Before Starting the CoC Application - Amazon S3€¦ · Applicant: Pensacola/Escambia, Santa Rosa County CoC FL-511 Project: Pensacola/Escambia, Santa Rosa County CoC 2019 COC_REG_2019_170728

Before Starting the CoC Application

The CoC Consolidated Application consists of three parts, the CoC Application, the CoC PriorityListing, and all the CoC’s project applications that were either approved and ranked, or rejected.All three must be submitted for the CoC Consolidated Application to be considered complete.

The Collaborative Applicant is responsible for reviewing the following:

1. The FY 2019 CoC Program Competition Notice of Funding Available (NOFA) for specificapplication and program requirements. 2. The FY 2019 CoC Application Detailed Instructions which provide additional information andguidance for completing the application. 3. All information provided to ensure it is correct and current. 4. Responses provided by project applicants in their Project Applications. 5. The application to ensure all documentation, including attachment are provided. 6. Questions marked with an asterisk (*), which are mandatory and require a response.

Applicant: Pensacola/Escambia, Santa Rosa County CoC FL-511Project: Pensacola/Escambia, Santa Rosa County CoC 2019 COC_REG_2019_170728

FY2019 CoC Application Page 1 09/30/2019

1A. Continuum of Care (CoC) Identification

Instructions:Guidance for completing the application can be found in the FY 2019 CoC Program CompetitionNotice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question athttps://www.hudexchange.info/program-support/my-question/

Resources: The FY 2019 CoC Application Detailed Instruction can be found at:https://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources The FY 2019 CoC Program Competition Notice of Funding Availability at:https://www.hudexchange.info/programs/e-snaps/fy-2019-coc-program-nofa-coc-program-competition/#nofa-and-notices

1A-1. CoC Name and Number: FL-511 - Pensacola/Escambia, Santa RosaCounties CoC

1A-2. Collaborative Applicant Name: EscaRosa Coalition on the Homeless, Inc.

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Opening Doors Northwest Florida (NWFL) Inc.



1B. Continuum of Care (CoC) Engagement



Warning! The CoC Application score could be affected if information isincomplete on this formlet.

1B-1. CoC Meeting Participants.

For the period of May 1, 2018 to April 30, 2019, applicants must indicatewhether the Organization/Person listed: 1. participated in CoC meetings; 2. voted, including selecting CoC Board members; and 3. participated in the CoC’s coordinated entry system.

Organization/PersonParticipates

in CoC Meetings

Votes,including

selecting CoCBoard

Members

Participates in Coordinated Entry

System

Local Government Staff/Officials Yes Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes Yes Yes

Local Jail(s) Yes No Yes

Hospital(s) Yes Yes Yes

EMS/Crisis Response Team(s) Yes Yes Yes

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes Yes Yes

Disability Service Organizations Yes Yes Yes

Disability Advocates Yes Yes Yes

Public Housing Authorities Yes Yes Yes

CoC Funded Youth Homeless Organizations Yes Yes Yes

Non-CoC Funded Youth Homeless Organizations Yes Yes Yes



Youth Advocates Yes Yes Yes

School Administrators/Homeless Liaisons Yes Yes Yes

CoC Funded Victim Service Providers Yes Yes Yes

Non-CoC Funded Victim Service Providers Yes Yes Yes

Domestic Violence Advocates Yes Yes Yes

Street Outreach Team(s) Yes Yes Yes

Lesbian, Gay, Bisexual, Transgender (LGBT) Advocates Yes Yes Yes

LGBT Service Organizations Yes Yes Yes

Agencies that serve survivors of human trafficking Yes Yes Yes

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

Mental Illness Advocates Yes Yes Yes

Substance Abuse Advocates Yes Yes Yes

Other:(limit 50 characters)

WIOA Workforce Improvement Opportunity Act Yes No Yes

1B-1a. CoC’s Strategy to Solicit/Consider Opinions on Preventing/EndingHomelessness.

Applicants must describe how the CoC:1. solicits and considers opinions from a broad array of organizations andindividuals that have knowledge of homelessness, or an interest inpreventing and ending homelessness; 2. communicates information during public meetings or other forums theCoC uses to solicit public information;3. takes into consideration information gathered in public meetings orforums to address improvements or new approaches to preventing andending homelessness; and 4. ensures effective communication with individuals with disabilities,including the availability of accessible electronic formats, e.g., PDF.(limit 2,000 characters)

(1) The CoC holds external and internal meetings at least 4 times per month tocollaborate within the CoC’s jurisdiction. Discussions cover access for a varietyof homeless populations including youth, DV, mental illness, those sufferingfrom addiction as well as high utilizers of healthcare. Meetings alternate withinthe CoC to ensure the CoC embraces a variety of opinions, attendees include:the general public, public agencies, service providers, and individuals who havedirect knowledge of homelessness issues (including homeless and formerlyhomeless). (2) CoC representatives host and attend forums to solicit publicinformation with city and county officials. (3) Meetings are advertised throughsocial media, e-blasts, and other announcements. As a result of meetings in2018, the city council approved $100k to serve the chronically homeless. Theoutcome being, the ICARE Housing Project received funding. Along with aneducational forum, time is set aside to discuss community needs at eachmeeting. John Johnson, the CA representative meets one on one with the



business community as well as government officials on a regular basis to gaininformation on current issues surrounding homelessness from their perspective.The CoC use this information and statistical data in the development of two newprograms last year. The ICARE chronic homeless housing first pilot and theSmall County TBRA (Tenant Base Rental Assistance) demonstration programfor homeless school age children. (4) The CoC partners with the Center forIndependent Living (CIL). CIL services includes education and access toequipment, ramps etc. for those with impairments. The CoC ensures effectivecommunication with individuals with disabilities, including the availability ofaccessible electronic formats through partnering with the CIL staff that will sendover a translator when needed and the CoC has a bi-lingual staff member thatassist clients in translating and understanding the navigation of services.

1B-2. Open Invitation for New Members.

Applicants must describe: 1. the invitation process; 2. how the CoC communicates the invitation process to solicit newmembers;3. how the CoC ensures effective communication with individuals withdisabilities, including the availability of accessible electronic formats;4. how often the CoC solicits new members; and 5. any special outreach the CoC conducted to ensure personsexperiencing homelessness or formerly homeless persons areencouraged to join the CoC.(limit 2,000 characters)

(1) During sign-in, the CoC is able to identify first time participants. CoC followsup to invite members who show interests. Membership is open at any time toany person, agency, or faith organization who assist the homeless, provideservices to prevent homelessness, advocates for those who are homeless orhave an interest in participating in the continuum of care (CoC). (2) The CoCsolicits new members during each monthly meeting. Because the meetingsalternate between the two counties, opportunities to join the CoC are diverseand equitable. (3) The CoC partners with the Center for Independent Living(CIL). The CoC ensures an ongoing relationship with CIL for their expertise inspecial devices and equipment for those that are disabled or impaired. (4) TheCoC is constantly soliciting new members through visiting new agencies,provider fairs, churches, fundraisers, networking events and public socials. Thishas resulted in increased support and donations that benefit the homeless. TheCA is a Chamber member in both geographic counties of our local CoC. Therelationship provides an opportunity to educate and encourage the businesscommunity to join our CoC. The CoC also meets with county commissioners,city council, and state representatives to provide the information they may passon to their constituencies. The CoC has appeared on the local news, radio andsocial media to encourage participation. The CoC host several annual events toeducate, connect and raise awareness throughout the community andencourage participants to join as members. (5) The annual “U-Count HomelessDay of Services” a one-stop-shop for the homeless, “The Root Connection”,which is a speed dating event for service providers, and “The Path of Light”Candlelight Vigil for the homeless that passed away are three ways the CoCconducts special outreach to ensure persons experiencing homeless may joinor connect with our CoC.



1B-3. Public Notification for Proposals from Organizations Not PreviouslyFunded.

Applicants must describe: 1. how the CoC notifies the public that it is accepting project applicationproposals, and that it is open to and will consider applications fromorganizations that have not previously received CoC Program funding, aswell as the method in which proposals should be submitted; 2. the process the CoC uses to determine whether the project applicationwill be included in the FY 2019 CoC Program Competition process; 3. the date(s) the CoC publicly announced it was open to proposal; 4. how the CoC ensures effective communication with individuals withdisabilities, including the availability of accessible electronic formats; and 5. if the CoC does not accept proposals from organizations that have notpreviously received CoC Program funding or did not announce it wasopen to proposals from non-CoC Program funded organizations, theapplicant must state this fact in the response and provide the reason theCoC does not accept proposals from organizations that have notpreviously received CoC Program funding. (limit 2,000 characters)

(1) Throughout the year, during monthly meetings, via email blast, coalitionmeetings, and website postings, the CoC notifies the public that we areaccepting project application proposals. The announcement providesinstructions, scheduled workshop, and timelines for proposals. The CAencourages agencies to become members so that they are apprised ofupcoming funding opportunities prior to the official announcement from HUD, ascontinue to educate members during each meeting about all available funding.(2) The CoC has a Selection Committee that convenes to evaluate and scoreprojects. Letters go to agencies whose applications were accepted. If a projectis rejected, time is extended for the appeal process. The agency that rankedlast in scoring will receive a letter informing the agency of the reduction infunding based on the CoC’s methodology. (3) The posting announcement wentout on July 18, 2019, to over 1,000 emails. (4) Our goal is to ensure thatcommunication with people who have a disabling condition is equally effectiveas communication with people without disabilities by implementing effectivecommunication provisions to comply with the Americans with Disabilities Act. (5)The CoC extends opportunities to new project applicants especially those thatwere not previously funded in HUD's NOFA as well as in applications from theState of Florida. Applicants are encouraged throughout the year to competelocally where the CoC is the lead agency. The CoC did not receive anyapplications from a project that was not previously funded, however; the CoCdid have interested parties participate in the workshop but did not progressthrough the application process.



1C. Continuum of Care (CoC) Coordination




1C-1. CoCs Coordination, Planning, and Operation of Projects.

Applicants must select the appropriate response for each federal, state,local, private, other organizations, or program source the CoC included inthe planning and operation of projects that serve individuals experiencinghomelessness, families experiencing homelessness, unaccompaniedyouth experiencing homelessness, persons who are fleeing domesticviolence, or persons at risk of homelessness.

Entities or Organizations the CoC coordinates planning and operation of projectsCoordinates with Planningand Operation of Projects

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Funding Collaboratives Yes

Private Foundations Yes

Housing and services programs funded through U.S. Department of Justice (DOJ) Funded Housing andService Programs

Yes

Housing and services programs funded through U.S. Health and Human Services (HHS) Funded Housing andService Programs

Yes

Housing and service programs funded through other Federal resources Yes

Housing and services programs funded through State Government Yes

Housing and services programs funded through Local Government Yes

Housing and service programs funded through private entities, including foundations Yes

Other:(limit 50 characters)



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

Applicants must describe how the CoC: 1. consulted with ESG Program recipients in planning and allocating ESGfunds; 2. participated in the evaluating and reporting performance of ESGProgram recipients and subrecipients; and 3. ensured local homelessness information is communicated andaddressed in the Consolidated Plan updates. (limit 2,000 characters)

(1) The Escambia County Consortium led by the Escambia County Housing &Community Development Division and for the State of FL led by the State Officeon Homelessness. Both entities regularly consult with the CA regardingprioritization and allocation of ESG funds. RFPs are conducted in consultationwith the CoC. Use of funding is based on the availability of funds and thecurrent Continuum of Care Priorities. Advertisement in both competitionsrequires participation in the Coordinated Entry process as well as participationin HMIS. CoC members attend public meetings sponsored by the Consortium.The hearings are held to get public feedback which drives priorities.(2)The CoC's Executive Director provides monthly, quarterly, and/or annualreports to both ESG leading entities. An example of this collaboration. The CAalso provides a quarterly CAPERS report. ESG sub-recipients are monitored forappropriate use of ESG funds. The CA is monitored by the State jurisdictions.HMIS system provides performance outcomes and data quality reports toensure compliance with these federal funds. Monitoring includes but is notlimited to client records, interviews with current and discharged clients, interviewwith staff and a review of financial records. Once monitoring has beencompleted, a report is given to the Executive Director for the sub-recipient.Often the contract manager with the state will accompany the CA on sub-recipient visits to monitor projects for compliance with the use of ESG funds.(3)The county representative hosts forums to discuss the use of funds and therepresentative consults with the CoC representative to update the consolidatedplan. This update is conducted annually and is communicated publically.

