before starting the coc application...2014/02/03 · 1c-1.5 rating & review committee this...

Before Starting the CoC Application

The CoC Consolidated Application is made up of three parts: the CoC Application, the ProjectListing, and the Project Applications. The Collaborative Applicant is responsible for submittingtwo of these sections. In order for the CoC Consolidated Application to be considered complete,each of these two sections REQUIRES SUBMISSION:- CoC Application - Project Listing

Please Note:

- Review the FY2013 CoC Program NOFA in its entirety for specific application and programrequirements. - Use the CoC Application Detailed Instructions while completing the application in e-snaps. Thedetailed instructions are designed to assist applicants as they complete the application forms ine-snaps. - As a reminder, CoCs are not able to import data from the 2012 application due to significantchanges to the CoC Application questions. All parts of the application must be fully completed. - All questions marked with an asterisk (*) are mandatory and must be completed in order tosubmit the application.

For Detailed Instructions click here.

Applicant: Southwest Pennsylvania CoC PA-601Project: PA-601 CoC Registration FY2013 COC_REG_2013_084860

FY2013 CoC Application Page 1 02/03/2014

1A. Continuum of Care (CoC) Identification

Instructions:For guidance on completing this form, please reference the FY 2013 CoC Application DetailedInstructions and the FY 2013 CoC Program NOFA. Please submit technical question to theOneCPD Ask A Question at https://www.onecpd.info/ask-a-question/.

1A-1 CoC Name and Number: PA-601 - Southwest Pennsylvania CoC

1A-2 Collaborative Applicant Name: Commonwealth of PA Department of Communityand Economic Development

1A-3 CoC Designation: CA



1B. Continuum of Care (CoC) Operations


1B-1 How often does the CoC conductmeetings of the full CoC membership?

Monthly

1B-2 How often does the CoC invite newmembers to join the CoC through a publicly

available invitation?

Quarterly

IB-3 Does the CoC include membership of ahomeless or formerly homeless person?

Yes

1B-4 For members who are homeless orformerly homeless, what role do they play in

the CoC membership? Select all that apply.

Community Advocate

1B-5 Does the CoC’s governance charter incorporate written policies andprocedures for each of the following:

1B-5.1 Written agendas of CoC meetings? Yes

1B-5.2 Centralized or Coordinated Assessment System? No

1B-5.3 Process for Monitoring Outcomes of ESG Recipients? No

1B-5.4 CoC policies and procedures? Yes

1B-5.5 Written process for board selection? Yes

1B-5.6 Code of conduct for board members that includes a recusal process? No

1B-5.7 Written standards for administering assistance? No



1C. Continuum of Care (CoC) Committees


1C-1 Provide information for up to five of the most active CoC-wideplanning committees, subcommittees, and/or workgroups, including abrief description of the role and the frequency of meetings. CollaborativeApplicants should only list committees, subcommittees and/orworkgroups that are directly involved in CoC-wide planning, and not theregular delivery of services.

Name of Group Role of Group (limit 750 characters)

MeetingFrequency

Names of Individuals and/orOrganizations Represented

1C-1.1 Southwest PARegional HomelessAdvisory Board(RHAB)

The RHAB IDs regional & localhomeless issues; coordinatesregional planning; IDs regionalhousing gaps & needs, strategies& priorities; provides input forSSVF & ESG apps; participatesin completion of the CoC app;monitors HMIS participation &implementation; coordinate &follow-up on the PIT count &AHAR. CoC-wide planning is alsoimplemented through RHABsubcommittees, including projectreview & ranking. RHABmembers participate on the HMISsoftware & user committee,state’s homeless plan committee& subcommittees onemployment, youth, veteranshomelessness. In addition, theRHAB provides input & feedbackto the PA Steering Committee onHomelessness on policies,priorities & issues of statewidesignificance.

Monthly 33 Organizations including: homelessservices, non-profits, CAPS, MH providers,education, county government, stategovernment, PA, DV, veterans, 211,CareerLInk



1C-1.2 PA HomelessSteering Committee

The Steering Committee has repsfrom all CoC’s, key stateagencies, & homelessstakeholders. It IDs & addressespolicy issues; sets state priorities;ensures public & privatecoordination; and maximizes useof mainstream & state resources.Statewide issues such as theimplementation of ACA,increasing coordination & use ofresources with DPW, the state’sTANF provider have beendiscussed during the last year. Itleads the State’s 5-Yr planningprocess, coordinates the CoCapplication process, and providestraining & TA to the RHABs &grantees. It also provides updateson discharge & state disasterplanning. At monthly meetingsthe 4 Balance of State CoCs,Entitlement CoC Chairs, & VAreport on regional, City & Countyactivities & concerns.

Monthly 29 agencies represented: State (DCED,Health, Public Welfare, Education, Labor &Industry, Hsg Finance), VA, HL/Serviceproviders, philanthropy, Center for Rural PA,County gov, PHAs, higher education

1C-1.3 CoCMerger/GovernanceCommittee

Over the last year,representatives from PA-601 &PA-602 have been meetingtogether to reexamine eachCoC’s geographic areas. It hassince been decided that thesetwo CoCs will merge as one – thePA Western CoC, covering a totalof 20 counties. Once this decisionwas made, this Committee begandrafting a governance charterdesigned to restructure the 2CoCs as 1, and ensure HEARTHcompliance. This includesadequate representation from awide range of stakeholders, andincludes those required by HUD.The Committee will finalize thegov docs & begin operating as 1CoC in Spring 2014. This existingCommittee’s role is limited to theestablishment of the govstructure. Once thestructure/document is finalized, aGoverning Board will be elected.

Quarterly Amanda Feltenberger, Tammy Knouse,Sandy Harbor, Kim Pivetta, Kevin Boozel,Jennifer Johnson, Kim Stucke, LindaThompson, Deb Hennon

1C-1.4 Project EvaluationCommittee

This Committee was created toreview project performance insuccessfully meeting the HUDestablished goals, as well as thecontinuum goals. Unlike theRating & Ranking Committee, thiscommittee was designed to meetyear-round role in order to identifyproblem areas and will work withprojects to develop performanceimprovement plans, which willinclude mentorship from a highperforming project that agrees toact in a mentoring capacity.

Monthly Sandy Harbor, Tammy Knouse, BillConnolly, Dawn Arthurs Peck, RobertRitchie, Jennifer Johnson, Holly Callendar,Madra Clay, Amanda Feltenberger

1C-1.5 Rating & ReviewCommittee

This Committee only meets a fewtimes per year, mostly during theapplication process. The chargeof this committee is to review andrank projects, as well as providingprojects with feedback regardingthe rationale of their score andareas needing improvement.

Annually Kim Pivetta,, Kevin Boozel, AmandaFeltenberger, Tammy Knouse, JenniferJohnson, Jason Bercini, Bill Connolly,Sandy Harbor, Jessica Hajek-Bates



1C-2 Describe how the CoC considers the full range of opinions fromindividuals or organizations with knowledge of homelessness or aninterest in preventing and ending homelessness in the geographic areawhen establishing the CoC-wide committees, subcommitees, andworkgroups. (limit 750 characters)

From the CoC’s Policies & Procedures, “Ancillary members… are anyindividuals who are interested in homeless issues in the region… Everyone iswelcome to attend and become an ancillary member.” Representatives fromeach of the seven counties within the CoC are among RHAB members. Thesereps bring info from the RHAB to their local housing/homeless coalitionsmeetings. This ensures that CoC related information is being providedthroughout the entire geographic area. These members also provide input tothe RHAB from local groups in order to address issues/concerns throughout theregion. RHAB members includes CoC-providers, PHAs, VA-providers, humanservices, community action agencies, domestic violence, 211, PHFA, etc.



