County of Riverside Continuum of Care (CoC)dpss.co.riverside.ca.us/files/pdf/homeless/hud-2017/march-16-2017... · County of Riverside DPSS CPS/APS office ... score and feedback from

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Board of Governance (BoG) Meeting March 16, 2017 | 9:30 – 11:30 a.m.

County of Riverside DPSS CPS/APS office 901 E. Ramsey Street, Banning, CA 92220,

Conference Room 1

Steve Falk, Chairperson Leticia DeLara, Vice-chairperson

1. Call to Order: Welcome & Introductions – Roll Call (Sign off)

2. Minutes Approval: a. November 17, 2016

3. Public comment: Members of the Public are encouraged to address the Board. Anyone who wishes to speak must submit a comment request card to the board clerk. Each speaker should begin by identifying themselves for the record and is allowed up to three minutes.

4. New Business: a. County of Riverside Executive Oversight Committee on Homelessness (EOCH)

Jeff Van Wagenen, Managing Director, EDA

Background and purpose Present County’s draft plan to prevent and end homelessness in Riverside County

Public comment on this item only.

b. 2017 HUD CoC Consolidated Application Review and Evaluation Process Jill Kowalski, DPSS

The CoC Program Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act Interim Rule requires local Continuums of Care to establish performance targets appropriate for population and program type, monitor recipient and sub recipient performance, evaluate outcomes, and take action against poor performers (24 CFR 578.7a.6). HUD expects each CoC to implement a thorough review and oversight process at the local level for both new and renewal projects submitted to the HUD-CoC Application Process. Ranking of renewal projects must incorporate data on project performance and effectiveness.

In accordance with the HUD Interim Rule and the California Department of Housing and Community Development (HCD), the County of Riverside CoC 2017 HUD CoC Program Project Review and Ranking Process will also include review and evaluation of the State Department’s newly redesigned State ESG Program, that aims to align with federal ESG and HEARTH goals to: invest in impactful activities based on key performance goals and outcomes; improve geographic distribution of funded activities and continuity of funded activities; and create a streamlined delivery mechanism. The ESG program emphasizes the involvement of local Continuums of Care and ESG entitlement entities in the funding distribution process.

County of Riverside

Continuum of Care (CoC)

Teleconference Access:

866.918.2296

Code: 8752316

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MOTION: Approve the 2017 HUD CoC Consolidated Application Review and Evaluation Process.


c. 2017 HUD CoC Consolidated Application Independent Review Panel Steve Falk, BoG Chair

MOTION: Accept the 2017 HUD CoC Consolidated Application Independent Review Panel.


d. State Emergency Solutions Grant (ESG) funding recommendations

Angelina Coe, BoG member

DPSS released a Request for Proposal on Feb. 16 for the 2017 competition to allocate Emergency Solutions Grant (ESG) funding that is administered by the state Housing and Community Development (HCD). The 2017 HUD Independent Review Panel met on March 8 and made recommendations for funding to the Board of Governance.

MOTION to approve Coachella Valley Rescue Mission receive state ESG funding in the amount of $235,088 to rapidly rehouse 30 new households identified as homeless.

MOTION to approve Martha’s Village and Kitchen receive $200,000 in state ESG funding to provide 120 emergency shelter beds that will serve approximately 450 people annually.

MOTION to approve Path of Life receive state ESG funding in the amount of $161,800 to create two new countywide Housing Locator positions and rapidly rehouse 8 new households identified as homeless.


e. Riverside County: First large county in the nation to reach “functional zero” in ending

Veteran homelessness Karyn Young-Lowe, board member

f. 2016 HUD CoC Program Consolidated Application: Score and HUD debrief

Jill Kowalski, DPSS Presentation on the 2016 HUD application results, score and feedback from HUD. Information only.


g. Board of Governance 2017 HUD CoC Program Consolidated Application Workshop Jill Kowalski, DPSS

DPSS is proposing to schedule two special workshops on April 13 and May 18 to educate the Board of Governance on the HUD CoC Application process and decisions they will make related to the application.

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MOTION to approve two special HUD application workshops for the Board of Governance to be held on April 13 and May 18 at a time and date to be determined.

5. Old Business: None

6. BoG Member Comments

7. Call for Agenda Items for Next Meeting

8. Next Meeting: The next scheduled meeting is June 15, 2017, 9:30 - 11:30 a.m. at the DPSS CPS Office at 901 E. Ramsey Street, Banning CA.

9. Adjournment

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Board of Governance Meeting March 16, 2017

Locations of board members who are teleconferencing The following Board of Governance member has confirmed she will call-in to the meeting from the locations indicated:

Board Member: Call-in Location:

Leticia De Lara, CEO

Regional Access Project Foundation

Regional Access Project Foundation 760-674-9992 73-710 Fred Waring Drive #102 Palm Desert, CA 92260

Melissa R. Conrad, LCSW Social Work Executive VA Loma Linda Healthcare System

VA Loma Linda Healthcare System 909-825-7084 ext. 2388 11201 Benton Street/122 Loma Linda, CA 92357 Room # 2B-136

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Item 4 a: County of Riverside Executive Oversight Committee on Homelessness (EOCH) (Information and discussion only).

Subject: Presentation of the County’s EOCH draft plan to end and prevent homelessness in Riverside

County.

Contact: Jill Kowalski, Manager, DPSS Homeless Programs Unit ([email protected]).

Background: Riverside County Supervisors Kevin Jeffries and John Tavaglione asked the County Board of Supervisors in April, 2016 to create a multi-disciplinary homeless task force. The Board of Supervisors directed the County’s Executive Office to establish a task force of county agencies to meet regularly to address the issues of homelessness among individuals and families in Riverside County. The Riverside County Executive Oversight Committee on Homelessness (EOCH) was created to formalize the work that began when county agencies started meeting to come up with a plan for potential El Nino weather in 2016. The EOCH includes county agencies and departments that touch the issue of homelessness, including: Riverside County Sheriff, Probation, Riverside University Health System-Behavioral Health, RUHS-Public Health, RUHS- Medical Center, Housing Authority, Dept. of Public Social Services, Code Enforcement, Animal Services, County Counsel and other entities and departments identified by the EOCH as necessary. A copy of the Form 11 dated April 19 is included as a hand-out. A work group of the EOCH made up of representatives of the county departments and agencies has been meeting regularly since April to develop recommendations and a draft plan to end and prevent homelessness in Riverside County. Steve Falk, Chairman of the CoC Board of Governance, was invited to be on both the EOCH and the work group as a representative of the CoC/BOG. Michelle Davis from the City of Riverside and chairwoman of the CoC membership is also participating on the EOCH work group. The EOCH is also partnering with the Western Riverside Council of Governments (WRCOG) and the Coachella Valley Association of Governments (CVAG). A previous draft of the plan was sent to the CoC membership on Feb. 24 for review and comment at the request of the CoC membership. One agency commented that they support the plan. There were no other comments received. The draft plan will be presented to the Board of Supervisors during a board workshop in the spring (date to be determined). The draft plan is included in the documents sent to the Board of Governance for review. Highlights of the plan include:

A Coordinated Effort Using Evidence Based Best Practices Focus on achieving success, without ignoring any sub-population A plan that can be put into action immediately A living document that can be adjusted and refocused, not put on a shelf

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Create a structure that can fit all of the County’s efforts, AND create touch points for our public, private, and non-profit partners

The overarching goals of the plan are:

1. To End Homelessness

2. To Prevent Homelessness

3. To Ensure Funding for homelessness

There are a total of 20 recommendations in the plan to address four primary strategies:

1. Create a Coordinated System for Current Homeless

2. Create a Coordinated System for At-Risk

3. Implement the Coordinated Systems

4. Identify Funding

Specific Areas for Continued Development include:

Cost of Current Homelessness Efforts Cost of Proposed Homelessness Efforts Continue to Develop a MOU for Partner Participation Figure out How to Deal with Redundancy

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Item 4 b: 2017 HUD CoC Program Consolidated Application Review and Evaluation Process

Subject: Board of Governance approval of the review and evaluation process of renewal and new projects to be included in the 2017 HUD CoC Program Consolidated Application for the County of Riverside. Contact: Jill Kowalski, Manager, DPSS Homeless Programs Unit ([email protected]).

The CoC Program Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act Interim Rule requires local Continuums of Care to establish performance targets appropriate for population and program type, monitor recipient and sub recipient performance, evaluate outcomes, and take action against poor performers (24 CFR 578.7a.6). HUD expects each CoC to implement a thorough review and oversight process at the local level for both new and renewal projects submitted to the HUD-CoC Application Process. Ranking of renewal projects must incorporate data on project performance and effectiveness.

In accordance with the HUD Interim Rule and the California Department of Housing and Community Development (HCD), the County of Riverside CoC 2017 HUD CoC Program Project Review and Ranking Process will also include review and evaluation of the State Department’s newly redesigned State ESG Program, that aims to align with federal ESG and HEARTH goals to: invest in impactful activities based on key performance goals and outcomes; improve geographic distribution of funded activities and continuity of funded activities; and create a streamlined delivery mechanism. The ESG program emphasizes the involvement of local Continuums of Care and ESG entitlement entities in the funding distribution process.

The 2017 HUD CoC Program Consolidated Application Review and Evaluation Process was submitted to the CoC membership at its regular meeting on February 22 with revisions noted in the document that include:

Updating the document with 2017 dates; Inserting language directly from HUD’s Opening Doors Strategic Plan to End Homelessness

(where noted in the document); and Increasing the scoring threshold where the Board of Governance may reallocate renewal

projects from 70 points to 90 points (out of a possible 100 points) based on recommendations from HUD.

The CoC membership did not vote on the review process because they wanted more time to review and comment. The document was sent out to the membership on February 24 with a deadline to submit comments no later than March 10. No comments were submitted.

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Item 4 c: 2017 HUD CoC Consolidated Application Independent Review Panel

Subject: The CoC membership nominated and selected two new members to serve on the 2017 HUD CoC Application Independent Review Panel. The Review Panel will review and evaluate renewal and new projects and make recommendations to the Board of Governance to approve for the 2017 application. Contact: Jill Kowalski, Manager, DPSS Homeless Programs Unit ([email protected]).

The two new members selected to the 2017 HUD Consolidated Application Independent Review Panel, as voted by the CoC on Feb. 22 are:

Robin Gilliland, Homeless Outreach Liaison, City of Temecula Lt. Dean Spivacke, Riverside County Sheriff, Jurupa Valley

They will join the current members of the 2017 Independent Review Panel members:

Steve Falk, Community Mission of Hope in Temecula/Murrieta Frankie Riddle, City of Palm Desert Angelina Coe, Executive Director, Shelter from Storm Paul Flores, Director of Community Outreach, Health to Hope Sterlon Sims, Senior Development Specialist, EDA

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Item 4 d: 2017 State Emergency Solutions Grant (ESG) funding recommendations

Subject: The Board of Governance is asked to approve the recommendations of a Request for Proposal on Feb. 16 for the 2017 competition for state Emergency Solutions Grant (ESG) funding that is administered by the state Housing and Community Development (HCD). The 2017 HUD Independent Review Panel met on March 8 and made recommendations for funding to the Board of Governance.


Background: In 2016, the CoC designated DPSS as the “Administrative Entity” of state ESG funding. This funding was administered through the same review and evaluation process as the HUD CoC Program funding.

We were notified by HCD that the deadline to submit the 2017 ESG awards is June 1, 2017. The short timeline for submitting the award package to HCD is:

February 16: State ESG RFP is released. February 22: CoC elects additional Independent Review Panel members. March 3: Deadline to submit proposals March 8: Independent Review Panel meets to review proposal and make recommendations to Board of Governance. March 16: Board of Governance meets to approve proposals to be funded. March 17 to May 15 (dates to be determined): Approved proposals are routed through County Purchasing, Controller’s office and to the Executive Office to be reviewed and approved by the Board of Supervisors. June 1: Award package due to HCD

Funding for Services

The total 2017 State ESG funds allocated to the County of Riverside is $596,888.

Of this, the allocation is broken out by the following:

Total amount 40% required for Rapid rehousing Total available for other activities

$596,888 *$238,756 *$358,132

*ESG Allocation Breakdown California ESG Allocation = $287,314 HUD ESG Allocation = $309,574 Total 2017 Allocation: $596,888

Regulations The State ESG program regulations may be obtained at:http://www.hcd.ca.gov/financial-assistance/emergency-solutions-grant-program/index.html. Federal Emergency Shelter Grants (ESG) Program funds may be used for five program components: street outreach, emergency shelter, rapid re-housing assistance, and HMIS. The County’s use of the State allocation must ensure access to ESG funds by households living in non-entitlement areas, and allocate a minimum of 40% of the funds for Rapid Re-housing activities. Federal ESG Match Required Pursuant to Match rules at 24 CFR 576.201. ESG match is provided by the applicant on a dollar for dollar basis. The eligible applicant will be required to provide evidence of non-federal

http://www.hcd.ca.gov/financial-assistance/emergency-solutions-grant-program/index.html

http://www.hcd.ca.gov/financial-assistance/emergency-solutions-grant-program/index.html

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matching funds equal to at least One Hundred Percent (100%) of the ESG award. Proposals must clearly indicate the source and amount of matching funds. These matching funds may be provided through documented voluntary contributions of time or money. Contributions of volunteered time shall be valued, in alignment with State minimum wage rates, at Ten Dollars ($10) per hour. California ESG Match Requirement: None* *Because there is no match requirement for the state ESG portion, funds will be awarded using a 60% federal (dollar for dollar) and 40% state (no match required) split of ESG funds. Eligible activities: The state requires we use a minimum of 40% ($238,756) of this allocation for Rapid Rehousing. Eligible costs include: Housing Relocation and Stabilization Services which include both financial assistance and services such as housing search and placement, housing stability, mediation, legal services, credit repair, budgeting, and money management. Also eligible and identified as a priority need by the Executive Oversight on Homelessness Work Group are housing locator and capacity building activities to identify a wide range of new and existing temporary and permanent housing beds in order to increase available inventory throughout the County of Riverside. Housing locator and capacity building activities are defined by the EOCH Work Group as: Create a Housing Search and Capacity Building Team of Housing Locators who, with support from a wide-range of community members, focus on finding various affordable housing options for street outreach workers to engage homeless persons in order to help motivate them to pursue an appropriate affordable housing opportunity and work with a housing navigator to obtain and maintain the housing. Housing Search and Capacity Building: Housing Locators, with support from a wide-range of community members, focus on finding various housing options for street outreach workers to engage homeless persons. Engaging a wide-range of community representatives in housing search activities with housing locators will result in an increase of affordable housing opportunities. This allows a street outreach worker to concentrate on developing a relationship that will help the worker motivate a chronically homeless person to pursue an appropriate affordable housing opportunity and work with a housing navigator to obtain and maintain the housing. The remaining ESG funds may be spent on other activities, including: Street Outreach: engagement, case management, emergency health services and mental services, transportation. Emergency Shelter: essential services and shelter operations. HMIS: sub-recipients may pay the costs of contributing data to the CoC’s HMIS. Victim service providers and legal service providers may use ESG funds to pay the costs of establishing and operating a comparable database. Eligible costs include: Purchasing computer hardware and software, equipment, staff salaries for operating HMIS or the comparable database, training and overhead. Independent Review Panel meeting summary: A summary of the evaluation process and recommendations made by the Review Panel is attached as a separate handout. The recommendations made by the Review Panel are: MOTION was made by Angelina Coe to conditionally recommend that the Coachella Valley Rescue Mission receive funding in the amount of $235,088 (an increase of $31,911 more than the original request) contingent upon CVRM agreeing to use the additional funds for rental assistance to serve a total of 30 new households. Motion carried unanimously.

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MOTION was made by Angelina Coe to recommend that Martha’s Village and Kitchen receive $200,000 to provide 120 emergency shelter beds that will serve approximately 450 people annually based on MVK’s agreement to the following conditions: active participation in the Coordinated Entry System (CES ) and implementation of Housing First approach. Motion carried unanimously. MOTION was made by Angelina Coe to conditionally recommend that the Path of Life Rapid Rehousing Project receive funding in the amount of $161,800 based on the following conditions: decrease funding for supplies from $5,660 to $3,000 and add rental assistance in the amount of $31,971 in rental assistance to create eight (8) new Rapid Rehousing units. Motion carried unanimously. Award recommendation summary:

Project

Amount Requested

Rental Assistance

Amount Requested

Rental Assistance

recommended to receive

Number of New

Units/Beds

Amount Recommended

to Receive

Coachella Valley Rescue Mission RRH

$203,177 $94,815 $126,786.00 30 Units $235,088.00

Path of Life RRH $132,489 $0 $31,971.00 8 Units $161,800.00

Martha’s Village & Kitchen Emergency Shelter

$200,000 N/A N/A 120 Beds $200,000.00

TOTAL $596,888.00

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Item 4 e: Riverside County: First large county in the nation to reach “functional zero” in ending Veteran homelessness Subject: At the end of 2016, Riverside County became the first large county in the nation to end homelessness among Veterans by reaching measurable benchmarks to meet “functional zero”, as announced by Community Solutions, a consulting agency that provided assistance to the CoC as part of a national Built for Zero Initiative.


