before starting the coc application · 1. nashville’s coc homelessness planning council (hpc) was...

Before Starting the CoC Application

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

The Collaborative Applicant is responsible for reviewing the following:

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

Applicant: Nashville/Davidson County CoC TN-504Project: TN-504 CoC Registration FY2019 COC_REG_2019_170651

FY2019 CoC Application Page 1 09/26/2019

1A. Continuum of Care (CoC) Identification

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

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

1A-1. CoC Name and Number: TN-504 - Nashville-Davidson County CoC

1A-2. Collaborative Applicant Name: Metropolitan Development & Housing Agency

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Metropolitan Development & Housing Agency



1B. Continuum of Care (CoC) Engagement



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

1B-1. CoC Meeting Participants.

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

Organization/PersonParticipates

in CoC Meetings

Votes,including

selecting CoCBoard

Members

Participates in Coordinated Entry

System

Local Government Staff/Officials Yes Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes No No

Local Jail(s) Yes No No

Hospital(s) Yes Yes No

EMS/Crisis Response Team(s) No No No

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes Yes Yes

Disability Service Organizations Yes Yes Yes

Disability Advocates Yes Yes Yes

Public Housing Authorities Yes Yes Yes

CoC Funded Youth Homeless Organizations Yes Yes Yes

Non-CoC Funded Youth Homeless Organizations Yes No Yes



Youth Advocates Yes Yes Yes

School Administrators/Homeless Liaisons Yes Yes Yes

CoC Funded Victim Service Providers Yes Yes Yes

Non-CoC Funded Victim Service Providers Yes No Yes

Domestic Violence Advocates Yes Yes Yes

Street Outreach Team(s) Yes Yes Yes

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

LGBT Service Organizations Yes Yes Yes

Agencies that serve survivors of human trafficking Yes No Yes

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

Mental Illness Advocates Yes Yes Yes

Substance Abuse Advocates Yes Yes Yes

Other:(limit 50 characters)

VA, AIDS orgs, TN Conf Soc Welfare, Universities Yes Yes Yes

United Way Yes Yes Yes

Legal Organizations Yes No Yes

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

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

1. Nashville’s CoC Homelessness Planning Council (HPC) was created July2018, unifying a formerly bifurcated governance system. Participation of electedofficials, Metro departments, and the business sector is up significantly. 450+individuals were invited to receive HPC agendas via email/text. Meetings of 15committees, including HMIS, Veterans, Data, Youth/Young Adults, & 2consumer advisory boards are open to the public; over 85 individualsparticipate.An October survey solicited ways to strengthen the system & is reaping results– more work done via committees/regular reporting, attracting diversestakeholders, & strategic planning.2. Ongoing exchange is assured via monthly meetings of the HPC, committees,& CoC membership, held after the Nashville Coalition for the Homeless, anetworking group of service providers & people with lived experience.In June 2019, a semi-annual Homelessness Symposium launch provided



details about current grants, innovative approaches, & a new quarterlycommittee newsletter.3. Committee & CoC General meetings are publicly noticed. Public forums wereheld, and 30-day public comment periods open, for the: HMIS P&P; Charterrevision; CE P&P; and CoC/ESG Written Standards. Comments wererecorded, & at times incorporated.In addition to the HPC and its committees, 3 opportunities invite people withlived experience to participate: a residents meeting for people transitioned fromhomelessness; a Youth Action Board providing input on the YHDP grant/relatedCoordinated Community Plan; & a Consumer Advisory Board for adults.4. Part of Nashville’s Metropolitan Government, the HPC follows ADAstandards, as does Collaborative Applicant MDHA. Upon request, the CoC willoffer assistance with language interpretation or other accommodation, includingTDD. A woman on the Written Standards committee with lived experience islegally blind; MDHA helps her with transportation & prints drafts in 20-point fontfor readability.

1B-2. Open Invitation for New Members.

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

1. Membership forms for 2019-20 were emailed to the CoC listserv & as of mid-September have been completed by 52 individuals and/or agencies. TheMembership form was expanded to add descriptions of all 15 committees. Thishas bolstered membership through campaigns coordinated by MDHA, the MetroHomeless Impact Division (MHID), & the Nashville Coalition for the Homeless.2. Regular solicitation efforts were enhanced by:•June 2019 Homelessness Symposium -invitations to board members of serviceproviders, stakeholders of the United Way and Downtown Partnership; mediaannouncements; emails to 4,000 community members•Public announcement of CoC & Homelessness Planning Council meetingsposted onlineOver 50 people were added to the CoC listserv in 2019, bringing the total to503. During the Charter revision, members identified stakeholders to participatein the CoC/serve on the governance board. The Planning Council now reflectsa broad array of interests not previously represented.3. Monthly agendas of the CoC General meeting invite the public. These aredistributed via email to the CoC listserv; membership forms are emailed out tothe 500+ individuals on the listserv at least twice a year. MDHA connected withEmpowerTN to review the electronic form & suggest ways it can be moreaccessible to people with disabilities.Semi-annual Symposia on Homelessness will serve as a regular invitation;membership forms will be available at the events. Quarterly newsletters will



include information about how to become a CoC member.4. The CoC has developed a Consumer Advisory Board (CAB), a prime avenuefor people with lived experience to provide input on specific CoC matters. Thiscommittee is working on expectations of staff, training & incentives toparticipate, and alignment with similar boards, such as the local Health Care forthe Homeless Council. Nonprofits & outreach specialists from MHID areregularly encouraged to invite new people to join the CAB.