1C-2a. Providing PIT and HIC Data toConsolidated Plan Jurisdictions.

Applicants must indicate whether the CoCprovided Point-in-Time (PIT) and Housing

Inventory Count (HIC) data to theConsolidated Plan jurisdictions within its

geographic area.

Yes to both

1C-2b. Providing Other Data to ConsolidatedPlan Jurisdictions.

Applicants must indicate whether the CoC

Yes



ensured local homelessness information iscommunicated to Consolidated Plan

Jurisdictions within its geographic area so itcan be addressed in Consolidated Plan

updates.

1C-3. Addressing the Safety Needs of Domestic Violence, DatingViolence, Sexual Assault, and Stalking Survivors.

Applicants must describe: 1. the CoC’s protocols, including protocols for coordinated entry and theCoC’s emergency transfer plan, that prioritize safety and incorporatetrauma-informed, victim-centered services; and 2. how the CoC, through its coordinated entry, maximizes client choicefor housing and services while ensuring safety and confidentiality. (limit 2,000 characters)

(1)The CoC’s board includes a DV representative which ensures the CoC iskept apprised of rules, rule changes and victim-centered best practices. TheCoC refers those fleeing domestic violence to the local DV shelter (FavorHouse) as well as prioritizes domestic violence shelter residents who are readyto move into permanent housing by rapidly re-housing families through the useof ESG funds and non-restrictive private Coalition dollars. In addition to hiringsocial workers who are familiar with best practice when serving clients that haveexperienced trauma, the CoC has provided trauma-informed care and harmreduction training to its staff and community partners to better serve DomesticViolence, Dating Violence, Sexual Assault, and Stalking Survivors.(2)CoC Program providers (Loaves and Fishes and Lakeview Center) providespecial consideration for placement for victims of domestic violence. Whenconducting initial intake, the CoC utilizes Victim Center Practices includingtaking special care to be sensitive and nonjudgmental and ensuring the victim’swishes. Confidentiality, safety, and well-being take priority in all matters. Data isnot entered into the HMIS system to ensure the safe transition of families andindividuals in this population. In this NOFA the CoC has applied for bonus fundsfor SSO CE to expand services to better support victims of domestic violence,sex trafficking, sexual assault, and stalking by improving the enhancing person-centered assessments and coordinating quarterly training that is best practicecentered. The CE now makes available training for social workers, counselors,and case managers to its partner agencies.

1C-3a. Training–Best Practices in Serving DV Survivors.

Applicants must describe how the CoC coordinates with victim servicesproviders to provide training, at least on an annual basis, for: 1. CoC area project staff that addresses safety and best practices (e.g.,trauma-informed, victim-centered) on safety and planning protocols inserving survivors of domestic violence; and 2. Coordinated Entry staff that addresses safety and best practices (e.g.,Trauma Informed Care) on safety and planning protocols in servingsurvivors of domestic violence.(limit 2,000 characters)



(1)The CoC works with our local DV expert Favor House (FV) for DV, datingviolence, sexual assault, and stalking coordination. FV has a seat on the CoCboard. FV provides annual and requested education for area housing projectsthrough, the project management team, entry staff, maintenance crews andlandlords about the dynamics of domestic violence. Confidentiality is ever-present. FV honors the survivor’s choice safeguarding against discovery andvulnerability through careful attention to housing service and location. The CEjoined National Health Care for Homeless Council (NHCHC) uniting thousandsof health care professionals, people with lived experience of homelessness, andadvocates in homeless health care offering training and technical assistanceincluding trauma-informed victim-centered best practices. (2)NHHC's trainingapproaches are two-fold providing trauma-informed training and trauma-informed care. The CoC subscribes to NHCH because the cost has a greatreturn on investment because social workers and case managers through theCE are better informed regarding crisis resolution and national best practices.Such training approaches are instrumental in helping survivors regain controlover their own lives. Developing strategies to connect survivors to incomedevelopment services and other community resources that are trauma-informedand DV-informed. Looking to Favor House partnership for guidance,consultation or referral. The COC and Favor House partnership have a fullunderstanding of the survivors’ complex needs. Through collaborations and inan effort to demonstrate best practice on safety and planning, the CoC and CEstaff operate on a Trauma-informed, low-barrier, voluntary and participant-driven approach. Services are tailored to a survivor’s needs and provided inpartnership with community experts. Other protocols include Injunction forProtection Project; Economic Empowerment Project and “Look in the Mirror”transparencies for public restrooms.

1C-3b. Domestic Violence–Community Need Data.

Applicants must describe how the CoC uses de-identified aggregate datafrom a comparable database to assess the special needs related todomestic violence, dating violence, sexual assault, and stalking.(limit 2,000 characters)

The CoCs uses de-identified data from Favor House the ONLY domesticviolence victim services provider in the CoC and uses monthly stats reported byCE HMIS. Service data to estimate need includes Number of 211 calls, -Number of Safety Plans, number of adult females in shelter beds- Number ofchildren in shelter beds, Number of non-sheltered victims provided services,and referrals made to the CE. The CoCs HMIS database identifies the numberof victims who seek assistance through the CE process, seeking shelter due tolack of beds at the DV shelter or referrals directly made by Favor House forvictims of DV that come through the CE for assistance. The Domestic Violenceprovider continues to participate in a modified CoC coordinated intake bysending the referral by the client. This process is anonymous which assures theclient confidentiality. The HMIS utilizes a unique client ID, by phone, email orwalk-in depending on circumstances. The CE also treats cases where self-referrals from victims fleeing domestic violence did not report the violence. CoCplaces the security needs of victims as a high priority and how to handletransfers and confidential referrals. Arrangements are made to complete anentire placement transaction online, if necessary. Victims ages 18-24 areassisted by two programs operated by the only two youth services providers in



the CoC, both of which have limited residential beds. DV, dating violence,sexual assault, and trafficking are all considered to be in imminent danger. Theprotocol is identical in all cases. The CE pays for hotel stays for victims whocannot access emergency beds, and simultaneously starts to identify fairmarket housing in a safe area, suitable to the victim. The CE is expanding itsCE services to better support victims in this NOFA application through thebonus award for SSO-CE only. This year’s HMIS data shows that the CEhoused 32 adult victim households with children.

*1C-4. PHAs within CoC. Attachments Required.

Applicants must submit information for the two largest PHAs or the twoPHAs with which the CoC has a working relationship within the CoC’sgeographic area.

Public Housing Agency Name % New Admissions into Public Housingand Housing Choice Voucher Programduring FY 2018 who were experiencing

homelessness at entry

PHA has General orLimited Homeless

Preference

PHA has a Preference forcurrent PSH programparticipants no longer

needing intensivesupportive services, e.g.,

Moving On

Milton Housing Authority (PHA) 80.00% Yes-HCV Yes-HCV

Area Housing Commision (PHA) 82.00% Yes-Public Housing Yes-Public Housing

1C-4a. PHAs’ Written Policies on Homeless Admission Preferences.

Applicants must: 1. provide the steps the CoC has taken, with the two largest PHAs withinthe CoC’s geographic area or the two PHAs the CoC has workingrelationships with, to adopt a homeless admission preference–if the CoConly has one PHA within its geographic area, applicants may respond forone; or 2. state that the CoC does not work with the PHAs in its geographic area.(limit 2,000 characters)

(1)The CoC works with both PHAs within the CoC geographic area. InEscambia County the PHA provides preference in housing the homeless;however, there is no formal or written agreement. In Santa Rosa County, theCoC has TBRA vouchers to house homeless families with school-aged children.The PHA for Escambia County is on the board for the CoC. A written policydoes not impede the PHAs and the CoC from working together to permanentlyhouse the homeless. An example is the CA/PHA Tenant-Based RentalAssistance targeting the homeless. The Pensacola Housing Department (HCV)and CoC have over the past 2 years successfully housed 49 homelesshouseholds. The CoC’s role provided the screening and referral of category 1and 4 homeless for the program. Based on that success, the CoC broughttogether the Milton Housing Authority, the Santa Rosa County School District,and the State of Florida Housing Finance Agency to implement a Small CountyTBRA Demonstration program. Last year 25 homeless households with school-aged children were housed. The program will place 50 homeless families withschool-age children into permanent housing over the next 2 years. This is anexample of how collaboration can overcome policy resulting in positive



outcomes. (2) The CoC does work with the PHAs in the geographic area.

1C-4b. Moving On Strategy with Affordable Housing Providers.

Applicants must indicate whether the CoC has a Moving On Strategy withaffordable housing providers in its jurisdiction.

Yes

If “Yes” is selected above, describe the type of provider, for example,multifamily assisted housing owners, PHAs, Low Income Tax Credit(LIHTC) developments, or local low-income housing programs. (limit 1,000 characters)

Escambia County intends to release an RFP to the community to solicitapplications to partially fund housing developments applying for housing taxcredits and bonds. This funding will provide the set aside of a minimum of oneunit per development for homeless households moving out of permanentsupportive housing, with referrals to come from the local COC. These tax creditapplications are very competitive at the state level, so there is no guarantee offunding with each annual cycle. The County continues to work with the COC toidentify ways to incorporate the funding of set aside units in tax creditdevelopments as well as locally funded developments. One RFP for a HOMEfunded small scale rental development is planned for this fiscal year as well asa competitive “mini-grant” application for rental preservation; both of theseRFP’s will work with local, not for profits targeting low-income householdsspecifically for homeless households. Additionally, the COC has implementedits iCare program, which also provides rental housing assistance to homelesshouseholds. All of these strategies work to make housing assistance availableto homeless households wanting to move out of permanent supportive housing.

1C-5. Protecting Against Discrimination.

Applicants must describe the actions the CoC has taken to address allforms of discrimination, such as discrimination based on any protectedclasses under the Fair Housing Act and 24 CFR 5.105(a)(2) – Equal Accessto HUD-Assisted or -Insured Housing.(limit 2,000 characters)

Legal Services of North Florida (LSNF) a CoC member initiates regular forumsand legal clinicsThroughout the year to provide awareness best practices for anti-discrimination.LSNF, with the support of the CoC and its members, provides legal clinics atleast annually to give providers basic tools to better communicate with agenciesand issues surrounding homelessness. The Public Housing Authority alsoprovides such training and workshops periodically. LSNF further providedtraining to local schools, human services providers, CoC member agencies, andlaw enforcement. The CoC in its Written Standards prohibits discrimination forits sub-awardees and member agencies. The CE provided HUD and Statewebinar training information to CoC/ESG funded agencies an approved EqualAccess policy. An updated anti-discrimination equal access policy wasapproved by the board. The Written Standards also include prohibitions on



family separation. PHA developed informational notices about Fair Housing andAnti-discrimination with all rental checks landlord commitments and leaseagreements. In the event of a potential case, participants that feel they havebeen violated are referred to LSNF for a consultation to see if a claim may bemade by an attorney.

*1C-5a. Anti-Discrimination Policy and Training.

Applicants must indicate whether the CoC implemented an anti-discrimination policy and conduct training:

1. Did the CoC implement a CoC-wide anti-discrimination policy that applies to all projects regardless of funding source? Yes

2. Did the CoC conduct annual CoC-wide training with providers on how to effectively address discrimination based on anyprotected class under the Fair Housing Act?