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


1D-1 Describe the specific ranking and selection process the CoC uses tomake decisions regarding project application review and selection, basedon objective criteria. Written documentation of this process must beattached to the application along with evidence of making the informationpublicly available. (limit 750 characters)

On 9/9/13, the RHAB sent renewal applicants a Renewal Summary Form(RSF), Expenditure Form & Scoring Sheet indicating specific rating criteria (see1D-2). All were required to return the forms & an HMIS APR for 7/1/12 to6/30/13. The scoring sheet listed specific rating criteria, source of information &points. RSF and APRs were preliminarily reviewed by the RHAB co-chairs, withactual scoring and ranking conducted by RHAB members who are not granteesor directly involved with grantees. For projects with the same score, rank wasweighed PH, TH, then SSO. Grantees/CoC members were notified of rankingand final budget via the CoC’s e-mail distribution on 1/17/14. Final scores,ranking and budgets were posted at www.dma-housing.com.

1D-2 Describe how the CoC reviews and ranks projects using periodicallycollected data reported by projects, conducts analysis to determine eachproject's effectiveness that results in participants rapid return topermanent housing, and takes into account the severity of barriers facedby project participants. Description should include the specific dataelements and metrics that are reviewed to do this analysis. (limit 1000 characters)

Data Sources: HMIS APRs for 7/1/12 - 6/30/13, Renewal Summary Forms,Expenditure Forms showing 3 years. Metrics & Measures: participation in CoC(2pts), HMIS data quality (3pts), mainstream resources (2pts) , utilization rate(2pts), employment (2pts), housing stability, including

1D-3 Describe the extent in which the CoC is open to proposals fromentities that have not previously received funds in prior HomelessAssistance Grants competitions.(limit 750 characters)

From 1997 through 2012, the CoC sent an invitation to submit a NOI for a newproject to: HL Assistance Prog Contacts (state funded hl services), MHAdministrators, PHAs, PATH & ESG grantees in each county, resulting in anannual increase in the # of entities receiving CoC funding. Because theavailability of reallocation funds was not identified immediately a more limitedsolicitation for Reallocation CH PSH and RRH was sent on Dec 20 to all CoCmembers who sent them to cty coalitions providing an opportunity for entitiesthat had not previously received CoC funding to submit a proposal. OnlyWestmoreland Community Action, an experienced provider responded tosubmit a PSH Chronic project.

1D-4 On what date did the CoC post on itswebsite all parts of the CoC Consolidated

Application, including the Priority Listingswith ranking information and notified projectapplicants and stakeholders the information

was available? Written documentation of thisnotification process (e.g., evidence of the

website where this information is published)must be attached to the application.

12/19/2013

1D-5 If there were changes made to theranking after the date above, what date was

the final ranking posted?

1D-6 Did the CoC attach the final GIWapproved by HUD either during CoC

Registration or, if applicable, during the 7-daygrace period following the publication of the

CoC Program NOFA without makingchanges?

Yes

1D-6.1 If no, briefly describe each of the specific changes that were madeto the GIW (without HUD approval) including any addition or removal ofprojects, revisions to line item amounts, etc. For any projects that wererevised, added, or removed, identify the applicant name, project name,and grant number.(limit 1000 characters)

NA



1D-7 Were there any written complaintsreceived by the CoC in relation to project

review, project selection, or other itemsrelated to 24 CFR 578.7 or 578.9 within the

last 12 months?

No

1D-7.1 If yes, briefly describe the complaint(s), how it was resolved, andthe date(s) in which it was resolved.(limit 750 characters)

NA



1E. Continuum of Care (CoC) Housing Inventory


1E-1 Did the CoC submit the 2013 HIC data inthe HDX by April 30, 2013?

Yes



2A. Homeless Management Information System(HMIS) Implementation

Intructions:For guidance on completing this form, please reference the FY 2013 CoC Application DetailedInstructions and the FY 2013 CoC Program NOFA. Please submit technical question to theOneCPD Ask A Question at https://www.onecpd.info/ask-a-question/.

2A-1 Describe how the CoC ensures that the HMIS is administered incompliance with the CoC Program interim rule, conformance with the 2010HMIS Data Standards and related HUD Notices. (limit 1000 characters)

In our CoC, the Collaborative Applicant, HMIS Lead and HMIS Vendor are allthe same organization – PA DCED. The CoC has assigned the responsibilitiesof administering the HMIS to the HMIS Lead. As such, the HMIS Lead haspolicies and procedures for the HMIS that are in conformance with 2010 HMISData Standards and all related HUD notices. The CoC participates in AHAR,and users are able to complete their APRs using the HMIS. Members of theCoC work with the HMIS Lead through a user group, where system usersprovide feedback and test the functionality of the system. Additionally, theHMIS includes a custom query tool that any user can access. This tool wouldexpose deficits in the system, if they were to exist.

2A-2 Does the governance charter in placebetween the CoC and the HMIS Lead include

the most current HMIS requirements andoutline the roles and responsibilities of the

CoC and the HMIS Lead? If yes, a copy must be attached.

No

2A-3 For each of the following plans, describe the extent in which it hasbeen developed by the HMIS Lead and the frequency in which the CoChas reviewed it: Privacy Plan, Security Plan, and Data Quality Plan.(limit 1000 characters)

The HMIS Lead developed the Privacy Plan, which was originally drafted in May2012 and revised in November 2012. The HMIS Lead has also developed theSecurity Plan, which is incorporated into the PA HMIS Policies and StandardOperating Procedures, developed April 2013. Members of the CoC participatein the HMIS Subcommittee, which is in the process of selecting a new HMISvendor and software. Once a new vendor is selected, this Subcommittee willwork with the HMIS Lead on revising the current Plans and developing the DataQuality Plan. The Plans are available to the CoC via the HMIS Lead’s website.Additionally, CoC members are reminded of the access to these Plans duringHMIS training. Plans are updated as needed (typically every 6 months), as theHMIS Lead identifies any security concerns.



2A-4 What is the name of the HMIS softwareselected by the CoC and the HMIS Lead?

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

PA HMIS

2A-5 What is the name of the HMIS vendor? Applicant will enter the name of the vendor

(e.g., ESG Systems).

PA Department of Community and EconomicDevelopment (DCED)

2A-6 Does the CoC plan to change the HMISsoftware within the next 18 months?

Yes



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

2B-1 Select the HMIS implementationcoverage area:

Regional (multiple CoCs)

2B-2 Select the CoC(s) covered by the HMIS:(select all that apply)

PA-602 - Northwest Pennsylvania CoC, PA-601 -Southwest Pennsylvania CoC, PA-511 -Bristol/Bensalem/Bucks County CoC, PA-509 -Allentown/Northeast Pennsylvania CoC, PA-507- Altoona/Central Pennsylvania CoC

2B-3 In the chart below, enter the amount of funding from each fundingsource that contributes to the total HMIS budget for the CoC.

2B-3.1 Funding Type: Federal - HUDFunding Source Funding

CoC $238,578

ESG $100,000

CDBG $0

HOME $0

HOPWA $0

Federal - HUD - Total Amount $338,578

2B-3.2 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-3.3 Funding Type: State and LocalFunding Source Funding

City $0

County $0

State $159,645

State and Local - Total Amount $159,645

2B-3.4 Funding Type: PrivateFunding Source Funding

Individual $0

Organization $0

Private - Total Amount $0

2B-3.5 Funding Type: OtherFunding Source Funding

Participation Fees $75,453

Other - Total Amount $75,453

2B-3.6 Total Budget for Operating Year $573,676

2B-4 How was the HMIS Lead selected by theCoC?