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

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

1. Collaborative Applicant MDHA shares information on the CoC fundingprocess at monthly CoC General & Homelessness Planning Council meetings,on MDHA’s website & by email to a CoC listserv of more than 500 people.On May 17, MDHA emailed the local CoC renewal application. On 7/9, MDHAemailed HUD’s July 3 Competition announcement & NOFA to renewal agencystaff & the Performance Evaluation Committee. It contained local bonusamounts available, and links to HUD CoC competition news, & was forwardedJuly 17 to the CoC listserv. Interested agencies were invited to a July 19informational session, attended by 11 individuals/8 agencies. On 7/25, MDHAemailed the local new project application to all attending, and on 7/30 emailed itto over 500 individuals on the CoC listserv.The FY2019 funding availability was posted on MDHA’s website, as was basicinformation about new project components under bonus funding. Localapplication forms for renewal and new projects were posted, with deadlines forboth to be submitted via email to MDHA.MDHA met with one organization never funded by CoC that serves victims oftrafficking– End Slavery TN. The agency expressed interest, but concluded itwas not prepared to apply. MDHA reached out to organizations that do notcurrently receive CoC funds, but have in the past (YWCA, local DV provider) tosolicit applications for the bonus.2. The CoC relies on the Performance Evaluation Committee (PEC) to decide.All renewal proposals will be included in the local competition, and criteria fromHUD’s Rating & Ranking Tool were used to judge 2 new project proposals,which met threshold requirements & are being submitted.



3.7/9 to renewal agencies & 7/17 to the 500+ people then on the CoC listserv4.5. NA



1C. Continuum of Care (CoC) Coordination




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

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

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

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) No

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Funding Collaboratives Yes

Private Foundations Yes

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

Yes

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

Yes

Housing and service programs funded through other Federal resources Yes

Housing and services programs funded through State Government Yes

Housing and services programs funded through Local Government Yes

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

Other:(limit 50 characters)

Faith-based/congregations Yes



Behavioral/acute health Yes

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

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

1. MDHA benefits as the Collaborative Applicant & administrator of Nashville’sConsolidated Plan. These functions are in the same MDHA directorate & areintegrated at staff level for efficient collaboration on CDBG, HOME, HOPWA &ESG programs. ESG funding is prioritized annually through consultations withstakeholders, such as CoC members, & awarded competitively.The CE & CoC/ESG Written Standards committees have merged into one, withmembers that include recipients of ESG funding.2. In evaluating ESG funding requests, a review committee is given monitoringreports & assessments on the quality of data entered into HMIS. This year, the4-member ESG review committee included one member of the CoCPerformance Evaluation Committee (charged with rating & ranking), to furtherintegrate the two processes.3. MDHA serves as the Collaborative Applicant and oversees ESG, HOPWA,and Con Plan efforts. As the former HMIS Lead, MDHA maintains a very closerelationship with the Metro Homeless Impact Division, a local government entitythat now serves as the HMIS Lead. Homelessness information is integrated intothe Con Plan. MHDA contracted with the city’s Homeless Impact Division tohost public input sessions for the 2018-2023 Consolidated Plan, designed toprioritize key homelessness activities eligible for funding via HUD block grantfunds, particularly ESG. Four of these sessions were held through the month ofMarch 2018 – one at the meetings of the local homeless Coalition and the CoCGeneral body. A special effort was made to invite people with lived experienceand one session was held at the Residents meeting for people who havetransitioned out of literal homelessness.

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

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

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

geographic area.

Yes to both

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

Applicants must indicate whether the CoC

Yes



ensured local homelessness information iscommunicated to Consolidated Plan

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

updates.

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

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

1. Through strong collaborative partnerships, Victim Service Providers (VSP)discuss cases (either without sharing identifying information or with a release ofinformation) to prioritize safety and coordinate emergency transfers if the needarises. VSPs attend CE Care Coordination meetings to staff such issues.Guidance from federal funding entities such as HUD & the Department ofJustice helps shape policies and procedures to prioritize safety. ESG GrantAgreements don’t disclose location of DV shelters, to ensure records containingpersonally identifying information are kept secure and confidential. All VSPsadhere to a trauma-informed care model and provide victim-centered servicesthat are voluntary and optional, promoting client choice and autonomy.2. The Mary Parrish Center, a Nashville VSP, was awarded an FY18 DV Bonusgrant to build a domestic violence CE with local partners, adding 2 staff toincrease access for survivors to housing and support services that prioritizesafety and confidentiality.Once a survivor is identified, staff at an Access Point contacts a VSP forplacement. If there are no DV shelter beds available, staff create a safety planwith the survivor and remain in contact until a bed becomes available. Asurvivor may be served at any CE access point, cannot be denied access, and,once engaged, may select the agency from which s/he prefers to receiveservices.The 2 primary DV agencies take all necessary measures to protect clientinformation and confidentiality. They obtain informed, written, and reasonablytime-limited consent to collect and share clients’ personal information, storedelectronically in secure databases or at times as hard-copy files in a lockedcabinet to which only appropriate staff members have a key. The databases areHMIS compatible and incorporate security features that protect survivors’information: HIPAA compliance; data encryption; internet connection managing;& automatic log-out.

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

Applicants must describe how the CoC coordinates with victim servicesproviders to provide training, at least on an annual basis, for: 1. CoC area project staff that addresses safety and best practices (e.g.,trauma-informed, victim-centered) on safety and planning protocols in



serving survivors of domestic violence; and 2. Coordinated Entry staff that addresses safety and best practices (e.g.,Trauma Informed Care) on safety and planning protocols in servingsurvivors of domestic violence.(limit 2,000 characters)

