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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 2018 CoC Program Competition Notice of Funding Available (NOFA) for specificapplication and program requirements. 2. The FY 2018 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: Topeka/Shawnee County CoC KS-503Project: KS-503 CoC Registration FY2018 COC_REG_2018_159931

FY2018 CoC Application 09/11/2018

1A. Continuum of Care (CoC) Identification

Instructions:For guidance on completing this application, please reference the FY 2018 CoC ApplicationDetailed Instructions and the FY 2018 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

1A-1. CoC Name and Number: KS-503 - Topeka/Shawnee County CoC

1A-2. Collaborative Applicant Name: City of Topeka, Kansas

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Yes



1B. Continuum of Care (CoC) Engagement


1B-1. CoC Meeting Participants. For the period from May 1, 2017 to April30, 2018, using the list below, applicant must: (1) select organizations and

persons that participate in CoC meetings; and (2) indicate whether theorganizations and persons vote, including selecting CoC Board members.

Organization/PersonCategories

Participates in CoC

Meetings

Votes, includingselecting CoC

Board Members

Local Government Staff/Officials Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes

Law Enforcement Yes Yes

Local Jail(s) Yes Yes

Hospital(s) Yes Yes

EMS/Crisis Response Team(s) No No

Mental Health Service Organizations Yes Yes

Substance Abuse Service Organizations Yes Yes

Affordable Housing Developer(s) Yes Yes

Disability Service Organizations Yes Yes

Disability Advocates Yes Yes

Public Housing Authorities No No

CoC Funded Youth Homeless Organizations Yes Yes

Non-CoC Funded Youth Homeless Organizations Yes Yes

Youth Advocates Yes Yes

School Administrators/Homeless Liaisons Yes Yes

CoC Funded Victim Service Providers No No

Non-CoC Funded Victim Service Providers Yes Yes

Domestic Violence Advocates Yes Yes

Street Outreach Team(s) Yes Yes

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

LGBT Service Organizations Yes Yes

Agencies that serve survivors of human trafficking Yes Yes

Other homeless subpopulation advocates Yes Yes

Homeless or Formerly Homeless Persons Yes Yes

Mental Illness Advocates Yes Yes

Substance Abuse Advocates Yes Yes



Other:(limit 50 characters)

Insurance Company Yes Yes

Transportation Company Yes Yes

Elderly Services Yes Yes

1B-1a. Applicants must describe the specific strategy the CoC uses tosolicit and consider opinions from organizations and/or persons that havean interest in preventing or ending homelessness.(limit 2,000 characters)

The Topeka/Shawnee County CoC coordinates a monthly Homeless TaskForce meeting consisting of a wide variety of public and private organizations,as well as individuals, with interest and activities focused on endinghomelessness. The Homeless Task Force acts as the governing body of theCoC. An Executive Committee assembles Task Force Agendas, using the CoCplanning calendar and feedback solicited from Task Force members at eachmeeting. Meeting discussions center on training for Task Force members,review of CoC policies and procedures, and sharing of ideas, concerns, andupcoming events. The Task Force Chairperson is specifically responsible forensuring all voices around the table have an opportunity to be heard. In 2018,the Topeka/Sh.Co. CoC initiated an annual, online survey of all Task Forcemembers, as well as members of the public, seeking input on the success ofCoC programs and services, as well opinions on area-wide approaches toending homelessness.

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 often the CoC solicits new members; and(4) any special outreach the CoC conducted to ensure personsexperiencing homelessness or formerly homeless persons areencouraged to join the CoC.(limit 2,000 characters)

Meetings of the Topeka/Shawnee County Homeless Task Force are open toany interested organization or person. Members of the Task Forces' ExecutiveCommittee review Task Force meeting attendance on a quarterly basis andidentify non-participating organizations that could benefit from, and/or be ofbenefit to, the work of the CoC. Executive Committee members personallyinvite identified organizations/persons to upcoming meetings, and, greet andwelcome new attendees upon arrival. CoC project agencies notify theirconstituencies and partners of Homeless Task Force meetings via social media,website calendars, and, announcements at agency board and stakeholdermeetings.