Agency Volunteered

2B-4.1 If other, provide a description as to how the CoC selected the HMISLead.(limit 750 characters)



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


2C-1 Indicate the HMIS bed coverage rate (%) for each housing type withinthe CoC. If a particular housing type does not exist anywhere within theCoC, select "Housing type does not exist in CoC" from the drop-down

menu:* Emergency shelter 76-85%

* Safe Haven (SH) beds 86%+

* Transitional Housing (TH) beds 76-85%

* Rapid Re-Housing (RRH) beds 86%+

* Permanent Supportive Housing (PSH) beds 51-64%

2C-2 How often does the CoC review orassess

its HMIS bed coverage?

Semi-Annually

2C-3 If the bed coverage rate for any housing type is 64% or below,describe how the CoC plans to increase this percentage over the next 12months.(limit 1000 characters)

The bed coverage rate is below 64% for beds in PSH. There are a total of 131non-HMIS participating PSH beds. Of these, 118 beds are VASH-funded beds,with the remaining 13 in a privately-funded program that also serves veterans.While the CoC has a strong working relationship with the area VAMC and theButler PHA is a CoC-grantee and very active in the CoC, the HMIS Lead hasnot been able to make progress in getting VASH-funded beds onto HMIS. Wehave had great participation among SSVF-funded programs and haveestablished a close working relationship with VA-staff working with SSVF. Wewill continue to build on this momentum and seek out opportunities/strategiesfor working with VAMC/PHAs to enter VASH participants into HMIS.

2C-4 If the Collaborative Applicant indicated that the bed coverage rate forany housing type was 64% or below in the FY2012 CoC Application,describe the specific steps the CoC has taken to increase this percentage.(limit 750 characters)



N/A



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


2D-1 For each housing type, indicate the average length of time projectparticipants remain in housing. If a housing type does not exist in the

CoC, enter “0”.

Type of HousingAverage Length ofTime in Housing

Emergency Shelter 40

Transitional Housing 17

Safe Haven 10

Permanent Supportive Housing 52

Rapid Re-housing 5

2D-2 Indicate the percentage of unduplicated client records with null ormissing values on a day during the last 10 days of January 2013 for each

Universal Data Element listed below.Universal Data Element Percentage

Name 0%

Social security number 0%

Date of birth 0%

Ethnicity 0%

Race 0%

Gender 0%

Veteran status 0%

Disabling condition 0%

Residence prior to program entry 0%

Zip Code of last permanent address 0%

Housing status 0%

Head of household 4%

2D-3 Describe the extent in which HMIS generated data is used togenerate HUD required reports (e.g., APR, CAPER, etc.).(limit 1000 characters)



The HMIS complies with ALL HUD reporting requirements and CoC fundedprojects and/ or HMIS lead utilize HMIS generated data to provide the followingreports to HUD: AHAR, AHAR-Veteran supplemental, CoC APR, HMIS APR,CAPER, ESG-CAPER. In addition, HMIS provides the following reports forPATH and SSVF-funded grantees: PATH annual report, SSVF extract anddashboard report.

2D-4 How frequently does the CoC review thedata quality in the HMIS of program level

data?

Quarterly

2D-5 Describe the process through which the CoC works with the HMISLead to assess data quality. Include how the CoC and HMIS Leadcollaborate, and how the CoC works with organizations that have dataquality challenges.(Limit 1000 characters)

Throughout different times of the year, the CoC and HMIS Lead work togetherto assess DQ throughout the CoC. This includes while working on AHARsubmission, the PIT count, project review/ranking, and with individualsprograms while completing their APRs. DQ has tremendously improved overthe years, largely due to PAHMIS system enhancements. The system ensuresDQ by requiring many of the universal data elements upon enrolling aparticipant into a program. Additionally, the system has an alert system with exitdate reminders. The work flow of data entry has been updated to improve DQ.The HMIS Lead supports users through the staffing of a Help Desk & ongoingtraining opportunities. Agency users are able to run self-reports to assess theirprogram’s DQ. CoC-funded organizations are motivated to have good DQ,because the CoC has moved towards a data-driven project review and rankingsystem. Projects with poor DQ are more likely to show poor outcomes, whichcan impact their funding.

2D-6 How frequently does the CoC review thedata quality in the HMIS of client-level data?

Quarterly



2E. Homeless Management Information System(HMIS) Data Usage and Coordination


2E-1 Indicate the frequency in which the CoC uses HMIS data for each ofthe following activities:

* Measuring the performance of participating housing and service providers

Annually

* Using data for program management Quarterly

* Integration of HMIS data with data from mainstream resources

Never

* Integration of HMIS data with other Federal programs (e.g., HHS, VA, etc.)

Quarterly



2F. Homeless Management Information System(HMIS) Policies and Procedures


2F-1 Does the CoC have a HMIS Policy andProcedures Manual? If yes, the HMIS Policy

and Procedures Manual must be attached.

Yes

2F-1.1 What page(s) of the HMIS Policy and Procedures Manual orgovernance charter includes the information regarding accuracy ofcapturing participant entry and exit dates in HMIS? (limit 250 characters)

Page 24 of the PA HMIS Policies & Standard Operating Procedures refers tothe accuracy of entry & exit dates in the section titled, “Timeliness of DataEntry”. Additional, project type-specific information is provided in Appendix D (p.61).

2F-2 Are there agreements in place thatoutline roles and responsibilities between the

HMIS Lead and the Contributing HMISOrganizations (CHOs)?

Yes



2G. Continuum of Care (CoC) Sheltered HomelessPoint-in-Time (PIT) Count


2G-1 Indicate the date of the most recent sheltered point-in-time count (mm/dd/yyyy):

01/30/2013

2G-2 If the CoC conducted the shelteredpoint-in-time count outside of the last 10 daysof January 2013, was an exception granted by

HUD?

Not Applicable

2G-3 Enter the date the CoC submitted the sheltered point-in-time count data in HDX:

04/30/2013

2G-4 Indicate the percentage of homeless service providers supplyingsheltered point-in-time data:

Housing Type Observation Provider Shelter Client Interview HMIS

Emergency Shelters 100% 100%

Transitional Housing 100% 100%

Safe Havens 100% 100%

2G-5 Comparing the 2012 and 2013 sheltered point-in-time counts,indicate if there was an increase, decrease, or no change and thendescribe the reason(s) for the increase, decrease, or no change.(Limit 750 characters)



There was an increase in the # of people included in the 2013 sheltered PITcount (681), as compared to the 2012 sheltered count (631). This increase wascounted in both ES & TH programs among both HHs with Adults & Children,and HHs without Children. Some of this increase is attributed to 3 newprograms added (1 new ES & 2 new TH).

As 2013 was a required year for conducting the unsheltered PIT count, severalcommunities had a public awareness campaign that included information aboutavailable homeless resources, as well as outreach teams and volunteerscanvassing communities and offering shelter to those households encounteredduring the unsheltered count. In this case, persons who accepted shelter werecounted in the sheltered count.



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


* 2H-1 Indicate the method(s) used to count sheltered homeless personsduring the 2013 point-in-time count:

Survey providers: X

HMIS:

Extrapolation:

Other: X

2H-2 If other, provide a detailed description.(limit 750 characters)

Standardized interview forms: ES, SH & TH providers completed an InterviewForm for each household assisted on the PIT night (January 30, 2013). TheForm included information about the number of persons in each household, byage. This data was used to count the total number of sheltered homelesspersons.

