HomeMy WebLinkAboutC2018-018 - 1/17/2018 - NA FIRST AMENDMENT
TO THE
ESG 2016-2017 SUBRECIPIENT AGREEMENT
BETWEEN THE
CITY OF CORPUS CHRISTI
AND
THE SALVATION ARMY OF THE COASTAL BEND, A GEORGIA CORPORATION
This first amendment ("First Amendment") is made by and between the City of Corpus
Christi ("City") and The Salvation Army of the Coastal Bend, A Georgia
Corporation("Subrec ip ient").
WHEREAS, the City and the Subrecipient executed an agreement ("Agreement"),
which was approved by the City Council for the purpose of utilizing the City's FY2016-
17 Emergency Solutions Grant ("ESG") Program funds;
WHEREAS, the Subrecipient has agreed to administer the Coordinated Entry Program
and Family Reunification services to the compliance and term dates in order to
complete the project contemplated under the Agreement; and
WHEREAS, the Subrecipient will provide Coordinated Entry by coordinated intake and
assessment for homeless households and those at risk of becoming homeless in the
Coastal Bend area and serve three distinct target groups and have specific goals for
each as shown in Exhibit 1 (attached and incorporated) in the amount not to exceed
Thirty-Five Thousand Dollars ($35,000); and
WHEREAS, the Subrecipient will provide Family Reunification services through their
Diversion Program, a strategy that prevents homelessness for people seeking shelter
by helping them identify immediate alternate housing arrangements and, if necessary,
connecting them with services and financial assistance to help them return to
permanent housing as shown in Exhibit 2 (attached and incorporated) in the amount not
to exceed Fifteen Thousand Dollars ($15,000); and
WHEREAS, it is in the best interests of the City to have the Coordinated Entry and
Family Reunification services in support of homelessness initiatives as shown in Exhibit
3 (attached and incorporated); and
WHEREAS, the parties desire to execute this First Amendment to express their mutual
desire to reaffirm all terms, conditions, and covenants stated in the original Agreement
and to extend the compliance and term dates of the Agreement.
Section 1. By execution of this instrument, the parties agree to reaffirm and continue in
force all terms, conditions, and covenants stated in the original Agreement, as may be
amended by the execution of this First Amendment.
Section 2. Section XXI of the Agreement is amended by deleting the date "30th day of
2018-018 selling the date "SO'"" day of September 2018.
1/17/18
Salvation Army INDEXED
Section 3. By execution of this First Amendment, the parties agree to revise and
extend the compliance and term dates stated in the original Agreement. All other terms,
conditions, and covenants of the Agreement not changed by this First Amendment
remain the same and in full force and effect.
(EXECUTION PAGE FOLLOWS)
SALVATION ARMY ESG FY2016-FY2017 1'Amendment Page 2 of 3
EXECUTED IN TRIPLICATE, each of which is considered an original, on this the
11 day of _�a t{uu , 2018.
CITY OF CORPUS CHRISTI
.1/
Keith Selman, Assistant City Manager
As Designee of Margie C. Rose, City Manager
APPROVED AS TO FORM: d ] , 2018
Assistant City Attorney
for the City Attorney
SUBRECIPIENT:
By:
Printed Name: ` rt►e. Ikayrner
Title: IX b\ViSiOna.i CA iinctriclCr
Date: V 1 x/ao l?l
ACKNOWLEDGMENT
STATE OF TEXAS §
§ KNOW ALL BY THESE PRESENTS:
COUNTY OF NUECES §
This instrument was acknowledged before me on -Tanucay la- , 2018,
by rue- 'Vko..y►r►er , who is the --"DC b;v skonal C.ominrAiNcler of The
Salvation Army of the Coastal Bend, a Georgia Corporation, a domestic nonprofit
corporation organized under the laws of the State of Texas, on behalf of the corporation.
,�tISON BOBBER ALA' d)b' t
*° 1 9C'dMMISSION EXPIRES June 9,2018 Notary Public, State of Texas
SALVATION ARMY ESG FY2016-FY2017 1St Amendment Page 3 of 3
L DOING William Booth, Founder
r T�O� Andre' Cox, General
ALVA I THE MOST David Hudson, Commissioner, National Commander
S ARS Willis Howell, Commissioner, Territorial Commander
I� GOOD Ronnie Raymer, Lt.Colonel, Divisional Commander
Captain Patrick& Lt. Laura Gesner, Regional Coordinators
Coordinated Entry System (CES) Program
Overview — The Salvation Army Corpus Christi will provide coordinated intake and assessment for
homeless households and those at risk of becoming homeless in Coastal Bend area. The program will
serve three distinct target groups and have a specific goal for each:
Target Group Goal Focus of Services
Because waiting lists exist for most area shelters,work with this
Households that are group will focus on landlord/tenant mediation,conflict
seeking emergency Shelter Diversion resolution and helping households to explore other options for
shelter. shelter.
Households that are The program will help this group to maintain their current
imminently at risk ofHomelessness housing if they are in a safe place and/or to find appropriate
losing their nighttime Prevention housing without experiencing a period of homelessness.
residence.
The program will work to connect these households to housing
Households that have as quickly as possible and shorten the average length time that
been homeless for less Rapid Re-Housing households are homeless.
than six months.
The program will have the following components:
Component#1:All households will receive a mini-assessment asking 5-10 main questions regarding
their housing crisis. Housing counseling will be provided to explore what options exist for the family
and/or individual. The Salvation Army staff will problem solve with households to explore other options
for shelter during the crisis period, while still providing appropriate information and referrals for that
specific participant's situation.
Exhibit 1 Page 1 of 3
DOING William Booth, Founder
r �r TAndre' Cox, General
A1,0 y T H E MOST David Hudson, Commissioner, National Commander
SA R Willis Howell,Commissioner, Territorial Commander
µlb GOOD Ronnie Raymer, Lt.Colonel, Divisional Commander
:m Captain Patrick&Lt. Laura Gesner,Regional Coordinators
Component#2 : Households that meet the eligibility for the pilot program will receive full
assessment and meet one on one with a Housing Crisis Caseworker. The Caseworker will work
with each household to set individual goals and plan for addressing their housing crisis.These one-on-
one meetings will typically be held during normal business hours, but when needed, the Caseworkers
will meet with participants in the evenings or weekends. Some of the main focuses would be ensuring
that:
• All household members are safe during the time they are working to resolve their housing crisis;
• All children are enrolled in and attending school;
• All members of the household have a form of identification; and
• The households put in applications for local housing programs for which they are eligible, are added
to wait lists for housing assistance, and follow up with each program to update their housing status.
