Before Starting the CoC Application - Out-Wayne County

Before Starting the CoC Application

You must submit all three of the following parts in order for us to consider your ConsolidatedApplication complete:

1. the CoC Application, 2. the CoC Priority Listing, and 3. all the CoC’s project applications that were either approved and ranked, or rejected.

As the Collaborative Applicant, you are responsible for reviewing the following:

1. The FY 2021 CoC Program Competition Notice of Funding Opportunity (NOFO) for specificapplication and program requirements. 2. The FY 2021 CoC Application Detailed Instructions which provide additional information andguidance for completing the application. 3. All information provided to ensure it is correct and current. 4. Responses provided by project applicants in their Project Applications. 5. The application to ensure all documentation, including attachment are provided.

Your CoC Must Approve the Consolidated Application before You Submit It - 24 CFR 578.9 requires you to compile and submit the CoC Consolidated Application for the FY2021 CoC Program Competition on behalf of your CoC. - 24 CFR 578.9(b) requires you to obtain approval from your CoC before you submit theConsolidated Application into e-snaps. Answering Multi-Part Narrative Questions Many questions require you to address multiple elements in a single text box. Number yourresponses to correspond with multi-element questions using the same numbers in the question.This will help you organize your responses to ensure they are complete and help us to reviewand score your responses.

Attachments Questions requiring attachments to receive points state, “You Must Upload an Attachment to the4B. Attachments Screen.” Only upload documents responsive to the questions posed–includingother material slows down the review process, which ultimately slows down the funding process.Include a cover page with the attachment name. - Attachments must match the questions they are associated with–if we do not award points forevidence you upload and associate with the wrong question, this is not a valid reason for you toappeal HUD’s funding determination. - We must be able to read the date and time on attachments requiring system-generated datesand times, (e.g., a screenshot displaying the time and date of the public posting using yourdesktop calendar; screenshot of a webpage that indicates date and time).

Applicant: Dearborn/Dearborn Heights/Westland/Wayne County CoC MI-502Project: MI-502 CoC Registration FY 2021 COC_REG_2021_181899

FY2021 CoC Application 11/15/2021

1A. Continuum of Care (CoC) Identification

To help you complete the CoC Application, HUD published resources athttps://www.hud.gov/program_offices/comm_planning/coc/competition, including: - Notice of Funding Opportunity (NOFO) for Fiscal Year (FY) 2021 Continuum of Care ProgramCompetition - FY 2021 CoC Application Detailed Instructions–essential in helping you maximize your CoCApplication score by giving specific guidance on how to respond to many questions andproviding specific information about attachments you must upload - 24 CFR part 578

1A-1. CoC Name and Number: MI-502 - Dearborn, Dearborn Heights,Westland/Wayne County CoC

1A-2. Collaborative Applicant Name: Wayne Metropolitan Community Action Agency

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Wayne Metropolitan Community Action Agency



1B. Coordination and Engagement–InclusiveStructure and Participation


1B-1. Inclusive Structure and Participation–Participation in Coordinated Entry.

NOFO Sections VII.B.1.a.(1), VII.B.1.e., VII.B.1.n., and VII.B.1.p.

In the chart below for the period from May 1, 2020 to April 30, 2021:

1. select yes or no in the chart below if the entity listed participates in CoC meetings, voted–including selecting CoC Boardmembers, and participated in your CoC’s coordinated entry system; or

2. select Nonexistent if the organization does not exist in your CoC’s geographic area:

Organization/PersonParticipated

in CoC Meetings

Voted, IncludingElecting of CoCBoard Members

Participated inCoC's

Coordinated EntrySystem

1. Affordable Housing Developer(s) Yes Yes Yes

2. Agencies serving survivors of human trafficking Yes Yes Yes

3. CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

4. CoC-Funded Victim Service Providers Yes Yes Yes

5. CoC-Funded Youth Homeless Organizations Yes Yes Yes

6. Disability Advocates Yes Yes Yes

7. Disability Service Organizations Yes Yes Yes

8. Domestic Violence Advocates Yes Yes Yes

9. EMS/Crisis Response Team(s) No No No

10. Homeless or Formerly Homeless Persons Yes Yes Yes

11. Hospital(s) No No No

12. Indian Tribes and Tribally Designated Housing Entities (TDHEs)(Tribal Organizations)

Yes No Yes

13. Law Enforcement No No Yes

14. Lesbian, Gay, Bisexual, Transgender (LGBT) Advocates No No Yes

15. LGBT Service Organizations No No Yes

16. Local Government Staff/Officials Yes Yes Yes

17. Local Jail(s) No No Yes

18. Mental Health Service Organizations Yes Yes Yes



19. Mental Illness Advocates Yes Yes Yes

20. Non-CoC Funded Youth Homeless Organizations Yes Yes Yes

21. Non-CoC-Funded Victim Service Providers Yes Yes Yes

22. Organizations led by and serving Black, Brown, Indigenous andother People of Color

Yes Yes Yes

23. Organizations led by and serving LGBT persons No No Yes

24. Organizations led by and serving people with disabilities Yes Yes Yes

25. Other homeless subpopulation advocates Yes Yes Yes

26. Public Housing Authorities Yes Yes Yes

27. School Administrators/Homeless Liaisons Yes Yes Yes

28. Street Outreach Team(s) Yes Yes Yes

29. Substance Abuse Advocates Yes Yes Yes

30. Substance Abuse Service Organizations Yes Yes Yes

31. Youth Advocates Yes Yes Yes

32. Youth Service Providers Yes Yes Yes

Other:(limit 50 characters)

33. Western Wayne County Federally Qualified Health Ctr Yes No Yes

34. Legal Aid / Veteran Services Advocates & Agencies Yes Yes Yes

1B-2. Open Invitation for New Members.

NOFO Section VII.B.1.a.(2)

Describe in the field below how your CoC:

1. communicated the invitation process annually to solicit new members to join the CoC;

2. ensured effective communication with individuals with disabilities, including the availability of accessibleelectronic formats;

3. conducted outreach to ensure persons experiencing homelessness or formerly homeless persons areencouraged to join your CoC; and

4. invited organizations serving culturally specific communities experiencing homelessness in thegeographic area to address equity (e.g., Black, Latino, Indigenous, persons with disabilities).

(limit 2,000 characters)

Out-Wayne CoC has a multi-pronged invitation process for new members,including outreach to persons with lived experience and BIPOC stakeholders.With each monthly membership meeting, an invitation is made public on theCoC website & e-blast to reach new members. Since March 2020, membershipmeetings have been held by Zoom to maintain accessibility for the community.The CE process allows agencies that have not participated in CoC activities andto persons with lived experience to be engaged and invited to membership. TheStreet Outreach Team (SOT) provides opportunities to invite new membersthrough on-the-ground connections to stakeholders such as local lawenforcement, churches with grass roots efforts to assist households in crisis,and unsheltered persons. The Community Engagement Team prioritizesoutreach to municipalities, hospitals, landlords and other public/non- profitagencies that support strategies to assist households experiencinghomelessness. During PIT Count planning, stakeholders such as hospitals andlaw enforcement are engaged to glean information of known locationsunsheltered households frequent. These stakeholders receive information aboutthe CoC and are invited to become members. Accommodations for people with



disabilities are made at in-person community meetings and client interactions.For example, sign language was provided at Community Needs Assessmentpublic forums. Communications & /materials are made available through CoC e-blasts & website, in PDF & other accessible electronic formats, and use oftablets by SOT. 62% of clients served by CoC agencies are African-Americanand 5% Latino. Outreach to Wayne Metro’s Regional Advisory Councils (RAC)and Seeding grant program is an important component of reaching BIPOCstakeholders. The RAC’s are made up of 125 participating residential,organizational and consumer community representatives. A Seeding mini-grantprogram is operated for grass roots agencies addressing poverty challenges.

1B-3. CoC’s Strategy to Solicit/Consider Opinions on Preventing and Ending Homelessness.



1. solicited and considered opinions from a broad array of organizations and individuals that haveknowledge of homelessness, or an interest in preventing and ending homelessness;

2. communicated information during public meetings or other forums your CoC uses to solicit publicinformation; and

3. took into consideration information gathered in public meetings or forums to address improvements ornew approaches to preventing and ending homelessness.


The CoC considers strategies to end homelessness from a broad range ofstakeholders. Open invitations to CoC membership (monthly) & committeemeetings are extended publicly on the website & e-blast where priorities andstrategies discussed form an important source of input. At these meetings datawas reviewed from utilization of programs & Coordinated Entry, plus outcomesfrom PIT/HIC/Systems Performance Measures to prepare Membership toconsider new project opportunities. This informed CoC approved allocations forFY ‘21 bonus priorities - expanding PSH and creating additional TH-RRH forDV survivors. At membership meetings information is provided to thecommunity via updates on CE, status of programs/resources available, andpresentation of public policy developments. Ad hoc committees & round tablesare a way for the CoC to address special topics. A vaccination roundtable wascreated in early 2021 to solicit feedback on the needs of diverse populations,hesitancy, and to develop strategies for mobilizing vaccination clinics.Community events - PIT Count, Homelessness Awareness Month, bi-annualYouth Expo - allow the public & those experiencing housing crisis to engagewith the CoC.

In 2020 & 2021 CoC agencies Wayne Metro & ACCESS participated in forumswith tenant-landlord courts and legal services advocates. Information gatheredinformed how CoC agencies provided support to tenants in court. At the end ofa CARES funded eviction prevention program, Wayne Metro conducted asurvey via text to all tenant participants. Feedback was sought for effectivenessof outreach, ability to prevent evictions, and how clients were able to completeapplications without in-person interaction.

In 2021 a survey was sent to CoC members & stakeholders to gather feedbackaround collaboration, how effective the CoC is at identifying emerging needs,and training needs to be better informed about CoC systems, programmatic



resources, policies, and skills for delivering services.

1B-4. Public Notification for Proposals from Organizations Not Previously Funded.


Describe in the field below how your CoC notified the public:

1. that your CoC’s local competition was open and accepting project applications;

2. that your CoC will consider project applications from organizations that have not previously received CoCProgram funding;

3. about how project applicants must submit their project applications;

4. about how your CoC would determine which project applications it would submit to HUD for funding; and

5. how your CoC effectively communicated with individuals with disabilities, including making informationaccessible in electronic formats.


The CoC uses its website, Lead Agency Wayne Metro’s Facebook page,stakeholder e-blast & membership meetings to publicly communicate that it isaccepting project proposals. An announcement about funding availability wasmade at a meeting of Regional Advisory Councils (125 participating Out-Waynestakeholders). All methods reach stakeholders that have not received fundingacross a broad array of sectors. The project application process started with thecreation of a local RFP by the CoC referencing the HUD NOFO & detailing localpolicies, procedures, ranking priorities, metrics/evaluation factors for projectscoring & deadlines for renewal & new project applications. Project applicantswere instructed to email submissions to Wayne Metro & the consultant assistingwith coordinating the ranking process. The CoC publicly announced it was opento proposals on September 16 when it released the RFP along with the renewal& new project applications by e-blast and posting to the CoC website & WayneMetro’s Facebook page. The RFP (pg. 3) encourages agencies not previouslyfunded to submit proposals.

The RFP explains the Ranking Committee will review, score & rank allsubmissions, and then recommend inclusion of projects in the Priority Listing forapproval by Membership & Board. Membership/board meeting dates andranking decisions are publicly communicated so that all persons & agencieshave full & equal access to information. CoC approved ranking & scoring waspublicly communicated by e-blast, posting to CoC website and Facebook onOctober 29.

Accomodations for people with disabilities are made at in-person CoCmeetings. Materials are available through PDF & other accessible electronicformats via e-blasts & website postings. Membership & committee meetingshave been held by Zoom since March 2020. WMCAA provides guidance to staffon how to connect people who have visual or hearing impairments withinformation or materials about CoC programs & processes.



1C. Coordination and Engagement–Coordinationwith Federal, State, Local, Private, and Other

Organiza


1C-1. Coordination with Federal, State, Local, Private, and Other Organizations.

NOFO Section VII.B.1.b.

In the chart below:

1. select yes or no for entities listed that are included in your CoC’s coordination, planning, and operationsof projects that serve individuals, families, unaccompanied youth, persons who are fleeing domesticviolence who are experiencing homelessness, or those at risk of homelessness; or

2. select Nonexistent if the organization does not exist within your CoC’s geographic area.

Entities or Organizations Your CoC Coordinates with for Planning or Operations of ProjectsCoordinates with

Planning orOperations of

Projects

1. Funding Collaboratives Yes

2. Head Start Program Yes

3. Housing and services programs funded through Local Government Yes

4. Housing and services programs funded through other Federal Resources (non-CoC) Yes

5. Housing and services programs funded through private entities, including Foundations Yes

6. Housing and services programs funded through State Government Yes

7. Housing and services programs funded through U.S. Department of Health and Human Services (HHS) Yes

8. Housing and services programs funded through U.S. Department of Justice (DOJ) Yes

9. Housing Opportunities for Persons with AIDS (HOPWA) Nonexistent

10. Indian Tribes and Tribally Designated Housing Entities (TDHEs) (Tribal Organizations) Nonexistent

11. Organizations led by and serving Black, Brown, Indigenous and other People of Color Yes

12. Organizations led by and serving LGBT persons Yes

13. Organizations led by and serving people with disabilities Yes

14. Private Foundations Yes

15. Public Housing Authorities Yes

16. Runaway and Homeless Youth (RHY) Yes

17. Temporary Assistance for Needy Families (TANF) Yes




18.

1C-2. CoC Consultation with ESG Program Recipients.



1. consulted with ESG Program recipients in planning and allocating ESG and ESG-CV funds;

2. participated in evaluating and reporting performance of ESG Program recipients and subrecipients;

3. provided Point-in-Time (PIT) count and Housing Inventory Count (HIC) data to the Consolidated Planjurisdictions within its geographic area; and

4. provided information to Consolidated Plan Jurisdictions within your CoC’s geographic area so it could beaddressed in Consolidated Plan update.


Lead Agency WMCAA is an ESG recipient from MSHDA with 3 subrecipients -ACCESS, ChristNet & Samaritas - all active CoC members. Subrecipients meetquarterly with WMCAA and are involved in in-service trainings, CoordinatedEntry (CE) meetings & case consultations. Subrecipients are consulted in thereview & final MSHDA approval of the annual ESG application. Discussionabout budgets & program activities during annual renewal are facilitated byWMCAA at CoC membership meetings and the Planning and ProgramDevelopment Committee. CoC approval is a requirement for annualsubmissions of funding to MSHDA. In 2020 the CoC revised priorities amongShelter, HMIS, CE, Prevention, RRH and Street Outreach to fill needs causedby the pandemic including restructuring adult shelter from a volunteer driven,faith based model to motels operated by provider staff. Prevention strategieswere adjusted to assist people at risk of eviction who could not be assistedthrough federal resources from CARES and COVID ERA. The CoC providesWMCAA and subrecipients data from PIT/HIC/HMIS/CE/Systems PerformanceMeasures to develop performance standards, which are evaluated by theQuality, Performance & HMIS Committee and presented for discussion andfeedback at CoC membership meetings. MSHDA looked at successful exits toPH, reductions in length of time homeless, and use of the VI-SPDAT. WMCAAis providing information for Con Plans annually. In 2021 WMCAA providedinformation as Wayne County prepared its next 5 year Consolidated Plan,including a description of programs, services, housing, systems performancemeasures, and populations served.

1C-3. Ensuring Families are not Separated.

NOFO Section VII.B.1.c.

Select yes or no in the chart below to indicate how your CoC ensures emergency shelter, transitionalhousing, and permanent housing (PSH and RRH) do not deny admission or separate family membersregardless of each family member’s self-reported gender:

1. Conducted mandatory training for all CoC- and ESG-funded service providers to ensure families arenot separated.

Yes

2. Conducted optional training for all CoC- and ESG-funded service providers to ensure families are notseparated.

Yes



3. Worked with ESG recipient(s) to adopt uniform anti-discrimination policies for all subrecipients. Yes

4. Worked with ESG recipient(s) to identify both CoC- and ESG-funded facilities within your CoC’sgeographic area that might be out of compliance and took steps to work directly with those facilitiesto bring them into compliance.

Yes

5. Sought assistance from HUD by submitting AAQs or requesting technical assistance to resolvenoncompliance of service providers.

Yes

6. Other. (limit 150 characters)

Conducted SOGIE (Sexual Orientation, Gender Identity & Equity) Training Yes

1C-4. CoC Collaboration Related to Children and Youth–SEAs, LEAs, Local Liaisons & State Coordinators.

NOFO Section VII.B.1.d.

Describe in the field below:

1. how your CoC collaborates with youth education providers;

2. your CoC’s formal partnerships with youth education providers;

3. how your CoC collaborates with State Education Agency (SEA) and Local Education Agency (LEA);

4. your CoC's formal partnerships with SEAs and LEAs;

5. how your CoC collaborates with school districts; and

6. your CoC's formal partnerships with school districts.


Out-Wayne CoC’s Lead Agency WMCAA is subcontracted to employ theMcKinney-Vento Consortium Coordinator for the Wayne County RegionalEducational Service Agencies (Wayne RESA), which oversees all schooldistricts, public and charter school liaisons and is the LEA for both Detroit andOut-Wayne CoCs. The Coordinator manages all youth experiencinghomelessness by addressing housing crises and providing educational andtransportation services and represents LEAs and youth education providers atboth Out-Wayne and Detroit CoC meetings. The Coordinator formallycollaborates with youth education providers and school districts as CoCrepresentative to the Detroit Task Force for Youth Homelessness and theConsortium of Schools of Wayne County, which has an MOU with both CoCs.They also meet monthly with the SEA. As subcontractor for Wayne RESA, thereare formal partnerships with youth education providers, SEAs, LEAs, andschool districts.

Youth who meet McKinney-Vento-defined homeless are connected withresources to get and maintain stability. Needs of youth at-risk of beinghomeless are met by partnering with Michigan DHHS Foster Care EducationPlanners to ensure foster students attend school between placements. Pre-Kand Headstart early childhood providers are trained in available resources alsoto cover youth from Pre-K to Grade 12. Regardless of HUD-defined orMcKinney-Vento-defined homeless, Out-Wayne CoC has strategic coordinationwith regional youth education providers, SEAs, LEAs, and local school districts(public and charter) to meet the needs of all vulnerable youth to ensure thattheir education needs and the ability to access those needs are seen to.

1C-4a. CoC Collaboration Related to Children and Youth–Educational Services–Informing Individuals andFamilies Experiencing Homelessness about Eligibility.




Describe in the field below written policies and procedures your CoC adopted to inform individuals andfamilies who become homeless of their eligibility for educational services.


Out-Wayne County CoC’s Coordinated Entry (CE) Process has policies andprocedures in place that are followed to inform individuals and families whobecome homeless of their eligibility for education services. Through CE, thosewith school-aged children are referred automatically to the McKinney-Ventoprogram and, in turn, connected with adequate school resources. All casemanagers and housing specialists who work with school-aged youth receiveongoing training on the rights of youth through McKinney-Vento and how toappropriately connect them to McKinney-Vento resources and services. LeadAgency WMCAA has a dedicated Housing Specialist who works with RRHfamilies to connect with appropriate services.

The McKinney-Vento Consortium Coordinator for both Out-Wayne and DetroitCoCs is employed at WMCAA, allowing for both housing and educationalservices to work together, directly. Educational Rights for Homeless Studentsare posted in physical and virtual sites where homeless families may visit and inschools. Any familial youth that comes through any CoC point-of-entry isautomatically connected to CE, informed of their rights, and given access tothose educational rights. When school-aged children are referred to McKinney-Vento, they are connected with the adequate school and school resources thatensure their educational rights and needs are met while navigating the housingprocess. Recent procedures adapted during COVID-19 pandemic, such asvirtual or in-person meetings will continue to be available to provide theadaptability families need to ensure the access to services is made.

1C-4b. CoC Collaboration Related to Children and Youth–Educational Services–Written/Formal Agreements orPartnerships with Early Childhood Services Providers.


Select yes or no in the chart below to indicate whether your CoC has written formal agreements orpartnerships with the listed providers of early childhood services:

MOU/MOA Other Formal Agreement

1. Birth to 3 years Yes Yes

2. Child Care and Development Fund No Yes

3. Early Childhood Providers Yes Yes

4. Early Head Start Yes Yes

5. Federal Home Visiting Program–(including Maternal, Infant and Early ChildhoodHome and Visiting or MIECHV)

Yes Yes

6. Head Start Yes Yes

7. Healthy Start No Yes

8. Public Pre-K Yes Yes

9. Tribal Home Visiting Program No No

Other (limit 150 characters)



10.

1C-5. Addressing Needs of Domestic Violence, Dating Violence, Sexual Assault, and Stalking Survivors–AnnualTraining–Best Practices.

NOFO Section VII.B.1.e.

Describe in the field below how your CoC coordinates to provide training for:

1. Project staff that addresses safety and best practices (e.g., trauma-informed, victim-centered) on safetyand planning protocols in serving survivors of domestic violence and indicate the frequency of thetraining in your response (e.g., monthly, semi-annually); and

2. Coordinated Entry staff that addresses safety and best practices (e.g., trauma informed care) on safetyand planning protocols in serving survivors of domestic violence and indicate the frequency of thetraining in your response (e.g., monthly, semi-annually).


CoC partner First Step (FS), a domestic violence shelter, on-boards all projectstaff with 40-hour training of trauma-informed, victim-centered best practiceapproaches to safety and planning protocols, including DV 101, safety planning,recognizing signs of DV, appropriate interventions, DV dynamics, diversity,sexual assault overview, children & violence, empathy, lethality, problemsolving, power & control wheel, etc. FS also provides all Coordinated Entry (CE)staff with annual in-service training in safety planning protocols servingsurvivors of DV, dating violence, sexual assault, stalking and human trafficking.The trauma-informed, victim-centered best practices that are used in traininghave been used to establish the protocol for ensuring safety & confidentialitywhile prioritizing client choice, especially throughout the CE process andEmergency Transfer Plan (ETP). At any point of entry where client discloses, oreven at site of DV with police, clients are assessed immediately for lethality andimmediately referred to FS 24-hr hotline to receive assistance where space isalways available for urgent cases.

Protocol training includes maintaining confidentiality at every point of the CEprocess. CoC coordinates with FS, ACCESS, WMCAA, Neighborhood LegalServices and other partner organizations for referrals and ensures client safety,confidentiality and preference throughout the CE process. FS’ training andprotocols have been adapted from national best practice standards (i.e. PraxisInt’l). During COVID-19 pandemic, FS hosted a 20-hr virtual training series thatwas recorded and subsequently made available to other CoC members toprovide more accessibility to training. This training is now available for annualtraining and onboarding of new staff across all CoC organizations in bothprogram staff and Coordinated Entry staff.

1C-5a. Addressing Needs of Domestic Violence, Dating Violence, Sexual Assault, and Stalking Survivors–UsingDe-identified Aggregate Data.


Describe in the field below how your CoC uses de-identified aggregate data from a comparable databaseto assess the special needs related to domestic violence, dating violence, sexual assault, and stalkingsurvivors.




First Step (FS), a domestic violence (DV) shelter, uses the EmpowerDBdatabase, and Neighborhood Legal Services (NLS), a domestic violencetransitional housing provider, uses Quickbase, both of which are HMIS-comparable. Both EmpowerDB and Quickbase help FS and NLS provide de-identified aggregate data for the CoC, allowing the maintenance ofconfidentiality, while helping assess the scope of community needs related toDV, dating violence, sexual assault, stalking, and human trafficking. For Out-Wayne CoC’s Coordinated Entry (CE) process, the HMIS database DV protocolis followed using de-identified aggregate data, providing safety precautions atintake to shutdown client records so that only current case managers haveaccess to respective records should the client so choose. This data was used toimplement the DV CE SSO process funded by FY 2018 DV Bonus. BetweenJuly 1, 2019 and June 30, 2021, those disclosing DV and seeking shelter andservices totaled 1,998 persons in both FS and CE. FS sheltered 18 adults and33 children and gave TH to 45 adults and 86 children. CoC provided 14 adultsand 24 children with RRH. Of the 1,998 seeking shelter and services, the CoCoverall was only able to meet 20% (N=411) of the need. FS consistently has toturn away 150-200 families each month due to shelter capacity . Theseimportant factors have contributed to the pursuit of TH-RRH DV Bonus ProjectFunding to better meet housing needs of DV survivors that are adaptable andable to be tailored to each survivor’s unique situation.

1C-5b. Addressing Needs of Domestic Violence, Dating Violence, Sexual Assault, and StalkingSurvivors–Coordinated Assessment–Safety, Planning, and Confidentiality Protocols.


Describe in the field below how your CoC’s coordinated entry system protocols incorporate trauma-informed, victim-centered approaches while maximizing client choice for housing and services that:

1. prioritize safety;

2. use emergency transfer plan; and

3. ensure confidentiality.


First Step (FS), a domestic violence shelter, helped Out-Wayne CoC develop itsCoordinated Entry (CE) protocol that is trauma-informed, victim-centered andprioritizes safety, uses Emergency Transfer Plan (ETP), and ensuresconfidentiality all the while maximizing client choice for housing and services.Safety is prioritized by requiring client affirmative choice that is upheldthroughout the CE process, especially in safety plan development with casemanager, which is reviewed, updated, and abided by. Safety planning includesboth physical and emotional safety. Use of separate databases protectsurvivors. At FS, signed releases and identification verification are required priorto entry into shelter from referred partners. Adaptations to intake help easesurvivor into shelter & services, increase acuity, & measure lethality.

CE protocol requires immediate enactment of ETP once a client discloses tofirst responders or points of entry. Similarly, ETP is enacted immediately forexisting clients. Immediate referral is provided to FS 24-hr hotline, which isequipped to respond to client unique needs, with capacity to maximize clientchoice. Both returning & new survivors are assessed through VI-SPDAT on Day1 of shelter & referred for housing and services, including choice of TH, RRH,PSH, support & employment, & other supportive services.



CE protocols ensure confidentiality with trauma-informed, victim-centeredapproaches while maximizing client choice for housing and services by enactingVAWA confidentiality standards and safety measures. Releases, affirmativeresponses, and separate databases and/or locked case files are required for DVservices to be provided.

These client-centered, trauma-informed best practices that prioritize safety, useETP, and ensure confidentiality have helped reduce death by domesticviolence.

1C-6. Addressing the Needs of Lesbian, Gay, Bisexual, Transgender–Anti-Discrimination Policy and Training.

NOFO Section VII.B.1.f.

1. Did your CoC implement a written CoC-wide anti-discrimination policy ensuring that LGBT individuals and familiesreceive supportive services, shelter, and housing free from discrimination?

Yes

2. Did your CoC conduct annual CoC-wide training with providers on how to effectively implement the Equal Access toHousing in HUD Programs Regardless of Sexual Orientation or Gender Identity (Equal Access Final Rule)?

Yes

3. Did your CoC conduct annual CoC-wide training with providers on how to effectively implement Equal Access toHousing in HUD Programs in Accordance with an Individual’s Gender Identity (Gender Identity Final Rule)?

No

1C-7. Public Housing Agencies within Your CoC’s Geographic Area–New Admissions–General/LimitedPreference–Moving On Strategy. You Must Upload an Attachment(s) to the 4B. Attachments Screen.

NOFO Section VII.B.1.g.

Enter information in the chart below for the two largest PHAs highlighted in gray on the CoC-PHACrosswalk Report at https://files.hudexchange.info/resources/documents/FY-2020-CoC-PHA-Crosswalk-Report.pdf or the two PHAs your CoC has a working relationship with–if there is only one PHA in yourCoC’s geographic area, provide information on the one:

Public Housing Agency NameEnter the Percent of New Admissions into

Public Housing and Housing Choice VoucherProgram During FY 2020 who were

experiencing homelessness at entry

Does the PHA have aGeneral or Limited

HomelessPreference?

Does the PHA have aPreference for

current PSH programparticipants nolonger needing

intensive supportiveservices, e.g.,Moving On?

Michigan State Housing Development Authority 92% Yes-HCV Yes

Melvindale Housing Commission 40% No No

1C-7a. Written Policies on Homeless Admission Preferences with PHAs.



1. steps your CoC has taken, with the two largest PHAs within your CoC’s geographic area or the two PHAsyour CoC has working relationships with, to adopt a homeless admission preference–if your CoC only hasone PHA within its geographic area, you may respond for the one; or



2. state that your CoC has not worked with the PHAs in its geographic area to adopt a homeless admissionpreference.


The largest HCV provider, MSHDA, has an established homeless preference.The CoC regularly invites PHA’s to monthly membership meetings. Over thepast year there has been regular attendance or presentations from five PHA’s,who participate in ongoing discussions about policies that CoCs and PHAs cancreate together to increase the opportunities for homeless residents in publichousing. Aside from a homeless preference, Out-Wayne CoC seeks otheropportunities to collaborate with PHA’s to create additional opportunities for PH.In 2020 and 2021 Out-Wayne CoC signed MOU’s for submissions in responseto the FYI NOFA with the Detroit and Livonia Housing Commissions. Thisincludes coordinating prioritization and referral of FUP eligible youth within theCoordinated Entry System, and providing services eligible through CoCprograms or McKinney Vento for youth. Each time an entitlement communityrequests homeless data the CoC discusses the opportunity for the publichousing authority to adopt a homeless preference, if applicable. The PlymouthHousing Commission offers Family Unification Program (FUP) that has lowerbarrier to entry for families experiencing homelessness and is an additionalhousing preference resource that helps process families faster.

1C-7b. Moving On Strategy with Affordable Housing Providers.

Not Scored–For Information Only

Select yes or no in the chart below to indicate affordable housing providers in your CoC’s jurisdiction thatyour recipients use to move program participants to other subsidized housing:

1. Multifamily assisted housing owners Yes

2. PHA Yes

3. Low Income Tax Credit (LIHTC) developments Yes

4. Local low-income housing programs Yes

Other (limit 150 characters)

5.

1C-7c. Including PHA-Funded Units in Your CoC’s Coordinated Entry System.


Does your CoC include PHA-funded units in the CoC’s coordinated entry process? Yes

1C-7c.1. Method for Including PHA-Funded Units in Your CoC’s Coordinated Entry System.


If you selected yes in question 1C-7c., describe in the field below:



1. how your CoC includes the units in its Coordinated Entry process; and

2. whether your CoC's practices are formalized in written agreements with the PHA, e.g., MOUs.


The Out-Wayne CoC incorporates HCV’s, EHV’s, and PBV’s in its CE process.HCV’s include those issued by MSHDA with a homeless preference; EHV’s withMSHDA plus the Detroit and Plymouth Housing Commissions; and PBV’sthrough two LIHTC projects. PHA’s maintain regular communication with WayneMetro as the CE lead and provide regular updates on the availability ofvouchers or units. Clients are referred after being assessed as part of the CEprocess. Assessment for acuity is done through the SPDAT. A CoC grant allowsfor Wayne Metro to provide services to clients who are approved for housingthrough PBV’s on one LIHTC project. Community Care Services (CCS), anotherCOC member, is the sponsor and service provider for the other LIHTC projectthat includes PBV units.

When clients enter CE, they complete an HCV Pre-application as part of theprocess, which is immediately entered into the system. As regular programopenings become available, clients coming through CE are referred andapproved for ESG, HUD RRH, PSH, etc. After they are approved and moveinto their units with these programs, they are often pulled for HCV's by MSHDA,and transition to that. Prior to the pandemic, this could take some time, butsince MSHDA has been doing multiple monthly pulls clients are transitioningoften and rapidly.

MOU’s and other agreements formalize the roles of Out-Wayne CoC practices.The CE process for MSHDA HCV is formalized through a MOU, SecurityAgreement and Grant Agreement. Under MSHDA ESG funding, Wayne Metroas the lead for CE is responsible for the addition of homeless households toHCV waiting lists via MSHDA’s Homeless Preference. Providing services andreferrals for the LIHTC projects is formalized in a MOU between the developerand service provider (Wayne Metro or CCS). The developer in turn hasexecuted the HAP contract with the PHA for the PBV’s. Wayne Metro as theCoC lead has executed MOU’s with 3 PHA’s for EHV’s.

1C-7d. Submitting CoC and PHA Joint Applications for Funding for People Experiencing Homelessness.


Did your CoC coordinate with a PHA(s) to submit a joint application(s) for funding of projects serving families experiencinghomelessness (e.g., applications for mainstream vouchers, Family Unification Program (FUP), other non-federal programs)?

Yes

1C-7d.1. CoC and PHA Joint Application–Experience–Benefits.


If you selected yes to question 1C-7d, describe in the field below:

1. the type of joint project applied for;

2. whether the application was approved; and

3. how your CoC and families experiencing homelessness benefited from the coordination.




In 2020 and 2021 Lead Agency Wayne Metro and the Out-Wayne CoCcoordinated with two PHA’s to submit applications for vouchers through theHUD FYI NOFA for youth aging out of foster care. In each case Wayne Metroand the CoC executed a MOU with the PHA and State Child Welfare Agency.Role of the CoC includes coordinating prioritization and referral of FUP eligibleyouth within the Coordinated Entry System, and providing services eligiblethrough CoC programs or McKinney Vento for youth. In 2020 a submissionunder FYI PIH Notice 2019-20 resulted in 25 vouchers being approved for theLIvonia Housing Commission. In 2021 a submission with the Detroit HousingCommission under the FYI NOFA (Competitive) was not approved. The 25Livonia vouchers for youth aging out of foster care provides one of the few PHresources for youth in Out-Wayne County. There are no shelter or transitionalhousing units dedicated for youth in Out-Wayne County, and there is also a lackof dedicated permanent housing options. In 2019 the CoC coordinated with theDHC to provide data on the need for Mainstream Disabled Persons VoucherProgram as part of the NOFA response. DHC was awarded 80 vouchers. TheCoC agreed to assist DHC with outreach to existing clients of PSH and RRHprojects, help the DHC and clients with housing search, and assist withoutreach to landlords to educated them about particiatpion with MainstramVouchers. In 2021 CoC member agency Community Care Services (CCS) isleasing 8 units through project-based vouchers for people experiencinghomelsessness. These units and vouchers resulted from applications CCSjointly submitted with its development partners to MSHDA for the LIHTC project,River’s Edge.

1C-7e. Coordinating with PHA(s) to Apply for or Implement HCV Dedicated to Homelessness Including AmericanRescue Plan Vouchers.


Did your CoC coordinate with any PHA to apply for or implement funding provided for Housing Choice Vouchersdedicated to homelessness, including vouchers provided through the American Rescue Plan?

Yes

1C-7e.1. Coordinating with PHA(s) to Administer Emergency Housing Voucher (EHV) Program–List of PHAs withMOUs.


Did your CoC enter into a Memorandum of Understanding (MOU) with any PHA to administer the EHV Program? Yes

If you select yes, you must use the list feature below to enter the name of every PHA your CoC has entered into aMOU with to administer the Emergency Housing Voucher Program.

PHA

Michigan State Ho...

Plymouth Housing ...

Detroit Housing C...



1C-7e.1. List of PHAs with MOUs

Name of PHA: Michigan State Housing Development Authority


Name of PHA: Plymouth Housing Commission


Name of PHA: Detroit Housing Commission



1C. Coordination and Engagement–Coordinationwith Federal, State, Local, Private, and Other

Organiza

1C-8. Discharge Planning Coordination.

NOFO Section VII.B.1.h.

Select yes or no in the chart below to indicate whether your CoC actively coordinates with the systems ofcare listed to ensure persons who have resided in them longer than 90 days are not discharged directly tothe streets, emergency shelters, or other homeless assistance programs.

1. Foster Care Yes

2. Health Care Yes

3. Mental Health Care Yes

4. Correctional Facilities Yes

1C-9. Housing First–Lowering Barriers to Entry.

NOFO Section VII.B.1.i.

1. Enter the total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry,Safe-Haven, and Transitional Housing projects your CoC is applying for in FY 2021 CoC ProgramCompetition.

19

2. Enter the total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry,Safe-Haven, and Transitional Housing projects your CoC is applying for in FY 2021 CoC ProgramCompetition that have adopted the Housing First approach.

19

3. This number is a calculation of the percentage of new and renewal PSH, RRH, Safe-Haven, SSO non-Coordinated Entry projects the CoC has ranked in its CoC Priority Listing in the FY 2021 CoC ProgramCompetition that reported that they are lowering barriers to entry and prioritizing rapid placement andstabilization to permanent housing.

100%

1C-9a. Housing First–Project Evaluation.

NOFO Section VII.B.1.i.

Describe in the field below how your CoC regularly evaluates projects to ensure those that commit tousing a Housing First approach are prioritizing rapid placement and stabilization in permanent housingand are not requiring service participation or preconditions of program participants.


Out-Wayne CoC has streamlined its Coordinated Entry (CE) process so that itprioritizes placement and stabilization of those experiencing homelessness.Prioritizations are made based on the most vulnerable, without requiring serviceparticipation or preconditions.



Lead Agency WMCAA works closely in a collective manner with its providersand follows Housing First best practices without preconditions. CE intakeinforms participants of services available to them. Participants are encouraged,but not required, to participate so as to access benefits of services available tothem. Trauma-informed, victim-centered care has been a priority for servingclients experiencing DV where the choice of the client comes first. This hastransferred to the general intake process for CE where the choices and needsof the client come first.

Since COVID-19, Out-Wayne CoC has prioritized stabilization across itsgeographic area by (1) developing the Eviction Diversion Program thatprevented the destabilization of 3,540 individuals who remain housed; and (2)the expansion of Housing Choice Vouchers with 373 households referred toMSHDA to become stabilized more quickly; (3) were able to relocate individualswho were couch surfing more quickly; and (4) addressed traditionally unmetneeds including providing utility assistance.

No preconditions to qualify or participate in the program are imposed on clients.Confirming projects are committed to a Housing First approach withoutpreconditions is completed with each local competition for funding as part of theHUD CoC NOFO process. The CoC’s committees in Data & HMIS and Planningand Program Development will be conducting a full-scale evaluation of theentire CE and Housing placement process to ensure that Out-Wayne CoC isable to meet one of its core values of following Housing First best practices andensuring that no participation requirements or preconditions are imposed onparticipants at any point of the CE process.

1C-9b. Housing First–Veterans.


Does your CoC have sufficient resources to ensure each Veteran experiencing homelessness is assisted to quicklymove into permanent housing using a Housing First approach?

Yes

1C-10. Street Outreach–Scope.

NOFO Section VII.B.1.j.


1. your CoC’s street outreach efforts, including the methods it uses to ensure all persons experiencingunsheltered homelessness are identified and engaged;

2. whether your CoC’s Street Outreach covers 100 percent of the CoC’s geographic area;

3. how often your CoC conducts street outreach; and

4. how your CoC tailored its street outreach to persons experiencing homelessness who are least likely torequest assistance.


Street Outreach Team (SOT) continually increases efforts to reach unshelteredhomeless through new technology, unconventional hours of operation,increased connections to local partners, and providing dedicated vehicles toconduct increased access to services to unsheltered homeless and those least



likely to request assistance. SOT practices progressive engagement by meetingunsheltered persons where they are and assisting them with online applicationsfor assistance and housing with appropriate technology. SOT and othertargeted outreach to youth and veteran populations covers 100% of Out-WayneCounty. SOT conducts outreach from 6am to 6pm weekly and weekends7am to 4pm.

Out-Wayne CoC comprises multiple municipalities and townships that havetheir own city councils, police force and emergency services. As homelessnessis a community problem as well as an individual one, it is important to engagethe entities whose responsibility is the care and quality of life of all of itsresidents, even those who are unsheltered. SOT has made a concerted effort toeducate these entities of the services provided by the CoC through town halls,council meetings, and other public venues.

Responsible for reaching the most vulnerable, SOT will be working with 150+ambassadors to do outreach in low-vaccination rate communities. During thisprocess, they will be publicizing about the services provided by the CoC andrelying on these interactions to learn of more unsheltered persons to dooutreach to. In January 2021, SOT conducted an unsheltered PIT count with arevised, easy questionnaire. During the pandemic, targeted outreach hasprimarily been conducted in known encampments, with clients referring SOT toother unsheltered persons via word-of-mouth. Designated vehicles wereprovided that allowed for social distancing during COVID and now will enableSOT to cover more geographies on a rotating schedule.

1C-11. Criminalization of Homelessness.

NOFO Section VII.B.1.k.

Select yes or no in the chart below to indicate strategies your CoC implemented to prevent thecriminalization of homelessness in your CoC’s geographic area:

1. Engaged/educated local policymakers Yes

2. Engaged/educated law enforcement Yes

3. Engaged/educated local business leaders Yes

4. Implemented communitywide plans Yes

5. Other:(limit 500 characters)

1C-12. Rapid Rehousing–RRH Beds as Reported in the Housing Inventory Count (HIC).

NOFO Section VII.B.1.l.

2020 2021

Enter the total number of RRH beds available to serve all populations as reported in the HIC–only enterbed data for projects that have an inventory type of “Current.”

119 267



1C-13. Mainstream Benefits and Other Assistance–Healthcare–Enrollment/Effective Utilization.

NOFO Section VII.B.1.m.

Indicate in the chart below whether your CoC assists persons experiencing homelessness with enrollingin health insurance and effectively using Medicaid and other benefits.

Type of Health Care Assist with Enrollment?

Assist withUtilization of Benefits?

1. Public Health Care Benefits (State or Federal benefits, Medicaid, Indian HealthServices)

Yes Yes

2. Private Insurers Yes Yes

3. Nonprofit, Philanthropic Yes Yes

4. Other (limit 150 characters)

1C-13a. Mainstream Benefits and Other Assistance–Information and Training.

NOFO Section VII.B.1.m

Describe in the field below how your CoC provides information and training to CoC Program-fundedprojects by:

1. systemically providing up to date information on mainstream resources available for program participants(e.g., Food Stamps, SSI, TANF, substance abuse programs) within your CoC’s geographic area;

2. communicating information about available mainstream resources and other assistance and how oftenyour CoC communicates this information;

3. working with projects to collaborate with healthcare organizations to assist program participants withenrolling in health insurance; and

4. providing assistance with the effective use of Medicaid and other benefits.


Through the Coordinated Entry (CE) Process, Out-Wayne CoC providesinformation and training to CoC Program-funded projects. All CE Specialists aretrained as Navigators for the Michigan DHHS and part of the intake process isto screen clients for the services needed, thereby systematically providing up-to-date information upon intake on mainstream resources available for programparticipants within the CoC’s geographic area. Upon intake, screenings areconducted for need to be connected to mainstream benefits, which assureseffective communication of information of available mainstream resources andother assistance. This information is communicated upon intake and all CoCagencies are regularly updated at monthly CE and CoC membership meetings,and in-service training to any changes of mainstream benefits, which aresubsequently passed along to program participants.

Out-Wayne CoC integrates healthcare services and insurance into itsassessment of households through CE. All case managers in the CoC are ableto help clients access health care or meet eligibility for Medicaid. Two CMHagencies can bill directly for Medicaid, plus Samaritas that operates the CoC’sfamily shelter. One CMH is based at the Safe Haven and has relationships withprimary and dental care providers who come on-site to provide care. PATH



funding connects WMCAA to the Detroit Wayne Integrated Health Network(DWIHN) to assist unsheltered households to access Community mental healthand behavioral health care. CoC agencies also refer to Western Wayne HealthCenters, a FQHC. WMCAA coordinates the CoC strategy for mainstreambenefits. As the “train the trainer” for all of Wayne County for MiBridges, theState of Michigan benefits program, WMCAA provides training for organizationson how to accompany clients to access public assistance. This training includesnavigating social security benefits, food stamps, Medicaid & Medicareapplications, & prescription assistance.

1C-14. Centralized or Coordinated Entry System–Assessment Tool. You Must Upload an Attachment to the 4B.Attachments Screen.

NOFO Section VII.B.1.n.

Describe in the field below how your CoC’s coordinated entry system:

1. covers 100 percent of your CoC’s geographic area;

2. reaches people who are least likely to apply for homeless assistance in the absence of special outreach;

3. prioritizes people most in need of assistance; and

4. ensures people most in need of assistance receive assistance in a timely manner.


Coordinated Entry (CE) covers 100% Out-Wayne via multiple access points.Phone service is available 24/7 via Connect Center and 3 shelters. StreetOutreach reaches those least likely to apply for homeless assistance inabsence of special outreach by meeting unsheltered persons where they stay &providing full access to CE assessments/benefits/housing 6 days per weekduring non-traditional work hours. Available walk-in locations at 3 shelters & 3CoC agencies spread across CoC geography. The “Community PartnerReferral Form” lets any non-CoC agency refer directly to CE. Connect Center,SOT, shelters. & walk-in locations are equipped to immediately engage personswith common screening & assessment protocol. During COVID-19, virtualaccess points helped reach more people than before. SOT expansion duringCOVID also reached more individuals least likely to request assistance. Bothwill continue post-COVID.CE referral triggers VI-SPDAT immediately for those experiencinghomelessness to prioritize most in need, which is determined by SPDAT, DVstatus, disability, unsheltered situation, behavioral/physical/mental healthvulnerability, income/work history, & length-of-time homeless. CE can requestdata from statewide HMIS systems to confirm previous homeless episodes. CEassists those with persistent illness through the Michigan Health Authoritydatabase to determine eligibility for CMH resources; SOT assists via PATH.CE ensures those most-in-need receive assistance in a timely manner becauseCE intake provides immediate referrals for shelter, prevention, vet programs,SOT, homeless youth services, etc. Primarily, CE immediately places personson waitlist for HCV & Project-Based Vouchers. 30-day timelines are set withcaseworkers to gather PH program documentation. Dynamic prioritizationcombines housing referrals with evaluations of all household members. WhilePH placement is underway, immediate referrals are made for SOAR,mainstream benefits, & employment resources.



1C-15. Promoting Racial Equity in Homelessness–Assessing Racial Disparities.

NOFO Section VII.B.1.o.

Did your CoC conduct an assessment of whether disparities in the provision or outcome of homeless assistanceexists within the last 3 years?

Yes

1C-15a. Racial Disparities Assessment Results.


Select yes or no in the chart below to indicate the findings from your CoC’s most recent racialdisparities assessment.

1. People of different races or ethnicities are more likely to receive homeless assistance. Yes

2. People of different races or ethnicities are less likely to receive homeless assistance. No

3. People of different races or ethnicities are more likely to receive a positive outcome from homelessassistance.

Yes

4. People of different races or ethnicities are less likely to receive a positive outcome from homelessassistance.

No

5. There are no racial or ethnic disparities in the provision or outcome of homeless assistance. Yes

6. The results are inconclusive for racial or ethnic disparities in the provision or outcome of homelessassistance.

No

1C-15b. Strategies to Address Racial Disparities.


Select yes or no in the chart below to indicate the strategies your CoC is using to address any racialdisparities.

