1A. Continuum of Care (CoC) Identification€¦ · the CoC is not applying for any new projects in...

1A. Continuum of Care (CoC) Identification

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

1A-1. CoC Name and Number: OH-505 - Dayton, Kettering/Montgomery CountyCoC

1A-2. Collaborative Applicant Name: Montgomery County Board of CountyCommissioners on behalf of the HomelessSolutions Policy Board

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Montgomery County Board of CountyCommissioners on behalf of the HomelessSolutions Policy Board

Applicant: Dayton/Kettering/Montgomery County CoC OH-505Project: OH-505 CoC Registration FY2015 COC_REG_2015_122120

FY2015 CoC Application 11/19/2015

1B. Continuum of Care (CoC) Engagement


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

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

Organization/Person Categories

Participates in CoC

Meetings

Votes,including electing

CoC Board

Sits onCoC Board

Local Government Staff/Officials Yes Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes Yes Yes

Local Jail(s) Yes Yes Yes

Hospital(s) Yes Yes Yes

EMT/Crisis Response Team(s) No No No

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes Yes Yes

Public Housing Authorities Yes Yes Yes

CoC Funded Youth Homeless Organizations Yes Yes No

Non-CoC Funded Youth Homeless Organizations Not Applicable Not Applicable Not Applicable

School Administrators/Homeless Liaisons Yes Yes Yes

CoC Funded Victim Service Providers Yes Yes No

Non-CoC Funded Victim Service Providers No No No

Street Outreach Team(s) Yes Yes No

Youth advocates Yes Yes No

Agencies that serve survivors of human trafficking Yes Yes No

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

Veteran provider Yes Yes Yes



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

The CoC intentionally seeks a range of perspectives & members with varyingskills sets when establishing committees, and community members whoexpress an interest are welcome. Homelessness can only be solved by havingeveryone at the table, even when they have seemingly competing interests.Representatives from the YWCA, a victim services provider, and Daybreak, ayouth provider that works closely on human trafficking issues, bring theirrespective expertise to bear on several CoC Committees, including AgencyDirectors, Front Door Assessors and Increasing Income & Connection toServices. Their participation ensured that the housing-focused casemanagement manual considered the unique challenges facing homeless youth& violence survivors and that the Coordinated Front Door process includes andworks for these populations. The behavioral health board’s participation on theCoC’s Performance Evaluation Committees and the CoC Board improvescooperation between these two systems.

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

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

Board.

Youth Service Provider (up to 10)

RHYFunded?

Participated as a VotingMember

in at least two CoCMeetings

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

Sat on the CoC Board asactive

member or official at anypoint

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

Daybreak Yes Yes No



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

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

Victim Service Provider for Survivors of

Domestic Violence (up to 10)

Participated as a Voting Member in at least two CoC Meetings

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

Sat on CoC Board as active member or

official at any point during the last 12 months

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

YWCA Dayton Yes No

Artemis Center No No

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

Opening Doors GoalCoC has

establishedtimeline?

End Veteran Homelessness by 2015 Yes

End Chronic Homelessness by 2017 Yes

End Family and Youth Homelessness by 2020 No

Set a Path to End All Homelessness by 2020 No

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



The CoC intentionally seeks a range of perspectives & members with varyingskills sets when establishing committees. Preventing and ending homelessnesscan only be accomplished when a broad range of homeless and communitypartners work together. Participation builds commitment. Annually, the CoCExecutive Committee and co-chairs of the CoC’s committees jointly reviewongoing and potential work items - including strategies to meet the goals ofOpening Doors - to establish work priorities, assign items to specificcommittees, and determine whether the current committee structure is the mosteffective or whether changes need to be made. The Committee and WorkGroup structure has changed over time. Committees can add members fromsystems or organizations who are needed to assist with implementation at anytime. The Executive Committee, with CoC staff, recommends members for newWork Groups, carefully considering who needs to be at the table to besuccessful.

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

The CoC casts a wide net when issuing an RFP, sending it throughout the CoCand to media reps. The CoC is a diverse group and also serves as a conduit.During the year, CoC staff meet with interested organizations to provideinformation about the CoC, funding opportunities, and expectations forperformance. The CoC uses its reallocation process to determine whether andhow much funding to reallocate to new projects. What is the most effective useof CoC funds for meeting the objectives of the CoC’s 10-Year Plan and OpeningDoors? The CoC begins by evaluating all renewals to determine if they aremeeting local outcomes including destination to PH, housing stability, obtainingincome and connection to benefits, as well as occupancy, whether the projectfollows a Housing First approach & the type of project. The CoC looks atpopulation served, the unique role the project plays in the CoC, availability ofother funding & level of negative impact to the CoC if the project wasn’trenewed.

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

to join the CoC through a publicly availableinvitation?

Semi-Annually



1C. Continuum of Care (CoC) Coordination


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

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

Funding or Program SourceCoordinates with

Planning, Operation and Funding of

Projects

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) No

Runaway and Homeless Youth (RHY) Yes

HeadStart Program No

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

Yes

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

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

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

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

Number

Percentage

Number of Con Plan jurisdictions with whom the CoC geography overlaps 3

How many Con Plan jurisdictions did the CoC participate with in their Con Plan development process? 3 100.00%

How many Con Plan jurisdictions did the CoC provide with Con Plan jurisdiction level PIT data? 3 100.00%

How many of the Con Plan jurisdictions are also ESG recipients? 3

How many ESG recipients did the CoC participate with to make ESG funding decisions? 3 100.00%



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

3 100.00%

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

The OH-505 CoC has three ConPlan jurisdictions. Representatives from eachof the jurisdictions are active members of the Program Performance &Evaluation Committee, the Affordable Housing Options Committee and serve onjoint funding committees; 2 of the jurisdictions are also active members of theSystem Performance & Evaluation Committee. Representatives from thejurisdictions are in planning and coordination meetings a combined total of 11hours/month. Phone calls & emails on a variety of topics includingenvironmental reviews, project monitoring, housing development, ConPlanupdates and general coordination of resources total 2 hours/week. Ascommittee members, they assist in the evaluation of individual programs & theoverall system, the development and monitoring of performance outcomes, andthe development of joint RFPs using HOME, ESG, local Levy and CoC funding.CoC staff submit CAPER data to the ConPlan jurisdictions and are activelyinvolved in updates to the ConPlans.

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

There are 3 CoC ESG recipients: City of Dayton, Mont. Co. & State of Ohio.Through the CoC, the City & County make joint allocation decisions based onavailability of other resources. ESG-funded programs from shelter throughprevention and rapid rehousing are developed, funded and monitoredcollaboratively. The CoC participates on an Ohio Advisory Committee for theState’s ESG allocation and in regular forums with CoC Leads across the Stateto provide input on performance standards. The CoC provides HMIS dataincluding PIT, subrecipient APR & CAPER data, and annual statistics, to ESGrecipients. 2 of the ESG recipients are active members of the ProgramPerformance & Evaluation Committee, the System Performance & EvaluationCommittee, and the Affordable Housing Committee. The CoC’s ProgramPerformance & Evaluation Committee reviews HMIS outcome data for ESGprograms including destination at exit, length of stay, income at exit, recidivismand cost per positive housing exit.



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

The YWCA, the CoC’s primary victim service provider, is one of the coordinatedfront door access points to the CoC’s homeless system and their participantshave access to the full range of CoC housing and services. YWCA staff aremembers of the Front Door Assessors group and participate in CoC training.Scenario A: If the household is not in immediate danger, they will be assessedand referred to the CoC’s housing whether RRH or PSH. They will also belinked with victim service providers through the Family Violence Collaborative,which includes the YWCA and Artemis Center, for safety planning, educationand support through the legal system. Scenario B: The YWCA DV shelter is partof the coordinated front door & a rapid rehousing provider so they can assessand rapidly rehouse participants directly and connect participants withcommunity resources. They also refer clients anonymously to the CoC’scentralized waiting list for PSH, using a placeholder to ensure safety andsecurity.

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

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

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

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

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

Public Housing Agency Name

% New Admissions into PublicHousing and Housing Choice

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

PHA has General or

LimitedHomelessPreference

Greater Dayton Premier Management 19.70% Yes-Both

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

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



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

The CoC maintains a list of subsidized and low-income housing within thecommunity that it shares with homeless providers including the coordinatedentry, TH and PH providers. These providers use these lists of properties whenworking with participants who need affordable, rather than supportive housing.Additionally, through the work of the Homeless Solutions Policy Board,Affordable Housing Options Committee/Montgomery County Housing AdvisoryBoard, affordable housing projects requesting local or Continuum support forstate tax credits are reviewed. During the review process projects are evaluatedbased on their target population and consistency with the local ConsolidatedPlan and community 10-Year Plan. Currently, affordable housing projects arenot required to have a homeless set-aside preference. However, they arestrongly encouraged to coordinate with the homeless system to provide housingopportunities for people experiencing homelessness.

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

limit)Engaged/educated local policymakers:

X

Engaged/educated law enforcement:X

Implemented communitywide plans:

No strategies have been implemented:



1D. Continuum of Care (CoC) Discharge Planning


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

apply.Foster Care:

X

Health Care:X

Mental Health Care:X

Correctional FacilitiesX

None:

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

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

Foster Care:X

Health Care:

Mental Health Care:X

Correctional Facilities:X

None:



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

The CoC works closely with and has engaged policy makers from the twolargest hospital networks in the community and the CoC’s federally qualifiedhealth center. The CoC does not have as close of a working relationship withlong-term care facilities where people are more likely to reside for more than 90days. However, the CoC does have a close working relationship with theDayton & Montgomery County Ombudsman, whose Ombudsman is an activemember of the CoC’s Program Performance & Evaluation Committee and hasserved on the Increasing Income & Connection to Services and Preventioncommittees. The Ombudsman has a long-term care division. The CoC also hasa Respite Care program that can divert people from shelter who are exitinghealthcare facilities without a stable home.



1E. Centralized or Coordinated Assessment(Coordinated Entry)


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

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

The CoC provides information about CoC resources & the coordinated entryprocess to 211, the faith community, neighborhood organizations, localgovernments, law enforcement, behavioral health, public housing agency, childwelfare, job & family services and social service agencies. There are 5 entrypoints: street outreach and the gateway shelters - men, women, families, youth& DV - to ensure that no matter what type of household or where they come intocontact with the system they can access housing and services. Households areassessed within 3 days for rapid rehousing and, if still in shelter, in 7-14 daysundergo the Comprehensive Assessment. This information is filtered through aReferral Decision Worksheet to determine the housing referral type & level ofservices a person needs to successfully exit homelessness. The CoC maintainsa by-name list for all who score for TH or PSH, identifying veterans &chronically homeless, with placeholders for DV & unsheltered individuals.



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

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

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

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

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

Organization/Person Categories

Participates inOngoingPlanning

and Evaluation

Makes Referralsto the

CoordinatedEntry

Process

ReceivesReferralsfrom the

CoordinatedEntry

Process

Operates AccessPoint for

CoordinatedEntry

Process

Participates inCase

ConferencingNot

Applicable

Local Government Staff/OfficialsX X X

CDBG/HOME/EntitlementJurisdiction X X X

Law EnforcementX

Local Jail(s)X

Hospital(s)X

EMT/Crisis Response Team(s)X

Mental Health ServiceOrganizations X X X

Substance Abuse ServiceOrganizations X X X

Affordable Housing Developer(s)X

Public Housing AuthoritiesX X

Non-CoC Funded YouthHomeless Organizations X X X X X

SchoolAdministrators/HomelessLiaisons

X

Non-CoC Funded Victim ServiceOrganizations X

Street Outreach Team(s)X X X X

Homeless or Formerly HomelessPersons X



VAX X



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

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

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

review of the Annual Performance Report(s).