The Caseworker will assess each household's housing situation, monthly income, mainstream benefits
and other resources. Households will be educated about and referred to programs that could assist
them. An essential part of assessment will be reviewing for all mainstream resources for which the
household may be eligible such as SNAP,V.A. Benefits,S.S.I., etc.
Component#3: A Universal Assessment Tool (V.I.S.P.D.A.T.) will be used by a variety of agencies with
households that come to their agency seeking emergency shelter or homelessness prevention
services.With the V.I.S.P.D.A.T., agencies will be able to distinguish which of the three target groups a
household is in, assess the household's resources and current circumstances, and identify the
household's the most critical needs.
Target population
The program will serve individuals and families who have been, chronically homeless, homeless less than
six months or are imminently at risk of losing their nighttime residence. Participants that are eligible will
be screened to see if they meet HUD's definition of homelessness. The Salvation Army anticipates those
served will be equally split between being literally homeless and doubled-up in housing with friends or
relatives. This estimate is based on The Salvation Army's experience from the existing intake calls that
are received for requests for financial assistance, information and referrals, and participants served as
part of financial/rental assistance.
Exhibit 1 Page 2 of 3
DOING William Booth, Founder
rtt iL �o Andre' Cox, General
SAOAj Y THE MOST David Hudson,Commissioner,National Commander
1 Ro Willis Howell,Commissioner, Territorial Commander
�{ GOOD Ronnie Raymer, Lt.Colonel, Divisional Commander
Captain Patrick& Lt. Laura Gesner,Regional Coordinators
Coordinated Entry System (CES) Intake Coordinator
Coordinated Entry System (CES) Intake Coordinator for The Salvation Army Corpus Christi Social
Services Purpose: This position supports the Coordinated Entry(CE)Transition Coordinators by
offering supportive case management services to homeless individuals and families on the Corpus
Christi Coordinated Entry System (CES) prioritization list. The CE Support Intake Coordinator works
with clients nearing the top of the CES prioritization list to ensure that proper documentation is
collected and that supportive services are in place. Additionally, CE Support Specialists assist CE
Transition Coordinators in managing CES prioritization list data/uploads and in informing service
providers about the status and needs of current clients. The Coordinated Entry Support Specialist will
assist families and individuals experiencing homelessness connect with vital support services and
housing opportunities.
Member Duties: Work with H.I.P. (Homeless Issues Partnership), City of Corpus Christi, and other
community organizations to address homeless needs and issues throughout the Coastal Bend area. To
identify prioritized individuals and families for CES support services and maintain client records in
accordance with The Salvation Army Corpus Christi Systems CES standards. Determine required client
documentation and work with client to obtain said documentation. Advocate for clients in housing
referrals, specialized counseling, employment, medical and mental health services, transportation and
any other needed services. Make follow up contacts to determine participant's status in housing
placement,treatment or health related facilities. Maintain current knowledge of and professional
working relationships with community resource and service providers. Attend and co-facilitate weekly
CE meetings in the community. Thoroughly and accurately, document all meetings with clients on the
H.M.I.S. Client Track. Provide crisis intervention as needed.
Exhibit 1 Page 3 of 3
f DOING William Booth,Founder
V410Andre'Cox, General
SAti )1 THE MOST Donald C.Bell,Commissioner,Territorial Commander
ARO GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt. Laura Gesner,Regional Coordinators
The Salvation Army of the Coastal Bend Diversion Program for
Homeless Families
TABLE OF CONTENTS
• I. Introduction
II. Table l: Prevention, Diversion, and Rapid Re-housing
III. Assessing for Diversion Eligibility
IV. Keys to a Successful Diversion Program
V. What Diversion Looks Like
VI. Funding Diversion
VII. Measuring Performance
VIII. Conclusion
INTRODUCTION
Diversion is a strategy that prevents homelessness for people seeking shelter by helping them identify
immediate alternate housing arrangements and, if necessary, connecting them with services and financial
assistance to help them return to permanent housing. Diversion programs can reduce the number of
families becoming homeless, the demand for shelter beds, and the size of program wait lists. Diversion
programs can also help communities achieve better outcomes and be more competitive when applying
for federal funding. This paper will describe how communities can begin diverting families from
entering their homeless assistance systems.
Distinguishing Diversion from Other Interventions
The services.families are provided-with when being diverted are sen ices that caseworkers in most
poverty and homeless assistance organizations are already trained and funded to deliver. They include:
o provision of financial, utility,and/or rental assistance;
o short-term case management;
o conflict mediation;
o connection to mainstream services(services that come from agencies outside of the homeless
assistance system, such as welfare agencies)and/or benefits;and
o housing search.
Exhibit 2 Page 1 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
{ DOING William Booth,Founder
VA110 Andre'Cox, General
(AL )/ THE MOST Donald C.Bell,Commissioner,Territorial Commander
SA
AO GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
The main difference between diversion and other permanent housing-focused interventions centers on
the point at which intervention occurs, as Table 1 below shows. Prevention targets people at imminent
risk of homelessness, diversion targets people as they are applying for entry into shelter, and rapid re-
housing targets people who are already homeless. 2 Table 1: Prevention, Diversion and Rapid Re-
housing
Consumer's Housing Situation
AT IMMINENT RISK OF LOSING HOUSING(precariously housed and not yet homeless)
PREVENTION
REQUESTING SHELTER(at the"front door"or another program/system entry point seeking a place to
stay)
IN SHELTER(homeless/in the homeless assistance system)
Intervention Used
Prevention
Diversion
Rapid Re-Housing
Services Provided (In All Interventions)
Housing Search
Rental Subside
Other Financial Assistance
Utility Assistance
Case Management
Engagement
Mediation
Connection to Mainstream
Resources
Legal Services
ASSESSING FOR DIVERSION ELIGIBILITY
Assessment and service delivery for the interventions referenced in Table I would ideally begin at the
system entry point for homeless families. In systems with a coordinated intake process,the entry point
would be the designated intake center(s)or"front door(s);" in systems without coordinated entry
processes,the system entry point would be whatever program the family comes to first for shelter
assistance.