Yes

3. Did the CoC conduct annual training on how to effectively address discrimination based on any protected class under 24CFR 5.105(a)(2) – Equal Access to HUD-Assisted or -Insured Housing?

Yes

*1C-6. Criminalization of Homelessness.

Applicants must select all that apply that describe the strategies the CoCimplemented to prevent the criminalization of homelessness in the CoC’sgeographic area.

1. Engaged/educated local policymakers:X

2. Engaged/educated law enforcement:X

3. Engaged/educated local business leaders:X

4. Implemented communitywide plans:X

5. No strategies have been implemented:X

6. Other:(limit 50 characters)

When "No Strategies have been implemented" is selected no othercheckbox should be selected.

1C-7. Centralized or Coordinated Assessment System. Attachment



Required.

Applicants must: 1. demonstrate the coordinated entry system covers the entire CoCgeographic area; 2. demonstrate the coordinated entry system reaches people who areleast likely to apply for homelessness assistance in the absence ofspecial outreach; and 3. demonstrate the assessment process prioritizes people most in needof assistance and ensures they receive assistance in a timely manner.(limit 2,000 characters)

(1) Coordinated Entry System (CE) has offices in both Escambia and SantaRosa Counties which covers the entire CoC. The CoC has multiple points ofaccess. There are 2 physical sites one in each county and one mobile unit thattravels between counties. The mobile unit is fully equipped office. Additionally,there are 16 supporting agencies. Preliminary Intake form collects initial contactinformation. Once collected, the information is then faxed or e-mail to the CESpecialist for assessment. CE works closely with the school systems to identifyand assist unaccompanied youth and children that are homeless. (3)The CEhas the following as High Priorities. Homeless households with children,Unaccompanied Youth, Domestic Violence, and Chronically Homeless(including disabled Veterans), and Adults 62 and over. The CE utilizes theSPDAT in prioritizing clients. Candidates are housed or added to the By-Namewaitlist. The list prioritizes the most vulnerable. The CE has determined that ascore for an individual 6-9 will be referred to Rapid Rehousing with limited casemanagement (CM) support and a score of 10 or above to PSH. Families thatscore a 4-8 on the SPDAT, they are referred to RRH with limited casemanagement. A score of 9+ are referred to PSH with longer-term CM support.Incoming referrals from remote agencies are scheduled for appointments.ByName List consumers are called periodically to inform them that housing isavailable. The CE also collects and update the list to remove households thathave self-resolved or is no longer interested in housing. CE also looks at theextent to which CE responds (within 2 business days) to preliminary referrals,the number of families assessed and housed monthly, the number added andthe number that exited the waitlists monthly, number housed monthly, and theaverage number of days from assessment to referral. The CE is workingtowards housing within 30 days. The CE tool has been attached.



1D. Continuum of Care (CoC) Discharge Planning




1D-1. Discharge Planning Coordination.

Applicants must indicate whether the CoC actively coordinates with thesystems of care listed to ensure persons who have resided in them longerthan 90 days are not discharged directly to the streets, emergencyshelters, or other homeless assistance programs. Check all that apply(note that when "None:" is selected no other system of care should beselected).

Foster Care:X

Health Care:X

Mental Health Care:X

Correctional Facilities:X

None:



1E. Local CoC Competition

InstructionsGuidance for completing the application can be found in the FY 2019 CoC Program CompetitionNotice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question athttps://www.hudexchange.info/program-support/my-question/



*1E-1. Local CoC Competition–Announcement, Established Deadline,Applicant Notifications. Attachments Required.

Applicants must indicate whether the CoC:

1. informed project applicants in its local competition announcement about point values or other ranking criteria the CoC woulduse to rank projects on the CoC Project Listings for submission to HUD for the FY 2019 CoC Program Competition;

Yes

2. established a local competition deadline, and posted publicly, for project applications that was no later than 30 days before theFY 2019 CoC Program Competition Application submission deadline;

Yes

3. notified applicants that their project application(s) were being rejected or reduced, in writing along with the reason for thedecision, outside of e-snaps, at least 15 days before the FY 2019 CoC Program Competition Application submission deadline; and

Yes

4. notified applicants that their project applications were accepted and ranked on the CoC Priority Listing in writing, outside of e-snaps, at least 15 days before the FY 2019 CoC Program Competition Application submission deadline.

Yes

1E-2. Project Review and Ranking–Objective Criteria.

Applicants must indicate whether the CoC used the following to rank andselect project applications for the FY 2019 CoC Program Competition:

1. Used objective criteria to review and rank projects for funding (e.g., cost effectiveness of the project, performance data, type ofpopulation served);

Yes

2. Included one factor related to improving system performance (e.g., exits to permanent housing (PH) destinations, retention of PH,length of time homeless, returns to homelessness, job/income growth, etc.); and

Yes

3. Included a specific method for evaluating projects submitted by victim services providers that utilized data generated from acomparable database and evaluated these projects on the degree they improve safety for the population served.

Yes

1E-3. Project Review and Ranking–Severity of Needs and Vulnerabilities.



Applicants must describe: 1. the specific severity of needs and vulnerabilities the CoC consideredwhen reviewing and ranking projects; and 2. how the CoC takes severity of needs and vulnerabilities into accountwhen reviewing and ranking projects.(limit 2,000 characters)

(1) The CoC's need's assessment is foundationally based on HUD's priorityinitiatives, CoC meetings, and the resulting trends that come from recidivismrates. As an example for CoC meetings, a joint meeting between the city counciland county commissioners in 2018 resulted in greater emphasis placed onHMIS and the need for collaboration of non-duplicative services. The severity ofneeds, economic cost for doing nothing, and exposure to vulnerabilities wereother factors identified. The CoC has adopted written standards that prioritizedomestic violence, households with children, chronic homeless with severehealth issues, unaccompanied youth, and homeless adults 62 years and older.Studies show that directing resources to these populations will have a higherreturn on investment and savings in taxpayer dollars. The CoC attends monthlymeetings with area agencies in the field of addiction and mental health,healthcare, and law enforcement. The feedback collected during thesemeetings expose gaps and vulnerabilities: chronic health issues, severe mentalillness, and DV victims. (2) CoC takes these aforementioned vulnerabilities inpart one into account during the notice of funding, ranking and selectionprocess when reviewing project narratives. In addition, the CoC rubric includesa ‘Housing First-Low Barrier’ questionnaire which must be answered and thequestionnaire provides 30 percent of the overall score. Favorable successduring the ranking process tips towards the applicants that address the needoutlined in the RFP notice. Applications, where budgets spend more on directclient services, such as leasing are more favored. Applications where moredollars are spent for supportive services, such as salaries, are less favored. Inbudgets where the submitting applicant leverage dollars from non-HUDresources are more favored. This rubric strategy ensures that more dollars areavailable to serve an increased number of persons in need.

1E-4. Public Postings–CoC Consolidated Application. AttachmentRequired.

Applicants must: 1. indicate how the CoC made public the review and ranking process theCoC used for all project applications; or 2. check 6 if the CoC did not make public the review and ranking process;and 3. indicate how the CoC made public the CoC ConsolidatedApplication–including the CoC Application and CoC Priority Listing thatincludes all project applications accepted and ranked or rejected–whichHUD required CoCs to post to their websites, or partners websites, at least2 days before the FY 2019 CoC Program Competition applicationsubmission deadline; or 4. check 6 if the CoC did not make public the CoC ConsolidatedApplication.



Public Posting of Objective Review and RankingProcess

Public Posting of CoC Consolidated Applicationincluding: CoC Application, CoC Priority Listing,Project Listings

1. EmailX

1. EmailX

2. Mail 2. Mail

3. Advertising in Local Newspaper(s)X

3. Advertising in Local Newspaper(s)X

4. Advertising on Radio or Television 4. Advertising on Radio or Television

5. Social Media (Twitter, Facebook, etc.)X

5. Social Media (Twitter, Facebook, etc.)X

6. Did Not Publicly Post Review and Ranking Process 6. Did Not Publicly Post CoC Consolidated Application

1E-5. Reallocation between FY 2015 and FY 2018.

Applicants must report the percentage of the CoC’s ARD that wasreallocated between the FY 2015 and FY 2018 CoC Program Competitions.

Reallocation: 36%

1E-5a. Reallocation–CoC Review of Performance of Existing Projects.

Applicants must: 1. describe the CoC written process for reallocation; 2. indicate whether the CoC approved the reallocation process; 3. describe how the CoC communicated to all applicants the reallocationprocess; 4. describe how the CoC identified projects that were low performing orfor which there is less need; and 5. describe how the CoC determined whether projects that were deemedlow performing would be reallocated.(limit 2,000 characters)

(1) The CoC written process for reallocation consists of renewal projects thatmay voluntarily reallocate a portion of their funds by reducing the amount in therenewal project application. (2) The CoC may and will approve the reallocationprocess of Renewal projects that may be reallocated in part or in whole duringthe review and ranking process because of the poor performance, unusedbudget amounts from previous years, or need for increased funding in a higherpriority project type according to the CoC's local priorities. (3) The CoCcommunicated to all applicants the reallocation process via email and postalmail. (4) The CoC identifies projects that were low performing or for which thereis less need and reserves the right to adjust a project's ranking and place aproject into Tier 2 - regardless of score - if the Tier 1 project is deemed non-compliant with CoC Policies & Procedures, non-compliant with HUD



regulations, fails to adhere to the Housing First Model of assistance, no longerfills a critical service gap or no longer serves an established priority population.(5) The CoC determines whether projects that were deemed low performingwould be reallocated by considering the vulnerability and service needs of eachproject's target population during the ranking process. This is to ensure theavailability of services to high-priority populations within the CoC.



DV Bonus




1F-1 DV Bonus Projects.

Applicants must indicate whether the CoC isrequesting DV Bonus projects which are

included on the CoC Priority Listing:

No

Applicant Name DUNS Number

This list contains no items



2A. Homeless Management Information System(HMIS) Implementation

Intructions:Guidance for completing the application can be found in the FY 2019 CoC Program CompetitionNotice of Funding Availability and in the FY 2019 CoC Application Detailed Instructions. Please submit technical questions to the HUD Exchange Ask-A-Question athttps://www.hudexchange.info/program-support/my-question/



2A-1. HMIS Vendor Identification.

Applicants must review the HMIS softwarevendor name brought forward from FY 2018

CoC Application and update the information ifthere was a change.

Wellsky

2A-2. Bed Coverage Rate Using HIC and HMIS Data.

Using 2019 HIC and HMIS data, applicants must report by project type:

Project TypeTotal Number of Beds

in 2019 HICTotal Beds Dedicated

for DV in 2019 HICTotal Number of 2019

HIC Beds in HMISHMIS Bed

Coverage Rate

Emergency Shelter (ES) beds 268 55 165 77.46%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 411 0 371 90.27%

Rapid Re-Housing (RRH) beds 15 0 15 100.00%

Permanent Supportive Housing (PSH) beds 332 0 283 85.24%

Other Permanent Housing (OPH) beds 0 0 0

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

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



1. steps the CoC will take over the next 12 months to increase the bedcoverage rate to at least 85 percent for that project type; and 2. how the CoC will implement the steps described to increase bedcoverage to at least 85 percent.(limit 2,000 characters)

(1 ) The CoC has taken steps to identify organizations in the CoC's jurisdictionthat are currently not participating in the CE process in an effort to increase thebed coverage rate. The PSH category increased by 8 HMIS Chronic bedsadded to the HIC. The new project came online after the HDX entry periodclosed for 2019. The VA beds in HIC, all 203, came online after HDX closed in2019 for HMIS coverage. The actual HMIS bed rate coverage for PSH is 85.24percent as a result of Heavenly Blessings PSH losing 13 non-HMIS PSH bedsto a house fire. Those beds will not be replaced. For project type EmergencyShelter, the CoC has identified Salvation Army’s 28 ES beds as a source that ispreventing the CoC from surpassing an 85 percent coverage rate. The CoCbelieves the Salvation Army’s participation in HMIS will take place within thenext 3 to 6 months. Once added, the ES bed coverage will shift to an 87percent bed coverage rate. (2) The CoC continues to engage current users ofthe system to maintain participation rates by providing support, cost of HMISbackground screenings, training, and covering the cost of users licenses. TheCoC is working with the United Way, city, and county leadership to encouragethem to ensure those that are funded for program support to participate inHMIS. The CoC has made participation in HMIS mandatory for sheltered andPSP providers that are interested in CoC funding.