1. The CoC’s board and decisionmaking bodies are representative of the population served in the CoC. No

2. The CoC has identified steps it will take to help the CoC board and decisionmaking bodies better reflectthe population served in the CoC.

Yes

3. The CoC is expanding outreach in geographic areas with higher concentrations of underrepresentedgroups.

Yes

4. The CoC has communication, such as flyers, websites, or other materials, inclusive of underrepresentedgroups.

Yes

5. The CoC is training staff working in the homeless services sector to better understand racism and theintersection of racism and homelessness.

Yes

6. The CoC is establishing professional development opportunities to identify and invest in emergingleaders of different races and ethnicities in the homelessness sector.

Yes

7. The CoC has staff, committees, or other resources charged with analyzing and addressing racialdisparities related to homelessness.

Yes

8. The CoC is educating organizations, stakeholders, boards of directors for local and national nonprofitorganizations working on homelessness on the topic of creating greater racial and ethnic diversity.

Yes

9. The CoC reviewed coordinated entry processes to understand their impact on people of different racesand ethnicities experiencing homelessness.

Yes



10. The CoC is collecting data to better understand the pattern of program use for people of different racesand ethnicities in its homeless services system.

Yes

11. The CoC is conducting additional research to understand the scope and needs of different races orethnicities experiencing homelessness.

Yes


12.

1C-15c. Promoting Racial Equity in Homelessness Beyond Areas Identified in Racial Disparity Assessment.


Describe in the field below the steps your CoC and homeless providers have taken to improve racialequity in the provision and outcomes of assistance beyond just those areas identified in the racialdisparity assessment.


Out-Wayne CoC’s homeless services providers know the racial disparities thatexist throughout Out-Wayne County. Out-Wayne commenced this internalreview of data to identify racial disparities pre-COVID and is continuing thatwork currently. The internal data quality group conducted two large-scaleanalyses. Preliminary results showed that racial disparities existed amongstAfrican-American populations. However, it is still uncertain whether thesedisparities are more predominant amongst families or singles.

To improve racial equity in the provision and outcomes of assistance beyondthose areas identified in the racial disparity assessment, Out-Wayne formed aRacial Equity & Inclusion Committee that is coordinating across its providers anin-depth analysis that pinpoints barriers and opportunities to improve racialequity in the provision of assistance beyond the initial assessment. To assistwith that, Out-Wayne CoC has applied for the Coordinated Entry Cohort II grantthat will assist in creating a more equitable CE system and intake process, andto revamp governance structure so that the CoC is more reflective ofdemographics served to improve racial equity practices across the Out-WayneCoC.

Other steps the CoC has taken to improve racial equity in the provision ofassistance is to improve the process of educating senior leadership, boardmembers, and staff of the existence of the disparities and the steps that areurgently needed and essential to take to increase racial equity. Secondly, theCoC is working intentionally with the HUD Technical Service Support to workthrough the entire Coordinated Entry (CE) process to identify where gaps inservices exist that contribute to racial disparities. By revisiting the entire CEProcess, the CoC will be revisiting how it conducts its assessments, specificallyin how the CoC measures acuity for housing as the assessments might havesome internal biases that unwillingly preclude certain persons from receivingservices.

1C-16. Persons with Lived Experience–Active CoC Participation.

NOFO Section VII.B.1.p.



Enter in the chart below the number of people with lived experience who currently participate in yourCoC under the five categories listed:

Level of Active Participation Number of People withLived Experience Within

the Last 7 Years orCurrent Program

Participant

Number of People withLived Experience

Coming fromUnsheltered Situations

1. Included and provide input that is incorporated in the local planning process. 8 8

2. Review and recommend revisions to local policies addressing homelessnessrelated to coordinated entry, services, and housing.

6 6

3. Participate on CoC committees, subcommittees, or workgroups. 10 10

4. Included in the decisionmaking processes related to addressing homelessness. 10 10

5. Included in the development or revision of your CoC’s local competition ratingfactors.

0 0

1C-17. Promoting Volunteerism and Community Service.

NOFO Section VII.B.1.r.

Select yes or no in the chart below to indicate steps your CoC has taken to promote and supportcommunity engagement among people experiencing homelessness in the CoC’s geographic area:

1. The CoC trains provider organization staff on connecting program participants and people experiencinghomelessness with education and job training opportunities.

Yes

2. The CoC trains provider organization staff on facilitating informal employment opportunities for programparticipants and people experiencing homelessness (e.g., babysitting, housekeeping, food delivery, dataentry).

Yes

3. The CoC works with organizations to create volunteer opportunities for program participants. Yes

4. The CoC works with community organizations to create opportunities for civic participation for peopleexperiencing homelessness (e.g., townhall forums, meeting with public officials).

Yes

5. Provider organizations within the CoC have incentives for employment and/or volunteerism. Yes

6. Other:(limit 500 characters)

Facilitating opportunities for public to learn from individuals with lived experience of homelessness to share storieswith those currently experiencing homelessness.

Yes



1D. Addressing COVID-19 in the CoC’sGeographic Area


1D-1. Safety Protocols Implemented to Address Immediate Needs of People Experiencing Unsheltered,Congregate Emergency Shelter, Transitional Housing Homelessness.

NOFO Section VII.B.1.q.

Describe in the field below protocols your CoC implemented during the COVID-19 pandemic to addressimmediate safety needs for individuals and families living in:

1. unsheltered situations;

2. congregate emergency shelters; and

3. transitional housing.


Out-Wayne CoC implemented adaptable & innovative protocols to addressimmediate safety needs for individuals and families in unsheltered situations,congregate emergency shelters, & transitional housing (TH) during pandemic.For all 3, social distance protocols were implemented and access to PPE.COVID testing was provided and access to vaccinations when they becameavailable. Additional outreach was conducted to provide access to needed food,clothing, medical resources, etc. All non-essential personnel pivoted to workingonline.

For unsheltered, increased outreach & engagement was done to keep themengaged in services. PATH & Street Outreach Teams (SOT) used socialdistance protocols & were equipped with extra PPE & vehicles to ensure safetywhile providing access to housing & services. CE gave higher priority tounsheltered persons. PATH & SOT continued in-person outreach to target mostat-risk of contracting COVID-19. Increased engagement ensured unshelteredclients were given as much access as possible to resources throughout thepandemic.

Protocols changed rotating shelter to congregate emergency shelter. For single& family shelters, entrance & exits were restricted to essential personnel andguests. Visitors & non-essential personnel were not allowed. Daily healthscreenings were conducted which included temperature checks, hand sanitizer,and self-reports for contact tracing. Shelter was provided regardless of COVIDtesting results. Those pending COVID test results or testing positive werehoused in hotel rooms. Congregant settings were provided for those testing



negative.

Prior to COVID, the guests were required to leave shelter during the day. Duringthe pandemic, guests remained on site. Employment and housing servicesprovided at TH were done virtually, including providing virtual housinginspections. Where virtual alternatives were possible, they were implementedand non-essential personnel were required to work from home.

1D-2. Improving Readiness for Future Public Health Emergencies.


Describe in the field below how your CoC improved readiness for future public health emergencies.


As homeless service providers, Out-Wayne CoC is at the forefront of publichealth emergencies. COVID-19 mandated adjustments to service provision thathas readied CoC for future public health emergencies. Homelessness, with allof its risk factors, is a public health emergency. By working directly with publichealth agencies, hospital systems, and community health centers, Out-Wayneis able to identify social determinants of health, target preventative measuresneeded to address those issues, and prepare its community to prevent certainrisk factors for future public health emergencies.

Preventative work is just as essential as emergency response capacity. Duringthe pandemic, for example, leveraged ESG-CV funds facilitated the expansionof diversion and prevention programming keeping persons housed in a criticalmoment when the homeless services system was already beyond capacity.WMCAA, as part of the Bureau of Community Action, works with DHHS andother institutions to address gaps in services, by developing infrastructure andundoing streams to target preventative care and emergency response capacity.

Out-Wayne has improved readiness for future public health emergenciesbecause community entities are reaching out to collaborate to addresshomelessness as a community problem instead of an isolated one. Thesetactical relationships built during COVID-19 have grown and expanded theCoC’s capacity to address systemic issues that create barriers to exitinghomelessness. Leveraged funding, new community partners, and technologicaladvancements in service provision changed how Out-Wayne responded to theCOVID-19 pandemic.

COVID-19 exacerbated existing public health emergencies, especially amongstthe population served by Out-Wayne. It also underscored the CoC’s capacity torespond to both emergency needs and provide preventative services to avoidcreating emergencies. The CoC has readied itself for future public healthemergencies.

1D-3. CoC Coordination to Distribute ESG Cares Act (ESG-CV) Funds.

NOFO Section VII.B.1.q



Describe in the field below how your CoC coordinated with ESG-CV recipients to distribute funds toaddress:

1. safety measures;

2. housing assistance;

3. eviction prevention;

4. healthcare supplies; and

5. sanitary supplies.


Early on in the pandemic, Out-Wayne CoC Lead Agency WMCAA met with itssubrecipients and CoC members to identify gaps and where most immediateneeds were. Subrecipients identified gaps in funding and resources and theCoC was able to leverage ESG-CV funds to fill those gaps.

With rotating shelter space eliminated and congregant shelter spacesignificantly reduced, Out-Wayne CoC was able to coordinate social distancingand enact other safety measures by using ESG-CV funds to (1) move therotating shelter to a permanent location; (2) provide single occupancy hotelrooms for those seeking shelter and needing to quarantine; (and (3) providingessential PPE to those in unsheltered, congregant shelter, or transitionalhousing situations.

With the significant availability of Housing Choice Vouchers (HCV) andEmergency Housing Vouchers (EHV), Out-Wayne CoC was able to empty it’swaiting list and invest more ESG-CV funding on addressing safety needs forshelters.

ESG-CV funds helped in eviction prevention by allowing assistance to beavailable to those who were 50% area median income (AMI) when traditionalESG funding is only available for 30% AMI households. This expansionincluded housing, relocation, and utility assistance available to morehouseholds. ESG-CV funding also contributed to the Eviction DiversionProgram (EDP) with COVID Emergency Rental Assistance (CERA). At-riskpeople became a priority to avoid entry into the homeless response system.Extra resources and personnel, coupled with targeted outreach, helped avoidother emergency crises as the Homeless Response System was already atcapacity.

Out-Wayne prioritized using ESG-CV funding to distribute healthcare andsanitary supplies to its subrecipients and clients. PPE, hygiene kits, andfeminine sanitary resources were distributed to unsheltered, sheltered, andTH/RRH/PSH recipients throughout the pandemic.

1D-4. CoC Coordination with Mainstream Health.


Describe in the field below how your CoC coordinated with mainstream health (e.g., local and state healthagencies, hospitals) during the COVID-19 pandemic to:

1. decrease the spread of COVID-19; and

2. ensure safety measures were implemented (e.g., social distancing, hand washing/sanitizing, masks).




Out-Wayne CoC coordinated with mainstream health during the COVID-19pandemic to decrease the spread of COVID-10 and ensure safety measureswere implemented. To help decrease the spread of COVID-19, Out-Wayne CoCworked early on with Wayne County Health Department and Wayne StateUniversity’s School of Medicine to gain access to PPE and COVID-19 testing forunsheltered and congregant shelter clients and personnel.

Local and state health agencies were actively communicating updates from theCDC as to the changing guidelines involved with safety measures with theCOVID-19 pandemic. From the beginning, Out-Wayne CoC’s homeless serviceproviders were consulting with their local health agencies and hospital systemsto coordinate and implement social distancing measures, including provisioningmasks and hand sanitizers for those most at-risk of contracting COVID-19.MDHHS also provided access to covid testing in the City of Detroit.

In partnership with mainstream health, Out-Wayne CoC developed protocols forentering and exiting shelter, especially with access to testing while quarantining,and later, access to vaccinations. CDC guidelines were enacted to decrease thespread of COVID-19, including daily temperature checks, CDC health screeningself-report tool, and hand sanitizing paired with social distancing to every extentpossible, especially within shelters.

During the height of the pandemic, Michigan Coalition Against Homelessness(MICAH) held biweekly meetings, coordinating with MSHDA & MDHHS toprovide additional resources and communication streams of the ever-changingpublic health responses, provide guidance, & disseminate federal and stateresponses, especially for homeless populations. As a provider of services forindividuals experiencing homelessness, Out-Wayne CoC was at the forefront ofemergency public health issues and was already preparing for decreasing thespread of COVID prior to it being named a pandemic.

1D-5. Communicating Information to Homeless Service Providers.


Describe in the field below how your CoC communicated information to homeless service providersduring the COVID-19 pandemic on:

1. safety measures;

2. changing local restrictions; and

3. vaccine implementation.


Out-Wayne CoC communicated essential information to homeless serviceproviders during the COVID-19 pandemic on safety measures, changing localrestrictions, and vaccine implementation through (1) weekly meetings withshelters, (2) electronic listserv, (3) monthly virtual CoC meetings, (4) e-blasts,(5) regularly scheduled COVID calls, (6) formal and informal communication, (7)phone calls, (8) text messages, (9) bi-monthly round tables. Homeless serviceproviders stayed at the forefront of changing local restrictions and implementingsafety measures, maintaining strict safety measures throughout the pandemic.Through these means of communication, changing regulations were discussed,updated guidelines from the CDC were communicated, and the vaccine roll outswere also communicated to encourage participation from staff and clients. As



vaccines became available, word of mouth communication recruited clients formobile vaccine clinics and testing.

Out-Wayne further communicated information by (1) adapting protocols, policiesand procedures; (2) increasing interagency and intra-agency contact withconstant communication; (3) coordinating with local health department toaccess testing and vaccinations; and (4) providing transportation opportunitiesas needed. CE COVID plan updated with changing local restrictions.

There was a CoC roundtable where members and stakeholders were present,including healthcare professionals who provided up-to-date information aboutspread, safety measures, and vaccine roll out. At the beginning of thisroundtable, a survey was conducted to identify what members’ andstakeholders’ informational and resource needs were. As information andresources came in, those gaps were filled with ease due to the identification ofthose needs early on. As vaccine roll outs opened up more and more, Out-Wayne coordinated weekly mobile vaccine units community-wide and wasavailable for member organizations to participate in, especially shelters.

1D-6. Identifying Eligible Persons Experiencing Homelessness for COVID-19 Vaccination.


Describe in the field below how your CoC identified eligible individuals and families experiencinghomelessness for COVID-19 vaccination based on local protocol.


Out-Wayne CoC coordinated a multi-faceted approach to identify eligibleindividuals and families experiencing homelessness for COVID-19 vaccinationbased on local protocol. First, in February 2021, a webinar was conducted withWestern Wayne Family Health Centers, a FQHC, and a Henry Ford HealthSystem Infectious Disease physician, that gave in depth detail of how theCOVID-19 vaccination worked in preventing the disease. Secondly, asvaccination eligibility opened for more clients, the shelter coordinator helpedidentify and recruit sheltered and unsheltered individuals for the mobile pop-upvaccination clinic. Across the CoC, all homeless service providers were givenwith regularly updated information for CDC protocols and eligibility updates asvaccine roll outs occurred. At shelters and daytime centers, employment andsocial services, clients were encouraged and advised of other vaccineopportunities at local pharmacies. Transitional Housing managers in the CoCworked with their clients to get up to 100% vaccination rate. PSH HousingSpecialists worked their networks to identify via personal contact all PSH clientsto ensure access to the vaccine.

As vaccine roll-outs commenced, there were disparities in access to thevaccine, education about the vaccine, and confidence in the efficacy of thevaccine. Prior to late March 2021, the homeless population was not identified asa vulnerable population. As vaccines became more widely available to adults inApril 2021, the CoC identified barriers to access the vaccine and received grantfunding to specifically target geographies and populations to increase educationand access to the vaccine. The targeted outreach in communities helpedidentify individuals and families experiencing homelessness for the vaccine as



well as dispel myths and provide informed care to folks. Further, Out-Waynefollowed guidance from other organizations to incentivize vaccinations via $50gift cards provided per dose, for example.

1D-7. Addressing Possible Increases in Domestic Violence.


Describe in the field below how your CoC addressed possible increases in domestic violence calls forassistance due to requirements to stay at home, increased unemployment, etc. during the COVID-19pandemic.


Out-Wayne CoC addressed possible increases in domestic violence calls forassistance due to requirements to stay at home, increased unemployment etc.during the COVID-19 by providing extra staff to manage the 24/7 hotlines (bothat the First Step Domestic Violence Shelter and at the Coordinated Entry (CE)lines). This was done by increasing technology and remote workers capacity toprovide virtual or telephonic support. The reality is that increased domesticviolence calls for assistance did not occur during stay at home orders or periodsof unemployment because there was no safe place or time period for calls to bemade by the victims. There was an increase in individuals without childrenrequesting shelter rather than with children. The larger families (i.e. mothers ofseveral children) are the most commonly seen at First Step and were not seen,in large part due to the fear of being exposed to the illness. As the COVIDpandemic restrictions have eased, though, the results of stay at home ordersand other issues pertaining to the pandemic have been higher lethality. Callsincreased for police to come to scenes where weapons have been involved,including strangulation, saws, and other blunt force instruments. At the scenesof DV calls, police are able to separate the victim and batterer to ask specificquestions, especially about history of violence and behaviors in the course ofthe relationship. These assessments rank lethality and trigger the CE and DVresponse systems within several municipalities of Out-Wayne County. In onecity, police responded to 250 calls in FY 2020-2021 and 65% of those werehighly lethal. Even though the national standard of lethality is about 20% acrossall DV calls, in Southeast Michigan, there is higher lethality, bordering 60% of allDV calls. Out-Wayne CoC was prepared to address possible increases in DVcalls for assistance, but very few came because of less safe conditions in whichvictims could seek help.

1D-8. Adjusting Centralized or Coordinated Entry System.

NOFO Section VII.B.1.n.

Describe in the field below how your CoC adjusted its coordinated entry system to account for rapidchanges related to the onset and continuation of the COVID-19 pandemic.


CoC adjusted its Coordinated Entry (CE) system according to recommendations



from HUD, local public health authorities, & internal member discussions. CoCcreated a supplemental policy procedure plan that was COVID-specific to re-coordinate the CE plan during COVID. Following the stay-at-home order, all CEstaff worked remotely. The CE phone line ran on extended hours (into evenings& Saturdays) to account for extra support. Tech support was expanded for staffto answer and/or respond to CE phone calls from home & CE screenings withshelter clients could be conducted. Shelter-specific CE staff continued to screenclients remotely.Adjustments to requirements for accessing housing were essential in providingaccess to housing more quickly & efficiently. Verbal release of information (ROI)& self-declaration of income forms helped ensure that CE screenings wereprocessed faster. Normally, all documents must be in order to access housing.During shut-down, government offices were closed & obtaining vital documentsslowed down significantly. By removing the document-ready requirements forhousing, it opened up the door for access to housing for more individuals. CEstaff assisted by mailing in applications and following up with clients &government agencies on clients’ behalf.While walk-in locations were closed, shelters remained available to respond toemergency situations. Street Outreach increased once PPE was obtained toprovide socially-distanced services & extended hours of canvassing. They werealso, often, a primary point of entry for unsheltered individuals during this time.The distribution of PPE & hand sanitizer was essential to being able to provideCE services.CE also adjusted to screen for the most vulnerable to COVID & prioritizedhousing options for them. WIth homeless preference for HCV from MSHDAreducing restrictions (i.e. verbal ROIs, document-ready threshold waived, andself-reports of income) facilitated the housing of more clients, more quickly.



1E. Project Capacity, Review, and Ranking–LocalCompetition


1E-1. Announcement of 30-Day Local Competition Deadline–Advance Public Notice of How Your CoC WouldReview, Rank, and Select Projects. You Must Upload an Attachment to the 4B. Attachments Screen.

NOFO Section VII.B.2.a. and 2.g.

1. Enter the date your CoC published the 30-day submission deadline for project applications for your CoC’slocal competition.

09/16/2021

2. Enter the date your CoC publicly posted its local scoring and rating criteria, including point values, in advanceof the local review and ranking process.

09/16/2021

1E-2. Project Review and Ranking Process Your CoC Used in Its Local Competition. You Must Upload anAttachment to the 4B. Attachments Screen. We use the response to this question as a factor whendetermining your CoC’s eligibility for bonus funds and for other NOFO criteria listed below.

NOFO Section VII.B.2.a., 2.b., 2.c., and 2.d.

Select yes or no in the chart below to indicate how your CoC ranked and selected project applicationsduring your local competition:

1. Established total points available for each project application type. Yes

2. At least 33 percent of the total points were based on objective criteria for the project application (e.g., costeffectiveness, timely draws, utilization rate, match, leverage), performance data, type of population served(e.g., DV, youth, Veterans, chronic homelessness), or type of housing proposed (e.g., PSH, RRH).

Yes

3. At least 20 percent of the total points were based on system performance criteria for the projectapplication (e.g., exits to permanent housing destinations, retention of permanent housing, length of timehomeless, returns to homelessness).

Yes

4. Used data from a comparable database to score projects submitted by victim service providers. Yes

5. Used objective criteria to evaluate how projects submitted by victim service providers improved safety forthe population they serve.

Yes

6. Used a specific method for evaluating projects based on the CoC’s analysis of rapid returns to permanenthousing.

No

1E-2a. Project Review and Ranking Process–Addressing Severity of Needs and Vulnerabilities.




Describe in the field below how your CoC reviewed, scored, and selected projects based on:

1. the specific severity of needs and vulnerabilities your CoC considered when ranking and selectingprojects; and

2. considerations your CoC gave to projects that provide housing and services to the hardest to servepopulations that could result in lower performance levels but are projects your CoC needs in itsgeographic area.


Priorities, policies, scoring metrics, and evaluation criteria included in the RFPthe CoC approved for the FY ‘21 local competition established severity of needsand vulnerabilities as strong factors when ranking. After highest ranking forSSO-CE, HMIS, and a first time renewal DV TH-RRH, final ranking prioritizedPSH projects. Out-Wayne PSH referral process follows HUD Order of Priority &starts with the longest periods of homelessness & highest needs. Thepercentage of households that were chronically homeless, clients with noincome, and persons served with two or more harder to serve conditions (basedon APR question #13) when entering were added as specific measures acrossall renewal applications to evaluate the severity of need addressed by projects(p. 20 of RFP). The CoC adopted specific consideration to allow rankingmodifications for special subpopulations (bottom p. 11 of RFP).

A DV SSO-Only project was included in ranking because it supports the solevictim services agency in Out-Wayne (First Step). Metrics for DV weresignificantly impacted by the pandemic. Ranking Committee and Membershipdiscussed the difficulties people experiencing DV had escaping their abusers,increased lethality, reluctance to enter shelter/TH, reduced capacity inshelter/TH due to safety distancing, and difficulty in matching PH outcomesdefined by HUD to successful outcomes for DV survivors recorded by FirstStep. As a result, the CoC decided to waive scoring requirements for FirstStep’s renewal. The CoC decided to renew funding for two SSO-Only grants forthe Samaritas Family Center because it is the only dedicated shelter for familiesin Out-Wayne and over one-third of households report recent DV experience.Safe Haven was allowed to be included in ranking because it had scored highlyin the FY ‘19 competition but the pandemic impacted the success of referrals toPH and it is the only non-PH program to support people with mental illness.

1E-3. Promoting Racial Equity in the Local Review and Ranking Process.



1. obtained input and included persons of different races, particularly those over-represented in the localhomelessness population, when determining the rating factors used to review project applications;

2. included persons of different races, particularly those over-represented in the local homelessnesspopulation, in the review, selection, and ranking process;

3. rated and ranked projects based on the degree to which their program participants mirror the homelesspopulation demographics (e.g., considers how a project promotes racial equity where individuals andfamilies of different races are over-represented).


The Out-Wayne CoC is committed to working through the racial equity analysisprocess it has started with one of the outcomes to strongly promote racial equity



in the local review and ranking process in the FY ‘22 NOFO cycle.

Out-Wayne formed a Racial Equity & Inclusion Committee that is beginning theprocess of coordinating across its providers an in-depth analysis that pinpointsbarriers and opportunities to improve racial equity in the provision of assistance.To assist with that, Out-Wayne CoC has applied for participation in HUD’sCoordinated Entry Equity Cohort II program that will assist in creating a moreequitable CE system and intake process, and to revamp governance structureso that the CoC is more reflective of demographics served to improve racialequity practices across the Out-Wayne CoC.

Other steps the CoC is planning are to improve the process of educating seniorleadership, board members, and staff of the existence of the disparities and thesteps that are urgently needed and essential to take to increase racial equity.The CoC is working intentionally with current HUD Technical Service Support tobegin a review of the entire Coordinated Entry (CE) process to identify wheregaps in services exist that contribute to racial disparities. The CoC will berevisiting how it conducts its assessments, specifically in how the CoCmeasures acuity for housing as the assessments might have some internalbiases that unwillingly preclude certain persons from receiving services.

1E-4. Reallocation–Reviewing Performance of Existing Projects. We use the response to this question as afactor when determining your CoC’s eligibility for bonus funds and for other NOFO criterion below.



1. your CoC’s reallocation process, including how your CoC determined which projects are candidates forreallocation because they are low performing or less needed;

2. whether your CoC identified any projects through this process during your local competition this year;

3. whether your CoC reallocated any low performing or less needed projects during its local competition thisyear;

4. why your CoC did not reallocate low performing or less needed projects during its local competition thisyear, if applicable; and

5. how your CoC communicated the reallocation process to project applicants.


The reallocation process is in the Out-Wayne CoC RFP for the FY ‘21 localcompetition. The RFP notes HUD requires CoC’s to develop a process todetermine whether renewal projects are performing satisfactorily and effectivelyaddressing needs for which they were designed. Reallocation can be proposedby grantees or at the recommendation of Ranking Committee. Renewals arereviewed & scored by Ranking Committee based on performance metrics andevaluation criteria in the RFP. The Committee meets to review project scoresand identify issues affecting performance and need using policies and criteriafrom the RFP, NOFO & CoC program regs at 24 CFR 578.

The CoC approved transition of the WHNP 1 TH grant to SSO-CE at therequest of the grantee (Wayne Metro). The request was approved because theproject population (sobriety and general) can be served by other CoC services& housing programs.. The funding being transitioned to SSO-CE is needed toimprove the capacity of CE with two additional Coordinators.



Low performing projects were approved for ranking consistent with CoC policyto allow consideration for special subpopulations and projects serving thosewith the greatest needs. A DV SSO-Only project was included because itsupports the sole victim services agency in Out-Wayne (First Step) and metricsfor DV were significantly impacted by the pandemic. Safe Haven was includedbecause it scored highly in the FY ‘19 competition but the pandemic impactedthe success of PH referrals and it is the only non-PH program to support peoplewith mental illness.

Reallocation process was communicated to project applicants & communitythrough discussion & approval of the RFP at September 9 Membership meetingand then released on September 16 by e-blast, posting on CoC website and toLead Agency Wayne Metro Facebook page. The same methods for projectapplicants and public communication were utilized on October 29 to announceapproval of reallocation included in the Priority Listing.

1E-4a. Reallocation Between FY 2016 and FY 2021. We use the response to this question as a factor whendetermining your CoC’s eligibility for bonus funds and for other NOFO criterion below.


Did your CoC cumulatively reallocate at least 20 percent of its ARD between FY 2016 and FY 2021? No

1E-5. Projects Rejected/Reduced–Public Posting. You Must Upload an Attachment to the 4B. AttachmentsScreen if You Select Yes.


1. Did your CoC reject or reduce any project application(s)? Yes

2. If you selected yes, enter the date your CoC notified applicants that their project applications were beingrejected or reduced, in writing, outside of e-snaps.

10/29/2021

1E-5a. Projects Accepted–Public Posting. You Must Upload an Attachment to the 4B. Attachments Screen.


Enter the date your CoC notified project applicants that their project applications were accepted and ranked on theNew and Renewal Priority Listings in writing, outside of e-snaps.

10/29/2021

1E-6. Web Posting of CoC-Approved Consolidated Application. You Must Upload an Attachment to the 4B.Attachments Screen.


Enter the date your CoC’s Consolidated Application was posted on the CoC’s website or affiliate’s website–whichincluded:

11/15/2021



1. the CoC Application;2. Priority Listings; and3. all projects accepted, ranked where required, or rejected.



2A. Homeless Management Information System(HMIS) Implementation


2A-1. HMIS Vendor.


Enter the name of the HMIS Vendor your CoC is currently using. WellSky

2A-2. HMIS Implementation Coverage Area.


Select from dropdown menu your CoC’s HMIS coverage area. Statewide

2A-3. HIC Data Submission in HDX.

NOFO Section VII.B.3.a.

Enter the date your CoC submitted its 2021 HIC data into HDX. 05/18/2021

2A-4. HMIS Implementation–Comparable Database for DV.


Describe in the field below actions your CoC and HMIS Lead have taken to ensure DV housing and serviceproviders in your CoC:

1. have a comparable database that collects the same data elements required in the HUD-published 2020HMIS Data Standards; and

2. submit de-identified aggregated system performance measures data for each project in the comparabledatabase to your CoC and HMIS lead.




First Step (FS) is the sole victim services provider participating in the CoC anduses the EmpowerDB database. EmpowerDB provides de-identified aggregatedata for the CoC, allowing the maintenance of confidentiality, while helpingassess program performance and the scope of community needs related to DV,dating violence, sexual assault, stalking, and human trafficking.

First Step through EmpowerDB has maintained compliance with HUD DataStandards. Each year as part of the evaluation of renewal projects for the HUDCoC NOFO process, the Out-Wayne CoC confirms that First Step hassubmitted its APR in SAGE. First Step is required to provide systemperformance data for income and employment as well as exits to permanenthousing. In addition, for the FY ‘21 local competition, First Step had to providede-identified aggregate data for persons with no income, householdsexperiencing chronic homelessness and households who met two or moreharder to serve conditions at entry. The HMIS System Administrator at WayneMetro communicates with Out-Wayne providers to educate them about anyupdates to HUD HMIS Data Standards and ensure all agencies remaincompliant.

2A-5. Bed Coverage Rate–Using HIC, HMIS Data–CoC Merger Bonus Points.

NOFO Section VII.B.3.c. and VII.B.7.

Enter 2021 HIC and HMIS data in the chart below by project type:

Project TypeTotal Beds 2021 HIC Total Beds in HIC

Dedicated for DVTotal Beds in HMIS HMIS Bed

Coverage Rate

1. Emergency Shelter (ES) beds 76 1 75 100.00%

2. Safe Haven (SH) beds 10 0 10 100.00%

3. Transitional Housing (TH) beds 78 38 40 100.00%

4. Rapid Re-Housing (RRH) beds 267 23 267 109.43%

5. Permanent Supportive Housing 651 0 651 100.00%

6. Other Permanent Housing (OPH) 0 0 0

2A-5a. Partial Credit for Bed Coverage Rates at or Below 84.99 for Any Project Type in Question 2A-5.


For each project type with a bed coverage rate that is at or below 84.99 percent in question 2A-5, describe:

1. steps your CoC will take over the next 12 months to increase the bed coverage rate to at least 85 percentfor that project type; and

2. how your CoC will implement the steps described to increase bed coverage to at least 85 percent.


N/A - no response is required because the bed coverage rates exceeds 84.99%for all applicable project types

2A-5b. Bed Coverage Rate in Comparable Databases.




Enter the percentage of beds covered in comparable databases in your CoC’s geographic area. 100.00%

2A-5b.1. Partial Credit for Bed Coverage Rates at or Below 84.99 for Question 2A-5b.


If the bed coverage rate entered in question 2A-5b. is 84.99 percent or less, describe in the field below:

1. steps your CoC will take over the next 12 months to increase the bed coverage rate to at least 85 percent;and

2. how your CoC will implement the steps described to increase bed coverage to at least 85 percent.


N/A - no response is required because the bed coverage rates exceeds 84.99%for all applicable project types

2A-6. Longitudinal System Analysis (LSA) Submission in HDX 2.0.


Did your CoC submit LSA data to HUD in HDX 2.0 by January 15, 2021, 8 p.m. EST? Yes



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


2B-1. Sheltered and Unsheltered PIT Count–Commitment for Calendar Year 2022


Does your CoC commit to conducting a sheltered and unsheltered PIT count in Calendar Year 2022? Yes

2B-2. Unsheltered Youth PIT Count–Commitment for Calendar Year 2022.


Does your CoC commit to implementing an unsheltered youth PIT count in Calendar Year 2022 that includesconsultation and participation from youth serving organizations and youth with lived experience?

Yes



2C. System Performance


2C-1. Reduction in the Number of First Time Homeless–Risk Factors.



1. how your CoC determined which risk factors your CoC uses to identify persons becoming homeless forthe first time;

2. how your CoC addresses individuals and families at risk of becoming homeless; and

3. provide the name of the organization or position title that is responsible for overseeing your CoC’sstrategy to reduce the number of individuals and families experiencing homelessness for the first time orto end homelessness for individuals and families.


Out-Wayne CoC’s no wrong door approach incorporates Prevention andDiversion into the Coordinated Entry (CE) process where the intake (SPDAT) isused across agencies. By facilitating identification of common risk factors, aprocess to fast-track clients is established. Most common risk factors are rent &utility arrearages. Prevention includes financial stability, utility & foreclosureassistance. Diversion helps clients avoid shelter, including contribution tohousehold costs with non-cash benefits. Other funding sources pay past-dueutilities & short-term rent subsidies.

During COVID-19, CoC developed the Eviction Diversion Program (EDP) withCOVID Emergency Rental Assistance (CERA) support. At-risk persons becamea priority to avoid the homeless response system. CoC engaged municipalitiesto publicize EDP & CERA services via town halls and Community Engagementgroups. The CoC worked with LakeShore Legal Aid and local eviction courts toconnect directly with the population.

At-risk persons have always been a priority for the CoC. During COVID, theybecame an essential priority with extra personnel, resources, and strong,targeted outreach. This was done, in part, due to the Homeless ResponseSystem already being at capacity at the inception of the pandemic.

During COVID, another risk factor clients faced were co-morbidities and risk ofcontracting COVID-19. Amidst its 40+ municipalities & townships, the CoCtargeted outreach to populations that were at higher health risks. Further,additional assistance was provided with household cleaning & hygiene productsalong with food boxes, plumbing and other minor home repairs, and



transportation assistance with Lyft rides and car repairs.

The Assistant Director of CoC Systems Planning housed at Lead-AgencyWMCAA is responsible for overseeing CoC’s strategy to reduce the number ofpersons experiencing first-time homeless.

2C-2. Length of Time Homeless–Strategy to Reduce.



1. your CoC’s strategy to reduce the length of time individuals and persons in families remain homeless;

2. how your CoC identifies and houses individuals and persons in families with the longest lengths of timehomeless; and

3. provide the name of the organization or position title that is responsible for overseeing your CoC’sstrategy to reduce the length of time individuals and families remain homeless.


Lead Agency WMCAA is responsible for the CoC strategy to reduce LOT.Coordinated Entry (CE) provides multiple access points (call center, walk in,street outreach, community referral) for quick pathways to entering CE. Twoshelters host CE housing specialists. Street Outreach Team (SOT) assistsunsheltered persons with referral to CE, VI-SPDAT assessment, obtaining vitaldocuments, & providing homeless verification. Those identified with multipleepisodes of homelessness are referred immediately to CE for referrals forservices & CoC HUD & ESG-funded RRH/PSH. Housing First approach for allCoC PH removes preconditions to reduce timeline for eligible, document-readypersons. By-name lists and faster document processing help for immediatereferrals upon program openings. CoC eliminated the 14 day wait period beforereferral to Housing Choice Voucher (HCV) application.

Greater availability of HCV during COVID-19 eliminated the waitlist. More casemanagers & housing specialists expanded the availability of units and providedfor a smoother, faster transition for clients. The Landlord Engagement Teamcoordinated with landlords to ensure units were up to date on utilities and taxes;were move-in ready; & available for referral. While there was an increase inLOT homeless between 2019 and 2020 amongst Transitional Housing (from 78days in 2019 to 91 in 2020), this correlates to the stay at home order givenduring the early days of the pandemic.

CE uses Dynamic Prioritization to provide higher acuity persons with immediatesupport, while working on housing referral. Clients begin application process toreceive mainstream benefits, employment, mental health & housing services.During COVID-19, transition to virtual support allowed the CE process tocontinue strongly and also permitted verbal commitments while documentationwas delayed during shutdown. This helped reduce LOT that could have beenimpacted by COVID-19 shut down orders.

2C-3. Exits to Permanent Housing Destinations/Retention of Permanent Housing.




Describe in the field below how your CoC will increase the rate that individuals and persons in familiesresiding in:

1. emergency shelter, safe havens, transitional housing, and rapid rehousing exit to permanent housingdestinations; and

2. permanent housing projects retain their permanent housing or exit to permanent housing destinations.


Out-Wayne CoC increases rates of exits to PH from ES, SH, TH, & RRHthrough constant evaluation & improvement to its Coordinated Entry (CE) andDynamic Prioritization process to provide immediate supports & housingreferrals. By providing a network of services that meet clients’ unique needs,supports are in place necessary for successful exit to PH. CE processesdetermine specialized services & housing options providing the best chance forsuccess. Upon entry to CE, clients are referred to housing, reducing theprevious wait time from 14 days to 0. Housing Specialists coordinate documentreadiness, income, & employment services.

Increased availability of Housing Choice Vouchers (HCV) during COVIDeliminated waitlist & provided quick exits to housing during the pandemic. MoreHousing Resource Navigators & case managers expanded the availability ofunits & provided a smoother, faster transition for clients. The LandlordEngagement Team coordinated with landlords to ensure units were up to dateon utilities and taxes; were move-in ready; & available for referral. Rates of exitsto PH for ES/SH/TH/RRH were much higher due to the availability of moreHCVs & the immediate referral to HCV upon entry to CE.

Out-Wayne CoC’s strategy to increase PH retention / exits from PH (not RRH)is: case managers work closely with clients to pursue every stabilizationneeded: cash & non-cash benefits, steps to become employed or retainemployment, wrap-around services such as access to mental and physicalhealthcare. CoC-wide case managers conduct monthly home visits with PSHclients.

For PH retention, CoC has increased efforts for eviction prevention through theEviction Diversion Program (EDP) established during COVID-19 that targetsand provides prevention and diversion assistance including addressing rootcauses of utility and rent arrearages as well as other barriers to successincluding providing access to food, minor home repair assistance, andnavigating transportation issues.

2C-4. Returns to Homelessness–CoC’s Strategy to Reduce Rate.



1. how your CoC identifies individuals and families who return to homelessness;

2. your CoC’s strategy to reduce the rate of additional returns to homelessness; and

3. provide the name of the organization or position title that is responsible for overseeing your CoC’sstrategy to reduce the rate individuals and persons in families return to homelessness.


Out-Wayne CoC’s strategy to identify those who return to homelessnessincludes (1) identified via common assessment tools with the Street Outreach



Team (SOT) & Shelter entries; & (2) data requests to statewide HMISadministrator. (3) Increased efforts on data management to track homelessthrough HMIS include bimonthly reviews with the Quality, Performance, & HMIScommittee who will be coordinating analyses of the HMIS infrastructure in thecommunity to identify data points that indicate returns, barriers, & whyindividuals are returning. Currently, Out-Wayne CoC is participating with theHUD Technical Assistance project to analyze Out-Wayne CoC’s CoordinatedEntry (CE) & HMIS processes as it coordinates with shelters & housing. Thiswill segue into the Built for Zero project that commences in Spring 2022.Knowing 73% of returns within 12 months came from ES enables the committeeto perform program evaluation to identify causes of returns specific to ES.Building strong connections with neighboring CoCs (i.e. data sharingagreements) helps better track clients who are more transitory.

Out-Wayne CoC’s strategy to reduce the rate of additional returns tohomelessness includes (1) connecting individuals to Emergency HousingVouchers (EHV) & Housing Choice Vouchers (HCV); (2) establishing theEviction Diversion Program (EDP) that builds stronger networks of landlordrelationships & builds in prevention measures such as access to food,transportation, minor home repairs, & utility & rental assistance to diminish risksof returns; (3) increasing wrap-around services to include community & mentalhealth support; & (4) utilizing Dynamic Prioritization via CE to provide immediatereferral to shelter / housing & other services such as cash & non-cash benefits,employment skills & referrals, mental & physical health care. Lead AgencyWMCAA oversees strategies to reduce rates of return to homelessness.

2C-5. Increasing Employment Cash Income-Strategy.



1. your CoC’s strategy to increase employment income;

2. how your CoC works with mainstream employment organizations to help individuals and families increasetheir cash income; and

3. provide the organization name or position title that is responsible for overseeing your CoC’s strategy toincrease income from employment.


Out-Wayne CoC increases employment income via Coordinated Entry (CE)process which utilizes SPDAT to identify income & employment needs.Referrals are made to the CoC for employment services from shelters, housingspecialists, & PATH Navigators across Out-Wayne. Employment specialistsutilize the Centers for Working Families model to provide employment & careerservices, financial education & coaching, & low-cost financial products thatencourage savings amongst their programs to make employment servicesaccessible. Throughout COVID, monthly virtual workshops review resumes,interview skills, next-job tool kit, soft skills & other valuable skill sets. Asecondary virtual drop in gathering space called Employment 101 invites thoseseeking jobs & currently with jobs to participate in this client-led group whereclients can ask peers about specific job situations & receive feedback from theirpeers.

Employment resource accessibility include transportation from shelters for



referrals & providing devices & internet accessibility to virtually participate inemployment resources, search for work & access educational & mainstreamresources. Employment specialists go to domestic violence & family shelters tomeet needs of special populations. Additional support is available for pursuit ofhigher education & one-on-one job counseling.

Lead Agency WMCAA is responsible for overseeing the strategy to increaseincome from employment & maintains a list of temporary jobs & employercontacts that hire clients. WMCAA helps reduce barriers with transportation withmonthly bus fare & paying traffic tickets on an as-needed basis.

The CoC works with mainstream employment organizations to help individuals& families increase their cash income by leveraging state resources such asMichigan Works!, Michigan Rehabilitation Services & Detroit Area Agency onAging that provides employment for 3 years & maintains an up-to-date list of jobopportunities.

2C-5a. Increasing Employment Cash Income–Workforce Development–Education–Training.



1. promoted partnerships and access to employment opportunities with private employers and privateemployment organizations, such as holding job fairs, outreach to employers, and partnering with staffingagencies; and

2. is working with public and private organizations to provide meaningful education and training, on-the-jobtraining, internships, and employment opportunities for program participants.


Out-Wayne CoC has assembled a network of public and private agencies thatprovide residents of PSH and CoC program participants access to staffingagencies, job fairs, employer outreach, and meaningful education and trainingopportunities to further the recovery and well-being of participants.MichiganWorks! is a Workforce Development Board composed of private sectorrepresentatives and locally-elected officials. Job search assistance is providedthrough online postings of resumes. A locally-available resource center and/ordevices and internet accessibility supplied provide access to web-basedtutorials, career research resources, educational support and access to othermainstream services. Veterans have access to peer counselors who help findwork, build career skills and access state and federal resources. WorkboxStaffing, an employment agency, provides up-to-date lists of various availablejobs. Michigan Rehabilitation Services (MRS) is a state agency that providesspecialized employment and education-related services and training to assistteens and adults with disabilities in becoming employed or retainingemployment. MRS offers assistance to maintain existing employment if adisability or medical condition causes a barrier or safety issue at work. Thisincludes services such as assistive devices, technology, evaluations orequipment. CoC partners with Beyond Existing Enterprises, which providestraining for basic computer skills, resume development, and online jobsearching. A virtual job fair was held during COVID where clients could go intovarious breakout rooms to interact with potential employers. Many pre-apprenticeship opportunities with on-the-job training are forthcoming.



2C-5b. Increasing Non-employment Cash Income.



1. your CoC’s strategy to increase non-employment cash income;

2. your CoC’s strategy to increase access to non-employment cash sources; and

3. provide the organization name or position title that is responsible for overseeing your CoC’s strategy toincrease non-employment cash income.


Out-Wayne’s Coordinated Entry (CE) policies establish Dynamic Prioritization tosupport faster identification of needs to access non-employment cash benefitsand case management prioritization of meeting eligibility requirements toincrease non-employment cash income. Benefit assistance is at the forefront ofthe housing process. Out-Wayne CoC has recognized that immediateimplementation of access efforts for non-employment cash benefits is critical tostabilizing individuals and families as they work with CE for housing placement.Out-Wayne’s strategy to increase access to non-employment cash resourcesare available at all entry points via CE which utilizes SPDAT to identify incomeand benefit needs. Applications for non-employment cash income are started atintake. The CoC is comprised of case managers in housing and serviceproviders as well as Michigan DHHS who provide assistance with applying forbenefits. Out-Wayne CoC is first in Michigan to provide training on theMiBridges website system - the centralized mainstream benefits program.SOAR-certified counselors are part of the Street Outreach Team and HousingSpecialists teams and are equipped with the technology to meet unshelteredpersons experiencing homelessness where they are to assist with assessmentfor benefits and completing applications. Street Outreach and all CoC casemanagers assist clients with becoming document ready and meet eligibilityrequirements. CE case managers are also stationed at shelters. Lead AgencyWMCAA is responsible for overseeing CoC strategy to increase non-employment cash income.



3A. Coordination with Housing and HealthcareBonus Points


3A-1. New PH-PSH/PH-RRH Project–Leveraging Housing Resources.


Is your CoC applying for a new PSH or RRH project(s) that uses housing subsidies or subsidized housing unitswhich are not funded through the CoC or ESG Programs to help individuals and families experiencinghomelessness?

No

3A-1a. New PH-PSH/PH-RRH Project–Leveraging Housing Commitment. You Must Upload an Attachment to the4B. Attachments Screen.


Select yes or no in the chart below to indicate the organization(s) that provided the subsidies orsubsidized housing units for the proposed new PH-PSH or PH-RRH project(s).

1. Private organizations No

2. State or local government No

3. Public Housing Agencies, including use of a set aside or limited preference No

4. Faith-based organizations No

5. Federal programs other than the CoC or ESG Programs No

3A-2. New PSH/RRH Project–Leveraging Healthcare Resources.


Is your CoC applying for a new PSH or RRH project that uses healthcare resources to help individuals and familiesexperiencing homelessness?

Yes



3A-2a. Formal Written Agreements–Value of Commitment–Project Restrictions. You Must Upload an Attachmentto the 4B. Attachments Screen.


1. Did your CoC obtain a formal written agreement that includes:(a) the project name;(b) value of the commitment; and(c) specific dates that healthcare resources will be provided (e.g., 1-year, term of grant, etc.)?

Yes

2. Is project eligibility for program participants in the new PH-PSH or PH-RRH project based on CoC Programfair housing requirements and not restricted by the health care service provider?

Yes

3A-3. Leveraging Housing Resources–Leveraging Healthcare Resources–List of Projects.

NOFO Sections VII.B.6.a. and VII.B.6.b.

