amount $0

2B-2.5 Funding Type: OtherFunding Source Funding

Participation Fees $4,734

Other - Total Amount $4,734

2B-2.6 Total Budget for Operating Year $16,510



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


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

05/07/2015

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 147 23 124 100.00%

Safe Haven (SH) beds 12 0 12 100.00%

Transitional Housing (TH)beds

84 0 84 100.00%

Rapid Re-Housing (RRH)beds

27 0 27 100.00%

Permanent SupportiveHousing (PSH) beds

46 0 46 100.00%

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)

Not Applicable.



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:

Youth focused projects:

HOPWA projects:

Not Applicable:X

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

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% 6%

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 17% 9%

3.15 Relationship to Head of Household 0% 0%

3.16 Client Location 0% 0%

3.17 Length of time on street, in an emergency shelter, or safe haven 1% 0%

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):

Annual Homeless Assessment Report (AHAR) table shells:X



Housing Inventory Count (HIC)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):

VA Grant and Per Diem (GPD):

Runaway and Homeless Youth (RHY):

Projects for Assistance in Transition from Homelessness (PATH):

None:X

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)



The Projects for Assistance in Transition from Homelessness (PATH)programwill commence entering data into HMIS on July 1, 2016.



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):

05/07/2015



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:X

Sample of PIT interviews plus extrapolation:

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 collected data on persons in emergency shelter, safe haven, andtransitional housing on the night of the 2015 count using HMIS, Providersurveys and interviews. To ensure an unduplicated count, comparisons weremade of personally identifying information including name, date of birth, andsocial security number and other unique identifiers. The following were used toensure the highest quality count: 1)Creation of a Task Force; 2)Review of HUDguidance and trainings; 3)HMIS data quality was reviewed for compliance withdata quality standards; 4)provision of written instructions and training on thedata collection requirements and forms; 5)testing of data collection forms andprocesses; 6)providers were reminded about the count to maximizeparticipation; and 7)comparisons were made with the previous year’s count andchanges explained. To ensure an accurate enumeration, the CoC elected acomplete census count methodology and was able to do so due to the smallgeographic size.

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?

No

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

Not Applicable.



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)

Not Applicable.



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):

05/07/2015



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:X

Night of the count - known locations:

Night of the count - random sample:

Service-based count:X

HMIS:

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)

The CoC covers a small urban geographical area of 15.5 square miles, so themost effective methods were a night of the count-complete census and aservice-based count. Coordinated by the PATH outreach staff, the night of thecount a complete census was completed by a small group of volunteers andCity employees canvassing the entire geographic area. To ensure nounsheltered individuals were missed, the day following the count a service-based count was also conducted. Given the CoC’s small numbers ofunsheltered individuals any duplicates were easily identified and removed.



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?

Yes

(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:X

Unique identifier:X

Survey question:X

Enumerator observation:X

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)

Not Applicable.



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

267 267 0

Emergency ShelterTotal

165 179 14

Safe Haven Total 10 9 -1

Transitional HousingTotal

69 56 -13

Total Sheltered Count 244 244 0

Total Unsheltered Count 23 23 0

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

965

Emergency Shelter Total 840

Safe Haven Total 16

Transitional Housing Total 109



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)

The CoC uses data to identify gaps and needs to prevent and endhomelessness and creates solutions. Data analysis of living situation,household make up, income to rent ratio, and other demographics to identifyrisk factors and make shifts in resources to prevent first time homelessnessamong households seeking services who would be homeless withoutassistance. The homeless prevention program is housed with centralized entryand its services are advertised in the community. Persons who are at imminentrisk of homelessness are assessed for diversion or prevention services. Casemanagement and housing location services are available to households whomeet the risk factors. Efforts are made to alleviate the housing crises asplacement in emergency shelter is the last resort. The CoC educates landlordsby providing information about CoC goals and resources of homelessnessprevention. Landlords are part of the planning process, and when issues arisethey can be handled before homelessness.