1B-3.Public Notification for Proposals from Organizations Not PreviouslyFunded. Applicants must describe how the CoC notified the public that itwill accept and consider proposals from organizations that have not



previously received CoC Program funding, even if the CoC is not applyingfor new projects in FY 2018, and the response must include the date(s) theCoC publicly announced it was open to proposals.(limit 2,000 characters)

At the July 11, 2018 Homeless Task Force meeting an announcement wasmade that the CoC is open and accepting new project applications. TheHomeless Task Force is open to the public and all interested social and publicagencies in the community. Additionally, the announcement is put on thecollaborative applicant's website for the community at-large. Discussions of theCoC application are communicated throughout the year, in addition to theNOFA. Non funded agencies are encouraged to participate in discussions onaccepting and rejecting of applications. Several non funded agencies volunteerand involve themselves in the appropriate committees to share and gainknowledge. This helps with future opportunities for them to apply. Specifically,our Ranking and Review committee is made up of neutral agencies fornonbiasedjudgment for new and renewed applications.



1C. Continuum of Care (CoC) Coordination


1C-1. CoCs Coordination, Planning, and Operation of Projects. Applicantsmust use the chart below to identify the federal, state, local, private, and

other organizations that serve individuals, families, unaccompanied youth,persons who are fleeing domestic violence who are experiencing

homelessness, or those at risk of homelessness that are included in theCoCs coordination, planning, and operation of projects.

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

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Funding Collaboratives Yes

Private Foundations Yes

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

Yes

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

Yes

Housing and service programs funded through other Federal resources Yes

Housing and services programs funded through State Government Yes

Housing and services programs funded through Local Government Yes

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


1C-2. CoC Consultation with ESG Program Recipients. Applicants mustdescribe how the CoC: (1) consulted with ESG Program recipients in planning and allocatingESG funds; and (2) participated in the evaluating and reporting performance of ESGProgram recipients and subrecipients. (limit 2,000 characters)

The Homeless Task Force (HTF), the governing body of the CoC, has amonitoring and compliance committee for ESG funded agencies. Thissubcommittee evaluates progressthrough the quality of data entered into the HMIS, and compliance with



protocols for ESG and CoC agencies. All results from this subcommittee aretaken back to the HTF and ESG recipients for discussion and input. The HTFvotes on which agencies will receive ESG funding.

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

provide Point-in-Time (PIT) and HousingInventory Count (HIC) data to the

Consolidated Plan jurisdictions within itsgeographic area?

Yes to both

1C-2b. Providing Other Data to ConsolidatedPlan Jurisdictions. Did the CoC provide localhomelessness information other than PIT and

HIC data to the jurisdiction(s) ConsolidatedPlan(s)?

Yes

1C-3. Addressing the Safety Needs of Domestic Violence, DatingViolence, Sexual Assault, and Stalking Survivors. Applicants mustdescribe: (1) the CoC’s protocols, including the existence of the CoC’s emergencytransfer plan, that prioritizes safety and trauma-informed, victim-centeredservices to prioritize safety; and (2) how the CoC maximizes client choice for housing and services whileensuring safety and confidentiality.(limit 2,000 characters)

CoC partner, the YWCA Center for Safety and Empowerment (CSE) is the localdomestic and sexual violence crisis center that provides trauma-informed andvictim centered services to individuals and families 24 hours a day. CSE is aCoC partner agency and has worked with the CoC partners to establish aprotocol where survivors can be referred to a CSE advocate who can requestemergency transfer plans with RRH partners as well as those offering PSH incases where the client is fleeing from domestic violence. This protocol includesthe completion of a comprehensive safety plan for the transfer and other systemadvocacy as needed for the survivor. CSE is also participating in thecoordinated entry process with other CoC partners, but through an alternateprocess that protects the confidentiality of survivors by assigning a non-identifying client number for the coordinated entry priority list. The CoCmaximizes client choice for housing for those experiencing domestic or sexualviolence by allowing them to choose their own housing location of the availableoptions with RRH partners and PSH partners, so that they may enact theirsafety plan and protect the location to the extent possible from the abusiveparty.