If you selected yes to question 3A-1. or 3A-2., use the list feature icon to enter information on each projectyou intend for HUD to evaluate to determine if they meet the bonus points criteria.

Project Name Project Type Rank Number Leverage Type

Wayne Chronically... PSH 22 Healthcare



3A-3. List of Projects.

1. What is the name of the new project? Wayne Chronically Homeless LeasingAssistance Program 1 Expansion

2. Select the new project type: PSH

3. Enter the rank number of the project onyour CoC’s Priority Listing:

22

4. Select the type of leverage: Healthcare



3B. New Projects With Rehabilitation/NewConstruction Costs


3B-1. Rehabilitation/New Construction Costs–New Projects.

NOFO Section VII.B.1.r.

Is your CoC requesting funding for any new project application requesting $200,000 or more in funding for housingrehabilitation or new construction?

No

3B-2. Rehabilitation/New Construction Costs–New Projects.

NOFO Section VII.B.1.s.

If you answered yes to question 3B-1, describe in the field below actions CoC Program-funded projectapplicants will take to comply with:

1. Section 3 of the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u); and

2. HUD’s implementing rules at 24 CFR part 75 to provide employment and training opportunities for low- andvery-low-income persons, as well as contracting and other economic opportunities for businesses thatprovide economic opportunities to low- and very-low-income persons.




3C. Serving Persons Experiencing Homelessnessas Defined by Other Federal Statutes


3C-1. Designating SSO/TH/Joint TH and PH-RRH Component Projects to Serving Persons ExperiencingHomelessness as Defined by Other Federal Statutes.

NOFO Section VII.C.

Is your CoC requesting to designate one or more of its SSO, TH, or Joint TH and PH-RRH component projects toserve families with children or youth experiencing homelessness as defined by other Federal statutes?

No

3C-2. Serving Persons Experiencing Homelessness as Defined by Other Federal Statutes. You Must Upload anAttachment to the 4B. Attachments Screen.

NOFO Section VII.C.

If you answered yes to question 3C-1, describe in the field below:

1. how serving this population is of equal or greater priority, which means that it is equally or more costeffective in meeting the overall goals and objectives of the plan submitted under Section 427(b)(1)(B) ofthe Act, especially with respect to children and unaccompanied youth than serving the homeless asdefined in paragraphs (1), (2), and (4) of the definition of homeless in 24 CFR 578.3; and

2. how your CoC will meet requirements described in Section 427(b)(1)(F) of the Act.




4A. DV Bonus Application


4A-1. New DV Bonus Project Applications.

NOFO Section II.B.11.e.

Did your CoC submit one or more new project applications for DV Bonus Funding? Yes

4A-1a. DV Bonus Project Types.

NOFO Section II.B.11.

Select yes or no in the chart below to indicate the type(s) of new DV Bonus project(s) your CoC included inits FY 2021 Priority Listing.

Project Type

1. SSO Coordinated Entry No

2. PH-RRH or Joint TH/RRH Component Yes

You must click “Save” after selecting Yes for element 1 SSO CoordinatedEntry to view questions 4A-3 and 4A-3a.

4A-2. Number of Domestic Violence Survivors in Your CoC’s Geographic Area.


1. Enter the number of survivors that need housing or services: 1,998

2. Enter the number of survivors your CoC is currently serving: 411

3. Unmet Need: 1,587

4A-2a. Calculating Local Need for New DV Projects.





1. how your CoC calculated the number of DV survivors needing housing or services in question 4A-2element 1 and element 2; and

2. the data source (e.g. comparable database, other administrative data, external data source, HMIS for non-DV projects); or

3. if your CoC is unable to meet the needs of all survivors please explain in your response all barriers tomeeting those needs.


Numbers represent individuals. Source, Need Housing or Services (N=1998);HMIS (N=132) and EmpowerDB (N=1866) for 7/1/19 to 6/30/2021. Numbersfrom EmpowerDB for type of victimization & “yes” for seeking shelter. Forcurrently served (N=411), HMIS (N=132) and Empower DB (N=279).

During the same time period, First Step sheltered 18 adults and 33 children andgave TH to 45 adults and 86 children. CoC provided 14 adults and 24 childrenwith RRH. Of the 1,998 seeking shelter and services, the CoC overall was onlyable to meet 20% (N=411) of the need. FS consistently has to turn away 150-200 families each month due to shelter capacity . These important factors havecontributed to the pursuit of TH-RRH DV Bonus Project Funding to better meethousing needs of DV survivors that are adaptable and able to be tailored toeach survivor’s unique situation. Even with the addition of a DV TH-RRHthrough the FY ‘19 CoC NOFA, there are far fewer sources of housing, thensurvivors who contact First Step. And the only source of permanent housing isthe initial DV TH-RRH project that has been operating for only a year. Theacknowledgement of the gap in housing is based on the need for housing that isspecific to the safety and planning protocols of DV populations. Additionalhousing is needed to support the goal of rapid housing stabilization forsurvivors.

4A-4. New PH-RRH and Joint TH and PH-RRH Component DV Bonus Projects–Project Applicant Information.


Use the list feature icon to enter information on each unique project applicant applying for New PH-RRHand Joint TH and PH-RRH Component DV Bonus projects–only enter project applicant information once,regardless of how many DV Bonus projects that applicant is applying for.

Applicant Name

Neighborhood Lega...



Project Applicants Applying for New PH-RRH andJoint TH and PH-RRH DV Bonus Projects

4A-4. New PH-RRH and Joint TH and PH-RRH Component DV Bonus Projects–Project ApplicantInformation–Rate of Housing Placement and Rate of Housing Retention–Project Applicant Experience.


Enter information in the chart below on the project applicant applying for one or more New PH-RRH andJoint TH and PH-RRH Component DV Bonus Projects included on your CoC’s FY 2021 Priority Listing:

1. Applicant Name Neighborhood Legal Services

2. Rate of Housing Placement of DV Survivors–Percentage 100.00%

3. Rate of Housing Retention of DV Survivors–Percentage 89.00%

4A-4a. Calculating the Rate of Housing Placement and the Rate of Housing Retention–Project ApplicantExperience.



1. how the project applicant calculated the rate of housing placement and rate of housing retention reportedin question 4A-4; and

2. the data source (e.g. comparable database, other administrative data, external data source, HMIS for non-DV projects).


NLS calculated housing placement rate with numbers housed in TH (N=12) andRRH (N=16). 100% were placed into housing. Housing retention rate wascalculated by those who stayed in housing placement in TH (N=9) and RRH(N=16). 89% retained housing as some participants (N=3) exited to othertemporary situations (i.e. shelter, substance abuse treatment, or livingtemporarily with family or friends).

For the Out-Wayne CoC overall data is taken from HMIS and EmpowerDB.Data was pulled from July 1, 2019 to June 30, 2021 to cover the totality of theneed. Of those seeking shelter (N=1,866), only 182 were accommodated,meaning 1,684 were not accommodated due to shelter or TH being at capacity.For the Out-Wayne CoC, those served in shelter (N=131) & in TH (N=51),totaling 182 divided by those seeking services (N=1,866) = 9.7% placement ratefor Out-Wayne. Retention rate is no returns to homeless (100%) as all enteredin the system retained housing and did not go back to unsheltered homeless.

4A-4b. Providing Housing to DV Survivor–Project Applicant Experience.


Describe in the field below how the project applicant:



1. ensured DV survivors experiencing homelessness were assisted to quickly move into safe affordablehousing;

2. prioritized survivors–you must address the process the project applicant used, e.g., Coordinated Entry,prioritization list, CoC’s emergency transfer plan, etc.;

3. connected survivors to supportive services; and

4. moved clients from assisted housing to housing they could sustain–address housing stability after thehousing subsidy ends.


Neighborhood Legal Services (NLS) ensured DV survivors experiencinghomelessness were assisted to move quickly into safe affordable housing viastreamlined intake process prioritizing client choice & safety. DV survivors makeinformed decisions for housing (TH/RRH scattered site). NLS prioritizedsurvivors because at any point-of-entry to CE, referral to NLS is immediatelymade. Staff contact survivor or referral case manager for preliminary intake &identify most immediate needs. A room is set aside for emergency overnightstays. If survivor is not able to get to TH center, staff provide safe transport.NLS prioritized survivors by: (1) providing safe transport from point of contactwith CE process; (2) providing in-house case manager & making staff availablefor 24/7 support at TH; (3) making client choice & safety the number one prioritythroughout the intake & housing process; & (4) implementing safety measuresat TH & RRH sites. NLS connects survivors to supportive services(employment, legal, support groups) based on need. As a housing & legalservice agency, NLS case managers coordinate support services & navigateaccess to services. NLS coordinates client moves from assisted housing tohousing they could sustain when client is ready &/or housing becomes available&/or when housing subsidy ends. Services are provided for 90 days post exit toPermanent Housing (PH). Housing Choice Vouchers allowed clients to exit tosubsidized housing. As survivors in TH/RRH reach stability (including safety &emotional support), they are connected with employment services &employment programs, as well as non-cash benefits. As this TH/RRH site isonly 24 months into its program, no clients have left PH & seen the end ofsubsidy. While several clients have received HCV, they continue to receivesupportive services via case management. However, all clients will be assistedto housing they are able to sustain & provided with the means to addresshousing stability post-subsidy.

4A-4c. Ensuring DV Survivor Safety–Project Applicant Experience.


Describe in the field below examples of how the project applicant ensured the safety of DV survivorsexperiencing homelessness by:

1. training staff on safety planning;

2. adjusting intake space to better ensure a private conversation;

3. conducting separate interviews/intake with each member of a couple;

4. working with survivors to have them identify what is safe for them as it relates to scattered site unitsand/or rental assistance;

5. maintaining bars on windows, fixing lights in the hallways, etc. for congregate living spaces operated bythe applicant; and

6. keeping the location confidential for dedicated units and/or congregate living spaces set-aside solely foruse by survivors.




Safety of DV survivors experiencing homelessness is a priority of NeighborhoodLegal Services (NLS). Staff is trained on safety planning From intake, safety isprioritized and a plan is developed with each survivor, including encouragingsurvivors to limit communication of their location. Staff work with survivors todevelop safety planning on: prevention of or fleeing acts of violence or abuse;during explosive events; preparation to leave; documentation and items to havealways; how to stay safe if one can’t leave; legal advice; maintaining physicaland emotional safety for children; safety at work and while in community.Further, protocol has established safety parameters including staff on duty 24/7,working with clients to develop safety plans at RRH scattered sites, andknowing who to call for emergencies. Intake space is designed for privateconversation as intake is conducted in an individual case manager office wherethe door is able to be closed. To date, no couples have arrived seeking shelter,but NLS protocol does indicate a separate interview with each member. NLSuses trauma-informed, victim-centered approach to help survivors identify whatis safe for them, especially in the RRH scattered site units. By using the trauma-informed, victim-centered approach at intake, case managers are able to helpclient identify geographic areas that are risky and areas that are safer. At theTH congregate living space operated by NLS, no bars are on windows due tofire hazards. However, lights are fixed in the hallway and the front door locksautomatically and requires a code to re-enter. Further, camera surveillance ofcommon areas and exteriors of congregant living space provides extra safetymonitoring. The location is kept confidential for dedicated units and congregateliving spaces because no signage is used and landlords and housing specialistsare provided with confidentiality and safety training to support DV survivors.

4A-4c.1. Evaluating Ability to Ensure DV Survivor Safety–Project Applicant Experience.


Describe in the field below how the project evaluated its ability to ensure the safety of DVsurvivors the project served.


Neighborhood Legal Services (NLS) utilizes a questionnaire at intake toconsider survivors’ safety and experience. It assesses what makes eachsurvivor feel safe and the rest of the intake process takes into considerationwhat works for their own personal safety. Case Managers work with survivors,especially at scattered sites, on how to prioritize safety and maintain it, strivingto know their whereabouts and remove any safety barrier. Staff are on call 24/7for any issue that arises. Staff maintain good relationships with landlords as wellto ensure that clients’ safety is prioritized. As the program is new (24 months),NLS is best able to evaluate its ability to ensure safety of DV survivors servedby the project based on client feedback and that only one incident has occurrednear the TH site. Clients are educated on safety planning and prevention. Assafety planning is core to the work, the ability of the staff and clients to plansafety prevention and know how to react in instances of violence or abuse hasbeen essential. The safety plan helps clients think through their unique DVsituation to always be prepared with important documentation and essentialitems and above all knowing how to keep children and themselves physicallyand emotionally safe, especially as they navigate how to leave. NLS is able toconfidently evaluate its ability to ensure safety of DV survivors because the



safety planning process is the core of the work with DV survivors. With extrasupport, clients are able to develop a comprehensive safety plan to addresssafety at home, work, and in the community; develop tactics to navigate safetyduring an explosive event; and ultimately prepare to leave and stay safethroughout the process.

4A-4d. Trauma-Informed, Victim-Centered Approaches–Project Applicant Experience.


Describe in the field below examples of the project applicant’s experience in using trauma-informed,victim-centered approaches to meet needs of DV survivors in each of the following areas:

1. prioritizing program participant choice and rapid placement and stabilization in permanent housingconsistent with participants’ preferences;

2. establishing and maintaining an environment of agency and mutual respect, e.g., the project does not usepunitive interventions, ensures program participant staff interactions are based on equality and minimizepower differentials;

3. providing program participants access to information on trauma, e.g., training staff on providing programparticipants with information on trauma;

4. emphasizing program participants’ strengths, e.g., strength-based coaching, questionnaires andassessment tools include strength-based measures, case plans include assessments of programparticipants strengths and works towards goals and aspirations;

5. centering on cultural responsiveness and inclusivity, e.g., training on equal access, cultural competence,nondiscrimination;

6. providing opportunities for connection for program participants, e.g., groups, mentorships, peer-to-peer,spiritual needs; and

7. offering support for parenting, e.g., parenting classes, childcare.


Neighborhood Legal Services (NLS) uses trauma-informed, victim-centeredapproaches to meet needs of DV survivors. NLS prioritizes program participantchoice because (1) it uses Housing First for all programs and, especially withDV survivors, maintains choice and safety at the forefront as intake and housingassistance is processed; (2) providing detailed information of both TH and RRHoptions available for them; and (3) providing supplemental supportive servicesto ensure stabilization, including HCV applications and employment servicesthat provide options in line with participant preference.

NLS establishes and maintains an environment of agency and mutual respectfrom intake. Client choice is always prioritized and intake is taken at the clients’pace, ensuring that program participant and staff interactions are based onequality and minimize power differentials. An open door policy is maintained,where clients may contact staff 24/7. The congregate living TH providescommunal spaces where clients may interact with staff and other programparticipants and even have access to the kitchen to cook with or for others, forexample. DV group sessions are held in a friendly and warm atmosphere,where participation is invited, but not required. It maintains an open atmospherethat is non punitive. Overall, the agency strives to provide a safe, friendly,judgement-free environment.

NLS provides program participants access to information on trauma by (1)training staff on trauma-informed, victim-centered care; (2) providing additionalmaterial to clients for trauma once they are ready to work through it; (3) usingassessments to help analyze extent of trauma and using intervention tools and



support groups (both internal and with other agencies) to address trauma. Astrauma is often misunderstood by victims themselves and trauma is often rootednot only in DV but in earlier experiences, NLS uses the Adverse ChildhoodExperiences (ACE) assessment for survivors to help understand the roots oftheir trauma and identify behaviors that stem from earlier trauma.

NLS emphasizes program participant strengths from intake on. As part of theintake process, clients go through steps to identify their strengths and use themto create action plans and set goals. Case managers use strength-basedcoaching to help clients break down their goals into measurable steps,especially in acquiring housing, documents, and additional support to reachstability. With individual one-on-one coaching sessions, clients are able to dogoal setting and review progress with their case manager. By working fromwhere the client is, they are able to address the family needs with relationshipbuilding by providing access to resources to improve quality of life. Clients areable to take the time while being in TH or RRH to go back to school, get theirGED or build skill sets to improve their lives. They are even able to addresshealth or substance abuse issues by accessing day treatment centers and otherbehaviors and lifestyle changes they want and/or need to make.

NLS provides resources to staff from both the CoC and Relias Platform thatprovides trainings on equal access, cultural competency, non discrimination,trauma-informed & victim-centered training, etc. NLS onboarding proceduresincludes providing access to these trainings and has policies around equalaccess, cultural competency, and non discrimination. Through both TH andRRH programming, participants are provided with access to support groups,mentorships, peer-to-peer support, spiritual needs and other communityresources through relationships with other agencies. As initial crises ebb intostabilization, access to community support is essential. Through the two-yearTH / RRH options, program participants have access to several opportunities tobuild back their community through available resources, all the whilemaintaining safety. Through NLS’ support network, program participants haveaccess to parent classes and childcare as needed. Clients are also able toaccess funding for childcare through MDHHS, get assistance with parentingclasses, parenting reunification, navigating custody issues, and maintain familyties even in the midst of navigating DV situations.

Above all, NLS’ experience is aimed to address the DV survivor as a whole -recognizing that even in the midst of crisis, their value and worth is upheld bysurrounding them with the skills, resources, and safety parameters necessary tonot only survive but find a way to thrive as they stabilize.

4A-4e. Meeting Service Needs of DV Survivors–Project Applicant Experience.



1. supportive services the project applicant provided to domestic violence survivors experiencinghomelessness while quickly moving them into permanent housing and addressing their safety needs; and

2. provide examples of how the project applicant provided the supportive services to domestic violencesurvivors.




Neighborhood Legal Services (NLS) provides supportive services to domesticviolence survivors experiencing homelessness while moving them quickly intohousing and addressing their safety needs. Upon referral, DV survivors aretaken through the intake process that ensures all needs are met. Intakeestablishes information about clients & families so that referrals can be madequickly to PH. Clients are assessed for immediate, medium and long termneeds and, in their safety planning and goals setting, work with their casemanager to achieve these goals and meet their needs. This targetedindividualized case management allows for quick assessment of clientsituations & provides more comprehensive services via coordinatedrelationships to service providers and partnerships with community entities thatmore effectively move clients into PH. Many needs go hand in hand, such asemployment and childcare services. Clients are referred to TransitionalEmployment Services that provides access to employment services such aseducation, job training, resume writing, coaching on interview skills, referrals forclothing, and high school equivalency resources. In addition to access toemployment opportunities, access to parental support and childcare servicesare offered. Other barriers to employment such as unpaid traffic tickets are alsoaddressed in order to obtain a license to drive to work. In addition, skilled tradestraining are provided. Other parental support is provided by Detroit-based NGO,Chicago Parenting Program. In addition to being a housing provider, NLSassists with child custody & legal services. Criminal & bad credit histories areassessed and provided with resources to reduce barriers to PH. NLS alsoprovides additional support in navigating divorces, obtaining cash and non-cashbenefits, access to physical and mental health care resources. NLS works withTeam Mental Health to provide additional support for physical and mentalhealth, including providing physicals and access to therapy.

Above all, client safety is prioritized throughout the process of providingsupportive services. NLS offers opportunities for clients to participate at theirown pace. Additionally, TH in-house case managers are available to coordinateaccess to all services, provide additional support for navigating these resources,and above all maintain confidentiality especially when receiving legal andmental health support. Case managers are available as needed.

4A-4f. Trauma-Informed, Victim-Centered Approaches–New Project Implementation.


Provide examples in the field below of how the new project will:

1. prioritize program participant choice and rapid placement and stabilization in permanent housingconsistent with participants’ preferences;

2. establish and maintain an environment of agency and mutual respect, e.g., the project does not usepunitive interventions, ensures program participant staff interactions are based on equality and minimizepower differentials;

3. provide program participants access to information on trauma, e.g., training staff on providing programparticipants with information on trauma;

4. place emphasis on program participants’ strengths, e.g., strength-based coaching, questionnaires andassessment tools include strength-based measures, case plans include assessments of programparticipants strengths and works towards goals and aspirations;

5. center on cultural responsiveness and inclusivity, e.g., training on equal access, cultural competence,nondiscrimination;

6. provide opportunities for connection for program participants, e.g., groups, mentorships, peer-to-peer,spiritual needs; and



7. offer support for parenting, e.g., parenting classes, childcare.


Neighborhood Legal Services (NLS) will use trauma-informed, victim-centeredapproaches to meet needs of DV survivors. NLS will prioritize programparticipant choice by (1) maintaining choice & safety at intake; (2) providingdetailed information of available housing options; & (3) providing supplementalsupportive services to ensure stabilization.

NLS will work with Out-Wayne CoC partners Wayne Metro & First Step (FS), aDV shelter, to provide additional resources that facilitate prioritizing clientchoice, rapid placement, & stabilization. Via Out-Wayne’s adapted CoordinatedEntry (CE) process intake provides targeted individualized case management.Affirmative answers from clients are required before moving to next step. Thisnew TH-RRH will provide additional support to best meet needs of clients.

Out-Wayne CE process has been adapted to maintain an environment ofagency & mutual respect, ensuring that clients are not forced to participate inaspects of program services offered, minimizing power differentials. NLS’ newproject will continue this. Client choice will be prioritized & intake done at theclients’ pace, ensuring that program participant & staff interactions will be basedon equality & minimize power differentials. An open door policy is maintained,where clients may contact staff 24/7. The congregate living TH will providecommunal spaces where clients may interact with staff & other programparticipants & even have access to the kitchen to cook with or for others, forexample.

Out-Wayne provides access to information on trauma through safety planning,group programming such as trauma informed support groups, access tocounseling, & printed educational materials. NLS’ new TH-RRH project willcontinue to provide this access to information on trauma & also (1) train staff ontrauma-informed, victim-centered care; (2) provide material to clients for trauma;(3) use assessments to analyze trauma & use intervention tools & supportgroups (both internal & in other agencies) to address trauma.

NLS will emphasize program participant strengths from intake on. As part of theintake process, clients will go through steps to identify their strengths & usethem to create action plans & set goals. Case managers will use strength-basedcoaching to help clients break down their goals into measurable steps,especially in acquiring housing, documents, & additional support to reachstability. With individual one-on-one coaching sessions, clients are able to dogoal setting & check in with progress with their case manager. In addition, Out-Wayne CoC will support this new TH-RRH project by providing additionalresources & tools used in other TH-RRH & DV specific projects.

In both NLS & Out-Wayne CoC, new staff are onboarded with training aroundequal access, cultural competency & non discrimination to name a few. Newstaff for the new TH-RRH project will undergo training at both NLS & Out-Wayne levels that center on cultural responsiveness & inclusivity. Out-Waynesupport will be especially pertinent as NLS is opening up this new project inOut-Wayne County, a demographic that can vary from its Detroit programming.Out-Wayne is committed to supporting this program with existing & newresources to ensure that the new TH-RRH project centers on culturalresponsiveness & inclusivity. An example of inclusivity that CoC currently does



& will support NLS in is providing halal meats for Muslim-identifying clients &special hair products for African-American clients in order to be inclusive ofvarying populations.

In this new TH-RRH project, NLS will work with Out-Wayne CoC members toprovide access & opportunities for connection, including groups, mentorships,peer-to-peer, & spiritual needs. Amongst those resources available in Out-Wayne, it includes mentoring programs, various support groups with other DVorganizations, family fun activities, & providing connections with area religiousgroups based on spiritual needs. As initial crises ebb into stabilization, accessto community support is essential. Through the two-year TH / RRH options,program participants will have access to several opportunities to build back theircommunity through available resources, all the while maintaining safety.

NLS will collaborate with other providers in Out-Wayne to provide support &access to parenting support. Some onsite childcare will potentially be availableas well as access to parenting support groups. Through NLS’ support network,program participants have access to parent classes & childcare as needed.NLS & CoC will use these trauma-informed, victim-centered approaches tomeet needs of DV survivors by taking into account the needs of the household& survivor so that the crisis is addressed & stabilization takes place. Thisadditional TH-RRH project will be essential in providing access to more housing& stabilization opportunities that are tailored to the unique needs of domesticviolence survivors.



4B. Attachments Screen For All ApplicationQuestions

We prefer that you use PDF files, though other file types are supported. Please only use zip filesif necessary.

Attachments must match the questions they are associated with.

Only upload documents responsive to the questions posed–including other material slows downthe review process, which ultimately slows down the funding process.

We must be able to read the date and time on attachments requiring system-generated datesand times, (e.g., a screenshot displaying the time and date of the public posting using yourdesktop calendar; screenshot of a webpage that indicates date and time).

Document Type Required? Document Description Date Attached

1C-14. CE Assessment Tool Yes CE Assessment Tool 11/14/2021

1C-7. PHA HomelessPreference

No PHA Homeless Pref... 11/14/2021

1C-7. PHA Moving OnPreference

No PHA Moving On Pre... 11/14/2021

1E-1. Local CompetitionAnnouncement

Yes Local Competition... 11/14/2021

1E-2. Project Review andSelection Process

Yes Project Review an... 11/14/2021

1E-5. Public Posting–ProjectsRejected-Reduced

Yes Public Posting - ... 11/15/2021

1E-5a. Public Posting–ProjectsAccepted

Yes Public Posting - ... 11/15/2021

1E-6. Web Posting–CoC-Approved ConsolidatedApplication

Yes Web Posting - CoC... 11/15/2021

3A-1a. Housing LeveragingCommitments

No

3A-2a. Healthcare FormalAgreements

No Healthcare Formal... 11/15/2021

3C-2. Project List for OtherFederal Statutes

No



Attachment Details

Document Description: CE Assessment Tool

Attachment Details

Document Description: PHA Homeless Preference

Attachment Details

Document Description: PHA Moving On Preference

Attachment Details

Document Description: Local Competition Announcement

Attachment Details

Document Description: Project Review and Selection Process

Attachment Details

Document Description: Public Posting - Projects Rejected/Reduced



Attachment Details

Document Description: Public Posting - Projects Accepted

Attachment Details

Document Description: Web Posting - CoC Approved ConsolidatedApplication

Attachment Details

Document Description:

Attachment Details

Document Description: Healthcare Formal Agreements

Attachment Details

Document Description:



Submission Summary

Ensure that the Project Priority List is complete prior to submitting.

Page Last Updated

1A. CoC Identification 11/05/2021

1B. Inclusive Structure 11/14/2021

1C. Coordination 11/14/2021

1C. Coordination continued 11/14/2021

1D. Addressing COVID-19 11/09/2021

1E. Project Review/Ranking 11/15/2021

2A. HMIS Implementation 11/15/2021

2B. Point-in-Time (PIT) Count 11/07/2021

2C. System Performance 11/09/2021

3A. Housing/Healthcare Bonus Points 11/14/2021

3B. Rehabilitation/New Construction Costs 11/07/2021



3C. Serving Homeless Under Other FederalStatutes

11/07/2021

4A. DV Bonus Application 11/15/2021

4B. Attachments Screen 11/15/2021

Submission Summary No Input Required



Attachment 1C-14:

COORDINATED ENTRY ASSESSMENT TOOLS

Vulnerability Index - Service Prioritization Decision Assistance Tool

1) VI-SPDAT – Youth

2) VI-SPDAT – Singles

3) VI-SPDAT - Families

YouthService Prioritization Decision Assistance Tool

(Y-SPDAT)

Assessment Tool for Single Youth

VERSION 1.0

©2015 OrgCode Consulting Inc. All rights reserved.1 (800) 355-0420 [email protected] www.orgcode.com

DisclaimerThe management and staff of OrgCode Consulting, Inc. (OrgCode) do not control the way in which the Service Prioritization Decision Assistance Tool (SPDAT) will be used, applied or integrated into related client processes by communities, agency management or frontline workers. OrgCode assumes no legal responsibility or liability for the misuse of the SPDAT, decisions that are made or services that are received in conjunction with the assessment tool.


SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (SPDAT)

SINGLE YOUTH VERSION 1.0

2

Welcome to the SPDAT Line of ProductsThe Service Prioritization Decision Assistance Tool (SPDAT) has been around in various incarnations for over a decade, before being released to the public in 2010. Since its initial release, the use of the SPDAT has been expanding exponentially and is now used in over one thousand communities across the United States, Canada, and Australia.

More communities using the tool means there is an unprecedented demand for versions of the SPDAT, customized for specifi c client groups or types of users. With the release of SPDAT V4, there have been more current versions of SPDAT products than ever before.

VI-SPDAT SeriesThe Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) was developed as a pre-screening tool for communities that are very busy and do not have the resources to conduct a full SPDAT assessment for every client. It was made in collaboration with Community Solutions, creators of the Vulnerability Index, as a brief survey that can be conducted to quickly determine whether a client has high, moderate, or low acuity. The use of this survey can help prioritize which clients should be given a full SPDAT assessment fi rst. Because it is a self-reported survey, no special training is required to use the VI-SPDAT.

Current versions available:• VI-SPDAT V 2.0• Family VI-SPDAT V 2.0• Next Step Tool for Homeless Youth V 1.0

All versions are available online at

www.orgcode.com/products/vi-spdat/

SPDAT SeriesThe Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for front-line workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance fi rst. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certifi ed trainer.

Current versions available:• SPDAT V 4.0 for Individuals• F-SPDAT V 2.0 for Families• Y-SPDAT V 1.0 for Youth

Information about all versions is available online at

www.orgcode.com/products/spdat/




3

SPDAT Training SeriesTo use the SPDAT assessment product, training by OrgCode or an OrgCode certifi ed trainer is required. We provide training on a wide variety of topics over a variety of mediums.

The full-day in-person SPDAT Level 1 training provides you the opportunity to bring together as many people as you want to be trained for one low fee. The webinar training allows for a maximum of 15 dif-ferent computers to be logged into the training at one time. We also offer online courses for individuals that you can do at your own speed.

The training gives you the manual, case studies, application to current practice, a review of each compo-nent of the tool, conversation guidance with prospective clients – and more!

Current SPDAT training available:• Level 0 SPDAT Training: VI-SPDAT for Frontline Workers• Level 1 SPDAT Training: SPDAT for Frontline Workers• Level 2 SPDAT Training: SPDAT for Supervisors• Level 3 SPDAT Training: SPDAT for Trainers

Other related training available:• Excellence in Housing-Based Case Management• Coordinated Access & Common Assessment• Motivational Interviewing• Objective-Based Interactions

More information about SPDAT training, including pricing, is available online at

http://www.orgcode.com/product-category/training/spdat/




4

Terms and Conditions Governing the Use of the SPDATSPDAT products have been developed by OrgCode Consulting, Inc. with extensive feedback from key com-munity partners including people with lived experience. The tools are provided free of charge to com-munities to improve the client centered services dedicated to increasing housing stability and wellness. Training is indeed required for the administration and interpretation of these assessment tools. Use of the SPDAT products without authorized training is strictly prohibited.

By using this tool, you accept and agree to be bound by the terms of this expectation.

No sharing, reproduction, use or duplication of the information herein is permitted without the express written consent of OrgCode Consulting, Inc.

OwnershipThe Service Prioritization Decision Assistance Tool (“SPDAT”) and accompanying documentation is owned by OrgCode Consulting, Inc.

TrainingAlthough the SPDAT Series is provided free of charge to communities, training by OrgCode Consulting, Inc. or a third party trainer, authorized by OrgCode, must be successfully completed. After meeting the training requirements required to administer and interpret the SPDAT Series, practitioners are permitted to implement the SPDAT in their work with clients.

Restrictions on UseYou may not use or copy the SPDAT prior to successfully completing training on its use, provided by OrgCode Consulting, Inc. or a third-party trainer authorized by OrgCode. You may not share the SPDAT with other individuals not trained on its use. You may not train others on the use of the SPDAT, unless specifically authorized by OrgCode Consulting, Inc.

Restrictions on AlterationYou may not modify the SPDAT or create any derivative work of the SPDAT or its accompanying documen-tation, without the express written consent of OrgCode Consulting, Inc. Derivative works include but are not limited to translations.

DisclaimerThe management and staff of OrgCode Consulting, Inc. (OrgCode) do not control the way in which the Service Prioritization Decision Assistance Tool (SPDAT) will be used, applied or integrated into related client processes by communities, agency management or frontline workers. OrgCode assumes no legal responsibility or liability for the misuse of the SPDAT, decisions that are made or services that are received in conjunction with the assessment tool.




5

A. Mental Health & Wellness & Cognitive FunctioningPROMPTS CLIENT SCORE:

• Have you ever had a conversation with a psychiatrist, psy-chologist, or school counsellor? When was that?

• Do you feel you are getting all the help you might need with whatever mental health stress you might have?

• Have you ever hurt your brain or head?• Do you have trouble learning or paying attention?• Has anyone ever told you you might have ADD or ADHD?• Was there ever any special testing done to identify learning

disabilities?• Has any doctor ever prescribed you pills for anxiety, depres-

sion, or anything like that?• Do you know if, when pregnant with you, your mother did

anything that we now know can have negative effects on the baby?

• Are there any professionals we could speak with that have knowledge of your mental health?

NOTES

SCORING

4

Any of the following: ¨ Serious and persistent mental illness (2+ hospitalizations in a mental health facility or psychiatric ward in the past 2 years) and not in a heightened state of recovery currently ¨Major barriers to performing tasks and functions of daily living or communicating intent because of a brain injury, learning disability or developmental disability

3

Any of the following: ¨ Heightened concerns about state of mental health, but fewer than 2 hospitalizations, and/or without knowledge of presence of a diagnosable mental health condition ¨ Diminished ability to perform tasks and functions of daily living or communicating intent because of a brain injury, learning disability or developmental disability

2

While there may be concern for overall mental health or mild impairments to performing tasks and functions of daily living or communicating intent, all of the following are true:

¨ No major concerns about safety or ability to be housed without inten-sive supports to assist with mental health or cognitive functioning ¨ No major concerns for the health and safety of others because of mental health or cognitive functioning ability ¨ No compelling reason for screening by an expert in mental health or cognitive functioning prior to housing to fully understand capacity

FOR YOUTH ¨ Age 16 or under and would not otherwise score higher

1 ¨ In a heightened state of recovery, has a Wellness Recovery Action Plan (WRAP) or similar plan for promoting wellness, understands symptoms and strategies for coping with them, and is engaged with mental health sup-ports as necessary.

¨ Age 17-23 and would not otherwise score higher

0 ¨ Age 24+ and no mental health or cognitive functioning issues disclosed, suspected or observed




6

B. Physical Health & WellnessPROMPTS CLIENT SCORE:

• How is your health?• Do you feel you are getting all the care you need for your

health? When was the last time you saw a doctor? What was that for?

• Do you have a clinic or doctor that you usually go to?• Any illness like diabetes, HIV, Hep C or anything like that

going on?• Do you have any reason to suspect you might be pregnant?

Is that impacting your health in any way? Have you talked with a doctor about your pregnancy? Are you following the doctor’s advice?

• Anything going on right now with your health that you think would prevent you from living a full, healthy, happy life?

• Are there other professionals we could speak with that have knowledge of your health?

NOTES

Note: In this section, a current pregnancy can be considered a health issue.

SCORING

4

Any of the following: ¨ Co-occurring chronic health conditions ¨ Attempting a treatment protocol for a chronic health condition, but the treatment is not improving health ¨ Pallative health condition

3

Presence of a health issue with any of the following: ¨ Not connected with professional resources to assist with a real or perceived serious health issue, by choice ¨ Single chronic or serious health concern but does not connect with professional resources because of insufficient community resources (e.g. lack of availability or affordability) ¨ Unable to follow the treatment plan as a direct result of homeless status

2 ¨ Presence of a relatively minor physical health issue, which is managed and/or cared for with appropriate professional resources or through informed self-care ¨ Presence of a physical health issue, for which appropriate treatment protocols are followed, but there is still a moderate impact on their daily living

1

Single chronic or serious health condition, but all of the following are true: ¨ Able to manage the health issue and live a relatively active and healthy life ¨ Connected to appropriate health supports ¨ Educated and informed on how to manage the health issue, take medication as necessary related to the condition, and consistently follow these requirements.

0 ¨ No serious or chronic health condition ¨ If any minor health condition, they are managed appropriately




7

C. MedicationPROMPTS CLIENT SCORE:

• Have you recently been prescribed any medications by a health care professional?

• Do you take any medications prescribed to you by a doctor?• Have you ever sold some or all of your prescription?• Have you ever had a doctor prescribe you medication that

you didn’t have filled at a pharmacy or didn’t take?• Were any of your medications changed in the last month?

If yes: How did that make you feel?• Do other people ever steal your medications?• Do you ever share your medications with other people?• How do you store your medications and make sure you take

the right medication at the right time each day?• What do you do if you realize you’ve forgotten to take your

medications?• Do you have any papers or documents about the medica-

tions you take?

NOTES

SCORING

4

Any of the following: ¨ In the past 30 days, started taking a prescription which is having any negative impact on day to day living, socialization or mood ¨ Shares or sells prescription, but keeps less than is sold or shared ¨ Regularly misuses medication (e.g. frequently forgets; often takes the wrong dosage; uses some or all of medication to get high) ¨ Has had a medication prescribed in the last 90 days that remains unfilled, for any reason

3

Any of the following: ¨ In the past 30 days, started taking a prescription which is not having any negative impact on day to day living, socialization or mood ¨ Shares or sells prescription, but keeps more than is sold or shared ¨ Requires intensive assistance to manage or take medication (e.g., assistance organizing in a pillbox; working with pharmacist to blister-pack; adapting the living environment to be more conducive to taking medications at the right time for the right purpose, like keeping night-time medications on the bedside table and morning medications by the coffeemaker) ¨Medications are stored and distributed by a third-party

2Any of the following:

¨ Fails to take medication at the appropriate time or appropriate dosage, 1-2 times per week ¨ Self-manages medications except for requiring reminders or assistance for refills ¨ Successfully self-managing medication for fewer than 30 consecutive days

1 ¨ Successfully self-managing medications for more than 30, but less than 180, consecutive days


¨ No medication prescribed to them ¨ Successfully self-managing medication for 181+ consecutive days




8

D. Substance UsePROMPTS CLIENT SCORE:

• When was the last time you had a drink or used drugs?• Is there anything we should keep in mind related to drugs

or alcohol?• [If they disclose use of drugs and/or alcohol] How frequent-

ly would you say you use [specific substance] in a week?• Ever get into fights, fall down and bang your head, or pass

out when drinking or using other drugs?• Have you ever used alcohol or other drugs in a way that

may be considered less than safe?• Do you ever end up doing things you later regret after you

have gotten really hammered?• Do you ever drink mouthwash or cooking wine or hand

sanitizer or anything like that?• Have you engaged with anyone professionally related to

your substance use that we could speak with?

NOTES

Note: Consumption thresholds: 2 drinks per day or 14 total drinks in any one week period for men; 2 drinks per day or 9 total drinks in any one week period for women. “Under legal age” refers to under the age at which it is legal to purchase and consume the substance in question.

SCORING

4

¨ In a life-threatening health situation as a direct result of substance use, or,

In the past 30 days, any of the following are true... ¨ Substance use is almost daily (21+ times) and often to the point of complete inebriation ¨ Binge drinking, non-beverage alcohol use, or inhalant use 4+ times ¨ Substance use resulting in passing out 2+ times

FOR YOUTH ¨ First used drugs before age 12 ¨ Scores a 2-3 and is under age 15 ¨ Scores a 3 and is under legal age

3

¨ Experiencing serious health impacts as a direct result of substance use, though not (yet) in a life-threatening position as a result, or,

In the past 30 days, any of the following are true... ¨ Drug use reached the point of complete inebriation 12+ times ¨ Alcohol use usually exceeded the consumption thresholds (at least 5+ times), but usually not to the point of complete inebriation ¨ Binge drinking, non-beverage alcohol use, or inhalant use occurred 1-3 times

¨ First used drugs aged 12-15 ¨ Scores a 1 and is under age 15 ¨ Scores a 2 and is under legal age

2In the past 30 days, any of the following are true...

¨ Drug use reached the point of complete inebriation fewer than 12 times ¨ Alcohol use exceeded the consumption thresholds fewer than 5 times

¨ Scores a 1 and is under legal age

1 ¨ In the past 365 days, no alcohol use beyond consumption thresholds, or, ¨ If making claims to sobriety, no substance use in the past 30 days

0 ¨ In the past 365 days, no substance use




9

E. Experience of Abuse & TraumaPROMPTS CLIENT SCORE:

*To avoid re-traumatizing the individual, ask selected ap-proved questions as written. Do not probe for details of the trauma/abuse. This section is entirely self-reported.• “I don’t need you to go into any details, but has there been

any point in your life where you experienced emotional, physical, sexual or psychological abuse?”

• “Are you currently or have you ever received professional assistance to address that abuse?”

• “Does the experience of abuse or trauma impact your day to day living in any way?”

• “Does the experience of abuse or trauma impact your ability to hold down a job, maintain housing or engage in meaningful relationships with friends or family?”

• “Have you ever found yourself feeling or acting in a cer-tain way that you think is caused by a history of abuse or trauma?”

• “Have you ever become homeless as a direct result of expe-riencing abuse or trauma?”

NOTES

SCORING4 ¨ A reported experience of abuse or trauma, believed to be a direct cause of their homelessness

3 ¨ The experience of abuse or trauma is not believed to be a direct cause of homelessness, but abuse or trauma (experienced before, during, or after homelessness) is impacting daily func-tioning and/or ability to get out of homelessness


¨ A reported experience of abuse or trauma, but is not believed to impact daily functioning and/or ability to get out of homelessness ¨ Engaged in therapeutic attempts at recovery, but does not consider self to be recovered

1 ¨ A reported experience of abuse or trauma, and considers self to be recovered0 ¨ No reported experience of abuse or trauma




10

F. Risk of Harm to Self or OthersPROMPTS CLIENT SCORE:

• Do you have thoughts about hurting yourself or anyone else? Have you ever acted on these thoughts? When was the last time?

• What was occurring when you had these feelings or took these actions?

• Have you ever received professional help – including maybe a stay at hospital – as a result of thinking about or at-tempting to hurt yourself or others? How long ago was that? Does that happen often?

• Have you recently left a situation you felt was abusive or unsafe? How long ago was that?

• Have you been in any fights recently - whether you started it or someone else did? How long ago was that? How often do you get into fights?

NOTES

SCORING


¨ In the past 90 days, left an abusive situation ¨ In the past 30 days, attempted, threatened, or actually harmed self or others ¨ In the past 30 days, involved in a physical altercation (instigator or participant)

3

Any of the following: ¨ In the past 180 days, left an abusive situation, but no exposure to abuse in the past 90 days ¨Most recently attempted, threatened, or actually harmed self or others in the past 180 days, but not in the past 30 days ¨ In the past 365 days, involved in a physical altercation (instigator or participant), but not in the past 30 days

2

Any of the following: ¨ In the past 365 days, left an abusive situation, but no exposure to abuse in the past 180 days ¨Most recently attempted, threatened, or actually harmed self or others in the past 365 days, but not in the past 180 days ¨ 366+ days ago, 4+ involvements in physical alterations

1 ¨ 366+ days ago, 1-3 involvements in physical alterations0 ¨ Reports no instance of harming self, being harmed, or harming others




11

G. Involvement in High Risk and/or Exploitive SituationsPROMPTS CLIENT SCORE:

• [Observe, don’t ask] Any abcesses or track marks from in-jection substance use?

• Does anybody force or trick you to do something that you don’t want to do?

• Do you ever do stuff that could be considered dangerous like drinking until you pass out outside, or delivering drugs for someone, having sex without a condom with a casual partner, or anything like that?

• Do you ever find yourself in situations that may be consid-ered at a high risk for violence?

• Do you ever sleep outside? How do you dress and prepare for that? Where do you tend to sleep?

NOTES

SCORING


¨ In the past 180 days, engaged in 10+ higher risk and/or exploitive events ¨ In the past 90 days, left an abusive situation

YOUTH PREGNANCY ¨ Under the age of 24, and has ever become pregnant

3

Any of the following: ¨ In the past 180 days, engaged in 4-9 higher risk and/or exploitive events ¨ In the past 180 days, left an abusive situation, but not in the past 90 days

¨ Under the age of 24, and has ever gotten someone else pregnant, and wouldn’t otherwise score a 4


¨ In the past 180 days, engaged in 1-3 higher risk and/or exploitive events ¨ 181+ days ago, left an abusive situation

1 ¨ In the past 365 days, any involvement in higher risk and/or exploitive events, but not in the past 180 days

0 ¨ In the past 365 days, no involvement in higher risk and/or exploitive events




12

H. Interaction with Emergency ServicesPROMPTS CLIENT SCORE:

• How often do you go to emergency rooms?• How many times have you had the police speak to you over

the past 180 days?• Have you used an ambulance or needed the fire depart-

ment at any time in the past 180 days?• How many times have you called or visited a crisis team or

a crisis counselor in the last 180 days?• How many times have you been admitted to hospital in the

last 180 days? How long did you stay?

NOTES

Note: Emergency service use includes: admittance to emergency room/department; hospitalizations; trips to a hospital in an ambulance; crisis service, distress centers, suicide prevention service, sexual as-sault crisis service, sex worker crisis service, or similar service; interactions with police for the purpose of law enforcement; interactions with fire service in emergency situations.

SCORING4 ¨ In the past 180 days, cumulative total of 10+ interactions with emergency services3 ¨ In the past 180 days, cumulative total of 4-9 interactions with emergency services2 ¨ In the past 180 days, cumulative total of 1-3 interactions with emergency services

1 ¨ Any interaction with emergency services occurred more than 180 days ago but less than 365 days ago

0 ¨ In the past 365 days, no interaction with emergency services




13

I. LegalPROMPTS CLIENT SCORE:

• Do you have any “legal stuff” going on?• Have you had a lawyer assigned to you by a court?• Do you have any upcoming court dates? Do you think

there’s a chance you will do time?• Any involvement with family court or child custody matters?• Any outstanding fines?• Have you paid any fines in the last 12 months for anything?• Have you done any community service in the last 12 months?• Is anybody expecting you to do community service for any-

thing right now?• Did you have any legal stuff in the last year that got

dismissed?• Is your housing at risk in any way right now because of

legal issues?

NOTES

SCORING

4

Any of the following: ¨ Current outstanding legal issue(s), likely to result in fines of $500+ ¨ Current outstanding legal issue(s), likely to result in incar-ceration of 3+ months (cumulatively), inclusive of any time held on remand

JUVENILE DELINQUENCY ¨ The youth is under the age of 18 and has current outstanding legal issue(s) that are likely to result in incarceration

3

Any of the following: ¨ Current outstanding legal issue(s), likely to result in fines less than $500 ¨ Current outstanding legal issue(s), likely to result in incar-ceration of less than 90 days (cumulatively), inclusive of any time held on remand

¨ The youth is under the age of 24 and was ever incarcer-ated while still a minor, and would not otherwise score a 4

2

Any of the following: ¨ In the past 365 days, relatively minor legal issue has occurred and was resolved through community service or payment of fine(s) ¨ Currently outstanding relatively minor legal issue that is unlikely to result in incarceration (but may result in community service)

1 ¨ There are no current legal issues, and any legal issues that have historically occurred have been resolved without community service, payment of fine, or incarceration

0 ¨ Has not had any legal issues within the past 365 days, and currently no conditions of release




14

J. Managing TenancyPROMPTS CLIENT SCORE:

• Are you currently homeless?• Have you ever signed a lease? How did that go?• [If the person is housed] Do you have an eviction notice?• [If the person is housed] Do you think that your housing is

at risk?• How is your relationship with your neighbors?• How do you normally get along with landlords (or your

parents/guardian(s))?• How have you been doing with taking care of your place?