2H-3 For each method selected, including other, describe how the methodwas used to ensure that the data collected on the sheltered homelesspopulation during the 2013 point-in-time count was accurate.(limit 750 characters)

1. Survey Providers: The 2013 PIT count was conducted via the use of anonline survey. The survey collected each project’s housing inventory &aggregate PIT data and was completed by all CoC ES, SH & TH providers. Thisprocess allowed us to quickly follow-up with any programs that did not respondwithin 10 days, which resulted in 100% participation.2. Standardized Interview Forms: ES, SH & TH providers were also required tocomplete a standardized Interview Form for/with each Household. The Formincludes questions used to determine HH type & # of persons (by age) in eachHH. The data reported on the Forms was cross referenced against the PIT datareported via the online survey to ensure consistency. Follow-up occurred ifinconsistencies identified.



2I. Continuum of Care (CoC) Sheltered HomelessPoint-in-Time (PIT) Count: Data Collection


* 2I-1 Indicate the methods used to gather and calculate subpopulationdata for sheltered homeless persons:

HMIS: X

HMIS plus extrapolation:

Sample of PIT interviews plus extrapolation:

Sample strategy:(if Sample of PIT interviews plus extrapolation

is selected)

Provider expertise:

Interviews: X

Non-HMIS client level information:

Other: X

2I-2 If other, provide a detailed description. (limit 750 characters)

Other: Client records or agency database (non-HMIS client level information).In addition to HMIS and Interviews, providers also utilized client records oragency database (non-HMIS client level information) as the data source ofinformation recorded on Interview Forms. The method for gathering thesubpopulation data varied by provider.

2I-3 For each method selected, including other, describe how the methodwas used to ensure that the data collected on the sheltered homelesspopulation count during the 2013 point-in-time count was accurate.(limit 750 characters)



ES, SH & TH providers were instructed to complete an Interview Form for/witheach Household served on 1/30/13. Interview Forms included questions tocollect population, the required subpop data & supplemental data asked by theCoC. Forms were completed using data collected from:1. HMIS- HMIS data, in lieu of client interviews, was used to complete InterviewForms by a small number of ES, SH & TH providers2. Interviews- Interviews were conducted in order to complete the InterviewForm. This was the most common method for collecting data among ES, SH &site-based TH providers.3. Client records or agency database- Some providers that do not participatedin HMIS (including DV providers) used client records or agency database tocomplete the interview forms.



2J. Continuum of Care (CoC) Sheltered HomelessPoint-in-Time Count: Data Quality


* 2J-1 Indicate the methods used to ensure the quality of the datacollected during the sheltered point-in-time count:

Training:

Follow-up X

HMIS:

Non-HMIS de-duplication : X

Other: X

2J-2 If other, provide a detailed description.(limit 750 characters)

In addition to the above, the methods below were also used to ensure dataquality:- Written instructions were sent to providers along with the standardizedInterview Forms- Instructions and Interview Forms were updated for the 2013 PIT count basedon the review of HUD guidance and/or trainings on conducting a PIT count- A slightly altered “youth-friendly” Interview Form was developed for youth-serving providers in order to ask the questions in a manner more relevant toyouth- The data collection forms (Interview Forms) were pilot tested prior to the PITcount

2J-3 For each method selected, including other, describe how the methodwas used to ensure that the data collected on the sheltered homelesspopulation count during the 2013 point-in-time count was accurate.(limit 750 characters)



1-HUD guidance: Prior to developing the 2013 Interview Form & online survey,HUD guidance was reviewed2-Pilot: Prior to distribution, the online survey & Forms were tested by a sampleof providers3-Written instructions: provided with Interview Forms4-Youth-friendly: to ensure ?s were asked appropriately, a slightly differentversion of Form was provided to youth-serving projects5-Follow-up: Advanced notification & reminders of the PIT date were provided;followed up with providers whose data was not submitted within 10 days6-Non-HMIS de-dup: The Forms included a standardized HH ID code (initials,age, gender). HH-ID code was used to prevent duplication within a project &was cross-checked with unsheltered HHs to ensure each HH only countedonce.



2K. Continuum of Care (CoC) UnshelteredHomeless Point-in-Time (PIT) Count


2K-1 Indicate the date of the most recentunsheltered point-in-time count:

01/30/2013

2K-2 If the CoC conducted the unshelteredpoint-in-time count outside of the last 10 daysof January 2013, was an exception granted by

HUD?

Not Applicable

2K-3 Enter the date the CoC submitted theunsheltered point-in-time count data in HDX:

04/30/2013

2K-4 Comparing the 2013 unsheltered point-in-time count to the lastunsheltered point-in-time count, indicate if there was an increase,decrease, or no change and describe the specific reason(s) for theincrease, decrease, or no change.(limit 750 characters)

There was an increase in the # of people included in the 2013 unsheltered PITcount (69), as compared to the last unsheltered count in 2011 (57). While the #of families w/ children decreased, the # of single individuals increased.

The largest changes were seen in Fayette (+29) & Greene (-24) counties.Additionally, there was an increase of unsheltered in Butler (+6), Indiana (+2) &Washington (+3).

One reason for this increase is that the CoC conducted its 1st unshelteredsummer count on 8/15/12. Conducting the count during the summer providedthe infrastructure for widespread support & participation during the January2013 count, including increased coordination among youth & vet-servingorganizations & currentl/former homeless.



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


* 2L-1 Indicate the methods used to count unsheltered homeless personsduring the 2013 point-in-time count:

Public places count: X

Public places count with interviews on the night of the count:

X

Public places count with interviews at a later date:

Service-based count: X

HMIS:

Other:

2L-2 If other, provide a detailed description.(limit 750 characters)

N/A

2L-3 For each method selected, including other, describe how the methodwas used to ensure that the data collected on the unsheltered homelesspopulation during the 2013 point-in-time count was accurate.(limit 750 characters)

The methods for conducting the unsheltered count varied by county:1. Public places w/ interviews on PIT night: Standardized Interview Forms wereused in interviewing households to collect/record data2. Public places count: During count, if a family/person was sleeping, not willingto be interviewed or safely reached, details about their HH size, gender,estimated age, location, clothes & appearance were recorded on InterviewForm.3. Service-based count: Some counties within our rural CoC have moved to aservice-based count. This includes conducting interviews at soup kitchens, daycenters, food pantries, health clinic, etc. Some counties conducted the service-based count in combination with the public places count.



2M. Continuum of Care (CoC) UnshelteredHomeless Point-in-Time Count: Level of

Coverage


2M-1 Indicate where the CoC locatedunsheltered homeless persons during the

2013 point-in-time count:

Complete Coverage

2M-2 If other, provide a detailed description.(limit 750 characters)

N/A



2N. Continuum of Care (CoC) UnshelteredHomeless Point-in-Time Count: Data Quality


* 2N-1 Indicate the steps taken by the CoC to ensure the quality of the datacollected for the 2013 unsheltered population count:

Training: X

"Blitz" count:

Unique identifier: X

Survey question: X

Enumerator observation:

Other:

2N-2 If other, provide a detailed description.(limit 750 characters)

N/A

2N-3 For each method selected, including other, describe how the methodwas used to reduce the occurance of counting unsheltered homelesspersons more than once during the 2013 point-in-time count. In order torecieve credit for any selection, it must be described here. (limit 750 characters)

1-Training: The CoC provided 2 trainings, including special outreach for vets &youth. Local training was also provided by county PIT coordinators, includingtraining on standardized interview forms.2-Unique identifier: Interviews were conducted with individuals at servicelocations & during the public places count when possible. The standardizedinterview form included a unique identifier, the HH ID Code (initials, age,gender). This code was cross referenced both among other unsheltered HHsand those in shelter on the PIT night.3-Survey Question: The unsheltered Interview Form included question toensure person was unsheltered in a place not meant for human habitationversus a HH/person experiencing homelessness, but not in a shelter.