Exhibit 2 Page 2 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
tif DOING William Booth, Founder
Vpit0Andre'Cox, General
SALTHE MOST Donald C.Bell,Commissioner,Territorial Commander
ARM GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
Once families come to the entry point, they should be assessed to determine what housing needs they
have. To determine which families are appropriate for diversion, intake center staff will need to ask
families a few specific questions, such as:
o Where did you sleep last night? If they slept somewhere where they could potentially safely stay
again, this might mean they are good candidates for diversion.
o What other housing options do you have for the next few days or weeks?Even if there is an option
outside of shelter that is only available for a very short time, it's worth exploring if this housing resource
can be used.
o (If staying in someone else's housing) What issues exist with you remaining in your current housing
situation?Can those issues be resolved with financial assistance, case management, etc.? If the issues
can be solved with case management, mediation, or financial assistance(or all of the above), diversion is
a good option.
o (If coming from their own unit) Is it possible/safe to stay in your current housing unit? What resources
would you need to do that(financial assistance, case management, mediation, transportation, etc.)? If the
family could stay in their current housing with some assistance, systems should focus on a quick
prevention-oriented solution that will keep the family in their unit.
Families typically meet with a case manager to start housing stabilization planning immediately after
being assessed and deemed appropriate for diversion. Housing planning involves both finding
immediate housing and planning for longer term housing stability. If an immediate alternate housing
arrangement cannot be made, a shelter stay is likely the most appropriate option.
Some families may not be good candidates for diversion programs due to a lack of safe and appropriate
housing alternatives and require immediate admittance to shelter, e.g. families fleeing domestic
violence. Families' safety should always be the top consideration when thinking through what
intervention fits them best.
KEYS TO A SUCCESSFUL DIVERSION PROGRAM
A diversion program will function best if it features the following elements:
Screening Tool and Process: Communities should formulate a screening process that can quickly
determine whether a family is eligible to be diverted. Most communities do this using an assessment tool
(ex. V.I.S.P.D.A.T.). Adding the questions in the Assessing for Diversion Eligibility section of this
paper to an existing assessment tool will likely be all that is necessary to create a sufficient screening
process for most communities.
System Entry Point(s): Assessment for diversion eligibility, in addition to the provision of some crisis
stabilization services, should take place at the"front door."the initial access point(or points)to the
Exhibit 2 Page 3 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
�{� DOING William Booth,Founder
V410 Andre'Cox, General
(AL Al THE MOST Donald C.Bell,Commissioner,Territorial Commander
SA AR GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
homeless assistance system. Families that are not appropriate for diversion should also be able to come
to the entry point to be admitted to shelter. Setting up a coordinated process for intake may ease the
burden on individual agencies to provide this service and ensure more consistent decision-making
regarding program eligibility. Corpus Christi is an example of a place with a coordinated intake process
for families.
Community Example: Corpus Christi, TX
Cooperation from Other Providers: Provider organizations must be willing to direct families coming to
them for services to the designated intake/assessment center(s)or assess the families themselves for
diversion instead of admitting them automatically to their programs. Having providers commit to doing
this will ensure that all families have a chance at being diverted and that shelter beds are reserved for
families who literally have nowhere else to go.
Cooperation from Service Providers: Successful diversion often requires the involvement of service
providers from outside of the homeless assistance system. Mainstream service providers can be pulled in
to help families stabilize once they have been diverted or found a new unit and/or to refer families to the
diversion program who appear to be eligible.
Flexible Funding: Successfully diverting families may require the provision of financial assistance to get
them back into their former housing,to enable them to stay a bit longer in a doubled up situation while
they look for permanent housing,to unify them with family members, or to help them move quickly into
a new housing unit. More information on how to find sources for these funds is available in the Funding
Diversion section of program.
Resourceful Staff Members: Diversion program staff should be familiar with the intake and assessment
processes, have experience with landlord mediation and conflict resolution, and be knowledgeable about
rental subsidies and financial literacy programs. The skill sets of the onsite staff proved invaluable in
_._... __slivtrting.families..successfully,---.__..__.. _____ _--
Exhibit 2 Page 4 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
IDOlNGWilliam Booth,Founder
Andre Cox, General
(ALYYr THE MOST Donald C.Bell,Commissioner,Territorial Commander
c, �� GOOD Ronnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
Community Example: Boston,MA
The Dudley Diversion Pilot Project, conducted in Boston over a two-month period in 2008, focused
specifically on diverting the growing number of families coming to state funded emergency shelters for
assistance. Families that agreed during intake to participate in the diversion program were assigned to
work with an assessment team and a resource team. The assessment team was made up of staff from
homeless assistance provider agencies and a fellow client or former client of the homeless assistance
system. The resource team was made up of housing experts and/or representatives from other
mainstream service agencies. The assessment team gathered information on each family's crisis. The
resource team then took the information from the assessment and worked with the family to find a
possible non-shelter based solution to their housing issue, including staying with a relative. Resource
team members were also responsible for referring the family to child care, health care, and food
resources. The program diverted 42 percent of those who came in during the pilot period and 86 percent
of those diverted had not sought shelter again after seven weeks. In addition to the assessment and
resource teams, other crucial factors that contributed to the success of the pilot were the unprecedented
coordination and collaboration between providers and $50,000 in flexible funding from non-profit,
public, and private sources. For more information about One Family, Inc. and the Dudley Diversion
Project, please see this brief on the topic:
http://www.endhomelessness.org/content/article/detail/2208
WHAT DIVERSION LOOKS LIKE
Here are a few examples of what diverting a family might look like:
Diversion Example #1
A couple and their two children come to the centralized intake center, or"front door"of a homeless
assistance system. From the assessment process,the intake worker learns they were evicted from their
apartment several days earlier because they used money they planned to use to pay rent to pay one of the
children's medical bills. They are currently living with a friend, but indicate that they cannot stay any
longer. They would like to go back to their old building because it is conveniently located to the father's
job and the children's school, but fear their relationship with their former landlord is damaged beyond
repair.