Community Solutions announced in December 2016 that Riverside County had become the first large community in the country to reach Functional Zero, based on the organization’s rigorous definition of a clear and measurable end to veteran homelessness. A team from Community Solutions has worked with Riverside City and County since 2015 as part of its “25 Cities Project” and then “Built for Zero” initiative.

The total number of homeless veterans reported in the 2016 PIT count decreased from 181 in 2013 to 100 in 2016. In addition, the number of homeless veterans housed from a “by name list” has decreased from 200 down to 20. This achievement was possible due to a collaborative and coordinated effort of key partner agencies and the implementation of the county’s Coordinated Entry System (CES). The CoC continues to ensure that Veterans who are eligible for VA services are identified, assessed and referred to appropriate resources, such as HUD-VASH (housing vouchers for Veterans) and the VA’s Supportive Services for Veterans and their Families (SSVF) that provides rapid rehousing to veterans with families, by: Continuing to implement the CES where veterans are matched to appropriate housing and services,

including VASH, SSVF, ESG and CoC programs;

Assigning veterans to housing navigators that help identify housing and help veterans obtain and maintain

permanent housing (PH);

Implementing a Housing First approach that moves veterans into permanent housing as quickly as

possible with the right level of services; and

Ensuring that right level of services is given to veterans, including connections to employment and legal

services if needed.

CoC Program-funded projects also prioritize veterans and their families who cannot be effectively assisted with

VA services. A veteran is prioritized in CES when:

It is determined in weekly coordination meetings of veterans outreach and housing agencies that the

veteran cannot be effectively assisted with VA housing and services and;

Has the same level of need as a non-veteran (as determined using the VI-SPDAT assessment tool).

Page 1 of 6 County of Riverside, CoC: Board of Governance Minutes – 11.17.2016 Draft for Approval

Minutes for County of Riverside Continuum of Care Board of Governance (BoG)

November 17, 2016

9:30 a.m. – 11:30 a.m. County of Riverside Behavioral Health Rustin Conference Center

2085 Rustin Ave, Riverside, CA 92507

Minutes Recorded and Transcribed by Tiffany Nelson, Administrative Services Assistant, DPSS – Homeless Programs Unit

TOPIC PRESENTER ACTION/ OUTCOME

1. Call to Order: Welcome & Introductions

Steve Falk, Chair

The meeting was called to order at 9:38 a.m.

A roll call of the BoG members was conducted. All guests introduced themselves.

Eric Stopher, Deputy County Counsel for the County of Riverside was in attendance to counsel the Board of Governance.

On November 8, 2016 District 3 Board Supervisor, Chuck Washington was reelected to serve another term. He announced his excitement to have four more years to work with community groups like the Continuum of Care.

2. Minutes Approval: Steve Falk Motion was made by Leticia DeLara to approve the minutes from September 15, 2016. Karyn Young-Lowe seconded the motion. Roll Call Vote: Yay – 8; Nay – 0; Abstained – 0. Motion carried.

3. Public Comment: None

4. NEW BUSINESS PRESENTER ACTION/ OUTCOME

4a. Induction of Ray Osborne into BoG private seat

Steve Falk

On October 26, 2016, the Riverside CoC Membership elected Ray Osborne, Executive Director of HomeAid Inland Empire to fill the vacant BoG private seat.

Ray could not join in today’s Board of Governance meeting due to a previously scheduled engagement. The board looks forward to having him on board at the next meeting in March of 2017.

Motion was made by Leticia DeLara to accept Ray Osborne as a new board member of the Riverside CoC Board of Governance. Supervisor Chuck Washington seconded the motion. Roll Call Vote: Yay – 8; Nay – 0; Abstained – 0. Motion carried.

4b. 2017 BoG Meeting Calendar approval

Steve Falk The board discussed having central meeting locations. The 2017 meetings have been scheduled at the Banning DPSS Children and Adult Services Office at 901 E. Ramsey, Banning, CA 92220.

Many board members are traveling from the City of Riverside while some are traveling from the Eastern and Southwestern regions of the county. The possibility of holding the meetings in Moreno Valley was discussed. Direction was given to have Tiffany Nelson, CoC Administrative Support, look into meeting room availability at DPSS’s Staff Development Office on Cactus Avenue in Moreno Valley.


The board was provided a handout of the 2017 calendar with the following meeting schedule: o March 16th o June 15th o (Tentative on July 20th) o (Tentative on August 17th) o September 21st o (Tentative on October 19th) o November 16th

Motion was made by Leticia DeLara to approve the 2017 Board of Governance meeting schedule and direct DPSS to schedule meetings at an available location centrally located in Riverside County. Karyn Young-Lowe seconded the motion. Roll Call Vote: Yay – 8; Nay – 0; Abstained – 0. Motion carried.

4c. Homeless Workshop Presentation and Discussion

Jill Kowalski, DPSS and other presenters

Steve Falk introduced the Panelists for the Homeless Workshop Presentation: o Dr. Joe Colletti, Urban Initiatives Institute, consultant to DPSS o Lynne Brockmeier, Housing Crisis Response Team Manager, HomeConnect (CES) Lead,

Riverside University Health System – Behavioral Health (RUHS-BH) o Michelle Davis, Housing Authority Manager, City of Riverside Community and Economic

Development Department o Karyn Young-Lowe, MSW, President and CEO, LightHouse Social Service Centers o Captain Jason Horton, Riverside County Sheriff’s Department

Steve began to discuss homelessness in Riverside County. He identified the different groups that are addressing the issue as the Continuum of Care (CoC), the Coordinated Entry System (CES), the Homeless Management Information System (HMIS), and the Executive Oversight Committee on Homelessness (EOCH). The EOCH, created in May 2016 and chaired by Captain Horton, is made up of county department directors and designed to integrate existing homelessness systems.

Steve announced that the CoC is currently working on updating its strategic plan with the help of the Planning Committee, which is also assigned with reviewing and updating the Board of Governance Charter. In May 2016 the CoC hosted a Strategic Planning session led by Margaret McFaddin, TDA Consultant, who is contracted by HUD. A SWOT analysis from the Strategic Planning session was shared with the board on slide 8 of the presentation.

What Resources Do We Have? o Slide 10 of the presentation reported the total number of homeless beds in Riverside County

according to the 2016 Housing Inventory Count as 2,853 beds. Supervisor Washington requested a breakdown of where the Emergency Shelters are in Riverside County. Washington, reflecting on communities claiming their neighboring cities are sending over homeless or are only sending to a single shelter, suggested that a resource guide be designed.


2017 Homeless Point in Time Count o Slide 11: The Point in Time Count is on January 24th, 5:30 a.m. to 9:30 a.m. o Sheriff’s Department is taking a lead role (with DPSS) in this year’s count. o Lynne added that the Coachella Valley Association of Governments’ officials have changed

their perspectives on homelessness after volunteering for the Point in Time Count. o Everyone is encouraged to participate!

Housing types o Slides 12 – 13: Karyn Young-Lowe explained the difference between Rapid Rehousing and

Permanent Supportive Housing while confirming that they are both “Permanent Housing”. She presented that there are three challenges when dealing with Permanent Supportive Housing.

- Challenge 1: How we best serve clients once they are housed is more difficult than housing them.

- Challenge 2: Getting landlords to work with us to house these clients - Challenge 3: Clients who work and are employed and are concerned about keeping

their Social Security and Social Security Disability Income. o Lynne added that sometimes the family is as big of a part of the challenge as the solution.

Most Permanent Supportive Housing Clients are coming from experiencing Chronic Homelessness and have ongoing trauma. Lynne provided an example of a client who would make frequent visits to the emergency room and initially refused housing; the client is now housed at $15,000 a year, rather than using $15,000 a day in law enforcement, code enforcement, medical response services, and treatment.

o In response to Lynne, Supervisor Washington requested to see an itemized daily cost for how much it costs for people experiencing homelessness to receive the services they need.

o Jill responded that the EOCH is currently looking at an investment analysis and Karyn added that San Bernardino County is also doing a cost analysis. Washington concluded that it makes for a strong argument to show the difference of housing someone at an amount per year versus that same amount per day, and that we should begin cataloging how much we are spending on homeless assistance. Jill asked Captain Jason Horton if the EOCH can take on the task of a developing a cost analysis.

Chronic Homelessness o Slide 14: Joe Colletti provided an overview of Chronic Homelessness. o The street outreach goals used to be to get a client to shelter, now it is to get a client housed. o There was discussion regarding how we are engaging housing providers and landlords to get

on board without getting them to actually “join” the CoC.

Housing First o Slide 19: Karyn presented two important Housing First factors –

- 1. The client does have to agree to the conditions of the lease and


- 2. The client has to allow the case manager to conduct visits. o We’re more successful with the landlords of smaller properties than we are with the landlords

of larger properties. o Lynne added that a mitigation fund would be a great fit to offer landlords double deposits and

additional dollars for damage control if a client destroys any property.

Homeless Outreach Team (HOT Team) o Slides 30 – 34: Captain Jason Horton oversees the Jurupa Valley, Eastvale, and Norco Sheriff’s

stations. o The history of homelessness from a law enforcement perspective was always that people who

were experiencing homelessness were shoplifting, panhandling, abusing alcohol and drugs, and committing petty crimes. The community would always look to law enforcement to “deal with it”, and law enforcement would receive on average 10 calls per day.

o Now that law enforcement has a different perspective on homelessness and understands that the long-term solution is to find long-term housing, the Riverside County Corrections system is experiencing a different head count within jails.

o Instead of “leaf blowing” (making homeless move along) or arresting homeless individuals, the County now has the Homeless Outreach Team (HOT). There are 10 patrol stations in the county with designated Sheriff Liaisons that are sharing the same Homeless Response model.

o There has been a definite culture shift in how law enforcement approaches homelessness. With the new method of “Outreach First, Enforcement Second”, Sheriff deputies have been experiencing much success. The deputies are identifying homeless individuals and navigating. Outreach is being conducted during incarceration to prevent homelessness upon release.

o Jill added that the HOT team is doing everything that the CES and CES Navigation Council teams are doing.

o The total number of people housed through Homeless Encampment Response is 175 people as of September 13th.

Coordinated Entry System (CES) o Slides 25 -29: Lynne announced that our county has reached “Functional Zero” in ending

veteran homelessness. This means that we have a well-coordinated and efficient community system that assures housing for veterans. The Board of Supervisors issued a Proclamation on November 8, 2016. 585 veterans were housed since 2015. Riverside County is the first largest county in the nation to reach this benchmark.

o The next goal would be to end youth homelessness (ages 13 – 24) by the year 2020. Planning meetings have begun as of November 1st. The next scheduled planning meeting is on December 1st.

5. OLD BUSINESS

None


6. BoG MEMBER COMMENTS PRESENTER ACTION/ OUTCOME

None

7. CALL FOR AGENDA ITEMS PRESENTER ACTION/ OUTCOME

Next Meeting Agenda Items: Steve Falk Steve encourages future discussion regarding homelessness to come from the Board members.

ADJOURNMENT PRESENTER ACTION/ OUTCOME

8. Next meeting The next Board of Governance meeting date is scheduled for March 16, 2017, 9:30 - 11:30 a.m. at the DPSS CPS Office at 901 E. Ramsey Street, Banning CA.92220

9. Adjournment The meeting was adjourned at 11:30 a.m.


Board of Governance – November 17, 2016: Attendance Report *Chair **Vice Chair

Total members present: 9 of 15 Total guests in attendance: 7

Guests: 7 City of Temecula Robin Gilliland Deputy County Counsel Eric Stopher Path of Life Ministries Kristii MacEwen Riverside County Sheriff’s Department Captain Jason Horton RUHS – Behavioral Health Lynne Brockmeier

Urban Initiatives Joe Colletti Valley Restart Shelter Susan Larkin

PUBLIC SECTOR PRESENT (X) TELECONFERENCE (T) PROXY

Brenda Freeman, Executive Director, Community Action Partnership of Riverside County

Chuck Washington, District 3 Board Supervisor, County of Riverside X

David M. Brown, Chief of Police, Hemet Police Department

John Burnard, Councilman, City of Riverside

Melissa Conrad, Chief of Social Work Service, VA Loma Linda Healthcare X

Steve Steinberg, Director, Riverside University Health System

PRIVATE SECTOR

Jack Olree, Vice President, Wells Fargo Government and Community Relations Group

**Leticia DeLara, CEO, Regional Access Project (RAP) Foundation X

Tammy Marine, Executive Director, Habitat for Humanity, Inland Valley X

NON-PROFIT SECTOR

Angelina Coe, Executive Director, Shelter From The Storm, Inc. X

Karyn Young-Lowe, President/Chief Executive Officer, Lighthouse Social Service Centers X

*Steve Falk, Director, Community Mission of Hope; Temecula Pantry; HOPE in Elsinore X

FORMERLY HOMELESS

Ron Vervick, Director, Whiteside Manor X

EX-OFFICIO MEMBERS

CoC Chair: Michelle Davis, Housing Authority Manager, City of Riverside

Secretary: Jill Kowalski, Manager, County of Riverside, DPSS Homeless Programs X

DPSS Staff: 2 Homeless Programs, CoC Planner Donyielle Holley Homeless Programs, CoC Support Tiffany Nelson

County of Riverside Continuum of Care 2017 HUD CoC Program Competition Project Review and Ranking Process

Rationale HUD’s Continuum of Care (CoC) homeless assistance programs serve as the largest single source of funding for homeless services in the County of Riverside. In the 2016 CoC Program Application, Riverside County received $9.3 million from HUD to support 25 projects for homeless individuals and families. HUD awards homeless assistance grants through an annual application process known as the CoC Program Competition. HUD strongly encourages each CoC to implement a thorough review and oversight process at the local level for both new and renewal projects submitted to HUD-CoC Application Process. The CoC Program Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act Interim Rule requires local Continuums of Care to establish performance targets appropriate for population and program type, monitor recipient and sub recipient performance, evaluate outcomes, and take action against poor performers (24 CFR 578.7a.6). HUD expects each CoC to implement a thorough review and oversight process at the local level for both new and renewal projects submitted to the HUD-CoC Application Process. Ranking of renewal projects must incorporate data on project performance and effectiveness. HUD notes that it is important that new and renewal projects meet minimum project eligibility, capacity, timeliness, and performance standards identified in the annual HUD CoC NOFA or they will be rejected from consideration for funding. In the 2016 HUD CoC Application, HUD will award up to 30 points to CoCs that clearly demonstrate the existence of a coordinated, inclusive, and outcome-oriented community process for the solicitation, objective review, ranking, and selection of CoC Program project applications:

• Objective Criteria and Past Performance • Ranking and Selection Process • Recipient Performance Monitoring • Accuracy of GIW (Grant Inventory Worksheet) • Accuracy of Project Submissions

The County of Riverside CoC is eligible to renew a total of 25 projects for the 2017 HUD CoC Program Competition. Projects are eligible for renewal for FY 2017 funds if they have an executed grant agreement by December 31, 2017 and have an expiration date that occurs in Calendar Year 2018 (the period between January 1, 2018 and December 31, 2018). These projects are renewable under the CoC Program Competition as set forth in 24 CFR 578.33 to continue ongoing leasing, operating, supportive services, rental assistance, HMIS, and project administration costs.

Emergency Solutions Grant (ESG) In accordance with the HUD Interim Rule and the California Department of Housing and Community Development (HCD), the County of Riverside CoC 2017 HUD CoC Program Project

Comment [KJ1]: This will be updated when the 2017 HUD NOFA is released.

2017 Review and Evaluation Process Page 1

Review and Ranking Process will also include review and evaluation of the State Department’s newly redesigned State ESG Program, that aims to align with federal ESG and HEARTH goals to: invest in impactful activities based on key performance goals and outcomes; improve geographic distribution of funded activities and continuity of funded activities; and create a streamlined delivery mechanism. The ESG program emphasizes the involvement of local Continuums of Care and ESG entitlement entities in the funding distribution process.

HUD Funding Priorities

In accordance with HUD’s Homeless Policy and Program Priorities (as stated in the 2016 HUD CoC Program Application Notice of Funding Availability (NOFA), CoCs should continue to prioritize project applications that address these goals in the FY 2016 Application Process:

1. Create a systemic response to homelessness. In addition to having the right programs to end homelessness, CoCs should be developing the systemic supports that ensure homeless assistance is well coordinated, well managed, inclusive, transparent, and achieves positive outcomes. a. Measure System Performance. HUD has developed system performance measures to assess the overall impact of a CoC’s homeless assistance efforts. These measures track the average length of homeless episodes, rates of return to homelessness, and other factors that determine whether a CoC is effectively serving people experiencing homelessness. CoCs should be using these measures and analyzing how they can improve their system to achieve better performance. b. Create an effective Coordinated Entry process. Coordinated entry is a key step in assessing the needs of homeless individuals and families and prioritizing them for assistance. In addition to engaging people who are seeking assistance, Coordinated Entry processes should be integrated with communities’ outreach work to ensure that people living in unsheltered locations are prioritized for help. Coordinated Entry should achieve several goals:

i. make it easier for persons experiencing homelessness or a housing crisis to access the appropriate housing and service interventions; ii. prioritize persons with the longest histories of homelessness and the most extensive needs; iii. lower barriers to entering programs or receiving assistance; and, iv. ensure that persons receive assistance and are housed as quickly as possible.

c. Promote participant choice. CoCs should do everything they can to support the choices made by persons experiencing homelessness. For example, some persons may prefer programs where residents are focused on obtaining support to recover from substance use disorders. While these projects often include many housing first features, they may also be alcohol and drug free to support the continued sobriety of their participants. Another example is the choice of where to live. Most persons experiencing homelessness struggle to balance the cost and quality of their available housing options. Whenever possible, programs should support participant’s choices. d. Plan as a system. CoCs should be coordinating homeless assistance and mainstream housing and service providers to ensure that people experiencing homelessness receive assistance as quickly as possible and that the assistance is focused on helping them obtain and retain housing. CoCs should be monitoring each provider’s performance, eligibility criteria, target populations, and cultural competence. They should also ensure that providers work together when a participant is moving from one program to another or when more than one program is serving the same person.

