The Indiana Balance of State Continuum of Care IN 502 General Membership Meeting March 27, 2014

1. The Indiana Balance of State Continuum of CareIN 502General Membership MeetingMarch 27, 2014

2. Welcome to the Indiana Balance of State Continuum of Care General Membership Meeting

3. Introductions

4. AGenda HEARTH Act and CoC Governance • Board of Directors Introduction • CoC Committee Structures • General Partnership Agreement and Code of Ethics 2013/2014 NOFA Highlights • Open Forum/Debrief Next Steps

5. Change isn’t Easy Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone get’s busy on the proof. Kenneth Galbraith Sigmoid Curve: the life cycle of a system

6. Change isn’t Easy 2014 2014 2010

7. Establishing and Operating a CoC CoC Responsibilities Coordinating, or be involved in the coordination of all housing & services for homeless persons Coordinating McKinney-Vento funds Establishing and operating the HMIS Establishing & operating, or designating, the centralized or coordinated assessment

8. Purpose of HEARTH Act Consolidate homeless assistance programs Codify the continuum of care planning process Establish a goal of ensuring that families who become homeless return to permanent housing within 20 days Shift from a system built to make people ready for housing to stably housing people with right balance of supportive services

9. HEARTH ACT Core Measures Reduce new episodes of homelessness Reduce new episodes of homelessness Reduce returns to homelessness Reduce lengths of homelessness In other words, make homelessness rare, short in duration and non-reoccuring

10. HEARTH Act Road map

11. Old System only Evaluated Programs Program Program Program Evaluation Program Program Program

12. Homeless Assistance System Evaluation Program Program Program Evaluation Program Program Program

13. Establishing and Operating a CoC Body CoC must establish a Board to act on its behalf • Must adopt and follow written process to select the Board. Process must be reviewed, updated and approved by the CoC at least once every 5 years • Represent the relevant organizations and projects serving homeless subpopulations within the geographic area • Include at least 1 homeless or formerly homeless individual

14. CoC Board of Directors Composition required by HEARTH interim rule: At least one homeless or formerly homeless person Represent sub populations • Chronic Homeless • Serious mental illness • Veterans • Chronic substance abuse (addictions) • Domestic Violence • Families • Youth

15. CoC Board of Directors Composition required by IN 502 CoC Bylaws HEARTH composition requirements PLUS: • Two regional representatives • Five at-large members to represent strategic goals and objectives • Bylaws include provision to expand at-large members to seven • By laws can be found at indianabos.org

16. IN BOS CoC Board Members Homeless or Formerly Homeless • Doug Fletcher, supportive housing tenant Chronic Homeless • Forest Gilmore, Shalom Center and Crawford Apartments Serious Mental Illness • Myra Wilke, Mental Health America of Vigo County Domestic Violence • Laura Berry, Indiana Coalition Against Domestic Violence Families • Rick Moore, Evansville Housing Authority Chronic Substance Abuse • Ray Lay, Formerly Homeless Peer Specialist

17. Board Members Youth • Donna Bollinger, SAFY Veteran • Naomi Nicastro, Marion VA At large • George Guy, Fort Wayne Housing Authority • Sharron Liggins. CoC Northwest Indiana • Luzada Hayes, Aurora • Aimee Jacobson, City of Lafayette • Mary Beth Wott, Federal Home Loan Bank Regional Representatives • Craig Beckley, Heart House Shelter • Kimron Reising, United Caring Shelter

18. CoC Committee Structure Committees Resources and Funding Committee Strategic and Planning Committee Performance and Outcomes Committee Executive Committee

19. IN BOS CoC Mission, Guiding Principles and Purpose Mission and Purpose: • Align with HUD CoC Purpose • HUD Key Outcomes Guiding Principles • Fiscal Stewardship • Commitment to solutions focused on ending homelessness in a consumer driven fashion that aligns with federal, state and local best practices • Commitment to investment in performance measurement and performance based funding • Solicit and incorporate feedback on regional needs and priorities • Ethical commitment to collaboration, respect importance of communication, transparency, accountability and diversity