NOTES

Note: Housing matters include: conflict with landlord and/or neighbors, damages to the unit, payment of rent on time and in full. Payment of rent through a third party is not considered to be a short-coming or deficiency in the ability to pay rent.

SCORING

4

Any of the following: ¨ Currently homeless ¨ In the next 30 days, will be re-housed or return to homelessness ¨ In the past 365 days, was re-housed 6+ times ¨ In the past 90 days, support worker(s) have been cumulatively involved 10+ times with housing matters

RUNAWAYS ¨ In the past 90 days, ran away from foster home, group home, or parent’s home

3

Any of the following: ¨ In the next 60 days, will be re-housed or return to homelessness, but not in next 30 days ¨ In the past 365 days, was re-housed 3-5 times ¨ In the past 90 days, support worker(s) have been cumulatively involved 4-9 times with housing matters

¨ In the past 365 days, ran away from foster home, group home, or parent’s home, but not in the past 90 days

2

Any of the following: ¨ In the past 365 days, was re-housed 2 times ¨ In the past 180 days, was re-housed 1+ times, but not in the past 60 days ¨ For the past 90 days, was continuously housed, but not for more than 180 days ¨ In the past 90 days, support worker(s) have been cumulatively involved 1-3 times with housing matters

¨ Ran away from foster home, group home, or parent’s home, but not in the past 365 days


¨ In the past 365 days, was re-housed 1 time ¨ For the past 180 days, was continuously housed, with no assistance with housing matters, but not for more than 365 days

0 ¨ For the past 365+ days, was continuously housed in same unit, with no assistance with housing matters




15

K. Personal Administration & Money ManagementPROMPTS CLIENT SCORE:

• How are you with taking care of money?• How are you with paying bills on time and taking care of

other financial stuff?• Do you have any street debts?• Do you have any drug or gambling debts?• Is there anybody that thinks you owe them money?• Do you budget every single month for every single thing

you need? Including cigarettes? Booze? Drugs?• Do you try to pay your rent before paying for anything else?• Are you behind in any payments like child support or stu-

dent loans or anything like that?

NOTES

SCORING

4

Any of the following: ¨ Cannot create or follow a budget, regardless of supports provided ¨ Does not comprehend financial obligations ¨ Does not have an income (including formal and informal sources) ¨ Not aware of the full amount spent on substances, if they use substances ¨ Substantial real or perceived debts of $1,000+, past due or requiring monthly payments

3

Any of the following: ¨ Requires intensive assistance to create and manage a budget (including any legally man-dated guardian/trustee that provides assistance or manages access to money) ¨ Only understands their financial obligations with the assistance of a 3rd party ¨ Not budgeting for substance use, if they are a substance user ¨ Real or perceived debts of $999 or less, past due or requiring monthly payments

2

Any of the following: ¨ In the past 365 days, source of income has changed 2+ times ¨ Budgeting to the best of ability (including formal and informal sources), but still short of money every month for essential needs ¨ Voluntarily receives assistance creating and managing a budget or restricts access to their own money (e.g. guardian/trusteeship) ¨ Has been self-managing financial resources and taking care of associated administrative tasks for less than 90 days

1 ¨ Has been self-managing financial resources and taking care of associated administrative tasks for at least 90 days, but for less than 180 days

0 ¨ Has been self-managing financial resources and taking care of associated administrative tasks for at least 180 days




16

L. Social Relationships & NetworksPROMPTS CLIENT SCORE:

• Tell me about your friends, family and other people in your life. How often do you get together or chat?

• How do you get along with teachers, doctors, police offi-cers, case workers, and other professionals?

• Are there any people in your life that you feel are just using you?

• Are there any of your closer friends that you feel are always asking you for money, smokes, drugs, food or anything like that?

• Have you ever had people crash at your place that you did not want staying there?

• Have you ever been kicked out of where you were living be-cause of something that friends or family did at your place?

• Have you ever been concerned about not following your lease agreement because of your friends or family?

NOTES

SCORING

4

Any of the following: ¨ In the past 90 days, left an exploitive, abusive or dependent relationship, or left home due to family violence or conflict over religious or moral differences, including sexual orientation ¨ Friends, family or other people are placing security of housing at imminent risk, or impact-ing life, wellness, or safety ¨ No friends or family and demonstrates no ability to follow social norms ¨ Currently homeless and would classify most of friends and family as homeless

3

Any of the following: ¨ In the past 90-180 days, left an exploitive, abusive or dependent relationship, or left home due to family violence or conflict over religious or moral differences ¨ Friends, family or other people are having some negative consequences on wellness or housing stability ¨ No friends or family but demonstrating ability to follow social norms ¨Meeting new people with an intention of forming friendships, or reconnecting with previous friends or family members, but experiencing difficulty advancing the relationship ¨ Currently homeless, and would classify some of friends and family as being housed, while others are homeless

2

Any of the following: ¨More than 180 days ago, left an exploitive, abusive or dependent relationship, or left home due to family violence or conflict over religious or moral differences ¨ Developing relationships with new people but not yet fully trusting them ¨ Currently homeless, and would classify friends and family as being housed

1 ¨ Has been housed for less than 180 days, and is engaged with friends or family, who are having no negative consequences on the individual’s housing stability

0 ¨ Has been housed for at least 180 days, and is engaged with friends or family, who are having no negative consequences on the individual’s housing stability




17

M. Self Care & Daily Living SkillsPROMPTS CLIENT SCORE:

• Do you have any worries about taking care of yourself?• Do you have any concerns about cooking, cleaning, laundry

or anything like that?• Do you ever need reminders to do things like shower or

clean up?• Describe your last apartment.• Do you know how to shop for nutritious food on a budget?• Do you know how to make low cost meals that can result in

leftovers to freeze or save for another day?• Do you tend to keep all of your clothes clean?• Have you ever had a problem with mice or other bugs like

cockroaches as a result of a dirty apartment?• When you have had a place where you have made a meal,

do you tend to clean up dishes and the like before they get crusty?

NOTES

SCORING

4

Any of the following: ¨ No insight into how to care for themselves, their apartment or their surroundings ¨ Currently homeless and relies upon others to meet basic needs (e.g. access to shelter, show-ers, toilet, laundry, food, and/or clothing) on an almost daily basis ¨ Engaged in hoarding or collecting behavior and is not aware that it is an issue in her/his life

3

Any of the following: ¨ Has insight into some areas of how to care for themselves, their apartment or their sur-roundings, but misses other areas because of lack of insight ¨ In the past 180 days, relied upon others to meet basic needs (e.g. access to shelter, showers, toilet, laundry, food, and/or clothing), 14+ days in any 30-day period ¨ Engaged in hoarding or collecting behavior and is aware that it is an issue in her/his life

2

Any of the following: ¨ Fully aware and has insight in all that is required to take care of themselves, their apartment and their surroundings, but has not yet mastered the skills or time management to fully execute this on a regular basis ¨ In the past 180 days, relied upon others to meet basic needs (e.g. access to shelter, showers, toilet, laundry, food, and/or clothing), fewer than 14 days in every 30-day period

1 ¨ In the past 365 days, accessed community resources 4 or fewer times, and is fully taking care of all their daily needs

0 ¨ For the past 365+ days, fully taking care of all their daily needs independently




18

N. Meaningful Daily ActivityPROMPTS CLIENT SCORE:

• How do you spend your day?• How do you spend your free time?• Does that make you feel happy/fulfilled?• How many days a week would you say you have things to do

that make you feel happy/fulfilled?• How much time in a week would you say you are totally

bored?• When you wake up in the morning, do you tend to have an

idea of what you plan to do that day?• How much time in a week would you say you spend doing

stuff to fill up the time rather than doing things that you love?

• Are there any things that get in the way of you doing the sorts of activities you would like to be doing?

NOTES

SCORING

4

¨ No planned, legal activities described as providing fulfillment or happiness

SCHOOL-AGED YOUTH ¨ Not enrolled in school and with no planned, legal activities described as providing fulfillment or happiness

3 ¨ Discussing, exploring, signing up for and/or preparing for new activities or to re-engage with planned, legal activities that used to provide fulfillment or happiness

¨ Enrolled in school, but attending class fewer than 3 days per week

2

¨ Attempting new or re-engaging with planned, legal activities that used to provide fulfillment or happiness, but uncertain that activities selected are currently providing fulfillment or happiness, or the individual is not fully committed to continuing the activities.

¨ Enrolled in school, and attending class 3 days per week

1 ¨ 1-3 days per week, has planned, legal activities described as providing fulfillment or happiness

¨ Enrolled in school and attending class 4 days per week

0 ¨ 4+ days per week, has planned, legal activities described as providing fulfillment or happiness

¨ Enrolled in school and maintaining regular attendance




19

O. History of Homelessness & HousingPROMPTS CLIENT SCORE:

• How long have they been homeless?• How many times have they been homeless in their life other

than this most recent time?• Have they spent any time sleeping on a friend’s couch or floor? And if so, during those times did they consider that to be their permanent address?

• Have they ever spent time sleeping in a car or alleyway or garage or barn or bus shelter or anything like that?

• Have they ever spent time sleeping in an abandoned building?

• Were they ever in hospital or jail for a period of time when they didn’t have a permanent address to go to when they got out?

NOTES

SCORING4 ¨ Over the past 10 years, cumulative total of 5+ years of homelessness3 ¨ Over the past 10 years, cumulative total of 2+ years but fewer than 5 years of homelessness2 ¨ Over the past 4 years, cumulative total of 30+ days but fewer than 2 years of homelessness1 ¨ Over the past 4 years, cumulative total of 7+ days but fewer than 30 days of homelessness0 ¨ Over the past 4 years, cumulative total of 7 or fewer days of homelessness




20

Client: Worker: Version: Date:

COMPONENT SCORE COMMENTS

MENTAL HEALTH & WELLNESS AND COGNITIVE

FUNCTIONING

PHYSICAL HEALTH & WELLNESS

MEDICATION

SUBSTANCE USE

EXPERIENCE OF ABUSE AND/OR TRAUMA

RISK OF HARM TO SELF OR OTHERS

INVOLVEMENT IN HIGH RISK AND/OR EXPLOITIVE

SITUATIONS

INTERACTION WITH EMERGENCY SERVICES




21

Client: Worker: Version: Date:

COMPONENT SCORE COMMENTS

LEGAL INVOLVEMENT

MANAGING TENANCY

PERSONAL ADMINISTRATION & MONEY MANAGEMENT

SOCIAL RELATIONSHIPS & NETWORKS

SELF-CARE & DAILY LIVING SKILLS

MEANINGFUL DAILY ACTIVITIES

HISTORY OF HOUSING & HOMELESSNESS

TOTAL

Score: Recommendation:0-19: No housing intervention

20-34: Rapid Re-Housing35-60: Permanent Supportive Housing/Housing First




22

Appendix A: About the SPDATOrgCode Consulting, Inc. is pleased to announce the release of Version 4 of the Service Prioritization Decision Assistance Tool (SPDAT). Since its release in 2010, the SPDAT has been used with over 10,000 unique individuals in over 100 communities across North America and in select locations around the world.

Originally designed as a tool to help prioritize housing services for homeless individuals based upon their acuity, the SPDAT has been successfully adapted to other fields of practice, including: discharge plan-ning from hospitals, work with youth, survivors of domestic violence, health research, planning supports for consumer survivors of psychiatric care systems, and in work supporting people with fetal alcohol spectrum disorders. We are encouraged that so many service providers and communities are expanding the use of this tool, and OrgCode will continue to support the innovative use of the SPDAT to meet local needs.

SPDAT DesignThe SPDAT is designed to:• Help prioritize which clients should receive what type of housing assistance intervention, and assist in

determining the intensity of case management services• Prioritize the sequence of clients receiving those services• Help prioritize the time and resources of Frontline Workers• Allow Team Leaders and program supervisors to better match client needs to the strengths of specific

Frontline Workers on their team• Assist Team Leaders and program supervisors to support Frontline Workers and establish service priori-

ties across their team• Provide assistance with case planning and encourage reflection on the prioritization of different ele-

ments within a case plan• Track the depth of need and service responses to clients over timeThe SPDAT is NOT designed to:• Provide a diagnosis• Assess current risk or be a predictive index for future risk• Take the place of other valid and reliable instruments used in clinical research and careThe SPDAT is only used with those clients who meet program eligibility criteria. For example, if there is an eligibility criterion that requires prospective clients to be homeless at time of intake to be eligible for Housing First, then the pre-condition must be met before pursuing the application of the SPDAT. For that reason, we have also created the VI-SPDAT as an initial screening tool.

The SPDAT is not intended to replace clinical expertise or clinical assessment tools. The tool complements existing clinical approaches by incorporating a wide array of components that provide both a global and detailed picture of a client’s acuity. Certain components of the SPDAT relate to clinical concerns, and it is expected that intake professionals and clinicians will work together to ensure the accurate assessment of these issues. In fact, many organizations and communities have found the SPDAT to be a useful method for bridging the gap between housing, social services and clinical services.




23

Version 4The SPDAT has been influenced by the experience of practitioners in its use, persons with lived experience that have had the SPDAT implemented with them, as well as a number of other excellent tools such as (but not limited to) the Outcome Star, Health of the Nation Outcome Scale, Denver Acuity Scale, Camberwell Assessment of Needs, Vulnerability Index, and Transition Aged Youth Triage Tool.

In preparing SPDAT v4, we have adopted a comprehensive and collaborative approach to changing and improving the SPDAT. Communities that have used the tool for three months or more have provided us with their feedback. OrgCode staff have observed the tool in operation to better understand its imple-mentation in the field. An independent committee composed of service practitioners and academics review enhancements to the SPDAT. Furthermore, we continue to test the validity of SPDAT results through the use of control groups. Overall, we consistently see that groups assessed with the SPDAT have better long-term housing and life stability outcomes than those assessed with other tools, or no tools at all.

OrgCode intends to continue working with communities and persons with lived experience to make future versions of the SPDAT even better. We hope all those communities and agencies that choose to use this tool will remain committed to collaborating with us to make those improvements over time.

Version 4 builds upon the success of Version 3 of the SPDAT with some refinements. Starting in August 2014, a survey was launched of existing SPDAT users to get their input on what should be amended, im-proved, or maintained in the tool. Analysis was completed across all of these responses. Further research was conducted. Questions were tested and refined over several months, again including the direct voice of persons with lived experience and frontline practitioners. Input was also gathered from senior govern-ment officials that create policy and programs to help ensure alignment with guidelines and funding requirements.

The major differences from Version 3 to Version 4 include:• The structure of the tools is the same: four domains (five for families) with components aligned to

specific domains. The names of the domains and the components remain unchanged.• The scoring of the tools is the same: 60 points for singles, and 80 points for families.• The scoring tables used to run from 0 through to 4. They are now reversed with each table starting at 4

and working their way down to 0. This increases the speed of assessment.• The order of the tools has changed, grouped together by domain.• Language has been simplified.• Days are used rather than months to provide greater clarification and alignment to how most databases

capture periods of time in service.• Greater specificity has been provided in some components such as amount of debts.

Youth SPDATTo complement the launch of the Next Step Tool, OrgCode has also created a modified version of the Service Prioritization Decision Assistance Tool (SPDAT) for use specifically with youth.

The Youth SPDAT was developed based on feedback from many communities using the SPDAT who identi-fied the need for a complete assessment tool that emphasized the unique issues faced by homeless youth.




24

Appendix B: Where the SPDAT is being used (as of May 2015)United States of America




25

Arizona• StatewideCalifornia• Oakland/Alameda County CoC• Richmond/Contra Costa County CoC• Watsonville/Santa Cruz City & County CoC• Napa City & County CoC• Los Angeles City & County CoC• Pasadena CoC• Glendale CoCDistrict of Columbia • District of Columbia CoCFlorida• Sarasota/Bradenton/Manatee, Sarasota

Counties CoC• Tampa/Hillsborough County CoC• St. Petersburg/Clearwater/Largo/Pinellas

County CoC• Orlando/Orange, Osceola, Seminole

Counties CoC• Jacksonville-Duval, Clay Counties CoC• Palm Bay/Melbourne/Brevard County CoC• West Palm Beach/Palm Beach County CoCGeorgia• Atlanta County CoC• Fulton County CoC• Marietta/Cobb County CoC• DeKalb County CoCIowa• Parts of Iowa Balance of State CoCKentucky• Louisville/Jefferson County CoCLouisiana• New Orleans/Jefferson Parish CoC

Maryland• Baltimore City CoCMaine• StatewideMichigan• StatewideMinnesota• Minneapolis/Hennepin County CoC• Northwest Minnesota CoC• Moorhead/West Central Minnesota CoC• Southwest Minnesota CoCMissouri• Joplin/Jasper, Newton Counties CoCNorth Carolina• Winston Salem/Forsyth County CoC• Asheville/Buncombe County CoC• Greensboro/High Point CoCNorth Dakota• StatewideNevada• Las Vegas/Clark County CoCNew York• Yonkers/Mount Vernon/New Rochelle/

Westchester County CoCOhio• Canton/Massillon/Alliance/Stark County

CoC• Toledo/Lucas County CoCOklahoma• Tulsa City & County/Broken Arrow CoC• Oklahoma City CoCPennsylvania• Lower Marion/Norristown/Abington/

Montgomery County CoC

• Bristol/Bensalem/Bucks County CoC• Pittsburgh/McKeesport/Penn Hills/

Allegheny County CoCRhode Island• StatewideSouth Carolina• Charleston/Low Country CoCTennessee• Memphis/Shelby County CoCTexas• San Antonio/Bexar County CoC• Austin/Travis County CoCUtah• Salt Lake City & County CoC• Utah Balance of State CoC• Provo/Mountainland CoCVirginia• Virginia Beach CoC• Arlington County CoCWashington• Spokane City & County CoCWisconsin• StatewideWest Virginia• StatewideWyoming• Wyoming is in the process of implementing

statewide




26

CanadaAlberta• Province-wideManitoba• City of WinnipegNew Brunswick• City of Fredericton• City of Saint JohnNewfoundland and Labrador• Province-wide

Northwest Territories• City of YellowknifeOntario• City of Barrie/Simcoe County• City of Brantford/Brant County• City of Greater Sudbury• City of Kingston/Frontenac County• City of Ottawa• City of Windsor

• District of Kenora• District of Parry Sound• District of Sault Ste Marie• Regional Municipality of Waterloo• Regional Municipality of YorkSaskatchewan• Saskatoon




27

AustraliaQueensland• Brisbane


(VI-SPDAT)

Prescreen Triage Tool for Single Adults

AMERICAN VERSION 2.0

©2015 OrgCode Consulting Inc. and Community Solutions. All rights reserved.1 (800) 355-0420 [email protected] www.orgcode.com


VULNERABILITY INDEX - SERVICE PRIORITIZATION DECISION ASSISTANCE TOOL (VI-SPDAT)

SINGLE ADULTS AMERICAN VERSION 2.0

2


More communities using the tool means there is an unprecedented demand for versions of the SPDAT, customized for specific client groups or types of users. With the release of SPDAT V4, there have been more current versions of SPDAT products than ever before.

VI-SPDAT SeriesThe Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) was developed as a pre-screening tool for communities that are very busy and do not have the resources to conduct a full SPDAT assessment for every client. It was made in collaboration with Community Solutions, creators of the Vulnerability Index, as a brief survey that can be conducted to quickly determine whether a client has high, moderate, or low acuity. The use of this survey can help prioritize which clients should be given a full SPDAT assessment first. Because it is a self-reported survey, no special training is required to use the VI-SPDAT.

Current versions available:• VI-SPDAT V 2.0 for Individuals• VI-SPDAT V 2.0 for Families• VI-SPDAT V �.0 for Youth



SPDAT SeriesThe Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for front-line workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance first. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certified trainer.

Current versions available:• SPDAT V 4.0 for Individuals• SPDAT V �.0 for Families• SPDAT V �.0 for Youth






3

SPDAT Training SeriesTo use the SPDAT, training by OrgCode or an OrgCode certified trainer is required. We provide training on a wide variety of topics over a variety of mediums.










4

AdministrationInterviewer’s Name

Agency

¨ Team ¨ Staff ¨ Volunteer

Survey DateDD/MM/YYYY / /

Survey Time

Survey Location

Opening ScriptEvery assessor in your community regardless of organization completing the VI-SPDAT should use the same introductory script. In that script you should highlight the following information:• the name of the assessor and their affiliation (organization that employs them, volunteer as part of a

Point in Time Count, etc.)• the purpose of the VI-SPDAT being completed• that it usually takes less than 7 minutes to complete• that only “Yes,” “No,” or one-word answers are being sought• that any question can be skipped or refused• where the information is going to be stored• that if the participant does not understand a question or the assessor does not understand the ques-

tion that clarification can be provided• the importance of relaying accurate information to the assessor and not feeling that there is a correct

or preferred answer that they need to provide, nor information they need to conceal

Basic InformationFirst Name

Nickname

Last Name

In what language do you feel best able to express yourself?

Date of Birth Age Social Security Number Consent to participateDD/MM/YYYY / / ¨ Yes ¨ No

IF THE PERSON IS 60 YEARS OF AGE OR OLDER, THEN SCORE 1.SCORE:




5

A. History of Housing and Homelessness1. Where do you sleep most frequently? (check one) ¨ Shelters

¨ Transitional Housing ¨ Safe Haven ¨ Outdoors ¨ Other (specify): ¨ Refused

IF THE PERSON ANSWERS ANYTHING OTHER THAN “SHELTER”, “TRANSITIONAL HOUSING”, OR “SAFE HAVEN”, THEN SCORE 1.

SCORE:

2. How long has it been since you lived in permanent stable housing?

¨ Refused

3. In the last three years, how many times have you been homeless?

¨ Refused

IF THE PERSON HAS EXPERIENCED 1 OR MORE CONSECUTIVE YEARS OF HOMELESSNESS, AND/OR 4+ EPISODES OF HOMELESSNESS, THEN SCORE 1.

SCORE:

B. Risks4. In the past six months, how many times have you...

a) Received health care at an emergency department/room? ¨ Refusedb) Taken an ambulance to the hospital? ¨ Refused c) Been hospitalized as an inpatient? ¨ Refused d) Used a crisis service, including sexual assault crisis, mental

health crisis, family/intimate violence, distress centers and suicide prevention hotlines?

¨ Refused

e) Talked to police because you witnessed a crime, were the victim of a crime, or the alleged perpetrator of a crime or because the police told you that you must move along?

¨ Refused

f) Stayed one or more nights in a holding cell, jail or prison, whether that was a short-term stay like the drunk tank, a longer stay for a more serious offence, or anything in between?

¨ Refused

IF THE TOTAL NUMBER OF INTERACTIONS EQUALS 4 OR MORE, THEN SCORE 1 FOR EMERGENCY SERVICE USE.

SCORE:

5. Have you been attacked or beaten up since you’ve become homeless?

¨ Y ¨ N ¨ Refused

6. Have you threatened to or tried to harm yourself or anyone else in the last year?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF HARM.SCORE:




6

7. Do you have any legal stuff going on right now that may result in you being locked up, having to pay fines, or that make it more difficult to rent a place to live?


IF “YES,” THEN SCORE 1 FOR LEGAL ISSUES.SCORE:

8. Does anybody force or trick you to do things that you do not want to do?


9. Do you ever do things that may be considered to be risky like exchange sex for money, run drugs for someone, have unprotected sex with someone you don’t know, share a needle, or anything like that?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF (;3/2,7$7,21.SCORE:

C. Socialization & Daily Functioning10. Is there any person, past landlord, business, bookie, dealer,

or government group like the IRS that thinks you owe them money?


11. Do you get any money from the government, a pension, an inheritance, working under the table, a regular job, or anything like that?


IF “YES” TO QUESTION 1� OR “NO” TO QUESTION 1�, THEN SCORE 1 FOR MONEY MANAGEMENT.

SCORE:

12. Do you have planned activities, other than just surviving, that make you feel happy and fulfilled?


IF “NO,” THEN SCORE 1 FOR MEANINGFUL DAILY ACTIVITY.SCORE:

13. Are you currently able to take care of basic needs like bathing, changing clothes, using a restroom, getting food and clean water and other things like that?


IF “NO,” THEN SCORE 1 FOR SELF-CARE.SCORE:

14. Is your current homelessness in any way caused by a relationship that broke down, an unhealthy or abusive relationship, or because family or friends caused you to become evicted?


IF “YES,” THEN SCORE 1 FOR SOCIAL RELATIONSHIPS.SCORE:




7

D. Wellness15. Have you ever had to leave an apartment, shelter program, or

other place you were staying because of your physical health? ¨ Y ¨ N ¨ Refused

16. Do you have any chronic health issues with your liver, kidneys, stomach, lungs or heart?


17. If there was space available in a program that specifically assists people that live with HIV or AIDS, would that be of interest to you?


18. Do you have any physical disabilities that would limit the type of housing you could access, or would make it hard to live independently because you’d need help?


19. When you are sick or not feeling well, do you avoid getting help?


20. FOR FEMALE RESPONDENTS ONLY: Are you currently pregnant? ¨ Y ¨ N ¨ N/A or Refused

IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR PHYSICAL HEALTH.SCORE:

21. Has your drinking or drug use led you to being kicked out of an apartment or program where you were staying in the past?


22. Will drinking or drug use make it difficult for you to stay housed or afford your housing?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SUBSTANCE USE.SCORE:

23. Have you ever had trouble maintaining your housing, or been kicked out of an apartment, shelter program or other place you were staying, because of:a) A mental health issue or concern? ¨ Y ¨ N ¨ Refusedb) A past head injury? ¨ Y ¨ N ¨ Refusedc) A learning disability, developmental disability, or other

impairment? ¨ Y ¨ N ¨ Refused

24. Do you have any mental health or brain issues that would make it hard for you to live independently because you’d need help?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR MENTAL HEALTH.SCORE:

IF THE RESPONENT SCORED 1 FOR PHYSICAL HEALTH AND 1 FOR SUBSTANCE USE AND 1 FOR MENTAL HEALTH, SCORE 1 FOR TRI-MORBIDITY.

SCORE:




8

25. Are there any medications that a doctor said you should be taking that, for whatever reason, you are not taking?


26. Are there any medications like painkillers that you don’t take the way the doctor prescribed or where you sell the medication?


IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR MEDICATIONS.SCORE:

27. YES OR NO: Has your current period of homelessness been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you have experienced?


IF “YES”, SCORE 1 FOR ABUSE AND TRAUMA.SCORE:

Scoring SummaryDOMAIN SUBTOTAL RESULTS

PRE-SURVEY /1 Score: Recommendation:0-3: no housing intervention4-7: an assessment for Rapid

Re-Housing8+: an assessment for Permanent

Supportive Housing/Housing First

A. HISTORY OF HOUSING & HOMELESSNESS /2B. RISKS /4C. SOCIALIZATION & DAILY FUNCTIONS /4D. WELLNESS /6

GRAND TOTAL: /17

Follow-Up QuestionsOn a regular day, where is it easiest to find you and what time of day is easiest to do so?

place:

time: : orIs there a phone number and/or email where someone can safely get in touch with you or leave you a message?

phone: ( ) -

email: Ok, now I’d like to take your picture so that it is easier to find you and confirm your identity in the future. May I do so?

¨ Yes ¨ No ¨ Refused

Communities are encouraged to think of additional questions that may be relevant to the programs being operated or your specific local context. This may include questions related to:

• military service and nature of discharge

• ageing out of care• mobility issues

• legal status in country• income and source of it• current restrictions on where a

person can legally reside

• children that may reside with the adult at some point in the future

• safety planning




9

Appendix A: About the VI-SPDATThe HEARTH Act and federal regulations require communities to have an assessment tool for coordinated entry - and the VI-SPDAT and SPDAT meet these requirements. Many communities have struggled to comply with this requirement, which demands an investment of considerable time, resources and exper-tise. Others are making it up as they go along, using “gut instincts” in lieu of solid evidence. Communities need practical, evidence-informed tools that enhance their ability to to satisfy federal regulations and quickly implement an effective approach to access and assessment. The VI-SPDAT is a first-of-its-kind tool designed to fill this need, helping communities end homelessness in a quick, strategic fashion.

The VI-SPDATThe VI-SPDAT was initially created by combining the elements of the Vulnerability Index which was cre-ated and implemented by Community Solutions broadly in the 100,000 Homes Campaign, and the SPDAT Prescreen Instrument that was part of the Service Prioritization Decision Assistance Tool. The combina-tion of these two instruments was performed through extensive research and development, and testing. The development process included the direct voice of hundreds of persons with lived experience.

The VI-SPDAT examines factors of current vulnerability and future housing stability. It follows the structure of the SPDAT assessment tool, and is informed by the same research backbone that supports the SPDAT - almost 300 peer reviewed published journal articles, government reports, clinical and quasi-clinical assessment tools, and large data sets. The SPDAT has been independently tested, as well as internally reviewed. The data overwhelmingly shows that when the SPDAT is used properly, housing outcomes are better than when no assessment tool is used.

The VI-SPDAT is a triage tool. It highlights areas of higher acuity, thereby helping to inform the type of support and housing intervention that may be most beneficial to improve long term housing outcomes. It also helps inform the order - or priority - in which people should be served. The VI-SPDAT does not make decisions; it informs decisions. The VI-SPDAT provides data that communities, service providers, and people experiencing homelessness can use to help determine the best course of action next.

Version 2Version 2 builds upon the success of Version 1 of the VI-SPDAT with some refinements. Starting in August 2014, a survey was launched of existing VI-SPDAT users to get their input on what should be amended, improved, or maintained in the tool. Analysis was completed across all of these responses. Further re-search was conducted. Questions were tested and refined over several months, again including the direct voice of persons with lived experience and frontline practitioners. Input was also gathered from senior government officials that create policy and programs to help ensure alignment with guidelines and fund-ing requirements.

You will notice some differences in Version 2 compared to Version 1. Namely:• it is shorter, usually taking less than 7 minutes to complete;• subjective elements through observation are now gone, which means the exact same instrument can

be used over the phone or in-person;• medical, substance use, and mental health questions are all refined;• you can now explicitly see which component of the full SPDAT each VI-SPDAT question links to; and,• the scoring range is slightly different (Don’t worry, we can provide instructions on how these relate to

results from Version 1).




10

Appendix B: Where the VI-SPDAT is being used in the United StatesSince the VI-SPDAT is provided completely free of charge, and no training is required, any community is able to use the VI-SPDAT without the explicit permission of Community Solutions or OrgCode Consulting, Inc. As a result, the VI-SPDAT is being used in more communities than we know of. It is also being used in Canada and Australia.




11

A partial list of continua of care (CoCs) in the US where we know the VI-SPDAT is being used includes:Alabama• Parts of Alabama Balance of

StateArizona• StatewideCalifornia• San Jose/Santa Clara City &

County• San Francisco• Oakland/Alameda County• Sacramento City & County• Richmond/Contra Costa

County• Watsonville/Santa Cruz City &

County• Fresno/Madera County• Napa City & County• Los Angeles City & County• San Diego• Santa Maria/Santa Barbara

County• Bakersfield/Kern County• Pasadena• Riverside City & County• Glendale• San Luis Obispo CountyColorado• Metropolitan Denver

Homeless Initiative• Parts of Colorado Balance of

StateConnecticut• Hartford• Bridgeport/Stratford/Fairfield• Connecticut Balance of State• Norwalk/Fairfield County• Stamford/Greenwich• City of Waterbury

District of Columbia• District of ColumbiaFlorida• Sarasota/Bradenton/

Manatee, Sarasota Counties• Tampa/Hillsborough County• St. Petersburg/Clearwater/

Largo/Pinellas County• Tallahassee/Leon County• Orlando/Orange, Osceola,

Seminole Counties• Gainesville/Alachua, Putnam

Counties• Jacksonville-Duval, Clay

Counties• Palm Bay/Melbourne/Brevard

County• Ocala/Marion County• Miami/Dade County• West Palm Beach/Palm Beach

CountyGeorgia• Atlanta County• Fulton County• Columbus-Muscogee/Russell

County• Marietta/Cobb County• DeKalb CountyHawaii• HonoluluIllinois• Rockford/Winnebago, Boone

Counties• Waukegan/North Chicago/

Lake County• Chicago• Cook CountyIowa• Parts of Iowa Balance of StateKansas• Kansas City/Wyandotte

CountyKentucky• Louisville/Jefferson County

Louisiana• Lafayette/Acadiana• Shreveport/Bossier/

Northwest• New Orleans/Jefferson Parish• Baton Rouge• Alexandria/Central Louisiana

CoCMassachusetts• Cape Cod Islands• Springfield/Holyoke/

Chicopee/Westfield/Hampden County

Maryland• Baltimore City• Montgomery CountyMaine• StatewideMichigan• StatewideMinnesota• Minneapolis/Hennepin County• Northwest Minnesota• Moorhead/West Central

Minnesota• Southwest MinnesotaMissouri• St. Louis County • St. Louis City • Joplin/Jasper, Newton

Counties• Kansas City/Independence/

Lee’s Summit/Jackson County• Parts of Missouri Balance of

StateMississippi• Jackson/Rankin, Madison

Counties• Gulf Port/Gulf Coast RegionalNorth Carolina• Winston Salem/Forsyth

County• Asheville/Buncombe County• Greensboro/High Point

North Dakota• StatewideNebraska• StatewideNew Mexico• StatewideNevada• Las Vegas/Clark CountyNew York• New York City• Yonkers/Mount Vernon/New

Rochelle/Westchester CountyOhio• Toledo/Lucas County• Canton/Massillon/Alliance/

Stark CountyOklahoma• Tulsa City & County/Broken

Arrow• Oklahoma City• Norman/Cleveland CountyPennsylvania• Philadelphia• Lower Marion/Norristown/

Abington/Montgomery County• Allentown/Northeast

Pennsylvania• Lancaster City & County• Bristol/Bensalem/Bucks

County• Pittsburgh/McKeesport/Penn

Hills/Allegheny CountyRhode Island • StatewideSouth Carolina• Charleston/Low Country• Columbia/MidlandsTennessee• Chattanooga/Southeast

Tennessee• Memphis/Shelby County• Nashville/Davidson County

Texas• San Antonio/Bexar County• Austin/Travis County• Dallas City & County/Irving• Fort Worth/Arlington/Tarrant

County• El Paso City and County• Waco/McLennan County• Texas Balance of State• Amarillo• Wichita Falls/Wise, Palo Pinto,

Wichita, Archer Counties• Bryan/College Station/Brazos

Valley• Beaumont/Port Arthur/South

East TexasUtah• StatewideVirginia• Richmond/Henrico,

Chesterfield, Hanover Counties

• Roanoke City & County/Salem• Virginia Beach• Portsmouth• Virginia Balance of State• Arlington CountyWashington• Seattle/King County• Spokane City & CountyWisconsin• StatewideWest Virginia• StatewideWyoming• Wyoming Statewide is in the

process of implementing


(VI-SPDAT)

Prescreen Triage Tool for Families

AMERICAN VERSION 2.0




FAMILIES AMERICAN VERSION 2.0

2


More communities using the tool means there is an unprecedented demand for versions of the SPDAT, customized for specific client groups or types of users. With the release of SPDAT V4, there have been more current versions of SPDAT products than ever before.

VI-SPDAT SeriesThe Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) was developed as a pre-screening tool for communities that are very busy and do not have the resources to conduct a full SPDAT assessment for every client. It was made in collaboration with Community Solutions, creators of the Vulnerability Index, as a brief survey that can be conducted to quickly determine whether a client has high, moderate, or low acuity. The use of this survey can help prioritize which clients should be given a full SPDAT assessment first. Because it is a self-reported survey, no special training is required to use the VI-SPDAT.

Current versions available:• VI-SPDAT V 2.0 for Individuals• VI-SPDAT V 2.0 for Families• VI-SPDAT V �.0 for Youth



SPDAT SeriesThe Service Prioritization Decision Assistance Tool (SPDAT) was developed as an assessment tool for front-line workers at agencies that work with homeless clients to prioritize which of those clients should receive assistance first. The SPDAT tools are also designed to help guide case management and improve housing stability outcomes. They provide an in-depth assessment that relies on the assessor’s ability to interpret responses and corroborate those with evidence. As a result, this tool may only be used by those who have received proper, up-to-date training provided by OrgCode Consulting, Inc. or an OrgCode certified trainer.

Current versions available:• SPDAT V 4.0 for Individuals• SPDAT V �.0 for Families• SPDAT V �.0 for Youth



mailto:info%40orgcode.com?subject=Inquiry%20%28Honest%20Monthly%20Budget%29

http://www.orgcode.com


www.orgcode.com/products/spdat




3

SPDAT Training SeriesTo use the SPDAT, training by OrgCode or an OrgCode certified trainer is required. We provide training on a wide variety of topics over a variety of mediums.









http://www.orgcode.com/product-category/training/spdat




4

AdministrationInterviewer’s Name

Agency

¨ Team ¨ Staff ¨ Volunteer

Survey DateDD/MM/YYYY / /

Survey Time : AM/PM

Survey Location

Opening ScriptEvery assessor in your community regardless of organization completing the VI-SPDAT should use the same introductory script. In that script you should highlight the following information:• the name of the assessor and their affiliation (organization that employs them, volunteer as part of a

Point in Time Count, etc.)• the purpose of the VI-SPDAT being completed• that it usually takes less than 7 minutes to complete• that only “Yes,” “No,” or one-word answers are being sought• that any question can be skipped or refused• where the information is going to be stored• that if the participant does not understand a question that clarification can be provided• the importance of relaying accurate information to the assessor and not feeling that there is a correct

or preferred answer that they need to provide, nor information they need to conceal

Basic Information

PARE

NT 1

First Name

Nickname

Last Name

In what language do you feel best able to express yourself? Date of Birth Age Social Security Number Consent to participateDD/MM/YYYY / / ¨ Yes ¨ No

PARE

NT 2

¨ No second parent currently part of the householdFirst Name

Nickname

Last Name

In what language do you feel best able to express yourself? Date of Birth Age Social Security Number Consent to participateDD/MM/YYYY / / ¨ Yes ¨ No

IF EITHER HEAD OF HOUSEHOLD IS 60 YEARS OF AGE OR OLDER, THEN SCORE 1.SCORE:






5

Children1. How many children under the age of 18 are currently with you? ¨ Refused 2. How many children under the age of 18 are not currently with

your family, but you have reason to believe they will be joining you when you get housed?

¨ Refused

3. IF HOUSEHOLD INCLUDES A FEMALE: Is any member of the family currently pregnant?


4. Please provide a list of children’s names and ages:First Name Last Name Age Date of

Birth

IF THERE IS A SINGLE PARENT WITH 2+ CHILDREN, AND/OR A CHILD AGED 11 OR YOUNGER, AND/OR A CURRENT PREGNANCY, THEN SCORE 1 FOR FAMILY SIZE.IF THERE ARE TWO PARENTS WITH 3+ CHILDREN, AND/OR A CHILD AGED 6 OR YOUNGER, AND/OR A CURRENT PREGNANCY, THEN SCORE 1 FOR FAMILY SIZE.

SCORE:

A. History of Housing and Homelessness5. Where do you and your family sleep most frequently? (check

one) ¨ Shelters ¨ Transitional Housing ¨ Safe Haven ¨ Outdoors ¨ Other (specify): ¨ Refused

IF THE PERSON ANSWERS ANYTHING OTHER THAN “SHELTER”, “TRANSITIONAL HOUSING”, OR “SAFE HAVEN”, THEN SCORE 1.

SCORE:

6. How long has it been since you and your family lived in permanent stable housing?

¨ Refused

7. In the last three years, how many times have you and your family been homeless?

¨ Refused

IF THE FAMILY HAS EXPERIENCED 1 OR MORE CONSECUTIVE YEARS OF HOMELESSNESS, AND/OR 4+ EPISODES OF HOMELESSNESS, THEN SCORE 1.

SCORE:






6

B. Risks8. In the past six months, how many times have you or anyone in your family...

a) Received health care at an emergency department/room? ¨ Refusedb) Taken an ambulance to the hospital? ¨ Refused c) Been hospitalized as an inpatient? ¨ Refused d) Used a crisis service, including sexual assault crisis, mental

health crisis, family/intimate violence, distress centers and suicide prevention hotlines?

¨ Refused

e) Talked to police because they witnessed a crime, were the victim of a crime, or the alleged perpetrator of a crime or because the police told them that they must move along?

¨ Refused

f) Stayed one or more nights in a holding cell, jail or prison, whether that was a short-term stay like the drunk tank, a longer stay for a more serious offence, or anything in between?

¨ Refused

IF THE TOTAL NUMBER OF INTERACTIONS EQUALS 4 OR MORE, THEN SCORE 1 FOR EMERGENCY SERVICE USE.

SCORE:

9. Have you or anyone in your family been attacked or beaten up since they’ve become homeless?


10. Have you or anyone in your family threatened to or tried to harm themself or anyone else in the last year?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF HARM.SCORE:

11. Do you or anyone in your family have any legal stuff going on right now that may result in them being locked up, having to pay fines, or that make it more difficult to rent a place to live?


IF “YES,” THEN SCORE 1 FOR LEGAL ISSUES.SCORE:

12. Does anybody force or trick you or anyone in your family to do things that you do not want to do?


13. Do you or anyone in your family ever do things that may be considered to be risky like exchange sex for money, run drugs for someone, have unprotected sex with someone they don’t know, share a needle, or anything like that?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR RISK OF EXPLOITATION.SCORE:






7

C. Socialization & Daily Functioning14. Is there any person, past landlord, business, bookie, dealer,

or government group like the IRS that thinks you or anyone in your family owe them money?


15. Do you or anyone in your family get any money from the government, a pension, an inheritance, working under the table, a regular job, or anything like that?


IF “YES” TO QUESTION 1� OR “NO” TO QUESTION 1�, THEN SCORE 1 FOR MONEY MANAGEMENT.

SCORE:

16. Does everyone in your family have planned activities, other than just surviving, that make them feel happy and fulfilled?


IF “NO,” THEN SCORE 1 FOR MEANINGFUL DAILY ACTIVITY.SCORE:

17. Is everyone in your family currently able to take care of basic needs like bathing, changing clothes, using a restroom, getting food and clean water and other things like that?


IF “NO,” THEN SCORE 1 FOR SELF-CARE.SCORE:

18. Is your family’s current homelessness in any way caused by a relationship that broke down, an unhealthy or abusive relationship, or because other family or friends caused your family to become evicted?


IF “YES,” THEN SCORE 1 FOR SOCIAL RELATIONSHIPS.SCORE:

D. Wellness19. Has your family ever had to leave an apartment, shelter

program, or other place you were staying because of the physical health of you or anyone in your family?


20. Do you or anyone in your family have any chronic health issues with your liver, kidneys, stomach, lungs or heart?


21. If there was space available in a program that specifically assists people that live with HIV or AIDS, would that be of interest to you or anyone in your family?


22. Does anyone in your family have any physical disabilities that would limit the type of housing you could access, or would make it hard to live independently because you’d need help?


23. When someone in your family is sick or not feeling well, does your family avoid getting medical help?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR PHYSICAL HEALTH.SCORE:






8

24. Has drinking or drug use by you or anyone in your family led your family to being kicked out of an apartment or program where you were staying in the past?


25. Will drinking or drug use make it difficult for your family to stay housed or afford your housing?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR SUBSTANCE USE.SCORE:

26. Has your family ever had trouble maintaining your housing, or been kicked out of an apartment, shelter program or other place you were staying, because of:a) A mental health issue or concern? ¨ Y ¨ N ¨ Refusedb) A past head injury? ¨ Y ¨ N ¨ Refusedc) A learning disability, developmental disability, or other

impairment? ¨ Y ¨ N ¨ Refused

27. Do you or anyone in your family have any mental health or brain issues that would make it hard for your family to live independently because help would be needed?


IF “YES” TO ANY OF THE ABOVE, THEN SCORE 1 FOR MENTAL HEALTH.SCORE:

28. IF THE FAMILY SCORED 1 EACH FOR PHYSICAL HEALTH, SUBSTANCE USE, AND MENTAL HEALTH: Does any single member of your household have a medical condition, mental health concerns, and experience with SUREOHPDWLF�substance use?

¨ Y ¨ N ¨ N/A or Refused

IF “YES”, SCORE 1 FOR TRI-MORBIDITY.SCORE:

29. Are there any medications that a doctor said you or anyone in your family should be taking that, for whatever reason, they are not taking?


30. Are there any medications like painkillers that you or anyone in your family don’t take the way the doctor prescribed or where they sell the medication?


IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR MEDICATIONS.SCORE:

31. YES OR NO: Has your family’s current period of homelessness been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you or anyone in your family have experienced?


IF “YES”, SCORE 1 FOR ABUSE AND TRAUMA.SCORE:






9

E. Family Unit32. Are there any children that have been removed from the

family by a child protection service within the last 180 days? ¨ Y ¨ N ¨ Refused

33. Do you have any family legal issues that are being resolved in court or need to be resolved in court that would impact your housing or who may live within your housing?


IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR FAMILY LEGAL ISSUES.SCORE:

34. In the last 180 days have any children lived with family or friends because of your homelessness or housing situation?


35. Has any child in the family experienced abuse or trauma in the last 180 days?


36. IF THERE ARE SCHOOL-AGED CHILDREN: Do your children attend school more often than not each week?


IF “YES” TO ANY OF QUESTIONS 34 OR 35, OR “NO” TO QUESTION 36, SCORE 1 FOR NEEDS OF CHILDREN.

SCORE:

37. Have the members of your family changed in the last 180 days, due to things like divorce, your kids coming back to live with you, someone leaving for military service or incarceration, a relative moving in, or anything like that?


38. Do you anticipate any other adults or children coming to live with you within the first 180 days of being housed?


IF “YES” TO ANY OF THE ABOVE, SCORE 1 FOR FAMILY STABILITY.SCORE:

39. Do you have two or more planned activities each week as a family such as outings to the park, going to the library, visiting other family, watching a family movie, or anything like that?


40. After school, or on weekends or days when there isn’t school, is the total time children spend each day where there is no interaction with you or another responsible adult...a) 3 or more hours per day for children aged 13 or older? ¨ Y ¨ N ¨ Refusedb) 2 or more hours per day for children aged 12 or younger? ¨ Y ¨ N ¨ Refused

41. IF THERE ARE CHILDREN BOTH 12 AND UNDER & 13 AND OVER: Do your older kids spend 2 or more hours on a typical day helping their younger sibling(s) with things like getting ready for school, helping with homework, making them dinner, bathing them, or anything like that?