Comment [KJ2]: To be updated with release of 2017 HUD NOFA. This section has been updated based on HUD’s Opening Doors strategic plan.

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e. Make the delivery of homeless assistance more open, inclusive, and transparent. CoCs should ensure that the needs of all individuals and families experiencing homelessness are represented within the CoC structure by including persons who have experienced homelessness throughout the planning process and in leadership and oversight roles. CoCs should also include organizations representing persons fleeing domestic violence, the Lesbian, Gay, Bisexual, Transgender, and Questioning (LGBTQ) community, victims of human trafficking, unaccompanied youth, individuals with disabilities and different types of disabilities, and other relevant populations in their planning body. These steps ensure that service delivery is client-centered and culturally competent. 2. Strategically allocate resources. Using cost, performance, and outcome data, CoCs should improve how resources are utilized to end homelessness, including CoC and ESG Program funds, state and local funds, public and assisted housing units, mainstream service resources such as Medicaid, Child Care and Development Fund (CCDF), Head Start, Maternal, Infant and Early Childhood Home Visiting (MIECHV), and philanthropic efforts. CoCs should manage the performance of all projects in the community and reallocate resources whenever doing so will better help them end homelessness. Steps to consider: a. Comprehensively review project quality, performance, and cost effectiveness. CoCs should use objective, performance based scoring criteria and selection priorities that are approved by the CoC to determine the extent to which each project addresses HUD’s policy priorities. CoCs should reallocate funds to new projects whenever reallocation would improve outcomes and reduce homelessness. CoCs should consider how much each project spends to serve and house an individual or family as compared to other projects serving similar populations. b. Maximize the use of mainstream and other community-based resources. CoCs should educate all stakeholders in the community about mainstream resources and funding opportunities, particularly new opportunities made available under the Affordable Care Act. Additionally, CoCs and homeless assistance providers should partner with other stakeholders within the community, such as Public Housing Agencies (PHAs), philanthropic organizations, and other agencies and organizations that have resources that could serve persons experiencing homelessness. c. Review transitional housing projects. Recent research shows that transitional housing is generally more expensive and achieves similar or worse outcomes than other housing models serving similar populations. HUD recognizes that transitional housing may be an effective tool for addressing certain needs–such as housing for underage homeless youth experiencing homelessness, safety for persons fleeing domestic violence, and assisting with recovery from addiction. HUD strongly encourages CoCs and recipients to carefully review the transitional housing projects within the CoC’s geographic area for cost-effectiveness, performance, and for the number and type of eligibility criteria to determine whether it should be reallocated to rapid rehousing or another model. d. Integration. Recipients must administer their programs and activities in the most integrated setting appropriate to the needs of qualified individuals with disabilities. Recipients operating projects serving chronically homeless individuals and families must ensure individuals with disabilities can interact with individuals without disabilities to the fullest extent possible. 3. End chronic homelessness. To end chronic homelessness by 2017, HUD encourages three areas of focus:


a. Target persons with the highest needs and longest histories of homelessness for existing and new permanent supportive housing. CoCs should prioritize chronically homeless individuals, youth, and families who have the longest histories of homelessness and the highest needs for new and turnover units by implementing Notice CPD 14-012: Prioritizing Persons Experiencing Chronic Homelessness in Permanent Supportive Housing and Recordkeeping Requirements for Documenting Chronic Homeless Status . b. Increase units. CoCs should create new permanent supportive housing units that are dedicated to individuals, youth, and families experiencing chronic homelessness; and, if CoCs have not already done so, dedicate existing permanent supportive housing units to those experiencing chronic homelessness. There are numerous ways a community can increase permanent supportive housing units, including applying for CoC Program funds, partnering with PHAs for rental assistance, and strengthening connections to Medicaid to pay for services in permanent supportive housing. c. Improve Outreach. To decrease the number of persons experiencing chronic homelessness in a community, the community must identify and continually engage all persons who are currently experiencing sheltered or unsheltered chronic homelessness and those who are in jeopardy of experiencing chronic homelessness. This includes ensuring effective communication with individuals with disabilities and taking reasonable steps to ensure meaningful access to services, programs, and activities by persons with Limited English Proficiency (LEP persons). 4. End family homelessness. Most families experiencing homelessness can be housed quickly and stably using rapid rehousing. Some will need the long-term support provided by a permanent housing subsidy or permanent supportive housing. CoCs should ensure that families can easily access housing assistance tailored to their strengths and needs and, through partnerships, increase access to mainstream affordable housing. For most CoCs this will require expanding rapid rehousing programs. HUD encourages CoCs to use reallocation to create new rapid rehousing projects and to use ESG and other funding sources to expand rapid rehousing assistance. 5. End youth homelessness. CoCs should understand the varied and unique needs of youth experiencing homelessness, and reach out to youth-serving systems and providers to encourage their active participation in the CoC. CoCs and youth serving organizations should work together to develop resources and programs that better end youth homelessness and meet the needs of homeless youth, including LGBTQ youth. HUD recipients must comply with HUD’s final rule, Equal Access to Housing in HUD Programs Regardless of Sexual Orientation or Gender Identity , which requires that HUD-assisted and HUD-insured housing programs are made available to all otherwise eligible individuals and families regardless of actual or perceived sexual orientation, gender identity, or marital status. Please see also Notice CPD-15-02: Appropriate Placement for Transgender Persons in Single -Sex Emergency Shelters and Other Facilities. When evaluating the performance of youth programs, CoCs should take into account the specific challenges faced by youth experiencing homelessness. When CoCs identify lower performing youth serving projects, they should seek to reallocate funds from those projects to projects that will achieve better outcomes for youth. In coordination with mainstream programs, CoCs should also consider how they can best serve young people who are fleeing domestic violence, human trafficking, or who are exchanging sex for housing. 6. End veteran homelessness. Ending veteran homelessness is within reach for many communities, and CoCs should take specific steps to reach this goal including prioritizing veterans and their families for


assistance when they cannot be effectively assisted with VA services, and coordinating closely with veteran serving organizations and VA-funded housing and services. Communities that have effectively ended veteran homelessness should continuously assess the performance of the homeless assistance system to ensure the continued achievement by periodically reviewing the criteria and benchmarks established by HUD, VA, and USICH. 7. Use a Housing First Approach. Housing First is an approach to homeless assistance that prioritizes rapid placement and stabilization in permanent housing and does not have service participation requirements or preconditions such as sobriety or a minimum income threshold. Projects using a Housing First approach often have supportive services; however, participation in these services is based on the needs and desires of program participants. Following are specific steps to support a Housing First approach: a. Use Data to quickly and stably house homeless persons. Programs that use a Housing First approach should be moving individuals and families quickly into permanent housing. CoCs should measure the length of time it takes for programs to move households into permanent housing and help providers improve performance. b. Engage landlords and property owners. Identify and recruit landlords of units in the geographic area so that when an individual or family needs housing, potential units that those individuals or families may choose from have already been identified, speeding up the housing process. Landlord engagement can be undertaken by each homeless assistance provider or consolidated so that one or a few organizations engage landlords on behalf of many providers. c. Remove barriers to entry. CoCs should review project-level eligibility criteria for all programs and remove any barriers to accessing housing and services. Persons experiencing homelessness should not be screened out of or discouraged from participating in programs because they have poor credit history, or lack income or employment. People with addictions to alcohol or substances should not be required to cease active use before accessing housing and services. d. Adopt client-centered service methods. All projects should ensure housing and service options are tailored to meet the unique needs of each individual or family presenting for services and that program participants have access to the services that they reasonably believe will help them achieve their goals. However, program participants should not be required to participate in services and cannot be required to participate in disability-related services.

1. Strategic Resource Allocation. Each CoC must comprehensively review all existing projects within its geographic area, using CoC-approved scoring criteria and selection priorities, to determine the extent to which each project is still necessary and addresses the listed policy priorities. Funds for projects that are determined to be underperforming, obsolete, or ineffective should be reallocated to new projects that are based on proven or promising models. 2. Ending Chronic Homelessness.

a. Targeting: The chronically homeless should be given priority for non-dedicated PSH beds as vacancies become available through turnover. PSH renewal projects serving specific disabled subpopulations (e.g., persons with mental illness or persons with


substance abuse issues) must continue to serve those groups, as required in the current grant agreement. However, the chronically homeless within the specified subpopulation should be prioritized for entry.

b. Increasing Beds: Consistent with the HEARTH Act Interim rule, the chronically homeless includes individuals and families who have a qualifying disabling condition who have been homeless and living in a place not meant for human habitation, emergency shelter, or safe haven for one year continuously or for a total of one year over a period of four occasions in the past 3 years. It is important to point out that persons in transitional housing are not considered to be chronically homeless even if they met the criteria prior to entering the transitional housing program.

c. Improve Outreach: To decrease the number of persons experiencing chronic homelessness in a community, the community must identify and continually engage all persons who are currently experiencing sheltered or unsheltered chronic homelessness and those who are in jeopardy of experiencing chronic homelessness. This includes ensuring effective communication with individuals with disabilities and taking reasonable steps to ensure meaningful access to services, programs, and activities by persons with Limited English Proficiency (LEP persons). d. Housing First: A model of housing assistance that is offered without preconditions (such as sobriety or a minimum income threshold) or service participation requirements, and rapid placement and stabilization in permanent housing are primary goals. Research shows that it is effective for the chronically homeless with mental health and substance abuse disorders, resulting in fewer inpatient stays and less expensive interventions than other approaches. Permanent Supportive Housing projects should use a Housing First approach in the design of the program.

3. Removing Barriers to CoC Resources.

a. CoCs should review system and project level eligibility criteria for each CoC funded project to identify and remove barriers to accessing services and housing that are experienced by homeless individuals and families. These barriers may employment, income, sobriety, credit repair, etc.

b. Centralized or Coordinated Entry System: Centralized or coordinated entry/assessment is a key step in assessing the needs of the homeless requesting assistance and matching the needs of those households to the most appropriate housing and service options. The CoC Program interim rule requires the implementation of a centralized or coordinated assessment (now entry) system.

c. Transitional Housing: HUD is strongly encouraging CoCs and recipients to carefully review the transitional housing models within the geographic area for cost-effectiveness, performance, and for the number and type of criteria used to determine eligibility for the program and determine if rapid re-housing may be a better model for the CoC’s geographic area.

d. Prioritizing Households Most in Need: CoCs should prioritize those who are identified as most in need (e.g., those who have been living on the street the longest, homeless households with children living in unsheltered situations, those that are considered most medically vulnerable) for placement into appropriate housing.


4. Maximizing the Use of Mainstream Resources.

a. HUD strongly encourages CoCs and project applicants to ensure that they are maximizing the use of all mainstream services available. While the CoC Program interim rule allows for the payment of certain supportive service costs, it is more efficient for CoCs to use mainstream resources where possible and use HUD funds for housing-related costs.

b. CoCs should be actively preparing for implementation of the Affordable Care Act by determining how these funds may be used by CoC Program recipients to serve the homeless. CoCs should also encourage project recipients to participate in enrollment and outreach activities to ensure eligible households take advantage of new healthcare options.

5. Building Partnerships.

a. CoCs should proactively seek to engage in partnerships with Public Housing Agencies (PHA). CoCs and PHAs are encouraged to read and use the following HUD Notice (PIH 2013-15) published June 10, 2013: Guidance on housing individuals and families experiencing homelessness through the Public Housing and Housing Choice Voucher Programs.

b. CoCs should assess the extent to which philanthropy plays a role within the community. CoCs and project recipients should consider how to engage with philanthropic organizations in a way to maximize resources and increase progress towards ending homelessness.

6. Other Priority Populations:

a. Veterans: CoC Program funded projects should, to the extent possible, prioritize veterans who are ineligible for VA services and their families. CoCs should work closely with the local Department of Veterans Affairs (VA), and coordinate CoC resources with VA-funded housing and services (e.g., HUD-VASH, Supportive Services for Veteran Families (SSVF)).

b.a. Homeless Youth: CoCs should be able to identify and describe the needs of homeless youth within the geographic area and the current programs designed to serve this population, including performance.

Independent Review Panel

The Independent Review Panel is made up of 5-7 members who are nominated and elected by the CoC membership. They must not have a conflict of interest, which means they should not work or volunteer for an agency that is currently receiving HUD CoC and/or Emergency Solutions Grant (ESG) funding. All decisions made will be reached through consensus (general agreement).

The Independent Review Panel will evaluate and rank in priority order all project applications for CoC Program funds. They will determine if any projects eligible for renewal should be recommended to the Board of Governance to be reduced or eliminated to develop new projects.


The panel is also responsible for recommending a reallocation strategy, a process by which a CoC shifts funds in whole or in part from existing CoC funded projects that are eligible for renewal to create one or more new projects. These recommendations will be approved by the CoC Board of Governance. A reallocated project must be a new project that serves new participants and has either a rapid re-housing or permanent supportive housing program design. The Panel will make its recommendations known to the CoC membership prior to presenting the recommendations to the Board of Governance. The Board of Governance may approve the recommendations or make revisions to the recommendations before final approval.

Reallocation

Reallocating funds is one of the most important tools by which CoCs can make strategic improvements to their homelessness system. Through reallocation, CoCs can create new, evidence-informed projects by eliminating projects that are underperforming or are more appropriately funded from other sources.

It is possible that funds will be reallocated from projects that will not receive renewal funding, or whose funding will be reduced. This is done through a recommendation made by the Independent Review Panel, based on HUD priorities, and approved by the Board of Governance.

When considering reallocation, the Independent Review Panel will:

• Consider unspent funds and the ability to reduce grants without reducing service/housing levels. Receive guidance from the Collaborative Applicant about the limitations related to

spending CoC funds. For projects receiving leasing or rental assistance, information about unspent funds

will be presented together with information about agency capacity (i.e. serving the number of people the project is designed to serve).

Consider history of reductions. Consider alternative funding sources available to support either new or renewal project(s)

at-risk of not being funded. Consider renewal HUD “covenant” concerns. Consider impact on CoC’s Consolidated Application score. Consider non-compliance issues identified during the review and rank process project

monitoring. Consider projects with consistently low scores.

The impact of this policy is that high scoring projects may be reallocated if these considerations warrant that decision. Also, if a project receives less than 70 90 points, then the Independent Review Panel may recommend reallocation of funding. Decisions regarding reallocation are best made when guided by an overall strategic plan, in which the CoC assesses existing projects for their performance and effectiveness in ending homelessness. In general, CoCs should direct funding towards projects that:

a. Serve the highest need individuals or families and as specified by HUD (i.e. chronically homeless);

Comment [KJ3]: Revising this from 70 points up to 90 points is recommended based on the 2016 HUD debrief webinar


b. Help project participants obtain permanent housing as rapidly and directly from homelessness as possible; c. Ensure long-term housing stability; and d. Ensure the best and most cost-effective fit given a community’s needs.

CoC Transparency HUD requires that each CoC conduct a transparent and objective process to review and rank all applications for renewal of existing projects and creation of new projects. To ensure transparency and fairness, this process will be:

1) Publically announced by the CoC;

2) Described and distributed in writing to the entire CoC;

3) Reviewed by the entire membership of the CoC during a designated meeting;

4) Recorded in the minutes of the designated meeting including all decisions made concerning the review and ranking; and

5) Minutes will be distributed to the entire CoC.

Each individual CoC project will receive a report of the project’s score given by the Independent Review Panel. Each project agency evaluated will then have ten (10) business days following the release of individual project scores to appeal the results.

Appeals Process

The Appeals Committee represented by 3-5 non-conflicted CoC members will review all appeals and will make recommendations to the CoC Board of Governance. The Appeals Committee will be selected from the CoC Board of Governance or its designees. These individuals will have no conflict of interest in serving, as defined by the same guidelines for membership on the Independent Review Panel. Voting members shall not serve simultaneously on both the Independent Review Panel and Appeals Committee; however, an Independent Review Panel member and DPSS staff will participate in the Appeals Committee to inform discussion.

Applicants may appeal any of the following decisions of the CoC Board of Governance:

• Placement of a project in Tier 2. • Reduction of a renewal grant amount (i.e. renewal grant partially re-

allocated to a new project). • Reallocation of a renewal grant (i.e. entire grant reallocated to a new

project) if not previously notified that the grant was to be reallocated as a result of low performance.