1. The YWCA offers training to CoC members and Coordinated Entry (CE) staffon an annual basis, which includes the dynamics of power & control in abusiverelationships, warning signs of domestic violence in victims and abusers, andtrauma-informed communication strategies to offer victims resources andassistance. Trainings include best practices in safety planning that is trauma-informed and victim-centered, action steps to assure safety or achieve a desiredgoal, resource referrals such as the YWCA’s 24-Hour Crisis & Support Helpline,and follow-up services imperative for long-term safety and support.CoC coordination with victim service providers occurs in meetings of the CoC,CE & the Nashville Coalition for the Homeless. Partnerships among DVproviders and providers of services not specific to DV survivors adhere toVAWA guidelines.2. Last year, The Mary Parrish Center was awarded the DV Bonus CE grant. Inconjunction with Metro Homeless Impact Division, Metro’s Office of FamilySafety, YWCA, and Morningstar Sanctuary, they have designed DV-specificCE. After researching other communities in the country, the team created a CEassessment that is trauma-informed, survivor-centered, and considers thispopulation’s unique emotional and physical safety needs. The grant supports 2positions:Housing Intake Specialist - operates out of Metro Nashville’s new family justicecenter, The Family Safety Center; reaches survivors seeking other services,such as help obtaining an order of protection, counseling, or legal advocacyservices; & Mobile Housing Intake Specialist - meets survivors in the communityso that they feel safe and it is convenient; conducts CE assessments 3days/week at local DV shelters and will do outreach into traditionallyunderserved communities to reach survivors with highest barriers to accessingservices. The DV CE launched August 1 and the Housing Intake Specialist hasassessed over 80 households for housing and support services.

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

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

Information on need was determined using national data sources as well ascollating data from 3 local domestic violence (DV) providers.The YWCA collectsclient data in software called Efforts to Outcomes (ETO), & Mary Parrish Centerin its EmpowerDB system. Both are HMIS-compatible databases that uniquelyprotect client data at domestic violence programs. To further assess the scope,the CoC reviewed the Metro Police Department's Lethality Assessments, PITcount data and broader HMIS statistics. Based on data from the shelters andthe Metro Police Department, 26,000 households per year require some type ofdomestic violence intervention & at least 2,000 households experience literalhomelessness in Nashville as a result of these crises.Data from 7/1/18-6/30/19 in the CE Preliminary Assessment in Nashville’s HMISshowed 32% of households with a valid response had experienced domestic



violence at some point in their lives. Of those 534 households, 54% (286)reported that the experience had occurred within the past year, and 41% (220)reported that they were currently fleeing that violence.In late August 2019, 71 households were being served by domestic violenceagencies, whose beds remain at capacity at all times. With the implementationof the Lethality Assessment Program by the city’s Police Department, thenumber of survivors seeking services has doubled. While the increase insurvivors seeking safety is positive, it highlights an increased need for safe,accessible housing.Nationally, the average stay at shelter is 60 days for victims, & the averagelength of time to secure any form of housing is 6-10 months (Roofless Women’sAction Research Mobilization). As a result, 31% of survivors in shelters return totheir abusers because they are unable to obtain long-term housing (Melbin,Sullivan & Cain, 2003). HUD reported in its 2013 Family Options Study thatdomestic violence is the largest barrier for homeless families to increase incomeor find housing.

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

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

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

homelessness at entry

PHA has General orLimited Homeless

Preference

PHA has a Preference forcurrent PSH programparticipants no longer

needing intensivesupportive services, e.g.,

Moving On

MDHA- Housing vouchers 35.00% Yes-HCV Yes-HCV

MDHA- RAD Subsidized Housing 10.00% No No

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

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

MDHA has adopted a homeless preference in its Housing Choice VoucherProgram, dedicating 18 vouchers each month to referrals of vulnerablehomeless persons, formalized via an MOU through June 30, 2020. However,there is currently not a homeless preference for new admissions into RADSubsidized Housing. However, MDHA is open to exploring the addition of sucha preference upon full implementation of Coordinated Entry. MDHA leadershiphas become more engaged in discussions on strengthening Nashville’s systemfor preventing and ending homelessness and its role in that system.



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

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

No

1C-5. Protecting Against Discrimination.

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

In September 2017, MDHA submitted a Joint Assessment of Fair Housing(AFH) for Nashville that analyzed barriers to securing & retaining housingencountered by persons in protected classes. Later entitled The Analysis toImpediments to Fair Housing Choice (AI), it set forth 9 goals for mitigatingimpediments. MDHA will report annually on strategies undertaken as part ofthe Consolidated Annual Performance Report (CAPER) submitted to HUD:http://www.nashville-mdha.org/?p=1857The needs of LGBTQ individuals experiencing homelessness are particularlyprevalent among youth and young adult populations. Data from the annualYOUth Count/Point-in-Time Count & the 2016 Chapin Hall Voices of YouthCount found that over 40% of Nashville’s homeless youth population identifiesas LGBTQ.Over the past year, Oasis Center has delivered over 20 trainings, reachingapproximately 450 professionals who work/will work with populations currentlyexperiencing or at-risk of experiencing homelessness. Trainings have covered:• Working with the local juvenile court to modify assessment processes so courtpersonnel can more readily identify when sexual orientation, gender identity,and gender expression are issues relevant to runaway petitions and/orotherwise pushing LGBTQ youth into the juvenile justice system (e.g., due tofamily rejection);• Training for students of counseling & social work (Lipscomb University), andmedical programs (Vanderbilt University) on how to deliver culturally aware andappropriate services for LGBTQ+ persons;• Collaboration with TN Department of Children’s Services to provide “Open &Affirming Culture of Care” training to foster parents, to reduce multipleplacements & group home placements for LGBTQ youth; and•Partnering with Tennessee Association of Alcohol, Drug, & other AddictionServices to deliver LGBTQ+ cultural competency trainings for employees ofagencies who provide prevention, treatment, and recovery services.

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

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



1. Did the CoC implement a CoC-wide anti-discrimination policy that applies to all projects regardless of funding source? No

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

Yes

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

Yes

*1C-6. Criminalization of Homelessness.

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

1. Engaged/educated local policymakers:X

2. Engaged/educated law enforcement:X

3. Engaged/educated local business leaders:X

4. Implemented communitywide plans:X

5. No strategies have been implemented:

6. Other:(limit 50 characters)

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

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

1. Access points exist throughout Nashville where the Preliminary Assessmentis completed in HMIS for individuals & families. Staff at each Access Pointassesses all households. Street outreach programs act as mobile accesspoints.2. The Metro Homeless Impact Division’s (HID) Homeless Outreach Teamcoordinates outreach to identify all persons experiencing literal homelessness.