How many renewal project applications were submitted in the FY 2015 CoC Program Competition? 23

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

0

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

22

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

95.65%

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

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

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

Performance outcomes from APR reports/HMIS

Length of stayX

% permanent housing exit destinationsX

% increases in incomeX



Monitoring criteria

Participant Eligibility

Utilization ratesX

Drawdown ratesX

Frequency or Amount of Funds Recaptured by HUDX

Need for specialized population services

YouthX

Victims of Domestic Violence

Families with Children

Persons Experiencing Chronic HomelessnessX

Veterans

None

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

The population served, in particular the severity of needs and vulnerabilities ofthe target population, is taken into consideration when scoring and ranking CoCprojects. This is especially evident in the ranking of two different projects in the2015 CoC Competition. One of the CoC’s TH programs is the CoC’s SafeHaven and plays a critical role providing a bridge to PSH and a haven forseriously mentally ill people who are too vulnerable to remain unsheltered or inshelter and need immediate access to safe housing. This project was scoredand ranked locally with the PSH programs based on the population servedrather than with the TH programs who serve a very different population. As aresult, the Safe Haven is ranked in Tier 1. In addition, rather than placing bothof the CoC’s youth projects into Tier 2 based on project type, the larger youthproject was placed ahead of a PH project, moving it into Tier 1, to affirm theCoC’s priority for serving a more vulnerable youth population.



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

The competition review, ranking and selection criteria were shared with theCoC’s Agency Directors group for input prior to being adopted by the ProgramPerformance & Evaluation Committee. With input from the CoC GoverningBoard and PPEC, the initial draft was based on the process from prior yearsand the 2015 CoC NOFA. The RFP for new projects and all documentsdescribing the review and reallocation process, project applications, andselection criteria were posted on the CoC’s website. An email was sent onSeptember 30, 2015 to all CoC members, CoC Governing Board andCommittee members, local media, and a wide list of community members whohave expressed an interest in or are somehow connected to the issue ofhomelessness.

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

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

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

CoC's full membership must be attached.)

11/17/2015

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

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

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

must be attached.)

Yes



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

applicants their project application wasrejected in the local CoC competition

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

each project applicant must be attached.)

10/30/2015

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

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

Yes



1G. Continuum of Care (CoC) Addressing ProjectCapacity


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

As part of the annual renewal review process, the Program Performance &Evaluation Committee looks at 2 years of HMIS data for the following: length ofhomelessness, housing stability, destination to PH, cash income, employmentincome, non-cash benefits, and occupancy. The HMIS data includes data fromthe APR and locally developed reports. The PPEC also reviews housing firstapproach, HEARTH compliance, HUD and local monitoring results, HMIS dataquality, and spending/LOCCS draw patterns. Performance is evaluated basedon 1) program type 2) progress from one year to next & 3) comparison tosystem performance targets. Population served is also considered. Financialstatus is reviewed through audits & year-to-date financial statements. ThePPEC establishes funding conditions when necessary for individual projects. Toestablish performance targets, the System Performance & EvaluationCommittee analyzed 3 years of data looking at median, high and low for eachdata element.

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

attached accurately completed and currentdated form HUD 50070 and

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

Yes

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

applications submitted on the CoC Priority Listing?

Yes



2A. Homeless Management Information System(HMIS) Implementation

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

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

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

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

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

Yes

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

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

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

GC, 3; ALT, 1-2

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

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

Application.

Yes

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

HMIS Lead and the Contributing HMISOrganizations (CHOs)?

Yes



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

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

ServicePoint

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

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

Bowman Systems



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


2B-1. Select the HMIS implementationcoverage area:

Single CoC

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

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

CoC $140,525

ESG $0

CDBG $0

HOME $0

HOPWA $0

Federal - HUD - Total Amount $140,525

2B-2.2 Funding Type: Other FederalFunding Source Funding

Department of Education $0

Department of Health and Human Services $0

Department of Labor $0

Department of Agriculture $0

Department of Veterans Affairs $0

Other Federal $0

Other Federal - Total Amount $0



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

City $0

County $42,148

State $0

State and Local - Total Amount $42,148

2B-2.4 Funding Type: PrivateFunding Source Funding

Individual $0

Organization $0

Private - Total Amount $0

2B-2.5 Funding Type: OtherFunding Source Funding

Participation Fees $0

Other - Total Amount $0

2B-2.6 Total Budget for Operating Year $182,673



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


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

05/15/2015

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

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

Project TypeTotal Beds

in 2015 HICTotal Beds in HICDedicated for DV

Total Bedsin HMIS

HMIS BedCoverage Rate

Emergency Shelter beds 487 58 402 93.71%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH)beds

260 8 252 100.00%

Rapid Re-Housing (RRH)beds

88 15 73 100.00%

Permanent SupportiveHousing (PSH) beds

1,045 0 1,045 100.00%

Other Permanent Housing(OPH) beds

0 0 0

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

Not applicable



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

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

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

VA Domiciliary (VA DOM):

VA Grant per diem (VA GPD):

Faith-Based projects/Rescue mission:

Youth focused projects:

HOPWA projects:

Not Applicable:X

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

Annually



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


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

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

UniversalData Element

PercentageNull orMissing

Percentage Client

Doesn'tKnow

or Refused

3.1 Name 0% 0%

3.2 Social Security Number 0% 3%

3.3 Date of birth 0% 0%

3.4 Race 2% 0%

3.5 Ethnicity 0% 0%

3.6 Gender 0% 0%

3.7 Veteran status 3% 0%

3.8 Disabling condition 1% 0%

3.9 Residence prior to project entry 1% 0%

3.10 Project Entry Date 0% 0%

3.11 Project Exit Date 0% 0%

3.12 Destination 50% 0%

3.15 Relationship to Head of Household 4% 0%

3.16 Client Location 1% 0%

3.17 Length of time on street, in an emergency shelter, or safe haven 15% 0%

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

CoC Annual Performance Report (APR):X

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

Annual Homeless Assessment Report (AHAR) table shells:X



None

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

etc) were accepted and used in the last AHAR?

12

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

Monthly

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

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

Both Project and CoC

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

VA Supportive Services for Veteran Families (SSVF):X

VA Grant and Per Diem (GPD):X

Runaway and Homeless Youth (RHY):X

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

None:

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



Not applicable



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


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

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

PIT count?

Yes

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

01/27/2015

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

2015, was an exception granted by HUD?

Not Applicable

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

(mm/dd/yyyy):

05/14/2015



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


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

Complete Census Count:X

Random sample and extrapolation:

Non-random sample and extrapolation:

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

HMIS:X

HMIS plus extrapolation:

Interview of sheltered persons:X

Sample of PIT interviews plus extrapolation:

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



With the exception of the VA and the DV provider, all of the CoC’s shelteredproviders directly enter data into the HMIS. As a result, an HMIS-generated PITreport is the primary methodology used for the sheltered PIT count. The date forthe PIT count is advertised well in advance. Providers are reminded about thePIT date and the need for data completeness. Prior to publicizing the PITnumbers, the CoC shares the HMIS data with providers, who correct their dataif necessary and verify their PIT data is accurate. The CoC Lead distributespaper surveys with written instructions to the VA and DV providers who do notenter data into the HMIS. Surveys are returned to the CoC Lead and combinedwith the HMIS data for an overall sheltered count. The CoC Lead follows up asnecessary to confirm subpopulation information. The CoC selected this processbecause it provides accurate sheltered PIT information.

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

Not applicable.

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

No

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

Not applicable



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


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

Training:X

Provider follow-up:X

HMIS:X

Non-HMIS de-duplication techniques:X

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

Not Applicable



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


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

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

most recent unsheltered PIT count?

Yes

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

01/27/2015

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

January 2015, was an exception granted byHUD?

Not Applicable

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

(mm/dd/yyyy):

05/14/2015



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


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

Night of the count - complete census:

Night of the count - known locations:X

Night of the count - random sample:

Service-based count:X

HMIS:

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

The CoC convened a meeting of outreach, youth, veteran, HIV/AIDS providersand law enforcement to review methodology & known locations. 4 teamsconducted the early morning count, each team focusing on a differentgeographic area. A volunteer rode with a Dayton Police Officer and with a Mont.Co. Sheriff. Information about the PIT and the PIT survey were distributed to allpolice jurisdictions in the CoC. When willing unsheltered individuals wereinterviewed. A similar survey was used at service sites. All volunteers weretrained prior to the count. Teams started at 4 am before most people are up &moving from public places, before buses start, and when people are still inshelter. Surveys included first name & last initial, age, gender, race & a questionasking if they had already been interviewed. Location information & otherdescriptors were recorded on the surveys. Immediately following the count theteams met to debrief and review results. All surveys are reviewed for duplicates.



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

Not Applicable

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

Yes

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



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


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

Training:X

"Blitz" count:X

Unique identifier:X

Survey question:X

Enumerator observation:X

None:

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

In 2015, a volunteer rode with both a Dayton Police Officer and with aMontgomery County Sheriff’s Deputy to provide greater coverage – bothgeographically and in spaces that would not be safe to enter in the earlymorning hours without law enforcement. The CoC has had some success inpast years recruiting either a Dayton officer or a County deputy but notconsistently.



3A. Continuum of Care (CoC) SystemPerformance


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

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

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

2014 PIT(for unsheltered count, most

recent year conducted)

2015 PIT Difference

Universe: Total PIT Count of sheltered andunsheltered persons

791 971 180

Emergency ShelterTotal

535 662 127

Safe Haven Total 0 0 0

Transitional HousingTotal

222 261 39

Total Sheltered Count 757 923 166

Total Unsheltered Count 34 48 14

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

BetweenOctober 1, 2013

andSeptember 30, 2014

Universe: Unduplicated Total sheltered homeless persons

4,173

Emergency Shelter Total 4,173

Safe Haven Total 0

Transitional Housing Total 264



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

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

The CoC compared local data on households served with HPRP prevention tohouseholds in shelter to identify these risk factors: young mothers with childrenunder age 5; large families; less than 1 month in prior living situation; & livingwith family/friends. Anecdotally, “timing out” of welfare benefits is a risk factor,the CoC would like to reach an agreement with our local JFS Dept on a datamatch to determine how many families who reach their time limit for welfarebenefits become homeless and after what period of time. This data would beextremely useful in designing prevention strategies and advocating for systemchange. The CoC has implemented Diversion at the main gateway shelters,with a priority for households with prior homelessness, a clear risk factor. Casemanagers meet with families prior to shelter entry to see if there is analternative to shelter. Diversion is a combination of financial assistance andnegotiations to help households remain in their current housing.

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

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

CoC has ability to analyze LOS in shelter or in TH programs but not acrossshelter & TH. CoC has targets for LOS in TH & works with providers to shortenthe LOS. CoC reviews shelter nights and median LOS. More households exitedshelter in <30 nights in 2014 than in 2011 (63% compared to 59%); median # ofshelter nights/household dropped from 17 in 2013 to 15 in 2014. CoC regularlyruns a “long stayer” report and reviews list with the front door assessors toensure households have a housing plan. CoC uses APR data to track LOS forall programs, regardless of funding, & will use CoC Planning $ to develop areport to track LOS across episodes & programs to get a better picture. CoChas several strategies to reduce LOS: Front Door Assessment makes systemmore efficient; CoC waiting lists for TH & PSH ensures households withgreatest need & LOS have priority; CoC will increase RRH capacity & is workingwith TH providers to adopt an RRH model; CoC has invested resources inDiversion.



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

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

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



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

915

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

698

% Successful Exits 76.28%

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



Universe: Persons in all PH projects except PH-RRH

1,168

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

1,070

% Successful Retentions/Exits 91.61%

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

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



Using a locally developed HMIS report, the CoC monitors the number and % ofhouseholds who return to shelter after exiting a Pathways to Housing or PSHprogram. There was a decrease in returns from FY 2012-FY 2013 (20% to18%). CoC Planning funds will be used to develop a report to more accuratelyreport return to shelter for households who do not exit shelter to another CoCproject. The CoC has several strategies to reduce recidivism. 1. Coordinatedentry process reduces recidivism by consistently assessing households’housing barriers & referring to the most appropriate housing. 2. CoC hasinvested in Diversion, with a priority for households who have priorhomelessness. 3. CoC provides extra engagement and services to PSHparticipants facing eviction. 4. CoC requires projects that are terminating clientstp participate in a case conference with CoC staff to resolve the issues leadingto termination or to develop an alternative housing plan if the participant mustbe exited.