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Applicants placed in Tier 1 may not appeal their rank on the Project Priority Listing. All renewal applicants will receive a copy of their scorecard by ________________.

Any agency that wishes to appeal must notify the DPSS Homeless Programs Unit, c/o Jill Kowalski in writing via email @ [email protected] no later than ______________, 2017; or at least two business days after the priority ranking has been communicated in writing. An appeal can be in the form of a letter, a memo or an email and must state the following:

Agency name Project name Reason for appeal (no longer than two pages) Documentation to support the appeal

Applicants will be notified of the outcome no later than _________________, 2017. If an appeal will be filed, other agencies whose rank may be affected will be notified as a courtesy. Such agencies will not be able to file an appeal until after the appeals process is complete.

Review and Evaluation Process

The following are final recommendations for the 2017 County of Riverside Continuum of Care Application Renewal Project Evaluation Process. This process was approved by the Board of Governance on March 16, 2017, however, it is subject to be updated based on the release of the 2017 HUD CoC Program NOFA. Projects are eligible for renewal for the FY 2018 NOFA if they are currently operating and have a signed grant agreement with HUD that will expire during the period beginning January 1, 2017 and ending December 31, 2018. Permanent Housing (PH) All PH providers (which includes both Permanent Supportive Housing (PSH) and Rapid Rehousing (RRH) should have the option to submit a project application for renewal if the project(s) meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants either remained in permanent housing or exited to permanent housing; At least 20 percent or more of project participants have employment income (or other sources such as SSI and/or SSDI, for those who are not employable); At least 54 percent of project participants increased their income from sources other than employment in a given operating year; At least 56 percent of project participants obtained mainstream benefits; and At least 100 percent of the project participants came from the street or other locations not meant for human habitation, emergency shelters, or safe havens. In addition, PH providers must:

Comment [KJ4]: Date to be determined when the 2017 NOFA is released




mailto:[email protected]

Implement a Housing First approach. Permanent Supportive Housing (PSH) projects only: fill vacant beds with only chronically homeless persons. Permanent Housing providers who are not able to meet all goals may be considered low performing and, as such:

• May be placed in Tier 2; • Funding may be reallocated to create new projects through a Request

for Proposal process. Transitional Housing (TH) As noted in the 2016 CoC NOFA, HUD recognizes that transitional housing (TH) can be an effective tool in many communities for addressing the needs of specific subpopulations, such as homeless youth, domestic violence survivors, and homeless people with substance abuse issues. However, recent research shows that transitional housing is generally more expensive than other housing models serving similar populations, is often more service-intensive than most homeless households need, and the criteria for entry into many transitional housing programs are so rigorous that transitional housing beds are under-utilized because homeless households cannot overcome the barriers to entry. HUD is strongly encouraging CoCs and recipients to carefully review the transitional housing models within the geographic area for cost-effectiveness, performance, and for the number and type of criteria used to determine eligibility for the program and determine if rapid re-housing may be a better model for the CoC’s geographic area. All TH providers should have the option to submit a project application for renewal if the project(s) meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants exited from transitional housing to permanent housing; At least 20 percent or more of project participants have employment income (or other sources such as SSI and/or SSDI, for those who are not employable); At least 54 percent of project participants increased their income from sources other than employment in a given operating year; and At least 56 percent of project participants obtained mainstream benefits. In addition, TH providers should be able to answer “yes” as to whether the program implements a housing first approach. TH providers who are not able to meet all goals may be considered low performing and, as such, the projects:

• May be placed in Tier 2; • Funding may be reallocated through a local Request for Proposal process.


The review and evaluation process will be conducted on three levels:

1. General Threshold Review To help ensure compliance with regulatory guidelines and local competition requirements, all organizations applying for funds under the HUD CoC Competition must complete the General Threshold Checklist and provide attachments as requested.

2. Project Performance Measures and Scorecard HUD has developed System Performance Measures (SPM) to assess the overall impact of a CoC’s homeless assistance efforts. These measures track the average length of homeless episodes, rates of return to homelessness, and other factors that determine whether a CoC is effectively serving people experiencing homelessness. The performance of each renewal project will be assessed using HUD’s SPM. 2. Project Performance and Scorecard Since the County of Riverside Continuum of Care has not established local performance measures, the performance measures will be based on those established by HUD. Project performance takes into consideration the type of project (e.g., permanent supportive housing, rapid rehousing and transitional housing) and its performance relative to that type.

3. Annual Performance Report (APR): The HEARTH Interim Rule states that HUD may terminate the renewal of a grant and require the recipient to repay the renewal grant if the recipient fails to submit an APR within 90 days of the end of the program year or if the recipient submits an APR that HUD deems unacceptable. The APR will be used to evaluate the performance of the renewal project. Performance will be evaluated using data from the project’s most recent Annual Performance Report (APR) submitted for the last full operating year, financial management/fund expenditures, cost effectiveness, match and leverage, monitoring reports, prioritization of chronically homeless, CoC participation, HMIS data quality and bed utilization, including but not limited to: Performance Measures (for all projects) a. Exit to Permanent Housing: At least 80 percent of project participants exited to

permanent housing. b. Housing Stability: At least 80 percent of project participants remained in permanent

housing. c. Increased Income: At least 20 percent or more of project participants have employment

income or 54 percent or more of project participants have income from sources other than employment.

d. Access to Mainstream Benefits: At least 56 percent of project participants obtained mainstream benefits.

e. Bed Utilization and cost effectiveness: Projects will be evaluated based on their bed/unit operating capacity, utilization rate and cost effectiveness • Proposed versus actual beds

Comment [JK7]: System Performance Measure standards have been added to the 2017 review process

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• Bed/unit utilization rate (Projects with low utilization rates below 80% must have a valid explanation as well as a plan to increase the utilization rate).

• Cost per bed/client

Homeless Management Information System

f. HMIS Participation: Projects will be evaluated based on the extent of their participation in HMIS, data quality, accuracy and timeliness. Participation in HMIS also includes:

a. Timely submission of required data for the Point-in-Time Count and Housing Inventory Chart

b. Timely response for questions related to the AHAR (if any) c. Adherence to HMIS standards as specified in the CoC HMIS Charter for the

following: • Data Quality Standards – Accuracy, Completeness and Timeliness

(Section 5) • Privacy and Security Standards (Section 6) • HMIS Implementation Standards – Agency Participating Agreement,

End-User Agreement, Agency Administrator (Section 7) • Data Collection and Reporting Standards (Section 8)

HUD-CoC Priorities/Requirements

g. Coordinated Entry System (CES) Participation: projects will be evaluated based upon their commitment and participation in CES.

h. Housing First: projects will be evaluated based on whether or not they are using a housing first approach in serving all participants entering their program.

i. Prioritization of Chronically Homeless: projects will be evaluated based upon whether or not they are prioritizing the chronically homeless to fill vacant (turnover) beds.

Financial Management and Reporting

Renewal projects will be scored on the following:

j. Unspent Funds: projects will be evaluated on funds retuned/unspent in the last three years. Each project will be evaluated on the percentage of the overall project budget is unspent. For example, projects that return 5% or less of their overall project amount will receive the highest score. Unspent funds, no matter what the amount, will be considered for reallocation by the Independent Review Panel if there are unspent funds for a consecutive 3-year period of the project.

k. Timely Submission of Claims – whether or not the agency has a history of submitting claims on a monthly basis. This will be evaluated based on the percentage of timely claims submitted during a 12-month period and an overall review based on a 3-year period.

l. Match: Whether or not the project meets the 25 percent match requirement. m. Leveraging: Whether or not the project meets the 150 percent leverage requirement. n. History of serving ineligible persons, expending funds on ineligible costs, or failing to

expend funds within statutorily established timeframes. o. Audit/Monitoring findings for which a response is overdue or unsatisfactory.


p. History of inadequate financial management accounting practices. q. History of non-compliance with HUD CoC Program funding requirements, defined in the

HEARTH Act and /or NOFA. r. History of other major capacity issues that have significantly impacted the operation of

the project and its performance. New or recently reallocated PH projects (PSH or RRH) may not have data to be used in the review because they have not been operational for a full year. This will be taken into consideration in the ranking process. See Scorecards for each housing component:

• Permanent Supportive Housing • Rapid Rehousing • Transitional Housing

Prioritization and Ranking In the 2016 NOFA, HUD requires Collaborative Applicants to rank all projects, except CoC Planning and UFA (Unified Funding Agency) costs, in two tiers. Tier 1 is equal to 93 percent of the CoC’s FY 2015 Annual Renewal Demand (ARD) approved by HUD on the final HUD-approved Grant Inventory Worksheet (GIW), finalized either during the FY 2016 CoC Program Registration process or during the 10-day grace period after this NOFA was published. Tier 2 is the difference between Tier 1 and the CoC’s ARD plus any amount available for the permanent housing bonus (before adjustments are made to permanent housing leasing, operating, and rental assistance line items based on changes to FMR) as described in Section II.B.4. of the 2016 NOFA. The Independent Review Panel will adhere to the process required in the 2016 NOFA that is (Section I-C of the 2016 NOFA) as follows: Project applications submitted to the CoC for inclusion on the FY 2016 CoC Priority Listing as part of the CoC Consolidated Application must be reviewed and either accepted and ranked or rejected by the CoC Board of Governance. All projects approved by the CoC Board of Governance must be listed on the CoC Priority Listing in rank order, with the exception of project applications for CoC planning and UFA Costs which will not be ranked, to establish the projects located within Tier 1 and the projects located within Tier 2, as described in Section II.B.16. of this NOFA. The purpose of this two-tiered approach is for CoCs to clearly indicate to HUD which projects are prioritized for funding (Tier 1, which is 93 percent of the CoC’s ARD).

The Independent Review Panel will score each project and rank in order based on highest to lowest score. The projects will be ranked by which project components are prioritized for HUD. In addition, the Panel will recommend whether or not projects that fall into Tier 2 should be reallocated to new PSH or RRH projects.

Comment [KJ8]: This whole section will be updated with release of 2017 HUD NOFA

Comment [RC9]: This may be revised based on the 2017 NOFA


A Plan to End and Prevent Homelessness in Riverside County This plan consists of three overarching goals for undertaking local homelessness. The goals are

To end homelessness among all single individuals and families who are living on the

streets and in shelter and transitional housing programs;

To prevent homelessness among single individuals and families who are at risk of

becoming homeless; and

To help ensure funding for a coordinated system to end and prevent homelessness among

individuals and families.

In order to achieve these goals, four primary strategies will be implemented:

A. Create a coordinated system to end homelessness among unsheltered and sheltered

individuals and families;

B. Create a coordinated system to prevent homelessness among individuals and families

who are at risk of becoming homeless;

C. Implement the coordinated systems to end and prevent homelessness among individuals

and families; and

D. Identify a wide-range of public and private funding opportunities to help carry out the

recommendations.

A total of 20 recommendations will help carry out the four primary strategies. These recommendations are based upon evidence-based and best practices that have helped reduce homelessness within many jurisdictions throughout the country. The proposed recommendations for each of the four strategies are provided in section III (see pages 8 - 28). Funding opportunities to help carry out those recommendations in need of funding have been identified. Funding opportunities are listed at the end of each recommendation. Ending and preventing homelessness in “Riverside County” is a daunting task. This plan, however, breaks down this challenge by focusing on ending and preventing homelessness by subpopulations such as youth, families, veterans, and chronically homeless persons. For example, ending homelessness for the 70 unsheltered youth (ages 18 – 24) and the 99 unsheltered veterans counted last year is less daunting than ending homelessness for the 1,351 unsheltered persons who were counted. This plan also proposes to break down the task of ending and preventing homelessness by cities and subpopulations. The total number of unsheltered youth (ages 18 – 24) counted last year in the City of Riverside was 17, which was the highest number of youth of any city. There were 11 unsheltered youth counted in Hemet and 10 each in the cities of Perris and Palm Springs.

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I. CREATING A COORDINATED SYSTEM TO END HOMELESSNESS

A. Creating a coordinated system to end homelessness among unsheltered and sheltered

individuals and families

There are five (5) primary approaches to carry out this strategy:

1. Design a coordinated system completely aligned with a Housing First model and low

barrier approach for chronically homeless individuals and families.

Aligning a coordinated system with a Housing First and low barrier approach will help chronically homeless households obtain and maintain permanent affordable housing regardless of their service needs or challenges by removing barriers that hinder them from obtaining and maintaining permanent affordable housing. Chronically homeless persons can achieve stability in permanent housing, regardless of their service needs or challenges, if provided with appropriate levels of services. Barriers are removed that have hindered homeless persons from obtaining housing which include too little income or no income; active or history of substance use; criminal record, with exceptions for state-mandated restrictions, and history of having been or currently a victim of domestic violence (e.g., lack of a protective order, period of separation from abuser, or law enforcement involvement). Barriers are removed that have hindered homeless persons from maintaining housing which include failure to participate in supportive services; Failure to make progress on a service plan; loss of income or failure to improve income; and fleeing domestic violence.

2. Design a coordinated system completely aligned with a rapid rehousing and low

barrier approach for non-chronically homeless individuals and families.

Aligning a coordinated system with a rapid rehousing and low barrier approach will help non-chronically homeless households obtain and maintain permanent affordable housing regardless of their service needs or challenges by removing barriers that hinder them from obtaining and maintaining permanent affordable housing. Rapid re-housing assistance helps individuals and families quickly exit homelessness to permanent housing. Rapid re-housing assistance is offered without preconditions (such as employment, income, absence of criminal record, or sobriety), and the resources and services provided are typically tailored to the unique needs of the household. The core components of a rapid re-housing program include housing identification services, financial assistance for rent and move-in, and accompanying case management and supportive services. While the program has all three-core components available, it is not required that a household utilize them all.

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3. Design a coordinated system that includes the components of a continuum of care

system for homeless individuals and families

The County’s continuum of care system for homeless individuals and families already includes the components recognized as key elements by federal and state partners that focus on homelessness. Collectively, the components help homeless individuals and families obtain permanent housing and maintain permanent housing (See Glossary for a description of each component). Components that help homeless individuals and families obtain permanent housing include:

Housing search and capacity building;

Street outreach and engagement;

Coordinated entry system;

Housing navigation;

Emergency shelter;

Bridge housing;

Transitional housing;

Recovery housing;

Permanent supportive housing;

Rapid rehousing assistance;

Permanent affordable housing.

Components that help homeless individuals and families maintain permanent housing include:

Home-based case management;

Supportive services;

Permanent subsidized housing.

4. Design a coordinated system that applies the evidence-based Housing First and low

barrier approach and the best practice of rapid rehousing and a low barrier

approach to the continuum of care system for homeless individuals and families

This approach will focus on the five (5) subpopulations that the U.S. Department of Housing and Urban Development (HUD) is encouraging through the Continuum of Care Program. The five (5) subpopulations are:

Chronically homeless households (single individuals and families);

Families with children under age 18;

Veterans (note: veterans are divided into three sub-groups in the table below);

Youth ages 18 – 24;

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Youth unaccompanied under age 18.

The following table applies the best components of the continuum of care system to each of the five (5) subpopulations noted above. The next step is to apply the evidence-based Housing First and low barrier approach and the best practice of rapid rehousing and a low barrier approach to each continuum for each of the five (5) subpopulations noted above. The best components of the continuum of care system for each of the five (5) subpopulations are checked () in the table below. (note: veterans are divided into three sub-groups in the table below). Table 1. Continuum of Care components that work best for designated subpopulations

Continuum of Care Components:

Chronically Homeless

Households (single

individuals &

Families)

chronically homeless veteran

households (single

individuals and

families)

non-

chronically homeless veteran

households (single

individuals)

non-chronically homeless veteran

households (families)

Families with

children under age

18 (non-

chronically homeless)

non-chronically homeless youth age

18 - 24

homeless youth

unaccom-panied

under age 18

for obtaining permanent housing:

Housing Search & Capacity Building

Street Outreach & Engagement

Coordinated Entry System

Housing Navigation

Emergency Shelter

Bridge Housing

Transitional Housing

Recovery Housing

Permanent Supportive Housing

Rapid Rehousing Assistance

Permanent Affordable Housing

for maintaining permanent housing:

Home-based Case Management

Supportive Services

Permanent Subsidized Housing

5. Design a coordinated system that applies the evidence-based Housing First and low

barrier approach and the best practice of rapid rehousing and a low barrier

approach to the continuum of care system for homeless individuals and families

towards those cities and unincorporated areas with the highest concentration of the

subpopulations noted above.

Chronically Homeless Households (Single Individuals and Families): Unsheltered According to the County of Riverside 2016 Point-in-Time Homeless Count Report, 140 or more than half (52%) of all unsheltered chronically homeless persons were counted in the five cities of Riverside (48); Corona (27); Hemet (24); Palm Springs (21); and Blythe (20) as noted in the table 8 below. Thus, pointing the evidence-based and best practices that work effectively for

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unsheltered chronically homeless households, as noted () in table 1 above, would help more than half of all unsheltered chronically homeless persons in Riverside County on a given day1 obtain and maintain permanent housing.