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)

Permanent housing is the goal, so a CoC target is to decrease the averagelength of homelessness by 10%. HMIS data in a standardized spreadsheet isreviewed and analyzed at Data Subcommittee meetings. Shelter providersperform 30-day reviews for all households, and staff cases with lengths of stayover 120 days. ES, TH, prevention, diversion, PSH, and drop in centerproviders attend these meetings to discuss successes, barriers, and possiblesolutions to meet this target. Bi-annually this information is reported to theStrategic Planning Committee where systemic solutions and strategies arecreated. Providers assess barriers and needs to determine the best housingoptions. The CoC uses ESG and CoC funding to rapidly rehouse householdswith financial assistance and community case management for housing stability.The CoC has increased its PSH stock to serve clients with more intensiveneeds prioritizing chronically homeless with high vulnerability and longer lengthof time homeless.



* 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

26

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

21

% Successful Exits 80.77%

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

41

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?

39

% Successful Retentions/Exits 95.12%

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)



1. CoC providers utilize HMIS, including RRH, TH, coordinated entry and PSH.HMIS UDEs are entered for households served and reviewed by the Gaps andNeeds Committee which makes recommendations to the Governing Board toreduce returns to homelessness. 2. Spreadsheets are reviewed monthly by theData Subcommittee, which reviews referral lists, patterns of utilization andpolicies and practices to eliminate barriers to households in securing andmaintaining permanent housing. Providers continue case management post-financial assistance to stabilize households. Charities are engaged to financiallyassist households at risk of returning to homelessness to insure housingstability. 3. Data is analyzed monthly to detect patterns of clients’ returns tohomelessness. This information is used to identify client characteristics andservice needs to coordinate with service providers on alternatives to shelter.Data is used to develop systemic strategies to address specific subpopulationneeds.

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)

Case Managers have increased their focus and skills in addressing employmentneeds, thus incorporating employment goals into service plans and partneringwith mainstream employment service providers. Participants are alsoencouraged to attend workforce development job readiness training and accesssupported employment services as needed. Employment and income is alsotracked during the CoC PIT Count as a snapshot measurement and baseline.The CoC is a SOAR community and participants are assessed for meeting thethreshold for eligibility for Social Security benefits at any point of entry in theCoC. Homeless service case managers assist clients in applying formainstream benefits e.g. TANF and/or SNAP through CommonHelp, a state,centralized electronic application system.

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



The primary mainstream employment organizations who serve homelessfamilies and individuals are Alexandria Workforce Development Center, CSBWellness Center, Laurie Mitchel Center, and DARS. After an employmenthistory assessment is completed with each client entering a program, casemanagers within the CoC provide referrals to an employment serviceorganization that will best serve the clients’ needs. Transportation toemployment related activities and events are provided as needed. Theseorganizations provide employment and education assessments, job readinessworkshops, credentialing opportunities, job placement and limited coachingservices for homeless households. Of the 7 CoC funded projects, 100% have arelationship with at least one or more of these providers.

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)

PATH staff conducts regular outreach and engagement with all unshelteredpersons. In addition to canvasing the CoC area, unsheltered persons areidentified by community referral (e.g., police department, faith-based serviceproviders, business owners, librarians, and citizens). PATH staff informs thelocal community of outreach services and partners with referral sources to meetand engage unsheltered individuals. PATH staff tracks persons who areunsheltered by utilizing an electronic health record and quarterly reportsprovided to the State PATH administrator. Using progressive engagement andthe stages of change framework, PATH staff link unsheltered persons toservices and housing resources. PATH is an access point for coordinatedentry, a primary referral source for safe haven, and is able to make directreferrals to shelter and permanent housing sources. PATH staff is SOARtrained and utilizes mobile technology to complete applications with unshelteredpersons in the community.

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)

Not Applicable.



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

63 61 -2

Sheltered Count of chronicallyhomeless persons

45 44 -1

Unsheltered Count of chronicallyhomeless persons

18 17 -1

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)



The total number of chronic homeless decreased by 2 persons. There were nochanges to the PIT methodology. Thus, the decrease may be attributed toimplementing the strategies for ending chronic homelessness including, theaddition of two PSH beds in September 2014 dedicated to serve chronicallyhomeless individuals; and the prioritization of these beds to persons who wereunsheltered, had high vulnerability demonstrated by 10 points or more on theVI-SPDAT, and/or had the longest lengths of homelessness.