20. CoC Body Conduct annual gaps analysis of homeless needs and service Provide info required to complete Consolidated Plan within CoC area Consult with recipients and sub-recipients to establish performance targets appropriate for population and program type, monitor recipient and sub-recipients performance, evaluate outcomes, and take action against poor performers Evaluate outcomes of projects funded under ESG and CoC

21. CoC General Membership General Membership is open to all stakeholders and interested persons in the CoC catchment area HEARTH Act requires that the CoC General Membership meet at least once a year • IN BOS CoC goal is to convene the General Membership four times a year To be a voting member, you must abide by • General Membership Agreement • Code of Ethics

22. 2013/2014 CoC NOFA NOFA highlights and key shifts, priorities and funding priorities

23. Continuum of Care Program competition The CoC Program is designed to: Promote community-wide planning and strategic use of resources to address homelessness Improve coordination and integration with mainstream resources and other programs targeted to people experiencing homelessness Improve data collection and performance measurement Allow each community to tailor its program to the particular strengths and challenges within that community.

24. The CoC is not for the Faint-Hearted • The 2013 renewal demand is 5% over the Congressional appropriation for the Continuum of Care Program ($1.7 billion) • 2013 was a year to be even more strategic in funding decisions • The CoC must continue aligning itself with Opening Doors and the HEARTH Act to remain viable

25. The CoC is not for the Faint-Hearted • The growing national renewal demand

26. Annual Renewal Demand The ARD is expanding exponentially IN BOS kept 2013 ARD in check through strategic reallocation in 2012 Cannot impress strongly enough that Congress and HUD are focused on keeping the ARD in check

27. 2013/2014 Competition Registration Registration • CoC’s Annual Renewal Demand = $10,660,499 • Preliminary Pro Rata Need total = $15,621,239 • Maximum Amount Available for Planning = $195,265 • Proposed Reallocation Amount = $1.9 M

28. NOFA Highlights - New Projects All new projects can only be funded through reallocation Only eligible new projects are Permanent Housing • Rapid Rehousing for Households with Children • PSH for individuals and households with children experiencing chronic homelessness New Projects must certify adherence to a Housing First model in the project application • New PSH must target CH

29. 2013 Funding Tier System remained in place • ARD - $10,660,499 • Tier 1 = 95% of ARD - $10,127, 474 • Tier 2 = remaining projects • HUD does not expect to fund all Tier II projects • High Scoring CoCs will receive funds for high priority Tier 2 projects

30. 2013/2014 NOFA Highlights Strategic Resource Allocation • Funds for programs considered to be underperforming, obsolete, or ineffective should be reallocated to new projects that are based on proven or promising models.

31. 2013/2014 NOFA Highlights Ending Chronic Homelessness • Increasing new PSH units • Targeting of existing PSH • Housing First Model

32. 2013/2014 NOFA Highlights Ending Family Homelessness • Rapid Rehousing for families in shelters, streets, or places not meant for human habitation • PSH for families experiencing chronic homelessness • Lower barriers to services in TH and DV

33. 2013/2014 NOFA Highlights Removing Barriers to CoC Resources • Centralized or Coordinated Access System • Prioritize Households most in need

34. 2013/2014 NOFA Highlights Removing Barriers to CoC Resources • Transitional Housing – Using transitional housing for appropriate populations (DV, Youth, and CSA) • Research shows that Transitional Housing is more service intensive than most families need and the criteria for entry is too high • HUD encourages CoCs to carefully review TH models for cost effectiveness, performance and for the number and type of criteria used to determine eligibility and to determine if RR may be a better model for family homelessness

35. 2013/2014 NOFA Highlights Maximizing the use of mainstream resources • CoCs should demonstrate they are maximizing use of all mainstream resources • CoCs should actively prepare for the implementation of the Affordable Care Act (ACA) Building Partnerships • PHAs and Philanthropy Other Priority Populations • Veterans and Homeless Youth