Two new CE Specialists have been funded at the local VA to assure fullparticipation of vets in CE. HID enrolls street vendors of the homelessnewspaper The Contributor in HMIS and CE. CoC-funded CE staff visit dayshelters, the library and other non-designated entry points to identify people.During last winter’s overflow shelter program, the HID outreach team conductedPreliminary Assessments with people who avoid traditional shelters. A new DVCE Advocate will inform survivors of CE assessment, provide mobile advocacy& meet survivors where it is safe & convenient. If a survivor is not able to meetin person, the assessment will be conducted via phone.3. All persons experiencing a housing crisis will complete the PreliminaryAssessment. Those experiencing literal homelessness who identify housing asa goal will complete the VI-SPDAT. People who are literally homeless but notquite prepared to work towards housing continue to be engaged by outreach.The VI-SPDAT is the CoC’s housing assessment tool and part of theprioritization process, dependent on resource availability, and the followingcriteria: chronically homeless (HUD); literally homeless (HUD); VI-SPDATscore, considering discussion at Care Coordination Meetings if a score does notrepresent the person’s situation; length of time homeless; and date ofidentification (2 households with same score).Prioritization ensures those currently experiencing chronic homelessness, or atrisk of such, are served as quickly as possible. It is important to note that allagencies participating in CE have program eligibility requirements.



1D. Continuum of Care (CoC) Discharge Planning




1D-1. Discharge Planning Coordination.

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

Foster Care:X

Health Care:

Mental Health Care:X

Correctional Facilities:X

None:



1E. Local CoC Competition

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



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

Applicants must indicate whether the CoC:

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

Yes

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

Yes

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

Did notreject orreduceanyproject

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

Yes

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

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

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

Yes

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

Yes

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

No



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

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

1. For many years, the CoC has relied upon volunteers serving on thePerformance Evaluation Committee (PEC) to assist in the design of the matrixused to score local projects. This year and in 2018, the PEC modeled this onthe HUD Rating and Ranking Tool, customized with a sliding scale for criteriabased on a desired improvement in actual performance achieved from October1, 2017- September 30, 2018. Among the criteria were three markers forseverity of need- more than one disability, zero income, and living on thestreets/ in a place not meant for human habitation. MDHA and HID staffconducted site visits to all CoC-funded agencies from late April through mid-May 2019. These visits included a review of HMIS data quality, error rates, &timeliness of entry, as well as a review of client files. After the visits and a brief“grace period” for agencies to clean up related data, Metro Homeless ImpactDivision’s HMIS Administrator created a data report for each project pulled fromfinal CoC Annual Performance Reports.2. The PEC requested specific data points for this report; among them werethree indicators of vulnerability - multiple disabilities, zero income, and living in aplace not meant for human habitation. Each indicator had a maximum score of10, creating a maximum subtotal of 30 “severity/high needs” points in a possible158-point total project score.

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

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

Public Posting of Objective Review and RankingProcess

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

1. EmailX

1. EmailX



2. Mail 2. Mail

3. Advertising in Local Newspaper(s) 3. Advertising in Local Newspaper(s)

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

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

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

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

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

Reallocation: 4%

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

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

1. The written process includes annual monitoring of projects described in #4,reviews of financial audits & HUD monitoring results. It includes both voluntaryreallocation & involuntary – which triggers a Performance Improvement Plan torestrict applying for new projects until performance improves.2. The CoC Planning Council approved the reallocation process on September11.3. The Collaborative Applicant communicated the process at CoC general &governance meetings since early 2018. A new process was presented to thePlanning Council August 14 & to the CoC General Membership on August 15, &will be implemented in 2020.4. Grantees were monitored by the HMIS System Administrator & MDHA’sHomeless Coordinator, who used HUD monitoring exhibits. Client file reviewsfocused on eligibility, participant outcomes and high-need populations served.HMIS data quality, timeliness of entry & error rates were analyzed & comparedto documentation in client files, & agencies granted time to correct forinconsistencies. A custom report on metrics including exits to permanenthousing, length of stay, access to income, & high-needs populations for the



year ending September 30 was reviewed by all Grantees & submitted to thePEC, which added CE participation, Housing First & utilization rates.A draft Rating & Ranking Tool was presented to agencies at the July 19 CoCcompetition workshop. In August, the PEC scored all projects incorporating asliding scale to discriminate achievements & recommended reallocation of 1project. The CoC Planning Council approved the PEC project rankingrecommendation on September 11.5. For 2019, the newly-developed policy described above was not employed. Asmall project had consistently struggled with verifying eligibility of itsparticipants. Throughout 2018, the Collaborative Applicant searched for a newagency to assume the project, to no avail. The agency had no intent to renew,and funding was made available to new projects.



DV Bonus




1F-1 DV Bonus Projects.

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

included on the CoC Priority Listing:

Yes

1F-1a. Applicants must indicate the type(s) of project(s) included in theCoC Priority Listing.

1. PH-RRHX

2. Joint TH/RRH

3. SSO Coordinated Entry

Applicants must click “Save” after checking SSO Coordinated Entry toview questions 1F-3 and 1F-3a.

*1F-2. Number of Domestic Violence Survivors in CoC’s Geographic Area.

Applicants must report the number of DV survivors in the CoC’sgeographic area that:

Need Housing or Services 53.00



the CoC is Currently Serving 71.00

1F-2a. Local Need for DV Projects.

Applicants must describe: 1. how the CoC calculated the number of DV survivors needing housingor service in question 1F-2; and 2. the data source (e.g., HMIS, comparable database, other administrativedata, external data source).(limit 500 characters)

(1) At the time this application was developed, 71 households were beingserved by domestic violence agencies with an additional 53 survivors were onthe DV CE list from the previous month. That number was calculated by threevictim service providers, and the DV CE coordinating agency.(2) Data was calculated based on information at area domestic violenceshelters, within their internal databases. Additionally, data was pulled from theDV CES list.