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)

In 2012, the CoC reallocated funding from an under-performing TH program tocreate 2 housing-first CH beds, in addition to creating 2 housing-first beds forCH singles through an awarded bonus point project. Both began operating in2013 but 2 do not show on the HIC until 2014. The CoC is reallocating thefunding from another TH project in 2013 to provide 8 more housing-first beds forCH individuals. The 2012 and 2013 competitions yielded 12 new CH PSH beds.The average number of CH singles over the past six yrs is 36%; with the newbeds, our CH bed capacity is 30%, in keeping with the need. The CoC hasconsistently made progress toward meeting the needs of the CH population. Allnon-CH programs prioritize CH for beds vacated through natural turn over. TheCoC proposed funding for ongoing subsidies from local resources to createmovement from PSH.

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)

All numeric goals were achieved through the strategies outlined in the FY2013/FY2014 CoC Application. In September 2013 four new housing first bedsdesignated for chronically homeless individuals were created through thereallocation of CoC funds from a 4-bed transitional housing project and a bonusproject award. In September 2014 a reallocation of CoC funds from an 8-bedtransitional housing project was used to create nine housing first bedsdesignated for chronically homeless individuals, one bed greater than predictedin the FY2013/2014 CoC application. These strategies resulted in a total ofthirteen new housing first beds designated for chronically homeless individualsin FY2013/2014. Furthermore, all non- chronically homeless permanentsupportive housing beds are prioritized for chronically homeless individuals andfamilies.



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.

4 13 9

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)

In September 2014 a reallocation of CoC funds from an 8-bed transitionalhousing project was used to create nine (9) additional housing first bedsdesignated for chronically homeless individuals.

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 ?

Yes

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.

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.

33



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.

5

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.

5

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?

Yes

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)

The initial strategy tracks the trends as shown in the PIT counts of personsexperiencing CH since 2008 and increases dedicated beds to ensure that theCH-designated PSH inventory corresponds to projected need. In 2015 the CoCis applying for a bonus project to add 5 CH-dedicated PSH beds for singles.This would align the CH-dedicated PSH beds inventory with the averagepercentage of CH persons in the CoC. The VI-SPDAT is administered to allsingles referred to PSH to assess severity of need. Priority is given to CHsingles and families with the longest history of homelessness and the mostsevere service needs. The second strategy is that all non-CH dedicated PSHare prioritized for chronic homelessness.The CoC has identified the following potential barriers to accomplishing thisgoal: 1) The increase of bed inventory not keeping pace with the need; and 2)The lack of movement from PSH to other appropriate permanent housing dueaffordable housing shortage and/or client choice.



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:

Number of previous homeless episodes:X

Unsheltered homelessness:X

Criminal History:

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

Head of household has mental/physical disabilities:X

PregnancyX

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)

Households in housing crises are assessed at coordinated entry and referred toES as a last resort. Households must be literally homeless or fleeing DV, andmust have insufficient resources and support networks to maintain housing.Upon ES entry, households are quickly assessed for housing need and barriers,and develop a housing plan to ensure a 30-day re-housing process.Households work with a case manager and a housing locator to identify PHoptions based on needs and preferences. Weekly case management meetingsare conducted to review housing plan goals and progress made towardsecuring permanent housing. Literally homeless households are referred fromcommunity agencies and homeless services providers for CoC and ESG fundedRRH. The breadth of service provision is based on unique household need asidentified by client and demonstrated by administered assessments. Literallyhomeless households are considered for RRH, and veterans and householdswith minor children receive priority.

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: 6 4 -2

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:

X

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:

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:

32 34 2

Sheltered Count of homeless households with children:

32 34 2

Unsheltered Count of homeless households with children:

0 0 0

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)

On the night of the count literally homeless households with increased from 32in 2014 to 34 in 2015, a 6% increase. We attribute the change, which wasobserved in the emergency and Domestic Violence Program shelters in part tothe concurrent publicity and media campaigns in response to several incidentsof domestic violence involving professional athletes.

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? Yes

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?

Yes

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:X

Specific sampling methodology for enumerating and characterizing local youth trafficking:

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

Community awareness training concerning youth trafficking:X

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:

X

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:

2 38 36



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)

Not Applicable.