Families with children under age 18: Unsheltered According to the County of Riverside 2016 Point-in-Time Homeless Count Report, there were eight (8) unsheltered families with children under age 18. Most jurisdictions did not have any unsheltered families. However, six (6) jurisdictions did. None of the six (6) jurisdictions had more than two (2) unsheltered as noted in the table 11 below. Thus, pointing the evidence-based and best practices that work effectively for families with children under age 18, as noted () in table 2, would help all families with children under age 18 in Riverside County on a given day2 obtain and maintain permanent housing.

Veterans: Unsheltered According to the County of Riverside 2016 Point-in-Time Homeless Count Report, 91 or more than half (55%) of all unsheltered veterans were counted in the six cities of Riverside (15); Palm Springs (8); Jurupa Valley (8); Hemet (7); Moreno Valley (6); and Blythe (6) as noted in the table 9 below. Thus, pointing the evidence-based and best practices that work effectively for unsheltered veterans, as noted () in table 1 above, would help more than half of all unsheltered veterans in Riverside County on a given day3 obtain and maintain permanent housing.

Youth Age 18 – 24 and Unaccompanied Youth Under Age 18: Unsheltered According to the County of Riverside 2016 Point-in-Time Homeless Count Report, 90 or more than half (53%) of all unsheltered youth age 18 – 24 and unaccompanied youth under age 18 were counted in the four cities of Riverside (17); Hemet (11); Palm Springs (10); and Perris (10) as noted in the table 10 below. Thus, pointing the evidence-based and best practices that work effectively for unsheltered youth age 18 – 24 and unaccompanied youth under age 18, as noted () in table 2 above, would help more than half of all youth age 18 – 24 and unaccompanied youth under age 18 in Riverside County on a given day4 obtain and maintain permanent housing.

1 Point-in-time homeless counts help jurisdictions determine the number of persons who are homeless on a given day by assuming that the number of persons counted during a point-in-time is approximately the same on other days during the next 12 months without concerted efforts to help homeless persons exit their state of homelessness. 2 Ibid. 3 Ibid. 4 Ibid.

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II. CREATING A COORDINATED SYSTEM TO PREVENT HOMELESSNESS

B. Creating a coordinated system to prevent homelessness among individuals and families

who are at risk of becoming homeless

There are two (2) primary approaches to carry out this strategy:

1. Design a coordinated prevention system that provides limited cash assistance and a

wide-range of free or low cost supportive services and supplies to those individuals

and families who are most likely to become homeless

The approach focuses on providing limited cash assistance and a wide-range of free or low cost supportive services and supplies to those households most likely to become homeless. Cash assistance may include:

rental and utility assistance;

utility deposits;

security deposits;

move-in costs;

legal fees;

transportation; and

credit repair costs.

The approach also focuses on providing these households a wide-range of free and low cost supportive services and supplies described below.

2. Provide a wide-range of free or low cost supportive services and supplies to those

individuals and families who are most likely to become homeless

Households less likely to become homeless will receive the wide-range of free or low cost services and supplies noted above if, and when, needed. A wide-range of free or low cost supportive services and supplies include:

clothing;

educational assistance;

employment services;

food;

health care;

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household equipment and furniture;

household supplies;

hygienic supplies;

mental health care;

public assistance;

school supplies; and

substance use counseling and treatment.

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III. IMPLEMENTING COORDINATED SYSTEM TO END & PREVENT HOMELESSNESS The following 18 recommendations will help implement the coordinated system to end and prevent homelessness described in section I above. Of the 18 recommendations, eight (8) recommendations will help implement the coordinated system to end homelessness and six (6) recommendations will help implement the coordinated system to prevent homelessness. RECOMMENDATIONS FOR ENDING HOMELESSNESS The eight (8) recommendations that will help implement the coordinated system to end homelessness are divided into two categories:

Recommendations for obtaining permanent housing; and

Recommendations for maintaining permanent housing.

Recommendations for obtaining permanent housing

The first eight (8) recommendations will help carry out the combined evidence-based and best practices that work best for obtaining permanent housing, whereas the other six (6) recommendations work best for maintaining permanent housing. The eight (8) recommendations focus on ending homelessness for all homeless persons but with an emphasis on ending homeless among the five (5) subpopulations that HUD is encouraging through the Continuum of Care program. The five (5) subpopulations include:

Chronically homeless households (single individuals and families);

Veterans (single individuals and families who are not chronically homeless);

Families with children under age 18 (who are not chronically homeless);

Youth ages 18 – 24 (who are not chronically homeless); and

Youth unaccompanied under age 18.

The eight (8) recommendations include:

1. Create a Housing Search and Capacity Building Team.

Create a Housing Search and Capacity Building Team of Housing Locators who, with

support from a wide-range of community members, focus on finding various

affordable housing options for street outreach workers to engage homeless persons

in order to help motivate them to pursue an appropriate affordable housing

opportunity and work with a housing navigator to obtain and maintain the housing.

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Engaging a wide-range of community representatives in housing search and capacity building activities with housing locators will result in an increase of affordable housing opportunities. Street outreach workers will be able to engage homeless persons effectively when able to present affordable housing opportunities and temporary housing when needed. This will allow a street outreach worker to concentrate on developing a relationship that will help the worker motivate a homeless person, including chronically homeless persons, to pursue an appropriate affordable housing opportunity and work with a housing navigator to obtain and maintain the housing. Potential funding sources:

Emergency Solutions Grant (ESG) allocations directly to entitlement jurisdictions;

Emergency Solutions Grant (ESG) Balance of State allocation to non-entitlement

jurisdictions;

Community Development Block Grant allocation to Riverside County;

Community Development Block Grant allocation to entitlement jurisdictions.

2. Expand Housing Crisis Response System Regarding Street Outreach.

Expand the Housing Crisis Response System regarding street outreach in all areas of

the County, which will help ensure that outreach workers will engage persons living

on the streets.

Expanding the Housing Crisis Response System regarding street outreach will help ensure that street outreach workers will be able to engage individuals and families in a housing crisis throughout the County, including highly visible homeless encampments. Outreach workers will begin the initial steps that lead to engagements which includes building a personal connection with the individuals, assessing their immediate needs a with a basic field needs assessment, and working to identify barriers that the individual must address and overcome to improve health status, gain a social support network, and address their housing crisis. Potential funding sources:



jurisdictions;

Projects for Assistance in Transition from Homelessness (PATH); Substance Abuse and

Mental Health Services Administration; U.S Dpt of Health and Human Services;

Runaway and Homeless Youth Programs: Street Outreach Program; Administration

for Children and Families; U.S Dpt of Health and Human Services.

http://www.pathprogram.samhsa.gov/

http://www.acf.hhs.gov/programs/fysb/programs/runaway-homeless-youth

https://www.acf.hhs.gov/programs/fysb/programs/runaway-homeless-youth/programs/street-outreach

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3. Create a Fully Functional HomeConnect System.

Create a fully functional HomeConnect System (Coordinated Entry System) that will

serve as the Riverside County coordinated entry system

The Riverside County Continuum of Care, other community partners, and the Riverside University Health System – Behavioral Health will develop a plan to create fully functional HomeConnect System that will serve as the Riverside County coordinated entry system (CES). The system will be directed towards those persons living on the streets, including the chronically homeless, and help determine those persons with the most severe needs and prioritize them for appropriate permanent housing and supportive services. The system will include as many community access points as possible with a strong data entry component for reporting, tracking and housing linkage. The plan will focus on a:

Stable data system;

Widespread county wide access to the system;

County wide monitoring and access to referrals of resources and housing;

Coordinated development of navigation staff to those prioritized based on the most

at risk;

Education about the system;

Advertising campaign about the system;

Landlord supports and inclusions; and

Linkage and connection through outreach efforts and with the Homeless Prevention

Specialist Program.

Potential funding sources:

HUD continuum of care program funding for Coordinated Entry System.

4. Expand Housing Crisis Response System Regarding Housing Navigation.

Expand the Housing Crisis Response System regarding housing navigation, which will

help ensure that housing navigators will engage persons living in highly visible

homeless encampments after successful street outreach efforts.

Expanding the Housing Crisis Response System regarding housing navigation will help ensure that housing navigators will be able to provide housing navigation services to those homeless persons successfully engaged by street outreach workers, including those persons who were living in highly visible homeless encampments.

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Housing navigation services include helping homeless persons develop a housing plan, address barriers identified in the plan or during regular navigation activities, and assist with acquiring documentation and completing forms required for housing. Housing navigation services also involves housing search, which includes attending property owner meetings, setting appointments, and assisting with completing paperwork needed around housing applications. Housing navigation services also involves the securing of housing, which includes inspections, utility startups, and the actual move into housing. Housing navigators will provide services until a long-term case manager takes over after the individual is residing in permanent housing.




jurisdictions;

HUD Continuum of Care Program funding for rapid rehousing programs;

HUD Continuum of Care Program funding for permanent supportive housing

programs.

5. Implement a Communitywide Housing First and Low Barrier Approach

Implement a communitywide Housing First and low barrier approach to help homeless persons obtain and maintain permanent affordable housing regardless of their service needs or challenges.

Implementing a communitywide Housing First and low barrier approach to help homeless persons obtain and maintain permanent affordable housing regardless of their service needs or challenges will include removing barriers that hinder homeless persons from obtaining and maintaining permanent affordable housing. Barriers that hinder homeless persons from obtaining housing include:

too little income or no income;

active or history of substance use;

criminal record, with exceptions for state-mandated restrictions, and

history of having been or currently a victim of domestic violence (e.g., lack of a

protective order, period of separation from abuser, or law enforcement

involvement).

Barriers that hinder homeless persons from maintaining housing include:

Failure to participate in supportive services;

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Failure to make progress on a service plan;

Loss of income or failure to improve income; and

Fleeing domestic violence. Implementing a communitywide Housing First and low barrier approach includes aligning the following with this approach:

Street outreach workers;

HomeConnect System;

Housing navigators;

Bridge housing providers;

Permanent supportive housing providers;

Rapid rehousing providers;

Home-based case managers;

Policy makers;

County departments that touch homelessness;

City departments that touch homelessness;

Public and private funders.


Housing First and low barrier approach is required to receive CoC Program and

Emergency Solutions Grant funding;

California Senate Bill 1380 requires Housing First approach to receive state funding

provides housing or housing-related services to people experiencing homelessness or

at risk of homelessness, except as specified;

6. Increase the Supply of Bridge Housing

Increase the supply of bridge housing in order to provide temporary housing for

individuals and families who have accepted an offer of a permanent supportive

housing or permanent affordable housing unit and willing to work with a housing

navigator to obtain the permanent unit.

If an individual or family has accepted an offer of a permanent supportive housing or permanent affordable housing unit, the household will be eligible for bridge housing until the unit is available for occupancy. Bridge housing is temporary housing that is in contrast to shelters and transitional housing programs that have “housing-ready models” in which residents must address various issues (e.g., substance abuse) that led to their episode(s) of homelessness prior to entering permanent housing.

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Housing navigators will use a Housing First approach and low barrier approach, which will remove barriers to obtain bridge housing. Barriers include having too little or no income, active or history of substance abuse, having a criminal record with exceptions for state-mandated restrictions; and lack of a protective order, period of separation from abuser, or law enforcement involvement) while fleeing domestic violence. A Housing First approach and low barrier approach will also remove barriers for the household to maintain bridge housing and prevent termination. Barriers include failure to participate in supportive services; failure to make progress on a service plan; loss of income or failure to improve income; and fleeing domestic violence. While in bridge housing, housing navigators will focus on households increasing their income and assist with acquiring documentation and completing forms required for housing, attending property owner meetings, setting appointments, assisting with completing paperwork needed around housing application, and the actual move into housing. Potential funding sources:



jurisdictions;

Emergency Food and Shelter Program (EFSP);

California Department of Finance, Community-Based Transitional Housing Program;

Health Care for Homeless Veterans Program, U.S. Department of Veteran Affairs.

7. Increase the Supply of Permanent Supportive Housing

Direct the Riverside County Economic Development Agency and the Housing

Authority of the County of Riverside in consultation with other key community

partners to develop a plan to increase permanent supportive housing in Riverside

County.

The plan will include identifying additional funding for subsidized housing, providing developer incentives for the production of additional affordable housing, in addition to developing and identifying funding sources for a permanent supportive housing model to address case management, employment services, and other key supportive services households need to maintain and thrive in stable housing. Permanent supportive housing is an evidence-based housing intervention for persons who have a disabling condition and in need of subsidized housing for which they pay no more than 30% of their adjusted monthly income.

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Housing navigators will use a Housing First approach and low barrier approach, which will remove barriers to obtain permanent supportive housing. Barriers include having too little or no income, active or history of substance abuse, having a criminal record with exceptions for state-mandated restrictions; and lack of a protective order, period of separation from abuser, or law enforcement involvement) while fleeing domestic violence. Housing navigators will provide services until a permanent supportive housing case manager takes over after the individual is residing in a permanent supportive housing unit. The case manager will use a Housing First approach and low barrier approach to help the household maintain the unit and prevent termination. The home-based case management will focus on helping households with maintaining their housing by providing a balanced approach that helps clients receive necessary on-site and off-site supportive service. However, the case manager will not evict households for failure to participate in supportive services; failure to make progress on a service plan; of loss of income or failure to improve income, which is consistent with a Housing First approach. Supportive services include basic home care training, basic activities of daily living training including grooming, hygiene, food budgeting, food prep and general independent living barriers that present during the times of services. Supportive services include in-home visits, which provide a unique view of the stabilization process as well as a “pivot point” for skill building when a barrier occurs while in the residence. Supportive services also revolve around basic stabilization skills, linkages to resources and barrier needs such as mental health services, medical care, benefits applications and general community services that could be helpful to the individual and their family. Other supportive services include education, emergency assistance, employment, substance use counseling and treatment, and trauma-informed care.


HUD CoC Program funding for permanent supportive housing programs;

California Dpt of Housing and Community Development, No Place Like Home Program;

HUD-Veterans Affairs Supportive Housing (HUD-VASH) program;

HOME Investment Partnerships Program;

Housing Opportunities for Persons with Aids (HOPWA);

HUD Family Unification Program.

8. Increase Rapid Rehousing Assistance

Direct the Riverside County Economic Development Agency (EDA) and Housing Authority of the County of Riverside to partner with additional county and city partners to expand the number of rapid rehousing programs.

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Rapid re-housing is a national and critical intervention designed to assist households experiencing homelessness to stabilize in permanent housing as quickly as possible. Research demonstrates that a vast 80% of the homeless population is transitionally homeless and will only experience relatively short-stays in homelessness. This group often enters homelessness due to a housing crisis (often due to the lack of affordable housing) and can successfully exit homelessness within 30 days through minimal supports. Rapid rehousing is a promising model for this population due to its three core components, which include housing identification services, case management services and short-move-in assistance. Riverside County has launched HomeConnect System, which serves as the Riverside County coordinated entry system (CES). The system creates a path for households experiencing homelessness to the most appropriate housing intervention as quickly as possible. Through this system, rapid re-housing has become the most appropriate intervention for the majority of households in the CES. While existing rapid rehousing interventions exist, additional rapid rehousing assistance will meet the demands of households pending placement through the CES. Because the availability of affordable housing has continued to decline, the county will also need to prepare for additional households who may experience a housing crisis in the future. Such a strategy would need to:

Identify a list of existing rapid re-housing programs throughout Riverside county to

identify gaps in service in specific regions throughout the county;

Coordinate meetings with cities to discuss opportunities in using funding toward

creating rapid re-housing programs for local residents to access when experiencing a

housing emergency;

Connect cities with credible agencies that have successfully carried out effective rapid

re-housing projects and can assist with the implementation of new rapid rehousing

projects;

Advocate for additional city, state and federal dollars which can be used to support

existing and new rapid rehousing projects; and

Support and expand the number of successful permanent housing placements made

through the CES.




jurisdictions;

HUD CoC Program funding for rapid rehousing programs;

California Work Opportunity and Responsibility to Kids (CalWORKs) Housing Support

Program;

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Department of Veterans Affairs Supportive Services for Veteran Families (SSVF)

program;

Community Services Block Grant;

Community Development Block Grant allocation to Riverside County;

Community Development Block Grant allocation to entitlement jurisdictions.

Recommendations for maintaining permanent housing

The next six (6) recommendations will help carry out the combined evidence-based and best practices that work best for maintaining permanent housing, whereas the first nine (9) recommendations work best for obtaining permanent housing. These six (6) also recommendations focus on ending homelessness for all homeless persons but with an emphasis on ending homeless among the five (5) subpopulations that HUD is encouraging through the Continuum of Care Program.

9. Increase the number of Home-based Case Managers

Increase the number of home-based case managers in order to ensure that previously homeless individuals and families receive case management after rapid rehousing assistance ends and ensure that there are enough case managers to provide case management for all households in permanent supportive housing units.