*2A-3. Longitudinal System Analysis (LSA) Submission.

Applicants must indicate whether the CoCsubmitted its LSA data to HUD in HDX 2.0.

Yes

*2A-4. HIC HDX Submission Date.

Applicants must enter the date the CoCsubmitted the 2019 Housing Inventory Count

(HIC) data into the Homelessness DataExchange (HDX).

(mm/dd/yyyy)

04/30/2019



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




2B-1. PIT Count Date.Applicants must enter the date the CoC

conducted its 2019 PIT count (mm/dd/yyyy).

01/23/2019

2B-2. PIT Count Data–HDX Submission Date.Applicants must enter the date the CoC

submitted its PIT count data in HDX(mm/dd/yyyy).

04/30/2019

2B-3. Sheltered PIT Count–Change in Implementation.

Applicants must describe: 1. any changes in the sheltered count implementation, includingmethodology or data quality methodology changes from 2018 to 2019, ifapplicable; and 2. how the changes affected the CoC’s sheltered PIT count results; or 3. state “Not Applicable” if there were no changes.(limit 2,000 characters)

Not Applicable

*2B-4. Sheltered PIT Count–Changes Due to Presidentially-declaredDisaster.

Applicants must select whether the CoCadded or removed emergency shelter,

No



transitional housing, or Safe-Haven inventorybecause of funding specific to a

Presidentially-declared disaster, resulting in achange to the CoC’s 2019 sheltered PIT

count.

2B-5. Unsheltered PIT Count–Changes in Implementation.

Applicants must describe: 1. any changes in the unsheltered count implementation, includingmethodology or data quality methodology changes from 2018 to 2019, ifapplicable; and 2. how the changes affected the CoC’s unsheltered PIT count results; or 3. state “Not Applicable” if there were no changes.(limit 2,000 characters)

Not Applicable

*2B-6. PIT Count–Identifying Youth Experiencing Homelessness.

Applicants must:

Indicate whether the CoC implementedspecific measures to identify youth

experiencing homelessness in their 2019 PITcount.

Yes

2B-6a. PIT Count–Involving Youth in Implementation.

Applicants must describe how the CoC engaged stakeholders servingyouth experiencing homelessness to: 1. plan the 2019 PIT count; 2. select locations where youth experiencing homelessness are mostlikely to be identified; and 3. involve youth in counting during the 2019 PIT count.(limit 2,000 characters)

(1) The CoC coordinated with Children’s Home Society, Lutheran Services, andthe school districts for both Escambia and Santa Rosa Counties. Meetingsoccurred 3 months in advance engaging all known stakeholders who serveyouth experiencing homelessness leading up to the 2019 PIT. The CoCgleaned information identified in the debriefing notes that came immediatelyafter the 2018 PIT and UCount Homeless Day of Services. Although themethodology did not change, the feedback from 2018 debriefing notes madethe 2019 PIT run with greater efficiency. The CoC deployed Street Outreachteams to the hard-to-reach areas within the CoC's jurisdiction. Media blast wentout via email, Facebook, radio spots, and face to face meetings. (2) Thelocations in which the CoC identified youth came from Escambia and SantaRosa school districts, totaling 140 Unaccompanied Youth. These known siteswere: post-education sites, public libraries, drop-in centers, places where thehomeless congregate to eat, and the U-Count annual event hosted by the CoC,which attracted 33 youth. The U-Count was supported by over 38 providers



from the community that draws hundreds of homeless households to receive ahost of services. This single-site location has been instrumental in not only PITcounts but partners in the community coming together for a common cause. (3)The CoC canvassed known areas prior to the PIT to better understand where todeploy volunteers. The CoC engaged some of the homeless to help in the countand provided homeless survivor kits as an incentive for the homeless toparticipate in the count. The 2019 PIT covered the schools using school liaisonsand drop-in centers. The CoC coordinated with youth advocates andcollaborated with youth providers in our community. The efforts taken by theCoC's key youth agencies and volunteers resulted in a better PIT count of theyouth. The CoC also discovered an agency that specializes in run-away youth,which will be added to help in the 2020 count.

2B-7. PIT Count–Improvements to Implementation.

Applicants must describe the CoC’s actions implemented in its 2019 PITcount to better count: 1. individuals and families experiencing chronic homelessness; 2. families with children experiencing homelessness; and 3. Veterans experiencing homelessness.(limit 2,000 characters)

The 2019 PIT Count covered areas (1) through (3) for the catchment area wasa success. Utilizing HUD’s homeless definition, PIT instrument adjustment,increased volunteers, retention of seasoned volunteers, and no significantchange in the PIT methodology and locations resulted in a reduction inhomelessness compared to 2018. Volunteers that participated in the PIT countslightly increased over the 2019 PIT. The CoC embraced the HUDs definitionfor homelessness not the school systems. The data collected for the schoolsystem were separated. The CoC utilized the debrief notes that came out of the2018 PIT count to increase the effectiveness of the 2019 count. As an example,the PIT instrument was slightly modified, to make it easy for volunteers to endthe survey for those that were not homeless based on HUD’s definition. Thisenabled the CoC to catch more populations of homelessness including thosethat were questionable. The CoC canvassed known areas prior to the PIT tobetter understand where to deploy volunteers. The CoC provided homelesssurvivor kits as an incentive for the homeless to participate in the count whilesupplies lasted. The U-Count event has 35-40 providers from the communitythat draws hundreds of homeless individual and families, both chronic and firstexperiencers, and VETS to receive a host of services. This single site locationhas been instrumental in not only PIT counts but partners in the communitycoming together for a common cause. The CoC re-engaged experiencedvolunteers reducing the need for lengthy training. The count coincided withaggregate feeding stations where the homeless frequent. Shortly after the eventhas ended, the CoC debriefs with partner agencies in the community about howto make improvements for the next year's U-Count and what was effective.



3A. Continuum of Care (CoC) SystemPerformance




*3A-1. First Time Homeless as Reported in HDX.

Applicants must:

Report the Number of First Time Homeless as Reported in HDX. 1,816

3A-1a. First Time Homeless Risk Factors.

Applicants must: 1. describe the process the CoC developed to identify risk factors theCoC uses to identify persons becoming homeless for the first time; 2. describe the CoC’s strategy to address individuals and families at riskof becoming homeless; and 3. provide the name of the organization or position title that isresponsible for overseeing the CoC’s strategy to reduce the number ofindividuals and families experiencing homelessness for the first time.(limit 2,000 characters)

(1) As its process, the CA utilizes Coordinated Entry (CE) full SPDATAssessment Tool for a first time homeless and those that are chronicallyhomeless. This intensive tool helps the case manager triage clients that areengaged. When completed, the tool identifies the risks and an appropriateservice measure that addresses the client’s circumstance. Embedded in the toolare 5 domains, General Information, History of Housing and Homelessness,Risks Factors, Socialization and Daily Functioning, and Wellness. The SPDATprovides a scoring summary for the case manager. The CA has established 5priorities, Unaccompanied Youth, Adults 62 years or older, the ChronicallyHomeless including Veterans, Families with Children, and chronic high users of



medical services. The CE has established DV victims as a high priority (2) TheCoC strategy prioritizes prevention assistance. The CE requires the client, whenpossible, to provide a co-pay. Which encourages greater ownership in theirdetermination. Also, the CoC receives funding from private, state, federal, andcounty resources that prevent homelessness. Additionally, the CoC has afinancial assistance prevention team called Team Blessing. It consists of 6agencies that pool their funding together to aid households with a high financialburden. Information is then collected in HMIS to make sharing of the resourceburden easier. During the assessment, if a client scores a four or less, thisindicates to the CE that the client has the skills to self-resolve, however, theymay lack the necessary resources and are given referrals that divert them awayfrom going deeper into the CE process. This strategy address household at risk.The CE may choose to absorb costs that enable the clients to remain housed.Households are required to complete a financial literacy class which providesstrengthening skills they may use if a situation arises again. (3) CA's ExecutiveDirector is responsible for overseeing the CoCs strategy.

*3A-2. Length of Time Homeless as Reported in HDX.

Applicants must:

Report Average Length of Time Individuals and Persons in Families Remained Homelessas Reported in HDX.

171

3A-2a. Strategy to Reduce Length of Time Homeless.

Applicants must: 1. describe the CoC’s strategy to reduce the length of time individualsand persons in families remain homeless; 2. describe how the CoC identifies and houses individuals and persons infamilies with the longest lengths of time homeless; and 3. provide the name of the organization or position title that isresponsible for overseeing the CoC’s strategy to reduce the length of timeindividuals and families remain homeless.(limit 2,000 characters)

(1)Through the Coordinated Entry (CE), a By-Name list tracks homelesshouseholds across CoC. The list is designed to restrict funds to the homelessbased on the SPDAT Index Tool. The CE determined that those that do notmeet this minimum SPADT Vulnerability Index number have the ability andsupportive networks to self-resolve and are subsequently given pamphlets andreferrals to diversion resources. The By-Name List is measured for responsetimes it takes the CE to house those in need. Then the CE provides anappropriate resource to meet the need based on the availability of funds andaffordable housing. (2) CE staff utilizes a By-Name list cross the entire CoC.The list is monitored daily against the availability of resources and housingoptions. CE coordinates with landlords and other PH options to assist those thatare next to move. The CE has contact information for those on the waitlist. TheCE frequently calls and encourages consumers to check in with CE periodicallyso they know their place on the list. The CE coordinates state, local, and privatefunding to support chronic homeless households and those with longer lengthsof time homeless. The BY-Name List and HMIS both provide the CE with the



data that enables the CE to target households experiencing longer lengths oftime homeless.The CE holds meetings called housing first with community partners to ensurereferrals and acceptance into projects are timely. The CE coordinates withlandlords and property managers to build relationships in the event funding isavailable to house those that are ready. The CE has Coordinated Entry trainingfrom TA providers as well as visit other CoCs to learn CE strategies. This extraemphasis on meetings and training helps the CE reduce the wait timeconsumers experience homelessness. (3)The CA representative John Johnsonis responsible for overseeing the CoC’s strategy.

*3A-3. Successful Permanent Housing Placement and Retention asReported in HDX.

Applicants must:

Percentage

1. Report the percentage of individuals and persons in families in emergency shelter, safe havens, transitional housing,and rapid rehousing that exit to permanent housing destinations as reported in HDX.

58%

2. Report the percentage of individuals and persons in families in permanent housing projects, other than rapidrehousing, that retain their permanent housing or exit to permanent housing destinations as reported in HDX.

81%

3A-3a. Exits to Permanent Housing Destinations/Retention of PermanentHousing.