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):

$99,000.00 $100,000.00 $1,000.00

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):

$99,000.00 $100,000.00 $1,000.00

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: 27

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

1

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

0

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)



The Homeless Education Liaison (HEL), whose job it is to protect the rights ofstudents experiencing homelessness, is a member of the CoC. In addition toannual CoC meetings, the HEL and CoC liaison attend bi-weekly ESG-fundedshelter case management meetings to ensure families are connected toeducational and community supports and services. The HEL communicatesregularly with homeless service providers to discuss youth homelessness asdefined by HUD and homelessness as defined under other federal agencies.Families experiencing or at risk of homelessness are linked to potentialservices, including but are not limited to ESG-funded projects, security depositand eviction storage assistance. Households in CoC programs are linked to theHEL and social workers. To protect students from discrimination, the disclosureof homeless status is limited to the HEL, principals, social worker, and othermembers of the student support team.

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)

At coordinated entry families with children receive homeless education servicesliterature and are linked to the Homeless Education Liaison’s (HEL) to ensurehouseholds served by ESG/CoC programs are informed of eligibility foreducational services. The HEL attends ESG-funded shelter staffings to ensurefamilies are connected to educational supports and services. Case managerswork with households in CoC programs to ensure that participants are informedof their eligibility to receive educational services. Children receive astandardized assessment to collect info on their educational history, absences,and needs including transportation, tutoring, and school supplies, and areincluded in the housing stabilization plan. School concerns are addressed bythe HEL and social workers. Infants and toddlers are referred to assessdevelopmental functioning, and weekly developmental education to theirfamilies. Children under 5 are referred for mental health concerns andHeadstart as needed.



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:

18 12 -6

Sheltered count of homeless veterans: 16 10 -6

Unsheltered count of homelessveterans:

2 2 0

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 2015 City of Alexandria PIT count had a 33 percent decrease in thenumber of veterans experiencing homelessness from the 2014. While thenumber of homeless veterans is small (6% of the total homeless population),there has been a focus and creation of a coordinated system to end veteranhomelessness. The Public Housing Authority allocated 25 set- aside vouchersto the CoC specifically for homeless veterans. The CoC gathered names andinformation of the veterans in the homeless system and used a by-names list totrack those who entered each month. These set aside vouchers gave ourcommunity targeted resources to reduce the number. Six veterans werepermanently housed. There were no changes to the PIT count methodology.



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)

At coordinated entry and during street outreach persons are asked aboutveteran status. Veterans are linked with the VA Medical Center social worker toconnect to medical care, apply for benefits, HUD-VASH vouchers, and requestVA specific documents. Five SSVF providers that serve the CoC are alsocontacted when a homeless veteran is identified. Veterans also self-refer to theSSVF providers. The CoC has a monthly Veterans Initiative Committeemeeting to staff cases using a by-names list. This committee discussesveterans’ needs and assists with coordination to resources. Members of thecommittee, made up of shelter, safe haven, transitional housing, coordinatedentry, prevention, SSVF and VA providers, are assigned tasks to quickly househomeless veterans permanently. At meetings timelines are established andprogress toward housing goals are reviewed. Once successfully housed,veterans are added to the “housed” by-names list. Outcomes are reportedmonthly to the state of Virginia.

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)

Upon notification from the VA Medical Center social worker of a veteran’sineligibility for VA services, the veteran is then immediately referred to non-VAprograms including veteran-specific ESG-funded RRH, set aside HCVs andpermanent housing. Veterans ineligible for RRH are referred to the VeteranPermanent Housing Program. If it is determined that veterans need moreintensive services such as PSH, they are referred and priority is given to thosewho are chronically homeless and have a VI-SPDAT score of 10 or greater.Local priority for veteran-specific set aside HCVs, is given to literally homelessveterans who make at or below 30% of AMI and have no other housing optionsand are ineligible for other veteran-specific resources within the community. TheCoC has one ESG RRH project, three Veteran Permanent Housing Programbeds under development and 25 set aside vouchers that are 100% prioritizedfor homeless veterans.