1C-3a. Applicants must describe how the CoC coordinates with victimservices providers to provide annual training to CoC area projects andCoordinated Entry staff that addresses best practices in serving survivorsof domestic violence, dating violence, sexual assault, and stalking.(limit 2,000 characters)



The YWCA Center for Safety and Empowerment provides annual training at theHomeless Task Force meetings on the dynamics of sexual and domesticviolence, understanding risk and lethality factors, and how to best servesurvivors in a trauma-informed way. Additionally, any CoC partner agency orcommunity agency may request additional training throughout the year at nocost. The YWCA advocates also attend the monthly Homeless Task Forcemeetings to be available to provide immediate technical assistance to the CoCas consultation is requested.

1C-3b. Applicants must describe the data the CoC uses to assess thescope of community needs related to domestic violence, dating violence,sexual assault, and stalking, including data from a comparable database.(limit 2,000 characters)

The YWCA Center for Safety and Empowerment (CSE) is a partner agency ofthe CoC and uses the Osnium database, which is a HUD approved comparabledatabase. CSE provides aggregate data on the numbers of clients served aswell as requests for service that were unfilled due to lack of resources in theannual training provided to the CoC. The data provided regarding the needs ofdomestic violence, dating violence, sexual assault and stalking by the YWCA isalso used to inform and improve CoC practices by Homeless Task Forceattendees and CoC partner agencies to address barriers to accessing safe andaffordable housing.

1C-4. DV Bonus Projects. Is your CoCapplying for DV Bonus Projects?

Yes

1C-4a. From the list, applicants must indicate the type(s) of DV Bonusproject(s) that project applicants are applying for which the CoC is

including in its Priority Listing.SSO Coordinated Entry

RRHX

Joint TH/RRH

1C-4b. Applicants must describe: (1) how many domestic violence survivors the CoC is currently servingin the CoC’s geographic area;(2) the data source the CoC used for the calculations; and(3) how the CoC collected the data. (limit 2,000 characters)

CoC partner YWCA CSE serves 1,600 domestic violence survivors in anaverage year in the geographic area of Topeka/Shawnee County (per theOsnium database), while other CoC partners reported serving 50 householdsidentifying that they have experienced domestic violence as tracked in HMIS.The data was tracked by combining HMIS data and Osnium (a HUD approvedcomparable database) data provided in aggregate. The CoC collected the dataentered into each database by clients self report.



1C-4c. Applicants must describe: (1) how many domestic violence survivors need housing or services inthe CoC’s geographic area; (2) data source the CoC used for the calculations; and(3) how the CoC collected the data. (limit 2,000 characters)

CoC partner YWCA CSE serves 300 people in an average year in theemergency domestic violence shelter, who need safe and affordable housingwhen they leave shelter. In addition, additional CoC partner agencies reportthat they have identified 7 households that they have experienced domesticviolence and were in need housing or services in the CoC geographic area.This data was collected from the YWCA's database and the Topeka/ShawneeCounty Coordinated Entry Process.