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

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

Employment. Daybreak, a youth provider, offers 2 evidence-based models forhomeless youth. Daybreak participates in a 5 year SAMHSA DemonstrationProject using Individual Placement Services, an evidence-based best practicesupportive employment program model for individuals with mental illness andaddiction. Daybreak also operates a gourmet pet treat bakery social enterprisethat employs youth in transitional jobs. Both models include services designedto help youth secure and maintain outside employment. Non-employment. Anumber of homeless providers, including St. Vincent, Daybreak, Homefull andthe YWCA, have case managers who have received specialized training inaccessing mainstream benefits through the Benefit Bank portal. PLACES helpsall clients increase their non-employment income by educating clients on theiroptions and directly linking clients to the appropriate services, providingtransportation if needed. All providers refer to the Clinic or the YWCA to accessSOAR.

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



The three primary mainstream employment organization with whom the CoC isworking to grow income for homeless households are Goodwill/Easter Seals,the Ohio Means Jobs Job Center, and Eastco, a supportive employmentorganization for persons with mental illness. Goodwill partners with all but oneof our CoC providers, offering client-specific employment and training servicesat their facility and on-site. Goodwill operates several programs targeted tohomeless participants, including Ticket to Work for disabled participants,occupational skills training, and job coaching. 75% of providers partner with theOhio Means Jobs programs, directly connecting participants to WIOA trainingprograms, skills building, and employers. The Job Center also has specificcareer and training programs, a Job Bank for veterans, and a YouthWorksSummer Employment Program.

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

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

The CoC has two street outreach programs – PATH and a RHY-funded youthoutreach program. Both participate in the CoC’s coordinated entry process,assess unsheltered individuals using the Front Door Assessment Tool, makereferrals directly to the CoC’s TH or PSH centralized waiting list, and enter datainto the HMIS. Outreach workers can use an anonymous placeholder on thePSH list for those persons living unsheltered who need PSH but who are not yetengaged or who have refused to have their data entered into HMIS. Outreachworkers from both programs are active members of the CoC’s Front DoorAssessors Group and participate in the PIT count. The CoC has successfullyhoused many long-term unsheltered individuals by using a low-barrier, housingfirst approach to housing, using a team approach with the outreach workers andthe PSH provider to meet with people where they are living unsheltered to buildrapport and bring them directly to housing when a unit is available.

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

the CoC determined that there were nounsheltered homeless people, including

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

No

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

Not Applicable



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

Objective 1: Ending Chronic Homelessness


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

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

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

2014(for unsheltered count,

most recentyear conducted)

2015 Difference

Universe: Total PIT Count ofsheltered and unsheltered chronically homelesspersons

39 27 -12

Sheltered Count of chronicallyhomeless persons

27 24 -3

Unsheltered Count of chronicallyhomeless persons

12 3 -9

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



There was a lower total number of chronically homeless persons in the 2015PIT count compared to 2014 (39 compared to 27) and also a lower number ofunsheltered chronically homeless persons (12 compared to 3). There areseveral reasons for the reduction. First, is the direct relationship between thenumber of PSH units that have been developed and the reduction in the numberof chronically homeless persons in the CoC. Since adoption of the 10 YearPlan, 621 units have been developed. Second, is the implementation of acoordinated entry system in 2010, with a centralized waiting list for PSH thatprioritizes persons experiencing chronic homelessness. Third is the CoC’scommitment to prioritizing all PSH units for persons experiencing chronichomelessness. The final reason is the shift that has occurred across the CoC’sPSH programs to a housing first approach, which has made it easier forchronically homeless persons to access and remain housed.

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

The CoC has made substantial progress toward ending chronic homelessnesswith a decrease of 50% since 2006. A small number of new CoC-funded bedsare projected although the CoC expects a greater increase in non-CoC fundedbeds prioritized for chronics. In 2013, CoC adopted a Plan to End ChronicHomelessness by 2015. Some of the specific strategies include: Prioritizechronically homeless households for all housing openings; Form EndingChronic Homeless Team of case managers, property managers, CoC staff;indicate number of episodes on Front Door Assessment; Conduct monthlychronic counts including data from non-HMIS programs; Conduct monthly long-stayer (200+ nights) counts; Conduct case conferences for chronicallyhomeless households at risk of losing their housing & prioritize mid-systemmovement to other housing if appropriate; Review housing and services for allchronically homeless households who lose their housing; Hold ECHT meetingsevery other month to review data, refine Plan strategies, identify areas foradditional coordination.

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



1 Prioritize chronically homeless households for all housing openings. March20142 Form Ending Chronic Homeless Team – Instead, used Front Door Assessorsgroup to track numbers and by-name list to develop housing plans3 Indicate number of episodes on Front Door Assessment. March 20144 Conduct monthly chronic counts including data from non-HMIS programs.October 20145 Conduct monthly long-stayer (200+ nights) counts. March 20146 Conduct case conferences for chronically homeless households at risk oflosing their housing & prioritize mid-system movement to other housing ifappropriate. March 20147 Review housing and services for all chronically homeless households wholose their housing. March 20148 Hold ECHT meetings every other month to review data, etc. – Instead,monthly review of by-name chronic list; bi-monthly Front Door Assessorsmeeting; System Performance & Evaluation Committee, which meets monthly,assumed policy oversight

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

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

2014 2015 Difference

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

249 268 19

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

There was an increase of 19 beds dedicated for use by chronically homelesspersons. The increase is the result of funding for a new project dedicated foruse by chronically homeless persons and a math correction to the number ofdedicated CH beds listed on the 2014 HIC.

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

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

in Permanent Supportive Housing andRecordkeeping Requirements for

Documenting Chronic Homeless Status ?

Yes



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

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

update.

Page 3

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

FY2015 operating year.Percentage of CoC Program funded PSH beds

prioritized for chronic homelessnessFY2015 Project

Application

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

905

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

143

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

143

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

100.00%

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

Yes

This question will not be scored.

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



Managing from data has helped the CoC focus resources on this goal. The CoCrevised its HMIS-generated Chronic Homeless report, which is used to createby-name lists of homeless persons experiencing chronic homelessness. Thislist is reviewed monthly by all coordinated entry assessors. Front Doorassessment notes and the centralized PSH waiting list contain more specificinformation about chronic status to assist with housing prioritization. The FrontDoor Assessors Group meets bi-monthly to identify challenges and caseconference housing plans. Housing & service history is reviewed in HMIS for allchronically homeless persons to improve housing placement and retention.Chronic households have been prioritized for all housing openings. A by-nameLong Stayer (200+nights) is reviewed monthly to determine housing plans toprevent chronic homelessness.



3B. Continuum of Care (CoC) Strategic PlanningObjectives

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


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

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

Vulnerability to victimization:X

Number of previous homeless episodes:X

Unsheltered homelessness:X

Criminal History:

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

Head of household has mental/physical disabilities:X

N/A:



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

This is a laudable but very challenging benchmark to hit – to ensure that ALLfamilies are housed within 30 days, not just an average of 30 days. Challengesinclude poor housing &credit histories, lack of IDs & an inadequate supply oflandlords of decent affordable housing. CoC will take the following steps.Families requesting shelter will meet with a case manager prior to entry to see ifthere is an alternative to shelter. The coordinated entry process will prioritizehomeless families without family or other support & large families who facegreater housing barriers. The CoC will hold sessions to recruit landlords toincrease participation. Rapid rehousing will be used as a bridge to PSH forfamilies who will enter scattered-site PSH. The CoC will work with ESGjurisdictions to dedicate most of the ESG funding to rapid rehousing as opposedto prevention. CoC will look to leverage other resources such as CDBG orHOME to increase the pool of rental assistance and landlord involvement.

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


RRH units available to serve families in the HIC: 43 35 -8

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

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

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

X

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

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

initial training on policyX

monitoringX

None:



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

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

PIT Count of Homelessness Among Households With Children2014

(for unsheltered count,most recent year conducted)

2015 Difference

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

69 98 29

Sheltered Count of homeless households with children:

69 98 29

Unsheltered Count of homeless households with children:

0 0 0

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

While there was an increase in the number of homeless households withchildren from the 2014 PIT to the 2015 PIT count, the number of families inshelter for the PIT count was identical in 2015 and 2013. The number of familiesin shelter in 2014 was the lowest number since the development of the 10 YearPlan. One reason for low number of families in shelter in 2014 was the weather.The weather for the month preceding the 2014 PIT count was bitterly cold, wellbelow zero, with significant snowfall. Landlords and family members were lesslikely to evict families with children under those circumstances. By comparison,the weather surrounding the 2015 PIT count had lows ranging from 10-20degrees. The CoC is concerned, though, about an increase in homelessfamilies. The CoC Governing Board has called for an analysis of broadercommunity causes that are resulting in more families entering shelter as well asan expansion of rapid rehousing as one strategy.

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

the following:Human trafficking and other forms of exploitation? Yes

LGBTQ youth homelessness? Yes

Exits from foster care into homelessness? Yes

Family reunification and community engagement? Yes

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

Yes

Unaccompanied minors/youth below the age of 18? Yes



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

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

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

Specific sampling methodology for enumerating and characterizing local youth trafficking:

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

Community awareness training concerning youth trafficking:X

N/A:

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

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

X

Length of time homeless:X

Unsheltered homelessness:X

Lack of access to family and community support networks:X

N/A:

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

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



FY 2013(October 1, 2012 -

September 30, 2013)

FY 2014 (October 1, 2013 -

September 30, 2104)Difference

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

30 29 -1

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

The number of youth who came from an unsheltered situation in FY 2014compared to FY 2013 was virtually identical, with only one fewer youth in FY2014. The OH-505 CoC has very low numbers of unsheltered youth, with moreyouth coming from couch-hopping situations than living in places not meant forhuman habitation. The CoC’s RHY-funded youth street outreach programcoordinates closely with the CoC’s PATH outreach program to identifyunsheltered youth and participates in the CoC’s PIT count.

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

Calendar Year 2015 Calendar Year 2016 Difference

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

$3,423,686.00 $3,766,837.00 $343,151.00

CoC Program funding for youthhomelessness dedicated projects:

$590,174.00 $590,174.00 $0.00

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

$2,833,512.00 $3,176,663.00 $343,151.00

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

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

CoC meetings or planning events attended by LEA or SEA representatives: 15

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

4

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

18



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

The McKinney Vento Liaison from the CoC’s largest school district is a memberof the CoC Governing Board and of the Program Performance & EvaluationCommittee that evaluates provider performance and compliance with policiessuch as coordination with McKinney-Vento educational services. Thisparticipation ensures that programs are actively engaging with schools and theCoC’s policies and that programs include the educational needs of youth. TheCoC providers who work with families with children or unaccompanied youth allattend State and local education agency meetings quarterly. The youth providerprovides weekly reports of homeless youth served in shelter to the McKinney-Vento Liaison to improve coordination and education outcomes. Provider staffat family programs meet with relevant school personnel in the appropriateschool district to discuss any issues the children in the program may beexperiencing that may impact their education.

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

All CoC providers are required to follow McKinney-Vento regulations. Allprograms serving youth designate a school district liaison to maintainrelationships with the schools attended by children in their program, ensureeffective communication with the schools, and eliminate barriers to schoolparticipation. CoC and ESG funded programs have protocols for communicatingwith families entering shelter about continuing their child’s education & withschool liaisons about the needs of particular children in shelter or at school.School transportation is provided to all homeless children. The programs haveestablished after school tutoring programs and designated study space withinthe shelters to further support the education needs of homeless children. TheCoC has a prevention program for at-risk families identified by the CoC’s largestschool district, with a goal of preventing homelessness and reducing schoolinstability.