Applicants must: 1. describe the CoC’s strategy to increase the rate at which individualsand persons in families in emergency shelter, safe havens, transitionalhousing and rapid rehousing exit to permanent housing destinations; 2. provide the organization name or position title responsible foroverseeing the CoC’s strategy to increase the rate at which individualsand persons in families in emergency shelter, safe havens, transitionalhousing and rapid rehousing exit to permanent housing destinations; 3. describe the CoC’s strategy to increase the rate at which individualsand persons in families in permanent housing projects, other than rapidrehousing, retain their permanent housing or exit to permanent housingdestinations; and 4. provide the organization name or position title responsible foroverseeing the CoC’s strategy to increase the rate at which individualsand persons in families in permanent housing projects, other than rapidrehousing, retain their permanent housing or exit to permanent housingdestinations.(limit 2,000 characters)

(1) The CE divert some families from going deeper into the CE’s very limitedresources resulting in alternative permeant housing. The other strategy is thatCE utilizes a By-Name list for the CoC. The list is designed to narrow the focusto those that score high based on vulnerability tool. The list measure responsetimes it takes the CE to house those in need. Services delivery is prioritizedbased on need and availability of funds. (2) Opening Doors CE is responsiblefor overseeing the strategy. (3) Weekly, the CA meets to determine how many



households have moved off and on the list. Also, the CA works closely with theESG, PHAs and the Sec. 8 housing authority to refer homeless families throughthe CoC’s CE. Last year, 25 category 1 and 4 families received PH from thePHA of Santa Rosa. The Sec 8 Housing Authority advocated and received anadditional 14 VASH Vouchers which increased the total number of VASHVouchers to 203. Sec 8 reports that there is a 93% utilization rate. Theplacement resulted in a 15% reduction in Veteran homelessness. The CEstarted a pilot program called ICARE and 1F1Y1H, both initiatives moveindividuals and families directly into PH from the streets. Both programs areLow-Barrier Housing First approaches. Together, ICARE and IF1Y1H annuallymoved 55 households each year into PH. A strategy that the CoC started wasto repurpose funding from private donations, local government, and state. Thisapproach required the CE to take a team approach working with multipleexperienced agencies in the community to wrap sustaining supportive services.The combined initiatives resulted in a 17% reduction in homelessness for ourContinuum of Care. The CoC funded programs are monitored in person 2 timesper year and are required to report the number of persons and families thatmoved to PH and to report lengths of stays greater than 6 months. (4) OpeningDoors CE is responsible for overseeing the strategy.

*3A-4. Returns to Homelessness as Reported in HDX.

Applicants must:

Percentage

1. Report the percentage of individuals and persons in families returning to homelessness over a 6-month period asreported in HDX.

8%

2. Report the percentage of individuals and persons in families returning to homelessness over a 12-month period asreported in HDX.

5%

3A-4a. Returns to Homelessness–CoC Strategy to Reduce Rate.

Applicants must: 1. describe the strategy the CoC has implemented to identify individualsand persons in families who return to homelessness; 2. describe the CoC’s strategy to reduce the rate of additional returns tohomelessness; and 3. provide the name of the organization or position title that isresponsible for overseeing the CoC’s strategy to reduce the rateindividuals and persons in families return to homelessness.(limit 2,000 characters)

(1)The CoC utilizes the HDX System Performance Measure and HMIS tocompare last ending service transactions against any new services requested ayear after exits to permanent housing. Common factors for returns tohomelessness include rent, utilities, or emergency shelter requests within theCoC. The Emg, TH, and PHP from the HDX System Performance showed 880persons went to Permanent Housing and of that number 38 returned tohomelessness which is a 4.3 percent return rate. The CoC also conductscapers reports and look at return rates when sub-awardees are monitored. (2)The CE provides prevention services and coordinates with the local workforce



board for employment assistance and Pensacola State College for educationalopportunities that lead to higher-paying jobs. In addition, the CoC has partneredwith United Way Escambia to apply for a Housing and Financial Stability Grantthat will provide financial counseling to consumers experiencing or those thathave experienced homelessness. The CE provides budgeting and moneymanagement classes which enable the consumer to better spending strategies.(3) Opening Doors Northwest Florida Chief Executive John Johnson isresponsible for overseeing the CoC’s strategy.

*3A-5. Cash Income Changes as Reported in HDX.

Applicants must:

Percentage

1. Report the percentage of individuals and persons in families in CoC Program-funded Safe Haven, transitional housing,rapid rehousing, and permanent supportive housing projects that increased their employment income from entry to exit asreported in HDX.

5%

2. Report the percentage of individuals and persons in families in CoC Program-funded Safe Haven, transitional housing,rapid rehousing, and permanent supportive housing projects that increased their non-employment cash income from entryto exit as reported in HDX.

16%

3A-5a. Increasing Employment Income.

Applicants must: 1. describe the CoC's strategy to increase employment income; 2. describe the CoC's strategy to increase access to employment; 3. describe how the CoC works with mainstream employmentorganizations to help individuals and families increase their cash income;and 4. provide the organization name or position title that is responsible foroverseeing the CoC’s strategy to increase jobs and income fromemployment.(limit 2,000 characters)

(1) The CE completes an intensive assessment specifically focusing on income,non-cash benefits, and health care benefits. Critical questions are asked atintake. CoC funded programs are evaluated annually for performance measureswhere income has been increased or maintained at the point of entry and/orsustained or increased at the exit. Increased income is a performance measurethat is in the CoC’s Written Standards. Individualized care plans are developedfor all households seeking employment or financial hardship assistance. TheCE has hired a SOAR Specialist to assist participants in applying for socialsecurity benefits. Also, the CE works directly with the Lakeview Center, acommunity based mental health provider, to refer clients for SOAR benefits. (2)Those that meet the qualifications are connected to mainstream programsdesigned to help with employment and non-cash benefits. The CE worksdirectly with the Department of Children and Families to enroll eligible clients formainstream benefits. Pathways have the VA grant per-diem with focusses onemployment for veterans. Additionally, there are CoC providers that host jobfairs and are posted on the community’s calendar. (3) The CoC also works withthe local Workforce Board to utilize Workforce Innovation Opportunity Act(WIOA) funds to increase cash income, access to training, and resume writing



workshops. The CE works with WIOA to better understand services andresources. Learned skills are passed on to the clients that come through theCE’s assessment center. Lakeview hires those that are disabled through GulfCoast Enterprises as well. Another project called Jumpstart EmploymentProgram provides on-the-job training to the homeless while also preparing themfor permanent housing. Project 90 has a program called Self-Sufficiency in90days. The CoC works with a for-profit agency called Pace Setters Personnelto higher those in need of employment. (4) CoC’s Executive Director, JohnJohnson.

3A-5b. Increasing Non-employment Cash Income.

Applicants must: 1. describe the CoC's strategy to increase non-employment cash income; 2. describe the CoC's strategy to increase access to non-employmentcash sources; 3. provide the organization name or position title that is responsible foroverseeing the CoC’s strategy to increase non-employment cash income.

(1)The CoC has Vistas to help clients complete their tax return at no cost tothem. The CE completes an intensive assessment specifically focusing onincome, non-cash benefits, and health care benefits. These specific questionsmust be answered at the initial intake. CoC funded programs are evaluatedannually for performance measures where income has been increased ormaintained at the point of entry and/or sustained or increased at the exit.Increased income is a performance measure that is in the CoC’s WrittenStandards. Individualized case plans are developed for all households seekingemployment or financial hardship assistance. (2)The CE has 3 SOARrepresentatives to assist clients will applying for SSI/SSDI. The CE works withthe local state office to ensure those that are eligible apply for Foodstamps andcash assistance. Those that meet the qualifications are connected tomainstream programs designed to help with employment and non-cashbenefits. Also, the CE works directly with the Lakeview Center, a communitybased mental health provider, to refer clients for SOAR benefits as well. Thecombined efforts resulted in 14 homeless men and women receiving SocialSecurity Benefits. (3) The Opening Doors Northwest Florida is responsible foroverseeing the CoC’s strategy to increase non-employment income.

3A-5c. Increasing Employment. Attachment Required.

Applicants must describe how the CoC: 1. promoted partnerships and access to employment opportunities withprivate employers and private employment organizations, such as holdingjob fairs, outreach to employers, and partnering with staffing agencies;and 2. is working with public and private organizations to provide meaningful,education and training, on-the-job training, internship, and employmentopportunities for residents of permanent supportive housing that furthertheir recovery and well-being.(limit 2,000 characters)

The CE works with a for-profit agency called Pace Setters and the Workforce



Board to utilize Workforce Innovation Opportunity Act (WIOA) funds to increasecash income and access to training. Workforce boards provide job readinesstraining and resume preparation. Second Chance another CoC leader providesjob opportunities for the homeless in various areas such as mechanics andsmall engine repair. REAP is another CoC leader that provides job coaching forthose that are exiting the jail system. The CE Opening Doors NWFL and thelocal Workforce Board Career Source Escarosa are jointly responsible foroverseeing the CoCs strategy. 90 Works, another CoC leader providesemployment assistance for veterans. The moto is self-sufficiency in 90 days.Pathways for Change receives a grant per diem to employ homeless veterans.The CoC FQHC Clinic host job fairs to employ those with health skills. The CEsupports a local project called Jumpstart Employment program specifically forthe homeless. This program is an example of innovation through the use of CoCfunds to employe the homeless to teach meaningful job skills and permanenthousing preparation. The Jumpstart graduates 12-20 men per year.

3A-5d. Promoting Employment, Volunteerism, and Community Service.

Applicants must select all the steps the CoC has taken to promoteemployment, volunteerism and community service among peopleexperiencing homelessness in the CoC’s geographic area:

1. The CoC trains provider organization staff on connecting program participants and people experiencing homelessness witheducation and job training opportunities.

2. The CoC trains provider organization staff on facilitating informal employment opportunities for program participants and peopleexperiencing homelessness (e.g., babysitting, housekeeping, food delivery).

3. The CoC trains provider organization staff on connecting program participants with formal employment opportunities.

4. The CoC trains provider organization staff on volunteer opportunities for program participants and people experiencinghomelessness.

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

6. The CoC works with community organizations to create opportunities for civic participation for people experiencinghomelessness (e.g., townhall forums, meeting with public officials).

7. Provider organizations within the CoC have incentives for employment.

8. The CoC trains provider organization staff on helping program participants budget and maximize their income to maintainstability in permanent housing.

3A-6. System Performance MeasuresData–HDX Submission Date

Applicants must enter the date the CoCssubmitted its FY 2018 System Performance

Measures data in HDX. (mm/dd/yyyy)

05/28/2019



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




3B-1. Prioritizing Households with Children.

Applicants must check each factor the CoC currently uses to prioritizehouseholds with children for assistance during FY 2019.

1. History of or Vulnerability to Victimization (e.g. domestic violence, sexual assault, childhood abuse)X

2. Number of previous homeless episodesX

3. Unsheltered homelessnessX

4. Criminal History

5. Bad credit or rental history

6. Head of Household with Mental/Physical DisabilityX

3B-1a. Rapid Rehousing of Families with Children.

Applicants must: 1. describe how the CoC currently rehouses every household of familieswith children within 30 days of becoming homeless that addresses bothhousing and service needs; 2. describe how the CoC addresses both housing and service needs toensure families with children successfully maintain their housing once



assistance ends; and 3. provide the organization name or position title responsible foroverseeing the CoC’s strategy to rapidly rehouse families with childrenwithin 30 days of them becoming homeless.(limit 2,000 characters)

(1) The CE utilize the VI-SPDAT tool to determine vulnerability in conjunctionwith other tools to address the critical areas that if unaddressed would result inreturns to homelessness. Such as childcare or enrollment in school once RRHis achieved. The CE contracts with sub awardees to process cases as fundsand affordable housing are available. The CE has adopted a prioritization matrixto quickly move households off the list and into housing within 30 days. Eachweek, the CE contacts waiting list households to ensure the need is still there.CE team members meet to determine which households are next to move intohousing. The CE restricts RRH funds to the bi-name list. Veteran householdsare covered by our SSVF provider that house veterans within 30 days ofreferral. Youth housing is coordinated with 2 of the CoC’s partner agencies. (2)The CE staff attends multiple meetings each month to gain knowledgeregarding available or discontinued resources to better serve households inneed. The CE is also well connected to the local workforce board where trainingand employment opportunities may be accessed. The CE has a Board CertifiedCredit Counselor. Households are required to attend financial literacy classes.Budgeting, money management strategies and resource connections arediscussed with the households during these workshops. Additionally, those thatwish to raise their credit score receive the help they need. The CE has SOARstaff to assist households in applying for Social Security Benefits. Soon, the CEwill have family counselors to take more of a clinical and holistic approach toserve households targeting youth and families. The CE has MSW internsworking on developing individual and family counseling groups. CoC fundedprograms are monitored in person at least 2 times per year and are required toreport the number of persons and families that moved to PH. (3)The responsibleperson is the Director of Case Management for the CE.