1C-4d. Based on questions 1C-4b. and 1C-4c., applicant must: (1) describe the unmet need for housing and services for DV survivors,or if the CoC is applying for an SSO-CE project, describe how the currentCoordinated Entry is inadequate to address the needs of DV survivors; (2) quantify the unmet need for housing and services for DV survivors; (3) describe the data source the CoC used to quantify the unmet need forhousing and services for DV survivors; and (4) describe how the CoC determined the unmet need for housing andservices for DV survivors. (limit 3,000 characters)

YWCA CSE, a CoC partner agency, reports that safe and affordable housing isthe single biggest requested service by the survivors leaving the emergencydomestic violence shelter. On average 200 adults and 100 of their children areserved each year in shelter and request housing. YWCA CSE is a partner inthe Homeless Task Force and currently works with CoC partners who haveRRH funds or PSH options to attempt to meet these needs, however, the needis greater than the current resources. 50% of the clients leaving shelter do notqualify for the current permanent supportive housing options in our geographicarea, as tracked through Osnium. YWCA CSE is applying for DV bonus moneyto provide funding for at least 50 families leaving shelter who do not qualify forother assistance.

1C-4e. Applicants must describe how the DV Bonus project(s) beingapplied for will address the unmet needs of domestic violence survivors. (limit 2,000 characters)

CoC partner agency YWCA Center for Safety and Empowerment (CSE) is theonly applicant applying for DV Bonus project funds and is going to provide aPH-RRH program to assist survivors of domestic violence to move from theexisting emergency shelter to safe permanent housing. The CSE PH-RRHproject will provide up to 6 months of rental assistance and support services tosurvivors in order to allow the survivor to address the barriers to safety and getestablished in safe housing. CSE will provide case management, supportservices and advocacy while the survivor is in the CSE PH-RRH program.Additionally, the DV bonus funds will be used to strengthen the supportive



service and coordinated entry process to better equip the CoC to meet theneeds of survivors in all CoC partner agencies.This will be accomplished byhiring a housing specialist who will work for CSE but provide training, technicalassistance, and consultation to the CoC. The housing specialist will follow allVAWA confidentiality practices, but also act as a liaison for survivors to housingresources in the CoC. Funding will also be used to send CoC partners tonational training on best practices for survivors of DV and housing in order toexpand the expertise of the CoC on serving survivors.

1C-4f. Applicants must address the capacity of each project applicantapplying for DV bonus projects to implement a DV Bonus project bydescribing: (1) rate of housing placement of DV survivors;(2) rate of housing retention of DV survivors;(3) improvements in safety of DV survivors; and(4) how the project applicant addresses multiple barriers faced by DVsurvivors. (limit 4,000 characters)

The YWCA Center for Safety and Empowerment (CSE) a CoC partner and ourlocal domestic and sexual violence advocacy center, is the only applicant forDV project bonus money. CSE does not have a current housing program andtherefore we could not assess data on housing placement and retention. Ifawarded the funds, this data will be collected for future program evaluation.CSE currently evaluates service delivery by offering survivors the chance tocomplete survey evaluations on the services they received. In the last year,94% of clients completing surveys reported their safety needs were met by thestaff of the agency. The CoC believes this high rate of success in addressingsafety improvements would continue in the CoC housing program, if awarded.The CSE is currently providing a broad range of services including shelter, courtsupport, case management, counseling and support groups to address thebarriers and meet the complex needs of survivors. The CoC assesses that theapplicant is in a strong position to effectively use the DV bonus money to assistsurvivors.

1C-5. PHAs within CoC. Applicants must use the chart to provideinformation about each Public Housing Agency (PHA) in the CoC’s

geographic areas: (1) Identify the percentage of new admissions to the Public Housing or

Housing Choice Voucher (HCV) Programs in the PHA who wereexperiencing homelessness at the time of admission;

(2) Indicate whether the PHA has a homeless admission preference in itsPublic Housing and/or HCV Program; and

(3) Indicate whether the CoC has a move on strategy. The informationshould be for Federal Fiscal Year 2017.

Public Housing Agency Name % New Admissions into Public Housingand Housing Choice Voucher Programduring FY 2017 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.

move on?