36. Reallocation Strategy Review grant portfolio and right size • Cost effectiveness • Performance and Outcomes • Criteria to access services • Does the program work with the new system to prevent, shorten and end homelessness • Develop creative strategies to use TH buildings as the system transitions to RRH and PSH • Develop a pipeline and resources for RRH and PSH

37. 2013/2014 IN BOS CoC Priorities • Ending CH by increasing PSH units • New PSH for CH • Targeting and preferencing existing PSH • Ending Family Homelessness by increasing RRH • Ending Veterans Homelessness by increasing PSH units

38. IN BOS CoC Priorities • Strategically using TH to focus on victims of domestic violence, substance abuse and youth • Decreasing barriers to housing through coordinated assessment/access and outreach • Using data to drive strategic planning

39. IN-BOS CoC Scoring and Ranking Priority bucket system to rank projects • PSH Renewals • RRH Renewals • TH/SSO renewals furthering CoC priorities • DV, CSA, Youth TH and SSO Outreach • Homeless Management Information System • Coordinated Access Grant/Planning Grant • Reallocated PH • New RRH • New PSH • Small Community Protections • Other TH and SSO renewals

40. Reallocation summary

41. 2013 Competition New projects • One TH to repurpose to RRH (cost neutral) • McCord Apartments (Region 1) • One new PSH project currently in the pipeline (requiring reallocation) • $598,706 Rental Assistance for the Building Block Veterans PSH (Region 6)

42. Going forward Need to use data to better direct CoC funding and target mainstream resources Develop pipeline for RRH and PSH Resource development for RRH Develop performance metrics to evaluate CoC-wide performance Develop a reallocation strategy/plan for CoC

43. 2014/2015 IN BOS coc Planning Project The IN BOS CoC received a $173,320 planning grant from the 2012 Continuum of Care competition • Grant contract was executed last month • CoC-wide system analysis

44. 2014/2015 IN BOS coc Planning project The Planning project will allow the IN BOS CoC to: Fully develop and implement policies and procedures to guide the Balance of State CoC Board Align and leverage resources across the IN BOS Establish and implement an evaluation structure to support and evaluate performance of ESG and CoC funded providers.

45. 2014/2015 IN BOS coc Planning project The planning project will specifically allow for staffing and consulting resources to: Communicate the IN BOS CoC governance and structure with Regional Planning Councils Coordinate with State of Indiana and other entitlement jurisdictions on uses of Emergency Solutions Grant (ESG) allocations and other state and local homelessness resources

46. 2014/2015 IN BOS coc Planning project Provide data and evaluation reports to inform state and local Consolidated Plans Plan and develop a statewide, coordinated assessment/access system Conduct annual service and housing gaps analysis focusing on IN BOS CoC priority populations Evaluating performance outcomes of ESG and CoC funded projects

47. 2014/2015 IN BOS coc Planning Project Provide technical assistance to support project improvement Assist local communities develop plans to end homelessness Develop a reallocation plan to fund permanent housing solutions Coordinating, overseeing, and preparing the HUD application

48. coordinated Assessment and Access system CoC Steering Committed convened a task force to make recommendations to the Board on developing a state-wide Coordinated Assessment/Access system (CAA). IHCDA recently awarded a $114,000 (annual) CoC award for CAA operations

49. coordinated Assessment and Access system Guiding Principles: Triage persons experiencing homelessness to the “best fitting intervention” Create an access system that is easier for persons experiencing homelessness to navigate Create system-wide prevention and diversion opportunities

50. coordinated Assessment and Access system Guiding Principles: Improve system efficiencies Fosters collaboration among homeless assistance providers Preferences the most vulnerable persons living on the street or in shelters Improves the ability of CoC to transform to HEARTH priorities and the goals of the US Interagency Council on the Homeless