1F-4. PH-RRH and Joint TH and PH-RRH Project Applicant Capacity.

Applicants must provide information for each unique project applicantapplying for PH-RRH and Joint TH and PH-RRH DV Bonus projects whichthe CoC is including in its CoC Priority Listing–using the list featurebelow.

Applicant Name DUNS Number

YWCA of Middle Te... 101771749



1F-4. PH-RRH and Joint TH and PH-RRH Project

Applicant CapacityDUNS Number: 101771749

Applicant Name: YWCA of Middle Tennessee

Rate of Housing Placement of DV Survivors–Percentage: 90.00%

Rate of Housing Retention of DV Survivors–Percentage: 90.00%

1F-4a. Rate of Housing Placement and Housing Retention.

Applicants must describe: 1. how the project applicant calculated the rate of housing placementand rate of housing retention reported in the chart above; and 2. the data source (e.g., HMIS, comparable database, other administrativedata, external data source). (limit 500 characters)

1.Housing placement and housing retention data was calculated based on thehistorical data from Nashville’s two victim service providers with rapid re-housing projects.2.The data source comes from comparable databases.

1F-4b. DV Survivor Housing.

Applicants must describe how project applicant ensured DV survivorsexperiencing homelessness were assisted to quickly move intopermanent housing.(limit 2,000 characters)

YWCA operates a 65-bed emergency shelter for victims of domestic violence,as well as a 24-Hour Crisis Helpline. Both the shelter and crisis line are majorreferral sources for the Domestic Violence Coordinated Entry System (CE).Survivors in the YWCA’s emergency shelter are immediately connected to theCoordinated Entry System. Each household is connected to an assignedYWCA case manager that follows up with survivors within 48 hours after intake,and again within 72 hours after intake. The sessions are designed to supportsurvivors achieve their self-defined goals, including permanent housing.One of Nashville’s VSPs, The Mary Parrish Center, was awarded a DV BonusProject grant through the FY19 CoC DV to build a domestic violencecoordinated entry system. The system allows survivors in Nashville to quicklyaccess housing and support services that prioritize safety and confidentiality.The Mary Parrish Center’s Housing Intake Specialist operates from Nashville’sFamily Safety Center to accommodate survivors seeking other resourcesthrough the Family Safety Center. They also have a Mobile Housing IntakeSpecialist who conducts CE assessments 3 days a week at local DV sheltersand will do outreach into traditionally underserved and marginalizedcommunities in order to reach survivors who have the highest barriers toaccessing services. This allows the YWCA’s proposed project to quickly workwith survivors on the CE list and move them into permanent housing.



1F-4c. DV Survivor Safety.

Applicants must describe how project applicant: 1. ensured the safety of DV survivors experiencing homelessness by: (a) training staff on safety planning; (b) adjusting intake space to better ensure a private conversation; (c) conducting separate interviews/intake with each member of a couple; (d) working with survivors to have them identify what is safe for them asit relates to scattered site units and/or rental assistance; (e) maintaining bars on windows, fixing lights in the hallways, etc. forcongregate living spaces operated by the applicant; (f) keeping the location confidential for dedicated units and/or congregateliving spaces set-aside solely for use by survivors; and 2. measured its ability to ensure the safety of DV survivors the projectserved. (limit 2,000 characters)

1)a)The YWCA trains all staff on best practices in safety planning that is trauma-informed and victim-centered.b)Intake will always be completed in a private location. The YWCA’s HousingCase Manager has a private office so that intake meetings are confidential.Intake meetings in the community will be offered at safe and convenient locationfor the survivor. The Family Justice Center is another location where the YWCAcan hold private intake meetings if the survivor prefers that location.c)YWCA staff will always conduct separate intake interviews with each memberof a couple.d)The YWCA’s proposed project is for tenant-based, scattered-site rentalassistance. Survivors select an apartment of their choosing in a location that issafe, confidential, and convenient for them. An assigned Housing Navigator willhelp identify units that meet each survivor’s individualized criteria, and providethose resources to the survivor’s case manager.e)The YWCA will not use congregant living as the proposed project is fortenant-based, scattered-site rental assistance.f)The YWCA’s proposed project is for tenant-based rentals at scattered sites.No dedicated units will be set aside.

2)Survivors will be provided safety planning with their case manager. A safetyplan is made up of action steps that will help victims of domestic violencemaintain safety or achieve a desired goal. Those steps can be categorized byany number of factors, including Physical Safety, Economic Safety, EmotionalSafety, Sexual Safety, Children Safety, Pet Safety and Secondary VictimSafety. The more effective action steps are ones that victims can immediatelyput into motion and feel empowered doing. Resource referrals are always validaction steps, and the final step of any safety plan can always be to contact theYWCA’s 24-Hour Crisis and Support Helpline for additional resources, support,and admission into the YWCA’s 24-hour emergency shelter.

1F-4d. Trauma-Informed, Victim-Centered Approaches.

Applicants must describe: 1. project applicant’s experience in utilizing trauma-informed, victim-centered approaches to meet needs of DV survivors; and



2. how, if funded, the project will utilize trauma-informed, victim-centeredapproaches to meet needs of DV survivors by:(a) prioritizing participant choice and rapid placement and stabilization inpermanent housing consistent with participants’ preferences;(b) establishing and maintaining an environment of agency and mutualrespect, e.g., the project does not use punitive interventions, ensuresprogram participant staff interactions are based on equality and minimizepower differentials;(c) providing program participants access to information on trauma, e.g.,training staff on providing program participant with information ontrauma;(d) placing emphasis on the participant’s strengths, strength-basedcoaching, questionnaires and assessment tools include strength-basedmeasures, case plans include assessments of program participantsstrengths and works towards goals and aspirations;(e) centering on cultural responsiveness and inclusivity, e.g., training onequal access, cultural competence, nondiscrimination;(f) delivering opportunities for connection for program participants, e.g.,groups, mentorships, peer-to-peer, spiritual needs; and(g) offering support for parenting, e.g., parenting classes, childcare. (limit 4,000 characters)