Topeka Housing Authority No No



1C-5a. For each PHA where there is not a homeless admission preferencein their written policy, applicants must identify the steps the CoC hastaken to encourage the PHA to adopt such a policy.(limit 2,000 characters)

The PHA does not have a homeless preference for housing in Topeka. TheCoC actively encourages and discusses with the PHA the need for a homelesspreference in their criteria. The Executive Homeless Task Force committee hasformalized through a written request for the PHA to adopt a homelesspreference policy. The Homeless Task Force (HTF) will continue outreachefforts on a ongoing basis with the PHA. The PHA is regularly invited to attendthe HTF meetingswhere they can regularly hear the needs of the homeless population andserviceproviders.

1C-5b. Move On Strategy with AffordableHousing Providers. Does the CoC have aMove On strategy with affordable housing

providers in its jurisdiction (e.g., multifamilyassisted housing owners, PHAs, Low Income

Tax Credit (LIHTC) developments, or locallow-income housing programs)?

Yes

Move On strategy description. (limit 2,000 characters)

Cornerstone of Topeka has a transitional housing program and application tothe program is by referral from a social service agency that is working with thehousehold and can verify homelessness. Examples of social service agenciesare: the Topeka Rescue Mission, public schools, churches, hospital socialworkers, Family Resource Center, TARC, Let’s Help, DCF, Valeo, KVC as wellas others. The Transitional Housing Program offers a six month lease, with allutilities paid. It is the intention for the household to secure permanent housingby the end of the 6 months. Additionally, Valeo Behavioral Health Care has aPATH program that assist in transitioning individuals in homelessness aims toreintegrate consumers with financial, medical, psychiatric, and housingservices. The SOAR program is designed to enhance staff ability to increaseaccess to the income benefit programs.

1C-6. Addressing the Needs of Lesbian, Gay, Bisexual, Transgender(LGBT). Applicants must describe the actions the CoC has taken toaddress the needs of Lesbian, Gay, Bisexual, and Transgender individualsand their families experiencing homelessness.(limit 2,000 characters)



In 2018, the CoC arranged for a presentation to the Homeless Task Force byrepresentatives of the newly opened, “Cap City Equality Center”, a safe &inclusive place that supports, educates, & empowers the LGBTQ community,allies, & neighbors. Task Force participants learned of programs/servicesavailable, and, focused on ways to identify and meet the needs of the homelessLGBTQ population in our area. The executive committee of the HomelessTask Force has modified and implemented an annual training presentation onthe Equal Access to Housing in HUD Programs Regardless of SexualOrientation or Gender Identity, including the Final Rule. The presentationdescribes elements of the Rule, provides examples of applicability, and,provides citations for more information. Each of the entities submittingapplications in the 2018 CoC funding process provided signedantidiscriminationassurances. Submission of the assurances was a factor in CoCproject application prioritization. The CoC advocates to the local mission toallow transgender persons to reside on the side of the mission they they identifywith.

1C-6a. Anti-Discrimination Policy and Training. Applicants must indicateif the CoC implemented a CoC-wide anti-discrimination policy and

conducted CoC-wide anti-discrimination training on the Equal AccessFinal Rule and the Gender Identity Final Rule.

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

2. Did the CoC conduct annual CoC-wide training with providers on how to effectively implement the Equal Access toHousing in HUD Programs Regardless of Sexual Orientation or Gender Identity (Equal Access Final Rule)?

Yes

3. Did the CoC conduct annual CoC-wide training with providers on how to effectively implement Equal Access to Housingin HUD Programs in Accordance with an Individual’s Gender Identity (Gender Identity Final Rule)?

