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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 0 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 Exhibit 3 Page 11 of 11