3B-1b. Antidiscrimination Policies.

Applicants must check all that apply that describe actions the CoC istaking to ensure providers (including emergency shelter, transitionalhousing, and permanent housing (PSH and RRH)) within the CoC adhereto antidiscrimination policies by not denying admission to or separatingany family members from other members of their family or caregiversbased on any protected classes under the Fair Housing Act, andconsistent with 24 CFR 5.105(a)(2) – Equal Access to HUD-Assisted or -Insured Housing.

1. CoC conducts mandatory training for all CoC- and ESG-funded housing and services providers on these topics.X

2. CoC conducts optional training for all CoC- and ESG-funded housing and service providers on these topics.X

3. CoC has worked with ESG recipient(s) to adopt uniform anti-discrimination policies for all subrecipients.X



4. CoC has worked with ESG recipient(s) to identify both CoC- and ESG-funded facilities within the CoC geographic area thatmight be out of compliance and has taken steps to work directly with those facilities to come into compliance.

3B-1c. Unaccompanied Youth Experiencing Homelessness–AddressingNeeds.

Applicants must indicate whether the CoC’s strategy to address theunique needs of unaccompanied youth experiencing homelessness whoare 24 years of age and younger includes the following:

1. Unsheltered homelessness Yes

2. Human trafficking and other forms of exploitation Yes

3. LGBT youth homelessness Yes

4. Exits from foster care into homelessness Yes

5. Family reunification and community engagement Yes

6. Positive Youth Development, Trauma Informed Care, and the use of Risk and Protective Factors in assessing youthhousing and service needs

Yes

3B-1c.1. Unaccompanied Youth Experiencing Homelessness–PrioritizationBased on Needs.

Applicants must check all that apply that describes the CoC’s currentstrategy to prioritize unaccompanied youth based on their needs.

1. History of, or Vulnerability to, Victimization (e.g., domestic violence, sexual assault, childhood abuse)X

2. Number of Previous Homeless EpisodesX

3. Unsheltered HomelessnessX

4. Criminal History

5. Bad Credit or Rental History

3B-1d. Youth Experiencing Homelessness–Housing and ServicesStrategies.

Applicants must describe how the CoC increased availability of housingand services for: 1. all youth experiencing homelessness, including creating new youth-focused projects or modifying current projects to be more youth-specificor youth-inclusive; and 2. youth experiencing unsheltered homelessness including creating newyouth-focused projects or modifying current projects to be more youth-specific or youth-inclusive.(limit 3,000 characters)



(1) Children’s Home Society (CHS), a CoC partner, receives two grants thathouse homeless youth. The project had 105 exits, of that, 86 percent had apermanent housing destination. The funding provides for host home recruitmentand transitional housing, life skills training, employment, and educationalassistance to youth aged 16-21. The CE works in partnership with the youthcoalition which meets monthly to address outreach strategies and identifysolutions for youth access and inclusion. The CE is working in partnership withthe Sec 8 Housing Authority to apply for The Family Unification Program. This isa program under which housing assistance is provided under the HousingChoice Voucher (HCV). One of our partner agencies receives funding for hosthomes and private dwellings for youth that also includes employment strategiesand career track education strategies. CHS and Lutheran Services are part ofthe CE’s youth coalition and actively participates in HMIS. The CE works withthe United Way 211 and school district liaison in its jurisdiction so that a referralwith the right intensity, at the right time, is supported with the right resource.Both school districts participate in CE to identify the youth. (2) Exhaustiveefforts are made to connect youth with appropriate housing resources.Unaccompanied youth is designated as a High Priority for the CE. Additionally,CHS has applied for a Street Outreach grant of $150k to provide casemanagement, linking, counseling and other street outreach services that targetmoving youth off the streets and into housing. Currently, CHS has 12 beds tohouse youth. The CE applied bonus in this NOFA to expand CE services tobetter reach and provide greater awareness for youth experiencinghomelessness. The CE has MSW interns working on developing individualcounseling groups and has hired a youth case manager to focus on supportingthe youth coalition, finding resources, and creating safe environments for theyouth to live.

3B-1d.1. Youth Experiencing Homelessness–Measuring Effectiveness ofHousing and Services Strategies.

Applicants must: 1. provide evidence the CoC uses to measure each of the strategies inquestion 3B-1d. to increase the availability of housing and services foryouth experiencing homelessness; 2. describe the measure(s) the CoC uses to calculate the effectiveness ofboth strategies in question 3B-1d.; and 3. describe why the CoC believes the measure it uses is an appropriateway to determine the effectiveness of both strategies in question 3B-1d.(limit 3,000 characters)

(1) The CE utilizes a Self-Sufficiency Outcome Matrix tool (SSOM) to measureperformance outcomes across 24 human domains. CHS’s M-Power Programutilizes Trauma-Informed Care, Motivational Interviewing, the Sanctuary Modelfor residential programs, and Trauma-Focused Cognitive Behavioral Therapyfor youth that desire mental health counseling. RHYMIS APR, annual PITresults, reporting findings from the school districts are other measuringstrategies. (2) The measurement performance the CoC uses to calculate theeffectiveness of strategies can be seen in one project that serves youth whichexperienced an 87% housing stability in TBRA for 25 households across a 12-month period. And another project called M-Power, which utilizes an evidence-based model called the Daniel Memorial Life Skills Inventory. The RHYMISreporting system is how the CoC measures the effectiveness of the strategy for



the M-Power project. RHYMIS evaluates safe appropriate exits, servicesprovided, completion of exits, the living situation at exits, demographics, andmore. For example, there were 105 exits from the program, of that 91 youthexited to permanent housing. This was an 87 percent success rate. (3) TheCoC believes the measures it uses are an appropriate way to determine projecteffectiveness by comparing annual Point-In-Time data for homeless youth andtrends year after year. The CoC is able to see the effectiveness of thestrategies that have been implemented to reduce youth homelessness. Theresulting data then becomes the CoC’s report card. The CoC believes themeasure(s) used are appropriate because CHS utilizes nationally recognizedbest practice models, RHYMIS, which is a mandatory reporting system forgrantees.

3B-1e. Collaboration–Education Services.

Applicants must describe:

1. the formal partnerships with: a. youth education providers; b. McKinney-Vento LEA or SEA; and c. school districts; and

2. how the CoC collaborates with: a. youth education providers; b. McKinney-Vento Local LEA or SEA; and c. school districts.(limit 2,000 characters)

(1)a. Formal partnerships with youth providers include Head Start, LutheranServices, and Children’s Home Society. The Coordinated Entry (CE) works withthe Youth Coalition, though it is not formalized at this time. The Youth Coalitionconsists of over 15 agencies whose purpose is to coordinate youth services. b.Mckinney-Vento for both counties has established an education liaison in theschool system to ensure student enroll immediately in the local school andwhen all possible that students are able to maintain at their school of origin.Santa Rosa County has a data clerk in positioned in every school. c. The CEhas formal agreements with both Escambia and Santa Rosa School Districts.(2) a. Lutheran Services and Children’s Home Society, as well as CommunityAction Program Head Start, are all education support providers. The CE is alsoworking to formalize a Youth Coalition comprised of private and faith-basedagencies. (CHS) has an existing agreement with the CE to receive referrals andcoordinate services. CHS provides host home housing for youth. LutheranServices of North West Florida has a shelter for youth. Lakeview Center hasvarious contracts whereby they provide a host of services that include shelterfor youth. The CoC works with the state to administer a Tenant-Based RentalAssistance (TBRA) for Santa Rosa County. Santa Rosa will receive 25 TBRAvouchers over the next year. The CoC has a written agreement with McKinney-Vento liaisons from both jurisdictions in its coverage area. The CoCrepresentative has presented to the school board to address TBRA Vouchers toreduce homelessness for children. c. Through the Title One contract, the CEcoordinates with guidance counselors to provide services to youth that areexperiencing homelessness. The CE provides district-wide awareness andinformation regarding financial resources that are available to keep school-aged



children enrolled in school at their school of record.

3B-1e.1. Informing Individuals and Families Experiencing Homeless aboutEducation Services Eligibility.

Applicants must describe policies and procedures the CoC adopted toinform individuals and families who become homeless of their eligibilityfor education services.(limit 2,000 characters)

The CA has approved written standards that have been adopted to utilize ahousing By-Name list. When families are identified and designated as homelessthrough the CE process, case managers ask if the consumer is interested inpursuing educational opportunities. Where there are school-aged children in thehousehold, referrals are immediately made to the school liaisons. For applicantswithout children, information to our local college and vocational-technicalschools are provided. Those interested in pursuing educational opportunitiesare given a letter from the CA that will enable the potential homeless student toaccess college courses free of charge. Education counselors assist the clientswith applying for the Pell Grant and other educational opportunities. The CoCworks to help the student achieve and maintain stable housing. Agedappropriate students applying for the federal Pell Grant must first fill out andsubmit the Free Application for Federal Student Aid (FAFSA). The CA invitesthe local state college to be a spotlight speaker at least once a year to discusseducational opportunities that are available. The CA also invites the localworkforce board to speak at least once a year to discuss the WIOA (WorkforceInnovation and Opportunity Act) Program. The speaking engagements aides theCA in getting the educational opportunities out to the CoC coverage area.

3B-1e.2. Written/Formal Agreements or Partnerships with Early ChildhoodServices Providers.

Applicant must indicate whether the CoC has an MOU/MOA or other typesof agreements with listed providers of early childhood services andsupports and may add other providers not listed.

MOU/MOA Other Formal Agreement

Early Childhood Providers Yes Yes

Head Start Yes Yes

Early Head Start Yes Yes

Child Care and Development Fund Yes Yes

Federal Home Visiting Program No No

Healthy Start No Yes

Public Pre-K Yes Yes

Birth to 3 years No Yes

Tribal Home Visting Program No No

Other: (limit 50 characters)



3B-2. Active List of Veterans Experiencing Homelessness.

Applicant must indicate whether the CoCuses an active list or by-name list to identify

all veterans experiencing homelessness inthe CoC.

Yes

3B-2a. VA Coordination–Ending Veterans Homelessness.

Applicants must indicate whether the CoC isactively working with the U.S. Department of

Veterans Affairs (VA) and VA-fundedprograms to achieve the benchmarks andcriteria for ending veteran homelessness.

Yes

3B-2b. Housing First for Veterans.

Applicants must indicate whether the CoChas sufficient resources to ensure eachveteran experiencing homelessness is

assisted to quickly move into permanenthousing using a Housing First approach.

Yes

3B-3. Racial Disparity Assessment. Attachment Required.

Applicants must: 1. select all that apply to indicate the findings from the CoC’s RacialDisparity Assessment; or 2. select 7 if the CoC did not conduct a Racial Disparity Assessment.

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

2. People of different races or ethnicities are less likely to receive homeless assistance.

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

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

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

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

7. The CoC did not conduct a racial disparity assessment.

3B-3a. Addressing Racial Disparities.