IF “NO” TO QUESTION 39, OR “YES” TO ANY OF QUESTIONS 40 OR 41, SCORE 1 FOR PARENTAL ENGAGEMENT.

SCORE:






10

Scoring SummaryDOMAIN SUBTOTAL RESULTS

PRE-SURVEY /2Score: Recommendation:

0-3 no housing intervention4-8 an assessment for Rapid

Re-Housing9+ an assessment for Permanent

Supportive Housing/Housing First

A. HISTORY OF HOUSING & HOMELESSNESS /2B. RISKS /4C. SOCIALIZATION & DAILY FUNCTIONS /4D. WELLNESS /6E. FAMILY UNIT /4

GRAND TOTAL: /22

Follow-Up QuestionsOn a regular day, where is it easiest to find you and what time of day is easiest to do so?

place:

time: : or Morning/Afternoon/Evening/NightIs there a phone number and/or email where someone can safely get in touch with you or leave you a message?

phone: ( ) -

email: Ok, now I’d like to take your picture so that it is easier to find you and confirm your identity in the future. May I do so?

¨ Yes ¨ No ¨ Refused

Communities are encouraged to think of additional questions that may be relevant to the programs being operated or your specific local context. This may include questions related to:• military service and nature of discharge• ageing out of care• mobility issues• legal status in country• income and source of it• current restrictions on where a person can legally reside• children that may reside with the adult at some point in the future• safety planning






11

Appendix A: About the VI-SPDATThe HEARTH Act and federal regulations require communities to have an assessment tool for coordinated entry - and the VI-SPDAT and SPDAT meet these requirements. Many communities have struggled to comply with this requirement, which demands an investment of considerable time, resources and exper-tise. Others are making it up as they go along, using “gut instincts” in lieu of solid evidence. Communities need a practical, evidence-informed way to satisfy federal regulations while quickly implementing an effective approach to access and assessment. The VI-SPDAT is a first-of-its-kind tool designed to fill this need, helping communities end homelessness in a quick, strategic fashion.

The VI-SPDATThe VI-SPDAT was initially created by combining the elements of the Vulnerability Index which was cre-ated and implemented by Community Solutions broadly in the 100,000 Homes Campaign, and the SPDAT Prescreen Instrument that was part of the Service Prioritization Decision Assistance Tool. The combina-tion of these two instruments was performed through extensive research and development, and testing. The development process included the direct voice of hundreds of persons with lived experience.

The VI-SPDAT examines factors of current vulnerability and future housing stability. It follows the structure of the SPDAT assessment tool, and is informed by the same research backbone that supports the SPDAT - almost 300 peer reviewed published journal articles, government reports, clinical and quasi-clinical assessment tools, and large data sets. The SPDAT has been independently tested, as well as internally reviewed. The data overwhelmingly shows that when the SPDAT is used properly, housing outcomes are better than when no assessment tool is used.

The VI-SPDAT is a triage tool. It highlights areas of higher acuity, thereby helping to inform the type of support and housing intervention that may be most beneficial to improve long term housing outcomes. It also helps inform the order - or priority - in which people should be served. The VI-SPDAT does not make decisions; it informs decisions. The VI-SPDAT provides data that communities, service providers, and people experiencing homelessness can use to help determine the best course of action next.

Version 2Version 2 builds upon the success of Version 1 of the VI-SPDAT with some refinements. Starting in August 2014, a survey was launched of existing VI-SPDAT users to get their input on what should be amended, improved, or maintained in the tool. Analysis was completed across all of these responses. Further re-search was conducted. Questions were tested and refined over several months, again including the direct voice of persons with lived experience and frontline practitioners. Input was also gathered from senior government officials that create policy and programs to help ensure alignment with guidelines and fund-ing requirements.

You will notice some differences in Version 2 compared to Version 1. Namely:• it is shorter, usually taking less than 7 minutes to complete;• subjective elements through observation are now gone, which means the exact same instrument can

be used over the phone or in-person;• medical, substance use, and mental health questions are all refined;• you can now explicitly see which component of the full SPDAT each VI-SPDAT question links to; and,• the scoring range is slightly different (Don’t worry, we can provide instructions on how these relate to

results from Version 1).






12

Appendix B: Where the VI-SPDAT is being used in the United StatesSince the VI-SPDAT is provided completely free of charge, and no training is required, any community is able to use the VI-SPDAT without the explicit permission of Community Solutions or OrgCode Consulting, Inc. As a result, the VI-SPDAT is being used in more communities than we know of. It is also being used in Canada and Australia.




13

A partial list of continua of care (CoCs) in the US where we know the VI-SPDAT is being used includes:Alabama• Parts of Alabama Balance of

StateArizona• StatewideCalifornia• San Jose/Santa Clara City &

County• San Francisco• Oakland/Alameda County• Sacramento City & County• Richmond/Contra Costa

County• Watsonville/Santa Cruz City &

County• Fresno/Madera County• Napa City & County• Los Angeles City & County• San Diego• Santa Maria/Santa Barbara

County• Bakersfield/Kern County• Pasadena• Riverside City & County• Glendale• San Luis Obispo CountyColorado• Metropolitan Denver

Homeless Initiative• Parts of Colorado Balance of

StateConnecticut• Hartford• Bridgeport/Stratford/Fairfield• Connecticut Balance of State• Norwalk/Fairfield County• Stamford/Greenwich• City of Waterbury

District of Columbia• District of ColumbiaFlorida• Sarasota/Bradenton/

Manatee, Sarasota Counties• Tampa/Hillsborough County• St. Petersburg/Clearwater/

Largo/Pinellas County• Tallahassee/Leon County• Orlando/Orange, Osceola,

Seminole Counties• Gainesville/Alachua, Putnam

Counties• Jacksonville-Duval, Clay

Counties• Palm Bay/Melbourne/Brevard

County• Ocala/Marion County• Miami/Dade County• West Palm Beach/Palm Beach

CountyGeorgia• Atlanta County• Fulton County• Columbus-Muscogee/Russell

County• Marietta/Cobb County• DeKalb CountyHawaii• HonoluluIllinois• Rockford/Winnebago, Boone

Counties• Waukegan/North Chicago/

Lake County• Chicago• Cook CountyIowa• Parts of Iowa Balance of StateKansas• Kansas City/Wyandotte

CountyKentucky• Louisville/Jefferson County

Louisiana• Lafayette/Acadiana• Shreveport/Bossier/

Northwest• New Orleans/Jefferson Parish• Baton Rouge• Alexandria/Central Louisiana

CoCMassachusetts• Cape Cod Islands• Springfield/Holyoke/

Chicopee/Westfield/Hampden County

Maryland• Baltimore City• Montgomery CountyMaine• StatewideMichigan• StatewideMinnesota• Minneapolis/Hennepin County• Northwest Minnesota• Moorhead/West Central

Minnesota• Southwest MinnesotaMissouri• St. Louis County • St. Louis City • Joplin/Jasper, Newton

Counties• Kansas City/Independence/

Lee’s Summit/Jackson County• Parts of Missouri Balance of

StateMississippi• Jackson/Rankin, Madison

Counties• Gulf Port/Gulf Coast RegionalNorth Carolina• Winston Salem/Forsyth

County• Asheville/Buncombe County• Greensboro/High Point

North Dakota• StatewideNebraska• StatewideNew Mexico• StatewideNevada• Las Vegas/Clark CountyNew York• New York City• Yonkers/Mount Vernon/New

Rochelle/Westchester CountyOhio• Toledo/Lucas County• Canton/Massillon/Alliance/

Stark CountyOklahoma• Tulsa City & County/Broken

Arrow• Oklahoma City• Norman/Cleveland CountyPennsylvania• Philadelphia• Lower Marion/Norristown/

Abington/Montgomery County• Allentown/Northeast

Pennsylvania• Lancaster City & County• Bristol/Bensalem/Bucks

County• Pittsburgh/McKeesport/Penn

Hills/Allegheny CountyRhode Island • StatewideSouth Carolina• Charleston/Low Country• Columbia/MidlandsTennessee• Chattanooga/Southeast

Tennessee• Memphis/Shelby County• Nashville/Davidson County

Texas• San Antonio/Bexar County• Austin/Travis County• Dallas City & County/Irving• Fort Worth/Arlington/Tarrant

County• El Paso City and County• Waco/McLennan County• Texas Balance of State• Amarillo• Wichita Falls/Wise, Palo Pinto,

Wichita, Archer Counties• Bryan/College Station/Brazos

Valley• Beaumont/Port Arthur/South

East TexasUtah• StatewideVirginia• Richmond/Henrico,

Chesterfield, Hanover Counties

• Roanoke City & County/Salem• Virginia Beach• Portsmouth• Virginia Balance of State• Arlington CountyWashington• Seattle/King County• Spokane City & CountyWisconsin• StatewideWest Virginia• StatewideWyoming• Wyoming Statewide is in the

process of implementing

Attachment 1C-7:

PHA Homeless Preference

Includes: • MSHDA Administrative Plan • MSHDA Homeless Preference Policies & Procedures

Applicable sections are highlighted in yellow

Chapter 4

© Copyright 2020 Nan McKay & Associates, Inc. MSHDA – Admin Plan – September 3, 2021

Previous Versions Obsolete

Unlimited copies may be made for internal use.

Page 4-1

APPLICATIONS, WAITING LIST AND TENANT SELECTION

INTRODUCTION

When a family wishes to receive assistance, under the HCV program, the family must submit an

application that provides MSHDA with the information needed to determine the family’s

eligibility. HUD requires MSHDA to place all families that apply for assistance on a waiting list.

When HCV assistance becomes available, MSHDA must select families from the waiting list in

accordance with HUD requirements and MSHDA policies as stated in the administrative plan

and the annual plan.

MSHDA is required to adopt clear policies and procedures for accepting applications, placing

families on the waiting list, and selecting families from the waiting list, and must follow these

policies and procedures consistently. The actual order in which families are selected from the

waiting list can be affected if a family has certain characteristics designated by HUD or MSHDA

that justify their selection. Examples of this are the selection of families for income targeting and

the selection of families that qualify for targeted funding.

HUD regulations require that all families have an equal opportunity to apply for and receive

housing assistance, and that MSHDA affirmatively further fair housing goals in the

administration of the program [24 CFR 982.53, HCV GB p. 4-1]. Adherence to the selection

policies described in this chapter ensures that MSHDA will be in compliance with all relevant

fair housing requirements, as described in Chapter 2.

This chapter describes HUD and MSHDA policies for taking applications, managing the waiting

list and selecting families for HCV assistance. The policies outlined in this chapter are organized

into three sections, as follows:

Part I: The Application Process. This part provides an overview of the application process

and discusses how applicants can obtain and submit applications. It also specifies how

MSHDA will handle the applications it receives.

Part II: Managing the Waiting List. This part presents the policies that govern how

MSHDA’s waiting list is structured, when it is opened and closed, and how the public is

notified of the opportunity to apply for assistance. It also discusses the process MSHDA

will use to keep the waiting list current.

Part III: Selection for HCV Assistance. This part describes the policies that guide

MSHDA in selecting families for HCV assistance as such assistance becomes available.

It also specifies how MSHDA will obtain information needed to make a final eligibility

determination.

PART I: THE APPLICATION PROCESS

4-I.A. OVERVIEW

This part describes MSHDA’s policies for making applications available, accepting applications

making preliminary determinations of eligibility, and the placement of applicants on the waiting

list. This part also describes MSHDA’s obligation to ensure the accessibility of the application

process to elderly persons, people with disabilities, and people with limited English proficiency

(LEP).

mitchba

Highlight

Chapter 4

© Copyright 2020 Nan McKay & Associates, Inc. MSHDA – Admin Plan – September 3, 2021


Unlimited copies may be made for internal use.

Page 4-9

qualify within the targeted funding category. Within this category of families, the order in which

such families are assisted is determined according to the policies provided in Section 4-III.C.

MSHDA Policy

MSHDA administers the following types of targeted funding:

• Veterans Assistance Supportive Housing (VASH)

• Non-Elderly Disabled (NED) (formerly Mainstream I)

• Mainstream Voucher Program (non-elderly and disabled)

• Family Unification Program (FUP)

• Emergency Housing Vouchers (EHV)

Regular HCV Funding

Regular HCV funding may be used to assist any eligible family on the waiting list. Families are

selected from the waiting list according to the policies provided in Section 4-III.C.

4-III.C. SELECTION METHOD

MSHDA must describe the method for selecting applicant families from the waiting list,

including the system of admission preferences that MSHDA will use [24 CFR 982.202(d)].

Local Preferences [24 CFR 982.207; HCV p. 4-16]

MSHDA is permitted to establish local preferences, and to give priority to serving families that

meet those criteria. HUD specifically authorizes and places restrictions on certain types of local

preferences. HUD also permits MSHDA to establish other local preferences, at its discretion.

Any local preferences established must be consistent with MSHDA plan and the consolidated

plan and must be based on local housing needs and priorities that can be documented by

generally accepted data sources.

MSHDA Policy

MSHDA will offer a preference to any family that has been terminated from its Housing

Choice Voucher (HCV) program due to insufficient program funding. These families will

be drawn before all other waiting list preferences once program funding is reinstated to

sufficient levels as determined by MSHDA.

A homeless preference is only assigned to the applicants on the HCV waiting list who are

also a Michigan resident.

Applicants will be sorted and drawn in the following hierarchy of HCV Waiting List

Preferences:

1. Homeless County of Application Residency (Applicant who is homeless and is living

or working in the county of application)

In general, the homeless preference is valid for 120 days. In order to retain the

homeless preference, the homeless service agency must recertify that the applicant

meets the homeless preference every 120 days while on the HCV waiting list.

2. Disabled County of Application Residency (Applicant who is disabled and is living

or working in the county of application)

mitchba

Highlight

mitchba

Highlight

mitchba

Highlight

HOUSING CHOICE VOUCHER (HCV) Homeless Preference Policy and Procedures

MSHDA HCV Homeless Preference Policy and Procedures (02/26/21) Page 1 of 5

The purpose of the Homeless Preference for MSHDA’s Housing Choice Vouchers (HCVs) is to better ensure that critical, long-term housing subsidies are directed to those experiencing homelessness. It is incorporated as part of MSHDA’s Emergency Solutions Grant (ESG) program so that each community has the ability to add eligible households to HCV waitlist under this preference, utilizing it as another tool to help end homelessness.

Under MSHDA ESG funding, each Housing Assessment Resource Agency (HARA) is responsible for the addition of homeless households to HCV waitlists via Homeless Preference. The HCV waitlists are held by county, which means that some Continuums of Care (CoCs) or Local Planning Bodies (LPBs) may have multiple waitlists within the geographic coverage area. The ability to add households to the HCV waitlist is secured via completion of the Key Person Security Agreement (MSHDA Form 1796c). Only HARAs are permitted to request Key Person Security Agreements, unless otherwise requested and approved by MSHDA.

Questions or concerns? Email [email protected].

WHO QUALIFIES FOR THE HOMELESS PREFERENCE WAITLIST? • Category 1: Literally Homeless • Category 4: Fleeing/Attempting to Flee Domestic Violence • Temporary shelter with another household

o This is only permitted when a community does not have a homeless shelter available to assist the general population.

o Annual requests for approval must be made by the CoC or LPB with the ESG Exhibit 1 and submitted to MSHDA for final approval.

Applicants who are enrolled in housing assistance programs maintain their homeless status provided that:

• Assistance is term limited and does not exceed 24 months. Examples include but are not limited to Rapid Re-Housing, Tenant Based Rental Assistance, Transitional Housing, Rehabilitation or Substance Use Disorder Facility, etc.

• Applicant was qualified as category 1, 4, or, in qualified communities only, temporarily sheltered with another household prior to entry.

WHO DOES NOT QUALIFY FOR THE HOMELESS PREFERENCE WAITLIST? Including, but not limited to, any individual or family:

• Living in Permanent Supportive Housing, Shelter Plus Care, or Project Based Vouchers • Living in subsidized rental units and the subsidy does not have a specified end date • Living in a shelter, shelter-type facility, home, etc. that has not been designated to provide temporary

living arrangements • Living in a unit through the Offender Success program • Who is at risk or imminent risk of homelessness, excluding category 4 • Who is stably or permanently housed • Who is paying for their current shelter/housing on their own (ex. Paying for own hotel stay)

REQUIRED HOMELESS PREFERENCE WAITLIST DOCUMENTATION For all applicants, the following 3 items of documentation must be obtained prior to filing the HCV Homeless Preference Waitlist Application: 1. Consent for the Release of Confidential Information for the HCV Homeless Preference The Consent for the Release of Confidential Information for the HCV Homeless Preference must be signed and dated prior to filing the application. This document is valid for 12 months from the date of applicant’s signature. This document will also need the HMIS number of the applicant, unless it is a DV or Fleeing DV applicant.

mailto:[email protected]

mitchba

Highlight

mitchba

Highlight


This consent is unique to the Homeless Preference waitlist. General agency, MSHDA, or HMIS releases of information will not suffice for the purposes of this release of information and cannot take the place of this release of information.

2. Proof of Residency in the County of Application

HARA staff must verify that the head of household, spouse, or co-head is living or working in the county for which they are applying. This verification can be documented as outlined below.

Proof of Residency can be in the form of Proof of Homelessness. Both items are addressed in this documentation:

• Letter from a shelter provider for shelter verification • Letter written by HARA staff, outreach staff, or another housing or service provider that indicates

residency. This includes but is not limited to one of the following: o Observation details regarding the applicant’s primary nighttime residence o Verification of an applicant’s participation in a housing assistance program o Verification of temporary shelter with another household with the host household

If, for any reason, the following above items are not utilized for proof of homelessness, a valid copy of one of the following provides proof that the head of household, spouse, or co-head currently lives in the County:

• Driver’s license, State ID card, Medicaid card, Social Security printout letter, or voter’s registration card • If the applicant is not residing in his/her resident county, HARA staff must explain why the applicant is

currently staying in one county but applying for assistance in another

A valid copy of one of the following provides proof that the head of household, spouse, or co-head currently works in the County:

• A letter from the employer stating the applicant is employed in the County • A letter from the employer stating the applicant will be employed in the County. A start date for

employment must be within 60 calendar days of the date of application. • A copy of a valid paycheck stub with the employer’s address showing the business is in the County. The

paycheck stub must be dated within 60 calendar days of the date of application.

3. Proof of Homelessness HARAs can secure proof of homelessness in a number of ways. The general order of priority for obtaining evidence is: third-party documentation first, intake worker observations second, and certification by the individual or family seeking assistance third. Proof of homelessness documentation must be created and dated the same day as the homeless verification date. Proof of homelessness can be documented in one of the following ways:

• Homeless verification date (the date that the household’s homelessness was observed or verified); AND

• Details regarding the applicant’s primary nighttime residence on the homeless verification date.

Proof of homelessness documentation must be created and dated the same day as the homeless verification date. Proof of homelessness can be documented in one of the following ways:

• Agency letterhead with signature and printed name of the verifier; OR • Email from an agency email address embedded with the verifiers name, contact information, and

agency email signature (see example on next page),* OR • Self-certification of homelessness completed by the household (see MSHDA ESG Self-Certification

form).

https://www.michigan.gov/documents/mshda/ESG_Self-Certification_703489_7.pdf



Agency Email Example:

Not Approved Approved Thanks, John ABC Agency

Thanks, John Doe, Position Title ABC Agency Name and/or Logo Phone Number

*Please note: The date the email is sent must match the homeless verification date. Emails should be saved electronically and/or printed for the physical client file. Applications to the HCV Homeless Preference waitlist must be filed within five (5) business days from the homeless verification date.

Proof of homelessness for the applicant’s primary nighttime residence at the time of application is required for the Homeless Preference waitlist. This proof is only required for the date observed or verified. If the applicant has a history of homelessness, it is not necessary to supply or include the entire history.

Category 1: Literally Homeless Individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:

• Place Not Meant for Human Habitation A public or private place not meant for, or ordinarily used as a regular sleeping accommodation for human beings, including street, sidewalk, car, park, abandoned building, bus station, airport, or camp ground.

• Emergency Shelter A publicly or privately-owned emergency shelter designated to provide temporary living accommodations.

• Hotel or Motel paid for by a Charitable Organization or Federal, State, and Local Government Program

• Exiting an Institutional Care Facility (i.e., jail, substance abuse treatment facility, mental health treatment facility, hospital, or other similar facility); stay must be 90 days or less and resided in a shelter or place not meant for human habitation before entering the institution.

• Transitional Housing A project that is designed to provide housing and appropriate supportive services to homeless persons to facilitate movement to independent living.

Required Documentation for the HCV Homeless Preference Waitlist

- Written observation by a street outreach worker or HARA staff member; OR o Example: “I, staff name, on date observed that client name is residing at/in location

description. I have verified that physical description is in this County. In my professional opinion, this is client name’s primary nighttime residence and is a public or private place not meant for human habitation.”

- Written letter from emergency shelter provider for emergency shelter verification that denotes date(s) of stay; OR

- Written referral by another housing or service provider; OR - Self-certification of homelessness completed by the household (see MSHDA ESG Self-Certification

form).




Category 4: Fleeing/Attempting to Flee DV Any individual or family who is fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, trafficking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, that has either taken place in the individual’s or family’s primary nighttime residence or has made the individual or family afraid to return to their primary or nighttime residence, and they have no other residence. Required Documentation for the HCV Homeless Preference Waitlist

- Letter from a Domestic Violence Service Provider stating the applicant is fleeing or attempting to flee; OR

- Court documentation; OR - Self-certification of homelessness completed by the household (see MSHDA ESG Self-Certification

form).

Pre-approved CoCs and LPBs can also add households to the HCV Homeless Preference waitlist if they are temporarily sheltered with another household (also known as “doubled up”). This is only permitted when a community does not have a homeless shelter available to assist the general population. Annual requests for approval must be made by the CoC or LPB within the ESG Exhibit 1 and submitted to MSHDA for final approval.

Temporary Shelter with Another Household Individual or family who must vacate their primary nighttime residence, provided that:

• Their primary nighttime residence is with another household; AND • Residence will be lost within 14 days; AND • No subsequent residence has been identified and the individual or family lacks the resources or

support networks needed to obtain other permanent housing. Required Documentation for the HCV Homeless Preference Waitlist

- Letter from the host with phone number and address stating the applicant must vacate the residence within 14 days; AND

- HARA verification with the host that all provided host information is true and accurate, the situation described in the letter is true; AND

- A self-certification from the household or HARA staff certification of items in the first two bullets in the definition above.

RECERTIFICATION Recertification must be completed every 120 days for an applicant to remain on the HCV Homeless Preference waitlist. Updated and current proof of homelessness and proof of residency must be obtained in order to verify the re-certification. Once the documentation is obtained, re-certification can be completed in the applicant portal within 30 days prior to the application expiration. If an applicant is not recertified within 30 days of the application expiration, the system will automatically remove the applicant on their expiration date. The automatic removal will result in a letter being sent to the applicant’s address listed in the portal notifying them of the removal.

If a household that was previously certified as temporarily sheltered with another household and the recertification of homelessness is listed as the same address as the previous application, the HARA is instructed to let the application expire.




SUPPORTING DOCUMENTATION REVIEWS The HCV Homeless Preference waitlist supporting documentation is reviewed by MSHDA Homeless Solutions staff. In all circumstances, MSHDA and HARA staff should strive to maintain a Homeless Preference waitlist for qualified applicants only. The goal of the review process is to maintain the integrity of this limited resource and ensure that it is being utilized in a fair and consistent manner across the state of Michigan.

Details regarding the reviews are as follows:

• Requests will be made monthly, or as needed, via email to a designated HARA staff person from Homeless Solutions staff.

• Requests will be made for copies of the following information: o Consent for the Release of Confidential Information for the HCV Homeless Preference, o Proof of residency in the county of application, and o Proof of homelessness in the county of application.

• The review will cover completeness of forms, timeliness of applications, county of residence, and ensuring that all necessary components of proof of homelessness have been provided.

• Documentation must be sent to [email protected] or faxed to 517-763-0185 • HARA staff will be given a deadline to provide a response or request additional time. • Failure to respond or request additional time to any request for documentation or clarifying

information will result in removal of the applicant(s).

REMOVAL OF AN APPLICANT • If MSHDA Homeless Solutions staff find that an application to the HCV Homeless Preference Waitlist

was insufficiently documented or completed in error, removals will be facilitated through [email protected].

o HARA staff will be notified of the request and the removal. o It is the responsibility of HARA staff to notify the applicant of the removal.

• If HARA staff find that an applicant no longer meets eligibility requirements for any reason, an email should be sent to MSHDA’s HCV waitlist staff at [email protected] to request their removal.

o This email must include the applicants first name, last name, county of application, waitlist type (homeless), and reason for the removal request.

o It is the responsibility of the HARA staff to notify the applicant of the removal. • If HARA staff determine that a previously removed applicant qualifies for homeless preference, HARA

staff can obtain the proper documentation then complete a new application at that time. • If an applicant is not recertified within 30 days of the application expiration, the system will

automatically remove the applicant on their expiration date. The automatic removal will result in a letter being sent to the applicant’s address listed in the portal notifying them of the removal.

APPLICANT CORRECTIONS • In the event of a spelling error, corrections should be sent directly from HARA staff to

[email protected]. o This email must include the applicant’s current incorrect name spelling, and the applicants

correct first name, last name, and county of application. • In the event that an applicant is entered onto an incorrect county, an email should be sent to

[email protected]. o This email must include the applicants first name, last name, original county of application, and

the correct county of application you are requesting the applicant to be added. o This is only allowed when the county of application was an error, not when applicant relocates.






Attachment 1C-7:

PHA Moving On Preference

Includes: • MSHDA Administrative Plan • MSHDA Annual Plan for HCV Only PHA’s

Applicable sections are highlighted in yellow

Chapter 15

© Copyright 2017 Nan McKay & Associates, Inc. Admin Plan– April 1, 2021


Unlimited copies may be made for internal use

Page 15-1

SPECIAL HOUSING TYPES, PROGRAMS, AND PILOTS

[24 CFR 982 Subpart M]

INTRODUCTION

MSHDA may permit a family to use any of the special housing types discussed in this chapter.

However, MSHDA is not required to permit families receiving assistance in its jurisdiction to

use these housing types, except that MSHDA must permit use of any special housing type if

needed as a reasonable accommodation for a person with a disability. MSHDA also may limit

the number of families who receive HCV assistance in these housing types and cannot require

families to use a particular housing type. No special funding is provided for special housing

types.

MSHDA Policy

Families will only be permitted to use the homeownership and manufactured special

housing types, unless use is needed as a reasonable accommodation so that the program is

readily accessible to a person with disabilities. Other special housing types are not

permitted by MSHDA.

Special housing types include single room occupancy (SRO), congregate housing, group homes,

shared housing, cooperative housing, manufactured homes where the family owns the home and

leases the space, and homeownership [24 CFR 982.601].

This chapter consists of the following seven parts. Each part contains a description of the

housing type and any special requirements associated with it. Except as modified by this chapter,

the general requirements of the HCV program apply to special housing types.

Part I: Single Room Occupancy

Part II: Congregate Housing

Part III: Group Homes

Part IV: Shared Housing

Part V: Cooperative Housing

Part VI: Manufactured Homes (including manufactured home space rental)

Part VII: Homeownership

Part VIII: Moderate Rehabilitation Program

Part IX: Veterans Administration Supportive Housing (VASH) Program

Part X: Mainstream Voucher Program

Part XI: Moving Up (Pilot)

Part XII: Family Self-Sufficiency

Part XIII: Michigan Department of Corrections (MDOC) Initiative

Part XIV: Affordable Assisted Housing Program (AAHP) (Pilot)

Part XV: State Innovation Model (SIM) (Pilot)

mitchba

Highlight

Chapter 15

© Copyright 2017 Nan McKay & Associates, Inc. Admin Plan– April 1, 2021



Page 15-19

PART IX. HUD - VETERANS ADMINISTRATION

SUPPORTIVE HOUSING (VASH)

[Federal Register, May 6 and May 19, 2008]

The HUD-VASH program combines HUD HCV rental assistance for homeless veterans with

case management and clinical services provided by the Department of Veterans Affairs (VA) at

its medical centers and in the community. Ongoing VA case management, health, and other

supportive services is made available to homeless veterans at many VA Medical Center (VAMC)

supportive services sites across the nation. MSHDA partners with four VA Medical Centers in

Michigan: the John D. Dingell VA Medical Center in Detroit; the Oscar Johnson VA Medical

Center in Iron Mountain, the Battle Creek VA Medical Center in Battle Creek, Michigan, and the

Aleda E. Lutz VA Medical Center in Saginaw, Michigan.

MSHDA administers the Veterans Administration Supportive Housing (VASH) program by

following the above Federal Register Notices and subsequent HUD guidance.

PART X. MAINSTREAM VOUCHER PROGRAM

[24 CFR Part 982]

The Mainstream Voucher Program provides rental assistance to families that consist of a non-

elderly person with disabilities. This is defined as any family that includes a person with

disabilities who is at least 18 years of age but not yet 62.

MSHDA administers the Mainstream Voucher Program in Prosperity Regions 5, 7, 8, 9 and 10

and grants a waiting list preference for non-elderly/disabled individuals:

• residing in institutional settings and other segregated settings who want to

move to community-based integrated settings; or

• who are at risk serious risk of institutionalization; or

• who are homeless; or

• who are at risk of becoming homeless.

MSHDA has partnered with the Michigan Department of Health and Human Services (MDHHS)

on the Mainstream Voucher Program. The voucher assistance will provide the housing stability

that many individuals desperately need and MDHHS partnering agencies will provide support

services based on the individual’s needs and affiliated program (MI Choice Waiver Program,

Behavioral Health Services and Supports Program, Habilitation Supports Waiver and

Independent Living Services Program).

PART XI. MOVING UP PILOT PROGRAM

The Moving-Up Pilot Program provides Housing Choice Voucher (HCV) rental assistance to

individuals and families transitioning, or “moving up”, from Permanent Supportive Housing

(PSH) units. These are individuals that were previously homeless prior to entry into the PSH

mitchba

Highlight

mitchba

Highlight

Chapter 15

Admin Plan– April 1, 2021 © Copyright 2017 Nan McKay & Associates, Inc.



Page 15-20

program and who continue to need a housing subsidy but no longer need the intense level of

supportive services PSH provides.

In 2014, MSHDA established the pilot program in Detroit, Michigan (Wayne County). MSHDA

initially allocated up to 100 Housing Choice Vouchers (HCV) for the pilot and since then has

expanded the pilot to several other counties, thus increasing the total allocation to 710 HCVs.

MSHDA may continue to expand to additional CoCs and allocate more HCV as the program

budget allows.

PSH providers use a common assessment took to identify those individuals and families that

have reached a level of stability that makes them a good transition to the HCV Program. These

individuals and families will then be placed on a separate waiting list for this Moving-Up pilot.

MSHDA has agreed to accept referrals from a CoC PSH program or other similar state or

federally funded programs as the need arises.

XII. FAMILY SELF-SUFFICIENCY PROGRAM

[24 CFR Part 984]

MSHDA Administers a Family Self-Sufficiency Program in compliance with 24 CFR Part 984

with funding received from HUD.

PART XIII. MICHIGAN DEPARTMENT OF CORRECTIONS (MDOC) INITIATIVE

MSHDA has implemented an initiative, in collaboration with the Michigan Department of

Corrections (MDOC), that enables individuals under the supervision of the MDOC, an

opportunity for greater independence through housing and service coordination programs.

MSHDA has allocated up to 200 Housing Choice Vouchers to be used in conjunction with this

initiative. Eligible individuals are referred to the Authority’s MDOC waiting list by the MDOC

assigned referral agency. The applicant family must be willing to engage in a jointly developed

plan supporting housing and stability throughout their participation in this initiative.

PART XIV. AFFORDABLE ASSISTED HOUSING PROGRAM (AAHP)

MSHDA administers a MSHDA’s pilot program, Affordable Assisted Housing Program

(AAHP), in Macomb and Oakland Counties, which combines a HCV voucher with the Michigan

Medicaid Waiver to provide housing as an alternative to nursing home care.

PART XV. STATE INNOVATION MODEL (SIM) PILOT

MSHDA has partnered with the Michigan Department of Health and Human Services to design a

pilot program that will provide housing and supportive services to super utilizers of Medicaid

that are also experiencing homelessness.

The SIM pilot will use a small portion of MSHDA’s Housing Choice Vouchers for citizens that

have very high utilization levels of emergency departments and emergency services and are also

experiencing homelessness. The goal of the SIM pilot is to demonstrate that with housing and

supportive services that these individuals will improve their use of primary and preventative

mitchba

Highlight

mitchba

Highlight

1

ATTACHMENT A FY 2021-22 ANNUAL PHA PLAN FOR HCV ONLY PHAs

MICHIGAN STATE HOUSING DEVELOPMENT AUTHORITY (MSHDA) (MI-901)

B. Annual Plan B.1 Revision of PHA Plan Elements: Housing Needs and Strategy for Addressing Housing Needs MSHDA is dedicated to serving the needs of the homeless, very low and extremely low-income Michigan residents. This is demonstrated in its administration of the Housing Choice Voucher Program via the on-going efforts:

• designating a homeless preference for county HCV waiting lists; • designating a disabled preference for county HCV waiting lists; • commitment to the Michigan Campaign to End Homelessness; • working with partner agencies serving the elderly, families with disabilities, households of various

races and ethnic groups; • working with Continuum of Care groups across the State of Michigan. • exceeding federal income targeting requirements by establishing that 80% of new admissions must

be extremely low-income families and up to 20% of new admissions must be very low-income families. • administering the HCV VASH Program in partnership with four VA medical facility sites across the

State of Michigan (Battle Creek, Detroit, Saginaw, and Iron Mountain); • administering Mainstream 1 (now called Non-Elderly Disabled or NED) and Mainstream 5 (MS5)

vouchers; • administering the Affordable Assisted Housing Program (AAHP), in Macomb and Oakland Counties;

which combines an HCV with the Michigan Medicaid Waiver to provide housing as an alternative to nursing home care;

• expanding the 2014-2015 Moving-Up Pilot that partners with the Michigan Department of Community Health (MDCH) and provides a resource for previously homeless populations utilizing Permanent Supportive Housing; MSHDA has committed 710 vouchers for this pilot program;

• leveraging 100 vouchers with the Section 811 Project Rental Assistance Program; • creating a State Innovation Model (SIM) Pilot Program that partners with the Michigan Department of

Health and Human Services (MDHHS) to provide housing and supportive services to citizens that have very high utilization levels of emergency departments and emergency services that are also experiencing homelessness. MSHDA has committed up to 200 vouchers for this pilot program;

• administering nearly 4,000 Project-Based Vouchers in over 190 developments across the state; • offering a PBV waiting list preference in select PBV properties for Chronically Homeless, United States

Veterans, Homeless Frequent Emergency Department Users with Care Needs, Highly Vulnerable Populations and Supportive Housing Populations;

• implementing a recertification of homelessness at the time of PBV waiting list draw, to ensure the applicant still meets the definition of homelessness;

• administrating more than 1,200 Project-Based Vouchers via the Rental Assistance Demonstration (RAD) in 22 properties across the state;

• continuing outreach efforts to find affordable and good quality units for voucher holders; • identifying when to open and close county waiting lists to maintain up-to-date lists; • implementing biennial HQS inspections for HCV housing units; • administering an initiative in partnership with the Michigan Department of Corrections (MDOC) to

enhance housing opportunities for persons exiting correctional facilities. MSHDA has allocated up to 200 vouchers for returning citizens that need long-term rental assistance;

• administering the Mainstream Voucher Program in collaboration with the MDHHS. The program provides voucher assistance to non-elderly and disabled households while partnering agencies provide support services based on the individual’s needs and MDHHS affiliated program. MSHDA was awarded 99 vouchers from HUD for this program. An additional 30 Mainstream Vouchers were

mitchba

Highlight

Attachment 1E-1:

LOCAL COMPETITION ANNOUNCEMENT

INCLUDED:

1) E-Blast from Out-Wayne CoC dated 9/16/21

announcing local funding competition

2) Copy of posting to CoC website

announcing local funding competition

3) Copy of posting to Lead Agency Wayne

Metro Facebook Page announcing local

funding competition

4) Out-Wayne CoC RFP that includes point

values for objective criteria to review

and rank projects

9/17/21, 11:13 AM Wayne Metropolitan Community Action Agency Mail - Out-Wayne County CoC releases FY 2021 RFP and Project Applications fo…

https://mail.google.com/mail/u/0?ik=c47d28ed89&view=pt&search=all&permthid=thread-a%3Ar1177742151406976113&simpl=msg-a%3Ar50908294… 1/17

Laura Mann <[email protected]>

Out-Wayne County CoC releases FY 2021 RFP and Project Applications for CoC Program Funding 9 messages

Laura Mann <[email protected]> Thu, Sep 16, 2021 at 4:36 PMCc: Charlotte Carrillo <[email protected]>, Daija Butler <[email protected]>, Donna Lyons <[email protected]>, Mitchel Blum-Alexander <[email protected]>, Michele Robinson <[email protected]>, Joan Brophy <[email protected]>Bcc: "[email protected]" <[email protected]>, [email protected], Amy Bielby <[email protected]>, AprilCobb <[email protected]>, "Adams, Janice (LEO)" <[email protected]>, Allison Green <[email protected]>, [email protected],[email protected], [email protected], Assia Likomanov <[email protected]>, [email protected],[email protected], "Office, Assessor's" <[email protected]>, "[email protected]" <[email protected]>,Brigitte Fawaz Anouti <[email protected]>, [email protected], [email protected], [email protected], [email protected],[email protected], [email protected], Charlotte Carrillo <[email protected]>, Christine Chapa <[email protected]>, CourtenyHierlihy <[email protected]>, "[email protected]" <[email protected]>, Carol W Jolly<[email protected]>, [email protected], Cara Murphy <[email protected]>, Charisma Robinson <[email protected]>,[email protected], [email protected], [email protected], Dave McCoy <[email protected]>, Daija Butler<[email protected]>, "[email protected]" <[email protected]>, Doncella Floyd <[email protected]>, Debbie Petri<[email protected]>, Dawn White <[email protected]>, Dalerecia Wilson <[email protected]>, [email protected], ErinGensterblum <[email protected]>, [email protected], "[email protected]" <[email protected]>,[email protected], Francesca Vitale <[email protected]>, Grace Bartley <[email protected]>, [email protected], [email protected],Hiba Haidous <[email protected]>, Ilene Hogan <[email protected]>, [email protected], "[email protected]"<[email protected]>, Jeff Baum <[email protected]>, Joan Brophy <[email protected]>, [email protected], Joanne Campbell<[email protected]>, Jerome Drain <[email protected]>, Joan Hennessey <[email protected]>,[email protected], [email protected], [email protected], [email protected], Joanne Campbell <[email protected]>, JayKrammes <[email protected]>, Jessica Lasher <[email protected]>, [email protected], [email protected],[email protected], Julie Ratekin <[email protected]>, [email protected], Jason West <[email protected]>,[email protected], [email protected], Kelly Marietti <[email protected]>, Khadijah Pasha <[email protected]>,[email protected], Kaitlin White <[email protected]>, "[email protected]" <[email protected]>, [email protected],Lynette Guess <[email protected]>, [email protected], [email protected], "[email protected]" <[email protected]>, LaTeshaJackson <[email protected]>, Lori Long <[email protected]>, [email protected], [email protected], Lisa Rutledge<[email protected]>, [email protected], "Nasreen, Luna" <[email protected]>, [email protected], [email protected],[email protected], Michael Boettcher <[email protected]>, [email protected], Michael Centi <[email protected]>,Martha Esquivel-Leon <[email protected]>, [email protected], [email protected], Mitchel Blum-Alexander <[email protected]>, Mark Kibby <[email protected]>, [email protected], [email protected], [email protected],Michele Robinson <[email protected]>, [email protected], Nikita Cargins <[email protected]>,[email protected], Nawal Jabbar <[email protected]>, Nada Takach <[email protected]>, Nicholas Vaghy<[email protected]>, Okeima Saxton <[email protected]>, [email protected], [email protected], [email protected],[email protected], "[email protected]" <[email protected]>, "[email protected]" <[email protected]>, RenishaUdorji <[email protected]>, [email protected], "[email protected]" <[email protected]>, [email protected],[email protected], Regina Thompson <[email protected]>, Sally Coder <[email protected]>, [email protected], Sheryl Copija<[email protected]>, [email protected], Sheryl Gray-Dodds <[email protected]>, [email protected],[email protected], [email protected], [email protected], Stephanie <[email protected]>, [email protected],Tamieka Andrews <[email protected]>, [email protected], Tania James <[email protected]>, [email protected],"[email protected]" <[email protected]>, [email protected], [email protected], [email protected],Wanda Merriweather <[email protected]>, [email protected]

ANNOUNCEMENT

Out-Wayne County CoC, with support from Red Maple Resources, is releasing the RFP, including renewal and new projectapplications, for the local funding competition portion of the FY 2021 HUD CoC NOFO. The RFP contains; funding availability and eligibility of project types, policies, and, scoring and criteria for evaluation ofrenewal and new project applications. Stakeholders are strongly encouraged to carefully read the RFP, the HUD NOFO for the FY 2021 CoC ProgramCompetition, and CoC program regulations at 24 CFR 578 for the strongest understanding of both the Out-Wayne CoC’sand HUD’s CoC Program priorities, scoring, and requirements. The RFP, Application templates for new projects and renewal projects can be found on the Out Wayne CoC Website - CoCResources - Funding Page and are attached to this email. Deadline Submission Renewal AND new project applications due:Monday, October 18th 3:00 p.m.

Contact Mitch Blum-Alexander [email protected], Red Maple Resources, with questions regarding the RFP,renewal and new project applications or, if agencies are contemplating reducing or eliminating an existing grant, utilizing

https://www.outwaynehomeless.org/fy2021-coc-nofo/


mitchba

Highlight

9/17/21, 11:13 AM Wayne Metropolitan Community Action Agency Mail - Out-Wayne County CoC releases FY 2021 RFP and Project Applications fo…

https://mail.google.com/mail/u/0?ik=c47d28ed89&view=pt&search=all&permthid=thread-a%3Ar1177742151406976113&simpl=msg-a%3Ar50908294… 2/17

the options for expansion, transition or consolidation, or creating a new project through the CoC Bonus or the DomesticViolence (DV) Bonus or Reallocation (if available). Updates regarding the local funding competition will be made available via email blasts to CoC stakeholders andcommunity members, on the Out Wayne County CoC Website and Wayne Metro CAA Facebook Page

Mitchel Blum-Alexander President, Red Maple Resources, Inc. "Helping Residents and Developers Build Neighborhoods" Cell: (313) 399-0599 Email: [email protected] www.linkedin.com/in/mblumalexander

Laura Mann, CoC CoordinatorWayne Metropolitan Community Action Agency2121 Biddle, Wyandotte, MI 48192O: 313-463-5444

Click here to learn more about COVID-19 vaccination resources in your area. Wayne Metro cares about the health and safety of our community and urges everyone to take the actions needed to get #VaccToNormal. We Can Do This!

3 attachments

Out-Wayne RFP for FY 2021 HUD CoC Local Funding Competition.pdf 295K

application template for new projects.pdf 882K

application template for renewal project.pdf 824K

Mail Delivery Subsystem <[email protected]> Thu, Sep 16, 2021 at 4:36 PMTo: [email protected]

Address not found

Your message wasn't delivered to [email protected] the address couldn't be found, or is unable to receivemail.

LEARN MORE

The response was:

550 5.2.1 The email account that you tried to reach is disabled. Learn more at https://support.google.com/mail/?p=DisabledUserb4sor2412605ljo.58 - gsmtp

Final-Recipient: rfc822; [email protected] Action: failed Status: 5.2.1 Diagnostic-Code: smtp; 550-5.2.1 The email account that you tried to reach is disabled. Learn more at 550 5.2.1 https://support.google.com/mail/?p=DisabledUser b4sor2412605ljo.58 - gsmtp


https://www.facebook.com/waynemetro/


http://www.linkedin.com/in/mblumalexander

https://www.waynemetro.org/vaccine/

https://www.waynemetro.org/50th/

https://mail.google.com/mail/u/0?ui=2&ik=c47d28ed89&view=att&th=17bf0532ba452cef&attid=0.1&disp=attd&realattid=f_ktndyq402&safe=1&zw

https://mail.google.com/mail/u/0?ui=2&ik=c47d28ed89&view=att&th=17bf0532ba452cef&attid=0.2&disp=attd&realattid=f_ktndyq2y0&safe=1&zw

https://mail.google.com/mail/u/0?ui=2&ik=c47d28ed89&view=att&th=17bf0532ba452cef&attid=0.3&disp=attd&realattid=f_ktndyq3m1&safe=1&zw

https://support.google.com/mail/?p=DisabledUser




mitchba

Line

Out-Wayne County CoC RFP for FY 2021 HUD CoC NOFO Local Funding Competition 1

OUT-WAYNE COUNTY CONTINUUM OF CARE REQUEST FOR PROPOSALS FOR THE FY 2021 HUD CoC NOFO LOCAL FUNDING COMPETITION

NEW AND RENEWAL PROJECT RANKING PROTOCOL INTRODUCTION AND DEADLINES The Out-Wayne County Continuum of Care (the “Out-Wayne CoC”) is soliciting proposals for new and renewal projects in response to the 2021 HUD Notice of Funding Opportunity (NOFO) for the Continuum of Care (“CoC”) Program. The Out-Wayne CoC’s Request for Proposals will be referred to as the “RFP” throughout this document. Applications must be submitted via email to Charlotte Carrillo ([email protected]) AND Mitchel Blum-Alexander ([email protected]) by the following deadline: 3pm on October 18, 2021

Mailed or faxed application packets will not be accepted. Throughout the RFP, the reference to new projects unless otherwise indicated will mean projects funded through any of these mechanisms available under the NOFO: The CoC Bonus, the Domestic Violence (DV Bonus), Reallocation, Transition, Expansion or a combination of Bonus and Reallocation. As the Collaborative Applicant for the Out-Wayne County Continuum of Care, Wayne Metropolitan Community Action Agency (“Wayne Metro”), with support from Red Maple Resources, Inc. is responsible for facilitating the application process and decision making for the local funding competition that is required in the NOFO and submission of the Consolidated Application. The policies and priorities contained in this RFP have been developed by the Out-Wayne County CoC Ranking Committee and approved by the Out-Wayne CoC membership. All relevant information including the RFP, application templates, deadlines, and updates as needed will be sent via e-blast, posted to the Out-Wayne CoC website (www.outwaynehomeless.org), posted to the Facebook page of Wayne Metro as the lead agency for the CoC, and distributed as appropriate through other media to ensure that stakeholders throughout the Out-Wayne County community are aware of the opportunities for funding and have all information needed to apply. The Continuum of Care Program is designed to promote a community-wide commitment to the goal of ending homelessness; to provide funding for efforts by nonprofit providers, states, local governments, Indian tribes and tribally designated housing entities (TDHE’s) to quickly re- house homeless individuals, families, persons fleeing domestic violence, dating violence, sexual assault, or stalking, and youth while minimizing the trauma and dislocation caused by homelessness; to promote access to and effective utilization of mainstream programs by homeless individuals and families; and to optimize self-sufficiency among those experiencing homelessness. Stakeholders are strongly encouraged to read the NOFO, CoC program regulations at 24 CFR Part 578, and materials posted on HUD’s website for the strongest understanding of the HUD CoC Program priorities, project scoring, and requirements.