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

Objective 1: Increase Progress Towards Ending Chronic Homelessness


In FY 2013, applications submitted to HUD for the Continuum of Care(CoC) Program will be evaluated in part based on the extent in which theyfurther the achievement of HUD's goals as articulated in HUD's StrategicPlan and Opening Doors: Federal Strategic Plan to Prevent and EndHomelessness (FSP). The first goal in Opening Doors is to end chronichomelessness by 2015. Creating new dedicated permanent supportivehousing beds is one way to increase progress towards endinghomelessness for chronically homeless persons. Using data from AnnualPerformance Reports (APR), HMIS, and the 2013 housing inventory count,complete the table below.

3A-1.1 Objective 1: Increase Progress Towards Ending ChronicHomelessness

Proposed in 2012CoC

Application

2013 ActualNumeric

Achievementand Baseline

2014 ProposedNumeric

Achievement

2015 ProposedNumeric

Achievement

3A-1.1a For each year, provide the total numberof CoC-funded PSH beds not dedicated for use bythe chronically homeless that are available foroccupancy.

282 282 282

3A-1.1b For each year, provide the total numberof PSH beds dedicated for use by the chronicallyhomeless.

72 83 83 91

3A-1.1c Total number of PSH beds not dedicatedto the chronically homeless that are madeavailable through annual turnover.

83 83 83

3A-1d Indicate the percentage of the CoC-fundedPSH beds not dedicated to the chronicallyhomeless made available through annualturnover that will be prioritized for use by thechronically homeless over the course of the year.

27% 97% 97%

3A-1.1e How many new PSH beds dedicated tothe chronically homeless will be created throughreallocation?

8 0 0



3A-1.2 Describe the CoC's two year plan (2014-2015) to increase thenumber of permanent supportive housing beds available for chronicallyhomeless persons and to meet the proposed numeric goals as indicatedin the table above. Response should address the specific strategies andactions the CoC will take to achieve the goal of ending chronichomelessness by the end of 2015. (limit 1000 characters)

107 CH individuals & 4 CH families (10 people) were identified in the 2013 PIT.In renewal applications, PSH prioritized 97% of beds, resulting in potentially 80chronic turnover beds annually, 160 over 2 years. While, “on paper” there areadequate turnover beds to address the number of chronically homeless, the mixof unit sizes and location in this large geographic area does not meet immediateneeds on a county by county basis. The strategy to address this is: 1)Implementing the recently adopted “Bed Turnover Policy” for chronic prioritizedbeds, in which a bed will 1st be filled thru the project’s waiting list, then withinthe county, then CoC wide being held for 7 days before renting to non-chronic;2) Review the 2014 PIT to determine current needs; 3) For 2014/15 determine arealloc strategy (eliminate/reduce) & identify providers to submit CH reallocprojects where needed or a flexible multi-county project for counties wherethere are not adequate chronic/turnover beds.

3A-1.3 Identify by name the individual, organization, or committee thatwill be responsible for implementing the goals of increasing the numberof permanent supportive housing beds for persons experiencing chronichomelessness. (limit 1000 characters)

Over the coming year, the SW RHAB will be merging w/ the NW RHAB into asingle Western PA CoC. With that merger, a committee structure will beestablished, including a Chronic Homeless Committee to be charged with thegoal of ending chronic homelessness in the CoC. In addition, over the next 2years, the merged CoC will, with assistance from the Collaborative Applicant(DCED) and their consultants, design and begin implementation of coordinatedassessment. The agency tasked with implementing coordinated assessment ineach county or grouping of counties will, using HMIS data, track chronicallyhomeless being referred for PSH and the availability and geographic distributionof beds, creating a system to refer these households to the first available bedsin their county, either dedicated or turnover bed. It will also help implement theturn-over policy. The work of this committee and the annual PITS results informthe Chronic Homeless Committee as to the need for additional resources.




Objective 2: Increase Housing Stability


In FY2013, applications submitted to HUD for the Continuum of Care (CoC)Program will be evaluated in part based on the extent in which they furtherthe achievement of HUD's goals as articulated in HUD's Strategic Plan andthe Opening Doors: Federal Strategic Plan to Prevent and EndHomelessness (FSP). Achieving housing stability is critical for personsexperiencing homelessness. Using data from Annual Performance Reports(APR), complete the table below.

3A-2.1 Does the CoC have any non-HMISprojects for which an APR should have been

submitted between October 1, 2012 andSeptember 30, 2013?

Yes

3A-2.2 Objective 2: Increase Housing Stability2013 Actual

Numeric Achievement and Baseline

2014 Proposed Numeric Achievement

2015 Proposed Numeric Achievement

3A-2.2a Enter the total number ofparticipants served by all CoC-funded permanent supportivehousing projects as reported onAPRs submitted during the periodbetween October 1, 2012 andSeptember 30, 2013:

441 441 441

3A-2.2b Enter the total number ofparticipants that remain in CoC-funded funded PSH projects atthe end of the operating yearPLUS the number of participantsthat exited from all CoC-fundedpermanent supportive housingprojects to a different permanenthousing destination.

402 402 402

3A-2.2c Enter the percentage ofparticipants in all CoC-fundedprojects that will achieve housingstability in an operating year.

91% 91% 91%



3A-2.3 Describe the CoC's two year plan (2014-2015) to improve thehousing stability of project participants in CoC Program-fundedpermanent supportive housing projects, as measured by the number ofparticipants remaining at the end of an operating year as well as thenumber of participants that exited from all CoC-funded permanentsupportive housing projects to a different permanent housing destination.Response should address the specific strategies and actions the CoC willtake to meet the numeric achievements proposed in the table above.(limit to 1000 characters)

PA-601 CoC has extraordinary stability in its CoC-funded PSH Programs: 91%of participants remained in PSH or moved to other PH. The strategy to maintainthis percentage is to: 1) Monitor housing stability through annual reviews ofAPRs to identify any drop in performance. 2) Analyze factors related to drop inperformance to determine causes and develop a strategy for improvement. 3)Draw on high performers to provide TA & mentoring to those experiencing adrop. 4) Continue access to behavioral health and develop linkages with suchother community-based supports as faith-based groups, Certified PeerSpecialists, Circles of Support & other models for supporting community living &reducing isolation of PSH residents. 5) DCED conduct training in casemanagement & Housing First approaches. 6) Providers develop relationshipswith Landlords to increase non-CoC PH housing to ensure successful exits toPH.

3A-2.4 Identify by name the individual, organization, or committee thatwill be responsible for increasing the rate of housing stability in CoC-funded projects. (limit 1000 characters)

The CoC’s Data Collection and Outcomes Committee will be responsible formaintaining the rate of housing stability in CoC funded projects. This willinvolve two sets of activities: 1) Those designed to keep people stable in CoC-funded PSH, and 2) Those necessary to increase access to permanent housingin the community for those exiting CoC funded programs.




Objective 3: Increase project participants income


In FY2013, applications submitted to HUD for the Continuum of Care (CoC)Program will be evaluated in part based on the extent in which they furtherthe achievement of HUD's goals as articulated in HUD's Strategic Plan andthe Opening Doors: Federal Strategic Plan to Prevent and EndHomelessness (FSP). Assisting project participants to increase income isone way to ensure housing stability and decrease the possibility ofreturning to homelessness. Using data from Annual Performance Reports(APR), complete the table below.

3A-3.1 Number of adults who were in CoC-funded projects as reported on APRs

submitted during the period between October1, 2012 and September 30, 2013:

1163

3A-3.2 Objective 3: Increase project participants income2013 Actual

Numeric Achievement and Baseline

2014 ProposedNumeric Achievement

2015 ProposedNumeric Achievement

3A-3.2a Enter the percentage ofparticipants in all CoC-fundedprojects that increased theirincome from employment fromentry date to program exit?