1)The YWCA has provided domestic violence services to Nashville for over 40years. The YWCA’s Weaver Domestic Violence Center is the largestemergency shelter for victims of domestic violence in the state of Tennessee,and last year provided safe shelter to over 300 survivors and 250 children. TheWeaver Center is a model program in utilizing trauma-informed and victim-centered services, and often consults with other agencies across the state inthe design of their services. YWCA also receives technical assistance from theNational Network to End Domestic Violence to ensure the YWCA’s housingprogram’s procedures and policies are trauma-informed and victim-centered.2)a)Survivors select an affordable apartment of their choosing in the community oftheir choice. Each household will be offered the services of a Housing Navigatorto help identify a affordable housing unit, however, all services are voluntaryand not a condition of enrollment.b)The YWCA’s housing program’s policies and procedures were designed toensure an environment of agency and mutual respect. Survivors will be offeredthe services of a Case Manager on a voluntary basis to ensure autonomy in theproject. All supportive services are voluntary and not a condition of enrollment inthe program. Services are designed to create safe housing options forsurvivors and to improve their access to resources while promoting dignity andself-efficacy.c)Survivors will receive access to information on trauma from a trained CaseManager. In addition, YWCA contracts with a licensed therapist (not charged tothis project) to work with survivors across the spectrum and use evidence-based modalities to address their trauma.d)The YWCA Case Manager offers goal setting assistance to each survivor towork towards their self-defined goals during the program. Case plans and goalsetting includes strength-based assessments on topics such as Education,Employment, Housing, Mental Health, Physical Health, Social Support, Legal,Substance Abuse, Finances, Trauma, and Parenting. Each household’s caseplan and goals are personalized, and the YWCA’s case manager ensures goalsetting and assistance is strength-based, and facilitates access to resources



while promoting dignity and self-efficacy.e)YWCA trains staff on equal access, cultural competence, andnondiscrimination. Each case manager is also offered continuous professionaldevelopment annually on best practices.f)All participants are offered monthly group meetings, as well as linkingparticipants to resources in the community that foster mentorships, peer-to-peersupport, and address spiritual needs.g)Voluntary supportive services are offered to parents, including linkingparticipants to parent groups as well as childcare assistance. The proposedproject also includes financial assistance for childcare if needed.

1F-4e. Meeting Service Needs of DV Survivors.

Applicants must describe how the project applicant met services needsand ensured DV survivors experiencing homelessness were assisted toquickly move into permanent housing while addressing their safetyneeds, including:

- Child Custody - Legal Services - Criminal History - Bad Credit History - Education - Job Training - Employment - Physical/Mental Healthcare - Drug and Alcohol Treatment - Childcare

(limit 2,000 characters)

Each household that enters the YWCA’s Rapid Re-Housing program is offeredsupportive services to alleviate many of the barriers survivors face when movingquickly from a domestic violence situation into permanent housing.

Each household is assigned a YWCA Case Manager that helps develop anindividualized service plan, and offers support to survivors to accomplish theirself-defined goals—this can include services that address child custody, legalservices, criminal history, credit, education, job training, employment, physicaland mental healthcare, drug and alcohol treatment, and childcare. An exampleof a self-defined goal may be to secure employment, which may require help toidentify resources and strategies to develop a resume, secure appropriate attirefor the job, and prepare for a job interview. Supportive services meet the criticalgap in services to provide safe and secure affordable housing with supportiveservices to give our clients the opportunity to have meaningful employment,transportation assistance, child care assistance and housing counseling to helpthem make the transition to permanent affordable housing and communityreintegration.

The Case Manager also provides clients with specific financial assistanceneeded to accomplish their goals. Specific financial assistance could includetransportation, childcare, tuition or books for clients who choose to enroll inschool, and other needs as they arise. In this way the project focuses on a



holistic survivor-centered approach that provides housing and supportiveservices to ensure safety and a successful transition into permanent housing.



2A. Homeless Management Information System(HMIS) Implementation

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



2A-1. HMIS Vendor Identification.

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

CoC Application and update the information ifthere was a change.

Wellsky

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

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

Project TypeTotal Number of Beds

in 2019 HICTotal Beds Dedicated

for DV in 2019 HICTotal Number of 2019

HIC Beds in HMISHMIS Bed

Coverage Rate

Emergency Shelter (ES) beds 1,162 81 62 5.74%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 364 20 203 59.01%

Rapid Re-Housing (RRH) beds 167 0 167 100.00%

Permanent Supportive Housing (PSH) beds 1,261 0 1,261 100.00%

Other Permanent Housing (OPH) beds 119 0 119 100.00%

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

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



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

1. The CoC is aware of the need to increase Nashville’s HMIS coverage ratesfor shelter & transitional beds. Outlined below are key action items intended toincrease coverage.•Metro Social Services’ Homeless Impact Division (HID) staff will work to openthe system, & revise consent forms and MOUs with participating agencies.•HID staff is working closely with the main local shelter provider to executedata-sharing agreements and get all of their beds into HMIS. This will increasethe local ES bed coverage to nearly 100%.•Strengthen the Systems Capacity Committee ability to identify efficiencyimprovements for HMIS.•Submit local government budget requests to invest in HMIS during FY2019-20.•Nashville’s new CoC governance structure unifies 2 formerly separate entitiesinto 1CoC Homelessness Planning Council, which first met July 2018. This willstrengthen the city’s ability to advocate for systems building.•During 2017 & 2018, the city transitioned from using an outside database for itsCoordinated Entry (CE) data collection to using HMIS, adding new users.2. MDHA applied for, & was awarded, CoC funds under the 6% FY2018 bonusto expand HMIS staff capacity, which will help provide data entry support for ourshelter providers.In mid-August 2019, HUD announced a one-time HMIS Capacity grant award toNashville of $150,000, which will improve HMIS data quality in Nashville with:•Consultation services and education for the new HMIS Lead staff, relevantHMIS committee members, and HMIS end users to ensure the expertise tocreate a sustainable and safe data-sharing environment;•Conferences, and additional vendor trainings for HMIS Lead; &•Software to present HMIS data in dashboards to the community and supportthe utilization of data. In addition, the HMIS Lead will purchase hardware toimplement a scan-in data collection to help gather shelter data in real timethrough HMIS.