Exhibit 2 Page 5 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
�� DOING William Booth,Founder
VA
Andre'Cox, General
Donald C.Bell,Commissioner,
sAti THE MOST Territorial Commander
AR O O Ronnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
The mother says she might have a co-worker who would be willing to put them up for a week or so but
had felt too ashamed to ask. The intake worker helps the mother strategize about how to ask the co-
worker for assistance and the mother calls from the office to make the request. The intake worker also
provides a referral to a low-cost health care clinic nearby where the family can take their sick child for
continuing care and gives them information about affordable health insurance options.
Once the family has confirmed that they can stay with the mother's co-worker, the intake worker
focuses on the family's longer-term housing plan. He collects contact information for the family's
landlord and sets up a meeting to discuss the family's situation. At the meeting,the intake worker
discovers that the family had a positive rental history and was previously well-regarded by the landlord.
The intake worker tells the landlord that his agency can cover most of the rental arrears if the landlord is
willing to let the family return to the unit and make up the remaining costs over the course of the next
few months. He also promises to continue to work with the family to ensure they have gotten back on
their feet financially and help resolve any other issues that might arise. After a few days of staying with
their co-worker,the family can move back into their previous unit.
Diversion Example#2
A single mother and her two sons, aged 13 and 7, go to a local family shelter because they have been
evicted because of the mother's job loss. The family's current temporary housing arrangement with the
children's grandmother is falling apart because neighbors have complained about the children causing
trouble in her apartment complex after school. The grandmother's landlord has already spoken to her
twice about the issue and has said if he gets one more complaint, he may have to take serious action
against her.
After speaking with the mother and the grandmother,the case manager on duty at the shelter determines
that the family could stay with the grandmother a bit longer if the children had a place to go after school.
The case manager begins looking for after-school care for the children and funds to help the mother pay
for it. Once the after-school care program has been found and the children's spots secured,the intake
worker meets with the grandmother and the landlord to smooth things over and ensure it is acceptable
for the family to continue living in the building temporarily. The intake worker then works with the
mother to identify her housing goals and develops a plan with her to look at available rental units. Once
they locate a willing landlord, the case manager provides funds for first and last months' rent upfront to
secure the unit and uses HPRP funds to provide a six-month rent subsidy for the family. The case
Exhibit 2 Page 6 of 9
Corpus Christi Corps, PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
r{� DOING William Booth, Founder
Andre'Cox, General
cALVAll0)1 THE MOST Donald C.Bell,Commissioner,Territorial Commander
cJ AR GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
manager also helps the mother pay for a truck to move her furniture out of storage. The case manager
continues to work with the mother to help her secure employment after the family has moved into the
unit she can sustain it after her rent subsidy ends.
FUNDING DIVERSION
Diversion activities are funded using a variety of federal, state, and local resources. Three potential
federal sources are discussed below.
Homelessness Prevention and Rapid Re-housing Progam(HPRP) Relevant Activities Funded: Rental
assistance, mediation, housing stabilization services, rental arrears, moving costs, legal services.
Communities that still have HPRP funds available can use these funds for diversion. For agencies using
HPRP funds to pay for their programs, diversion is classified as a prevention activity. Emergency
Solutions Grant(ESG) Relevant Activities Funded: Short-term rental assistance, housing relocation and
stabilization services, mediation.
For most localities, a major source of federal funding for diversion will be the Emergency Solutions
Grant (ESG), which was modified by the HEARTH Act to include more robust prevention assistance.
Eligible uses of funds will be very like those of HPRP, including rental assistance(issued to a third
party), mediation, and other housing stabilization services(case management, legal services, etc.)
Temporary Assistance for Needy Families(TANF) Relevant Activities Funded: Short-term rental
assistance, financial assistance, moving assistance, subsidized employment, case management services,
legal services.
Temporary Assistance for Needy Families(TANF) funds can be used to provide short-term rental
assistance, case management, and other temporary non-recurrent benefits to homeless and low-income
families. Communities can combine TANF and HPRP resources to better serve homeless families.
InTormatiion on how to combine HPRP and TANF funds can be found dere:
http://www.endhomelessness.org/content/article/detaiV3176.
Many existing diversion programs are funded with state and local government resources in addition to
these federal resources. State and local resources are often more flexible than federal sources of funding.
MEASURING PERFORMANCE
Like all aspects of a homeless assistance system, diversion programs should be evaluated based on their
ability to prevent homeless episodes and help stabilize families in permanent housing. They should also
Exhibit 2 Page 7 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
DOINGIt' William Booth, Founder
At'`
�1O Andre'Cox, General
C'AVIA }1 THE MOST Donald C.Bell,Commissioner,Territorial Commander
J e R
GOODRonnie Raymer,Lt.Colonel,Divisional Commander
!' Captain Patrick&Lt. Laura Gesner,Regional Coordinators
be judged on their ability to help homeless assistance systems improve their outcomes. If done
successfully, diversion can reduce the number of households becoming homeless, a key outcome for
communities and for the federal government as stated in the Homeless Emergency Assistance and Rapid
Transition to Housing (HEARTH) Act.
Inputs and Outputs
Programs should assess whether they have all the necessary resources for a diversion program, as listed
in the Keys to a Successful Diversion Program section of this paper. They should also ask themselves:
o Are all homeless families being screened for diversion eligibility?
o Is there an easily accessible entry point where families can be screened for diversion eligibility?
o Do other homeless assistance organizations refer good diversion candidates to the diversion program?
o Is there enough flexible funding available to address problems that could salvage a housing situation?
In addition to these questions about the key elements of a successful diversion program, communities
should ask:
o Are families experiencing a long wait time for homeless assistance services or shelter beds?If so, is it
possible that some of the families waiting for services could be diverted?
o Is the assessment tool properly identifying the families who can benefit from diversion programs?
Outcomes
For diversion assistance, the primary outcome is the prevention of homelessness. This outcome can be
measured two ways:
o Household level: Are households served by diversion assistance avoiding homelessness?
o System level: Are fewer households in the community becoming homeless because of the diversion
program?