The following information is contained in the FY 2021 RFP:

1) Introduction and Deadlines – Page 1 2) Out-Wayne County CoC Designated Entities, Application and Ranking Process, Funding

Availability, and Timeline – Page 3 3) HUD’s Homeless Policy Priorities for the FY 2021 CoC NOFO - Page 6 4) Out-Wayne County CoC Local Competition for FY 2021 CoC Program Funding – Page 8 5) Ranking and Scoring Polices – Page 11 6) Questions and Resources – Page 14 7) Exhibit A, Renewal Project Scoring Criteria 8) Exhibit B, New Project Scoring Criteria 9) Exhibit C, List of Current Projects


OUT-WAYNE COUNTY CoC DESIGNATED ENTITIES, APPLICATION AND RANKING PROCESS, FUNDING AVAILABIITY AND TIMELINE Designated Entities The following entities have been designated to support and carry out activities of the CoC:

Role Designated Entity CoC Lead Agency Wayne Metropolitan Community Action Agency Collaborative Applicant Wayne Metropolitan Community Action Agency HMIS Lead Agency Wayne Metropolitan Community Action Agency CoC Consultant Red Maple Resources, Inc.

Application and Ranking Process Funding opportunities contained in this RFP are available to all agencies and projects that meet the policies and requirements in this RFP, the HUD FY 2021 CoC Program NOFO and the CoC program regulations contained in 24 CFR Part 578. Applicants that have not previously received funding through the CoC Program are eligible to submit applications for consideration by the Out-Wayne County CoC. Applications submitted for renewal or new projects are reviewed by the Out-Wayne County CoC Ranking Committee. Ranking Committee members establish a score for each application based on performance metrics and evaluation criteria detailed in this RFP. The Ranking Committee then meets to review the scores of all applications and identify any important issues affecting the feasibility of projects using the RFP’s evaluation criteria, Out-Wayne County CoC policies detailed in this RFP, HUD policies and requirements from the FY 2021 CoC Program NOFO, and federal regulations established for the CoC Program at 24 CFR 578. The Ranking Committee uses the scoring and evaluation process to establish a ranking of all renewal and new project applications utilizing the ranking priorities approved by the Out-Wayne County CoC and contained in this RFP. The scores and evaluations are then presented by the Ranking Committee to the Out-Wayne CoC membership for discussion and approval. The ranking approved by the CoC membership is then reviewed and voted on by the Out-Wayne County CoC Board. The vote by the Board represents the final approval on behalf of the Out-Wayne CoC. Wayne Metro as the Collaborative Applicant then includes the approved ranking of projects as part of the Priority Listing that along with the CoC Application makes up the Consolidated Application. Wayne Metro completes the final step by submitting the Consolidated Application to HUD on behalf of the Out-Wayne CoC for the FY 2021 HUD CoC Program Competition NOFO.


Calculation of Funding Amounts Available Each year with the release of the CoC Program NOFO, HUD issues a report that lists preliminary calculations for each CoC’s Pro Rata Need (PPRN) along with the Annual Renewal Demand (ARD), CoC Planning Funds, CoC Bonus and DV Bonus amounts available. The funding amounts below are preliminary amounts based on HUD’s release of the ARD Report. Any adjustments to the figures will be communicated by the Out-Wayne CoC through the same media channels used to release the RFP and accompanying project application templates.

Category Projected Amount Preliminary Pro Rata Need (PPRN) $8,145,591 Annual Renewal Demand (ARD) $5,302,612 Tier 1 (100% of ARD) $5,302,612 Tier 2

• CoC Bonus (5% of PPRN) • Reallocation

Tier 2 Total = • $407,280 • TBD

DV Bonus (15% of PPRN) $1,221,839 Planning Grant (3% of PPRN) $244,368


Timeline Week of September 6th Ranking Committee & Membership Meetings

• Vote to approve local policies and requirements to utilize in evaluation and scoring, performance metrics for renewals, ranking methodology, and priorities for Bonus funding

Week of September 13th Communications - Public Release of Project Applications

• By September 17th RFP, renewal and new project applications are publicly released to the CoC and community

• Agencies with renewal grants will be advised they can begin entering projects into e-snaps if they are not planning significant changes. Projects should not be submitted for inclusion in the Priority Listing until after ranking is approved by the Membership and the Board.

October 18th Deadline for Project Applications

• Renewal and new project apps, including planning grant, due to Ranking Committee via electronic submission

Week of October 18th

• Ranking Committee reviews all renewal and new project applications, and planning grant Week of October 25th Meetings for Approval of Ranking

• Ranking Committee, then Membership, then Board, meets to discuss evaluation of renewal and new project applications (and planning grant), and votes to approve a ranking rubric

Communications - Notice of Funding Decisions for Project Applications by CoC

• Letters are sent to applicants for renewal and Bonus funding, notifying them if their projects have been approved, modified, or rejected by the CoC

• Information about applications and whether they are approved, modified or rejected are publicly released to the CoC and community. This includes the ranking rubric approved by the CoC, along with scoring for each project application.

Week of November 1st Entering Project Applications and Planning Grant into E-Snaps

• All approved renewal and new project applications, plus planning grant, must be entered into e-snaps and submitted for inclusion into the Priority Listing

Week of November 8th Submission of Priority Listing (along with CoC Application)

• Final revisions to project applications must be completed by November 9th • November 11th - CoC membership meeting to review and approve final Priority Listing (along with

CoC Application) • November 15th - Priority Listing along with CoC Application are submitted to HUD in e-snaps


HUD’s Homeless Policy Priorities for the FY 2021 CoC NOFO Below is a description of HUD’s policy priorities that it is emphasizing through the NOFO. The list below is excerpted from Section II.A of the NOFO, pages 9 through 11: 1. Ending homelessness for all persons. To end homelessness, CoCs should identify, engage, and effectively serve all persons experiencing homelessness. CoCs should measure their performance based on local data that consider the challenges faced by all subpopulations experiencing homelessness in the geographic area (e.g., veterans, youth, families, or those experiencing chronic homelessness). CoCs should partner with housing, health care, and supportive services providers to expand housing options, such as permanent supportive housing, housing subsidies, and rapid rehousing. Additionally, CoCs should use local data to determine the characteristics of individuals and families with the highest needs and longest experiences of homelessness to develop housing and supportive services tailored to their needs. 2. Use a Housing First approach. Housing First prioritizes rapid placement and stabilization in permanent housing and does not have service participation requirements or preconditions. CoC Program funded projects should help individuals and families move quickly into permanent housing, and the CoC should measure and help projects reduce the length of time people experience homelessness. Additionally, CoCs should engage landlords and property owners to identify an inventory of housing available for rapid rehousing and permanent supportive housing participants, remove barriers to entry, and adopt client-centered service methods. HUD encourages CoCs to assess how well Housing First approaches are being implemented in their communities. 3. Reducing Unsheltered Homelessness. In recent years, the number of people experiencing unsheltered homelessness has risen significantly, including a rising number of encampments in many communities across the country. People living unsheltered have extremely high rates of physical and mental illness and substance use disorders. CoCs should identify permanent housing options for people who are unsheltered. 4. Improving System Performance. CoCs should be using system performance measures (e.g., average length of homeless episodes, rates of return to homelessness, rates of exit to permanent housing destinations) to determine how effectively they are serving people experiencing homelessness. Additionally, CoCs should use their Coordinated Entry process to promote participant choice, coordinate homeless assistance and mainstream housing, and services to ensure people experiencing homelessness receive assistance quickly, and make homelessness assistance open, inclusive, and transparent. CoCs should review all projects eligible for renewal in FY 2021 to determine their effectiveness in serving people experiencing homelessness, including cost-effectiveness. CoCs should also look for opportunities to implement continuous quality improvement and other process improvement strategies. HUD recognizes the effects of COVID-19 on CoC performance and data quality and, compared to previous CoC NOFOs, reduces the points available for rating factors related to system performance. However, HUD plans to significantly increase the points available for system performance rating factors in the FY 2022 and subsequent CoC NOFOs. 5. Partnering with Housing, Health, and Service Agencies. Using cost performance and outcome data, CoCs should improve how all available resources are utilized to end homelessness. This is especially important as the CARES Act and American Rescue Plan have provided significant new resources to help end homelessness. HUD encourages CoCs to maximize the use of mainstream and other community-based resources when serving persons experiencing homelessness and should:


a. work closely with public and private healthcare organizations and assist program participants to obtain medical insurance to address healthcare needs; b. partner closely with PHAs and state and local housing organizations to utilize coordinated entry, develop housing units, and provide housing subsidies to people experiencing homelessness. These partnerships can also help CoC Program participants exit permanent supportive housing through Housing Choice Vouchers and other available housing options. CoCs and PHAs should especially work together to implement targeted programs such as Emergency Housing Vouchers, HUD-VASH, Mainstream Vouchers, Family Unification Program Vouchers, and other housing voucher programs targeted to people experiencing homelessness. CoCs should coordinate with their state and local housing agencies on the utilization of new HOME program resources provided through the Homelessness Assistance and Supportive Services Program that was created through the American Rescue Plan; c. partner with local workforce development centers to improve employment opportunities; and d. work with tribal organizations to ensure that tribal members can access CoC-funded assistance when a CoC's geographic area borders a tribal area.

6. Racial Equity. In nearly every community, Black, Indigenous, and other people of color are substantially overrepresented in the homeless population. HUD is emphasizing system and program changes to address racial equity within CoCs. CoCs should review local policies, procedures, and processes to determine where and how to address racial disparities affecting individuals and families experiencing homelessness. 7. Persons with Lived Experience. HUD is encouraging CoCs to include in the local planning process people who are currently experiencing or have formerly experienced homelessness to address homelessness. People with lived experience should determine how local policies may need to be revised and updated, participate in CoC meetings and committees as stakeholders, provide input on decisions, and provide input related to the local competition process (e.g., how rating factors are determined). CoCs should seek opportunities to hire people with lived experience.


OUT-WAYNE COUNTY LOCAL COMPETITION FOR FY 2021 COC PROGRAM FUNDING Eligibility In order to be considered by the Out-Wayne County CoC for funding, renewal and new projects must meet the following basic eligibility criteria:

1) Submit completed application and additional required documents to the Ranking Committee by due date

2) Meet the threshold score of at least 65% of the total potential project score on the project application (scoring matrix is attached as Exhibit A for renewal applications and Exhibit B for new applications)

3) Meet all HUD eligibility criteria, as outlined in the FY2021 CoC Program NOFO, the Interim CoC Program Rule (24 CFR Part 578), and other official documents published by HUD

4) Project is financially feasible including documentation of match 5) The project is designed and implemented using Housing First principles including: No

preconditions or barriers to entry except as required by funding sources, provisions of necessary supports to maintain housing and prevent a return to homelessness

6) All projects must participate in the Out-Wayne County Continuum of Care’s Coordinated Entry System and HMIS

If an applicant for a renewal or new project is a victim service provider, the agency is not required to participate in the HMIS System but must use a comparable database and provide de-identified information to the Out-Wayne CoC. The applicant should complete as much of the application as possible in the following manner:

• Provide as much comparable information to what is requested in the application as possible for the period of July 1, 2020 through June 30, 2021

• Provide a description of the comparable database Scoring for a renewal or new project application will be based on the data generated from the comparable database for the applicable metrics and evaluation criteria. Audit Review All projects seeking funding, either new or renewal funding, will be required to submit the organization’s most recent financial audit, including the most recent Single Audit (also known as the OMB Uniform Guidance Audit and formerly the A-133 Audit) if applicable. The Out-Wayne CoC reserves the right to not fund new or renewal projects in the event of significant concerns regarding an organization’s financial capacity based on concerns or findings noted in the audit. Renewal and Reallocation Policies Overview Currently funded Out-Wayne County CoC projects that are not being reallocated and that will expire during calendar year 2022 must request renewal funding in the FY2021 funding process. Currently funded Out-Wayne CoC projects should note that renewal funding is not guaranteed. All project types are eligible to be reallocated by the Out-Wayne CoC and may be reallocated in whole or in part. Projects that are placed into Tier 2 are at risk of not being renewed. If your organization has a project that is placed into Tier 2, you are advised to prepare for that project to no longer be receiving CoC funding as there is a possibility HUD will not select that project for funding.


The application packet for renewals will require applicants to self score using the scoring matrix in Exhibit A. Project submissions must include an APR generated by the applicant through HMIS for the 12 month period covering July 1, 2020 through June 30, 2021 along with any other HMIS data designated in the application. For any questions regarding the generating of the APR or other HMIS data, please contact Christine Chapa at [email protected] and cc Mitchel Blum-Alexander at [email protected]. Existing grants for HMIS and SSO for Coordinated Entry will be required to submit an application packet. The Ranking Committee will evaluate submissions for these types of renewal grants but they will not be competitively scored. Consolidation of Existing Grants Grantees can consolidate up to ten eligible renewal projects during the application process. The projects being combined during a consolidation will continue uninterrupted. To be eligible for consolidation, the projects must have the same recipient and be for the same component as the existing grants. Separate applications for each project proposed for consolidation must be submitted to the Ranking Committee and entered in e-snaps. New Project Policies Overview For the FY 2021 local funding competition, the Out-Wayne County CoC is prioritizing projects with activities that are eligible under the NOFO guidelines for the CoC Bonus.

HUD permits CoCs to create new projects through the CoC Bonus for the following types of activities:

1) PH-Permanent Supportive Housing Projects (PH-PSH) that: a. Meet the requirements of Dedicated PLUS, or b. 100% of the beds are dedicated to individuals and families experiencing chronic

homelessness 2) PH-Rapid Re-housing (PH-RRH) 3) Joint Transitional Housing (TH) and PH-RRH component projects (TH-RRH) 4) Dedicated HMIS carried out by the CoC’s HMIS Lead. Additionally, if the CoC has

organizations within its geographic area that are victim service providers, the HMIS Lead, or subrecipient, may request HMIS funds for a comparable database.

5) Supportive Services Only projects to develop or operate a coordinated entry system (SSO-CE) New PH-RRH, Joint Component TH-RRH, and SSO-CE projects may serve persons who qualify as homeless under paragraphs (1), (2), or (4) of 24 CFR 578.3. HUD permits CoCs to create new projects through the DV Bonus for the following types of activities:

1) PH-Rapid Re-housing (PH-RRH) 2) Joint Transitional Housing (TH) and PH-RRH component projects (TH-RRH) 3) Supportive Services Only projects to develop or operate a coordinated entry system (SSO-CE)

New projects created through the DV Bonus must be dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3


Activities eligible under the CoC or DV Bonus can be created by the Expansion of an existing CoC grant or development of a new project. Funding, if available, from Reallocation can be combined with the CoC or DV Bonus for eligible activities. Projects may only request a one year budget unless the budget includes acquisition, rehabilitation or new construction. Projects with those costs must request an initial grant term of three years. The Out-Wayne County CoC reserves the right to negotiate a budget with applicants who meet the scoring threshold.

Expansion and Transition Project Policies Overview Transition Grants: HUD allows applicants to transfer the funds of an existing grant to another component. Eligible new project components as defined for new project activities under the CoC or DV Bonus above are allowed. Multiple renewals can transfer into one Transition Grant. Expansion: HUD is allowing renewal projects to request additional funding to expand units, beds, persons or services through the reallocation process, Bonus or DV Bonus. The expansion option is only available to the types of new projects that are eligible for funding through the reallocation process, the CoC Bonus or DV Bonus. Expansion and Transition projects will be required to complete the new application packet. The new project application packet will specify information and attachments that are mandatory for an expansion or transition project to provide. It will also specify information that is otherwise required for a new project, but optional for the expansion or transition project, to provide to the extent the applicant feels the additional information will benefit the Ranking Committee and Out-Wayne County CoC during the evaluation, scoring, and ranking process. Agencies applying for Expansion and Transition Projects will be required to submit a renewal application for the existing program activities. The renewal project that is the basis for the expansion or transition project will be independently evaluated, scored and ranked. The score for an expansion project will be the score of the renewal project it is based upon. Adjustments to the score can be made to reflect additional information provided for an expansion project in the new project application. The score for the transition project will be based upon the score resulting from the evaluation of the new project application. Incentives for Coordination with Housing Providers and Healthcare Organizations HUD is providing a scoring incentive for the submission of new PH-PSH or PH-RRH projects that demonstrate coordination with housing providers or healthcare organizations. Projects need to include either:

• A form of housing subsidy that is funded by a source other than a CoC or ESG program, • Direct contributions from a public or private health insurance provider to the project,

Or • A collaboration with a healthcare provider(s) that allows for healthcare services to be available

to program participants.


RANKING AND SCORING POLICIES

FY2021 Out-Wayne County CoC New and Renewal Project Ranking Policies Projects seeking FY2021 CoC funding will be ranked in the following order for inclusion in the Out-Wayne County CoC’s submission to HUD. The application for the CoC Planning Grant does not get ranked as per guidelines in the NOFO, but it will be listed on any charts published by the CoC to document proposed and final ranking of projects. 1. Infrastructure projects that are going through renewal, in the following order:

a. HMIS Project b. SSO renewal project dedicated to Coordinated Entry c. SSO renewal project dedicated to Coordinated Entry through the DV Bonus

2. New project(s) created via reallocation or transition (if applicable), in the following order:

a. HMIS Project b. SSO renewal project dedicated to Coordinated Entry c. SSO renewal project dedicated to Coordinated Entry through the DV Bonus d. PH-PSH projects by highest overall score e. TH-RRH joint component and PH-RRH projects by highest overall score

3. First time housing renewal projects that have not completed a full year of operations, in the following order:

a. PH-PSH projects by highest overall score b. TH-RRH joint component and PH-RRH projects by highest overall score

4. All other Renewing PH-PSH projects by highest overall score 5. All other Renewing PH-RRH and TH-RRH joint component projects by highest overall score 6. All Renewing TH projects by highest overall score 7. All Renewing SSO projects not designated for Coordinated Entry and Safe Haven (SH), by highest score 8. New CoC Bonus Project(s) by highest overall score 9. New DV Bonus Project(s) by highest overall score If as a result of this process, projects devoted to special populations (e.g., victims of domestic violence and sexual assault, individuals in recovery, unaccompanied youth, members of the LGBTQ community, etc.), households served in existing projects or those serving a greater proportion of clients with the highest severity of needs are disproportionately in Tier 2, the Out-Wayne County CoC may elect to change the ranking to assure services to those populations as wells as clients with the greatest severity of needs are maintained.


Projects that Straddle Tier 1/Tier 2 If a project, once listed in ranked order, straddles the Tier 1/Tier 2 funding line, the following policy will apply: If a project is straddling the line – that is, a portion of the project budget falls within Tier 1 and a portion falls within Tier 2 – the grantee will be asked if the project would still be feasible it if was only funded for the amount in Tier 1.

1. If the project indicates that it would still be feasible at the reduced amount, it will be required to submit in writing how the project would remain feasible.

2. The Ranking Committee will review the feasibility plan, and decide whether the project would be feasible at the reduced amount. If the Committee decides it will be feasible, the project will be submitted as is, straddling the Tier 1/Tier 2 line.

3. If the Committee decides that the project will not be feasible at the reduced amount, that project will be dropped down so that it wholly fits into Tier 2, and the next ranked project will have the same opportunity to show feasibility if straddling the line.

4. This process will continue until the following are realized: a. All Tier 1 funds are allocated; OR b. The amount of funds remaining in Tier 1 are a negligible amount. If this occurs, the Out-

Wayne County CoC retains the discretion to allocate these funds to another project in Tier 1 that can accept additional funds.

Project Threshold Score All projects applying for funding will be evaluated and scored on percentage of points achieved on a maximum 100 point scale. Renewal and new projects must score at least 65% of the points possible in order to be placed on the project ranking list. Projects that do not score at least 65% will be evaluated by the Out-Wayne County CoC and will be offered the opportunity to cure deficiencies that may result in the project being ranked for funding. Protocol for Scoring Elements Unable to be Evaluated When there are factors that result in no data existing on which to evaluate a particular scoring element, that scored component will be removed from the total number of points a project may earn. That project will then only be scored on the remaining components/sub-components. The total score for the project will be calculated as a percentage of the score achieved divided by the adjusted total potential score. If a scoring element for Income and Employment is based upon leavers, and none are recorded for the period of July 1, 2020 through June 30, 2021, then stayers may be substituted. In instances where such protocol needs to be implemented, the situations will be vetted by the Ranking Committee to ensure that the protocol are being applied appropriately to the projects in question and decisions are applied consistently to projects in question. Exclusion or Removal from Project Ranking List The Out-Wayne County CoC reserves the right to exclude or remove a renewal project from the project ranking list in the event of written notification from the local HUD Field Office that the project has been out of compliance with regulatory or programmatic requirements and has made no progress on any corrective actions as required by HUD.


Project Appeals Renewal or New Projects that are not included in the Ranking may submit an appeal to the Ranking Committee within three business days of receipt of written notice of rejection. Appeals must be submitted in writing via email to Charlotte Carrillo ([email protected]) AND Mitchel Blum-Alexander ([email protected]). The Ranking Committee will review the appeal and make a recommendation to the Out-Wayne County CoC on whether or not an appeal should be granted. If the appeal is granted, the project will be submitted for funding and placed on the project ranking list in accordance with the ranking policies given above. Applicants that are rejected may also appeal directly to HUD by submitting a Solo Application according to the policies and deadline for Solo Applications contained in the FY 2021 HUD CoC NOFO.


QUESTIONS & RESOURCES Questions Questions about the RFP should be addressed to Mitchel Blum-Alexander at [email protected] Resources The following are resources from HUD about the FY 2021 CoC Program NOFO: CoC Program Regulations at 24 CFR Part 578: https://www.hudexchange.info/coc/coc-program-law-regulations-and-notices/#regulations For information and resources about the NOFO on the HUD website, go to: https://www.hud.gov/program_offices/comm_planning/coc/competition For information on the HUD website about using e-snaps to submit for project applications, go to: https://www.hudexchange.info/programs/e-snaps/?utm_source=HUD+Exchange+Mailing+List&utm_campaign=8e5efe841c-FY_2021_CoC_Program_Comp_Now_Open_8_18_21&utm_medium=email&utm_term=0_f32b935a5f-8e5efe841c-19382873 HUD SNAPS Competitions email list: https://www.hud.gov/subscribe/signup?listname=SNAPS%20Competitions&list=SNAPS-COMPETITIONS-L HUD SNAPS Program Information email list: https://www.hud.gov/subscribe/signup?listname=SNAPS%20Program%20Information&list=SNAPS-PROGRAM-INFORMATION-L Questions about the FY 2021 CoC Program NOFO for HUD can be sent to: [email protected] Questions for HUD about e-snaps technical issues can be sent to: [email protected]


EXHIBIT A SCORING CRITERIA – RENEWAL PROJECT APPLICATIONS

RENEWAL PSH, RRH, TH, TH-RRH AND SH ONLY Component #1: Income & Employment

Total Points: 15 Reporting Period: July 1, 2020 – June 30, 2021; Data Source: APR from HMIS

Evaluation Dimension Scoring Range and Possible Points

A) Leavers with any cash income - Percentage of adult leavers who left the program with one or more sources of cash income (earned and non-earned).

60%-100% - 5 40%-59% - 3 Below 40% - 0

B) Leavers with any non-cash benefits - Percentage of adult leavers who left the program with one or more sources of non-cash benefits (SNAP, TANF, WIC, etc.).

80%-100% - 5 60%-79% - 3 Below 60% - 0

C) Leavers with earned income (Employment) - percentage of adult leavers who exited with earned income (employment).

20%-100% - 3 Safe Haven = 3 10%-19% - 1 Below 10% - 0

D) Increases in total cash income – Percentage of adult leavers and stayers who have an increase in any income (earned or other)

20%-100% - 2 10%-19% - 1 Below 10% - 0

RENEWAL SSO ONLY Component #1: Income & Employment



A) Leavers with any cash income - Percentage of adult leavers who left the program with one or more sources of cash income (earned and non-earned).

60%-100% - 6 40%-59% - 4 Below 40% - 0

B) Leavers with any non-cash benefits - Percentage of adult leavers who left the program with one or more sources of non-cash benefits (SNAP, TANF, WIC, etc.).

80%-100% - 6 60%-79% - 4 Below 60% - 0

C) Leavers with earned income (Employment) - Percentage of adult leavers who exited with earned income (employment).

20%-100% - 3 10%-19% - 1 Below 10% - 0


RENEWAL PSH PROJECTS Component #2: Housing Performance



A) Retention in Permanent Housing - Percentage of participants who either remain in the PSH project as of the end of the reporting period, or who have exited that project to another permanent housing destination. Clients who were deceased will be excluded from this measure.

95%-100% - 30 90%-94% - 25 85%-89% - 20 80%-84% - 15 75%-79% - 10 Below 75% - 0

B) Utilization Rates - average bed utilization rates for July 2020, October 2020, January 2021 and April 2021

90%-100% - 10 75%-89% - 5 Below 75% - 0

RENEWAL TRANSITIONAL HOUSING, RAPID RE-HOUSING AND JOINT TH-RRH COMPONENT PROJECTS Component #2: Housing Performance



A) Exits to PH – Percentage of participants who exit the program to a permanent housing destination. Clients who were deceased will be excluded from this measure.

85%-100% - 30 80%-84% - 25 75%-79% - 20 70%-74% - 15 65%-69% - 10 Below 65% - 0

B) Utilization Rates - average bed utilization rates for January, April, July and October

90%-100% - 10 75%-89% - 5 Below 75% - 0


RENEWAL SSO PROJECTS Component #2: Housing Performance



A) Exits to Positive Housing Destination – Percentage of participants who exit to a positive housing destination. Clients who were deceased will be excluded from this measure. Positive Housing Destination does NOT include:

• Emergency shelter • Jail • Hotel/Motel paid for by client • Safe Haven • Place not meant for human habitation • Staying with family/friends (temporary) • Don’t know/other/refused

85%-100% - 30 80%-84% - 25 75%-79% - 20 70%-74% - 15 65%-69% - 10 Below 65% - 0

B) Exits to Permanent Housing - Percentage of participants who exit the program to a permanent housing destination. Clients who were deceased will be excluded from this measure.

80%-100% - 10 60%-79% - 5 Below 60% - 0

RENEWAL SAFE HAVEN Component #2: Housing Performance



A) Exits to Perm Housing or Care Setting - Measure: Percentage of participants who exit the program to a permanent housing destination or a care setting. “Care settings” are defined as adult foster care, psychiatric facility, substance abuse or detox facility, or hospitalization. Clients who were deceased will be excluded from this measure.

85%-100% - 30 80%-84% - 25 75%-79% - 20 70%-74% - 15 65%-69% - 10 Below 65% - 0

B) Utilization Rates - average bed utilization rates for January, April, July and October

90%-100% - 10 75%-89% - 5 Below 75% - 0


RENEWAL ALL PROJECTS COMPONENT #3: FINANCIAL PERFORMANCE

Total: 15 Points Reporting Period: Individual project term;

Data Source: Self-report in project application from most recently completed project APR in SAGE Financial performance will be scored based on the extent to which each project has expended its annual budgeted HUD grant during its most recently completed project year. Any organization found to have less then 95% of their grant expended for projects that do not have a rental assistance line or 90% for projects that include a rental assistance budget line, will be required to provide an explanation of the situation and why some funds were recaptured. Scoring and points will be based on the following scales: Projects that do not have a rental assistance line

Expended 95%-100% of grant funding - 15 Expended 90%-94% of grant funding - 8 Expended less than 90% of grant funding - 0

Projects that include a rental assistance budget line

Expended 90%-100% of grant funding - 15 Expended 80%-89% of grant funding - 8 Expended less than 80% of grant funding - 0

RENEWAL ALL PROJECTS (Except HMIS) COMPONENT #4: HMIS PARTICIPATION

Total: 20 points Reporting Period: July 1, 2020 – June 30, 2021


A) 90% UDE completion for all identified projects an organization has in HMIS for Out-Wayne County (Data Source: Data Completeness Report Card)

90%-100% - 7 (Safe Haven and SSO-CE - 10) 50%-89% - 3 (Safe Haven and SSO-CE - 5) Less than 50% - 0

B) At least 75% of clients exited to known destinations for all identified projects an organization has in HMIS for Out-Wayne County (Data Source: Discharge Destination Report)

75%-100% - 7 (Safe Haven and SSO-CE - 10) 50%-74% - 3 (Safe Haven and SSO-CE - 5) Less than 50% - 0

C) Submitted required 2021 Housing Inventory County (HIC) information by date requested by CoC (Data Source: Self-report in project application, verified by CoC Lead Agency)

Submitted on time - 6 Not submitted on time - 0 Safe Haven and SSO-CE are not scored for this element


RENEWAL ALL PROJECTS COMPONENT #5: CONTINUUM OF CARE PARTICIPATION

Total Points: 3 Reporting Period: July 1, 2021 - June 30, 2021; Data Source: Self-report in project application

(verified by CoC Lead Agency) A) Attendance at Continuum of Care meetings during reporting period.

Agency represented 8 or more meetings – 3 Agency represented at 5 – 7 meetings – 2 Agency represented at 5 or less meetings - 0

B) Participation in Point in Time Count Not Applicable for 2021 PIT Count due to COVID Pandemic

RENEWAL ALL PROJECTS (Except HMIS) COMPONENT #6: COORDINATED ENTRY PARTICIPATION

TOTAL POINTS: 5 Reporting Period: July 1, 2021 - June 30, 2021; Data Source: Self-report in project application

(verified by CoC Lead Agency) Evaluation Dimension Scoring Range and Possible Points

Agency participation in Coordinated Entry during reporting period – points for this section are the total of the elements the agency has met

Documentation of receiving/sending referrals to coordinated assessment - 3 Attendance at meetings related to coordinated assessment – 2 No participation - 0

TOTAL MAXIMUM POINTS 98


ADDITIONAL EVALUATION CRITERIA – RENEWAL PROJECT APPLICATIONS The following elements will be used to evaluate the performance of the project to service individuals and families with the greatest needs. The reporting period is July 1, 2020 through June 30, 2021: Serving Clients with Greatest Severity of Needs Renewal projects (PSH, RRH, TH, TH-RRH, SH, SSO Only, SSO-CE) will be required to provide data for two factors that will not be scored but will assist the Ranking Committee with ensuring that projects ranked in Tier 1 are serving clients with the greatest severity of needs:

• Percentage of clients that entered the program with zero income • Percentage of clients that entered the program as chronically homeless • Percentage of persons served by the program who met two or more harder to serve conditions

at entry: a. Mental Illness b. Alcohol Abuse c. Drug Abuse d. Chronic Health Conditions e. HIV/AIDS f. Developmental Disabilities g. Physical Disabilities

Data should be compiled from the APR pulled from HMIS. Projects Serving DV Populations Demonstrating how the project improved safety for participants will be used to evaluate the performance of projects dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3.


INFORMATIONAL CRITERIA – RENEWAL PROJECT APPLICATIONS The following elements are requested for informational purposes only for the FY 2021 local funding competition. The information gathered will help inform creating objective scoring criteria for future local funding competitions. The reporting period is July 1, 2020 through June 30, 2021: Consumer Participation For all renewal projects, applicants should describe how people with lived experience, for the project or within their agency:

• Participated on boards or committees for policy making or program design • Were employed at the agency • Other ways a program or agency engaged people with lived experience

Project Costs for Permanent Housing (PH-PSH and PH-RRH) To assist the Out-Wayne County CoC with developing a better understanding of reasonable costs for Permanent Housing projects, renewal PSH and RRH projects are asked to provide the following data:

• Total project costs divided by total units • Total project costs divided by the sum of permanent housing exits and stayers


EXPLANATION OF PERFORMANCE OUTCOMES AND CONTINUOUS QUALITY IMPROVEMENT (OPTIONAL) Agencies may provide explanation or commentary on the project’s performance outcomes for the items in any of the components and any steps the agency may be taking to implement a continuous quality improvement program. While this question will not be scored, an explanation may be included to help reviewers understand any special circumstances that contributed to the project’s performance. Applicants for renewal projects that encountered performance issues as a result of factors related to the COVID-19 pandemic are encouraged to provide information regarding the experience of the program during the reporting period of July 1, 2020 to June 30, 2021. This information can include a narrative describing actions the applicant has taken or plans to take to improve program effectiveness. Data from the period prior to March 2020 would assist the Ranking Committee with evaluating the impacts of the pandemic on a program and the potential for performance improvements.


Summary of Scoring Guidelines and Points for Renewal Projects

PSH

TH, RRH,

TH-RRH Safe

Haven SSO Only SSO-CE HMIS

Component #1: Income & Employment Adult Leavers with cash income 5 5 5 6 na na Adult Leavers with non-cash benefits 5 5 5 6 na na Adult Leavers with earned income 3 3 3 3 na na Adult Leavers with increases in total income 2 2 2 na na na

Sub-Total 15 15 15 15 0 0

Component #2A: Housing Performance Retention in Permanent Housing 30 na na Exit Program to Permanent Housing 30 10 na na Exit to a Positive Housing Destination 30 na na Exit to Permanent Housing or Care Setting 30 na na

Component #2B: Housing Performance Utilization Rates 10 10 10 na na na

Sub-Total 40 40 40 40 0 0

Component #3: Financial Performance Amount Expended 15 15 15 15 15 15

Sub-Total 15 15 15 15 15 15

Component #4: HMIS Participation UDE Completion 7 7 7 10 10 na Known Exit Destinations 7 7 7 10 10 na 2021 HIC Submission 6 6 6 na na na

Sub-Total 20 20 20 20 20 0

Component #5: CoC Participation Attends CoC Meetings 3 3 3 3 3 3 Participation in PIT Count 2 2 2 2 2 2

Sub-Total 5 5 5 5 5 5

Component #6: Coordinated Entry Participation Sending/Receiving Referrals 3 3 3 3 3 na Meeting Participation 2 2 2 2 2 na

Sub-Total 5 5 5 5 5 0


Summary of Scoring Guidelines and Points for Renewal Projects

PSH

TH, RRH,

TH-RRH Safe

Haven SSO Only SSO-CE HMIS

Serving Clients with Greatest Severity of Needs Clients Entering with Zero Income FOR EVALUATION PURPOSES ONLY/NOT SCORED Chronic Homelessness Harder to Serve Conditions at Entry

Projects Serving DV Populations Use of a Comparable Database FOR EVALUATION PURPOSES ONLY/NOT SCORED Improved Safety for Participants

Consumer Participation Policy Making or Program Design FOR EVALUATION PURPOSES ONLY/NOT SCORED Employment at Agency Other

Project Costs

Project Costs and Housing Outcomes FOR INFORMATIONAL PURPOSES ONLY/NOT SCORED

TOTAL POINTS AVAILABLE 100 100 100 100 45 20


EXHIBIT B

SCORING CRITERIA NEW PROJECTS ONLY – PSH, RRH, TH-RRH, HMIS, SSO-CE

Created via CoC Bonus, DV Bonus, Reallocation (if available), Expansion or Transition

Evaluation Dimension Consideration Maximum Points Experience and Capacity • Experience working with

proposed population and housing type

• Concerns with current CoC grants

• Clarity of roles of partners (if applicable)

• Collaborative relationships with other service providers

• Satisfactory organizational structure and financial management systems

20

Project Description and Timeline

• Clearly and comprehensively addresses all key points for project structure highlighted in application

• Operational within timeframe required by HUD

• Site-related information complete based on type of project

10

Housing First Experience/Eviction Prevention

• Fidelity with Housing First principles

• Eviction prevention strategy

15


Evaluation Dimension Consideration Maximum Points CoC Participation • Current participant

(Membership, PIT Count, Committees)

• Satisfactory data quality performance in HMIS (or comparable database if applicant is a victim service provider)

• Coordinated Entry (referrals, workgroup meetings)

• Agencies that have not participated will be unable to earn these points

10

Ability to leverage Medicaid and mainstream resources

• Plan to facilitate applications for Medicaid and other mainstream resources

• Ability to bill Medicaid (PSH only)

• Extent to which agency is able to leverage mainstream resources

10


Evaluation Dimension Consideration Maximum Points Design of Housing and Supportive Services and Program Activities

• Service and housing design meets type and needs of targeted population

• Efficacy of service design to increase employment/income and living independently

• Plan to assist clients to rapidly secure and maintain permanent housing that is safe, affordable and accessible to their needs

• Demonstrated Outcomes (agencies that are not current providers for targeted populations and housing types will be unable to earn these points)

• For projects serving DV populations, project addresses safety and unique barriers to permanent housing

15

Organizational and Financial Management

• Experience utilizing Federal funds, especially HUD grants

• Successful drawdown of all funds

• Satisfactory organizational and management structure and capacity

• Strength of financial management team

• Experience implementing HMIS or other data quality systems

10


Evaluation Dimension Consideration Maximum Points Budget and Match • Proposed plan for match

• Budget shows only allowable costs

• Budget reflects reasonable and customary costs

10

Attachments (inclusion and content)

• All submitted • Audit will be reviewed

separately

5

TOTAL MAXIMUM POINTS 105


Applicant and Project Information

Applicant Name Project Name Expiration Year

Project Component Total ARA

Wayne County Neighborhood Legal Services Project Permanency Three Renewal FY2019 (MI0086L5F021909) 2022 PH $214,680Samaritas, Inc. SUPPORTIVE SERVICES RENEWAL FY2019 MI0087L5F021811 2022 SSO $105,582First Step: Western Wayne County Project on Domestic Assault First Step Aftercare/Transportation Renewal FY2019 2022 SSO $77,763Wayne Metropolitan Community Action Agency RENEWAL OF HMIS 2019 NOFA 2022 HMIS $122,121Wayne County Neighborhood Legal Services Project Permanency Plus FY 2019 Renewal (MI0095L5F021912) 2022 PH $358,613Wayne Metropolitan Community Action Agency Renewal of Safe Haven FY 2019 NOFA 2022 SH $81,354Detroit Wayne Integrated Health Network WM Permanent Supportive Housing 2022 PH $370,264Samaritas, Inc. Samaritas Home and Community Campus 2022 SSO $152,625Wayne Metropolitan Community Action Agency Renewal of WHNP1 FY 2019 NOFA 2022 TH $167,864Wayne Metropolitan Community Action Agency Renewal of Visger River Rouge FY 2019 NOFA 2022 PH $60,805Wayne County Neighborhood Legal Services Focus on Families FY2019 Renewal (MI0311L5F021908) 2022 PH $262,839Wayne Metropolitan Community Action Agency RENEWAL OF PSH 2019 NOFA 2022 PH $394,250Wayne County Neighborhood Legal Services Aim High FY2019 Renewal (MI0370L5F021907) 2022 PH $287,095Wayne Metropolitan Community Action Agency RENEWAL OF RRH FAMILIES 2019 NOFA COMBINED 2022 PH $978,729Wayne Metropolitan Community Action Agency RENEWAL OF SSO FOR CENTRAL INTAKE 2019 NOFA 2022 SSO $205,761Wayne Metropolitan Community Action Agency Renewal of WM RRH Singles FY 2019 NOFA 2022 PH $314,430Community Housing Network, Inc. WChronically Homeless Leasing Assistance Program 1 Renewal 2022 PH $346,680Wayne Metropolitan Community Action Agency RENWAL OF DV BONUS CE SSO 2019 NOFA 2022 SSO $220,000Wayne Metropolitan Community Action Agency DV Bonus Joint TH-RRH FY2019 2022 Joint TH & PH-RRH $581,157

Total of all Renewals $5,302,612

EXHIBIT C - RENEWAL GRANTS FOR OUT-WAYNE COUNTY COC FOR FY 2021 HUC COC NOFO

Attachment 1E-2:

PROJECT REVIEW AND SELECTION PROCESS

INCLUDED:

1) Application for Renewal Projects with Scoring Tool

and Scoring Metrics Worksheet

2) Application for New Projects with Scoring Tool

3) Completed for One Project (WCHLAP 1) - Renewal

Scorecard with Project Application Form and Scoring

Metrics Worksheet

4) Final Project Scores - Renewal

5) Final Project Scores - New

6) Final Ranking with Scores for Renewal and New

Projects

OUT-WAYNE COUNTY CONTINUUM OF CARE

RENEWAL PROJECT APPLICATION

FY 2021 HUD COC PROGRAM NOFO LOCAL FUNDING

COMPETITION

DEADLINE FOR SUBMISSION: MONDAY 3 P.M, OCTOBER 18, 2021

FY 2021 Out-Wayne CoC Renewal Application 1

FY 2021 Renewal Project Submission Instructions

Out-Wayne County Continuum of Care GENERAL INSTRUCTIONS AND INFORMATION

Applications must be submitted via email to Charlotte Carrillo ([email protected]) AND Mitchel Blum-Alexander ([email protected]) by 3 pm on Monday, October 18, 2021. Mailed or faxed application packets will not be accepted. There are different submission instructions for an agency depending on whether they are submitting a renewal application for only one project or for several projects:

• For Agencies Submitting for Only One Project: Submit one combined document with all attachments for the project application.

• For Agencies Submitting Renewal Applications for Multiple Projects: Attachments 13, 14 and 15 are documents that only have to be submitted once even when an agency has submissions for multiple renewal projects. Attachments 13, 14 and 15 should be combined into one PDF File and submitted separately from Attachments 1 through 12 that contain documentation that is unique to each project. For each renewal application, Attachments 1 through 12 should be submitted as one combined document.

All parts of the application should be submitted in the order presented in the Submission Checklist. Each attachment should have a cover page with the attachment number and name of the attachment. If an attachment does not apply, place a (ü) in the “Not Applicable” column. Applicants should review the Out-Wayne County Continuum of Care (“CoC”) RFP for the FY 2021 HUD CoC NOFO Local Program Completion to insure that they submit a renewal application that is complete, accurate and meets all requirements listed in the RFP. Red Maple Resources and Wayne Metropolitan Community Action Agency, as the agencies designated by the Out-Wayne County CoC to lead the local funding competition process, reserve the right to request additional project or organizational information at a later date if needed. Any items not included in the checklist that are requested and submitted at a later date above will not result in points deducted from the application. If an agency is consolidating grants, a separate application must be submitted for each renewal grant. If an agency is transitioning an existing grant to another component, the applicant must submit a renewal application for the existing grant and a new application for the new transition grant. If an agency is expanding a renewal, the applicant must submit a renewal application for the existing grant and a new application for the expanded portion of the proposal.


For Projects Serving Domestic Violence Populations

If an applicant for a renewal or new project is a victim service provider, the agency is not required to participate in the HMIS System but must use a comparable database and provide de-identified information to the Out-Wayne CoC. The applicant should complete as much of the application as possible in the following manner:

• Provide as much comparable information to what is requested in the application as possible for the period of July 1, 2020 through June 30, 2021

• Provide a description of the comparable database (See Section A, Page 7) Scoring for a renewal or new project application will be based on the data generated from the comparable database for the applicable metrics and evaluation criteria.


GUIDE TO WHAT IS CONTAINED IN THE FY 2021 RENEWAL APPLICATION:

1) General Instructions and Information - Page 1 2) Submission Checklist - Page 4 3) Application Forms - Page 5 4) Budget Pages - Page 12 5) Scoring Sheet & Criteria - Page 15 6) Additional Information for Evaluation - Page 17 7) Signature Page - Page 20

QUESTIONS Questions should be addressed to Mitchel Blum-Alexander at [email protected]. Questions on how to access information in HMIS should be addressed to both Christine Chapa at [email protected] and Mitchel Blum-Alexander.


FY 2021 Renewal Project Submission Checklist

Out-Wayne County Continuum of Care

Agency Name:

Included (ü)

Not Applicable

(ü) Project Name: Attachment

Number Attachment Description Each individual project application must have the following attachments, as they apply to that project:

#1 Submission Checklist and Completed Renewal Application (Including Scoring Sheet)

#2 Signature Page – must be signed by recipient and subrecipient(s) #3 Match Documentation (if available) #4 APR generated from HMIS for the project for the period July 1, 2020 -

June 30, 2021

#5 Most recently completed APR for the project submitted to HUD via Sage

#5a Data Completeness Report Cards and Discharge Destination Report (see Component #4a and 4b of Scoring Criteria on page 19)

If project had significant project changes (Part B): #6 Written communication to HUD requesting the significant change #7 HUD’s written approval of the change requested

If monitored by HUD since January 2018 (Part C): #8 Notification from HUD that project will be monitored #9 Monitoring report from HUD

#10 Organization’s response to monitoring report #11 Documentation from HUD that monitoring concern or finding satisfied #12 Any other monitoring-related correspondence

Agencies only need to submit one copy of the following, even if they are submitting multiple renewal applications. Documents provided for Attachments 13, 14 and 15 should be combined into one PDF file and submitted separately from the PDF file containing documents for Attachments 1 through 12 that are unique to the specific projects. The PDF file should have a cover page with the agency name and be titled “Common Submission Materials for FY 2021 Renewal Applications.”

#13 Most recent Single Audit (i.e. A-133 audit) #14 Most recent agency financial audit


FY2021 Renewal Project Application


PART A: General Project Information

Applicant Organization’s Name: Project Applicant Address:

Street:

City: State: ZIP:

Contact Person of Project Applicant

Name:

Title:

Phone Number:

Email:

Contact information for Project Applicant Executive Director (if different from above)

_____ Information same as above

Name:

Phone Number:

Email:

Project Name: Grant Number: Project Address:

Street:

City: State: ZIP:

Check if project provides scattered-site leasing or rental assistance

Project Sub-recipient Organization Name:

If there are additional Sub-recipients, please list with address and contact information on separate sheet

Project Sub-recipient’s Address (if applicable)

Street:

City: State: Zip:

Contact Person of Project Sub-recipient

Name:

Title:

Phone Number:

Email:

Project Component Type - check off the appropriate project type:

Permanent Supportive Housing (PSH), Check If: _____ Dedicated Plus _____ 100% dedicated to Chronic Homelessness

Rapid Rehousing (RRH)

Transitional Housing (TH)

Joint TH-RRH Component

Safe Haven (SH)

Supportive Services Only (SSO)

Supportive Services Only for Coordinated Entry (SSO-CE)

HMIS


PART A: General Project Information (continued)

Proposed Changes to Project for FY 2021 Renewal Provide an explanation if you intend to:

• Elect to incorporate changes to populations • Reduce the amount of the grant, resulting in funding available for reallocation • Propose to consolidate projects of the same component into one grant • Propose to transition an existing grant(s) to a new project component • Exercise the expansion option

Brief Description of Project Include information in one or two paragraphs to address the following issues:

• Populations served • Design of housing and services • Implementation using Housing First principles



Projects Serving DV Populations Provide the following information for projects dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3:

1. How the project improved safety for participants 2. A description of the comparable database for client information (Victim Service providers are not

required to participate in the HMIS System but must use a comparable database and provide de-identified information to the Out-Wayne CoC)


PART B: Significant Project Changes Requested from HUD

Any changes noted may require additional review

Question #1 Are there any significant changes in the project since the last funding approval?