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

Objective 3: Ending Veterans Homelessness


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

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

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

year conducted)2015 Difference

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

128 116 -12

Sheltered count of homeless veterans: 128 114 -14

Unsheltered count of homelessveterans:

0 2 2

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

There was a 9% decrease in the number of homeless veterans in the PIT countin 2015 compared to 2014. The decrease is a reflection of the intensive workthe CoC has done with the VA to identify and move homeless veterans out ofthe homeless assistance system. The decrease is also the result of an increasein SSVF Rapid Rehousing resources in the CoC, with a second SSVF providerbeginning operations during the period between the two PIT counts.



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

Immediately upon entry into shelter, veterans sign a request for DD214, whichare given to VAMC to determine eligibility. PATH outreach teams identifyveterans and contact the CoC and VAMC for VA eligibility determination andreferral to VA housing and resources. The gateway shelter case managers runan HMIS report every morning to identify veterans who spent the previous nightin shelter for referral to VA outreach workers & meet with all veterans 2/week inshelter. Coordinated entry assessors refer veteran households to the SSVFprograms to divert veterans from shelter. The CoC and VA hold weeklyLeadership conference calls to identify barriers and challenges to endingveteran homelessness. There is a bi-weekly meeting, facilitated by CoC staff, ofall providers (CoC, ESG, VA, PATH funded) who come into contact withhomeless veterans that includes review of by-name master list of all knownhomeless veterans, with current status, housing plan, and anticipated housingplacement date.

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

Veterans who are not eligible for VA medical services may still eligible for & arereferred to SSVF & VA GPD programs. Veterans who are not eligible for any VAservices or who refuse to participate with the VA are prioritized for CoC housingusing the CoC’s established priority order. The priority order begins withchronically homeless households, specifically those with the longest history ofhomelessness and most severe service needs, followed by unshelteredhouseholds when weather is life threatening; large family households withoutother placement options & families with a pregnant woman in her final trimester;medically frail households (per Clinic screening); long-stayer households (200+nights); unsheltered households in non-life threatening weather; youth; andpersons age 60+ who are unable to access senior housing. Veterans do nothave a separate priority outside of these categories, with the exception of CoC-funded PSH on the VA grounds which has a priority for veterans.

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

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

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

2015 % Difference

Total PIT count of sheltered andunshelteredhomeless veterans:

139 114 -17.99%



Unsheltered count of homelessveterans:

4 2 -50.00%

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

homelessness by the end of 2015.

Yes

This question will not be scored.

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

The CoC is using the following strategies to meet the goal of ending Veteranhomelessness. Weekly VA-CoC Leadership conference calls to identify barriers&challenges to ending veteran homelessness. Development of a by-nameMaster list of all known homeless veterans which includes information from CoCgateway shelters, PATH, VA-HCHV, DCHV, SSVF, VA GPD, VA MHRRTP andVASH programs. Development of Standard Operating Procedures for updatingMaster list. Bi-weekly VA-CoC Coordination meetings to review the Master list&address challenges to PH placement. Hosting Landlord Lunch & Learns toincrease community landlord participation. The CoC is working with the VA toredesign service-intensive VA GPD for use as bridge to PSH, to follow ahousing first approach & shorten its LOS. There are ongoing challengesincluding: receiving accurate complete information from all providers for theMaster list and implementing timely housing plans for all Veterans, particularlythose in VA funded programs.



4A. Accessing Mainstream Benefits


4A-1. Does the CoC systematically provideinformation

to provider staff about mainstream benefits,including

up-to-date resources on eligibility andmainstream

program changes that can affect homelessclients?

Yes

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

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

trained staff technical assistance to obtain SSI/SSDI?

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

24

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

0

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

0%

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



Ohio is a Medicaid expansion state. The Samaritan Clinic is the chieforganization with whom the CoC collaborates, although the CoC also workswith Premier Health partners, one of the CoC’s largest health networks andCareSource, one of the largest Medicaid managed health plans in the country,which is headquartered in Dayton. Healthcare representatives are members ofthe CoC’s Governing Board and participate on Committees. As consumers aretransitioning from managing their health on an emergency basis to being able toreceive preventative care, they are learning to access the health care systemappropriately, receiving the right care at the right time in the right setting. At theSamaritan Clinic, the Medicaid coverage rate increased from 23% in 2013 to55% in June 2014 and has increased to 67% in October 2015. With the level ofenrollment increasing, the CoC is shifting its focus to ensuring newly insuredconsumers have adequate access to health care.

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

healthcare benefits available?Educational materials:

X

In-Person Trainings:X

Transportation to medical appointments:X

pro-bono psychiatristX

set-aside appointments at safety net health clinicX

Not Applicable or None:



4B. Additional Policies


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

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

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

mandated restrictions, and d) history of domestic violence.

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

24

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

24

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

100%

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

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

service participation requirements?

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

24

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

24

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

100%



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

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

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

Direct outreach and marketing:X

Use of phone or internet-based services like 211:X

Marketing in languages commonly spoken in the community:X

Making physical and virtual locations accessible to those with disabilities:X

Not applicable:

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


RRH units available to serve any population in theHIC:

82 73 -9

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

funding for housing rehabilitation or newconstruction?

No

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



Not Applicable

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

of its SSO or TH projects to serve familieswith children

and youth defined as homeless under otherFederal statutes?

No

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

Not applicable

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

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

the FY 2015 CoC Program Competition?

No

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

Not applicable

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

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

the scoring of this application.

Yes



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

This response does not affect the scoring of this application.

CoC Governance:

CoC Systems Performance Measurement:

Coordinated Entry:

Data reporting and data analysis:

HMIS:

Homeless subpopulations targeted byOpening Doors: veterans, chronic,

children and families, and unaccompanied youth:

X

Maximizing the use of mainstream resources:

Retooling transitional housing:

Rapid re-housing:

Under-performing program recipient, subrecipient or project:

Not applicable:

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

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

This response does not affect the scoring of this application.

Type of TechnicalAssistance Received

DateReceived

Rate the Value of the Technical Assistance

Vets at Home 08/03/2015 4



4C. Attachments


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

Document Type Required? Document Description Date Attached

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

Yes OH-505 CoC Commun... 11/18/2015

02. 2015 CoC ConsolidatedApplication: Public PostingEvidence

Yes CoC Consolidated ... 11/18/2015

03. CoC Rating and ReviewProcedure

Yes CoC Rating & Revi... 11/18/2015

04. CoC's Rating and ReviewProcedure: Public PostingEvidence

Yes CoC Rating & Revi... 11/18/2015

05. CoCs Process forReallocating

Yes CoC's Reallocatio... 11/18/2015

06. CoC's Governance Charter Yes OH-505 CoC Govern... 11/18/2015

07. HMIS Policy andProcedures Manual

Yes HMIS Policy & Pro... 11/18/2015

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

No

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

Yes PHA Administratio... 11/18/2015

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

No CoC-HMIS MOU 11/18/2015

11. CoC Written Standards forOrder of Priority

No CoC Priority Orde... 11/18/2015

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

No

13. Other No

14. Other No

15. Other No



2015 Continuum of Care (CoC) Competition OH-505 CoC Reallocation Process

Background HUD has created a more competitive process for the 2015 CoC Competition. While HUD believes they have enough funding to fund all renewal projects, with a total overall amount of $1.89 billion available, they are still implementing a tiered funding process, which requires CoCs to rank all projects into two tiers. Tier 1 will be a smaller percentage than in past years, and the process for selecting projects from Tier 2 will be much more competitive. Whether a project is funded will depend much more on the performance of the CoC and the qualities of the project. For the two tiered funding approach, Tier 1 equals a CoC’s Annual Renewal Demand (the amount required to fund all eligible renewal projects for 1 year) minus 15%. Tier 2 equals the 15% reduction from Tier 1 plus a 15% Permanent Housing Bonus. HUD is making CoC Planning costs available to all CoC’s to help them meet the raised expectations. CoC Planning costs are not ranked in either Tier 1 or Tier 2 but are funded separately. If a CoC receives a satisfactory score in the national CoC Competition, projects placed within a CoC’s Tier 1 should receive full funding. Tier 2 projects will be selected by point value and in the order of CoC score.

Up to 60 points for CoC Application Score

Up to 20 points for CoC’s project ranking

10 points for type of project

10 points for Housing First commitment. Local Funding Implications OH-505 CoC Annual Renewal Demand: $8,103,403 Tier 1: $6,887,893 Tier 2 Renewal & Reallocated $1,215,510 Tier 2 Permanent Housing Bonus $1,215,510 CoC Planning $243,102 TOTAL CoC APPLICATION $9,562,105 Targeted Reductions and Eliminated Projects The Program Performance & Evaluation Committee (PPEC) asked Agency Directors to take a very close look at their CoC budgets to identify funding that could be reallocated, asking them to respond to the following questions.

Are there expenses in your budget that were related to start up?

Costs that may have been considered an essential service or operating expense when money was less tight but which are harder to justify today?

Services you are providing in your project that could be provided by a community partner without having to pay for them or that could be paid for by another funding source?

Services whose loss would be felt but that would not greatly impact your clients or your projects outcomes?

Working with providers, the PPEC identified $220,000 in targeted reductions to individual projects. In addition, as it does every year, the PPEC, as part of its review of CoC-funded projects, scored all renewal projects and ranked them using locally approved priority criteria (see below). Using the priority criteria and HUD’s scoring criteria, two projects are being eliminated altogether. Funding from the targeted reductions and the eliminated projects will be reallocated to new permanent housing projects through an RFP process.

2015 OH-505 Continuum of Care Priority Order Criteria

1. CoC Project Type – in the following order

Permanent Housing – Permanent Supportive Housing

Permanent Housing – Rapid Rehousing

Transitional Housing – Youth

PH Bonus projects and reallocated projects

Transitional Housing – Other Populations

Supportive Services Only 2. The CoC’s HMIS grant will be placed as the lowest project that is fully funded within Tier 1. 3. Well-performing renewal projects will be prioritized above new and reallocated PH projects. 4. Adherence to a Housing First approach 5. Performance outcomes 6. Severity of needs and vulnerabilities experienced by project participants 7. Unique gap/target population served by Project 8. Level of negative impact to Continuum if Project were not funded 9. Availability of other potential funding sources

10. Number of households served NEW PROJECTS In addition to the above criteria, the following criteria also apply to new project applications. 1. Project applicant and all subrecipients have the expertise and capacity to be at full implementation

within two months of signing a grant agreement with HUD. 2. Recipients of existing projects who wish to reallocate to a new Permanent Housing project and who

have the capacity and experience to successfully implement PH will have priority over other applicants. 3. Project MUST follow a Housing First approach. 4. PH – Rapid Rehousing Projects that target the “Middle Group” and provide temporary rental

assistance, housing-focused case management, and targeted employment assistance in a scattered-site, flexible model will be prioritized over PH-RRH projects that do not.

5. PH – Permanent Supportive Housing projects that request only leasing and administration funding for

scattered site units and partner with the Opening Doors for the Homeless project for services will be prioritized over PH-PSH projects that request money for operations, supportive services, acquisition or construction.

1

Homeless Solutions Policy Board

Dayton-Montgomery County

Housing/Homeless Management Information System

HMIS

Policies and Procedures Manual

Revised May 2012

Revised September 2009

Revised April 2008

Adopted May 2003

2

I.A) Introduction: Ownership The Homeless Solutions Policy Board has final oversight over the creation and maintenance of the Dayton-Montgomery County HMIS. In order to ensure the integrity and security of sensitive client confidential information and other data maintained in the database, all Contributing HMIS Organizations will be required to sign an HMIS Agency Agreement with Montgomery County prior to being given access to the Dayton-Montgomery County HMIS. The HMIS Agency Agreement includes terms regarding the duration of access, an acknowledgement of receipt of the Policies and Procedures Manual, and an agreement to abide by policies and procedures related to the HMIS including all security provisions contained therein. Violations of the HMIS Agency Agreement, including without limitations the failure to comply with the policies and procedures related to the Dayton-Montgomery County HMIS, may subject the Contributing HMIS Organization to discipline and termination of the access to the HMIS and/or to termination of other Montgomery County agreements.