15% 16% 17%

3A-3.2b Enter the percentage ofparticipants in all CoC-fundedprojects that increased theirincome from sources other thanemployment from entry date toprogram exit?

17% 18% 19%

3A-3.3 In the table below, provide the total number of adults that were inCoC-funded projects with each of the cash income sources identified

below, as reported on APRs submitted during the period between October1, 2012 and September 30, 2013.

Cash Income Sources Number of Participating Adults

Percentage of Total in 3A-3.1

Earned Income 316 27.17 %

Unemployment Insurance 17 1.46 %

SSI 209 17.97 %



SSDI 121 10.40 %

Veteran's disability 14 1.20 %

Private disability insurance 0 %

Worker's compensation 1 0.09 %

TANF or equivalent 75 6.45 %

General Assistance 117 10.06 %

Retirement (Social Security) 2 0.17 %

Veteran's pension 35 3.01 %

Pension from former job 1 0.09 %

Child support 46 3.96 %

Alimony (Spousal support) 5 0.43 %

Other Source 16 1.38 %

No sources 327 28.12 %

3A-3.4 Describe the CoC's two year plan (2014-2015) to increase thepercentage of project participants in all CoC-funded projects that increasetheir incomes from non-employment sources from entry date to programexit. Response should address the specific strategies and actions theCoC will take to meet the numeric achievements proposed in the table(3A-3.2) above. (limit 1000 characters)

In 2013 only 17% of individuals in PA-601 increased their income from non-employment sources, feeling the impact of the termination of generalassistance. in PA. Providers in 2 counties have received SOAR training. Toimprove enrollment in SSI, over the next 2 yrs, the CoC county lead in the other5 counties, 2-3/year will request & schedule SOAR training from the PA Officeof Mental Health & Substance Abuse Services (OMHSAS) for all providers intheir counties with the goal of all 7 counties being trained within the next 2 yrs.In addition, as directed by OMHSAS, the 3 PATH programs will continue toprioritize enrollment in mainstream benefits. Over the next 2 yrs providers willalso increase efforts to assist homeless individuals to use COMPASS, the stateweb-based system, to access benefits, including TANF & other cashassistance. Providers will also be introduced to the Benefit Bank, a website thatprovides not only access to benefits but also pointers to help the application.

3A-3.5 Describe the CoC’s two year plan (2014-2015) to increase thepercentage of project participants in all CoC-funded projects that increasetheir incomes through employment from entry date to program exit.Response should address the specific strategies and actions the CoC willtake to meet the numeric achievements proposed in the table above. (limit 1000 characters)



The strategy to improve employment outcomes in the CoC is: 1) The PAInteragency Council will increase participation from the Dept of Labor toimprove WIB & other employment initiatives targeting resources to homeless,such as the EARN, New Direction programs for low-income workers, &Keystone Works for people on unemployment comp. 2) The CoC will targetemployment for subpopulations: disabilities--access to AHEDD, supportedemployment, & MAWD; vets--access to VA reintegration programs; lowskills/experience—make direct contact with employers to hire hl/prev hl(Walmart, Farm-to-Door, local grocers).3) The CoC county reps will distributean inventory of employment and self-sufficiency programs in PA developed bythe Employment Committee of the BoS Steering Committee to serviceproviders, guidance counselors, District Homeless Liaison, faith-based groups,etc to maximize utilization of resources.

3A-3.6 Identify by name the individual, organization, or committee that willbe responsible for increasing the rate of project participants in all CoC-funded projects that increase income from entry date to program exit. (limit 1000 characters)

The CoC’s Income and Benefits Committee will be responsible for theimplementation of the local strategies, including scheduling SOAR training,reinforcing use of COMPASS and Benefit Bank, educating providers about andencouraging maximum us of employment resources for subpopulations,identifying/educating local employers, distribution of information on employmentresources. The BoS Steering Committee will be responsible for implementationof statewide goals through the PA Interagency Council.




Objective 4: Increase the number of participants obtaining mainstreambenefits


In FY2013, applications submitted to HUD for the Continuum of Care (CoC)Program will be evaluated in part based on the extent in which they furtherthe achievement of HUD's goals as articulated in HUD's Strategic Plan andthe Opening Doors: Federal Strategic Plan to Prevent and EndHomelessness (FSP). Assisting project participants to obtain mainstreambenefits is one way to ensure housing stability and decrease thepossibility of returning to homelessness. Using data from AnnualPerformance Reports (APR), complete the table below.

3A-4.1 Number of adults who were in CoC-funded projects as reported on APRs

submitted during the period between October1, 2012 and September 30, 2013.

1163

3A-4.2 Objective 4: Increase the number of participants obtainingmainstream benefits

2013 ActualNumeric Achievement

and Baseline2014 Proposed

Numeric Achievement2015 Proposed

Numeric Achievement

3A-4.2a Enter the percentage ofparticipants in ALL CoC-fundedprojects that obtained non-cashmainstream benefits from entrydate to program exit.

86% 86% 86%

3A-4.3 In the table below, provide the total number of adults that were inCoC-funded projects that obtained the non-cash mainstream benefits

from entry date to program exit, as reported on APRs submitted during theperiod between October 1, 2013 and September 30, 2013.

Non-Cash Income Sources Number of Participating Adults

Percentage of Total in 3A-4.1

Supplemental nutritionalassistance program

730 62.77 %

MEDICAID health insurance 574 49.36 %

MEDICARE health insurance 34 2.92 %

State children's health insurance 9 0.77 %

WIC 19 1.63 %



VA medical services 165 14.19 %

TANF child care services 5 0.43 %

TANF transportation services 13 1.12 %

Other TANF-funded services 0 %

Temporary rental assistance 3 0.26 %

Section 8, public housing, rentalassistance

35 3.01 %

Other Source 9 0.77 %

No sources 191 16.42 %

3A-4.4 Describe the CoC's two year plan (2014-2015) to increase thepercentage of project participants in all CoC-funded projects that accessmainstream benefits from entry date to program exit. Response shouldaddress the specific strategies and actions the CoC will take to meet thenumeric achievements proposed in the table above.(limit 1000 characters)

The PA-601 CoC will maintain its high outcome for obtaining non-cashmainstream benefits. On the state level: the Steering Committee will work withDPW to add public & other subsidized housing resources to COMPASS, PA’sweb-based system for accessing state resources. The CoC will: distribute theupdated list of Housing & Homeless Liaisons in every PA County AssistanceOffice to all agency caseworkers in the Region to facilitate linkages & eliminatebarriers to accessing mainstream resources. Case workers will: continue to useCOMPASS to access Medicaid, Children’s Health Insurance Program, ChildCare Works Program, Food Stamps, Energy Assistance, School Meals, Home& Community Based Services, Long Term Care, & Select Plan for Women;work with PA’s Health Insurance Marketplace providers to access healthinsurance under the ACA; & continue to coordinate with the VAMCs to improveaccess to VA medical services.

3A-4.5 Identify by name the individual, organization, or committee thatwill be responsible for increasing the rate of project participants in allCoC-funded projects that that access non-cash mainstream benefits fromentry date to program exit.(limit 1000 characters)

The CoC’s Income and Benefits Committee will be responsible for maintainingor increasing the percentage of project participants that access non-cashmainstream benefits from entry date to program exit. At CoC and SteeringCommittee meetings, barriers to accessing specific mainstream resources willbe identified and strategies developed to address the barriers.