Increasing the number of home-based case managers will help stabilize those individuals and families that have severe needs and multiple past housing crisis as identified through the CES. Providing home-based case management and supportive housing services to these households is a proven model that addresses their multiple needs and limited skills to address their needs. Home-based case management has positive effects on housing stability, employment, mental and physical health, and school attendance. When provided on a tiered and progressive engagement basis, home-based case management prioritizes services to those with the most complex challenges to achieve independence, stability and to live a lifestyle of their choice with dignity. Potential funding sources:

Services in Supportive Housing, Substance Abuse and Mental Health Services

Administration, U.S Department of Health and Human Services;

HUD Continuum of Care Program funding for permanent supportive housing

programs.

http://homeless.samhsa.gov/Organization/Services-in-Supportive-Housing-41.aspx

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10. Increase Supportive Services

Direct the Riverside County Executive Oversight Committee on Homelessness (EOCH)

agencies to work with each county department in the EOCH to develop and

implement a plan for each department to support community-based homeless case

managers, which reflects the extent and nature of each department’s interaction with

homeless families/individuals.

Riverside County’s EOCH should collaborate with the Continuum of Care (CoC) to enhance the quality of supportive services and determine high quality standards of supportive services that should include the following activities:

Connection to financial benefits (such as General Relief, Supplemental Security

Income [SSI], CalFresh, etc.);

Connection to health coverage, which is generally Medi-Cal;

Linkages to and direct connection/collaboration with treatment-related services (such

as mental health, physical health, and substance use disorder treatment);

Linkages to job development and training programs, school, peer advocacy

opportunities, advocacy groups, self-help support groups, and volunteer

opportunities, as needed and wanted by the tenant;

Money management and linkage to payee services;

Transportation and linkage to transportation services;

Peer support services (using people with lived experience to conduct outreach,

engagement, and supportive services is an evidence-based best practice);

Community-building activities, i.e., proactive efforts to assist tenants in engaging/

participating in the community and neighborhood; and

Connection to specialized services provided to individuals who are victims of Domestic

Violence; Lesbian, Gay, Bi, or Transgender; transition age youth; or elderly.

Additionally, the standards for high-quality supportive services should specify that supportive services should be:

tenant-centered;

accessible;

coordinated; and

integrated.

The EOCH agencies can support homeless case managers (county and community based) by:

Helping homeless families/individuals connect to a homeless case manager (though

CoC, CES, etc);

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Responding effectively to homeless case managers assisting homeless families/

individuals to access and navigate County services;

Participating in CES regional case conferencing and coordinated outreach meetings;

Provide space for homeless case managers to collocate at their facilities and conduct

in-reach with homeless families/individuals who go to the Department for services;

and

Implement a standardized protocol to contact a homeless case manager (who could

be a domestic violence service provider) to come to the department’s facility to

engage a homeless family/individual who wishes to see a homeless case manager.

With the support of the EOCH, the CoC should support for case managers by providing housing stabilization/case management training. Potential funding sources:

Grants for the Benefit of Homeless Individuals, Substance Abuse and Mental Health

Services Administration, U.S Department of Health and Human Services;

Whole Person Care Program, California Department of Health Care Services;

Mental Health Services Act (MHSA), Full Service Partnership Funds.

11. Enhance Community Partnerships to Increase Employment Opportunities: Increase the

Employment for Homeless Adults:

Establish a team and workforce service programming targeted to homeless adults. The Workforce Development Department (Workforce) is proposing to establish a team and workforce service programming targeted to homeless adults. This yet unnamed program will be a collaborative effort between the CoC and Workforce to ensure seamless service delivery and to prevent “siloed” employment services with limited connections to traditional homeless services offered by other agencies. Stable and sustainable employment is critical to ending and preventing homelessness. Prolonged unemployment, underemployment, and low wages are major contributing factors to homelessness especially for families. Once homeless, it is even more difficult to find a job and keep a job. Homelessness also prevents individuals from participating in training, educational

programs and subsidized employment opportunities due to transportation issues, the instability of emergency shelter and the sheer lack of a “home-base.”

It is imperative that employment and housing interventions happen simultaneously to ensure that households experiencing homelessness have an opportunity to achieve both housing and economic stability. This will require a coordinated effort between the Workforce Development Department and the Continuum of Care to connect individuals as quickly as possible with

http://homeless.samhsa.gov/Search.aspx?search=GBHI

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workforce services, training programs, jobs and work supports such as subsidized childcare and

transportation assistance.

The comprehensive program will include the following components:

Education and training for case managers and staff from partnering agencies to ensure that all service providers are fully informed of the employment services provided by the Workforce Development Department, EDD, the Department of Rehabilitation, DPSS, and other community providers;

The establishment of “Career Resource Areas” at homeless access centers, large-scale emergency shelters and other facilities that serve a high number of homeless individuals to provide access to computers, the internet and software programs to facilitate resume

preparation and employment searches. Surplus Workforce computers will help establish

these centers in key locations;

The establishment of a team within Workforce who will exclusively serve the Continuum

of Care and homeless jobseekers. This will include a dedicated job developer who will facilitate job placement and recruit employers to join a countywide effort to offer jobs to persons experiencing homelessness;

Specialized job readiness boot camps, soft skill development courses, career coaching, mentoring and supportive services that address the unique needs of homeless job seekers;

Work supports such as childcare, transportation assistance, and financial assistance with uniforms, equipment, etc.; and

Employment retention services to ensure that homeless jobseekers maintain

employment and have continued access to career coaches and supportive services.


Workforce Innovation Opportunity Act.

12. Enhance the CalWORKs Subsidized Employment Program for Homeless Families

Expand the existing Department of Public Social Services (DPSS) CalWORKs Subsidized Employment Program to target CalWORKs families, who are homeless or at risk of homelessness.

The CalWORKS Subsidized Employment Program is an existing program administered by the Riverside County Workforce Development Department through an agreement with the Department of Public Social Services (DPSS). The program leverages federal funds provided to Riverside County through Workforce Innovation and Opportunity Act.

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The expansion would increase wrap around services and employer recruitment with the goal of increasing the number of permanent jobs obtained by participants because of program participation. An experienced Riverside County Workforce Development team would provide wrap-around services to high barrier populations such as disconnected youth, ex-offenders, and Temporary Assistance to Needy Families (TANF families). The expanded supportive services would include career coaching, mentoring, financial literacy, soft skills development, training and counseling. The team will also include full time job developers who are responsible for employer recruitment and management of the employer relationships.


CalWORKs Subsidized Employment Program;

Workforce Innovation Opportunity Act.

13. Improve Access to Health and Mainstream Benefits

Develop a strategy for EOCH agencies to collaborate with the Continuum of Care to

improve and increase access to mainstream benefits for all persons experiencing

homelessness in Riverside County.

The strategy should focus on providing support to Continuum of Care homeless providers and all county agencies serving people who are experiencing homelessness to improve and increase access to mainstream benefits. Support should include:

o Support for homeless case managers

Establish a countywide team of specialists from key county agencies to support homeless case managers by helping them

Identify a benefits specialist lead at each homeless provider agency;

Educate recipients on how to maintain their benefits and what to do if lose or

denied;

Offer training to homeless service providers by mainstream agencies to

establish relationships among case managers and mainstream intake workers

and teach case managers how to do successful applications;

Develop tracking of applications for benefits in Homeless Management

Information System (HMIS); and

Develop an archive of client documents required for benefits applications

within HMIS client record

o Include insurance/MediCal for all (Affordable Care Act (ACA)

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Create an “Access to Healthcare Advisory” in the Continuum of Care that would provide training for homeless service providers concerning ACA enrollment that would focus on

Case management for health care services that would help ensure those with complex health needs who are experiencing homelessness are linked to case management to increase access to health care services;

Connecting homeless people to health care and services by using the HomeConnect System that will serve as the Riverside County CES to connect people to MediCal applications, health care providers, health plans, and housing resources (note: CES gathers self-reported information about insurance and health plan enrollment and/or information to confirm eligibility for health care services).

o Advocate for streamlining of Social Security Administration (SSA) benefits

DPSS collaborates with San Bernardino County CoC to provide one to two SSI/SSDI Outreach, Access and Recovery (SOAR) trainings each year that focuses on streamlining Social Security Administration (SSA) benefits. SOAR is for persons who are homeless or at risk for homelessness and who have a mental illness, a co-occurring substance use disorder or other serious medical condition. SOAR Increases access to SSI/SSDI for people who are homeless or at risk for homelessness. SSI (Supplemental Security Income) and SSDI (Social Security Disability Insurance) are the two disability programs of the Social Security Administration (SSA). The Substance Abuse and Mental Health Services Administration (SAMHSA) sponsors the SOAR Technical Assistance Center in collaboration with SSA.

o Increase access to SSA benefits

DPSS will apply for SOAR Technical Assistance Grant to over assistance about increasing access to SSA benefits to the Riverside CoC. SAMHSA’s SOAR program assists states and localities to expedite access to the Social Security Administration’s (SSA) disability programs -- Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) -- Currently, all 50 states participate in the federally sponsored SOAR technical assistance (TA). Participation in SOAR requires local commitment and collaboration while working closely with the SOAR State Team Lead to ensure that the effort is consistent with that of other communities in the state.

o Include legal assistance for appeals process

Train agencies on benefits appeal processes.

o Identify ways to increase access to VA benefits

Riverside CoC will work with VA Loma Linda to identify ways to increase access to VA benefits.

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o Target SSI Advocacy for Inmates

Establish a program to assist disabled, incarcerated individuals in completing and submitting their SSI application prior to discharge or in securing reinstatement of their SSI benefits, if the individual was receiving SSI prior to incarceration. Pre-release activities would include the following:

Facility gathers list of release-eligible inmates at least three months prior to

discharge, six months is preferable;

Benefits eligibility specialists screen for SSI and SSDI eligibility which

encompasses: checking each inmate’s social security number, citizenship or

eligible immigration status and current benefit status;

Meeting with inmate to complete a questionnaire to determine whether

individual has a severe mental or physical impairment or is aged (age 65)

for potential eligibility for SSI. Also review work history and get earnings

record to determine potential eligibility for SSDI.

Inmates who are potentially eligible for SSI or SSDI will be connected to the countywide SSI advocacy contractor who will meet with the inmate in the jail to initiate a SSI/SSDI application.


Whole Person Care Program, California Department of Health Care Services;

California Board of State and Community Corrections, Proposition 47 Grant Program.

14. Establish a voluntary countywide Homeless Court program

Establish a voluntary countywide Homeless Court program wherein homeless

individuals gain an opportunity to resolve outstanding misdemeanor and infraction

cases under a progressive plea bargaining system.

Open, pending misdemeanor or infraction criminal cases, as well as outstanding fines and fees on similar closed cases, are often an impediment to overcoming homelessness and can push individuals further outside society. Establishing a countywide Homeless Court program would provide a mechanism for addressing these issues. The program would employ an incentive based, alternative plea and sentencing system different from traditional criminal courts. This system would acknowledge and give “credit” for a participant’s pre-appearance, provider-based activities aimed at self-improvement. Such activities would include counseling, medical care, life-skills programs, chemical dependency meetings, employment search and training, and housing efforts.

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The provider would establish a specialized treatment plan for each participant. Once the participant completes the required activities, the participant would be “sentenced” to such activities in lieu of traditional criminal court sanctions. Homeless Court participation would be strictly voluntary.

The Homeless Court program will need to

Establish a network of approved local agency service providers, such as shelters;

Create a Homeless Court MOU establishing: the program objectives; the roles and

responsibilities of each party; the participant and case eligibility criteria; and the

manner in which eligibility is determined;

Establish a Homeless Court team consisting of the lead and collaborative agencies

that will be responsible for the oversight and administration of the Homeless

Court program; and

Develop a protocol for the processing of the criminal case outcomes.


RECOMMENDATIONS FOR PREVENTING HOMELESSNESS There are four (4) recommendations that will help implement the coordinated system to prevent homelessness, whereas the previous 14 recommendations focused on implementing the coordinated system to end homelessness. They combine evidence-based and best practices that work best to prevent individuals and families at risk of becoming homeless from becoming homeless. This includes households who have never been homeless or have been homeless but obtained permanent subsided or affordable housing. The four (4) recommendations include:

15. Design and Implement an Effective Homeless Prevention System

Design and implement an effective homeless prevention system that will identify those individuals and families who are most likely to become homeless and ensure that they receive the necessary resources to prevent homelessness.

The approach will focus on providing limited cash assistance and a wide-range of free or low cost supportive services and supplies to those households most likely to become homeless. Property owners, utility providers, etc., will directly receive any cash assistance.

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Households most likely to become homeless will be identified by using the characteristics of the local sheltered population as the criteria for determining if a household is likely to become homeless and should receive prevention assistance. Such information is available through the Homeless Management Information System (HMIS). Characteristics will likely include:

history of homelessness including number of, and length of, previous homeless episodes;

very low income household;

disabilities in household; and

employment status of adults. Households Most Likely to Become Homeless Households most likely to become homeless will receive the following assistance:


utility deposits;

security deposits;

move-in costs;

legal fees;

transportation; and


The approach will also focus on providing a wide-range of free and low cost supportive services and supplies to those households most likely to become homeless, which are listed below.

Households Less Likely to Become Homeless Households less likely to become homeless will receive a wide-range of free or low cost services and supplies if, and when, needed. A wide-range of free or low cost supportive services and supplies include:

clothing;



food;

health care;


household supplies;

hygienic supplies;

mental health care;

public assistance;

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jurisdictions;

Emergency Food and Shelter Program (EFSP);

16. Increase Rapid Rehousing Assistance to Divert Households from Entering Emergency

Shelters

Increase rapid rehousing assistance to divert households from entering emergency shelters by using rapid rehousing assistance to divert households from entering emergency shelters and assist them with obtaining and maintaining permanent housing.

In order to help ensure that those individuals and families most likely to become homeless not become homeless, the EOCH Work Group also designed a homeless prevention approach based on best practices, which involves using rapid rehousing assistance to divert households from entering emergency shelters and assist them with obtaining and maintaining permanent housing. Diversion includes the following steps:

Conducting an assessment

Once it is certain that the household is going to lose their housing, an assessment should determine how much longer the household could stay in their current housing before having to leave and if the household could stay with family or friends once the household leaves their current housing. During the time that the household can stay in their current housing and/or with family or friends, housing search activities will begin.

Providing bridge housing rather than emergency shelter if needed

If permanent housing is not obtained during the time that the household can stay in their current housing and/or stay with family or friends, bridge housing rather than emergency shelter should be provided. While in bridge housing, household will work with a housing navigator to move into permanent housing as quickly as possible.

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Providing assistance with obtaining permanent affordable housing.

Housing navigator will provide assistance with obtaining permanent affordable housing. Assistance will include housing location services, financial assistance for rent, utilities, and move-in costs, and accompanying case management and supportive services. Potential funding sources:



jurisdictions;

HUD CoC Program funding for rapid rehousing programs;

Supportive Services for Veterans Families, U.S. Department of Veterans Affairs;

Tenant-based Rental Assistance, HUD HOME Investment Partnerships Program.

17. Develop a Coordinated System Involving Discharge Planning

Develop a coordinated system involving discharge planning between all county departments.

A system of coordinated care, between all departments providing services for each client, needs to be developed. A countywide consent agreement/policy needs to be developed that allows departments to share information with other departments providing services for clients. Also needed, is an electronic solution for all departments to view patient information with client permission. The electronic solution should incorporate information from the jails, probation, DPSS, DBH, clinics, emergency medical service providers, etc. The electronic solution should also include information sharing with city departments and appropriate community service providers.

Discharge planning between county departments would include any homeless persons

transitioning from one department’s case management services into another department’s care

management services. This would involve persons transitioning from

RUHS Medical Center (MC) RUHS clinics

Foster youth Adult programs

Jail probation

Detention Health (DH) RUHS MC

RUHS MC DH

DH DBH

DHMC

DHRUHS clinics (BH or medical)

Probation Jail

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Probation RUHS clinics (BH or medical)

Probation MC

MCprobation

RUHS Behavioral Health (BH) RUHS medical clinics

RUHS MC Arlington Campus RUHS BH

Any other transitions in care individuals within Riverside County experience.


Whole Person Care Program, California Department of Health Care Services.

18. Create and Implement a Homeless Prevention Education and Awareness Campaign

Create and implement a homeless prevention education and awareness campaign to make individuals and families at risk of becoming homeless, and those community groups that want to help them, aware of the resources available to help prevent homelessness.