II.A) Implementation Overview: Relationship to Contributing HMIS Organizations Contributing HMIS Organizations are those agencies allowed by the Homeless Solutions Policy Board to connect to the Dayton-Montgomery County HMIS for the purpose of data entry, data editing, data review, and data reporting. Relationships between the Montgomery County BCC and Contributing HMIS Organizations are governed by any standing Contributing HMIS Organization-specific agreements already in place, the HMIS Agency Agreement, and the Policies and Procedures Manual. All Contributing HMIS Organizations are required to abide by the policies and procedures outlined in this manual.

II.B) Implementation Overview: Relationship to Bowman Systems The Montgomery County BCC contracts with Bowman Systems on an annual basis. Through this contract, Bowman Systems provides software maintenance, application support, and database maintenance, as well as support and maintenance for the Dayton-Montgomery County’s HMIS database and web application servers located at Bowman’s main office in Shreveport, Louisiana. The Homeless Solutions staff are responsible for maintaining the Dayton-Montgomery County HMIS contract with Bowman Systems, and the HMIS System Administrator is the designated contact to Bowman Systems. The HMIS System Administrator is the main conduit for communications between Contributing HMIS Organizations and Bowman in order to provide a coherent and timely information exchange.

III.A) Roles and Responsibilities: Project Management Policy: The Homeless Solutions Policy Board is responsible for project management of the Dayton-Montgomery County HMIS. Explanation: As the administrative agent for the Dayton-Montgomery County HMIS system, the Homeless Solutions Policy Board is responsible for all system-wide policies, procedures, communication and coordination. The HMIS System Administrator is the primary contact with Bowman Systems and, with its help, will implement all necessary system-wide changes and updates.

3

Purpose: The Homeless Solutions Policy Board seeks to provide a uniform HMIS which will yield the most consistent data for client management, reporting, service planning, and performance measurement. Providing system-wide oversight and a single point of contact with Bowman Systems accomplishes this goal. Procedure: The primary position for HMIS project management is the HMIS System Administrator. All system-wide questions and issues should be directed to the HMIS System Administrator.

III.B) Roles and Responsibilities: HMIS System Administrator Policy: The Montgomery County BCC will employ a System Administrator with primary responsibility for coordination and administration of the Dayton-Montgomery County HMIS. The Homeless Solutions staff will designate a backup System Administrator. Explanation: The HMIS System Administrator is the primary HMIS contact and is responsible for the coordination and system-wide administration of the Dayton-Montgomery County HMIS. Purpose: Designation of one primary HMIS contact on the Homeless Solutions staff increases the effectiveness of communication between the HSPB and Contributing HMIS Organizations. Procedure: The Montgomery County BCC will employ the HMIS System Administrator to coordinate the Dayton-Montgomery County HMIS. The Homeless Solutions staff will designate a backup System Administrator.

III.C) Roles and Responsibilities: Contributing HMIS Organization Site Administrator Policy: Each Contributing HMIS Organization will designate an HMIS Site Administrator. The HMIS Site Administrator must have an individual e-mail address. Contributing HMIS Organizations may also designate a backup HMIS Site Administrator. Explanation: The HMIS Site Administrator is the primary HMIS contact at the Contributing HMIS Organization. This person’s responsibilities include:

Providing a single point of communication between the Agency’s end users and the HMIS System Administrator around HMIS issues;

Ensuring the stability of the Contributing HMIS Organization’s connection to the Internet and ServicePoint, either directly or in communication with other technical professionals;

Providing support for the generation of Contributing HMIS Organization reports;

Managing Contributing HMIS Organization user licenses; and

Monitoring compliance with standards of client confidentiality and ethical data collection, entry, and retrieval.

Purpose: Designating one primary HMIS contact/“power-user” at each Contributing HMIS Organization increases the effectiveness of communication both between and within agencies.

4

Procedure: Each Contributing HMIS Organization will designate its HMIS Site Administrator and provide that person’s name and contact information to the HMIS System Administrator. Changes to that information must be promptly reported to the HMIS System Administrator.

III.D) Roles and Responsibilities: HMIS Committee Policy: The HSPB will convene an HMIS Committee that will oversee and set policy for the HMIS database implementation. Explanation: The committee will be composed of members of the community with particular technical and organizational skills to offer the Dayton-Montgomery County HMIS. Purpose: To provide technical and organizational advice and consultation to the System Administrator regarding the Dayton-Montgomery County HMIS and its full implementation. Procedure: The HSPB will solicit names of particularly skilled candidates for this committee and will invite them to join. HSPB staff will elicit advice and convene meetings of this group as necessary.

III.E) Roles and Responsibilities: User Access Levels Policy: All Dayton-Montgomery County HMIS Users will have an appropriate level of access to HMIS data. Explanation: ServicePoint allows multiple levels of user access to data contained in the database. Access is assigned when new users are added to the system and can be altered as needs change. Purpose: Appropriate levels of access ensure the security of HMIS data. All users should have the level of access which allows efficient job performance without compromising the security of the Dayton-Montgomery County HMIS or the integrity of client information. Procedure: The Site Administrator, in consultation with the HMIS System Administrator, will assign appropriate user levels when adding new users.

III.F) Roles and Responsibilities: Communication with Contributing HMIS Organizations Policy: The HMIS System Administrator is responsible for relevant and timely communication with each Contributing HMIS Organization regarding the Dayton-Montgomery County HMIS. Explanation: The HMIS System Administrator will communicate system-wide changes and other relevant information to agencies as needed. The HMIS System Administrator will also maintain a high level of availability to Contributing HMIS Organizations. In the event of planned unavailability, the HMIS System Administrator will notify Contributing HMIS Organizations in advance and designate a backup contact.

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Purpose: Good communication is essential to the proper functioning of any system, electronic or otherwise. Providing a single point of communication simplifies and speeds communication within the Dayton-Montgomery County HMIS. Procedure: General communication from the HMIS System Administrator will be directed to the Contributing HMIS Organization Site Administrators. Specific communication will be addressed to the person(s) involved. The HMIS System Administrator will be available via e-mail, phone, and mail as necessary.

III.G) Roles and Responsibilities: Contributing HMIS Organization Communication with HSPB Policy: Contributing HMIS Organizations are responsible for communicating needs and questions regarding the Dayton-Montgomery County HMIS directly to the HMIS System Administrator. Explanation: Contributing HMIS Organizations will communicate needs and questions directly to the HMIS System Administrator. In order to foster clarity both for local users and for Bowman Systems, all Contributing HMIS Organization specific communications with Bowman regarding the Dayton-Montgomery County HMIS will go through the HMIS System Administrator. Purpose: Good communication is essential to the proper functioning of any system, electronic or otherwise. Designated points of communication within Contributing HMIS Organizations and within HSPB simplify and speed communications about the Dayton-Montgomery County HMIS. Procedure: Users at Contributing HMIS Organizations will communicate needs, issues and questions to the Contributing HMIS Organization Site Administrator. If the Site Administrator is unable to resolve the issue, the Site Administrator will contact the HMIS System Administrator via the HMIS electronic helpdesk.

III.H) Roles and Responsibilities: System Availability Policy: Bowman Systems will provide a highly available database server and will inform users in advance of any planned interruption in service. Explanation: It is the intent of the Homeless Solutions Policy Board and Bowman Systems that the HMIS database server will be available 24 hours a day, 7 days a week, 52 weeks a year to incoming connections. However, no computer system achieves 100% uptime. In the event of planned server downtime, the HMIS System Administrator will inform agencies as much in advance as possible in order to allow Contributing HMIS Organizations to plan their access patterns accordingly. Purpose: A highly available database affords agencies the opportunity to plan data entry, management, and extraction according to their own internal schedules. Availability is a key element in maintaining an HMIS that is a tool for the Contributing HMIS Organizations in managing programs and services. Procedures: In the event that the database server is or will be unavailable due to disaster or routine maintenance, Bowman Systems will contact the HMIS System Administrator. The HMIS System

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Administrator will contact Site Administrators and inform them of the cause and duration of the interruption in service. The HMIS System Administrator will log all downtime for purposes of system evaluation.

III.I) Roles and Responsibilities: Data Sharing Policy: All Contributing HMIS Organizations will be required to, with appropriate client consent, designate the following assessments as “open”: the Client Profile assessment, the Additional Profile assessment, and all Front Door Intake and Front Door Comprehensive assessments. The HMIS Committee will review requests from any Contributing HMIS Organization that does not want to designate these assessments “open”. Explanation: Open sections of the record can be seen and changed by users from another Contributing HMIS Organization. Closed sections of the record can neither be seen nor changed by users from another Contributing HMIS Organization. Regardless of status, all sections of each record will appear in aggregate reports. Purpose: The need for client confidentiality and the benefit of collaborative case management can be in tension when discussing inter-agency data sharing. It is the intent of the Homeless Solutions Policy Board to allow as much sharing as is appropriate and beneficial to the Contributing HMIS Organization and to clients benefit, as long as that sharing is made explicit through the HMIS Agency Agreement, made explicit to the client in his or her client consent form, and does not violate the basic tenets of client confidentiality. Procedure: The Client Profile, Additional Profile, Front Door Intake and Front Door Comprehensive assessments will be designated as “open” in each Contributing HMIS Organization’s provider setup within ServicePoint. Contributing HMIS Organizations that do not want to designate these assessments “open” will need to submit a request to the HMIS Committee to designate the assessment(s) “closed”. The HMIS Committee has final decision-making authority on compliance with the requirement for assessments to be designated as “open”. Contributing HMIS Organizations will develop and sign HMIS Inter-Agency Data Sharing Agreements with any other Contributing HMIS Organizations with which they will be routinely sharing other client data. Contributing HMIS Organizations will inform the HMIS System Administrator of any changes to data sharing practices.

III.J) Roles and Responsibilities: Ethical Data Use Policy: Data contained in the Dayton-Montgomery County HMIS will only be used to support the delivery of homeless and housing services, including homeless prevention, in Dayton and Montgomery County. Each HMIS User will affirm the principles of ethical data use and client confidentiality contained in the Dayton-Montgomery County HMIS Policies and Procedures Manual and the HMIS User Confidentiality and Responsibility Agreement Explanation: The purpose of the Dayton-Montgomery County HMIS is to support the delivery of homeless and housing services, including homeless prevention, in Dayton and Montgomery County. The Homeless Solutions Policy Board recognizes that the specific purpose for which the HMIS was

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created limits the uses of the data it contains to those which conform to this initial purpose and to the expressed wishes of the client. Purpose: The data collected in the Dayton-Montgomery County HMIS is the personal information of people in the Dayton and Montgomery County community who are experiencing a housing crisis. It is the user’s responsibility as the guardian of that data to ensure that it is only used to the ends for which it was collected and in the manner in which the individual client has given consent. Procedure: All HMIS users will sign an HMIS User Confidentiality and Responsibility Agreement before being given access to the Dayton-Montgomery County HMIS. Any individual or Contributing HMIS Organization misusing or attempting to misuse HMIS data will be denied access to the database, and his/her/its relationship with the Montgomery County BCC will be terminated.

III.K) Roles and Responsibilities: Access to Core Database Policy: No one will have direct access to the Dayton-Montgomery County HMIS database through any means other than the ServicePoint software, unless explicitly given permission by the Homeless Solutions Policy Board during a process of software upgrade or conversion. Explanation: This policy prevents a user from opening the core database and viewing its contents, thus rendering the security measures within ServicePoint ineffectual. Purpose: To protect the security of the Dayton-Montgomery County HMIS and the integrity and confidentiality of client data. Procedure: Under contract with the Montgomery County BCC, Bowman Systems will monitor access of the database server and employ security methods to prevent unauthorized database access.