The second of these can be difficult to measure, but it can be assessed in a few different ways. You can
compare outcomes before and after the implementation of a diversion program;compare outcomes in
Exhibit 2 Page 8 of 9
Corpus Christi Corps, PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
11� 11111)OING William Booth,Founder
f i0Andre Cox, General
THE MOST Donald C. Bell,Commissioner,Territorial Commander
sAL
AR GOODRonnie Raymer,Lt.Colonel,Divisional Commander
Captain Patrick&Lt.Laura Gesner,Regional Coordinators
various locations (if your diversion assistance does not cover your entire geographic area);or compare
outcomes for different populations(if the diversion program does not serve every population).
One important consideration in evaluating the results of providing diversion assistance is ensuring the
measurement process does not give providers the wrong incentives with respect to screening households
in or out of a diversion program. For example, even if a household has a low chance of success in a
diversion program, it may still be advantageous and cost-effective for a community to serve that
household. However, a provider may be discouraged from diverting that household because they fear it
will hurt their outcomes. One solution is to risk adjust performance measures(set different targets for
different households based on the difficulty of achieving a positive outcome). More information about
risk adjustment can be found in the toolkit What Gets Measured, Gets Done: A Toolkit on Performance
Measurement in Homeless Assistance, which can be found on the Alliance website here:
http://www.endhomelessness.org/contendarticle/detail/2039.
CONCLUSION
Diversion programs help families obtain temporary housing outside of the homeless assistance system
while connecting them to the services and resources they need to secure stable permanent housing. A
successful diversion program will improve the ability of a homeless assistance system to target shelter
resources effectively, perform well on HEARTH Act measures, and, most importantly, help families
safely avoid a traumatic and stressful homeless episode.
Exhibit 2 Page 9 of 9
Corpus Christi Corps,PO Box 2507,Corpus Christi,Texas 78403,(361)884-9497
COORDINATED ENTRY POLICY BRIEF
An effective coordinated entry process is a critical component to any community's efforts to
meet the goals of Opening Doors: Federal Strategic Plan to Prevent and End Homelessness.
This policy brief describes HUD's views of the characteristics of an effective coordinated entry
process. This brief does not establish requirements for Continuums of Care(CoCs), but rather is
meant to inform local efforts to further develop CoCs' coordinated entry processes.
Provisions in the CoC Program interim rule at 24 CFR 578.7(a)(8) require that CoCs establish a
Centralized or Coordinated Assessment System. In this document, HUD uses the terms
coordinated entry and coordinated entry process instead of centralized or coordinated
assessment system to help avoid the implication that CoCs must centralize the assessment
process, and to emphasize that the process is easy for people to access, that it identifies and
assesses their needs, and makes prioritization decisions based upon needs. However, HUD
considers these terms to mean the same thing. See 24 CFR 578.7(a)(8) for information on
current requirements.
HUD's primary goals for coordinated entry processes are that assistance be allocated as
effectively as possible and that it be easily accessible no matter where or how people present.
Most communities lack the resources needed to meet all of the needs of people experiencing
homelessness. This combined with the lack of well-developed coordinated entry processes can
result in severe hardships for people experiencing homelessness. They often face long waiting
times to receive assistance or are screened out of needed assistance. Coordinated entry processes
help communities prioritize assistance based on vulnerability and severity of service needs to
ensure that people who need assistance the most can receive it in a timely manner. Coordinated
entry processes also provide information about service needs and gaps to help communities plan
their assistance and identify needed resources.
HUD has previously provided guidance regarding prioritization for permanent supportive
housing(PSH) in Notice CPD-014-12 Notice on Prioritizing Persons Experiencing Chronic
Homelessness in Permanent Supportive Housing and Recordkeeping Requirements for
Documenting Chronic Homeless Status. This brief builds upon that Notice and provides
guidance for using coordinated entry to prioritize beyond permanent supportive housing(PSH).
Qualities of Effective Coordinated Entry
An effective-coordinated entry-proeess-has the following qualities— __----- _--------_---_
• Prioritization. HUD has determined that an effective coordinated entry process ensures
that people with the greatest needs receive priority for any type of housing and homeless
assistance available in the CoC, including PSH, Rapid Rehousing (RRH), and other
interventions.
• Low Barrier. The coordinated entry process does not screen people out for assistance
because of perceived barriers to housing or services, including, but not limited to, lack of
employment or income, drug or alcohol use, or having a criminal record. In addition,
Exhibit 3 Page 1 of 11
0
housing and homelessness programs lower their screening harriers in partnership with the
coordinated entry process.
Housing First orientation. The coordinated entry process is Housing First oriented.
such that people are housed quickly without preconditions or service participation
requirements.
• Person-Centered. The coordinated entry process incorporates participant choice, which
may be facilitated by questions in the assessment tool or through other methods. Choice
can include location and type of housing. level of services. and other options about which
households can participate in decisions.
• Fair and Equal Access. All people in the CoCs geographic area have fair and equal
access to the coordinated entry process. regardless of where or how they present for
services. Fair and equal access means that people can easily access the coordinated entry
process, whether in person.by phone. or some other method, and that the process for
accessing help is well known. Marketing strategies may include direct outreach to people
on the street and other service sites, informational flyers left at service sites and public
locations, announcements during CoC or other coalition meetings. and educating
mainstream service providers. If the entry point includes one or more physical locations,
they are accessible to people with disabilities, and easily accessible by public
transportation. or there is another method, e.g., toll-free or 211 phone number, by which
people can easily access them. The coordinated entry process is able to serve people who
speak languages commonly spoken in the community.
• Emergency services. The coordinated entry process does not delay access to emergency
services such as shelter. The process includes a manner for people to access emergency
services at all hours independent of the operating hours of the coordinated entry intake
and assessment processes. For example. people who need emergency shelter at night are
able to access shelter, to the extent that shelter is available, and then receive an
assessment in the days that follow, even if the shelter is the access point to the
coordinated entry process.
• Standardized Access and Assessment. All coordinated entry locations and methods
(phone, in-person, online. etc.)offer the same assessment approach and referrals using
uniform decisionmaking processes. A person presenting at a particular coordinated entry
location is not steered towards any particular program or provider simply because they
presented at that location.
