wv bos coc project sponsor meeting 1 6 2011
TRANSCRIPT
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8/8/2019 WV BoS CoC Project Sponsor Meeting 1 6 2011
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Project Sponsor Meeting
January 6, 2011
Weston, WV
WV Balance of State CoC
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8/8/2019 WV BoS CoC Project Sponsor Meeting 1 6 2011
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Purpose of this Meeting:
Clarify roles/responsibilities of WVCEH and project
sponsors;Review scoring on past HUD applications;
Review essential elements of 2010 Exhibit 1;
Review importance of project performance;
Issues with Data Collection: APR, AHAR, PIT and other;Capacity building effort for new/existing projectsponsors;
Long-term strategic planning for BoS CoC.
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8/8/2019 WV BoS CoC Project Sponsor Meeting 1 6 2011
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What does a CoC do in order to meet
HUD·s expectations for performance of its duties?
Carries out a strategic planning process:
Conducts annual homeless counts (PIT);
Conducts annual survey of all shelter and supportive
services in the area (PIT and other methods);
Conducts annual performance and outcomesmonitoring of all Mc-Kinney-Vento projects;
Makes annual determination of gaps and priorities for
HUD application for funds;
Submits annual application for HUD funds.
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Additional f unctions, of increasing importance with passage of HEARTH:
Oversees operations of CoC·s projects, both
programmatic and fiscal:
Coordinates with HUD on project operations;
Ensures communication with and between HUD and
project sponsors for all important requirements andchanges in requirements;
Provides reports toHUD and verifies aggregate project
operation, both fiscal and programmatic.
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Transitioning to Post-HEARTH:
HUD expects the CoC Lead Agencies to take over many
functions now done by the HUD FieldOffice Reps;When HEARTH is implemented by regulations, it isexpected that the CoC will have primary responsibilityfor ensuring project performance (performance
outcomes that fit HUD·s goals) and grants management;Accordingly, WVCEH wants to put processes into placein the next 3-6 months to be ´up and runningµ underthis new model when the regulations are promulgated.
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´Newµ Roles for the CoC Lead Agency(WVCEH for the Balance of State CoC):
Oversees project operations to ensure projects are meeting
HUD, CoC and project goals, meeting timelines, and
following HUD requirements for management of grants;
Works with project sponsors to solve problems and ´cure
deficienciesµ if these exist, including fiscal issues;
Ensures project sponsors are trained to deliver funded
services and to manage their grants appropriately;
Provides technical assistance to sponsors in project
operations, both programmatic and fiscal, as needed.
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Some Management Guidelines for WVCEHto undertake effectively these roles:
Frequent and deliberate communication back and forth
with project sponsors:
1. Q uarterly (or more frequent) reports of LOCCS activity
and program activity (format to be determined through
discussion with sponsors);
2. Project sponsors send courtesy copies to WVCEH for all
correspondence with HUD, and vice versa;
3. Project monitoring by WVCEH (on-site at least annually
and HMIS ´outcomesµ and ´outputsµ monitoring).
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More g uidelines:
Regular news briefs to project sponsors, including
those operating ́ contractedµ shelters, ESG,HPRPand other homeless projects in the BoS:
1. Newsletters bi-weekly communicating importantitems;
2. Sharing of best practices among projects;3. Circulating information to engage project staff in
planning events, such as the WVCEH annual conference and other training events.
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More g uidelines:
Coordinate delivery of training and technical assistance (TA) to
project sponsors and other homeless services providers:
1. Assess need for training through annual monitoring and other
means;
2. Communicate training needs for HUD-funded TA to HUD HQ
and arrange for delivery of training or TA;3. Provide linkage to other 3 WV CoCs to take advantage of joint
training opportunities with non-HUD funded trainers;
4. Assess effectiveness of training and TA provided.
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Setting up protocols for project oversight byWVCEH -- for g roup discussion today:
Frequency of project reporting on LOCCS activity (monthly or
less frequently);
Frequency of APR key indicator ´reviewsµ byHMIS staff, at
regular intervals, which means that at these intervals all data
entry must be up to date on client entry, exits, etc;
Elements of APR indicators which are more important to BoSCoC scoring in HUD funding competitions ² worth $1.3 mil.;
Elements of project operation to be monitored annually or
more frequently (refer to BoS monitoring guide);
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Thank you for your attendance!