Yes No If “Yes” is checked off for Question #1 complete the chart below to describe the change:

Previous New Indicate change in the number of persons served Indicate change in the number of units Indicate change in project site location Indicate change in target population Indicate change in the project sponsor Indicate change in the component type Indicate change in the grantee/applicant Indicate change in the number of beds Line item or cost category budget changes more than 10% Other (explain)_______________________________

If “Yes” is checked off for Question #1 include as many of the following that apply as attachments to your application. Check “N/A” if not applicable:

Attached (ü)

Documentation

Attachment #6: Written communication to HUD requesting the significant change

Attachment #7: HUD’s written approval of the change requested N/A: HUD has not yet provided written approval of the requested change


PART C: HUD Monitoring Findings

Any findings may require further review

Question #1 Has this project been monitored by HUD within the last three years? (Since January 2018)

Yes No If “Yes,” include as many of the following that apply as attachments to your application. Check “N/A” if not applicable:

Attached (ü)

Documentation

Attachment #8: Notification letter or email from HUD that your project will be monitored

Attachment #9: Monitoring report from HUD (the report that identifies any concerns or findings); OR N/A: HUD has not yet provided our organization with their monitoring report

Attachment #10: If monitoring report identified concerns, findings, or other items requiring a response, provide your organization’s response to these items; OR N/A: The monitoring report did not contain any items requiring our organization’s response

Attachment #11: Documentation from HUD that a monitoring concern or finding has been satisfied; OR N/A: HUD has not yet responded to our organization’s response to the monitoring report

Attachment #12: Any other monitoring-related correspondence between your organization and HUD; OR N/A: No other correspondence to provide


PART D: APR Information

Rationale given for late APR submissions to HUD will be reviewed

Question #1: Provide the information requested for the most recent APR submitted to HUD:

Term of most recent APR submitted to HUD:

Operating Year Start Date (DD/MM/YY)

To Operating Year End Date (DD/MM/YY)

Date APR submitted to HUD via Sage:

Date (DD/MM/YY) Question #2: Was your APR submitted via Sage to HUD within 90 days after the end of the project term?

Yes No Unsure If “no”, please explain why the APR was not submitted to HUD in a timely fashion, and steps the grantee is taking to ensure timely submission in the future: NOTE: Grantees should note that the CoC Lead Agency is able to view in Sage if an agency has submitted its APR in a timely fashion. The CoC Lead Agency is also able to directly view the APRs submitted in Sage.


PART E: Financial Performance

Question #1 Complete the chart for the three most recent years of a fully completed grant term and answer the questions below. The information provided here may be verified with the local HUD Field Office and/or via a review of the project’s APR.

A B C

Grant Term Project Name Project Grant

Number Total grant

amount

Total amount drawn down from

LOCCS as of 90 days after the end

of the most recently

completed project term

Percentage of funds

expended: [(B/A) x 100]

Question #2 If the percentage of funds expended (column C) for the most recently completed grant term is less than 95% (if a non-rental assistance project) or less than 90% (if a rental assistance project), provide an explanation why not all funds were expended: (1/2 page or less):


PART F: Budget Pages

Note that the following budget line items may not be combined in a single project:

• Rental Assistance + Leasing = Not Allowed • Rental Assistance + Operating = Not Allowed

Based on the budget option being requested, complete the following budget line item charts below. SUMMARY BUDGET The following information summarizes the CoC funding request and the available cash match for the total term of the project. Enter the appropriate amount of administrative costs for the project.

CoC Activities CoC Dollars Request

Comments

Acquisition

Rehabilitation

New Construction

Subtotal (Lines 1 through 3)

Real Property Leasing (from Leasing Budget Chart)

Leased Structures (from Leased Structures Budget Chart)

Rental Assistance (from Rental Assistance Budget Chart)

Supportive Services (From Supportive Services Budget Chart)

Operations (From Operating Budget Chart)

HMIS (From HMIS Budget Chart)

Subtotal CoC Request

Administrative Costs

Total CoC Request

Cash Match

In-Kind Match

Total Project Cost


GRANT TERM Please note the requested grant term: ____________________________________________

LEASING/RENTAL ASSISTANCE BUDGET (monthly amount cannot exceed FMR)

Unit Size # of units Amount/month 12 months Total SRO

0 bedroom 1 bedroom 2 bedrooms 3 bedrooms 4 bedrooms 5 bedrooms Total Units

Total Request

LEASED STRUCTURES BUDGET Leased Structures Costs CoC Dollars Requested

HUD Paid Rent Per Month TOTAL ANNUAL ASSISTANCE REQUESTED Total Structures

SUPPORTIVE SERVICES BUDGET Supportive Services Costs CoC Dollars Requested

Assessment of Service Needs Assistance with moving costs Case Management Child Care Education Services Employment Assistance Food Housing/Counseling Services Legal Services Life Skills Mental Health Services Outpatient Health Services Outreach Services Substance Abuse Treatment Transportation Utility Deposits Operating Costs TOTAL ANNUAL ASSISTANCE REQUESTED


OPERATING BUDGET

Operating Costs CoC Dollars Requested

Maintenance/Repair Property Taxes and Insurance Replacement Reserves Building Security Electric, Gas and Water Furniture Equipment (lease, buy) TOTAL ANNUAL ASSISTANCE REQUESTED

HMIS BUDGET HMIS Costs CoC Dollars Requested

Equipment Software Services Personnel Space and Operations TOTAL ANNUAL ASSISTANCE REQUESTED

MATCH The following details for the proposed match should be listed below. It is not necessary to provide

documentation or have a commitment at the time the application is submitted.

Type Source Contributor Value Comments

TOTAL VALUE OF ALL MATCH COMMITMENTS:


PART G: SCORING

FY 2021 SCORING SHEET – RENEWAL PROJECT APPLICATONS OUT-WAYNE COUNTY CONTINUUM OF CARE

Each applicant should complete the “Agency Self-Score” column in the Scoring Sheet. Renewal projects will be scored based upon the following components, for a total of 98 possible points. Refer to the detailed description of the Scoring Criteria following the Scoring Sheet and also documented in Exhibit A of the Out-Wayne County Continuum of Care (“CoC”) RFP for the FY 2021 HUD CoC NOFO Local Program Completion for a full description of the scoring metrics, the scoring range for each element, the reporting period, the data source, and for which project type each metric applies.

Project Name:

Agency:

Project Component Type: Permanent Supportive Housing (PSH) Rapid Rehousing (RRH) Transitional Housing (TH) Joint TH-RRH Component

Safe Haven (SH) Supportive Services Only (SSO) Supportive Services Only for Coordinated Entry (SSO-CE) HMIS

COMPONENT #1: INCOME & EMPLOYMENT Total Possible Points: 15 – For PSH, RRH, TH, TH-RRH and SH

Scoring Metric Agency Self-Score Reviewer Score A Leavers with Any Cash Income B Leavers with Any Non-Cash Benefits C Leavers with Earned Income (Employment) D Increases in Total Cash Income Subtotal Points for Income & Employment

COMPONENT #1: INCOME & EMPLOYMENT Total Possible Points: 15 – For SSO

Scoring Metric Agency Self-Score Reviewer Score A Leavers with Any Cash Income B Leavers with Any Non-Cash Benefits C Leavers with Earned Income (Employment) Subtotal Points for Income & Employment

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For PSH

Scoring Metric Agency Self-Score Reviewer Score A Retention/Exit to Permanent Housing B Utilization Subtotal Points for Housing Performance

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For TH, RRH and TH-RRH

Scoring Metric Agency Self-Score Reviewer Score A Exits to Permanent Housing B Utilization Subtotal Points for Housing Performance

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For SSO

Scoring Metric Agency Self-Score Reviewer Score A Exits to Positive Housing Destination B Exits to PH Subtotal Points for Housing Performance

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For SH

Scoring Metric Agency Self-Score Reviewer Score A Exits to Permanent Housing or Care Setting B Utilization Subtotal Points for Housing Performance



Project Name:

Agency:

Project Component Type: Permanent Supportive Housing

(PSH) Rapid Rehousing (RRH) Transitional Housing (TH) Joint TH-RRH Component

Safe Haven (SH) Supportive Services Only SSO) Supportive Services Only for Coordinated Entry (SSO-CE) HMIS

COMPONENT #3: FINANCIAL PERFORMANCE Total Possible Points: 15 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score Projects that do not have a rental assistance line Projects that include a rental assistance line Subtotal Points for Financial Performance

COMPONENT #4: HMIS PARTICIPATION Total Possible Points: 20 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score A 90% UDE Completion B At least 75% of clients exited to known

destinations

C Submitted required 2021 HIC data on time Subtotal Points for HMIS Participation

COMPONENT #5: CONTINUUM OF CARE PARTICIPATION Total Possible Points: 3 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score A Attendance at Continuum of Care meetings B Participation in Point in Time Count NOT SCORED NOT SCORED Subtotal Points for CoC Participation

COMPONENT #6: COORDINATED ENTRY PARTICIPATION Total Possible Points: 5 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score Agency participation in Coordinated Entry System Subtotal Points for Coordinated Entry

Participation

TOTAL MAXIMUM POINTS ACHIEVED Total Possible Points: 98

Agency Self-Score Reviewer Score

Total Points

Ranking Committee Reviewer Name: __________________________________________________


PART H: Additional Information for Evaluation

Serving Clients with Greatest Severity of Needs (PSH, RRH, TH, TH-RRH, SH, SSO Only, SSO-CE) Renewal projects (PSH, RRH, TH, TH-RRH, SH, SSO Only, SSO-CE) will be required to provide data for three factors that will not be scored but will assist the Ranking Committee with ensuring that projects ranked in Tier 1 are serving clients with the greatest severity of needs:

• Percentage of clients that entered the program with zero income • Percentage of clients that entered the program as chronically homeless • Percentage of persons served by the program who have harder to serve conditions at entry

The reporting period is July 1, 2020 through June 30, 2021. Data should be compiled from the APR pulled from HMIS. 1) Calculation for the number of clients that entered the program with zero income:

Number of adults entering the program with zero income: _____ Total number of adults entering program: _____ Percentage of clients that entered with zero income: _____

2) Calculation for the number of clients that entered the program as chronically homeless:

Number of client households entering the program with at least one member identifying as chronically homeless: _____ Total number of client households entering program: _____ Percentage of client households entering program as chronically homeless: _____

3) Calculation for the number of clients who met two or harder to serve conditions at entry:

Number of persons entering the program with two or more conditions: ____ a. Mental Illness b. Alcohol Abuse c. Drug Abuse d. Chronic Health Conditions e. HIV/AIDS f. Developmental Disabilities g. Physical Disabilities

Total number of persons served: _____ Percentage of persons with two or more harder to serve conditions: _____


Projects Serving DV Populations The following information will be used to evaluate the performance of projects dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3:

1. Describe how the project improved safety for participants 2. Describe the comparable database used by the victim service provider

This information can be provided on page 7 as part of Section A, General Project Information. The reporting period is July 1, 2020 through June 30, 2021. Consumer Participation The following element is requested for informational purposes only for the FY 2021 local funding competition. The reporting period is July 1, 2020 through June 30, 2021. For all renewal projects, applicants should describe how people with lived experience, for the project or within their agency:


The information gathered will help inform creating objective scoring criteria for future local funding competitions. Project Costs – For Informational Purposes Only (Applicable Only to PSH and RRH Projects) The following element is requested for informational purposes only for the FY 2021 local funding competition. To assist the Coalition with developing a better understanding of reasonable costs for Permanent Housing projects, PSH and RRH projects are asked to provide the following data:


Please explain your calculation. The source of data is the most recently completed project APR submitted in Sage. Data may help inform objective criteria to develop for scoring in future local funding competitions. Explanation of Performance Outcomes and Continuous Quality Improvement (Optional) Agencies may provide, in one-half page or less, an explanation or commentary on the project’s performance outcomes for the items in any of the components and any steps the agency may be taking to implement a continuous quality improvement program. While this question will not be scored, an explanation may be included to help reviewers understand any special circumstances that contributed to the project’s performance. Applicants for renewal projects that encountered performance issues as a result of factors related to the COVID-19 pandemic are encouraged to provide information regarding the experience of the program during the evaluation period of July 1, 2020 to June 30, 2021. This information can include a narrative describing actions the applicant has taken or plans to take to improve program effectiveness. Data from the period prior


to March 2020 would assist the Ranking Committee with evaluating the impacts of the pandemic on a program and the potential for performance improvements.


Signature Page

This page is to be signed by the Executive Director of the recipient agency or their authorized representative. My signature below affirms the following: 1) If awarded Continuum of Care funds by the U.S. Department of Housing and Urban Development, this project will comply with all program regulations as found in the Continuum of Care Program Interim Rule 24 CFR Part 578. 2) The organization will enter required project and client data into the Homeless Management Information System (HMIS) in accordance with the HMIS Data Standards and HMIS Policies & Procedures. 3) The funded project will participate in the Coordinated Entry Process in accordance with the Coordinated Entry Process Policies and Procedures adopted by the Out-Wayne County Continuum of Care. 4) The data submitted with this application (in both the APR submitted to HUD via Sage and any data generated from HMIS) is complete, accurate, and correct. 5) It is understood that renewal and new projects will be submitted to HUD in accordance with the Project Ranking Policies contained in the Out-Wayne County CoC RFP for the FY 2021 HUD CoC NOFO Local Funding Competition and that such project ranking decisions are final. 6) It is understood that the Out-Wayne County Continuum of Care is responsible for making decisions on which new and renewal projects are submitted to HUD each year as part of the annual CoC competition, and that the ultimate decision in whether or not a project is funded is made by HUD. It is further understood that 24 CFR §578.35 describes certain situations in which an agency may submit an appeal directly to HUD. It is agreed that the submission of an appeal to HUD, in accordance with HUD’s policies and procedures, is the final recourse that may be taken for the project.

Signed:

Date:

(Executive Director or authorized representative)

Title:

Name Printed:

Name of Agency:

INSTRUCTIONS FOR SCORING METRICS WORKSHEET - FOR RENEWAL PROJECTS ONLY

The file provides detailed instructions on how to access the data from the APR for the following Components: • #1 - Income & Employment • #2 - Housing Performance • Greatest Severity of Needs

Input data into these light green highlighed cellsYellow highlights are for cells that contain formulas to automatically complete calculations of metrics

Questions should be addressed to Mitch Blum-Alexander at [email protected].

There are individual tabs in the worksheet, one for each of the Components listed above. Follow the instructions in the tabs for how to access the data from the APR for each of the metrics in the Components. The APR that should be used is for the period of July 1, 2020 through June 30, 2021, generated from HMIS.

This file should be emailed with the submission of the renewal application. It can be emailed as a separate file from the other materials being submitted. Data from the workbook should be written down in the appropriate sections of the application for renewal projects.

TYPE IN NAME OF PROJECT HERE

Adult Leavers with Cash Income (PSH, RRH, TH, TH-RRH, SH, SSO)Adult Leavers with 1+ Sources of Income divided by Total Adult Leavers

Q18 Number of Adults at Exit (Leavers)/1+ Sources of IncomeQ18 Number of Adults at Exit (Leavers)/Total AdultsCalculation (Spreadsheet will do so Automatically) #DIV/0!

Adult Leavers with Non-Cash Benefits (PSH, RRH, TH, TH-RRH, SH, SSO)Adult Leavers with 1+ Sources of Non-Cash Benefits divided by Total Adult Leavers

Q20b Benefit at Exit for Leavers/1+ SourcesQ20b Benefit at Exit for Leavers/TotalCalculation (Spreadsheet will do so Automatically) #DIV/0!

Adult Leavers with Earned Income (Employment)(PSH, RRH, TH, TH-RRH, SH, SSO)Add Adult Leavers with Earned Income and Adult Leavers with Both Earned Income and Other Income, then divide by Total Adult Leavers

Q18 Number of Adults at Exit (Leavers)/Adults with Only Earned IncomeQ18 Number of Adults at Exit (Leavers)/Adults with Both Earned and Other IncomeQ18 Number of Adults at Exit (Leavers)/Total AdultsCalculation (Spreadsheet will do so Automatically) #DIV/0!

Adult Leavers & Stayers with Increases in Total Income (PSH, RRH, TH, TH-RRH, SH)Adult Leavers & Stayers with Increases in Income (Earned or Other) Divided by Total Adult Stayers and Leavers With Any Income

Q19a1 Performance Measure - Who Gained or Increased Income/Number of Adults with Any Income (Total Income)Q19a2 Performance Measure - Who Gained or Increased Income/Number of Adults with Any Income (Total Income)Q19a1 Total Adults/Number of Adults with Any Income (i.e. Total Income)Q19a2 Total Adults/Number of Adults with Any Income (i.e. Total Income)Calculation (Spreadsheet will do so Automatically) #DIV/0!

Component #1: Income & Employment


Retention in Permanent Housing (PSH)Add Stayers and Leavers to Permanent Housing, then divide by Total Persons Served (Excluding Deaths)

Q5a Total StayersQ23c Permanent Destinations SubtotalQ5a Total Persons Served - Q23c DeceasedCalculation (Spreadsheet will do so Automatically) #DIV/0!

Exits to Permanent Housing (TH, RRH, TH-RRH, SSO)Leavers to Permanent Housing, then divide by Total Leavers (Excluding Deaths)

Q23c Permanent Destinations SubtotalQ5a Total Leavers - Q23c DeceasedCalculation (Spreadsheet will do so Automatically) #DIV/0!

Exits to Positive Housing Destinations (SSO)Leavers to Positive Housing Destinations, then divide by Total Leavers (Excluding Deaths)

Q23c Total Persons Exiting to Positive Housing DestinationsQ5a Total Leavers - Q23c DeceasedCalculation (Spreadsheet will do so Automatically) #DIV/0!

Component #2: Housing Performance


Component #2: Housing Performance

Exits to Permanent Housing or Care Setting (SH)Leavers to Permanent Housing + Leavers to Institutional Settings, then divide by Total Leavers

Q23c Permanent Destinations SubtotalQ23c Institutional SettingsQ5a Total Leavers - Q23c DeceasedCalculation (Spreadsheet will do so Automatically) #DIV/0!

Utilization Rates (PSH, RRH, TH, TH-RRH, SH)Average of Quarterly Count for Utilization Rate by Beds

Q2 Utilization Rate by Bed - January (enter data as shown on APR)Q2 Utilization Rate by Bed - April (enter data as shown on APR)Q2 Utilization Rate by Bed - July (enter data as shown on APR)Q2 Utilization Rate by Bed - October (enter data as shown on APR)Calculation (Spreadsheet will do so Automatically) 0%


Percentage of Clients that Entered the Program with Zero IncomeAdults Entering the Program with Zero Income divided by Total Adults

Q16 No Income at StartQ16 Total Adults at StartCalculation (Spreadsheet will do so Automatically) #DIV/0!

Percentage of Households that Entered the Program Experiencing Chronic HomelessnessHouseholds Entering the Program Experiencing Chronic Homelessness divided by Total Households

Q26a Total Chronically Homeless HouseholdsQ26a Total HouseholdsCalculation (Spreadsheet will do so Automatically) #DIV/0!

Percentage of Persons Served by the Program Who Met Harder to Serve Conditions at EntryNumber of People Entering Program with 2+ Conditions divided by Total Persons

Includes: Mental Illness, Alchohol Abuse, Drug Abuse, Chronic Health Conditions, HIV/AIDS, Developmental Disabilities,and Physical DisabilitiesQ13a2 2 ConditionsQ13a2 3+ ConditionsQ5a Total Number of Persons Served Calculation (Spreadsheet will do so Automatically) #DIV/0!

Serving Clients with Greatest Severity of Needs (PSH, RRH, TH, TH-RRH, SH, SSO, SSO-CE)

OUT-WAYNE COUNTY CONTINUUM OF CARE

NEW PROJECT APPLICATION

FY 2021 HUD COC PROGRAM NOFO LOCAL FUNDING COMPETITION

DEADLINE FOR SUBMISSION: MONDAY 3 P.M., OCTOBER 18, 2021

FY2021 Out-Wayne CoC New Projects Application 1

FY 2021 New Project Submission Instructions

Out-Wayne County Continuum of Care GENERAL INSTRUCTIONS AND INFORMATION

Applications must be submitted via email to Charlotte Carrillo ([email protected]) AND Mitchel Blum-Alexander ([email protected]) by 3 pm on Monday, October 18, 2021. Mailed or faxed application packets will not be accepted.

There are different submission instructions for an agency depending on whether they are submitting a new project application for only one project or for several projects:

• For Agencies Submitting for Only One New Project: Submit one combined document with all attachments for the project application.

• For Agencies Submitting New Applications for Multiple Projects: Attachments 7 through 13 are documents that only have to be submitted once even when an agency has submissions for multiple new projects. Attachments 7 through 13 should be combined into one PDF File and submitted separately from Attachments 1 through 6 that contain documentation that is unique to each project. For each new project application, Attachments 1 through 6 should be submitted as one combined document.

All parts of the application should be submitted in the order presented in the Submission Checklist. Each attachment should have a cover page with the attachment number and name of the attachment. If an attachment does not apply, place a (ü) in the “Not Applicable” column. Applicants should review the Out-Wayne County Continuum of Care (“CoC”) RFP for the FY 2021 HUD CoC NOFO Local Program Completion to insure that they submit a new project application that is complete, accurate and meets all requirements listed in the RFP. Red Maple Resources, Inc. and Wayne Metropolitan Community Action Agency, as the agencies designated by the Out-Wayne County CoC to lead the local funding competition process, reserve the right to request additional project or organizational information at a later date if needed. Any items not included in the checklist that are requested and submitted at a later date above will not result in points deducted from the application.

If an agency is transitioning an existing grant to another component, the applicant must submit a renewal application for the existing grant and a new application for the new transition grant. If an agency is expanding a renewal, the applicant must submit a renewal application for the existing grant and a new application for the expanded portion of the proposal.


GUIDE TO WHAT IS CONTAINED IN THE FY 2021 NEW PROJECT APPLICATION:

1) General Instructions and Information - Page 1 2) Submission Checklist and General Project Information - Page 3 3) Application Questions - Page 6 4) Budget Forms - Page 11 5) Scoring Sheet & Criteria - Page 14 6) Signature Page - Page 17

QUESTIONS Questions should be addressed to Mitchel Blum-Alexander at [email protected]. Questions on how to access information in HMIS should be addressed to both Christine Chapa at [email protected] and Mitchel Blum-Alexander.


FY 2021 New Project Submission Checklist


Agency Name:

Included (ü)

Not Applicable (ü)

Project Name:

Each individual project application must have the following attachments, as they apply to that project:

Attachment Number

Attachment Description

#1 Submission Checklist and Completed New Project Application #2 Signature Page – must be signed by recipient and subrecipient(s) #3 Agreement with Medicaid billable providers (Question 13) #4 Match Documentation, if available (Part C) #5 Eviction prevention policies (Question 18) #6 Sample lease agreement (Questions 19)

Agencies only need to submit one copy of the following documents, even if they are submitting multiple new project applications. Documents provided for Attachments 7 through 13 should be combined into one PDF file and submitted separately from the PDF file containing documents for Attachments 1 through 6 that are unique to the specific projects. The PDF file should have a cover page with the agency name and be titled “Common Submission Materials for FY 2021 New Project Applications.”

If monitored by HUD since January 2018 (Question 17): #7 Notification from HUD that project will be monitored #8 Monitoring report from HUD #9 Organization’s response to monitoring report

#10 Documentation from HUD that monitoring concern or finding satisfied #11 Any other monitoring-related correspondence



FY2021 New Project Application



Applicant Organization’s Name: Project Applicant Address:

Street:

City: State: ZIP:


Name:

Title:

Phone Number:

Email:


__ Information same as above Name:

Phone Number: Email:

Project Name: Project Address:

Street:

City: State: ZIP:


If there are additional Sub-recipients, please list with address and contact information on separate sheet):

Project Sub-recipient’s Address:

Street:

City: State: Zip:

Contact Person of Project Sub-recipient:

Name:

Title:

Phone Number:

Email:



Permanent Supportive Housing (PSH) – Project Based Permanent Supportive Housing (PSH) – Scattered Site Rapid Re-housing (RRH) Joint Transitional Housing (TH-RRH) - Rapid Re-housing Component Project Supportive Services Only for Coordinated Entry (SSO-CE) Dedicated HMIS carried out by the CoC’s HMIS Lead

Funding Source for New Project – check off all that apply:

Bonus Domestic Violence (DV) Bonus Reallocation (Including Transition)

Transition and Expansion of Existing Programs – if a new project is being created through an expansion or transition of an existing CoC program check off all that apply:

Expansion Transition

List the name and grant number for the existing project:


PART B: Application Questions

Applicants should fully respond to the following questions. Questions must be answered as succinctly and completely as possible. Responses to each question should be consistent with and make reference to other parts of this application as necessary. For each question, applicants applying for funding through the DV Bonus should describe barriers unique to persons fleeing domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and how your agency will address those barriers.

1. Applicant Experience: Describe the experience of the applicant and potential subrecipients (if any), in effectively utilizing federal funds (especially existing CoC grants) and performing the activities proposed in the application, given funding and time limitations. Describe why the applicant, subrecipients, and partner organizations (e.g., developers, key contractors, subcontractors, service providers) are the appropriate entities to receive funding. Provide concrete examples that illustrate their experience and expertise in the following:

a. Working with and addressing the target population’s identified housing and supportive service need

b. Developing and implementing relevant program systems, and/or services; c. Identifying and securing matching funds from a variety of sources; and d. Managing basic organizational operations including financial accounting systems.

2. Organization & Management Structure: Describe the basic organization and management structure of

the applicant and subrecipients (if any). Include evidence of internal and external coordination and an adequate financial accounting system. Include the organization and management structure of the applicant and all subrecipients, making sure to include a description of internal and external coordination and the financial accounting system that will be used to administer the grant.

3. Project Description: Provide a description of the project that addresses the entire scope of the

project, including the following: a. Provide a description of the project including the housing, supportive services or program

activities that will be provided. If the project is applying for DV Bonus funding, describe how the safety and privacy of clients will be ensured.

b. The target population(s) to be served. If applicable, note the eligibility criteria that will be selected such as Dedicated PLUS, 100% Chronically Homeless, etc.

c. Provide data and describe the need for the project in the portfolio of the CoC if the project is proposing to target:

• Populations eligible under the DV Bonus; or • More narrowly defines a target population than what is required by the FY 2021

HUD CoC NOFO d. The plan for addressing the identified needs/issues of the target population(s) or CoC

infrastructure and capacity needs. e. Projected outcome(s). f. Subrecipients: If this is a collaborative application with subrecipients or other partners, please

clearly describe the distinct roles and responsibilities of each entity identified in the application.

g. Identify additional sources of funding that will be used to support this project, and indicate whether or not these funds have already been secured.


4. Participation in the Out-Wayne County CoC: Respond to the following:

a. How did your agency participate in the Coordinated Entry process over the past year? “Participation” is defined as sending/receiving referrals to/from central intake, participating in workgroup meetings to review status of clients, attending in service trainings, etc.

b. Describe how this project will work with Coordinated Entry to solely receive referrals for these units and to help ensure the referrals received are successfully housed.

c. Describe the experience your agency has in participating in HMIS. How does your agency insure timely and high quality of data entry? If an applicant is a victim service provider, the agency is not required to participate in the HMIS System and should describe the comparable database used and the process to provide de-identified information to the Out-Wayne County CoC.

d. Note other CoC activities that your agency participated in over the past year, including membership meetings, committees, PIT Count, etc.

5. Site Description: As applicable, provide a description of the site(s) that you anticipate will be used for this project. Provide a response to each of the items below.

a. Address(es) of the proposed site. b. How many units of housing will be provided by this project and what will be the size of the

units (i.e., SRO, studio, 1 bedroom, etc.)? c. Is this property currently in use, or is it vacant? d. If currently in use, what is the site currently being used for? e. If the current use differs from the proposed project, what will happen with the current

residents and/or programming currently occurring in the building? f. Are there any restricted use covenants on the property or zoning changes needed? If so,

please explain. g. Describe the physical layout of the units in which the participants will reside. Specifically,

indicate the following: if the participant will have private sleeping quarters, if the participant will have private or shared bathing facilities, and if the participant will have access to space to store and prepare food.

h. Describe any rehabilitation work needed to the site to develop it and the timeline for completing the work, progress on the rehabilitation to date, and sources of funding applied for or secured to fund the rehabilitation work.

6. Landlord Relationships: Describe how your organization reaches out to, and engages with local

landlords to recruit their participation in making their units available to program participants. In your description, explain how your organization maintains an ongoing positive relationship and communication with landlords renting to your organization’s program participants.

7. Project Schedule: Describe the estimated schedule for the proposed activities, the management plan,

and the method for assuring effective and timely completion of all work. Provide a schedule and describe both a management plan and implementation methodology that will ensure that the project will be ready to begin housing activities in a timeframe that meets the requirements listed in the FY 2021 HUD CoC NOFO.

8. Obtaining & Maintaining Permanent Housing: Describe how the project applicant will assist project

participants to obtain and remain in permanent housing. The response should address how the applicant will take into consideration the needs of the target population and the barriers that are currently preventing them from obtaining and maintaining permanent housing. The applicant should describe how those needs and barriers will be addressed through the case management and/or other


supportive services that will be offered through the project. If participants will be housed in units not owned by the project applicant, the narrative must also indicate how appropriate units will be identified and how the project applicant or subrecipient will ensure that rents are reasonable. Established arrangements and coordination with landlords and other homeless services providers should be detailed in the narrative.

9. Increasing Employment/Income: Describe specifically how participants will be assisted to increase

their employment and/or income and to maximize their ability to live independently. Describe the supportive services that will be provided to help project participants locate employment and access mainstream resources so that they are more likely to be able to live independently.

10. Current Provider: Does the applicant or subrecipient currently administer or is a subgrantee for a

project that is part of a Continuum of Care? Yes ____ No____

If “yes,” identify the: • CoC the project is located in • Project Name and Grant Number • Project type (PSH, RRH, etc.) • Type of funding the project receives (CoC, ESG, SSVF, etc.)

___________________________________________________________________________________ ___________________________________________________________________________________

___________________________________________________________________________________ Attach additional pages if needed to list all projects.

11. Housing First Experience: Please respond to both parts of this question.

a. Do your current housing programs (PSH, RRH, TH, Emergency Shelter, etc.) follow a “Housing First” model? ___ Yes for all of our current projects (regardless of funding source) ___ Yes for some, but not all of our projects (regardless of funding source) ___ No, none of our projects practice Housing First ___ N/A, we do not currently operate any housing programs

b. Describe how your organization currently puts into practice a Housing First model of service

delivery. If your organization does not currently practice Housing First, describe how you will implement Housing First.


12. Leveraging Medicaid: Does the applicant and/or subrecipient currently have the capacity to bill

Medicaid for Medicaid-billable services? ___ Yes (if “yes”, answer question “a” below)

a. Explain how this billing arrangement works and what aspects of supportive housing services your organization currently bills for.

___ No (if “no”, answer both parts of question “b” below)

b. Does the applicant and/or subrecipient currently have a formal partnership as evidenced by a

Memorandum of Understanding (MOU) or Business Associates Agreement (BAA) or other similar agreement with one or more Medicaid billable providers (e.g., Federally Qualified Health Centers)?

___ Yes ___ No

If “yes”, identify these providers and submit as Attachment #3 a copy of the MOU, BAA, or other similar agreement.

13. Enrolling Clients in Medicaid: Describe the specific activities that are in place to enroll clients in

Medicaid.

14. Linking Participants to Mainstream Resources: Describe how your organization assists clients with accessing mainstream resources that help them to achieve greater stability and integration into the community.

15. Past Outcomes: Describe successes and outcomes the applicant and subrecipient(s) have had in assisting clients in their existing projects to:

a) Remain stably housed or to move to other permanent housing; and b) Increase income and employment

The response should include narrative describing the strategies for maintaining clients in permanent housing and increasing income and employment, data specific to the outcomes, and a comparison of data for the most recent year available with the previous year. Specify the time period for any data and outcomes provided.

16. Current Continuum of Care Grant Issues:

Respond to both of the following. If the response is for an Out-Wayne County CoC grant for which you are submitting a renewal application, you do not have to provide a detailed response but instead indicate that additional information can be found in the renewal application (specify project name and grant number) submitted to the Ranking Committee.

a) State whether the applicant had any unexpended funds from its most recently completed HUD CoC grant(s), including how much was unexpended and steps being taken to ensure all funds are expended for future grants. If there were no unexpended funds, respond “N/A.”

b) If the organization has been monitored by HUD since January 2018, complete the following table and attach the required documents. If the organization has not been monitored since June 2016, respond “N/A.”


Attached (ü)

Documentation






17. Eviction Prevention: Describe how the project will prevent evictions. Provide a copy of the

organization’s eviction prevention policies as Attachment #5. If the organization does not have eviction prevention policies, describe how the organization will develop such policies.

18. Lease Obligations: Tenants in PSH should have a lease or sub-lease that is identical to that of a non-

supportive housing tenant. The lease should have no service requirements nor limits on length of stay as long as the terms of the lease are met. Please respond to the following:

a. Current PSH providers: Submit a copy of a lease or sub-lease agreement for a client who is currently residing in one of your PSH projects as Attachment #6. ALL CLIENT IDENTIFYING INFORMATION MUST BE REDACTED WHEN SUBMITTING THIS INFORMATION. This lease will be reviewed to determine the extent to which it meets the standards given above.

b. New PSH providers: For applicants that do not currently operate a housing project, describe how, if funded, you will develop lease or sub-lease agreements that meet the standards given above.


PART C: Budget Pages

Submit the appropriate budget information for this project using the charts below. Note that the following budget line items may not be combined in a single project:


Based on the budget option being requested, complete the following budget line item charts below. SUMMARY BUDGET The following information summarizes the CoC funding request and the available match for the total term of the project. Enter the appropriate amount of administrative costs for the project.


Comments

Acquisition

Rehabilitation

New Construction








Subototal CoC Request

Administrative Costs

Total CoC Request

Cash Match

In-Kind Match

Total Project Cost


GRANT TERM Please note the requested grant term: ____________________________________________



0 bedroom 1 bedroom 2 bedrooms 3 bedrooms 4 bedrooms 5 bedrooms Total Units

Total Request


HUD Paid Rent Per Month TOTAL ANNUAL ASSISTANCE REQUESTED Total Structures


Assessment of Service Needs Assistance with moving costs Case Management Child Care Education Services Employment Assistance Food Housing/Counseling Services Legal Services Life Skills Mental Health Services Outpatient Health Services Outreach Services Substance Abuse Treatment Transportation Utility Deposits Operating Costs TOTAL ANNUAL ASSISTANCE REQUESTED


OPERATING BUDGET Operating Costs CoC Dollars Requested

Maintenance/Repair Property Taxes and Insurance Replacement Reserves Building Security Electric, Gas and Water Furniture Equipment (lease, buy) TOTAL ANNUAL ASSISTANCE REQUESTED






TOTAL VALUE OF ALL MATCH COMMITMENTS:


PART D: Scoring

FY 2021 SCORING SHEET – NEW PROJECT APPLICATONS

OUT-WAYNE COUNTY CONTINUUM OF CARE New projects will be scored based upon the following components, for a total of 105 possible points. Scoring for ranking is based upon a percentage of points achieved and relevant to the project component type. For new project applications completed for an expansion of an existing CoC grant, the score that will be utilized for ranking will be for the renewal project that the expansion is based upon.

Project Name:

Agency:

Project Component Type: Permanent Supportive Housing (PSH) – Project Based Permanent Supportive Housing (PSH) – Scattered Site Rapid Re-housing (RRH) Joint Transitional Housing (TH) - Rapid Re-housing

(RRH) Component Project Supportive Services Only for Coordinated Entry (SSO) Dedicated HMIS carried out by the CoC’s HMIS Lead

Funding Source for New Project (Check All That Apply): Bonus Domestic Violence (DV) Bonus Reallocation (Including Transition)

Expansion/Transition – Check off if this new project is being created through an expansion or transition:

Expansion Transition

EXPERIENCE AND CAPACITY Total Possible Points: 20

Evaluation Dimension Reviewer Score

Reviewer Comments

• Experience working with proposed population and housing type

• Concerns with current CoC grants • Clarity of roles of partners (if applicable) • Collaborative relationships with other

service providers • Satisfactory organizational structure and

financial management systems

PROJECT DESCRIPTION AND TIMELINE Total Possible Points: 10


Reviewer Comments

• Clearly and comprehensively addresses all key points for project structure highlighted in application

• Operational within timeframe required by HUD

• Site-related information complete based on type of project

HOUSING FIRST EXPERIENCE/EVICTION PREVENTION Total Possible Points: 15


Reviewer Comments

• Fidelity with Housing First principles • Eviction prevention strategy


FY 2021 SCORING SHEET – NEW PROJECT APPLICATONS OUT-WAYNE COUNTY CONTINUUM OF CARE

COC PARTICIPATION Total Possible Points: 10


Reviewer Comments

• Current participant (Membership, PIT Count, Committees)

• Satisfactory data quality performance in HMIS (or comparable database if applicant is a victim service provider)

• Coordinated Entry (referrals, workgroup meetings)

• Agencies that have not participated will be unable to earn these points

ABILITY TO LEVERAGE MEDICAID AND MAINSTREAM RESOURCES Total Possible Points: 10


Reviewer Comments

• Plan to facilitate applications for Medicaid and other mainstream resources

• Ability to bill Medicaid (PSH only) • Extent to which agency is able to leverage

mainstream resources

DESIGN OF HOUSING AND SUPPORTIVE SERVICES AND PROGRAM ACTIVITIES Total Possible Points: 15


Reviewer Comments

• Service and housing design or program activities meets type and needs for targeted population or CoC infrastructure

• Efficacy of service or program design to increase employment/income and living independently

• Plan to assist clients to rapidly secure and maintain permanent housing that is safe, affordable and accessible to their needs

• Demonstrated Outcomes (agencies that are not current providers for targeted populations, housing types or program activities will be unable to earn these points)

• For DV project, plans included to ensure safety for participants and meet unique challenges to permanent housing

ORGANIZATIONAL AND FINANCIAL MANAGEMENT Total Possible Points: 10


Reviewer Comments

• Experience utilizing Federal funds especially HUD grants

• Successful drawdown of all funds • Satisfactory organizational and

management structure and capacity • Strength of financial management team


FY 2021 SCORING SHEET – NEW PROJECT APPLICATONS OUT-WAYNE COUNTY CONTINUUM OF CARE

BUDGET AND MATCH Total Possible Points: 10


Reviewer Comments

• Proposed plan for match • Budget shows only allowable costs • Budget reflects reasonable and customary

costs

ATTACHMENTS (INCLUSION AND CONTENT) Total Possible Points: 5


Reviewer Comments

• All submitted • Audit will be reviewed separately

TOTAL POINTS ACHIEVED Total Possible Points: 105


Reviewer Comments

Total Points

Ranking Committee Reviewer Name: __________________________________________________ ADDITIONAL REVIEWER COMMENTS:


Signature Page

This page is to be signed by the Executive Director of the recipient agency or their authorized representative. My signature below affirms the following: 1) If awarded Continuum of Care funds by the U.S. Department of Housing and Urban Development, this project will comply with all program regulations as found in the Continuum of Care Program Interim Rule 24 CFR Part 578. 2) The organization will enter required project and client data into the Homeless Management Information System (HMIS) in accordance with the HMIS Data Standards and HMIS Policies & Procedures. 3) The funded project will participate in the Coordinated Entry process in accordance with Coordinated Entry Policies and Procedures adopted by the Out-Wayne County Continuum of Care. 4) The data submitted with this application (in both the APR submitted to HUD via Sage and any data generated from HMIS) is complete, accurate, and correct. 5) It is understood that renewal and new projects will be submitted to HUD in accordance with the Out-Wayne County CoC ranking decisions based upon the ranking policies detailed in the RFP for the FY 2018 New and Renewal Project Ranking Protocol and that such project ranking decisions are final. 6) It is understood that the Out-Wayne County Continuum of Care is responsible for making decisions on which new and renewal projects are submitted to HUD each year as part of the annual CoC competition, and that the ultimate decision in whether or not a project is funded is made by HUD. It is further understood that 24 CFR §578.35 describes certain situations in which an agency may submit an appeal directly to HUD. It is agreed that the submission of an appeal to HUD, in accordance with HUD’s policies and procedures, is the final recourse that may be taken for the project.

Signed:

Date:


Title:

Name Printed:

Name of Agency:


FY 2021 Renewal Project Submission Checklist Out-Wayne County Continuum of Care

Agency Name: Community Housing Network Included ()

Not Applicable

()Project Name: Wayne Chronically Homeless Leasing Assistance Program 1

Attachment Number

Attachment Description Each individual project application must have the following attachments, as they apply to that project:

#1 Submission Checklist and Completed Renewal Application (Including Scoring Sheet)

#2 Signature Page – must be signed by recipient and subrecipient(s) #3 Match Documentation (if available) #4 APR generated from HMIS for the project for the period July 1, 2020 -

June 30, 2021

#5 Most recently completed APR for the project submitted to HUD via Sage

#5a Data Completeness Report Cards and Discharge Destination Report (see Component #4a and 4b of Scoring Criteria on page 19)

If project had significant project changes (Part B): #6 Written communication to HUD requesting the significant change #7 HUD’s written approval of the change requested

If monitored by HUD since January 2018 (Part C): #8 Notification from HUD that project will be monitored #9 Monitoring report from HUD

#10 Organization’s response to monitoring report #11 Documentation from HUD that monitoring concern or finding satisfied #12 Any other monitoring-related correspondence

Agencies only need to submit one copy of the following, even if they are submitting multiple renewal applications. Documents provided for Attachments 13, 14 and 15 should be combined into one PDF file and submitted separately from the PDF file containing documents for Attachments 1 through 12 that are unique to the specific projects. The PDF file should have a cover page with the agency name and be titled “Common Submission Materials for FY 2021 Renewal Applications.”



FY2021 Renewal Project Application



Applicant Organization’s Name: Community Housing Network Project Applicant Address:

Street: 5505 Corporate Drive, Suite 300

City: Troy State: MI ZIP: 48098


Name: Eric Burton

Title: Grant and Program Analyst

Phone Number: 248-824-7312

Email: [email protected]


_____ Information same as above

Name: Marc Craig

Phone Number: 248-269-1300

Email: [email protected]

Project Name: Wayne Chronically Homeless Leasing Assistance Program 1 Grant Number: MI0553L5F022004 Project Address:

Street: 5505 Corporate Drive, Suite 300

City: Troy State: MI ZIP: 48098

Check if project provides scattered-site leasing or rental assistance


If there are additional Sub-recipients, please list with address and contact information on separate sheet

Project Sub-recipient’s Address (if applicable)

Street:

City: State: Zip:

Contact Person of Project Sub-recipient

Name:

Title:

Phone Number:

Email:


Permanent Supportive Housing (PSH), Check If: X Dedicated Plus _____ 100% dedicated to Chronic Homelessness

Rapid Rehousing (RRH)

Transitional Housing (TH)

Joint TH-RRH Component

Safe Haven (SH)

Supportive Services Only (SSO)

Supportive Services Only for Coordinated Entry (SSO-CE)

HMIS



Proposed Changes to Project for FY 2021 Renewal Provide an explanation if you intend to:

• Elect to incorporate changes to populations • Reduce the amount of the grant, resulting in funding available for reallocation • Propose to consolidate projects of the same component into one grant • Propose to transition an existing grant(s) to a new project component • Exercise the expansion option

No changes made

Brief Description of Project Include information in one or two paragraphs to address the following issues:

• Populations served • Design of housing and services • Implementation using Housing First principles

Wayne Chronically Homeless Leasing Assistance 1 (WCHLAP 1) is a Permanent Supportive Housing program for individuals/families who meet HUD’s DedicatedPLUS definition of homelessness. The housing will be obtained through the leasing of scattered-site rental units throughout the Out Wayne County service area; this program model has been used successfully by CHN for seventeen years. CHN intends to provide substantial outreach, rental assistance, and supportive services for individuals/families who meet HUD’s definition of DedicatedPLUS homelessness. CHN is committed to utilizing the Housing First approach. CHN does not screen out potential program participants due to: Having too little or no income; Active or history of substance abuse; Having a criminal record (with exceptions for state-mandated restrictions); History of domestic violence (e.g. lack of a protective order, period of separation from abuser, or law enforcement involvement). To ensure those most in need are served first, participating individuals/families will be referred from out Wayne County’s PSH registry using a VI-SPDAT. Once program participants are in the program, CHN staff work with participants to utilize eviction diversion procedures to ensure that participants remain housed. CHN guarantees that program participants are not terminated from PSH programs due to the following reasons: Failure to participate in supportive services; Failure to make progress on a service plan; Loss of income or failure to improve income; and being a victim of domestic violence. All program participants will come from locations as defined by the DedicatedPLUS definition. In order to meet the needs of people who meet HUD’s definition of DedicatedPLUS homelessness, this program will focus on: 1) Providing outreach to gain trust and to ensure longer term stability 2) Rapidly placing individuals in housing and stabilizing them and 3) Increasing the use of mainstream resources. Participants for the program will be individuals/families who currently meet the HUD definition of


DedicatedPLUS homelessness and have been referred by local service providers. Outreach services and engagement of homeless persons will be provided by the Housing Program Coordinator, who will assist participants to locate and maintain housing. Rapid placement and stabilization in permanent housing are the program’s primary goals. Detroit Wayne County Community Mental Health providers will coordinate with CHN to provide comprehensive mental health services. All program participants will establish HUD program goals that align with the goals identified in their Person Centered Plans. Participants will be assisted to access mainstream resources such as Medicaid from the Affordable Care Act, Medicare, TANF, Food Stamps, Social Security Income, and the Veteran’s Administration. This program will also provide specific mechanisms to move participants into appropriate long-term permanent housing. Program participants will be notified of Housing Choice Voucher opportunities and receive assistance when applying for other low- income subsidized housing programs and/or preparing for home ownership. The CHN Housing Resource Center offers follow-up services that include housing workshops, peer advocate support, and an Independent Living Club. Program benchmarks and outcome measures are aligned with HUD goals and will be established in relation to HUD’s strategies and project priorities. CHN has 14 years of experience in tracking specific, relevant, and measurable performance outcome measures in previous HUD grants. Results and follow-up services will be documented using HMIS and will demonstrate specific impacts of this grant. Outcomes related to housing stability, and self-sufficiency will be included. CHN will adhere to all HUD performance standards, including the following outcomes: • At least 80% of previously homeless persons/families will remain housed at least 12 months or more • 65% of program participants will have maintained or increased their total income at program exit Program benchmark output results, progress toward outcome goals, and outcome actual results will be assessed quarterly based on HMIS reports. Cumulative measures, based on HUD’s policy priorities, CoC performance measures, project priorities, and participant goals will be assessed, evaluated and reported to the CoC and HUD annually. Exited participants will continue to receive support from CHN's Housing Resource Center through housing workshops, an Independent Living Club, information and referral, and a homeownership readiness assessment. A Follow-Up Assessment Survey and contact will be completed with exited participants 3 and 6 months after program exit and will be tracked in HMIS.