• Inclusive. A coordinated entry process includes all subpopulations, including people
experiencing chronic homelessness, Veterans, families, youth, and survivors of domestic
violence. However, CoCs may have different processes for accessing coordinated entry,
including different access points and assessment tools for the following different
populations: (1) adults without children, (2) adults accompanied by children, (3)
unaccompanied youth. or(4) households fleeing domestic violence. These are the only
Exhibit 3 Page 2 of 11
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groups for which different access points arc used. For example, there is not a separate
coordinated entry process for people with mental illness or addictions, although the
systems addressing those disabilities may serve as referral sources into the process. The
CoC continuously evaluates and improves the process ensuring that all subpopulations
are well served.
Referral to projects. The coordinated entry process makes referrals to all projects
receiving Emergency Solutions Grants (ESG)and CoC Program funds, including
emergency shelter, RRH, PSH, and transitional housing (TH), as well as other housing
and homelessness projects. Projects in the community that are dedicated to serving
people experiencing homelessness fill all vacancies through referrals, while other
housing and services projects determine the extent to which they rely on referrals from
the coordinated entry process.
• Referral protocols. Programs that participate in the CoC's coordinated entry process
accept all eligible referrals unless the CoC has a documented protocol for rejecting
referrals that ensures that such rejections are justified and rare and that participants are
able to identify and access another suitable project.
• Outreach. The coordinated entry process is linked to street outreach efforts so that
people sleeping on the streets are prioritized for assistance in the same manner as any
other person assessed through the coordinated entry process.
• Ongoing planning and stakeholder consultation. The CoC engages in ongoing
planning with all stakeholders participating in the coordinated entry process. This
planning includes evaluating and updating the coordinated entry process at least annually.
Feedback from individuals and families experiencing homelessness or recently connected
to housing through the coordinated entry process is regularly gathered through surveys,
focus groups.and other means and is used to improve the process.
• Informing local planning. Information gathered through the coordinated entry process
is used to guide homeless assistance planning and system change efforts in the
community.
• Leverage local attributes and capacity. The physical and political geography,
including the capacity of partners in a community, and the opportunities unique to the
community's context. inform local coordinated entry implementation.
• Safety planning. The coordinated entry process has protocols in place to ensure the
safety of the individuals seeking assistance. These protocols ensure that people fleeing
domestic violence have safe and confidential access to the coordinated entry process and
domestic violence services, and that any data collection adheres to the Violence Against
Women Act (VAWA).
• Using HMIS and other systems for coordinated entry. The CoC may use HMIS to
collect and manage data associated with assessments and referrals or they may use
Exhibit 3 Page 3 of 11
another data system or process, particularly in instances where there is an existing system
in place into which the coordinated entry process can be easily incorporated. For
example. a coordinated entry process that serves households with children may use a
system from a state or local department of family services to collect and analyze
coordinated entry data. Communities may use CoC Program or ESG program funding
for HMIS to pay for costs associated with coordinated entry to the extent that coordinated
entry is integrated into the CoCs HMIS. A forthcoming paper on Coordinated Entry and
IIMIS will provide more information.
Full coverage. A coordinated entry process covers the CoC's entire geographic area. In
CoCs covering large geographic areas (including statewide, Balance of State. or large
regional CoCs) the CoC might use several separate coordinated entry processes that each
cover a portion of the CoC but in total cover the entire CoC. This might be helpful in
CoCs where it is impractical for a person who is assessed in one part of the CoC to
access assistance in other parts of the CoC.
The remainder of this brief clarifies a few aspects of the coordinated entry process that deserve
further explanation and emphasis. including how communities prioritize people in their
coordinated entry process, how communities think about and address waiting lists, and
considerations for the assessment tools and processes that communities implement. This
document also clarifies some of the considerations to be made at the local level as communities
further develop their process.
Prioritizing people who are most vulnerable or have the most severe service needs
One of the main purposes of coordinated entry is to ensure that people with the most severe
service needs and levels of vulnerability are prioritized for housing and homeless assistance.
HUD's policy is that people experiencing chronic homelessness should be prioritized for
permanent supportive housing. In some cases PSH projects are required to serve people
experiencing chronic homelessness and in other cases. HUD provides incentives for projects to
do so. HUD is strongly encouraging communities to fully implement the prioritization process
included in Notice CPD-014-12.
In addition to prioritizing people experiencing chronic homelessness, the coordinated entry
process prioritizes people who are more likely to need some form of assistance to end their
homelessness or who are more vulnerable to the effects of homelessness. When considering how
to prioritize people for housing and homelessness assistance, communities can use the following:
• Significant health or behavioral health challenges or functional impairments which
require a significant level of support in order to maintain permanent housing:
• High utilization of crisis or emergency services. including emergency rooms,jails,
and psychiatric facilities. to meet basic needs
• The extent to whicn people, especially youth and children, are unsheltered
• Vulnerability to illness or death
Exhibit 3 Page 4 of 11
• Risk of continued homelessness
• Vulnerability to victimization, including physical assault or engaging in trafficking or
sex work
Communities should decide what factors are most important and, to the greatest extent possible.
use all available data and research to inform their prioritization decisions. The coordinated entry
process is meant to orient the community to one or two central prioritizing principles by which
the community can make decisions about how to utilize its resources most effectively. This
prioritization ensures that across subpopulations and people with different types of disabilities.
those most vulnerable or with the most severe service needs will be prioritized for assistance.
The prioritization may not target a category of people with a particular disability. However.
individual programs, including CoC funded projects, may restrict access to people with a
Exhibit 3 Page 5 of 11
particular disability or characteristic. In these cases,the coordinated entry process should ensure
that people are only referred to projects for which they are eligible. At the same time, providers
should ensure that eligibility criteria are limited to those required by Federal or local statute or by
funding sources.
Communities should take care to ensure that their prioritization process does not allow people
who are more vulnerable or who have more severe service needs to languish in shelters or on the
streets because more intensive types of assistance are not available. Evidence indicates that one
of the most important factors to successfully ending an episode of homelessness is the speed with
which the intervention is made available to the person (see discussion of assessment tools below
and HUD's February 2015 report on assessment tools). This means that if a person is assessed as
being highly vulnerable, that person may be prioritized for PSH, but if PSH is not available or
the PSH has a long waiting list,that person should be prioritized for other types of assistance
such as RRH or TH. CoCs should not assume that because a person is prioritized for one type of
assistance,they could not be served well by another type of assistance. However, CoCs should
be aware that placing a household in transitional housing can affect their eligibility for other
programs. For example, people coming from transitional housing are not eligible for most rapid
re-housing funded under the ESG and CoC Programs and placement in transitional housing can
affect a person's chronic homelessness status.