Yes

1C-7. Criminalization of Homelessness. Applicants must select thespecific strategies the CoC implemented to prevent the criminalization of

homelessness in the CoC’s geographic area. Select all that apply.Engaged/educated local policymakers:

X

Engaged/educated law enforcement:X

Engaged/educated local business leaders:X

Implemented communitywide plans:X

No strategies have been implemented:


Opposed Anti-Camping OrdinanceX



1C-8. Centralized or Coordinated Assessment System. 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 homelessness assistance in the absence of specialoutreach; (3) demonstrate the assessment process prioritizes people most in needof assistance and ensures they receive assistance in a timely manner; and(4) attach CoC’s standard assessment tool.(limit 2,000 characters)

The Homeless Task Force covers the City of Topeka limits and ShawneeCounty. The Coordinated Assessment System covers the same geographicarea. Agencies participating are widespread across the area defined. One ofthe strengths of the systems is that we have several outreach teams who focuson serving the population most in need and difficult to reach. In our area thestreet homeless would be the least likely to received services and we havemany agencies that work with this population through our system. thecoordinated assessment system will triage people and house those who aremost in need first. Permanent Supportive Housing placements will be prioritizedfor those who have been homeless on the streets or emergency shelter for atleast a year and with the highest acuity, thus serving those who are most inneed and most at risk if they remain on the streets, first. Every effort will bedone to place people in order and as quickly as possible.



1D. Continuum of Care (CoC) Discharge Planning


1D-1. Discharge Planning–State and Local. Applicants must indicatewhether the CoC has a discharge policy to ensure persons discharged

from the systems of care listed are not discharged directly to the streets,emergency shelters, or other homeless assistance programs. Check allthat apply (note that when "None:" is selected no other system of care

should be selected).Foster Care:

X

Health Care:

Mental Health Care:X

Correctional Facilities:X

None:

1D-2. Discharge Planning Coordination. Applicants must indicate whetherthe CoC actively coordinates with the systems of care listed to ensure

persons who have resided in them longer than 90 days are not dischargeddirectly to the streets, emergency shelters, or other homeless assistance

programs. Check all that apply (note that when "None:" is selected noother system of care should be selected).

Foster Care:X

Health Care:

Mental Health Care:X

Correctional Facilities:X

None:



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

InstructionsFor guidance on completing this application, please reference the FY 2018 CoC ApplicationDetailed Instructions and the FY 2018 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

1E-1. Project Ranking and Selection. Applicants must indicate whetherthe CoC used the following to rank and select project applications for the

FY 2018 CoC Program Competition: (1) objective criteria;

(2) at least one factor related to achieving positive housing outcomes;(3) a specific method for evaluating projects submitted by victim services

providers; and (4) attach evidence that supports the process selected.

Used Objective Criteria for Review, Rating, Ranking and Section Yes

Included at least one factor related to achieving positive housing outcomes Yes

Included a specific method for evaluating projects submitted by victim service providers Yes

1E-2. Severity of Needs and Vulnerabilities. Applicants must describe: (1) the specific severity of needs and vulnerabilities the CoC consideredwhen reviewing, ranking, and rating projects; and(2) how the CoC takes severity of needs and vulnerabilities into accountduring the review, rating, and ranking process.(limit 2,000 characters)

The severity of needs is considered by the CoC with the projects including, butnot limited to individuals who are low income, no income, substance abusers,victimized, SPMI, or chronically homeless. Applicants were scored according tothe needs and vulnerabilities on the review and ranking procedure. Higherscoring applicants addressed one or more needs and vulnerabilities.

1E-3. Public Postings. Applicants must indicate how the CoC madepublic:

(1) objective ranking and selection process the CoC used for all projects(new and renewal);

(2) CoC Consolidated Application–including the CoC Application, PriorityListings, and all projects accepted and ranked or rejected, which HUD

required CoCs to post to their websites, or partners websites, at least 2days before the CoC Program Competition application submission



deadline; and (3) attach documentation demonstrating the objective ranking, rating, and

selections process and the final version of the completed CoCConsolidated Application, including the CoC Application with attachments,

Priority Listing with reallocation forms and all project applications thatwere accepted and ranked, or rejected (new and renewal) was made

publicly available, that legibly displays the date the CoC publicly postedthe documents.