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

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

Yes

*2A-4. HIC HDX Submission Date.

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

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

(mm/dd/yyyy)

04/30/2019



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




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

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

01/22/2019

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

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

04/30/2019

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

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

Not Appicable

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

Applicants must select whether the CoCadded or removed emergency shelter,

No



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

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

count.

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

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

1. For the 2019 unsheltered PIT Count, the CoC used a survey tool which waspiloted in the 2018 count. Several changes were made to the survey usingrecommendations from participants in the count, designed to simplify thequestions, & delete questions that did not result in garnering much information.Outreach workers and volunteers were trained to administer the survey as wellas how to record the data collected from each person interviewed. Ourcontinuum's geography was strategically divided to ensure de-duplication aswell as assure full coverage. The canvassers sought to interview all thoseidentified as unsheltered who were awake, including all people over 18 and anyunaccompanied children. For those who declined to be surveyed, anobservation form was completed to ensure they were counted. Characteristicswere gathered on all those observed and interviewed. Those interviewed wereasked questions about demographics, citizen status, foster care experience,domestic violence experience, homeless history to determine chronicity,employment status, disabling conditions, veteran status, level of education andlength of time in Nashville, including reasons for relocating to Nashville ifapplicable.2. Through a formal partnership with Vanderbilt University, analysis by anhonors student found that approximately 30% of the city’s total reportedunsheltered population was surveyed in 2018, while 40% was surveyed in 2019,Key findings included that of those surveyed, 56% had been homeless for oneyear or less, 41% had not used any shelter in the past year, 38% had noincome, with only 17 employed full-time.

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

Applicants must:

Indicate whether the CoC implementedspecific measures to identify youth

experiencing homelessness in their 2019 PITcount.

Yes

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



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

1. Oasis Center and Launch Pad serve youth experiencing homelessness inNashville and were integrally involved in preparing for the night of the count.They designed a flyer for each PIT count team that alerted count volunteers tocontact Launch Pad if any persons aged 18-24 were found. This was publicizedin training the night of the count. The agencies coordinated for young adultshelter for 18-24 year olds at City Road Chapel UMC on the night of the countfrom 7:30 p.m.-7:00 a.m. and designated funds to reimburse for a cab/Uber/Lyftto get youth to shelter.Youth providers actively participated on the CoC’s PIT Committee and in thePIT count itself. At the youth shelter count, trained staff administered acomprehensive survey with all consenting youth, capturing additional data notrequired by HUD (sexual orientation, gender identity, current/previous livingsituations, labor and sex trafficking/exploitation, involvement with foster care,juvenile & adult justice, employment, and education history). The countidentified 46 18-24 year olds in emergency shelter, 7 in transitional housing, and33 unsheltered young people.The CoC integrated strategies to better identify and engage youth as part of thePIT count, pinpointing locations where youth sleep/congregate that may nothave been visited by primarily adult-focused street outreach teams.2.

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

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

1. Actions to better count persons experiencing chronic homelessness includedre-defining boundaries of certain teams to make them smaller and easier tocover more extensively. Questions in the survey, conducted of all unshelteredpersons who were found awake, were clarified and some deleted, withassistance on design from street outreach workers, staff at veteran serviceorganizations and Dr. Beth Shinn, nationally-renowned researcher onhomelessness and Vanderbilt professor. Experienced outreach workers/ teamleads canvassed heavily for months to identify all likely sleeping places forpeople experiencing homelessness, and added locations to Pinmaps. Thesurvey collected data such as first initial of first name, and first 3 initials of lastname, which were compared with other demographic data to assist withassuring de-duplication. Three training sessions for count team members werescheduled in January- one at the VA, one at MDHA’s training center andanother at the Mission. Training focused on practicing this survey, and Leadsthen trained their team members the night of the count before teams deployed.2.



3. Slight edits to the unsheltered survey were made, in an effort to clarify a fewquestions.



3A. Continuum of Care (CoC) SystemPerformance




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

Applicants must:

Report the Number of First Time Homeless as Reported in HDX. 1,401

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

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

1.HUD Universal Data Elements in the Coordinated Entry (CE) PreliminaryAssessment identify persons becoming homeless for the first time & at-riskhouseholds who need prevention/diversion - staying with family/friends butbeing asked to leave/ facing eviction. The Metro Homeless Impact Division(HID) leads Nashville’s CE. Households are identified at multiple points of entry,including shelters, schools and the criminal justice system. Access points arelisted in a CE brochure distributed throughout the CoC. Families with minorchildren can be referred to Metro Social Services, dedicated CE point of entryfor families, for assessment and crisis resolution. Last year, 87% of referrals toMetro Social Services through CE/other mechanisms reported they were



undergoing a housing crisis. The Metro Public Health Department’s CommunityMental Health Systems Improvement (CMHSI) workgroup identified highutilizers of hospitals, jails, and shelters & supported the creation of a psychiatricER to divert people in crisis from the criminal justice system & preventhomelessness.2. After assessment, households are prioritized for service/housing options suchas Rapid Rehousing, SROs, Section 8 vouchers set aside for homelesshouseholds, etc. Resolution also includes diversion or prevention activities orassistance accessing emergency shelter.A project supported by State TANF funds provides diversion and preventionservices for families with minor children. City Community Partnership Fundsprevent homelessness for 392 households, including 100 vets.Training on diversion techniques is key. At an October 2018 workshop, localleaders gained insight on integrating diversion into Nashville's Housing CrisisResolution System. The HID provides quarterly trainings, including strategiesfor prevention and diversion, for new staff at agencies throughout the CoC.3. The Homeless Impact Division oversees this strategy.