Homeless prevention education will involve educating community groups about the homeless prevention approach that the EOCH Work Group designed as described in recommendation 15. The approach helps ensure that all individuals and families at risk of becoming homeless have access to a wide-range of free or low cost supportive services and supplies and those households most likely to become homeless receive cash assistance such as rental and utility assistance if they are identified as likely to become homeless through an intake and evaluation process. Property owners and utility providers directly receive any cash assistance. Community groups will include civic groups, faith-based organizations, local government, and non-profit agencies. Special efforts will be made to engage elected and appointed officials in the education awareness campaign. Homeless prevention awareness will involve making individuals and families at risk of becoming homeless aware of a wide-range of free or low cost supportive services and supplies and cash assistance such as rental and utility assistance if they are identified as likely to become homeless through an intake and evaluation process. Households most likely to become homeless will receive the following assistance:


utility deposits;

security deposits;

move-in costs;

legal fees;

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transportation; and


Property owners, utility providers, etc., will directly receive the cash assistance. A wide-range of free or low cost supportive services and supplies include:

clothing;



food;

health care;


household supplies;

hygienic supplies;

mental health care;

public assistance;



It is important that households at risk of homelessness be aware of the wide range of services that can prevent them from becoming homeless. Anecdotal information suggests that such households often learn about such services too late to avoid homelessness—right before or right after they become homeless. Also, it is important that agencies that want to help such households learn about the spectrum of services needed to assist households at risk of homelessness. Thus, part of this recommendation involves developing a “Homelessness Prevention Guide published in languages primarily spoken in the County and made available in the County including:

Social service agencies;

Community centers;

Schools;

Libraries; and

Networking meetings. The guide should also be available on various community web sites and easily printable. Potential funding sources:

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IV. IDENTIFYING A WIDE-RANGE OF PUBLIC & PRIVATE FUNDING OPPORTUNITIES

TO CARRY OUT RECOMMENDATIONS

In order to further the progress towards identifying a wide-range of public and private funding opportunities to help carry out the recommendations for the coordinated systems to end and prevent homelessness among individuals and families, the following two (2) recommendations are provided:

19. Conduct an Analysis of Current County Funding

Conduct a continuing analysis of current programs, resources, and funding sources to identify on-going needs and gaps and to avoid duplication; and determine where funding may be used more effectively.

The county’s Continuum of Care Board of Governance can serve as a key partner with the EOCH in facilitating and supporting the Continuum of Care’s effort to broaden and diversify funding and resources to address homelessness, including leveraging funding and resources from existing sources and increasing funding for housing that provides a pathway to permanent and stable housing for people who are experiencing homelessness and have the most challenging and severe barriers to housing. Potential funding sources:

20. Facilitate the Creation of a Regional Funder’s Collaborative

Facilitate the creation of a regional funders’ collaborative of public and private philanthropic organizations who invest in local initiatives related to ending homelessness in Riverside County.

The Continuum of Care (DPSS) has been invited to be part of the Funders’ Alliance of the Inland Empire, a collaborative group of large regional funding agencies that have joined together to increase communication, collaboration and coordination among region a funders. The primary goals of the Alliance include: regional networking and information sharing among large funders, advocacy for the needs of the region, leveraging funds to maximize impact and increasing the capacity of service providers in the region. The Funders’ Alliance is planning a listening session on homelessness for its philanthropic members/partners in early 2017. Potential funding sources:

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Appendix A: Working Definitions (Glossary)

The following definitions are working descriptions based upon information made available primarily by HUD and the U.S. Interagency Council on Homelessness. Assertive Community Treatment (ACT):

Assertive Community Treatment (ACT) is a multidisciplinary treatment team that provides

case management, crisis intervention, medication monitoring, social support, assistance

with everyday living needs, access to medical care, and employment assistance for people

with mental illnesses and people who are homeless. ACT is an assertive outreach

approach with hands-on assistance provided to individuals in their homes and

neighborhoods.

Bridge Housing:

Bridge housing is temporary housing that is in contrast to shelters and transitional housing

programs that have “housing-ready models” in which residents must address various

issues (e.g., substance abuse) that led to their episode(s) of homelessness prior to

entering permanent housing. Thus, treatment and compliance is required in exchange for

help with obtaining permanent housing. In bridge housing, however, there are no

preconditions such as sobriety. Residents work with housing navigators (as noted below)

to move into permanent housing as quickly as possible and receive home-based

supportive services including substance abuse services if agreed upon and needed.

Chronically Homeless:

A ‘‘chronically homeless’’ individual is defined to mean a homeless individual with a

disability who lives either in a place not meant for human habitation, a safe haven, or in

an emergency shelter, or in an institutional care facility if the individual has been living in

the facility for fewer than 90 days and had been living in a place not meant for human

habitation, a safe haven, or in an emergency shelter immediately before entering the

institutional care facility. In order to meet the ‘‘chronically homeless’’ definition, the

individual also must have been living as described above continuously for at least 12

months, or on at least four separate occasions in the last 3 years, where the combined

occasions total a length of time of at least 12 months. Each period separating the

occasions must include at least 7 nights of living in a situation other than a place not

meant for human habitation, in an emergency shelter, or in a safe haven.

Chronically homeless families are families with adult heads of household who meet the

definition of a chronically homeless individual. If there is no adult in the family, the family

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would still be considered chronically homeless if a minor head of household meets all the

criteria of a chronically homeless individual. A chronically homeless family includes those

whose composition has fluctuated while the head of household has been homeless.5

Continuum of Care:

Continuum of Care mean the group organized to carry out the responsibilities required

by HUD for Continuum of Care and ESG funding and is composed of representatives of

organizations, including nonprofit homeless providers, victim service providers, faith-

based organizations, governments, businesses, advocates, public housing agencies,

school districts, social service providers, mental health agencies, hospitals, universities,

affordable housing developers, law enforcement, organizations that serve homeless and

formerly homeless veterans, and homeless and formerly homeless persons to the extent

these groups are represented within the geographic area and are available to participate.

Coordinated Entry System:

Coordinated assessment system means a centralized or coordinated process designed to

coordinate program participant intake assessment and provision of referrals. A

centralized or coordinated assessment system covers the geographic area, is easily

accessed by individuals and families seeking housing or services, is well advertised, and

includes a comprehensive and standardized assessment tool (see VI-SPDAT).

Emergency Shelter:

An emergency shelter provides temporary shelter and assistance for homeless persons.

Shelter is generally no more than 90 days and assistance includes case management and

supportive services.

Home-based Case Management:

Focuses on helping persons with maintaining their housing after obtaining their housing by providing a balanced approach that helps clients receive necessary on-site and off-site supportive services but does not evict clients for failure to participate in supportive services; failure to make progress on a service plan; of loss of income or failure to improve income which is consistent with a Housing First approach.

5 Federal Register /Vol. 80, No. 233/Friday, December 4, 2015/Rules and Regulations, Homeless Emergency Assistance and Rapid Transition to Housing: Defining ‘‘Chronically Homeless:’’ Final Rule, p. 75791.

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Homeless Management Information System:

Homeless Management Information System (HMIS) is an information system designated

by the Continuum of Care to comply with the HMIS requirements prescribed by HUD. It is

a local information technology system used to collect client-level data and data on the

provision of housing and services to homeless individuals, families, and persons at risk of

homelessness. Each Continuum of Care is responsible for selecting an HMIS software

solution that complies with HUD's data collection, management, and reporting standards.

Homeless Prevention:

Homeless prevention consists of efforts to provide assistance to help households

maintain their housing or obtain housing as quickly as possible if they lose their housing.

Assistance may include rental and utility assistance, case management, and/or supportive

services.

Host Homes:

Host Homes address the housing needs of homeless youth by connecting them with

caring adults from their own communities who are willing to provide safe housing and

support within their own homes as a transitional living arrangement. This ‘outside-the-

system’ response to youth homelessness is a community and volunteer-based approach

to provide housing and support to youth ages 16-24. Communities recruit and train adult

volunteers to be hosts so that the youth may continue to live, attend school, and work

within a supporting community.

Housing First and Low Barrier Approach:

Housing First is a community-wide approach that consists of the following elements:

o people experiencing homelessness can achieve stability in permanent housing,

regardless of their service needs or challenges, if provided with appropriate levels of

services.

o barriers are removed that have hindered homeless persons from obtaining housing

which include

too little income or no income;

active or history of substance use;

criminal record, with exceptions for state-mandated restrictions; and

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history of having been or currently a victim of domestic violence (e.g., lack of a

protective order, period of separation from abuser, or law enforcement

involvement).

o barriers are removed that have hindered homeless persons from maintaining housing

which include

Failure to participate in supportive services; Failure to make progress on a service plan; Loss of income or failure to improve income; and Fleeing domestic violence.

Housing Navigation:

Navigation services would include more extensive case management services provided to those in agreement with a housing option. Referrals would typically come from the CES for an assignment, Housing providers and other service providers. Navigation differs from active case management in that primary focus is assisting the individual from the streets into obtain their housing whereas case management is long term and ongoing to aid the individual to maintain their housing once achieved

This would include tasks such as navigating the individual in developing a housing plan, addressing the barriers identified during the plan or during regular navigation activities, assisting the individual or family in acquiring documentation and completing forms required for housing. Providing navigation through housing search, including attending property owner meetings, setting appointments and assisting with completing paperwork needed around housing applications. Navigation includes the securing of housing including inspections, utility startups and actual move in into housing. Each navigation team/worker will provide services until a linkage with an assigned long-term case manager occurs once the individual is residing in their housing.

Housing Search and Capacity Building:

Housing Locators, with support from a wide-range of community members, focus on

finding various housing options for street outreach workers to engage homeless persons.

Engaging a wide-range of community representatives in housing search activities with

housing locators will result in an increase of affordable housing opportunities. This allows

a street outreach worker to concentrate on developing a relationship that will help the

worker motivate a chronically homeless person to pursue an appropriate affordable

housing opportunity and work with a housing navigator to obtain and maintain the

housing.

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HUD-Veterans Affairs Supportive Housing (HUD-VASH) Program:

The HUD-Veterans Affairs Supportive Housing (HUD-VASH) program combines Housing

Choice Voucher (HCV) rental assistance for homeless Veterans with case management

and clinical services provided by the Department of Veterans Affairs (VA). VA provides

these services for participating Veterans at VA medical centers (VAMCs) and community-

based outreach clinics.

Mainstream Resources:

Mainstream resources help homeless households obtain and maintain permanent

housing. Such resources include a wide-range of programs that are administered by

federal, state, count, and city public and private organizations that help homeless

households obtain education, employment, food, health care, housing, income, mental

health care, substance use, and transportation resources.

No Wrong Door Approach:

No wrong door approach ensures that a homeless family or individual can present at any

homeless housing and service provider in the geographic area and is assessed using the

same tool and methodology so that referrals are consistently completed across the

continuum of care for homeless individuals and families.

Permanent Affordable Housing:

Permanent affordable housing is housing that costs no more than 30 percent of a

household's monthly income. That means rent and utilities in an apartment or the

monthly mortgage payment and housing expenses for a renter or homeowner should be

less than 30 percent of a household's monthly income to be affordable. The renter or

homeowner pays one hundred percent (100%) of the monthly rent or mortgage payment.

Permanent Subsidized Housing:

Permanent subsidized housing provides a subsidy to renters that can vary over time and

be permanent or temporary. The renter pays a portion of the rent and the rental subsidy

makes up the difference.

Permanent Supportive Housing:

Permanent supportive housing is an evidence-based housing intervention for persons

who have a disabling condition and in need of subsidized housing for which they pay no

more than 30% of their adjusted monthly income. Services are provided on-site and off-

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site. The type of services depends on the needs and the will of the residents. Services may

be short-term, sporadic, or ongoing indefinitely. Supportive services may include

education, emergency assistance, employment, health care, mental health care,

substance use counseling and treatment, and trauma care.

Prevention and Diversion:

Prevention and diversion focuses on assisting households to maintain or obtain permanent housing while avoiding a shelter stay. Prevention and diversion assistance may include a combination of financial assistance, mediation, housing location, or other supportive supports.

Point-in-time Count:

Point-in-time count means a count of sheltered and unsheltered homeless persons

carried out on one night in the last 10 calendar days of January or at such other time as

required by HUD.

Rapid Rehousing:

Rapid rehousing assistance helps individuals and families quickly exit homelessness to

permanent housing. Rapid re-housing assistance is offered without preconditions (such

as employment, income, absence of criminal record, or sobriety), and the resources and

services provided are typically tailored to the unique needs of the household. The core

components of a rapid re-housing program include housing identification services,

financial assistance for rent and move-in, and accompanying case management and

supportive services. While a rapid re-housing program has all three-core components

available, it is not required that a household utilize them all.

Recovery Housing:

Recovery Housing is a housing model that uses substance use-specific services, peer

support, and physical design features to support individuals and families on a particular

path to recovery from addiction, typically emphasizing abstinence. An abstinence-focused

residential or housing program where residents can live among, and supported by, a

community of peers is who are also pursuing recovery from addiction–environments.

Street Outreach and Engagement:

Outreach with those individuals identified as in a Housing Crisis, begins the initial steps

that lead to engagements which includes building a personal connection with the

individuals, assessing their immediate needs a with a basic field needs assessment, and

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working to identify barriers that the individual must address and overcome to improve

health status, social support network and address their housing crisis. Outreach to the

community can also serve as a means of educating the community about what the

components of a Housing Crisis are, ways in which to support our community members

living on the streets and the programs that serve those individuals.

Engagement is continued multiple contacts with the individuals living on the street,

continued attempts in those contacts to develop and establish a rapport and trust that

leads to a trusting relationship that can facilitate the development of a Housing goal and

plan as well as addressing the individuals medical, mental health and service needs. The

process begins after the initial street outreach contact, which identifies individuals in a

Housing Crisis. Engagement periods can be as little a one or two short contacts to years

of hundreds of contacts. Staff who provide the engagement services are aware that

refusals for any kind of contacts can rapidly shift and that initial rejections of their

contacts can eventually lead to acceptance of services and development of a housing goal

and plan. It is important that the community, agency’s or government policies and

resources recognize the length of time this can take and allow for this deep time

consuming regular and persistent contact.

Supportive Services:

Supportive services can include basic home care training, basic activities of daily living

training including grooming, hygiene, food budgeting, food prep and general independent

living barriers that present during the times of services. In-home visits provide a unique

view of the stabilization process as well as a “pivot point” for skill building when a barrier

occurs while in the residence. Supportive services can revolve around basic stabilization

skills, linkages to resources and barrier needs such as mental health services, medical

care, benefits applications and general community services that could be helpful to the

individual and their family. Other supportive services include education, emergency

assistance, employment, substance use counseling and treatment, and trauma-informed

care.

Supportive Services for Veteran Families (SSVF) Program:

The Supportive Services for Veteran Families (SSVF) Program provides supportive services

to very low-income Veteran families in or transitioning to permanent housing. Private

non-profit organizations and consumer cooperatives receive funds from the U.S.

Department of Veteran Affairs to assist very low-income Veteran families and individuals

by providing a range of supportive services designed to promote housing stability.

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Transitional Housing:

Transitional housing facilitates the movement of homeless individuals and families into

permanent housing within 24 months. Residents receive assistance that includes case

management and supportive services. Residents also have a signed lease or occupancy

agreement.

Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT):

Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT) is a tool

that helps identify the best type of support and housing intervention for an individual or

family by determining their level and severity of need. The tool helps identify the best

type of support and housing intervention for an individual by relying on three categories

of recommendation:

o Permanent Supportive Housing: Individuals or families who need permanent housing

with ongoing access to services and case management to remain stably housed.

o Rapid Re-Housing: Individuals or families with moderate health, mental health and/or

behavioral health issues, but who are likely to be able to achieve housing stability over

a short time period through a medium or short-term rent subsidy and access to

support services.

o Affordable Housing: Individuals or families who do not require intensive supports but

may still benefit from access to affordable housing. In these cases, the tool

recommends affordable or subsidized housing but no specific intervention drawn

uniquely from the homeless services world. (In most cases, this amounts to saying

simply, “no case management.”)

Scoring and ranges include the following:

o 8+ for a recommendation to PSH assessment;

o 4-7 for a recommendation to RRH assessment;

o 0-3 for a recommendation that no intensive supports be provided to access or

maintain housing.

Continuum of Care Program

Competition Debriefing FY 2016

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CoC Name: Riverside City & County CoC

CoC Number: CA-608

This document summarizes the scores your CoC received in the FY 2016 Continuum of Care

Program Competition application. It provides three sets of information:

The CoC’s score on several high priority questions;

A summary of the CoC’s scores on the four sections of the application; and

A summary of the average CoC score, including the highest and lowest scores.

The scores are organized in the same manner as the CoC application. In a separate document, we

are publishing a crosswalk showing how the questions in the CoC application were related to the

questions in the NOFA.

High Priority CoC Application Questions Below is a selection of high priority CoC Application questions that includes the total points

available for each of the questions listed and the points received by the CoC for the question.

The chart below indicates the maximum amount of points available for each scoring category

and the actual score your CoC received.

High Priority CoC Application Questions

CoC Application Questions Maximum Score Available CoC

Score Received

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

This question assessed whether a CoC used objective criteria and past performance to review and rank projects. To receive full points, CoCs would have had to use performance-based criteria to at least partially evaluate and rank projects. Examples of performance criteria include reducing the length of time people experienced homelessness and the degree to which people exited programs for permanent housing destinations. 1F-2. In the sections below, check the appropriate box(s) for each section to indicate how project applications were reviewed and ranked for the FY 2016 CoC Program Competition. (Written documentation of the CoC's publicly announced Rating and Review procedure must be attached.)

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Score Received

1F-2a. Describe how the CoC considered the severity of needs and vulnerabilities of participants that are, or will be, served by the project applications when determining project application priority.

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Homeless Management Information System (HMIS) Bed Coverage

2C-2. Per the 2016 Housing Inventory Count (HIC), indicate the number of beds in the 2016 HIC and in HMIS for each project type within the CoC. If a particular project type does not exist in the CoC then enter “0” for all cells in that project type.