Public Posting of Objective Ranking and Selection Process Public Posting of CoC Consolidated Application including:CoC Application, Priority Listings, Project Listings

CoC or other Website CoC or other Website

Email Email

Mail Mail

Advertising in Local Newspaper(s) Advertising in Local Newspaper(s)

Advertising on Radio or Television Advertising on Radio or Television

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

1E-4. Reallocation. Applicants must indicate whether the CoC hascumulatively reallocated at least 20 percent of the CoC’s ARD between theFY 2014 and FY 2018 CoC Program Competitions.

Reallocation: No

1E-4a. If the answer is “No” to question 1E-4, applicants must describehow the CoC actively reviews performance of existing CoC Program-funded projects to determine the viability of reallocating to create newhigh performing projects.(limit 2,000 characters)

The Homeless Task Force (HTF), the governing body of the CoC, has aMonitoring and Compliance Subcommittee that provides ongoing monitoring ofCoC funded and ESG funded agencies. This committee meets quarterly andevaluates the progress of the entities involved. Recommendations are made tothe HTF and the agencies for improvement of the program. Recommendationsare also made to the Review and Ranking Committee on whether to continuefunding the project or if the HTF needs to reallocate the funds. Reallocation tohigher performing projects is determined by the entire body of the HTF.

1E-5. Local CoC Competition. Applicants must indicate whether the CoC: (1) established a deadline for project applications that was no later than

30 days before the FY 2018 CoC Program Competition Applicationdeadline–attachment required;

(2) rejected or reduced project application(s)–attachment required; and(3) notify applicants that their project application(s) were being rejected or

reduced, in writing, outside of e-snaps, at least 15 days before FY 2018CoC Program Competition Application deadline–attachment required. :

(1) Did the CoC establish a deadline for project applications that was no later than 30 days before the FY 2018 CoC ProgramCompetition Application deadline? Attachment required.

Yes



(2) If the CoC rejected or reduced project application(s), did the CoC notify applicants that their project application(s) were beingrejected or reduced, in writing, outside of e-snaps, at least 15 days before FY 2018 CoC Program Competition Applicationdeadline? Attachment required.

Yes

(3) Did the CoC notify applicants that their applications were accepted and ranked on the Priority Listing in writing outside of e-snaps, at least 15 before days of the FY 2018 CoC Program Competition Application deadline?

Yes



2A. Homeless Management Information System(HMIS) Implementation

Intructions:For guidance on completing this application, please reference the FY 2018 CoC ApplicationDetailed Instructions and the FY 2018 CoC Program Competition NOFA. Please submittechnical questions to the HUD Exchange Ask A Question.

2A-1. Roles and Responsibilities of the CoCand HMIS Lead. Does your CoC have in place

a Governance Charter or other writtendocumentation (e.g., MOU/MOA) that outlinesthe roles and responsibilities of the CoC and

HMIS Lead? Attachment Required.

Yes

2A-1a. Applicants must:(1) provide the page number(s) where theroles and responsibilities of the CoC andHMIS Lead can be found in the attached

document(s) referenced in 2A-1, and(2) indicate the document type attached for

question 2A-1 that includes roles andresponsibilities of the CoC and HMIS Lead

(e.g., Governance Charter, MOU/MOA).

Page 1 MOU

2A-2. HMIS Policy and Procedures Manual.Does your CoC have a HMIS Policy and

Procedures Manual? Attachment Required.

Yes

2A-3. HMIS Vender. What is the name of theHMIS software vendor?

Eccovia Solutions

2A-4. HMIS Implementation Coverage Area.Using the drop-down boxes, applicants must

select the HMIS implementation Coveragearea.

Single CoC

2A-5. Bed Coverage Rate. Using 2018 HIC and HMIS data, applicants mustreport by project type:

(1) total number of beds in 2018 HIC; (2) total beds dedicated for DV in the 2018 HIC; and



(3) total number of beds in HMIS.