Applicants must select all that apply to indicate the CoC’s strategy toaddress any racial disparities identified in its Racial DisparitiesAssessment:

1. The CoC is ensuring that staff at the project level are representative of the persons accessing homeless services in theCoC. X

2. The CoC has identified the cause(s) of racial disparities in their homeless system.X

3. The CoC has identified strategies to reduce disparities in their homeless system.X

4. The CoC has implemented strategies to reduce disparities in their homeless system.X

5. The CoC has identified resources available to reduce disparities in their homeless system.X

6: The CoC did not conduct a racial disparity assessment.



4A. Continuum of Care (CoC) AccessingMainstream Benefits and Additional Policies




4A-1. Healthcare–Enrollment/Effective Utilization

Applicants must indicate, for each type of healthcare listed below, whetherthe CoC assists persons experiencing homelessness with enrolling inhealth insurance and effectively utilizing Medicaid and other benefits.

Type of Health Care Assist withEnrollment

Assist withUtilization of

Benefits?

Public Health Care Benefits(State or Federal benefits, Medicaid, Indian Health Services)

Yes Yes

Private Insurers: Yes Yes

Non-Profit, Philanthropic: Yes Yes

Other: (limit 50 characters)

4A-1a. Mainstream Benefits.

Applicants must:1. describe how the CoC systematically keeps program staff up to dateregarding mainstream resources available for program participants (e.g.,Food Stamps, SSI, TANF, substance abuse programs) within thegeographic area; 2. describe how the CoC disseminates the availability of mainstreamresources and other assistance information to projects and how often; 3. describe how the CoC works with projects to collaborate withhealthcare organizations to assist program participants with enrolling in



health insurance;4. describe how the CoC provides assistance with the effective utilizationof Medicaid and other benefits; and5. provide the name of the organization or position title that is responsiblefor overseeing the CoC’s strategy for mainstream benefits.(limit 2,000 characters)

(1) The CoC has agreements with city and county jurisdictions. The CoCadministers TANF. The State DCF office provides updates periodically andquarterly community meetings regarding mainstream resources. The CoC’sstate representative provides frequent updates regarding access to food stampsand other non-cash assistance. The CoC’s CE office has been established as asite where applicants may apply for Food stamps, cash assistance and otherresources from the state. The CoC has hired a SOAR Specialist to help thosethat are eligible obtain SSI/SSDI benefits. (2) Monthly, the CoC works closelywith representation from 2 mainstream providers, the local Workforce Boardand the SNAP program office to disseminate down information learned. Theirpresence enables the CoC to receive the latest in policy changes that comedown to us from the state. The CoC also has a working relationship with thelocal Social Security Administration. This working relationship enables the CoCto move SOAR cases and requests for Social Security Cards with easebecause we have a point of contact in this office. The CoC is better at informingour partner agencies as updates or issues arise. The CoC has establishedwritten standards that are communicated throughout the CoC and are adoptedwhen the CoC sub-awards funding. Successful achievement in mainstreambenefits is a key performance measure for those agencies seeking fundingthrough the CoC. (3) The community clinic receives homeless funding throughDept. of HHS. The CoC also has health navigators that assist those that needhelps with enrolling in health insurance and Medicaid. (4) The CoC has arepresentative that sits on the board of the community’s largest clinic. The clinicis an FQHC and it hosts quarterly meetings. Access and utilization arediscussion topics. The clinic also has high-level board members from both ofthe area’s largest hospitals. This makes coordination of services easy. (5)CoC's Ex-Director is responsible.

4A-2. Lowering Barriers to Entry Data:

Applicants must report:

1. Total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, andTransitional Housing projects the CoC has ranked in its CoC Priority Listing in FY 2019 CoC Program Competition.

3

2. Total number of new and renewal CoC Program-funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, andTransitional Housing projects the CoC has ranked in its CoC Priority Listing in FY 2019 CoC Program Competition thatreported that they are lowering barriers to entry and prioritizing rapid placement and stabilization to permanent housing.

3

Percentage of new and renewal PSH, RRH, Safe-Haven, SSO non-Coordinated Entry projects the CoC has ranked in its CoCPriority Listing in the FY 2019 CoC Program Competition that reported that they are lowering barriers to entry and prioritizing

rapid placement and stabilization to permanent housing.

100%

4A-3. Street Outreach.

Applicants must: 1. describe the CoC’s street outreach efforts, including the methods it



uses to ensure all persons experiencing unsheltered homelessness areidentified and engaged; 2. state whether the CoC’s Street Outreach covers 100 percent of theCoC’s geographic area; 3. describe how often the CoC conducts street outreach; and 4. describe how the CoC tailored its street outreach to personsexperiencing homelessness who are least likely to request assistance.(limit 2,000 characters)

(1) CoC has several resource centers that provide information and services.Street Survival guides are given to the homeless. CoC has multiple teams in thecommunity from various disciplines that engage the homeless, such teams areyouth, veterans, mental health, and health care in partnership with the CE. TheFQHC has health navigators stationed at the hospital. The Street Outreach(SO) activities predominately take place in Escambia County where 98% of theUN-sheltered homeless are located. The other 2% occurs in Santa RosaCounty where the SO visit known locations and coordinate with serviceproviders such as the school district and Catholic Charities. (2) The SO covers100 percent of the geographic area. (3) The CE has provided police officers andEMS with resource cards to give to the homeless with the CE contact number.The SO staff visits the known encampments, congregate sites, and day shelterat least two times per week on a regular basis to establish trust and build therelationship. The CE also dispatches SO when calls are made to the CE office.(4) For hard to reach sites, the CA’s SO has tailored the effort to work with well-known formerly and homeless individuals as well as advocates for introductionsand assistance for hard to reach geographically difficult locations. Teammembers from the health and mental health professions partner together withthe CoC’s Outreach staff to visit those needing special care. Persons interestedin services and moving into permanent housing are brought to the agency tocomplete a vulnerability assessment and begin CE process. Existing Spanishspeaking staff assists the SO staff with interpretation if needed and the agencypartners with the Disability Resource Center for services for the deaf or hard ofhearing. Santa Rosa County outreach involves contact with service providersand direct engagement upon discovery of UN-sheltered individuals and families.

4A-4. RRH Beds as Reported in HIC.

Applicants must report the total number of rapid rehousing beds available to serve all household types as reported in the Housing Inventory Count(HIC) for 2018 and 2019.

2018 2019 Difference

RRH beds available to serve all populations in the HIC 133 197 64

4A-5. Rehabilitation/Construction Costs–NewProjects.

Applicants must indicate whether any newproject application the CoC ranked and

submitted in its CoC Priority Listing in the FY

No



2019 CoC Program Competition is requesting$200,000 or more in funding for housing

rehabilitation or new construction.

4A-6. Projects Serving Homeless under OtherFederal Statutes.

Applicants must indicate whether the CoC isrequesting to designate one or more of itsSSO or TH projects to serve families with

children or youth defined as homeless underother federal statutes.

No



4B. Attachments

Instructions:Multiple files may be attached as a single .zip file. For instructions on how to use .zip files, areference document is available on the e-snaps training site:https://www.hudexchange.info/resource/3118/creating-a-zip-file-and-capturing-a-screenshot-resource

Document Type Required? Document Description Date Attached

_FY 2019 CoC CompetitionReport (HDX Report)

Yes Sys Performance 09/13/2019

1C-4.PHA AdministrationPlan–Moving On MultifamilyAssisted Housing Owners’Preference.

No

1C-4. PHA Administrative PlanHomeless Preference.

No Partnership MOU 09/30/2019

1C-7. Centralized orCoordinated AssessmentSystem.

Yes Coordinated Asses... 09/12/2019

1E-1.Public Posting–15-DayNotification Outside e-snaps–Projects Accepted.

Yes Public Posting–15... 09/12/2019

1E-1. Public Posting–15-DayNotification Outside e-snaps–Projects Rejected orReduced.

Yes Public Posting–15... 09/12/2019

1E-1.Public Posting–30-DayLocal Competition Deadline.

Yes Competition Deadl... 09/13/2019

1E-1. Public Posting–LocalCompetition Announcement.

Yes Public Notice 09/13/2019

1E-4.Public Posting–CoC-Approved ConsolidatedApplication

Yes News Journal Publ... 09/30/2019

3A. Written Agreement withLocal Education or TrainingOrganization.

No Training Organiza... 09/30/2019

3A. Written Agreement withState or Local WorkforceDevelopment Board.

No Workforce Grant 09/30/2019

3B-3. Summary of RacialDisparity Assessment.

Yes Racial Disparities 09/30/2019

4A-7a. Project List-Homelessunder Other Federal Statutes.

No

Other No Workforce Board E... 09/30/2019

Other No



Other No



Attachment Details

Document Description: Sys Performance

Attachment Details

Document Description:

Attachment Details

Document Description: Partnership MOU

Attachment Details

Document Description: Coordinated Assessment System

Attachment Details

Document Description: Public Posting–15-Day Notification

Attachment Details

Document Description: Public Posting–15-Day Notification Reduced



Attachment Details

Document Description: Competition Deadline Public Notice

Attachment Details

Document Description: Public Notice

Attachment Details

Document Description: News Journal Public Posting

Attachment Details

Document Description: Training Organization

Attachment Details

Document Description: Workforce Grant

Attachment Details



Document Description: Racial Disparities

Attachment Details


Attachment Details

Document Description: Workforce Board Escarosa

Attachment Details


Attachment Details




Submission Summary

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

Page Last Updated

1A. Identification 09/13/2019

1B. Engagement 09/30/2019

1C. Coordination 09/27/2019

1D. Discharge Planning No Input Required

1E. Local CoC Competition 09/30/2019

1F. DV Bonus No Input Required

2A. HMIS Implementation 09/30/2019

2B. PIT Count 09/30/2019

3A. System Performance 09/30/2019

3B. Performance and Strategic Planning 09/30/2019

4A. Mainstream Benefits and AdditionalPolicies

09/30/2019

4B. Attachments 09/30/2019



Submission Summary No Input Required



Summary Report for FL-511 - Pensacola/Escambia, Santa Rosa Counties CoC

Measure 1: Length of Time Persons Remain Homeless

a. This measure is of the client’s entry, exit, and bed night dates strictly as entered in the HMIS system.

Universe (Persons)

Average LOT Homeless (bed nights)

Median LOT Homeless (bed nights)

SubmittedFY 2017 FY 2018 Submitted

FY 2017 FY 2018 Difference SubmittedFY 2017 FY 2018 Difference

1.1 Persons in ES and SH 2660 2385 80 94 14 11 13 2

1.2 Persons in ES, SH, and TH 2973 2748 137 171 34 21 23 2

b. This measure is based on data element 3.17.

Metric 1.1: Change in the average and median length of time persons are homeless in ES and SH projects. Metric 1.2: Change in the average and median length of time persons are homeless in ES, SH, and TH projects.

This measures the number of clients active in the report date range across ES, SH (Metric 1.1) and then ES, SH and TH (Metric 1.2) along with their average and median length of time homeless. This includes time homeless during the report date range as well as prior to the report start date, going back no further than October, 1, 2012.

This measure includes data from each client’s Living Situation (Data Standards element 3.917) response as well as time spent in permanent housing projects between Project Start and Housing Move-In. This information is added to the client’s entry date, effectively extending the client’s entry date backward in time. This “adjusted entry date” is then used in the calculations just as if it were the client’s actual entry date.

The construction of this measure changed, per HUD’s specifications, between FY 2016 and FY 2017. HUD is aware that this may impact the change between these two years.