Objective 5: Using Rapid Re-Housing as a method to reduce familyhomelessness


In FY2013, applications submitted to HUD for the Continuum of Care (CoC)Program will be evaluated in part based on the extent in which they furtherthe achievement of HUD's goals as articulated in HUD's Strategic Plan andthe Opening Doors: Federal Strategic Plan to Prevent and EndHomelessness (FSP). Rapid re-housing is a proven effective housingmodel. Based on preliminary evidence, it is particularly effective forhouseholds with children. Using HMIS and Housing Inventory Count data,populate the table below.

3A-5.1 Objective 5: Using Rapid Re-housing as a method to reduce familyhomelessness.

2013 Actual Numeric Achievement

and Baseline2014 Proposed

Numeric Achievement2015 Proposed

Numeric Achievement

3A-5.1a Enter the total number ofhomeless households withchildren per year that are assistedthrough CoC-funded rapid re-housing projects.

0 0 0

3A-5.1b Enter the total number ofhomeless households withchildren per year that are assistedthrough ESG-funded rapid re-housing projects.

0 24 24

3A-5.1c Enter the total number ofhouseholds with children that areassisted through rapid re-housingprojects that do not receiveMcKinney-Vento funding.

0 0 0

3A-5.2 Describe the CoC’s two year plan (2014-2015) to increase thenumber homeless households with children assisted through rapid re-housing projects that are funded through either McKinney-Vento fundedprograms (CoC Program, and Emergency Solutions Grants program) ornon-McKinney-Vento funded sources (e.g.., TANF). Response shouldaddress the specific strategies and actions the CoC will take to meet thenumeric achievements proposed in the table above.(limit 1000 characters)



As described in 3A-1 the CoC prioritized chronic under reallocation in the 2013CoC application and therefore proposed 0 CoC RRH through the 2015 HIC.Over the next 2 years, the CoC will: 1) reassess the need for chronic bedsbased on the 2014 PIT to determine whether RRH can be prioritized abovechronic 2) once HUD Guidance is issued about the administration of RentalAssistance, the State’s consultants will provide TA to the 2 scattered site THprograms in the CoC to help them determine whether/how to reallocate theirprograms to RRH. The 5 State ESG subrecipeints in the CoC projected thatthey will serve 20 hh with children on the 2014 PIT night and projected serving atotal of approx 60 over the course of the coming yearOn Jan 28, 2014, DCEDsent a letter to the PA DPW requesting that they consider using TANF funds forhousing, potentially creating a future resource for RRH for families. The 2015projection was conservatively set to mirror 2014.

3A-5.3 Identify by name the individual, organization, or committee thatwill be responsible for increasing the number of households with childrenthat are assisted through rapid re-housing in the CoC geographic area.(limit 1000 characters)

The CoC’s Family Homeless Committee will be responsible for implementingthe goal of increasing the number of households with children that are assistedthrough rapid re-housing in the CoC geographic area.

3A-5.4 Describe the CoC’s written policies and procedures for determiningand prioritizing which eligible households will receive rapid re-housingassistance as well as the amount or percentage of rent that each programparticipant must pay, if applicable.(limit 1000 characters)

DCED is the state ESG recipient, and CA. The state has exercised its ability torequire sub-recipients to establish local standards. As such, sub-recipients havediscretion as to $ or % of rent paid by program participants. The CoC wasconsulted as DCED prepared the Substantial Amendment to the Con Plan. Atthis meeting, the allocation of resources & priority pops were identified. Prioritypops incl: chronic, youth, vets & families w/ children, consistent w/ local/nationaltrends. To date, the CoC has no CoC-funded RRH projects, and has not yetdeveloped procedures for determining which households will receiveassistance, or the $ or % of rent to be paid. DCED has developed proposednew procedures for coordinating Con Planning, CoC strategic planning & ESGpolicies/ priorities/ allocations. This updated process will result in greaterstatewide input in identifying unmet needs, priority populations, and ESGperformance standards that further CoC goals & those in Opening Doors.

3A-5.5 How often do RRH providers provide case management tohouseholds residing in projects funded under the CoC and ESGPrograms?(limit 1000 characters)



DCED requires all ESG sub-recipients to provide at least monthly casemanagement to all ESG-funded RRH participant households. While casemanagement can occur more frequently, monthly is the common standard.Case management typically occurs in the form of face-to-face meetings in CMoffice. To ensure this case management requirement if fulfilled, DCED reviewsproject applications to ensure that sufficient resources are built into the project’sbudget. As indicated, each sub-recipient determines the amount of assistanceto be provided, and uses their own assessment tools. As the CoC developssuch standards, DCED will require ESG funded projects to comply.Additionally, as the CoC works with ESG providers to develop a coordinatedassessment system, DCED will look to develop uniform tools to be used amongESG sub-recipients within the CoC’s geographical area.

3A-5.6 Do the RRH providers routinely follow up with previously assistedhouseholds to ensure that they do not experience additional returns tohomelessness within the first 12 months after assistance ends?(limit 1000 characters)

To date, most RRH providers do not have a formal protocol to follow-up withhouseholds once assistance ends. In parts of our very large & rural CoC, theRRH provider is one of a small number of homeless providers in the community.Therefore, those at risk of an additional episode of homelessness know whereto turn. Looking forward, through the proposed procedures for coordinatingConPlan/ CoC/ ESG planning (3A-5.4), DCED will refine performance standards& outcome measures to emphasize housing stability among previously assistedhouseholds. The CoC will support this effort by working with providers to identifybest practices & funding options for follow-up to ensure households do notreturn to homelessness. ESG sub-recipients will be invited to attend anupcoming training session on person-centered case management. Through thistraining, an emphasis will be placed on housing stability & providing theappropriate amount of assistance to each household.



3B. Continuum of Care (CoC) DischargePlanning: Foster Care


3B-1.1 Is the discharge policy in placemandated by the State, the CoC, or other?

State Mandated Policy

3B-1.1a If other, please explain.(limit 750 characters)

N/A

3B-1.2 Describe the efforts that the CoC has taken to ensure persons arenot routinely discharged into homeless and specifically state wherepersons routinely go upon discharge.(limit 1000 characters)

Law, court rule, & policy seek to ensure youth are not discharged intohomelessness:1) The Fed Fostering Connections Act & state Court Rule requirea Transition Plan before discharge from foster care; 2) The PA Office ofChildren, Youth & Families Bulletin #3130-11-04, guides Transition Plancomponents; 3) Recent state law allows youth under 21 who have aged out tore-enter foster care & receive placement & services. County agencies arerequired to enter into youth-driven transition planning as early as age 16 & atleast 6 months prior to discharge. The court approved Plan may not includereferrals to shelters and must address living arrangements for 6 months, & abudget and source of income to address the youth’s living expenses. Countyagencies provide limited housing support upon discharge, ending at age 21.Youth go to relatives or family; transitional living placements; 4 yr schools, tolive with roommates/friends; reunite with family of origin or remain with fosterfamily.

3B-1.3 Identify the stakeholders and/or collaborating agencies that areresponsible for ensuring that persons being discharged from a system ofcare are not routinely discharged into homelessness.(limit 1000 characters)



The county child welfare agency, supervised by both the state child welfareagency--Office of Children, Youth & Families (OCYF) and the county juvenilecourt-- are legally responsible for youth in the care and custody of the childwelfare agency. Under state and federal law, the child welfare agency isrequired to provide services and supports to prepare youth in foster care foradulthood and provide them safety, permanency, and well-being. In addition,OCYF collaborates with various agencies, entities and stakeholders to improveoutcomes related to older youth being discharged from foster care.Collaborating agencies include the State Youth Advisory Board and theAdministrative Office of the PA Courts (AOPC) to better address the needs &judicial oversight of children & youth. Others with whom they collaborate includethe Juvenile Law Center, Department of Public Welfare advisory committees,advocacy groups & committee of youth who are in or have been in foster care.