III.L) Roles and Responsibilities: Client Confidentiality Policy: The Montgomery County BCC and Contributing HMIS Organizations will ensure the confidentiality of all client data. No identifiable client data will be entered into the Dayton-Montgomery County HMIS without written client consent, and no identifiable client data will be shared outside of the limits of that written consent. Explanation: The data in the Dayton-Montgomery County HMIS is personal data, collected from people in a vulnerable situation. The Montgomery County BCC and Contributing HMIS Organizations are responsible for protecting the confidentiality of this information. Purpose: The Dayton-Montgomery County HMIS will be a confidential and secure environment protecting the collection and use of client data. Procedure: Access to client data will be tightly controlled using security technology and restrictive access policies. Only individuals authorized to view or edit individual client data will have access to that data.

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III.M) Roles and Responsibilities: Contributing HMIS Organization Grievances Policy: Site Administrators of Contributing HMIS Organizations will contact the HMIS System Administrator to resolve HMIS problems. Explanation: The Homeless Solutions Policy Board is responsible for the operation of the Dayton-Montgomery HMIS. Any problems with the operation or policies of the Dayton-Montgomery County HMIS are to be discussed and resolved at the lowest possible level. The Homeless Solutions Policy Board has oversight over all aspects of the Dayton-Montgomery County HMIS. Purpose: In order for the Dayton-Montgomery County HMIS to serve as an adequate tool for Contributing HMIS Organizations and as a guide for system-wide planning, any HMIS problems must be addressed by the organization with the means to effect system-wide change. Procedure: Through their Site Administrators, Contributing HMIS Organizations will bring HMIS problems to the attention of the HMIS System Administrator. If the HMIS System Administrator cannot resolve these problems, the HMIS System Administrator will take them to the HMIS Committee, and, if necessary, the Executive Committee, then the full HSPB. The HSPB has oversight for all matters regarding the Dayton-Montgomery County HMIS.

III.N) Roles and Responsibilities: Client Grievances Policy: Clients will contact the Contributing HMIS Organization with which they have a grievance for resolution of HMIS problems. Contributing HMIS Organizations will report all HMIS related client grievances to the HMIS System Administrator. Explanation: Each Contributing HMIS Organization is responsible for answering questions and complaints from its own clients regarding the Dayton-Montgomery County HMIS. The HMIS Committee is responsible for the overall use of the HMIS and will respond if users or Contributing HMIS Organizations fail to follow the terms of the HMIS agency agreements, breach client confidentiality, or misuse client data. Contributing HMIS Organizations are obligated to report all HMIS-related client problems and complaints to the HMIS System Administrator who will determine the need for further action. Purpose: A clear and effective client grievance policy protects the needs of the client and the confidentiality of client data. Procedure: Clients will bring HMIS complaints directly to the Contributing HMIS Organization with which they have a grievance. Contributing HMIS Organizations will provide a copy of the Dayton-Montgomery County HMIS Policies and Procedures Manual upon request and respond to client issues. Contributing HMIS Organizations will send written notice to the HMIS System Administrator of any HMIS-related client grievance. The HMIS System Administrator will record all grievances and will report these complaints to the HSPB HMIS Committee.

III.O) Roles and Responsibilities: Contributing HMIS Organization Technical Support Requirements Policy: Contributing HMIS Organizations will provide their own technical support for all hardware and software used to connect to the Dayton-Montgomery County HMIS.

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Explanation: The equipment used to connect to the Dayton-Montgomery County HMIS is the responsibility of the Contributing HMIS Organization. Purpose: To provide and maintain the ability to utilize the Dayton-Montgomery County HMIS. Procedure: Contributing HMIS Organizations will provide internal technical support for the hardware, software and Internet connections necessary to connect to the Dayton-Montgomery County HMIS according to their own organizational needs.

III.P) Roles and Responsibilities: User Access Policy: Each end user will be provided a unique user name and initial password. User names will be unique for each user and will not be exchanged with other users. The HMIS System Administrator will have access to the list of user names. Explanation: Each user name is assigned a specific access level and ServicePoint attaches a user name with every change in the HMIS in order to provide an accurate record of who has altered a client record, when it was altered, and what the changes were. Exchanging user names seriously compromises security and accountability to clients and is a breach of the Montgomery County BCC contract with Bowman Systems for the HMIS. Purpose: Controlling user access provides secure client data and accountability to clients. Procedures: Site Administrators will provide unique user names and initial passwords to each user upon completion of training and signing of a User Confidentiality & Responsibility Agreement and receipt of the Policies and Procedures Manual. The sharing of user names will be considered a breach of the HMIS Agency Agreement.

III.Q) Roles and Responsibilities: Passwords Policy: Users will have access to the Dayton-Montgomery County HMIS via a user name and password. Users will keep passwords confidential. Explanation: Users will have access to the Dayton-Montgomery County HMIS via a user name and password. These methods of access are unique to each user and are confidential. Users are responsible for keeping their passwords confidential. For security reasons, passwords are automatically required to be reset every 45 days. Purpose: Passwords are the key to accessing the Dayton-Montgomery County HMIS. In order to maintain security, passwords must be kept confidential and must be changed periodically. Procedure: A user name and password will be distributed to each new user who has completed training. Every 45 days, passwords are reset automatically.

III.R) Roles and Responsibilities: Password Recovery

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Policy: The Contributing HMIS Organization Site Administrator will reset a user’s password in the event the password is lost or forgotten. Explanation: In the event of a lost or forgotten password, the Site Administrator will reset that password, deleting the old password and allowing the user to connect using a new initial password. Purpose: In any secure system, there is a danger that users will lose or forget their passwords. Password recovery policies address this possibility. Procedure: In the event of a lost or forgotten password, the user whose password is lost will contact their Site Administrator. The Site Administrator will reset the user password, and issue a temporary password to allowing the user to login and choose a new password. The new password will be valid from that time forward, until the next forced change.

IV.A) Standard Operations: Extracted Data Policy: Dayton-Montgomery County HMIS users will maintain the security of any client data extracted from the database and stored locally, including all data used in custom reporting. Dayton-Montgomery County HMIS users will not electronically transmit any unencrypted client data across a public network. Explanation: The report-writer function of ServicePoint allows client data to be downloaded to a file on the local computer. Confidential client is left vulnerable on the local computer unless additional measures are taken. Such measures might include restricting access to the file by adding password. For security reasons, unencrypted data may not be sent over a network that is open to the public. For example, while unencrypted data might be stored on a server and accessed by a client computer within the private local area network, the same unencrypted data may not be sent via email to a client computer not within the same local area network. HMIS users should apply the same standards of security to local files containing client data as to the HMIS database itself. Purpose: To ensure that the Dayton-Montgomery County HMIS is a confidential and secure environment protecting the collection and use of client data. Procedure: Data extracted from the database and stored locally will be stored in a secure location and will not be transmitted outside of the private local area network unless it is property protected. Security questions will be addressed to the HMIS System Administrator.

IV.B) Standards Operations: Data Access Location Policy: Users will ensure the confidentiality of client data following all security policies in the Dayton-Montgomery County HMIS Policies and Procedures Manual and adhering to the standards of ethical data use, regardless of the location of the connecting computer. Explanation: Because ServicePoint is web-enabled software, users could conceivably connect to the database from locations other than the Contributing HMIS Organization itself, using computers other than Contributing HMIS Organization-owned computers. If such a connection is made, the highest levels of security must be applied, and client confidentiality must still be maintained.

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Purpose: To ensure that the Dayton-Montgomery County HMIS will be a confidential and secure environment protecting the collection and use of client data. Procedure: All Policies and Procedures and security standards will be enforced regardless of the location of the connecting computer. Users will be instructed in both policies and security. The HMIS System Administrator will provide any additional clarification.

IV.C) Standard Operations: User Licenses Policy: Contributing HMIS Organizations may request additional User Licenses from Bowman System through the HMIS System Administrator. The HMIS Committee will determine the cost for User Licenses. Explanation: As Contributing HMIS Organizations grow and the number of HMIS users increases, Contributing HMIS Organizations may need additional User Licenses. Purpose: To ensure that all Contributing HMIS Organization staff who need to use the HMIS have access. Procedure: Contributing HMIS Organizations seeking additional User Licenses will complete a User License Request Form and return this form to the HMIS System Administrator. Depending on funding availability and the relationship of the Contributing HMIS Organization to the Homeless Solutions 10-Year Plan, the cost for the additional user licenses may be provided by the HMIS grant. The HMIS System Administrator will purchase the licenses from Bowman Systems and notify the Contributing HMIS Organization when the additional Licenses are available.

IV.D) Standard Operations: User Activation Policy: Each new user will be issued a unique user name and password to access the Dayton-Montgomery County HMIS upon completion of ServicePoint training and signing of the HMIS User Confidentiality and Responsibility Agreement. Explanation: Contributing HMIS Organizations will determine which of their employees will have access to the Dayton-Montgomery County HMIS. Every user must receive appropriate ServicePoint training before being issued a user name and password. Purpose: In order for the Dayton-Montgomery County HMIS to be a benefit to clients, a tool for Contributing HMIS Organizations, and a guide for planners, all users must be adequately trained to collect, enter and extract data. Procedure: System Administrators or their designees will distribute user licenses for their Contributing HMIS Organization, adding and deleting users as needed. The HMIS System Administrator will provide initial training to Site Administrators and will supplement this training as necessary.

IV.E) Standard Operations: HMIS User Confidentiality and Responsibility Agreements

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Policy: Each Contributing HMIS Organization User will sign an HMIS User Confidentiality and Responsibility Agreement before being granted access to the Dayton-Montgomery County HMIS. Explanation: Before being granted access to the Dayton-Montgomery County HMIS, each user must sign an HMIS User Confidentiality and Responsibility Agreement, stating that he or she has received training, will abide by the Dayton-Montgomery County HMIS Policies and Procedures Manual, will appropriately maintain the confidentiality of client data, and will only collect, enter and retrieve data in the Dayton-Montgomery County HMIS relevant to the delivery of services to people in a housing crisis in Dayton and Montgomery County. Purpose: To ensure the security of the Dayton-Montgomery County HMIS and protect the confidentiality of client data. Procedure: The Contributing HMIS Organization Site Administrator will distribute HMIS User Confidentiality and Responsibility Agreements to new HMIS Users for signature. The user will sign that HMIS User Confidentiality and Responsibility Agreement. The Site Administrator will collect and store signed HMIS User Confidentiality and Responsibility Agreements for all users. The existence of signed HMIS User Confidentiality and Responsibility Agreements will be verified in the annual HMIS site review.

IV.F) Standard Operations: Training Policy: Adequate and timely ServicePoint training will be provided to users. Explanation: The HMIS System Administrator will develop a training schedule annually. Purpose: In order for the Dayton-Montgomery County HMIS to be a benefit to clients, a tool for Contributing HMIS Organizations and a guide for planners, all users must be adequately trained to collect, enter, and extract data. Procedure: Various levels of training will be provided – for Site Administrators, beginning users and advanced users. The HMIS System Administrator will train new Site Administrators and will provide periodic new, refresher and topic-specific training for all users, either directly or through contracted trainers.

IV.G) Standard Operations: Appropriate Data Collection Policy: Dayton-Montgomery County HMIS users will only collect client data relevant to the delivery of services to people in housing crises in Dayton and Montgomery County. Other uses of the database will be considered on a case-by-case basis. Explanation: The purpose of the Dayton-Montgomery County HMIS is to support the delivery of homeless and housing services, including homeless prevention, in Dayton and Montgomery County. The database should be used primarily to collect or track information related to serving people in housing crises or planning for the elimination of homelessness. On a case-by-case basis, the HMIS Committee will consider other uses of the database.