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3A. Continuum of Care (CoC) System Performance

This question captured the change in PIT counts of Sheltered and Unsheltered Homeless Persons 3A-1a. Using the table provided, indicate the number of persons who were homeless at the Point-in-Time (PIT) based on the 2015 and 2016 PIT counts (or the two most recent years’ PIT counts were conducted) as recorded in the Homelessness Data Exchange (HDX)

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3A-3. Performance Measure: Length of Time Homeless. Describe the CoCs efforts to reduce the length of time individuals and families remain homeless. Specifically, describe how the CoC has reduced the average length of time homeless, including how the CoC identifies and houses individuals and families with the longest lengths of time homeless.

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3A-4a. Exits to Permanent Housing Destinations: Fill in the chart to indicate the extent to which projects exit program participants into permanent housing (subsidized or non-sub-subsidized) or the retention of program participants in CoC Program-funded permanent supportive housing.

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3A-4b. Exit to or Retention of Permanent Housing. In the chart provided, CoCs must indicate the number of persons who exited from any CoC-funded permanent housing project except Rapid

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Score Received

Rehousing (RRH) to permanent housing destinations or retained their permanent housing between October 1, 2014 and September 30, 2015

3A-5. Performance Measure: Returns to Homelessness: Describe the CoCs efforts to reduce the rate of individuals and families who return to homelessness. Specifically, describe strategies your CoC has implemented to identify and minimize the returns to homelessness, and demonstrate the use of HMIS or a comparable database to monitor and record returns to homelessness.

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3A.8. Enter the date the CoC submitted the system performance measure data into HDX. The System Performance Report generated by HDX must be attached.

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

3B-1.2. Compare the total number of PSH beds (CoC program and non-CoC program funded) that were identified as dedicated for use by chronically homeless persons on the 2016 Housing Inventory Count, as compared to those identified on the 2015 Housing Inventory count.

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3B-2.3. Compare the number of RRH units available to serve families from the 2015 and 2016 HIC.

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3B-3.1 Compare the total number of homeless Veterans in the CoC as reported by the CoC for the 2016 PIT count compared to 2015 (or 2014 if an unsheltered count was not conducted in 2015.)

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4B. Additional Policies

4B-1. Based on the CoCs FY 2016 new and renewal project applications, what percentage of Permanent Housing (PSH and RRH), Transitional Housing (TH), and SSO (non-Coordinated Entry) projects in the CoC are low barrier?

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4B-2. What percentage of CoC Program-funded Permanent Supportive Housing (PSH), Rapid RE-

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Score Received

Housing (RRH), SSO (non-coordinated entry) and Transitional Housing (TH) FY 2016 projects have adopted a Housing First approach, meaning that the project quickly houses clients without preconditions or service participation requirements?

4B-4. Compare the number of RRH units available to serve all populations from the 2015 and 2016 HIC.

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CoC Scoring Summary

Scoring Category Maximum

Score (Points)

Your CoC

Score

(Points)

Part 1: CoC Structure and Governance 51 46.75

Part 2: Data Collection and Quality 27 24

Part 3: CoC Performance and Strategic

Planning 101 81.5

Part 4: Cross-Cutting Policies 21 21

Total CoC Application Score 200 173.25

Overall Scores for all CoCs

Highest Score for any CoC: 187.75

Lowest Score for any CoC: 79

Median Score for all CoCs: 154.5

Weighted Mean Score for all CoCs: 160.7

*The weighted mean score is the mean CoC score weighted by Annual Renewal Demand. CoCs

that scored higher than the weighted mean score were more likely to gain funding relative to

their Annual Renewal Demand, while CoCs that scored lower than the weighted mean were

more likely to lose money relative to their Annual Renewal Demand.

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County of Riverside Continuum of Care State Emergency Solutions Grant (ESG)

Independent Review Panel Meeting DPSS Staff Development Office, Moreno Valley, CA

March 9, 2017 Attendees: Angelina Coe, Shelter From the Storm DPSS staff: Frankie Riddle, City of Palm Desert Jill Kowalski, Admin Services Manager II Lt. Robert Spivacke, RSO Rowena Concepcion, Admin Services Officer Paul Flores, Health to Hope Elizabeth Hernandez, Program Specialist II Robin Gilliland, City of Temecula Linda Salas, Program Specialist I Sterlon Sims, Economic Development Agency Veronica Ramirez, Office Assistant III Steve Falk, Community Mission of HOPE

Overview

1. The total State ESG funds allocated to the County of Riverside is $596,888 which represents Fiscal Year 2017-2018.

2. Seven (7) applications were received: o Two for Rapid Rehousing:

Path of Life Ministries (POLM) Coachella Valley Rescue Mission (CVRM)

o Two for Street Outreach: Path of Life Coachella Valley Rescue Mission

o Three for Emergency Shelter: Path of Life Coachella Valley Rescue Mission Martha’s Village and Kitchen (MVK)

Total amount 40% required for Rapid rehousing

Total available for other activities

$596,888 $238,756 $358,132

Review of proposals : The following applications were submitted for review and analysis by the Review Panel:

1. DPSS Internal Threshold Review Summary 2. Seven (7) ESG Applications:

a. Coachella Valley Rescue Mission Rapid Rehousing b. Coachella Valley Rescue Mission Emergency Shelter c. Coachella Valley Rescue Mission Street Outreach d. Martha’s Village & Kitchen Emergency Shelter

Review and discussion of ESG applications

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e. Path of Life Rapid Rehousing f. Path of Life Emergency Shelter g. Path of Life Street Outreach

RAPID REHOUSING:

1. Coachella Valley Rescue Mission Rapid Rehousing: Proposes to serve a minimum of 22 households with rapid rehousing that are referred through the Coordinated Entry System. The project will use the Housing First model. Short-term and Medium term rental assistance for zones 1, 2, 3 and 4 (countywide). Requested amount: $203,117. The application did not provide:

a. Insurance verification

2. Path of life Rapid Rehousing: Proposes no new beds and no new clients. Funding request is for staffing only (two new Housing Locator positions for the county), supplies and travel costs. Project will be covering zones 1, 2, 3 and 4 (countywide). Requested amount: $132,489. The application did not provide:

a. Business license b. The project’s match documentation was not from an eligible source. c. Expired SAM registration

EMERGENCY SHELTER:

1. Coachella Valley Rescue Mission Emergency Shelter: Funds requested are for staffing and shelter operation only. No new beds will be created. The project will be covering zones 1, 2, 3 and 4 (countywide). Requested amount: $158,127. The application did not provide:

a. Insurance verification

2. Martha’s Village and Kitchen Emergency Shelter: Create 120 new emergency shelter beds (repurposed from transitional housing beds). The project will be covering zones 2, 3 and 4. Requested amount: $200,000.

3. Path of Life Emergency Shelter: Proposing no new beds. Funding request is to cover costs associated with shelter operations and staffing. The project will be covering zones 1, 2, 3 and 4 (countywide). Requested amount: $158,132. The application did not provide:

a. Business license b. The project’s match documentation was not from an eligible source c. Expired SAM registration

STREET OUTREACH:

1. Coachella Valley Rescue Mission: Did not provide target number of individuals or families to be served. The project will be covering zones 1, 2, 3 and 4 (countywide). No new beds created but 190 emergency beds are currently being offered. Requested amount: $90,000.

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The application did not provide: a. Insurance verification

2. Path of Life Street Outreach: Serving individuals and families with emergency shelter in zones

1, 2, 3, and 4 (countywide). No new beds will be created but 180 emergency shelter beds are currently being offered. Requested amount: $170,498. The application did not provide:

b. Business license c. The project’s match documentation was not from an eligible source

a. Expired SAM registration

Continuum of Care Priorities: The Review Panel discussed the priorities of the Continuum of Care as a whole. Of the eligible components under the State ESG program, Rapid Rehousing funds are considered critical to increase permanent housing opportunities within the county’s goal to end homelessness. In addition, the review panel considered the need for Housing Locators and a definition as determined by the Executive Oversight Committee on Homelessness (EOCH) work group as stated in the State ESG Request for Proposal (RFP): The EOCH Workgroup identified housing locator and capacity building activities to assist in locating

housing opportunities for families and individuals experiencing homelessness: Create a Housing

Search and Capacity Building Team of Housing Locators who, with support from a wide-range of

community members, focus on finding various affordable housing options for street outreach workers to

engage homeless persons in order to help motivate them to pursue an appropriate affordable housing

opportunity and work with a housing navigator to obtain and maintain the housing.

Housing Search and Capacity Building: Housing Locators, with support from a wide-range of

community members, focus on finding various housing options for street outreach workers to engage

homeless persons. Engaging a wide-range of community representatives in housing search activities with

housing locators will result in an increase of affordable housing opportunities. This allows a street

outreach worker to concentrate on developing a relationship that will help the worker motivate a

chronically homeless person to pursue an appropriate affordable housing opportunity and work with a

housing navigator to obtain and maintain the housing.

Independent Review Panel Recommendations The Review Panel made the following recommendations below. The recommendations had conditions that needed a response by each agency. Each agency was asked to respond by noon on Friday, March 10 based on the following: Recommendation: Rapid Rehousing Recommend that the Board of Governance approve funding for the Rapid Rehousing applications by both Coachella Valley Rescue Mission and Path of Life Ministries with the following conditions:

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Path of Life:

1. Increase the amount to be funded from $132,489 to $161,800 and use the additional $29,311 for rental assistance to provide eight (8) new Rapid Rehousing units for the county. POL agreed to these conditions in an email dated 3.10.17.

2. Retain two Housing Locators that would identify housing to be used in the county’s Coordinated Entry System (CES).

3. Provide eligible match: The match document submitted was not eligible. Path of Life was asked to submit the eligible match documentation (see below) that includes the additional match required for the increased funding ($29,311). Path of Life provide eligible match on 3.10.17.

4. Maximum amount for supplies should be $3,000: the Review Panel recommended that the proposed cost of supplies was too high and recommended decreasing it to $3,000.

5. New budget: The Review Panel requested a new budget be submitted to reflect the increase in rental assistance and include case management for clients; and include the decrease in supplies. Path of Life submitted a revised budget on 3.10.17.

Below is break-out of the recommended funding:

Project Amount Requested

Rental Assistance Amount

Requested

Rental Assistance recommended to

receive

Number of New Units

Amount Recommended to Receive

Path of Life Rapid Rehousing

$132,489 $0 $ 29,311 8 $161,800

Coachella Valley Rescue Mission:

1. Increase the amount to be funded from $203,117 to $235,088. Increase the amount of rental assistance to be funded from $94,815 to $126,786 and use the additional $31,971 for rental assistance to increase the number of RRH units from 22 to 30. CVRM agreed to these conditions in an email dated 3.10.17.

2. Be able to provide eligible match for the increased amount of rental assistance funding. Please submit the eligible match documentation (see below) that includes the additional match required for the increased funding ($31,971). CVRM submitted eligible match documentation on 3.10.17.

3. New budget: The Review Panel requested a new budget be submitted to reflect the increase in rental assistance and include case management for clients. CVRM submitted a revised budget on 3.10.17.


Project

Amount Requested

Rental Assistance Amount Requested

Rental Assistance recommended to

receive

Number of New Units

Amount Recommended to

Receive


$203,117 $94,815 $126,786 30 $235,088

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Recommendation: Emergency Shelter Recommend that the Board of Governance approve funding for the Emergency Shelter application by Martha’s Village and Kitchen with the following conditions met:

1. Confirm in writing that MVK will repurpose 120 beds that were formerly used for Transitional Housing to be used for emergency shelter housing to serve 450 clients, based on the description of emergency shelter housing from the RFP (below).

2. Confirm in writing that MVK will implement a Housing First approach based on the description in the RFP (below) for the 120 emergency shelter beds.

3. Confirm in writing that MVK will be an active participant in the county’s Coordinated Entry System as described in the RFP (below).

Martha’s Village and Kitchen submitted a letter dated 3.10.17 agreeing to all of the conditions above.


Project Amount

Requested Rental

Assistance Amount

Requested

Rental Assistance


Number of New

Beds

Amount Recommended to Receive


$200,000 N/A N/A 120 $200,000.00

Request for Proposal (RFP) DPARC-530 2017 Competition for the State Emergency Solutions Grant

(ESG) Homeless Assistance Program:

Emergency Shelter (24 CFR 576.102; 25 CCR 8408)

1. ESG funds may be used for costs of providing essential services and shelter operations, as defined in federal regulations, to homeless families and individuals in an ES. An ES is any facility where the primary purpose is to provide a temporary shelter for general or specific populations experiencing homelessness, and which does not require occupants to sign leases or occupancy agreements. Hotel or motel vouchers may only be used if there is no other appropriate ES available for a homeless family or individual.

Federal regulations prohibit involuntary family separation based on the age of a child under age 18. ESG-funded ES activities must operate for at least as long as the term of the ESG grant, and must comply with all requirements of 24 CFR 576.101, which address maintenance of effort requirements to ensure ESG funds are not replacing local government funds during the immediately preceding 12-month period.

Day Shelters: A day shelter must meet the criteria in the ES definition and will compete as an ES. The primary purpose of a day shelter must be to provide temporary shelter for persons experiencing homelessness. Facilities such as multi-purpose centers or stand-alone soup kitchens do not qualify as ES. Day shelters must target people who are sleeping on the streets, or in ES.

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Clients experiencing such homelessness must be permitted to stay at the day shelter during all hours it is open for shelter.

IMPLEMENTATION REQUIREMENTS

Core Practices (25 CCR 8409)

Use of Coordinated Entry: Unless exempted by federal rules, all ESG-funded activities shall utilize a coordinated entry system established by the CoC in a manner that promotes the following:

Comprehensive and coordinated access to assistance regardless of where an individual or family is located in the CoC Service Area. Local systems should be easy to navigate and have protocols in place to ensure immediate access to assistance for people who are experiencing homelessness or most at-risk;

Prioritized access to assistance for people with the most urgent and severe needs, including, but not limited to, survivors of domestic violence. ESG-funded activities shall seek to prioritize people who:

Are unsheltered and living in places not designed for human habitation, Have experienced the longest amount of time homeless; and Have multiple and severe service needs that inhibit their ability to quickly identify and secure

housing on their own; and For HP activities, people who are at greatest risk of becoming literally homeless without an

intervention and are at greatest risk of experiencing a longer time in shelter or on the street should they become homeless.

Housing First Practices: All ESG-assisted projects shall operate in a manner consistent with housing first practices as reflected in the CoC written standards and progressive engagement and assistance practices, including the following:

Ensuring low-barrier, easily accessible assistance to all people, including, but not limited to, people with no income or income history, and people with active substance abuse or mental health issues;

Helping participants quickly identify and resolve barriers to obtaining and maintaining housing; seeking to quickly resolve the housing crisis before focusing on other non-housing related

services; Allowing participants to choose the services and housing that meets their needs, within practical

and funding limitations; Connecting participants to appropriate support and services available in the community that

foster long-term housing stability; Offering financial assistance and supportive services in a manner which offers a minimum

amount of assistance initially, adding more assistance over time if needed to quickly resolve the housing crisis by either ending homelessness, or avoiding an immediate return to literal homelessness or the imminent risk of literal homelessness. The type, duration, and amount of assistance offered shall be based on an individual assessment of the household, and the availability of other resources or support systems to resolve their housing crisis and stabilize them in housing.

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Written Standards (24 CFR 576.400(e); 25 CCR 8409) Funded activities must operate consistent with written standards currently adopted by the CoC and applicable to all similar activities. In general, written standards address such things as policies and procedures for evaluating eligibility, for targeting and prioritizing services, for length and terms of assistance, for coordination among services, and for participation in HMIS. Consult the federal regulations for what should be addressed in written standards for each activity.

Independent Review Panel Actions MOTION was made by Angelina Coe to conditionally recommend that the Coachella Valley Rescue Mission receive funding in the amount of $235,088 (an increase of $31,971 more than the original request) contingent upon CVRM agreeing to use the additional funds for rental assistance to serve a total of 30 new households. Motion carried unanimously.

MOTION was made by Angelina Coe to recommend that Martha’s Village and Kitchen receive $200,000 to provide 120 emergency shelter beds that will serve approximately 450 people annually based on MVK’s agreement to the following conditions: active participation in the Coordinated Entry System (CES) and implementation of Housing First approach. Motion carried unanimously. MOTION was made by Angelina Coe to conditionally recommend that the Path of Life Rapid Rehousing Project receive funding in the amount of $161,800 based on the following conditions: decrease funding for supplies from $5,660 to $3,000; and, use the amount of $31,971 in rental assistance to create eight (8) new Rapid Rehousing units. Motion carried unanimously. Award recommendation summary:

Project

Amount Requested

Rental Assistance

Amount Requested

Rental Assistance


Number of New

Units/Beds

Amount Recommended

to Receive


$203,117 $94,815 $126,786 30 Units $235,088.00

Path of Life RRH $132,489 $0 $31,971 8 Units $161,800.00


$200,000 N/A N/A 120 Beds $200,000.00

TOTAL $596,888.00

Documents

County of Riverside Continuum of Care (CoC)dpss.co.riverside.ca.us/files/pdf/homeless/hud-2017/march-16-2017... · County of Riverside DPSS CPS/APS office ... score and feedback from