3B. Continuum of Care (CoC) DischargePlanning: Health Care



Other

3B-2.1a If other, please explain. (limit 750 characters)

Hospital Discharge Planning is mandated by the Federal Conditions forParticipation in Medicare & Medicaid Services & the PA Code 28 Section105.22.


Hospitals must have written discharge policies for "appropriate referral &transfer plans" including evaluation of a patient’s capacity for self-care &possibility of being cared for in “the environment from which s/he entered thehospital.” The actual discharge varies with the individual being discharged, theirprimary & behavioral health needs & resources & supports available. Whileplanners try to send individuals home or to family, sometimes they discharge toa nursing home, PCH, rehab hospital or as last resort, non-HUD funded shelter.Some shelters have protocols against accepting certain individuals directly froma hospital. In 2014 the CoC will work with the PA Health Care Cost ContainmentCouncil (PHC4) to analyze their existing data & develop better information onhospital discharges among the homeless population. The CoC will use thisinformation to work with the Hospital & Healthsystem Association ofPennsylvania (HAP) to improve discharge outcomes for homeless persons.




Ensuring compliance with the above regulations is the responsibility of the PADepartment of Health, Division of Acute and Ambulatory Care. All hospitalsassist in the Medical Assistance application process & many give information onhow to apply for Section 8. In addition, in various hospitals, hospital dischargeplanners, nurses and social workers are responsible to develop the dischargeplan with the patient and his/her family or caregivers. These individualscoordinate with housing and service providers including nursing homes,assisted living facilities, personal care homes, and subsidized housing facilitiesin identifying appropriate placements.



3B. Continuum of Care (CoC) DischargePlanning: Mental Health





N/A


PA has a formal policy that no discharge from a state hospital can occur unlessall housing, treatment, case management & rehab services are in place at thecounty level (the Office of Mental Health and Substance Abuse Services’Continuity of Care Bulletin, under Sec c.1(g) Living Arrangements). The goal isfor all individuals to move into the most integrated housing of their choice in thecommunity. Every individual in a state hospital for over 2 years must have apre-discharge Community Support Plan that includes living arrangement.Individuals are never discharged from a state hospital to the street or shelter.Each individual is discharged to his/her own housing, housing with a friend orrelative, limited size personal care home or mental health residential program.New housing resources have been created through: HUD Section 811, NonElderly Disabled & other Housing Choice Vouchers; public housing; low incomehousing tax credit units & health choices reinvestment funds.




State hospital discharge planning is the responsibility of state hospital staffworking closely with each County Office of Mental Health, most of which have aCounty Mental Health Housing Specialist. The role of the specialists is to bothlocate suitable existing housing for individuals leaving the hospital, as well as toincrease new affordable housing options. Each county is also required tosubmit a Housing Plan to OMHSAS as part of their Mental Health Plan. Manycounties have Local Housing Option Teams (LHOTs), consortiums of localhousing and human service agencies that collaborate to increase housing forpersons with disabilities. Key stakeholders on the LHOTs includerepresentatives of local public housing authorities, affordable housingdevelopers, service providers, advocates, consumers, and family members. Inaddition, some counties have prioritized use of managed care reinvestmentfunds for housing.



3B. Continuum of Care (CoC) DischargePlanning: Corrections





N/A


2 policies are in place: PA Board of Probation & Parole (PBPP) policy that noone may be released on parole without approval of Home Plan by ParoleSupervision Staff; PA Dept of Corrections (DOC) Policy Statement on InmateReentry & Transition requiring written information on housing, photo ID, & otherdocs for all inmates. DOC ensures MA & Vet benefits are in place at release &in 2014 PBPP will add new Agents to do discharge planning & will providePrepared Renter & other housing related workshops. Inmates are discharged tothe most appropriate housing: home, friend/relative, SRO, boarding home orComm Correction Center (plus 4 new ones). State TA providers educatedischarge planners about policies on the admission of those with criminalhistories to public housing, including HUD’s letter encouraging PHAs to allowex-offenders to rejoin families in public housing. PA Comm on Crime &Delinquency funds re-entry housing studies & housing options, including 4master leasing projects.




The PA Dept of Corrections (DOC) & the PA Board of Probation & Parole(PBPP) are responsible for ensuring that persons are not routinely dischargedinto homelessness. Working with the Governor's Policy Office, the CountyCommissioners Association, the PA Prison Wardens Association & Child AdultProbation & Parole Officers Association, DPW is expanding the benefitprotocols to include food stamps & cash assistance. County MH HousingSpecialists & other BH staff work with the County jails to find re-entry housingfor inmates on the mental health roster, including residential programs &apartments leased by private landlords. The PA Office of Mental Health andSubstance Abuse Services *(OMHSAS) published a Handbook to assistcommunities in conducting a joint planning process with justice, housing andmental health reps to increase diversion & housing opportunities for individualswith serious mental illness & justice involvement.



3C. Continuum of Care (CoC) Coordination


3C-1 Does the Consolidated Plan for thejurisdiction(s)

within the CoC’s geography include theCoC’s strategic

plan goals for addressing and endinghomelessness?

Yes

3C-1.1 If yes, list the goals in the CoC strategic plan.(limit 1000 characters)

The Consolidated Plan includes the following 4 goals and 3 state-drivenstrategies from the PA Agenda to End Homelessness: GOALS: 1) Develop &implement strategies to prevent PA families & individuals from becominghomeless or returning to homeless; 2) Ensure homeless families and individualsare re-housed as quickly as possible after becoming homeless; 3) Expandaccess to and the availability of supportive resources for homeless individuals &families so they are able to obtain and maintain affordable housing of theirchoice; 4) Work with public & private entities to increase the number ofaffordable permanent housing units for homeless households, formerlyhomeless households, and households at risk of homelessness through thecreation of new units and use of existing units. STRATEGIES: 1. Improvecoordination between state agencies & promote targeting of resources; 2.Foster & support local efforts to end homelessness; & 3. Promote recovery-oriented housing and services.

3C-2 Describe the extent in which the CoC consults with State and localgovernment Emergency Solutions Grants (ESG) program recipients withinthe CoC’s geographic area on the plan for allocating ESG program fundsand reporting on and evaluating the performance of ESG programrecipients and subrecipients. (limit 1000 characters)



In April 2012, a planning meeting was held between DCED, the Coll App & ESGrecipient for nonentitlement communities, & representatives from BoS CoCs.During this meeting, decisions were made about the allocation of ESG fundsbetween Prevention & Rapid Rehousing & on the identification of performancemeasures. In addition, in the 2012 ESG application process, each ESGapplicant was required to obtain the support of its CoC & document this in theapplication to DCED. In 2013, the 2012 funding allocation percentage wasused again. The CoC provided input on the allocation of ESG funding tosubrecipients, through a “Performance Interview Planning Checklist” that wasdeveloped as a standardized tool for CoC input on applicant capacity &participation in the CoC. DCED, in its role of CA & ESG recipient evaluatesESG subrecipients. Over the next year, DCED will use a portion of the planninggrant to work with CoCs to develop revised performance standards & methodsfor evaluating ESG.

3C-3 Describe the extent in which ESG funds are used to provide rapid re-housing and homelessness prevention. Description must include thepercentage of funds being allocated to both activities.(limit 1000 characters)

DCED has determined that at least 45% of the funding awarded for RRH &

before starting the coc application...2014/02/03 · 1c-1.5 rating & review committee this...

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