Addressing waiting times through coordinated entry
Long wait times make homeless assistance less effective and reduce the overall performance of a
community's homeless assistance system. When a community faces a scarcity of needed
resources,they should use the coordinated entry process to prioritize which people will receive
housing assistance rather than continuing to add people to a long waiting list. For example, if a
community has enough permanent supportive housing to serve 10 new households per month,
but 30 households are assessed as needing PSH every month, the coordinated entry process
should be adjusted to prioritize approximately 10 households for PSH each month. The other 20
households should be prioritized for other resources available in the community, such as RRH,
TH (taking care to consider the impact of placement in TH on an individual's chronically
homeless status or future eligibility in other programs), housing subsidies,or other mainstream
resources. Short waiting times of a few days or weeks might be necessary to properly manage
utilization, but waiting times for homeless assistance of several months or years should be
eliminated whenever possible. Although PSH is almost always the most effective resource for
people with high levels of vulnerability and high service needs, including those experiencing
-chronic homelessness,•the-lack-ofavailable-PS14--sheuld notresult-in people languishing in
shelters or on the streets without further assistance.
Most communities face a gap between need and availability based on limited resources.
Communities should be proactively taking steps to close these gaps that are identified through
the coordinated entry process. For example, if there is insufficient PSH available in the
community,the CoC should be working with PHAs,other affordable housing providers, and
Medicaid-fended agencies to increase the supply of PSH. To the maximum extent possible,
existing PSH should be targeted to chronically homeless people based on the severity of their
service needs (as described in Notice CPD-014-12). Where there are individuals in PSH who no
longer need a high level of services, the CoC should pursue"move up" strategies that help those
Exhibit 3 Page 6 of 11
individuals shift to another form of housing assistance, freeing up the PSH assistance for another
prioritized household.
Implementing effective assessment tools and processes
HUD does not endorse any specific assessment tool or approach, but there are universal qualities
that any tool or criteria used by a CoC for their coordinated entry process should include. HUD
outlined some of these qualities in the Notice CPD-014-12 and is building on those qualities in
this brief. HUD recognizes the need for guidance as both the process and the tools continue to
evolve, so some of the qualities have remained the same, while others have had changes and
additions that reflect HUD's evolving understanding of the assessment process and what is most
effective. Please refer to HUD's February 2015 report on assessment tools for further
information.
At its core,the assessment process is not a one-time event to gather as much information about a
person as possible. Instead, assessments are performed only when needed and only assess for
information necessary to help an individual or family at that moment. Initial assessments happen
as quickly as possible regardless of where households are residing—streets or in shelter, and the
assessment process uses tools as a guide to start the conversation, not as a final decision-maker.
Following are several principles that communities can use to ensure an effective assessment
process:
• Phased assessment. The assessment tools are employed as a series of situational
assessments that allow the assessment process to occur over time and only as necessary.
For example, an assessment process may have separate tools that assess for each of the
following:
o Screening for diversion or prevention o Assessing shelter and
other emergency needs o Identifying housing resources and
barriers o Evaluating vulnerability to prioritize for assistance o
Screening for program eligibility
o Facilitating connections to mainstream resources
These assessments will likely occur over a period of days or weeks, as needed, depending
on the progress a homeless household is making. The different assessments build on
each other so a participant does not have to repeat their story. There will also be
instances Where aparticipant should be reassessed or reprioritized;particuTarly iftEey
remain homeless for a long period of time.
• Necessary information. The assessment process only seeks information necessary to
determine the severity of need and eligibility for housing and services and is based on
evidence of the risk of becoming or remaining homeless. For example, a coordinated
assessment process would only assess for a particular disability to determine if that
household could be referred to a program that requires a particular disability as part of its
eligibility criteria.
Exhibit 3 Page 7 of 11
• Participant autonomy. The protocol for filling out assessment tools provides the
opportunity for people receiving the assessment to freely refuse to answer questions
without retribution or limiting their access to assistance.
• Person-centered. The assessment process provides options and recommendations that
guide and inform client choices. as opposed to rigid decisions about what individuals or
families need. The process also incorporates participants' strengths, goals. and protective
factors to recommend options that best meet the needs and goals of the people being
assessed.
• Cultural competence. Staff administering assessments use culturally competent
practices. and tools contain culturally competent questions. For example. questions are
worded to reflect an understanding of LGBTQ issues and needs, and staff administering
assessments are trained to ask appropriately worded questions and offer options and
recommendations that reflect this population's specific needs.
• User-friendly. Tools are brief. easily administered by non-clinical staff including
outreach workers, minimize the time required to utilize, and easy for those being assessed
to understand.
• Privacy protections. Privacy protections are in place to ensure proper consent and use
of client information.
• Meaningful recommendations. Tools are designed to collect the information necessary
to make meaningful recommendations and referrals to available housing and services.
------ Participants being assessed should know exactly what program they are being referred, ---- ----
what will be expected of them. and what they should expect from the program. The
coordinated entry process should avoid placing people on long waiting lists.
• Written standards and policies and procedures. The CoC has written standards
describing who is prioritized for assistance and how much assistance they might receive,
and the policies and procedures governing the coordinated assessment process are
approved by the CoC and easily accessible to stakeholders in the community.
• Sensitive to lived experiences. Providers recognize that assessment, both the kinds of
questions asked and the context in which the assessment is administered, can cause harm
and risk to individuals or families,especially if they require people to relive difficult
experiences. The tool's questions are worded and asked in a manner that is sensitive to
the lived and sometimes traumatic experiences of people experiencing homelessness.
The tool minimizes risk and harm, and provides individuals or families with the option to
refuse to answer questions. Agencies administering the assessment have and follow
protocols to address any psychological impacts caused by the assessment and administer
the assessment in a private space, preferably a room with a door,or, if outside. away from
others' earshot. Those administering the tool are trained to recognize signs of trauma or
anxiety.