Projects Serving DV Populations Provide the following information for projects dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3:

1. How the project improved safety for participants 2. A description of the comparable database for client information (Victim Service providers are not

required to participate in the HMIS System but must use a comparable database and provide de-identified information to the Out-Wayne CoC)

N/A


PART B: Significant Project Changes Requested from HUD

Any changes noted may require additional review

Question #1 Are there any significant changes in the project since the last funding approval?

Yes No If “Yes” is checked off for Question #1 complete the chart below to describe the change:

Previous New Indicate change in the number of persons served Indicate change in the number of units Indicate change in project site location Indicate change in target population Indicate change in the project sponsor Indicate change in the component type Indicate change in the grantee/applicant Indicate change in the number of beds Line item or cost category budget changes more than 10% Other (explain)_______________________________

If “Yes” is checked off for Question #1 include as many of the following that apply as attachments to your application. Check “N/A” if not applicable:

Attached ()

Documentation

Attachment #6: Written communication to HUD requesting the significant change

Attachment #7: HUD’s written approval of the change requested N/A: HUD has not yet provided written approval of the requested change


PART C: HUD Monitoring Findings

Any findings may require further review

Question #1 Has this project been monitored by HUD within the last three years? (Since January 2018)

Yes No If “Yes,” include as many of the following that apply as attachments to your application. Check “N/A” if not applicable:

Attached ()

Documentation







PART D: APR Information

Rationale given for late APR submissions to HUD will be reviewed

Question #1: Provide the information requested for the most recent APR submitted to HUD:

Term of most recent APR submitted to HUD:

12/01/2019

11/30/2020

Operating Year Start Date (DD/MM/YY)

To Operating Year End Date (DD/MM/YY)

Date APR submitted to HUD via Sage:

02/25/2021

Date (DD/MM/YY) Question #2: Was your APR submitted via Sage to HUD within 90 days after the end of the project term?

Yes No Unsure If “no”, please explain why the APR was not submitted to HUD in a timely fashion, and steps the grantee is taking to ensure timely submission in the future: NOTE: Grantees should note that the CoC Lead Agency is able to view in Sage if an agency has submitted its APR in a timely fashion. The CoC Lead Agency is also able to directly view the APRs submitted in Sage.


PART E: Financial Performance

Question #1 Complete the chart for the three most recent years of a fully completed grant term and answer the questions below. The information provided here may be verified with the local HUD Field Office and/or via a review of the project’s APR.

A B C

Grant Term Project Name Project Grant

Number Total grant

amount

Total amount drawn down

from LOCCS as of 90 days after the end of the most

recently completed

project term

Percentage of funds

expended: [(B/A) x 100]

12/1/19-11/30/20

WCHLAP1 MI0553L5F021802 $320,424 $320,424 100%

12/1/18-11/30/19

WCHLAP1 MI0553L5F021701 $313,663 $313,663 100%

12/1/2017-11/30/2018

WCHLAP1 MI0553L5F021600 $300,907

212,232.18 70.53%

Question #2 If the percentage of funds expended (column C) for the most recently completed grant term is less than 95% (if a non-rental assistance project) or less than 90% (if a rental assistance project), provide an explanation why not all funds were expended: (1/2 page or less):


PART F: Budget Pages

Note that the following budget line items may not be combined in a single project:


Based on the budget option being requested, complete the following budget line item charts below. SUMMARY BUDGET The following information summarizes the CoC funding request and the available cash match for the total term of the project. Enter the appropriate amount of administrative costs for the project.


Comments

Acquisition

Rehabilitation

New Construction



$220,143


$15,304



$73,258


$22,930


Subtotal CoC Request $331,635

Administrative Costs $15,045

Total CoC Request $346,680

Cash Match

In-Kind Match $27,808

Total Project Cost $374,488


GRANT TERM Please note the requested grant term: 12/01/2022 – 11/30/2023



0 bedroom 1 bedroom 16 $690.16 $8,281.92 $13,2510.7 2 bedrooms 7 $881.84 $10,582.08 $7,4074.56 3 bedrooms 1 $1,129.81 $13,557.72 $13,557.72 4 bedrooms 5 bedrooms Total Units 24

Total Request $220,143


HUD Paid Rent Per Month $1,275.33 TOTAL ANNUAL ASSISTANCE REQUESTED $15,304 Total Structures 1


Assessment of Service Needs Assistance with moving costs $1,000 Case Management $56,595 Child Care Education Services $500 Employment Assistance Food $500 Housing/Counseling Services $1,663 Legal Services $3,000 Life Skills Mental Health Services Outpatient Health Services Outreach Services Substance Abuse Treatment Transportation $10,000 Utility Deposits Operating Costs TOTAL ANNUAL ASSISTANCE REQUESTED $73,258


OPERATING BUDGET

Operating Costs CoC Dollars Requested

Maintenance/Repair Property Taxes and Insurance Replacement Reserves Building Security Electric, Gas and Water $20,704 Furniture $2,226 Equipment (lease, buy) TOTAL ANNUAL ASSISTANCE REQUESTED $22,930






In Kind Government Detroit Wayne Integrated Health Network

$27,808

TOTAL VALUE OF ALL MATCH COMMITMENTS: $27,808


PART G: SCORING


Each applicant should complete the “Agency Self-Score” column in the Scoring Sheet. Renewal projects will be scored based upon the following components, for a total of 100 possible points. Refer to the detailed description of the Scoring Criteria following the Scoring Sheet and also documented in Exhibit A of the Out-Wayne County Continuum of Care (“CoC”) RFP for the FY 2021 HUD CoC NOFO Local Program Completion for a full description of the scoring metrics, the scoring range for each element, the reporting period, the data source, and for which project type each metric applies.

Project Name: Wayne Chronically Homeless Leasing Assistance 1

Agency: Community Housing Network

Project Component Type: Permanent Supportive Housing (PSH) Rapid Rehousing (RRH) Transitional Housing (TH) Joint TH-RRH Component

Safe Haven (SH) Supportive Services Only (SSO) Supportive Services Only for Coordinated Entry (SSO-CE) HMIS

COMPONENT #1: INCOME & EMPLOYMENT Total Possible Points: 15 – For PSH, RRH, TH, TH-RRH and SH

Scoring Metric Agency Self-Score Reviewer Score A Leavers with Any Cash Income 5 B Leavers with Any Non-Cash Benefits 5 C Leavers with Earned Income (Employment) 3 D Increases in Total Cash Income 2 Subtotal Points for Income & Employment 15

COMPONENT #1: INCOME & EMPLOYMENT Total Possible Points: 15 – For SSO

Scoring Metric Agency Self-Score Reviewer Score A Leavers with Any Cash Income B Leavers with Any Non-Cash Benefits C Leavers with Earned Income (Employment) Subtotal Points for Income & Employment

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For PSH

Scoring Metric Agency Self-Score Reviewer Score A Retention/Exit to Permanent Housing 30 B Utilization 10 Subtotal Points for Housing Performance 40

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For TH, RRH and TH-RRH

Scoring Metric Agency Self-Score Reviewer Score A Exits to Permanent Housing B Utilization Subtotal Points for Housing Performance

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For SSO

Scoring Metric Agency Self-Score Reviewer Score A Exits to Positive Housing Destination B Exits to PH Subtotal Points for Housing Performance

COMPONENT #2: HOUSING PERFORMANCE Total Possible Points: 40 – For SH

Scoring Metric Agency Self-Score Reviewer Score A Exits to Permanent Housing or Care Setting B Utilization Subtotal Points for Housing Performance



Project Name: Wayne Chronically Homeless Leasing Assistance Program 1

Agency: Community Housing Network

Project Component Type: Permanent Supportive Housing

(PSH) Rapid Rehousing (RRH) Transitional Housing (TH) Joint TH-RRH Component

Safe Haven (SH) Supportive Services Only SSO) Supportive Services Only for Coordinated Entry (SSO-CE) HMIS

COMPONENT #3: FINANCIAL PERFORMANCE Total Possible Points: 15 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score Projects that do not have a rental assistance line 15 Projects that include a rental assistance line Subtotal Points for Financial Performance 15

COMPONENT #4: HMIS PARTICIPATION Total Possible Points: 20 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score A 90% UDE Completion 7 B At least 75% of clients exited to known

destinations 7

C Submitted required 2021 HIC data on time 6 Subtotal Points for HMIS Participation 20

COMPONENT #5: CONTINUUM OF CARE PARTICIPATION Total Possible Points: 3 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score A Attendance at Continuum of Care meetings 3 B Participation in Point in Time Count NOT SCORED NOT SCORED Subtotal Points for CoC Participation 3

COMPONENT #6: COORDINATED ENTRY PARTICIPATION Total Possible Points: 5 – For All Projects

Scoring Metric Agency Self-Score Reviewer Score Agency participation in Coordinated Entry System 5 Subtotal Points for Coordinated Entry

Participation 5

TOTAL MAXIMUM POINTS ACHIEVED Total Possible Points: 100

Agency Self-Score Reviewer Score

Total Points

98

Ranking Committee Reviewer Name: __________________________________________________


PART H: Additional Information for Evaluation

Serving Clients with Greatest Severity of Needs (PSH, RRH, TH, TH-RRH, SH, SSO Only, SSO-CE) Renewal projects (PSH, RRH, TH, TH-RRH, SH, SSO Only, SSO-CE) will be required to provide data for three factors that will not be scored but will assist the Ranking Committee with ensuring that projects ranked in Tier 1 are serving clients with the greatest severity of needs:

• Percentage of clients that entered the program with zero income • Percentage of clients that entered the program as chronically homeless • Percentage of persons served by the program who have harder to serve conditions at entry

The reporting period is July 1, 2020 through June 30, 2021. Data should be compiled from the APR pulled from HMIS. 1) Calculation for the number of clients that entered the program with zero income:

Number of adults entering the program with zero income: 11 Total number of adults entering program: 27 Percentage of clients that entered with zero income: 41%

2) Calculation for the number of clients that entered the program as chronically homeless:

Number of client households entering the program with zero income: 9 Total number of client households entering program: 23 Percentage of client households that entered with zero income: 39%

3) Calculation for the number of clients who met two or harder to serve conditions at entry:

Number of persons entering the program with two or more conditions: 11 a. Mental Illness b. Alcohol Abuse c. Drug Abuse d. Chronic Health Conditions e. HIV/AIDS f. Developmental Disabilities g. Physical Disabilities

Total number of persons served: 65 Percentage of persons with two or more harder to serve conditions: 17%


Projects Serving DV Populations The following information will be used to evaluate the performance of projects dedicated to serving survivors of domestic violence, dating violence, sexual assault, or stalking; or persons who are fleeing or attempting to flee human trafficking (including sex trafficking); and who meet the definition of homeless in paragraph (4) of 24 CFR 578.3:

1. Describe how the project improved safety for participants 2. Describe the comparable database used by the victim service provider

This information can be provided on page 7 as part of Section A, General Project Information. The reporting period is July 1, 2020 through June 30, 2021. Consumer Participation The following element is requested for informational purposes only for the FY 2021 local funding competition. The reporting period is July 1, 2020 through June 30, 2021. For all renewal projects, applicants should describe how people with lived experience, for the project or within their agency:


The information gathered will help inform creating objective scoring criteria for future local funding competitions. Community Housing Network (CHN) involves participants or former participants in all our activities including Board of Directors and staff who are eligible to be peers, based on their own personal journey. CHN also coordinates multiple advisory councils that are made up of those eligible to be peers as well as CHN staff and community members. CHN has one board member who is formerly homeless and has a Consumer Advisory Council (CAC), which consists of CHN (Community Housing Network) program participants and / or those who receive services from a CMH (Community Mental Health) provider and provides guidance and feedback to CHN on policies and programs. Project Costs – For Informational Purposes Only (Applicable Only to PSH and RRH Projects) The following element is requested for informational purposes only for the FY 2021 local funding competition. To assist the Coalition with developing a better understanding of reasonable costs for Permanent Housing projects, PSH and RRH projects are asked to provide the following data:


Please explain your calculation. The source of data is the most recently completed project APR submitted in Sage. Data may help inform objective criteria to develop for scoring in future local funding competitions.


Please see attached WCHLAP1 Sage APR submitted 2/25/21 and Accepted 3/9/21 for funding 12/1/19-11/30/20. See below calculations based on their original bullet point calculations.

o Total Units from Sage APR (Q08a Households Served): 21 327,387 / 21 = $15,589.86 per household

o Total permanent housing exits and stayers from Sage APR (Q05a Total number of persons Served): 62 327,387 / 62 = $5,280.44 per person

Explanation of Performance Outcomes and Continuous Quality Improvement (Optional) Agencies may provide, in one-half page or less, an explanation or commentary on the project’s performance outcomes for the items in any of the components and any steps the agency may be taking to implement a continuous quality improvement program. While this question will not be scored, an explanation may be included to help reviewers understand any special circumstances that contributed to the project’s performance. Applicants for renewal projects that encountered performance issues as a result of factors related to the COVID-19 pandemic are encouraged to provide information regarding the experience of the program during the evaluation period of July 1, 2020 to June 30, 2021. This information can include a narrative describing actions the applicant has taken or plans to take to improve program effectiveness. Data from the period prior to March 2020 would assist the Ranking Committee with evaluating the impacts of the pandemic on a program and the potential for performance improvements.

Attachment #2 Signature Page


Signature Page

This page is to be signed by the Executive Director of the recipient agency or their authorized representative. My signature below affirms the following: 1) If awarded Continuum of Care funds by the U.S. Department of Housing and Urban Development, this project will comply with all program regulations as found in the Continuum of Care Program Interim Rule 24 CFR Part 578. 2) The organization will enter required project and client data into the Homeless Management Information System (HMIS) in accordance with the HMIS Data Standards and HMIS Policies & Procedures. 3) The funded project will participate in the Coordinated Entry Process in accordance with the Coordinated Entry Process Policies and Procedures adopted by the Out-Wayne County Continuum of Care. 4) The data submitted with this application (in both the APR submitted to HUD via Sage and any data generated from HMIS) is complete, accurate, and correct. 5) It is understood that renewal and new projects will be submitted to HUD in accordance with the Project Ranking Policies contained in the Out-Wayne County CoC RFP for the FY 2021 HUD CoC NOFO Local Funding Competition and that such project ranking decisions are final. 6) It is understood that the Out-Wayne County Continuum of Care is responsible for making decisions on which new and renewal projects are submitted to HUD each year as part of the annual CoC competition, and that the ultimate decision in whether or not a project is funded is made by HUD. It is further understood that 24 CFR §578.35 describes certain situations in which an agency may submit an appeal directly to HUD. It is agreed that the submission of an appeal to HUD, in accordance with HUD’s policies and procedures, is the final recourse that may be taken for the project.

Signed:

Date:


Title: President

Name Printed: Marc Craig

Name of Agency: Community Housing Network

DocuSign Envelope ID: 4926947C-D227-4400-9B78-D0196D06B789

10/14/2021

Reviewer Scores for Out-Wayne County CoC Renewal Project Submissions 2021

Wayne Metro - HMISIncome &

Employment (15)Housing

Performance (40)Financial

Performance (15)HMIS

Participation (20)CoC

Participation (3) Coordinated Entry

Participation (5)Points

AchievedTotal Possible

Points% Score

Zero Income

Chronically Homeless

Harder to Serve Conditions

SCORES N/A N/A 15 20 3 5 43 43 100% - - -

Wayne Metro - DV Bonus for Coordinated Entry

Income & Employment (15)

Housing Performance (40)

Financial Performance (15)

HMIS Participation (20)

CoC Participation (3)

Coordinated Entry Participation (5)

Points Achieved

Total Possible Points

% ScoreZero

IncomeChronically Homeless


SCORES 15 20 15 20 3 5 78 98 80% 29% 0% 5%

Wayne Metro - SSO for Central Intake Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 50% 55% 85%

Wayne Metro - WHNP 1 Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 42% 51% 38%

Wayne Metro - DV Bonus for Joint Component TH-RRH







Points Achieved


% ScoreZero



SCORES 10 30 5 20 3 5 73 98 74% 46% 7% 7%

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics


Community Housing Network - Wayne Chronically Homeless Leasing Assistance Program (WCHLAP) 1







Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 41% 39% 17%

Neighborhood Legal Services - Aim High







Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 45% 32% 21%

Neighborhood Legal Services - Project Permanency Three







Points Achieved


% ScoreZero



SCORES 12 40 15 20 3 5 95 98 97% 46% 38% 25%

Neighborhood Legal Services - Project Permanency Plus







Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 46% 38% 25%

Wayne Metro - PSH Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 40 15 20 3 5 98 98 100% 53% 54% 22%

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics


Neighborhood Legal Services - Focus on Families







Points Achieved


% ScoreZero



SCORES 12 40 15 20 3 5 95 98 97% 24% 37% 9%

Wayne Metro - Visger River Rogue Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 8 35 15 20 3 5 86 98 88% 42% 0% 44%

Detroit Wayne Integrated Health Network - Wayne Metro PSH







Points Achieved


% ScoreZero



SCORES 5 40 8 20 3 5 81 98 83% 33% 18% 63%

Wayne Metro - Rapid Rehousing for Singles







Points Achieved


% ScoreZero



SCORES 12 38 12 19 3 5 89 98 91% 63% 33% 17%

Wayne Metro - Rapid Rehousing for Families







Points Achieved


% ScoreZero



SCORES 10 37 3 20 3 5 78 98 80% 32% 19% 3%

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics


Wayne Metro - Safe Haven Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 5 15 20 3 5 63 98 64% 40% 60% 50%

Samaritas - SNAP Supportive Services Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 35 15 20 3 5 93 98 95% 30% 1% 1%

Samaritas - HUD SNAP SSO Income & Employment (15)






Points Achieved


% ScoreZero



SCORES 15 35 15 20 3 5 93 98 95% 30% 1% 1%

First Step - DV Supportive Services Income & Employment (15)






Points Achieved


% ScoreZero



SCORES N/A N/A N/A N/A N/A N/A N/A N/A N/A 63% 0% 7%Comments: Out-Wayne CoC has waived scoring requirements for First Step DV Supportive Services. Pandemic impacts significantly affected program capacity, participation and outcomes.

Additional Metrics

Additional Metrics

Additional Metrics

Additional Metrics

Reviewer Scores for Out-Wayne County CoC Bonus Project Submissions 2021Page 1 of 2

Wayne Chronically Homeless Leasing Assistance 1 Expansion - CoC Bonus - PSH (CHN)

Experience & Capacity (20)

Project Description & Timeline (10)

Housing First & Eviction Prevention

(15)

CoC Participation

(10)

Leverage Medicaid & Mainstream

Resources (10)

Design of Housing & Services &

Program Activities (15)

Organizational & Financial

Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

Diaja 16 10 15 10 10 13 9 10 5 98 105 93%Laura 20 10 15 10 10 15 10 10 5 105 105 100%Charlotte 20 10 15 10 10 15 10 10 5 105 105 100%

SUBTOTALS 19 10 15 10 10 14 10 10 5 103 105 98%

Project Permanency Three Expansion - CoC Bonus - PSH (NLSM)




(15)

CoC Participation

(10)


Resources (10)




Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

Jay 15 10 15 10 10 15 9 10 5 99 105 94%Diaja 20 10 15 10 9 15 10 8 4 101 105 96%

SUBTOTALS 18 10 15 10 10 15 10 9 5 100 105 95%

HMIS Expansion - CoC Bonus (Wayne Metro)




(15)

CoC Participation

(10)


Resources (10)




Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

McCoy 18 8 13 8 8 13 8 8 5 89 105 85%Tamieka 20 10 n/a 10 n/a n/a 8 10 5 63 65 97%Carol 20 10 15 10 10 15 10 10 5 105 105 100%

SUBTOTALS 19 9 14 9 9 14 9 9 5 86 92 93%

Reviewer Scores for Out-Wayne County CoC Bonus Project Submissions 2021

Page 2 of 2

Rapid Rehousing for Singles - Coc Bonus - RRH (Wayne Metro)




(15)

CoC Participation

(10)


Resources (10)




Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

Kelly 18 6 15 10 8 12 8 4 5 86 105 82%Carol 18 8 15 10 9 12 8 8 4 92 105 88%McCoy 19 9 14 9 9 14 9 9 5 97 105 92%

SUBTOTALS 18 8 15 10 9 13 8 7 5 92 105 87%

Coordinated Entry Reallocation (Transition) - SSO-CE(Wayne Metro)




(15)

CoC Participation

(10)


Resources (10)




Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

Tania 20 10 7.5 10 5 15 10 10 5 92.5 105 88%Michael 19 10 12 10 10 15 10 10 3 99 105 94%Carol 18 8 15 9 8 13 10 9 5 95 105 90%

SUBTOTALS 19 9 12 10 8 14 10 10 4 96 105 91%

Project Next Steps - DV Bonus - DV TH-RRH(NLSM)




(15)

CoC Participation

(10)


Resources (10)




Management (10)

Budget & Match (10)

Attachments (5)

Points Achieved

Total Possible

Points% Score

Michael 17 7 15 10 10 12 5 4 5 85 105 81%Ilene 10 5 8 10 10 5 8 5 0 61 105 58%Charlotte 12 8 12 10 10 11 8 8 5 84 105 80%

SUBTOTALS 13 7 12 10 10 9 7 6 3 77 105 73%

Out-Wayne County CoC Ranking Results for Project ApplicationsApproved for inclusion in the Out-Wayne CoC submission for the FY2021 HUD CoC NOFA:

Rank Project Grantee Subrecipient TypeProject Score Total $

Tier 1 $Renewals

Tier 2 $Bonus

Not Ranked $

Tier 1 Renewals CoC Infrastructure Renewals

1 HMIS Wayne Metro N/A HMIS 100% $122,121 $122,121

2 DV Bonus for Coordinated Entry Wayne Metro First Step DV SSO-CE 80% $220,000 $220,000

3 SSO for Central Intake Wayne Metro ACCESS & Christnet SSO-CE 100% $205,761 $205,761 Reallocation

4 Coordinated Entry Reallocation (Transition) Wayne Metro N/A SSO-CE 100% $167,864 $167,864

First Time Renewals

5DV Bonus for Joint Component TH-RRH Wayne Metro First Step

DV TH-RRH 74% $581,157 $581,157

PSH Renewals

6Wayne Chronically Homeless Leasing Assistance Program (WCHLAP) 1 Community Housing Network N/A PSH 100% $346,680 $346,680

7 Aim High Neighborhood Legal Services N/A PSH 100% $287,095 $287,095

8 Project Permanency Plus Neighborhood Legal Services N/A PSH 100% $358,613 $358,613

9 PSH Wayne Metro N/A PSH 100% $394,250 $394,250

10 Project Permanency Three Neighborhood Legal Services N/A PSH 97% $214,680 $214,680

11 Focus on Families Neighborhood Legal Services N/A PSH 97% $262,839 $262,839

12 Visger River Rogue Wayne Metro N/A PSH 88% $60,805 $60,805

13 Wayne Metro PSHDetroit Wayne Integrated Health Network Wayne Metro PSH 83% $370,264 $370,264

RRH and TH-RRH Renewals

14 Rapid Rehousing for Singles Wayne Metro N/A RRH 91% $314,430 $314,430

15 Rapid Rehousing for Families Wayne Metro ACCESS RRH 80% $978,729 $978,729

SSO Only and Safe Haven Renewals

16 SNAP Supportive Services Samaritas N/A SSO Only 95% $105,582 $105,582

17 HUD SNAP SSO Samaritas N/A SSO Only 95% $152,625 $152,625

18 Safe Haven Wayne MetroLincoln Behavioral Services Safe Haven 63% $81,354 $81,354

19 DV Supportive Services * First Step N/A SSO Only N/A $77,763 $77,763


Tier 2 Bonus CoC Bonus

20 HMIS Expansion Wayne Metro N/A HMIS 93% $96,000 $96,000

21 Project Permanency Three Expansion NLSM N/A PSH 95% $139,820 $139,820

22Wayne Chronically Homeless Leasing Assistance 1 Expansion CHN N/A PSH 98% $171,460 $171,460

DV Bonus

23 Project Next Steps NLSM N/A DV TH-RRH 73% $1,026,348 $1,026,348

Ranking Not Required Planning Grant Wayne Metro Planning Grant N/A $244,368 $244,368

Totals $6,980,608 $5,302,612 $1,433,628 $244,368

Available Requested

Pro Rata Need (PRN) $8,145,591 $8,145,591Total ARD $5,302,612 $5,302,612Tier 1 Renewals $5,134,748 $5,134,748Tier 1 Reallocation $167,864 $167,864

Tier 2 CoC Bonus $407,280 $407,280DV Bonus $1,221,839 $1,026,348Planning Grant $244,368 $244,368Total CoC Request $7,176,099 $6,980,608

Notes* Out-Wayne CoC has waived scoring requirements for First Step DV Supportive Services. Pandemic impacts significantly affected program capacity, participation and outcomes.

Attachment 1E-5:

PUBLIC POSTING - PROJECTS REJECTED OR REDCUED

INCLUDED:

1) Emails to applicants announcing their submissions

have been rejected or reduced

2) Ranking of all renewal and new projects

3) CoC E-Blast publicly announcing ranking

4) Posting of ranking to CoC website

5) Posting of ranking to Lead Agency Wayne Metro

Facebook Page

Mitchel Blum-Alexander <[email protected]>

FY21 HUD Continuum of Care Project Selection and Ranking - ApplicationRejection1 message

Joan Brophy <[email protected]> Fri, Oct 29, 2021 at 1:04 PMTo: Michele Robinson <[email protected]>Cc: Daija Butler <[email protected]>, Jay Krammes <[email protected]>, Mitchel Blum-Alexander<[email protected]>

Please be advised that the Out-Wayne County Continuum of Care Board of Directors has selected and prioritized all renwal and bonus project applications for funding that were submitted during HUD’s FY21 Continuum of Care NOFO process.

The following project was not selected for ranking in this year’s competition:

• Wayne Metro - RRH Singles Expansion

The final listing of all new and renewal projects to be submitted to HUD is attached and will be posted to the CoC’s website https://www.outwaynehomeless.org/ by November 1, 2021.

We encourage you to contact our staff to discuss ways to partner and to gather data to support a potential project next year.

The Out-Wayne CoC looks forward to continuing to work with you on our mutual efforts to end homelessness in our community.

Thank you.

--Joan Brophy | Director of DevelopmentWayne Metropolitan Community Action Agency2121 Biddle Avenue, Suite 800, Wyandotte, MI 48202(313) 463-5473


Out-Wayne Ranking 2021.pdf71K

Red Maple Resources, Inc. Mail - FY21 HUD Continuum of Care Proj... https://mail.google.com/mail/u/1/?ik=5f1df87e2a&view=pt&search=a...

1 of 1 Friday10/29/21, 2:33 PM

https://www.outwaynehomeless.org/




https://www.google.com/maps/search/2121+Biddle+Avenue,+Suite+800,+Wyandotte,+MI+48202?entry=gmail&source=g










https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17ccd0362cd35223&attid=0.1&disp=attd&realattid=f_kvcmh9y10&safe=1&zw

https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17ccd0362cd35223&attid=0.1&disp=attd&realattid=f_kvcmh9y10&safe=1&zw

mitchba

Highlight


FY21 HUD Continuum of Care Project Selection and Ranking - ApplicationModification1 message

Joan Brophy <[email protected]> Fri, Oct 29, 2021 at 1:08 PMTo: Michele Robinson <[email protected]>, Jay Krammes <[email protected]>,[email protected], [email protected], Carol Watts <[email protected]>, Jessica Lasher <[email protected]>, EricBurton <[email protected]>Cc: Terry Carroll <[email protected]>, Daija Butler <[email protected]>, Mitchel Blum-Alexander<[email protected]>

Re: FY21 HUD Continuum of Care Project Selection and Ranking - Application Modification

Please be advised that the Out-Wayne County Continuum of Care Board of Directors has selected and prioritized all renewal and bonus project applications for funding that were submitted during HUD’s FY21 Continuum of Care NOFO process.

The following projects were selected for ranking in this year’s competition, and your agency has agreed to modify its original proposal pursuant to the attached ranking list.

• Wayne Metro - HMIS Expansion• Neighborhood Legal Services - Project Permanency Three Expansion• Community Housing Network - WCHLAP 1 Expansion

The final listing of all new and renewal projects to be submitted to HUD is attached and will be posted to the CoC’s website https://www.outwaynehomeless.org/ by November 1, 2021.


Thank you.

--Joan Brophy | Director of DevelopmentWayne Metropolitan Community Action Agency2121 Biddle Avenue, Suite 800, Wyandotte, MI 48202(313) 463-5473



1 of 2 Friday10/29/21, 2:35 PM















mitchba

Highlight



2 of 2 Friday10/29/21, 2:35 PM

https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17ccd069349eb0dc&attid=0.1&disp=attd&realattid=f_kvcmopa80&safe=1&zw

https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17ccd069349eb0dc&attid=0.1&disp=attd&realattid=f_kvcmopa80&safe=1&zw



Tier 1 $Renewals

Tier 2 $Bonus

Not Ranked $






First Time Renewals


DV TH-RRH 74% $581,157 $581,157

PSH Renewals






















DV Bonus



Totals $6,980,608 $5,302,612 $1,433,628 $244,368

Available Requested





Fwd: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO1 message

Laura Mann <[email protected]> Fri, Oct 29, 2021 at 12:16 PMTo: Mitchel Blum-Alexander <[email protected]>

See below for the entire list of people who this has been sent to who were bcc'd.

---------- Forwarded message ---------From: Laura Mann <[email protected]>Date: Fri, Oct 29, 2021 at 12:07 PMSubject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFOTo: Mitchel Blum-Alexander <[email protected]>, Daija Butler <[email protected]>, MicheleRobinson <[email protected]>, Joanne Campbell <[email protected]>

from: Laura Mann <[email protected]>

to: Mitchel Blum-Alexander <[email protected]>,Daija Butler <[email protected]>,Michele Robinson <[email protected]>,Joanne Campbell <[email protected]>

bcc: [email protected],[email protected],Amy Bielby <[email protected]>,April Cobb <[email protected]>,"Adams, Janice (LEO)" <[email protected]>,Allison Green <[email protected]>,[email protected],[email protected],[email protected],Assia Likomanov <[email protected]>,[email protected],[email protected],"Office, Assessor's" <[email protected]>,"[email protected]" <[email protected]>,Brigitte Fawaz Anouti <[email protected]>,[email protected],[email protected],[email protected],[email protected],[email protected],[email protected],Charlotte Carrillo <[email protected]>,Christine Chapa <[email protected]>,Courteny Hierlihy <[email protected]>,[email protected],

Red Maple Resources, Inc. Mail - Fwd: Out-Wayne CoC: Ranking of P... https://mail.google.com/mail/u/1/?ik=5f1df87e2a&view=pt&search=a...

1 of 5 Friday10/29/21, 12:24 PM












































































mitchba

Highlight

Carol W Jolly <[email protected]>,[email protected],Cara Murphy <[email protected]>,Charisma Robinson <[email protected]>,[email protected],[email protected],Carol Jolly <[email protected]>,Dave McCoy <[email protected]>,Daija Butler <[email protected]>,[email protected],Doncella Floyd <[email protected]>,Debbie Petri <[email protected]>,Dawn White <[email protected]>,Dalerecia Wilson <[email protected]>,[email protected],Erin Gensterblum <[email protected]>,[email protected],[email protected],[email protected],Francesca Vitale <[email protected]>,Grace Bartley <[email protected]>,[email protected],[email protected],[email protected],Hiba Haidous <[email protected]>,Ilene Hogan <[email protected]>,[email protected],"[email protected]" <[email protected]>,Jeff Baum <[email protected]>,Joan Brophy <[email protected]>,[email protected],Joanne Campbell <[email protected]>,Jerome Drain <[email protected]>,Joan Hennessey <[email protected]>,[email protected],[email protected],[email protected],[email protected],Joanne Campbell <[email protected]>,Jessica Keenan <[email protected]>,Jay Krammes <[email protected]>,Jessica Lasher <[email protected]>,Joseph Middlebrooks <[email protected]>,Jordan Mulka <[email protected]>,[email protected],[email protected],[email protected],Julie Ratekin <[email protected]>,


2 of 5 Friday10/29/21, 12:24 PM





































































































[email protected],Jason West <[email protected]>,[email protected],[email protected],Kelly Marietti <[email protected]>,Khadijah Pasha <[email protected]>,[email protected],Kaitlin White <[email protected]>,[email protected],[email protected],Lucas Day <[email protected]>,Lynette Guess <[email protected]>,[email protected],[email protected],[email protected],LaTesha Jackson <[email protected]>,Lori Long <[email protected]>,[email protected],[email protected],Lisa Rutledge <[email protected]>,[email protected],"Nasreen, Luna" <[email protected]>,[email protected],[email protected],[email protected],Michael Boettcher <[email protected]>,[email protected],Michael Centi <[email protected]>,Martha Esquivel-Leon <[email protected]>,[email protected],[email protected],Mitchel Blum-Alexander <[email protected]>,Mark Kibby <[email protected]>,[email protected],[email protected],[email protected],Michele Robinson <[email protected]>,[email protected],Nikita Cargins <[email protected]>,[email protected],Nawal Jabbar <[email protected]>,Nada Takach <[email protected]>,Nicholas Vaghy <[email protected]>,Okeima Saxton <[email protected]>,[email protected],[email protected],[email protected],[email protected],


3 of 5 Friday10/29/21, 12:24 PM


































































































[email protected],[email protected],Renisha Udorji <[email protected]>,[email protected],[email protected],[email protected],[email protected],Regina Thompson <[email protected]>,[email protected],Sally Coder <[email protected]>,[email protected],Sheryl Copija <[email protected]>,[email protected],Sheryl Gray-Dodds <[email protected]>,[email protected],[email protected],[email protected],Stephanie <[email protected]>,[email protected],Tamieka Andrews <[email protected]>,[email protected],Tania James <[email protected]>,[email protected],[email protected],[email protected],[email protected],[email protected],Wanda Merriweather <[email protected]>,[email protected],Eric Burton <[email protected]>,[email protected],Sebi Fishta <[email protected]>

date: Oct 29, 2021, 12:07 PM

subject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO

mailed-by: waynemetro.org

Subject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO

The Out-Wayne County CoC has completed the process of ranking renewal and bonus projects for submissionthrough the FY 2021 HUD CoC NOFO. Please find attached these three files:

* Ranking of all projects* Reviewer scores for renewal projects* Reviewer scores for bonus projects

Altogether the Out-Wayne CoC plans to submit for 23 projects and a planning grant totaling almost $7 million infunding for housing, services, and support of the CoC system.

Laura Mann, CoC CoordinatorWayne Metropolitan Community Action Agency


4 of 5 Friday10/29/21, 12:24 PM


































































http://waynemetro.org/




2121 Biddle, Wyandotte, MI 48192O: 313-463-5444


3 attachments

Ranking - Out-Wayne Ranking 2021.pdf75K

Ranking - Out-Wayne Renewal Reviewer Scores 2021.pdf81K

Ranking - Out-Wayne Bonus Reviewer Scores 2021.pdf78K


5 of 5 Friday10/29/21, 12:24 PM

https://www.google.com/maps/search/2121+Biddle,+Wyandotte,+MI+48192?entry=gmail&source=g










https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17cccd805b622b65&attid=0.1&disp=attd&realattid=f_kvcjd48v1&safe=1&zw


https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17cccd805b622b65&attid=0.2&disp=attd&realattid=f_kvcjd4942&safe=1&zw


https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17cccd805b622b65&attid=0.3&disp=attd&realattid=f_kvcjd48e0&safe=1&zw


mitchba

Line

Attachment 1E-5a:

PUBLIC POSTING - PROJECTS ACCEPTED

INCLUDED:

1) Emails to applicants announcing their submissions

have been accepted

2) Ranking of all renewal and new projects

3) CoC E-Blast publicly announcing ranking

4) Posting of ranking to CoC website

5) Posting of ranking to Lead Agency Wayne Metro

Facebook Page


Congratulations! FY21 HUD Continuum of Care Project Selection and RankingAnnouncements1 message

Joan Brophy <[email protected]> Fri, Oct 29, 2021 at 12:54 PMTo: Michele Robinson <[email protected]>, Jay Krammes <[email protected]>, Tania James<[email protected]>, Tamieka Andrews <[email protected]>, [email protected], Ilene Hogan<[email protected]>, [email protected], [email protected], Carol Watts <[email protected]>, Jessica Lasher<[email protected]>, Eric Burton <[email protected]>Cc: Terry Carroll <[email protected]>, [email protected], Daija Butler <[email protected]>,Mitchel Blum-Alexander <[email protected]>

I am pleased to inform you that the Out-Wayne County Continuum of Care Board of Directors has selected and prioritized all renewal and bonus applications for funding that were submitted during HUD’s FY21 Continuum of Care NOFO process. One or more of the projects submitted by your agency have been selected and ranked for submission to the U.S. Department of Housing and Urban Development, as follows:

• Community Housing Network - WCHLAP 1 Renewal• Detroit Wayne Integrated Health Network - Wayne Metro PSH Renewal• First Step - DV Supportive Services• Neighborhood Legal Services - Aim High Renewal, Project Permanency Three Renewal, Project

Permanency Plus Renewal, Focus on Families Renewal, Project Next Steps DV Bonus• Samaritas - SNAP Supportive Services Renewal, HUD SNAP SSO Renewal• Wayne Metropolitan Community Action Agency - HMIS Renewal, DV Bonus for Coordinated Entry

Renewal, SSO for Central Intake Renewal, Coordinated Entry Reallocation (Transition), DV Bonus for Joint Component TH-RRH Renewal, PSH Renewal, Visger River Rouge Renewal, RRH Singles Renewal, RRH Families Renewal, Safe Haven Renewal, Planning Grant

Please ensure that your application has been submitted in esnaps, the HUD online application system, no later than Monday, November 1, 2021. The information you enter into esnaps must align with the application you submitted during the selection and ranking process.

The final listing of all new and renewal projects that will be submitted to HUD is attached and will be posted to the CoC’s website https://www.outwaynehomeless.org/ by November 1, 2021.


Thank you.

--Joan Brophy | Director of DevelopmentWayne Metropolitan Community Action Agency

Red Maple Resources, Inc. Mail - Congratulations! FY21 HUD Conti... https://mail.google.com/mail/u/1/?ik=5f1df87e2a&view=pt&search=a...

1 of 2 Friday10/29/21, 2:36 PM








mitchba

Highlight

2121 Biddle Avenue, Suite 800, Wyandotte, MI 48202(313) 463-5473



Red Maple Resources, Inc. Mail - Congratulations! FY21 HUD Conti... https://mail.google.com/mail/u/1/?ik=5f1df87e2a&view=pt&search=a...

2 of 2 Friday10/29/21, 2:36 PM











https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17cccfa67865a286&attid=0.1&disp=attd&realattid=f_kvcm4xab0&safe=1&zw

https://mail.google.com/mail/u/1/?ui=2&ik=5f1df87e2a&view=att&th=17cccfa67865a286&attid=0.1&disp=attd&realattid=f_kvcm4xab0&safe=1&zw



Tier 1 $Renewals

Tier 2 $Bonus

Not Ranked $






First Time Renewals


DV TH-RRH 74% $581,157 $581,157

PSH Renewals






















DV Bonus



Totals $6,980,608 $5,302,612 $1,433,628 $244,368

Available Requested





Fwd: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO1 message

Laura Mann <[email protected]> Fri, Oct 29, 2021 at 12:16 PMTo: Mitchel Blum-Alexander <[email protected]>

See below for the entire list of people who this has been sent to who were bcc'd.

---------- Forwarded message ---------From: Laura Mann <[email protected]>Date: Fri, Oct 29, 2021 at 12:07 PMSubject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFOTo: Mitchel Blum-Alexander <[email protected]>, Daija Butler <[email protected]>, MicheleRobinson <[email protected]>, Joanne Campbell <[email protected]>

from: Laura Mann <[email protected]>

to: Mitchel Blum-Alexander <[email protected]>,Daija Butler <[email protected]>,Michele Robinson <[email protected]>,Joanne Campbell <[email protected]>

bcc: [email protected],[email protected],Amy Bielby <[email protected]>,April Cobb <[email protected]>,"Adams, Janice (LEO)" <[email protected]>,Allison Green <[email protected]>,[email protected],[email protected],[email protected],Assia Likomanov <[email protected]>,[email protected],[email protected],"Office, Assessor's" <[email protected]>,"[email protected]" <[email protected]>,Brigitte Fawaz Anouti <[email protected]>,[email protected],[email protected],[email protected],[email protected],[email protected],[email protected],Charlotte Carrillo <[email protected]>,Christine Chapa <[email protected]>,Courteny Hierlihy <[email protected]>,[email protected],


1 of 5 Friday10/29/21, 12:24 PM












































































mitchba

Highlight

Carol W Jolly <[email protected]>,[email protected],Cara Murphy <[email protected]>,Charisma Robinson <[email protected]>,[email protected],[email protected],Carol Jolly <[email protected]>,Dave McCoy <[email protected]>,Daija Butler <[email protected]>,[email protected],Doncella Floyd <[email protected]>,Debbie Petri <[email protected]>,Dawn White <[email protected]>,Dalerecia Wilson <[email protected]>,[email protected],Erin Gensterblum <[email protected]>,[email protected],[email protected],[email protected],Francesca Vitale <[email protected]>,Grace Bartley <[email protected]>,[email protected],[email protected],[email protected],Hiba Haidous <[email protected]>,Ilene Hogan <[email protected]>,[email protected],"[email protected]" <[email protected]>,Jeff Baum <[email protected]>,Joan Brophy <[email protected]>,[email protected],Joanne Campbell <[email protected]>,Jerome Drain <[email protected]>,Joan Hennessey <[email protected]>,[email protected],[email protected],[email protected],[email protected],Joanne Campbell <[email protected]>,Jessica Keenan <[email protected]>,Jay Krammes <[email protected]>,Jessica Lasher <[email protected]>,Joseph Middlebrooks <[email protected]>,Jordan Mulka <[email protected]>,[email protected],[email protected],[email protected],Julie Ratekin <[email protected]>,


2 of 5 Friday10/29/21, 12:24 PM





































































































[email protected],Jason West <[email protected]>,[email protected],[email protected],Kelly Marietti <[email protected]>,Khadijah Pasha <[email protected]>,[email protected],Kaitlin White <[email protected]>,[email protected],[email protected],Lucas Day <[email protected]>,Lynette Guess <[email protected]>,[email protected],[email protected],[email protected],LaTesha Jackson <[email protected]>,Lori Long <[email protected]>,[email protected],[email protected],Lisa Rutledge <[email protected]>,[email protected],"Nasreen, Luna" <[email protected]>,[email protected],[email protected],[email protected],Michael Boettcher <[email protected]>,[email protected],Michael Centi <[email protected]>,Martha Esquivel-Leon <[email protected]>,[email protected],[email protected],Mitchel Blum-Alexander <[email protected]>,Mark Kibby <[email protected]>,[email protected],[email protected],[email protected],Michele Robinson <[email protected]>,[email protected],Nikita Cargins <[email protected]>,[email protected],Nawal Jabbar <[email protected]>,Nada Takach <[email protected]>,Nicholas Vaghy <[email protected]>,Okeima Saxton <[email protected]>,[email protected],[email protected],[email protected],[email protected],


3 of 5 Friday10/29/21, 12:24 PM


































































































[email protected],[email protected],Renisha Udorji <[email protected]>,[email protected],[email protected],[email protected],[email protected],Regina Thompson <[email protected]>,[email protected],Sally Coder <[email protected]>,[email protected],Sheryl Copija <[email protected]>,[email protected],Sheryl Gray-Dodds <[email protected]>,[email protected],[email protected],[email protected],Stephanie <[email protected]>,[email protected],Tamieka Andrews <[email protected]>,[email protected],Tania James <[email protected]>,[email protected],[email protected],[email protected],[email protected],[email protected],Wanda Merriweather <[email protected]>,[email protected],Eric Burton <[email protected]>,[email protected],Sebi Fishta <[email protected]>

date: Oct 29, 2021, 12:07 PM

subject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO

mailed-by: waynemetro.org

Subject: Out-Wayne CoC: Ranking of Projects for FY 2021 HUD CoC NOFO

The Out-Wayne County CoC has completed the process of ranking renewal and bonus projects for submissionthrough the FY 2021 HUD CoC NOFO. Please find attached these three files:

* Ranking of all projects* Reviewer scores for renewal projects* Reviewer scores for bonus projects

Altogether the Out-Wayne CoC plans to submit for 23 projects and a planning grant totaling almost $7 million infunding for housing, services, and support of the CoC system.

Laura Mann, CoC CoordinatorWayne Metropolitan Community Action Agency


4 of 5 Friday10/29/21, 12:24 PM






































































2121 Biddle, Wyandotte, MI 48192O: 313-463-5444


3 attachments

Ranking - Out-Wayne Ranking 2021.pdf75K

Ranking - Out-Wayne Renewal Reviewer Scores 2021.pdf81K

Ranking - Out-Wayne Bonus Reviewer Scores 2021.pdf78K


5 of 5 Friday10/29/21, 12:24 PM

















mitchba

Line

Attachment 1E-6:

WEB POSTING - COC APPROVED CONSOLIDATED

APPLICATION

INCLUDED:

1) CoC E-Blast announcing posting of Consolidated

Application to CoC Website

2) Posting of Consolidated Application to CoC Website

Posting includes notifications provided to applicants for

all projects accepted, reduced or rejected and ranked as

required

Attachment 3A-2a:

HEALTHCARE FORMAL AGREEMENTS

INCLUDED:

1) Letter of support and commitment for WCHLAP 1

Expansion

Before Starting the CoC Application - Out-Wayne County

Documents

Transcript of Before Starting the CoC Application - Out-Wayne County