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

Applicants must:

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

154

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

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

1. The 2019 HDX Competition Report shows that the average length of timepersons remained homeless rose from 136 nights in 2017 to 154 nights in 2018.Based on shelters & transitional housing programs participating in HMIS, thisdata includes only 6% of emergency shelter beds in Nashville. The HMIS Leadis working with the Nashville Rescue Mission (runs ~ 94% of year-round shelterbeds) to enter data into HMIS within the next year. Adopted CE Policies &Procedures prioritize vulnerability & longevity for housing and support services.By-Name Lists (BNLs) of veterans and families guide discussions of high-priority cases at Care Coordination Meetings. A 90 in 90 campaign waslaunched October-December 2018 to house 90 homeless veterans in 90 days.A 5-year SAMHSA/BGHI grant at Centerstone’s Keys to Recovery integratesbehavioral health and supportive services for individuals/families whoexperience homelessness & have a substance use/co-occurring disorder. Coresupports in securing housing should reduce length of homelessness.YHDP funding will result in a BNL of youth/young adults. MDHA will work with



the HID and the CoC Data Committee to analyze HMIS & PIT data on durationsof homelessness to determine any racial disparities to address.2. HMIS data is used to identify and house people undergoing long homelessdurations. The Homeless Impact Division (HID) facilitates citywide CEcollaboration of 30 CoC members focused on ending housing crises and linkingpeople to resources. The HID regularly trains housing navigators, & hosts bi-weekly Care Coordination Meetings to rapidly house households based onacuity of need as measured by the VI-SPDAT and length of time homeless, &determine other options for clients needing less intensive interventions. The HIDis coordinating the CoC’s main street outreach providers to ensure access toCE, enhance BNL for single individuals & linkage to mainstream services.3.MDHA will oversee implementation of this strategy.

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

Applicants must:

Percentage

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

57%

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

86%

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

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

1. Persons retaining permanent housing or exiting that housing to anotherpermanent destination remained stable, but successful exits to permanenthousing fell from 64% in 2017 to 57% in 2018.SAMHSA CABHI funds support rapid entry into permanent housing & CriticalTime Intervention case management, an evidence-based practice. CE quickly



identifies and connects persons experiencing homelessness to appropriatehousing and supports, with data showing 69 households obtained permanenthousing each month in 2018. More direct access to housing via CE referrals isoccurring: SRO/recovery units/supportive housing at Urban Housing Solutions;Shelter Plus Care units; monthly set-aside of 18 housing vouchers; & units atThe Next Door.Incentives bolstering placement are:City funds $260,000 - bonuses to lease to homeless vets, damages $120,000 - move-in costsCDBG $124,000 - security/utility deposits, first month’s rentPrivate Donations $ 18,000 - arrears preventing lease-up500 annual bus passes & housing navigationMonthly set-aside of 18 housing choice vouchersHealth Care for Homeless Veterans & VASH support case management toconnect the most vulnerable homeless Veterans to housing.Slated for 2020/21:Victory Hall - 29 units for homeless VeteransCity plans 100 units of PSH downtownThe Village at Glencliff - 24 units for medically vulnerable individualsCrossroads Campus - 24 units for youth___ units of Youth/Vet/Dev Disabilities units2. The Homeless Impact Division will oversee implementation of this strategy.3. Supportive Services for Veteran Families helps eligible veterans retainhousing. Critical Time Intervention (CTI) case management increases housingretention to 83% for 120 high-need formerly homeless individuals. HousingSpecialists nurture relationships & are pro-active with landlords. Wrap-aroundservices help families remain in housing.4. MDHA is will oversee this strategy.

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

Applicants must:

Percentage

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

8%

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

4%

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

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



1. At the end of 2018, the HMIS Lead changed from MDHA to the MetroHomeless Impact Division (HID), which will improve HMIS bed coverage &functionality to better track recidivism by:Data sharing- A spring 2019 survey found that the CoC wants to open HMIS toshare data. In August of 2019, the Homelessness Planning Council approved anew HMIS Policies & Procedures Manual that allows for data sharing in HMIS.The new HMIS Lead is updating all required legal documents to ensure datasafety.Increase bed coverage- HID was awarded $150,000 in HMIS Capacity Buildingfunds to improve data quality & add the main shelter provider data into HMIS.Measure returns to homelessness; if any racial disparity in rates of return, takesteps to better understand underlying reasons and address the differences.2.Several CoC programs work to decrease recidivism by hiring individuals toassist households with housing stabilization: CTI case managers and housinglocators/retention specialists at the Homeless Impact Division; Open TableNashville; Safe Haven Family Shelter; & the VA support people placed inhousing but who still require intensive interventions to retain housing/improvestability. In August 2019, the CoC Homelessness Planning Council adopted a 3-year community-wide Strategic Plan with action steps to build a Housing CrisisResolution System, including regular inventories of support services focused onhousing retention, analyzing gaps on a regular basis exploring ways to fill thoseas needed. In November 2018, SAMHSA awarded Park Center a $2.5 millionTreatment for Individuals Experiencing Homelessness grant, which will serve500 individuals over 5 years with: outreach; housing navigation and retention;disability benefit assistance using the SOAR model; and referrals to psychiatrictreatment, substance abuse treatment and employment assistance.3. MDHA will oversee this strategy.

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

Applicants must:

Percentage

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

22%

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

59%

3A-5a. Increasing Employment Income.

Applicants must: 1. describe the CoC's strategy to increase employment income; 2. describe the CoC's strategy to increase access to employment; 3. describe how the CoC works with mainstream employm

before starting the coc application · 1. nashville’s coc homelessness planning council (hpc) was...

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