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:

19 12 -36.84%

Unsheltered count of homelessveterans:

5 2 -60.00%

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)

The most effective strategy is the use of a by-names list and monthly staffing bythe Veterans Initiative Committee, made up of five SSVF providers, shelter,transitional housing, CSB,VA social worker, retired veteran volunteer, PATHoutreach, and the CoC Lead. Veterans are placed on the by-names list atcoordinated entry or with SSVF providers as soon as they are identified.Depending needed services, the veteran is linked with a case managerresponsible for helping the client end homelessness. The case managerprovides updates about the status of the veteran’s case, where they are in theprocess of finding housing, and any identified barriers. As of October 1, 2015the CoC had eight homeless veterans who are connected with case managersand actively looking for permanent housing. This group will continue to tracknew veterans and will also serve as a model for how the CoC will addressending chronic homelessness.



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):

7

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).

6

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

86%

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)



During 2015 the CoC-Lead agency partnered with Enroll Virginia to host sixcommunity enrollment fairs to assist with enrollment in marketplace healthinsurance. The efforts were promoted by posting flyers in facilities and offeringclients assistance in accessing services. Five of the fairs were co-located withthe CoCs coordinated entry. The City of Alexandria has also partnered withINOVA Hospital and Neighborhood Health to provide free quarterly health fairsto serve the uninsured. Assistance is also available to help clients withmarketplace enrollment and Medicaid. Workstations for CommonHelp theVirginia State electronic benefits processing system, were set up at 10 locationsthroughout the CoC for persons to apply for mainstream benefits includingMedicaid. Staff within the CoC-Lead agency trained personnel and volunteers atapproximately 15 homeless and emergency service providers to help persons inapplying for benefits. As a result Medicaid enrollment has increased by 16%.

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:

X

In-Person Trainings:

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):

7

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:

3

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”:

43%

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):

7

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

4

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:

57%



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:X

Community Informational MeetingsX

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:

11 15 4

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)



Not applicable.

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)

Not applicable.

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)

Not applicable.

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.

No



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:

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:X

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



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

02. 2015 CoC ConsolidatedApplication: Public PostingEvidence

Yes

03. CoC Rating and ReviewProcedure

Yes

04. CoC's Rating and ReviewProcedure: Public PostingEvidence

Yes

05. CoCs Process forReallocating

Yes

06. CoC's Governance Charter Yes

07. HMIS Policy andProcedures Manual

Yes

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

No

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

Yes

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

No

11. CoC Written Standards forOrder of Priority

No

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

No

13. Other No

14. Other No

15. Other No



Attachment Details

Document Description:

Attachment Details


Attachment Details


Attachment Details


Attachment Details


Attachment Details


Attachment Details




Attachment Details


Attachment Details


Attachment Details


Attachment Details


Attachment Details


Attachment Details




Attachment Details


Attachment Details




Submission Summary

Page Last Updated

1A. Identification 11/16/2015

1B. CoC Engagement 11/16/2015

1C. Coordination 11/16/2015

1D. CoC Discharge Planning 11/16/2015

1E. Coordinated Assessment 11/16/2015

1F. Project Review Please Complete

1G. Addressing Project Capacity 11/16/2015

2A. HMIS Implementation 11/16/2015

2B. HMIS Funding Sources 11/16/2015

2C. HMIS Beds 11/16/2015

2D. HMIS Data Quality 11/16/2015

2E. Sheltered PIT 11/16/2015

2F. Sheltered Data - Methods 11/16/2015

2G. Sheltered Data - Quality 11/16/2015

2H. Unsheltered PIT 11/16/2015

2I. Unsheltered Data - Methods 11/16/2015

2J. Unsheltered Data - Quality 11/16/2015

3A. System Performance 11/16/2015

3B. Objective 1 Please Complete

3B. Objective 2 11/16/2015

3B. Objective 3 11/16/2015

4A. Benefits 11/16/2015

4B. Additional Policies 11/16/2015

4C. Attachments Please Complete

Submission Summary No Input Required



Before Starting the CoC Application CoC... · - Reviewing the FY 2015 CoC Program Competition NOFA...

Documents

Transcript of Before Starting the CoC Application CoC... · - Reviewing the FY 2015 CoC Program Competition NOFA...