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Purpose: The goal of the Dayton Housing/Homeless Management Information System is to support the delivery of efficient and effective homeless and housing services, including homeless prevention in Dayton and Montgomery County and the implementation of the Homeless Solutions 10-Year Plan. Procedure: Dayton-Montgomery County HMIS users will ask the HMIS System Administrator for any necessary clarification of appropriate data collection. The HMIS System Administrator will periodically audit pick-lists and Contributing HMIS Organization-specific fields to ensure the database is being used appropriately.

IV.H) Standard Operations: Required Data Collection Policy: Contributing HMIS Organizations will collect a required set of data variables for each client as specified in the HMIS Agency Agreement. Explanation: The Homeless Solutions Policy Board will specify the data elements which must be collected for each client. Contributing HMIS Organizations may choose to collect more client information for their own case management and planning purposes as is permissible under applicable law. Purpose: In order for the Dayton-Montgomery County HMIS to be a guide for the Homeless Solutions Policy Board and the local community regarding community resource needs and service delivery, certain minimum data must be consistently collected throughout the system. Procedure: The set of required data elements will be indicated in the HMIS.

IV.I) Standard Operations: Informed Client Consent Policy: Contributing HMIS Organizations will collect and retain signed client consent forms developed by the HMIS Committee before any client data will be entered into the Dayton-Montgomery County HMIS. Contributing HMIS Organization staff will thoroughly explain the client consent form to each client. The Contributing HMIS Organization client consent form will include information about data sharing between Contributing HMIS Organizations. Clients will be able to choose not to have their information shared. Explanation: Each client must give explicit permission for the disclosure and use of any client data. Client consent forms must be explained in detail to each client so that the client may make an informed decision about whether or not to have his/her data entered into the Dayton-Montgomery County HMIS. . Purpose: The Homeless Solutions Policy Board recognizes the primacy of client needs, including confidentiality, in the design and management of the HMIS. The client always has the option, for any reason and at any time, to refuse to allow his/her information to be added to the database. Client consent forms help to ensure the ethical collection and disclosure of client data. Procedure: Contributing HMIS Organizations will develop a process for obtaining client consent using the client consent form developed by the Homeless Solutions. Clients may withdraw this

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permission at any time or request to see copies of their consent form or client record. If a client gives permission for data to be entered and then changes his/her mind, this change will only affect data entry going forward from the time that consent was withdrawn. Client information cannot be deleted from the database. Client consent forms must be kept secured from unauthorized access but available for client review. If a client does not give permission to enter confidential data, the Contributing HMIS Organization may enter the de-identified data into an anonymous account that is minimally necessary for the purpose of accurately tracking units of service.

IV.J) Standard Operations: Customization Policy: Contributing HMIS Organizations may request Contributing HMIS Organization-specific customization of ServicePoint assessments. Explanation: System Administrators have the ability to provide various levels of customization within ServicePoint, including the creation of new assessment tools. Purpose: Customization of assessments allowing for the collection of program-specific data makes the Dayton-Montgomery County HMIS a better tool for Contributing HMIS Organizations in managing programs and services. Procedure: Site Administrators will submit a request for customization to the HMIS System Administrator. The HMIS System Administrator will be responsible for establishing a timeline and completing customization.

IV.K) Standard Operations: Data Integrity Policy: Dayton-Montgomery County HMIS users will be responsible for the accuracy of their data entry. Explanation: Individual users are responsible for the accuracy and quality of their own data entry. Purpose: Accurate data entry is essential to ensuring the usefulness of the Dayton-Montgomery County HMIS. Procedure: In order to test the integrity of the data contained in the Dayton-Montgomery County HMIS, the HMIS System Administrator will perform regular data integrity checks on the Dayton-Montgomery County HMIS. Any patterns of error will be reported to the Site Administrator. When patterns of error have been discovered, users will be required to correct data entry techniques and will be monitored for compliance. Lack of compliance may result in a loss of HMIS access.

IV.L) Standard Operations: Data Integrity Expectations Policy: Contributing HMIS Organizations will provide the following levels of data accuracy and timeliness:

Blanks or unknown entries in required data fields will not exceed 5% per month

All service provided will be compatible with providing program

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In all reports of shelter, housing or services provided for a client, the client must be eligible to receive the services from the listed provider

All HUD and locally required data elements data must be entered into the HMIS within two (2) working days of a front door assessment, residential intake, or shelter stay.

Basic demographic data is to be entered into the HMIS within two (2) working days of the first substantial outreach encounter.

Exit data is to be entered into the HMIS within one week of the client exiting a program or shelter stay.

Explanation: Of the fields required in the HMIS Agency Agreement, less than 5% of the total fields will be left blank in one month. For example, assuming no other required fields are left blank, the last zip code field should not be left blank for more than 5% of clients entered during one month. Similarly, the use of the entry “unknown” must not exceed 5% in any calendar month. When service records are added, no service entered will be entered as provided by programs that do not provide that type of service. For example, rental assistance should not be entered as provided by a program that provides only emergency shelter. When service records for shelter stays are added, the client must meet the most basic requirements of the program listed as providing shelter. For example, no clients listed as women should have shelter stays in shelters restricted to men. Purpose: Accurate and consistent data entry is essential to ensuring the usefulness of the Dayton-Montgomery County HMIS. Procedure: The HMIS System Administrator will perform regular data integrity checks on the Dayton-Montgomery County HMIS and report these to Site Administrators on a regular basis. When patterns of error have been discovered, users will be required to correct data entry techniques and will be monitored for compliance. Lack of compliance may result in a loss of access to the HMIS.

IV.M) Standard Operations: On-Site Review Policy: The HMIS System Administrator will perform annual on-site reviews of data processes related to the Dayton-Montgomery County HMIS at all Contributing HMIS Organizations. Explanation: On-site reviews enable the Homeless Solutions Policy Board to monitor compliance with the Policies and Procedures Manual and HMIS Agency Agreements and to identify customization or training needs. Purpose: To ensure the integrity and confidentiality of client data. Procedure: The HMIS System Administrator will work with the Site Administrator at each Contributing HMIS Organization to schedule annual site-visits.

IV.N) Standard Operations: Data Retrieval – Contributing HMIS Organizations Policy: Contributing HMIS Organizations will have access to retrieve any individual and aggregated data entered by their own programs. Contributing HMIS Organizations will not have access to retrieve individual records entered by other programs except when data is :open” and with the

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explicit consent of the client. Contributing HMIS Organization will not have access to retrieve aggregate data for other agencies or system-wide. Explanation: The open or closed status of the record is determined by examining both the HMIS Agency Agreements of the Contributing HMIS Organizations involved and the client’s signed consent form. Any data entered by a Contributing HMIS Organization is available for reporting. Data entered by other agencies will not be available unless data has been shared. Purpose: To ensure client confidentiality and the uniformity of aggregate reporting. Procedure: The HMIS System Administrators or the Agency HMIS Administrators will set the default open or closed status for all assessments for all programs within their provider trees in ServicePoint. At the time of data entry, HMIS Users can change an individual client’s record to open or closed based on the client consent form. When using the report writer module, users will only be able to extract data from those records to which they have access.

IV.O) Standard Operations: Data Retrieval – Homeless Solutions Policy Board Policy: The Homeless Solutions Policy Board, through the HMIS System Administrator(s), will have access to retrieve all data in the Dayton-Montgomery County HMIS. The HMIS System Administrator will not access individual client data for purposes other than maintenance, trouble shooting, data analysis, checking for data integrity, planning and waiting list management/referrals. The Homeless Solutions Policy Board will only report client data in aggregate form. Explanation: The HMIS System Administrator and the backup HMIS System Administrator, in the role of Dayton-Montgomery County HMIS System Administrator have access to all data in the database. Purpose: To ensure that the Dayton-Montgomery County HMIS is a confidential and secure environment protecting the collection and use of client data. Procedure: The HMIS System Administrator will not access individual client data for purposes other than maintenance, trouble shooting, data analysis, and performing data integrity checks.

IV.P) Standard Operations: Data Retrieval – Bowman Systems Policy: Bowman Systems will not have access to individual client data contained within the Dayton-Montgomery County HMIS without the explicit permission of the HMIS System Administrator for purpose of software maintenance, data conversion, or troubleshooting. Explanation: While the Dayton-Montgomery County HMIS servers and data will physically reside at Bowman’s main office, no Bowman staff member is allowed access to that data without the explicit permission of the Homeless Solutions Policy Board. Purpose: To ensure that the Dayton-Montgomery County HMIS is a confidential and secure environment protecting the collection and use of client data.

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Procedure: Bowman Systems will sign an agreement with the Homeless Solutions Policy Board prohibiting its access of the database except under the conditions above.

IV.Q) Standard Operations: Data Retrieval – Client Policy: Any client will have access on demand to view, or keep a printed copy of, his or her own records contained in the Dayton-Montgomery County HMIS. The client will also have access to a logged audit trail of changes to those records. No client shall have access to another client’s records in the Dayton-Montgomery County HMIS. Explanation: The data in the Dayton-Montgomery County HMIS is the personal information of the individual client. Each client has a right to know what information about him or her exists in the database, to know who has added, changed or viewed this information, and to know when these events have occurred. Purpose: The Homeless Solutions Policy Board recognizes the primacy of client needs in the design and management of the HMIS. Procedure: A client will ask his/her case manager to see his or her own record. The case manager, or any available staff person with Dayton-Montgomery County HMIS access, will verify the client’s identity and print all requested information. The case manager can also request a logged audit trail of the client’s record from the Site Administrator. The Site Administrator will print this audit trail and give it to the case manager, who will give it to the client.

IV.R) Standard Operations: Data Retrieval – Public Policy: The Homeless Solutions Policy Board will address all requests for data from entities other than Contributing HMIS Organizations. No individual client data will be provided to any group or individual that is neither the Contributing HMIS Organization which entered the data nor the client him or herself without proper authorization or consent. Explanation: Any requests for reports or information from an individual or group who has not been explicitly granted access to the Dayton-Montgomery County HMIS will be directed to the Homeless Solutions Policy Board. No individual client data will be provided to meet these requests without proper authorization or consent. Purpose: To ensure that the Dayton-Montgomery County HMIS is a confidential and secure environment protecting the collection and use of client data. Procedure: All requests for data from anyone other than a Contributing HMIS Organization or a client will be directed to the HMIS System Administrator or a member of the Homeless Solutions staff. The Homeless Solutions Policy Board will provide aggregate data on prevention, homelessness, and housing issues in this area. The Homeless Solutions Policy Board will also issue periodic public reports about prevention, homelessness, and housing issues in Dayton and Montgomery County. No individually identifiable client data will be reported in any of these reports.

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IV.S) Standard Operations: Data Retrieval for Research or Comparative Purposes Policy: The Homeless Solutions Policy Board may use or disclose client data for research conducted by an individual or institution that has a formal relationship with Montgomery County. The HSPB may compare client-level data in the HMIS with other community databases to identify trends or patterns of service usage to better implement the Homeless Solutions 10-Year Plan, prevent homelessness, and connect homeless persons to housing. Explanation: While the HMIS is a useful resource, it is not always comprehensive enough to fully understand the nature and extent of homelessness, how individuals access mainstream resources, and the most effective prevention. Purpose: To gain a better understanding of the needs and service usage of individuals who are experiencing a housing crisis to assist with planning, program implementation and resource allocation. Procedures: The HMIS System Administrator or Homeless Solutions staff, with appropriate consent or agreements, will cross-reference HMIS data with other databases to include, but not be limited to: Jobs and Family Services, child welfare, criminal justice, prevention, and healthcare.