Integrating youth into the coordinated entry process
CoCs with a network of youth serving programs should consider whether they would better serve
youth by creating coordinated entry access points dedicated to underage and transition aged
Exhibit 3 Page 8 of 11
youth. These access points can be located in areas where homeless youth feel comfortable and
safe. They can be staffed with people who specialize in working with youth. CoCs should take
care to ensure that if they use separate coordinated entry points for youth, that those youth can
still access assistance from other parts of the homeless assistance system and that youth who
access other coordinated entry points can access assistance from youth serving programs.
Regardless of whether a CoC uses youth dedicated access points,the coordinated entry process
must ensure that youth are treated respectfully and with attention to their developmental needs.
Serving people fleeing domestic violence
CoCs must work with domestic violence programs in their communities to ensure that the
coordinated entry process addresses the safety needs of people fleeing domestic violence. This
includes providing a safe location or process for conducting assessments, a process for providing
confidential referrals, and a data collection process consistent with the Violence Against Women
Act.
If the CoC's coordinated entry process uses separate access points for people fleeing domestic
violence, CoCs should take care to ensure that people who use the DV coordinated entry process
can access homeless assistance resources available from the non-DV portion of the coordinated
entry process and vice versa. Many people experiencing homelessness have a history of
domestic violence.and should be able to access appropriate DV services even if they are not
accessing it through a DV coordinated entry point. Similarly. people fleeing domestic violence
often have housing and homeless assistance needs that should not be limited by their decision to
access a DV coordinated entry access point.
Defining coordinated entry roles in the homeless assistance system
Diverse stakeholders have different roles in a coordinated entry process. In some cases, these
roles are clearly defined. Often, the roles are challenging to define and can change over time.
Homeless assistance organizations
All homeless assistance organizations should be involved in the coordinated entry
process by helping people access the system and receiving referrals. Homeless assistance
organizations may also provide assessments or provide space for assessments to be
conducted. Emergency shelter, transitional housing. rapid re-housing. and permanent
supportive housing programs should only receive referrals through the coordinated entry
process.
Mainstream housing and services
Affordable housing and mainstream services are crucial tools for ending homelessness
and should be involved in the coordinated entry process. As a CoC's coordinated entry
process is developed, mainstream providers can act as a source or receiver of referrals.
For instance, sources of referrals could include mental health service providers, substance
abuse service providers, Department of Veterans Affairs (VA) Medical Centers,jails, or
emergency rooms. Receiving agencies could include public housing authorities.
multifamily properties(like Section 8 PBRA, 811. and 202), mental health service
providers, and substance abuse providers. Organizations acting as receiving agencies
will determine the extent to which they will rely on referrals from the coordinated entry
Exhibit 3 Page 9 of 11
process. In some instances, certain services could be co-located with a physical access
point, or a virtual access point, like a telephone service such as 2-I-I. The more
mainstream programs and resources that are connected to your coordinated entry process
through the coordination of referral. application,and eligibility determination processes.
the more effectively your community can consistently connect homeless individuals with
housing resources and the community-based supports that they need to maintain that
housing.
How a provider or program is integrated into the coordinated entry process will depend
on a number of factors including the makeup of the local homeless population,the
patterns of service use in the community, and whether the coordinated entry process has
been folded into an existing mainstream service system or if it stands alone. These
decisions evolve as communities build their processes, and communities might decide to
incorporate certain mainstream services over time—as a referral source, a receiving
agency. or both.
Prevention and Diversion
There are many more people who qualify for homelessness prevention assistance than
homeless assistance. In developing coordinated entry processes, CoCs should consider
how much capacity they have to manage prevention assistance. At a minimum, ESG
funded prevention assistance should be incorporated into the coordinated entry process.
Communities should decide to what extent they include additional non-prevention
programs and how they are incorporated.
A Note on Future Guidance
As more communities implement coordinated entry and more research on the topic is conducted.
HUD is learning more about what makes an effective coordinated entry process, and the
Department will continually modify its guidance and recommendations to communities. This is
challenging for communities, who have to adjust their processes to stay up to date. Nonetheless,
HUD believes it is important to act on the best available evidence known at the time, while also
recognizing that communities need time and resources to keep up with new guidance.
In the coming months, HUD anticipates releasing the following materials related to coordinated
entry:
• Summer 2015: Notice on the requirements for development and
implementation of a CoC's coordinated entry process. This notice will
establish requirements for coordinated entry and timelines for
implementation.
• Ongoing: Technical Assistance products o Meeting HUD expectations
and requirements o Special considerations for youth
o Special considerations for people fleeing domestic violence o
Compliance and monitoring o Options for funding coordinated
entry
Exhibit 3 Page 10 of 11
o Advanced approaches for coordinated entry processes and
systems o Deciding on community-specific assessment tools o
Planning and implementation o Data sharing o CoC written
standards o Using progressive engagement
Additionally, HUD intends to release the Emergency Solutions Grant(ESG)and CoC Program
interim rules for public comment in 2015. During this time, HUD encourages CoCs, ESG
recipients and subrecipients, and CoC Program recipients to submit comments on the
requirements contained in the interim rules related to coordinated entry.
Resources on Coordinated Assessment
HUD's Office of Policy Development& Research February 2015 Summary Report: Assessment
Tools for Allocating Homelessness Assistance:State of the Evidence
HUD's requirements for a Centralized or Coordinated Assessment System in CoC Program
Interim Rule(24 CFR 578.7(a)(8)).
HUD's Office of Special Needs Assistance Programs(SNAPS)July 2013 Weekly Focus on
Coordinated Assessment
HUD's Overview of Coordinated Assessment Systems Prezi and Video
Community Solutions' recorded one hour conference call with slide deck: Overview of
Coordinated Assessment and Housing Placement System.
Community's Solutions' CAHP System Overview -Zero: 2016
Corporation for Supportive Housing's January 2015 Report: Improving Community-wide
Targeting of Supportive Housing to End Chronic Homelessness: The Promise of Coordinated
Assessment
National Alliance to End Homelessness Coordinated Assessment Toolkit
United States Interagency Council on Homelessness Coordinated Assessment: Putting the Key
Pieces in Place
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