FY2018 - Performance Measurement Module (Sys PM)

9/10/2019 5:43:30 PM 1

Universe (Persons)

Average LOT Homeless (bed nights)

Median LOT Homeless (bed nights)

SubmittedFY 2017 FY 2018 Submitted

FY 2017 FY 2018 Difference SubmittedFY 2017 FY 2018 Difference

1.1 Persons in ES, SH, and PH (prior to “housing move in”) 2810 2471 181 232 51 27 25 -2

1.2 Persons in ES, SH, TH, and PH (prior to “housing move in”)

3139 2851 268 339 71 61 56 -5


9/10/2019 5:43:30 PM 2

Measure 3: Number of Homeless Persons

Metric 3.1 – Change in PIT Counts

Measure 2: The Extent to which Persons who Exit Homelessness to Permanent Housing Destinations Return to Homelessness

Total # of Persons

who Exited to a

Permanent Housing

Destination (2 Years

Prior)

Returns to Homelessness in Less

than 6 Months

Returns to Homelessness from 6

to 12 Months

Returns to Homelessness from

13 to 24 MonthsNumber of Returns

in 2 Years

FY 2018 % of Returns FY 2018 % of Returns FY 2018 % of Returns FY 2018 % of Returns

Exit was from SO 70 11 16% 2 3% 3 4% 16 23%

Exit was from ES 423 36 9% 29 7% 26 6% 91 22%

Exit was from TH 132 5 4% 4 3% 5 4% 14 11%

Exit was from SH 0 0 0 0 0

Exit was from PH 333 27 8% 11 3% 25 8% 63 19%

TOTAL Returns to Homelessness 958 79 8% 46 5% 59 6% 184 19%

This measures clients who exited SO, ES, TH, SH or PH to a permanent housing destination in the date range two years prior to the report date range.Of those clients, the measure reports on how many of them returned to homelessness as indicated in the HMIS for up to two years after their initial exit.

After entering data, please review and confirm your entries and totals. Some HMIS reports may not list the project types in exactly the same order as they are displayed below.


9/10/2019 5:43:30 PM 3

This measures the change in PIT counts of sheltered and unsheltered homeless person as reported on the PIT (not from HMIS).

January 2017 PIT Count

January 2018 PIT Count Difference

Universe: Total PIT Count of sheltered and unsheltered persons 758 632 -126

Emergency Shelter Total 218 236 18

Safe Haven Total 0 0 0

Transitional Housing Total 283 251 -32

Total Sheltered Count 501 487 -14

Unsheltered Count 257 145 -112

Metric 3.2 – Change in Annual Counts

This measures the change in annual counts of sheltered homeless persons in HMIS.

SubmittedFY 2017 FY 2018 Difference

Universe: Unduplicated Total sheltered homeless persons 3156 2863 -293

Emergency Shelter Total 2747 2430 -317

Safe Haven Total 0 0 0

Transitional Housing Total 834 797 -37


9/10/2019 5:43:30 PM 4

Measure 4: Employment and Income Growth for Homeless Persons in CoC Program-funded Projects

Metric 4.1 – Change in earned income for adult system stayers during the reporting period


Universe: Number of adults (system stayers) 34 47 13

Number of adults with increased earned income 2 8 6

Percentage of adults who increased earned income 6% 17% 11%

Metric 4.2 – Change in non-employment cash income for adult system stayers during the reporting period



Number of adults with increased non-employment cash income 14 5 -9

Percentage of adults who increased non-employment cash income 41% 11% -30%

Metric 4.3 – Change in total income for adult system stayers during the reporting period



Number of adults with increased total income 16 11 -5

Percentage of adults who increased total income 47% 23% -24%


9/10/2019 5:43:30 PM 5

Metric 4.4 – Change in earned income for adult system leavers


Universe: Number of adults who exited (system leavers) 86 113 27

Number of adults who exited with increased earned income 13 6 -7

Percentage of adults who increased earned income 15% 5% -10%

Metric 4.5 – Change in non-employment cash income for adult system leavers



Number of adults who exited with increased non-employment cash income 16 18 2

Percentage of adults who increased non-employment cash income 19% 16% -3%

Metric 4.6 – Change in total income for adult system leavers



Number of adults who exited with increased total income 26 24 -2

Percentage of adults who increased total income 30% 21% -9%


9/10/2019 5:43:30 PM 6

Measure 5: Number of persons who become homeless for the 1st time

Metric 5.1 – Change in the number of persons entering ES, SH, and TH projects with no prior enrollments in HMIS


Universe: Person with entries into ES, SH or TH during the reporting period. 2883 2479 -404

Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. 751 663 -88

Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time)

2132 1816 -316

Metric 5.2 – Change in the number of persons entering ES, SH, TH, and PH projects with no prior enrollments in HMIS


Universe: Person with entries into ES, SH, TH or PH during the reporting period. 3245 2778 -467

Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. 820 738 -82

Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time.)

2425 2040 -385


9/10/2019 5:43:30 PM 7

Measure 6: Homeless Prevention and Housing Placement of Persons de ined by category 3 of HUD’s Homeless De inition in CoC Program-funded Projects

This Measure is not applicable to CoCs in FY2018 (Oct 1, 2017 - Sept 30, 2018) reporting period.

Measure 7: Successful Placement from Street Outreach and Successful Placement in or Retention of Permanent Housing


Universe: Persons who exit Street Outreach 588 167 -421

Of persons above, those who exited to temporary & some institutional destinations 305 32 -273

Of the persons above, those who exited to permanent housing destinations 37 67 30

% Successful exits 58% 59% 1%

Metric 7a.1 – Change in exits to permanent housing destinations

Metric 7b.1 – Change in exits to permanent housing destinations


9/10/2019 5:43:30 PM 8


Universe: Persons in ES, SH, TH and PH-RRH who exited, plus persons in other PH projects who exited without moving into housing 2574 2125 -449

Of the persons above, those who exited to permanent housing destinations 675 646 -29

% Successful exits 26% 30% 4%

Metric 7b.2 – Change in exit to or retention of permanent housing


Universe: Persons in all PH projects except PH-RRH 62 40 -22

Of persons above, those who remained in applicable PH projects and those who exited to permanent housing destinations 52 31 -21

% Successful exits/retention 84% 78% -6%


9/10/2019 5:43:30 PM 9

FL-511 - Pensacola/Escambia, Santa Rosa Counties CoC

This is a new tab for FY 2016 submissions only. Submission must be performed manually (data cannot be uploaded). Data coverage and quality will allow HUD to better interpret your Sys PM submissions.

Your bed coverage data has been imported from the HIC module. The remainder of the data quality points should be pulled from data quality reports made available by your vendor according to the specifications provided in the HMIS Standard Reporting Terminology Glossary. You may need to run multiple reports into order to get data for each combination of year and project type.

You may enter a note about any field if you wish to provide an explanation about your data quality results. This is not required.

FY2018 - SysPM Data Quality

9/10/2019 5:43:31 PM 10

All ES, SH All TH All PSH, OPH All RRH All Street Outreach

2014-2015

2015-2016

2016-2017

2017-2018

2014-2015

2015-2016

2016-2017

2017-2018

2014-2015

2015-2016

2016-2017

2017-2018

2014-2015

2015-2016

2016-2017

2017-2018

2014-2015

2015-2016

2016-2017

2017-2018

1. Number of non-DV Beds on HIC 237 280 248 215 489 467 457 443 312 323 364 325 21 133

2. Number of HMIS Beds 168 227 186 167 367 344 392 365 170 60 50 244 21 132

3. HMIS Participation Rate from HIC ( % )

70.89 81.07 75.00 77.67 75.05 73.66 85.78 82.39 54.49 18.58 13.74 75.08 100.00 99.25

4. Unduplicated Persons Served (HMIS)

2405 2914 3411 1016 408 479 934 279 77 71 81 82 633 873 533 897 0 0 21 995

5. Total Leavers (HMIS) 2178 2651 3165 820 231 285 534 135 28 17 30 35 503 671 351 494 0 0 12 755

6. Destination of Don’t Know, Refused, or Missing (HMIS)

251 304 397 0 28 50 3 1 2 0 0 5 13 2 0 0 0 0 1

7. Destination Error Rate (%) 11.52 11.47 12.54 0.00 12.12 9.36 2.22 3.57 11.76 0.00 0.00 0.99 1.94 0.57 0.00 0.00 0.13

FY2018 - SysPM Data Quality

9/10/2019 5:43:31 PM 11

Aug 1. 2019

2019 HUD Grant NOFA Opening Doors Continuum of Care

ANNOUNCEMENT OF FUNDING AVAILABILITY

Opening Doors, the Lead Agency for FL-511 Pensacola Escambia/Santa Rosa County Consortium, Continuum of Care announces HUD’s Funding Availability for the 2019 Continuum of Care Program Competition (#FR-6300-N-25) for the State Fiscal Year 19/20 funding period. Opening Doors is seeking requests from prospective sub grantees interested in providing services to the homeless in Escambia and Santa Rosa Counties. Services for homeless families with children, chronically homeless men and women, homeless unaccompanied youth, homeless veterans, and victims fleeing domestic violence are eligible activities. Priorities for the 2019 Continuum of Care Program Competition are:

- Housing First Permanent Housing for Homeless Categories 1 and 4 - Permanent Housing (Rapid Rehousing) - Domestic Violence - Supportive Services Only - Coordinated Entry - HMIS - Expansion of services

CALENDAR OF IMPORTANT DATES

Date Activity

July 3, 2019 Federal release of the CoC NOFA

July 18, 2019 Notice sent to Public

August 2, 2019 at 10:00am CST Prospective Sub-Awardee Briefing: OD 1020 N New Warrington Rd.

August 23, 2019 by 5:00pm CST Submission Deadline for Sub-Awardee’s Project

August 30, 2019 Project Submission to Selection Committee

September 6, 2019 Sub-Award Project Ranking

September 10, 2019 Notice to Sub-Awardees

September 16, 2019 by 5:00pm CST Sub-Awardee Appeal Deadline

September 30, 2019 by 8pm EST Deadline for Grant submission to HUD

TBA Anticipated Date to Post Notice of Grant Award

TBA Anticipated effective date of grant agreement

SUBMIT APPLICATIONS TO

Opening Doors 1020 N New Warrington Rd.

Pensacola, FL 32506

State of Florida 2019 2019 Continuum of Care Program Competition NOFA:

https://files.hudexchange.info/resources/documents/FY-2019-CoC-Program-Competition-NOFA.pdf

https://files.hudexchange.info/resources/documents/FY-2019-CoC-Program-Competition-NOFA.pdf

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Dear WIOA Training/Potential Provider,

The Workforce Innovation and Opportunity Act (WIOA) of 2014 requires all approved training providers to complete an Application for Continued Eligibility for each program offered. Each Training Provider is also required to provide program outcome information for all students or participants enrolled in approved programs, not just workforce sponsored participants. While the training provider agreement is required every two years, the program specific information is required to be updated every year.

Please use the link provided below to complete your application. When you click “SUBMIT” at the end of the document, it will be delivered to my email for further processing. New potential training providers will also use this process to apply for eligibility.

Also attached for your review is our Eligible Training Provider Policy and the current Demand Occupation list.

We look forward to working with all of you as we continue progress toward our common goal of providing our businesses with the skilled workforce they need to grow and thrive for all of us.

If you have any questions, please contact Jim Boyden at (850) 607-8717 or [email protected]

Sincerely,

Sheryl Rehberg Executive Director

Attachments: Training Provider Application Eligible Training Provider Policy Demand Occupation List

mailto:[email protected]

https://careersourceescarosa.formstack.com/forms/continued_renewal_inintial_training_provider_application

https://careersourceescarosa.formstack.com/forms/continued_renewal_inintial_training_provider_application

http://careersourceescarosa.com/wp-content/uploads/2018/03/Administrative-Policy-ETPL-1.pdf

http://careersourceescarosa.com/wp-content/uploads/2018/03/Administrative-Policy-ETPL-1.pdf

https://careersourceescarosa.com/wp-content/uploads/2019/07/Copy-of-2019-2020-Local-Targeted-Occupations-List-TOL.pdf

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Documents

Before Starting the CoC Application - Amazon S3€¦ · Applicant: Pensacola/Escambia, Santa Rosa County CoC FL-511 Project: Pensacola/Escambia, Santa Rosa County CoC 2019 COC_REG_2019_170728