IV.T) Standard Operations: Contract Termination Initiated by Contributing HMIS Organization Policy: Contributing HMIS Organizations may terminate the HMIS Agency Agreement with or without cause upon 30 days written notice to the Montgomery County BCC and according to the terms specified in the HMIS Agency Agreement. The termination of the HMIS Agency Agreement by the Contributing HMIS Organization may affect other relationships with the Montgomery County BCC. In the event of termination of the HMIS Agency Agreement, all data entered into the Dayton-Montgomery County HMIS will remain an active part of the Dayton-Montgomery County HMIS, and records will remain open or closed according to any data sharing agreements in place at the time of termination. Explanation: It is necessary for the data entered prior to the termination to remain part of the database the database to provide accurate information over time and information that can be used to guide planning for community services in Dayton and Montgomery County. Purpose: The Dayton-Montgomery County HMIS will be a guide for the Homeless Solutions Policy Board and local funders regarding community resource needs and service delivery. Procedure: For all Contributing HMIS Organizations terminating the HMIS Agency Agreement, the person signing the HMIS Agency Agreement (or a person in the same position within the Contributing HMIS Organization) will notify the Manager of the Homeless Solutions staff 30 days or more from the date of termination of contract. The Manager of the Homeless Solutions staff will notify the HMIS Committee and the full Homeless Solutions Policy Board. In all cases of termination of HMIS Agency Agreements, the HMIS System Administrator will inactivate all users from that Contributing HMIS Organization on the date of termination of contract.

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IV.U) Standard Operations: Contract Termination Initiated by the Montgomery County BCC Policy: The Montgomery County BCC will terminate the HMIS Agency Agreement for non-compliance with the terms of that contract upon 30 days written notice to the Contributing HMIS Organization. The Montgomery County BCC will require any HMIS violations to be rectified before HMIS Agency Agreement termination is final. The Montgomery County BCC may also terminate the HMIS Agency Agreement with or without cause upon 30 days written notice to the Contributing HMIS Organization and according to the terms specified in the HMIS Agency Agreement. The termination of the HMIS Agency Agreement by the Montgomery County BCC may affect other relationships with the Montgomery County BCC. In the event of termination of the HMIS Agency Agreement, all data entered into the Dayton-Montgomery County HMIS will remain open or closed according to any data sharing agreements in place at the time of termination. Explanation: While the Montgomery County BCC may terminate the HMIS Agency Agreement with the Contributing HMIS Organization, the data entered by that Contributing HMIS Organization prior to termination of the contract will remain part of the database. This is necessary for the database to provide accurate information over time and information that can be used to guide planning for community services in Dayton and Montgomery County. The termination of the HMIS Agency Agreement may affect other relationships with the Montgomery County BCC. Purpose: The Dayton-Montgomery County HMIS will be a guide for the Homeless Solutions Policy Board and the community regarding community resource needs and service delivery. Procedure: When terminating the HMIS Agency Agreement, the Manager of the Homeless Solutions staff will notify the person from the Contributing HMIS Organization who signed the HMIS Agency Agreement (or a person in the same position within the Contributing HMIS Organization) 30 days or more from the date of termination of contract. The Manager of the Homeless Solutions staff will also notify the HMIS System Administrator. In all cases of termination of HMIS Agency Agreements, the HMIS System Administrator will inactive all users from that Contributing HMIS Organization on the date of termination of contract.

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Appendix A

Definition of Terms Authentication: The process of identifying a user in order to grant access to a system or resource. Usually based on a user name and password. Bowman Systems L.L.C.: The software vendor that wrote ServicePoint, the software used for the Dayton-Montgomery County HMIS. Also known as Bowman or BIS. BIS houses and maintains the server that holds the Dayton-Montgomery County HMIS database. Dayton-Montgomery County HMIS: The specific HMIS utilized in Dayton, Ohio. Currently, the Dayton-Montgomery County HMIS uses software called ServicePoint, which is produced by Bowman Systems. Contributing HMIS Organization (CHO): Any organization (including its employees, volunteers, affiliates, contractors, and associates) that records, uses or processes PPI on clients for an HMIS. Database: An electronic system for organizing data so it can be easily searched and retrieved. Usually organized by fields and records. Encryption: Translation of data from plain text to a secret code. Only those with the ability to unencrypt the encrypted data can read the data. Provides security. Firewall: A method of controlling access to a private network to provide security of data. Firewalls can use software, hardware, or a combination of both to control access. Housing/Homeless Management Information System (HMIS): A generic term for any system used to manage data about homelessness and housing, including homeless prevention. HMIS System Administrator: The person(s) affiliated with the Homeless Solutions Policy Board who serves as the System Administrator for the Dayton-Montgomery County HMIS. Homeless Solutions 10-Year Plan: Community plan for ending chronic homelessness and reducing overall homelessness in Dayton and Montgomery County, Ohio. Homeless Solutions Policy Board (HSPB): The Homeless Solutions Policy Board is a policy and planning organization in Dayton, Ohio with responsibility for implementing the Homeless Solutions 10-Year Plan and setting policy for the Dayton-Montgomery County HMIS. Homeless Solutions Staff: The staff team employed by Montgomery County BCC with administrative responsibility for implementing the Homeless Solutions 10-Year Plan and operating the Dayton-Montgomery County HMIS. Montgomery County BCC: The Montgomery County Board of Commissioners has fiscal and contracting responsibility for the Dayton-Montgomery County HMIS.

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Protected Personal Information (PPI): Any information maintained by a Contributing HMIS Organization about an individual that: (1) identifies a specific individual; (2) can be manipulated by a reasonably foreseeable method to identify a specific individual; or (3) can be linked with other available information to identify a specific individual. Server: A computer on a network that manages resources for use by other computers in the network. For example, a file server stores files that other computers (with appropriate permissions) can access. One file server can “serve” many files to many client computers. A database server stores a data file and performs database queries for client computers. ServicePoint: A software package written by BIS which tracks data about people in housing crisis in order to determine individual needs and provide aggregate data for reporting and planning. This software is web-based, and uses a standard graphical user interface similar to Microsoft Windows. Site Administrator: The person responsible for HMIS administration at each Contributing HMIS Organization. System Administrator: The person with the highest level of user access in ServicePoint. This user has full access to all user and administrative functions. User: An individual who uses a particular software package, in the case of the Dayton-Montgomery County HMIS, the ServicePoint software. User License: An agreement with a software company that allows an individual to use the product. In the case of the Dayton-Montgomery County HMIS, user licenses are agreements between Montgomery County and Bowman Systems that govern individual connections to the Dayton-Montgomery County HMIS.

Homeless Management Information System (HMIS)

Technical Support Interagency Agreement

April 1, 2015 – March 30, 2016

Whereas the Board of County Commissioners of Montgomery County, Ohio have requested that the

Human Services Planning & Development Department (HSPD) assume the responsibility of providing staff

support to the Homeless Solutions Policy Board which includes oversight of the Homeless Management

Information System (HMIS) ; and

Whereas the HMIS is a database required by the U.S. Department of Housing and Urban Development

(HUD) to gather information about people served by homeless system providers; and

Whereas the HSPD will provide policy oversight for the HMIS; and

Whereas the HSPD requires technical assistance and specific technical knowledge to effectively support

the users of the HMIS; and

Whereas the Montgomery County Department of BCC IT has been established by the Board of County

Commissioners of Montgomery County, Ohio to provide comprehensive support to database systems and

users; and

Whereas the HSPD desires to use the services of the Montgomery County Department of BCC IT to

effectively provide the required comprehensive support to the database systems and users as outlined

below; and

Whereas the Montgomery County Department of BCC IT is willing to provide the required comprehensive

support to the database systems and users; and

Therefore, the Department of BCC IT agrees to provide the following HMIS technical support and other

services for the Human Services Planning & Development department as outlined below:

TRAINING & TECHNICAL SUPPORT

Maintain a phone number and email address for use by HMIS site administrators needing

technical assistance. Every effort will be made to maintain a 2-hour response or less during

weekday business hours.

Conduct training of site administrators as needed to ensure that they are able to orient new end

users to the HMIS software, data entry standards, ART reporting tools, and HMIS policies and

procedures.

Hold semiannual site administrator meetings.

Assess HMIS user training needs quarterly and conduct regular training sessions with time for

peer-to-peer sharing.

Develop end user aids/manuals as needed.

Maintain and ensure appropriate security and access for all users.

DATA QUALITY AND SYSTEM & USER ASSESSMENT

Conduct annual site visits at each participating agency to assess compliance with HUD

standards, and to ensure compliance for data collection, processing and reporting for the

standards as determined by HSPD.

Develop and keep updated a data quality plan to ensure accuracy of HMIS data including

generating monthly reports assessing data quality that will be sent to each HMIS Administrator

with follow-up on corrective action.

Conduct quarterly, or more frequently if indicated, security reviews of the HMIS system & data.

REPORTS

Produce annual reports on the population and service characteristics of homeless individuals

and families served in the preceding year.

Produce reports as needed for the Homeless Solutions Policy Board evaluation of the homeless

system and 10-Year Plan performance.

Produce reports as needed to monitor service providers funded through Montgomery County

programs.

Produce reports as needed by HUD and other funders, providers agencies, and for other uses as

appropriate.

Assist in the preparation of required HUD reporting including the Point-in-Time (PIT) Count,

Housing Inventory Chart (HIC) and Annual Homelessness Assessment Report (AHAR).

OTHER RESPONSIBILITIES

Customize HMIS software as requested by the HSPD Department.

Stay abreast of functional and technical changes with software vendor. Facilitate the delivery of

software updates as needed.

Display a functional knowledge of the HUD Data Standards and any proposed/adopted revisions.

Attend meetings of the Homeless Solutions Policy Board, System Performance and Evaluation

Committee and other Committees as needed.

Maintain service request tracking system to document types of service request and identify

areas to address through training or HMIS customization.

The staff of the HSPD Department and the BCC IT Department will meet at least monthly to coordinate

HMIS activities and address any outstanding issues. Verbal requests/agreements for service will be

followed up with written documentation within one business day. HSPD Staff will provide feedback for

the purpose of BCC IT staff evaluation and performance review.

The terms and conditions for this agreement will be for the term of April 1, 2015 through March 31, 2016.

The BCC IT Department agrees to provide the Human Services Planning & Development Department one

invoice a month for HMIS. The hourly cost for the services indicated above is up to $39.47. The Human

Services Planning & Development Department agrees to reimburse the Department of BCC IT an annual

cost of $82,097.60.

2015 OH-505 Continuum of Care

Approved PPEC 10-6-2015

Priority Order Criteria 1. CoC Project Type – in the following order

Permanent Housing – Permanent Supportive Housing

Permanent Housing – Rapid Rehousing

Transitional Housing – Youth

PH Bonus projects and reallocated projects

Transitional Housing – Other Populations

Supportive Services Only 2. The CoC’s HMIS grant will be placed as the lowest project that is fully funded within Tier 1. 3. Well-performing renewal projects will be prioritized above new and reallocated PH projects. 4. Adherence to a Housing First approach 5. Performance outcomes 6. Severity of needs and vulnerabilities experienced by project participants 7. Unique gap/target population served by Project 8. Level of negative impact to Continuum if Project were not funded 9. Availability of other potential funding sources

10. Number of households served NEW PROJECTS In addition to the above criteria, the following criteria also apply to new project applications. 1. Project applicant and all subrecipients have the expertise and capacity to be at full implementation

within two months of signing a grant agreement with HUD. 2. Recipients of existing projects who wish to reallocate to a new Permanent Housing project and who

have the capacity and experience to successfully implement PH will have priority over other applicants. 3. Project MUST follow a Housing First approach. 4. PH – Rapid Rehousing Projects that target the “Middle Group” and provide temporary rental

assistance, housing-focused case management, and targeted employment assistance in a scattered-site, flexible model will be prioritized over PH-RRH projects that do not.

5. PH – Permanent Supportive Housing projects that request only leasing and administration funding for

scattered site units and partner with the Opening Doors for the Homeless project for services will be prioritized over PH-PSH projects that request money for operations, supportive services, acquisition or construction.

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