Project TypeTotal Beds

in 2018 HICTotal Beds in HICDedicated for DV

Total Bedsin HMIS

HMIS BedCoverage Rate

Emergency Shelter (ES) beds 289 16 289 105.86%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 95 0 95 100.00%

Rapid Re-Housing (RRH) beds 2 0 2 100.00%

Permanent Supportive Housing (PSH) beds 391 0 391 100.00%

Other Permanent Housing (OPH) beds 0 0 0

2A-5a. To receive partial credit, if the bed coverage rate is 84.99 percent orlower for any of the project types in question 2A-5., applicants mustprovide clear steps on how the CoC intends to increase this percentagefor each project type over the next 12 months.(limit 2,000 characters)

N/A

2A-6. AHAR Shells Submission: How many2017 Annual Housing Assessment Report

(AHAR) tables shells did HUD accept?

2

2A-7. CoC Data Submission in HDX.Applicants must enter the date the CoC

submitted the 2018 Housing Inventory Count(HIC) data into the Homelessness Data

Exchange (HDX).(mm/dd/yyyy)

04/26/2018



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


2B-1. PIT Count Date. Applicants must enterthe date the CoC conducted its 2018 PIT

count (mm/dd/yyyy).

01/24/2018

2B-2. HDX Submission Date. Applicantsmust enter the date the CoC submitted its PIT

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

04/30/2018



2C. Continuum of Care (CoC) Point-in-Time (PIT)Count: Methodologies


2C-1. Change in Sheltered PIT Count Implementation. Applicants mustdescribe any change in the CoC’s sheltered PIT count implementation,including methodology and data quality changes from 2017 to 2018.Specifically, how those changes impacted the CoC’s sheltered PIT countresults.(limit 2,000 characters)

The main change in the PIT count implementation for the Topeka/ShawneeCounty CoC was the consolidating the 2017 PIT surveys by household type intoa single survey. This allowed the surveyors to have a better understanding ofthe questions they were asking and allowed for better data quality. A positivemethodology change for the 2018 PIT Count included incorporating differentagencies to assist with the PIT count and had additional survey points whichcould explain the increase in the PIT count results.

2C-2. Did your CoC change its providercoverage in the 2018 sheltered count?

No

2C-2a. If “Yes” was selected in 2C-2, applicants must enter the number ofbeds that were added or removed in the 2018 sheltered PIT count.

Beds Added: 0

Beds Removed: 0

Total: 0

2C-3. Presidentially Declared DisasterChanges to Sheltered PIT Count. Did your

CoC add or remove emergency shelter,transitional housing, or Safe Haven inventory

because of funding specific to aPresidentially declared disaster, resulting in a

change to the CoC’s 2018 sheltered PITcount?

No

2C-3a. If “Yes” was selected for question 2C-3, applicants must enter thenumber of beds that were added or removed in 2018 because of a

Presidentially declared disaster.



Beds Added: 0

Beds Removed: 0

Total: 0

2C-4. Changes in Unsheltered PIT CountImplementation. Did your CoC change its

unsheltered PIT count implementation,including methodology and data quality

changes from 2017 to 2018? If your CoC didnot conduct and unsheltered PIT count in

2018, select Not Applicable.

No

2C-5. Identifying Youth ExperiencingHomelessness in 2018 PIT Count. Did your

CoC implement specific measures to identifyyouth experiencing homelessness in its 2018

PIT count?

Yes

2C-5a. If “Yes” was selected for question 2C-5., applicants must describe: (1) how stakeholders serving youth experiencing homelessness wereengaged during the planning process; (2) how the CoC worked with stakeholders to select locations whereyouth experiencing homelessness are most likely to be identified; and (3) how the CoC involved youth experiencing homelessness in countingduring the 2018 PIT count.(limit 2,000 characters)

During the PIT planning process, the CoC worked hand in hand with KansasChildren Service League's Rhy program which deals directly with at-risk/runaway youth. Additionally, the local school district homeless liaison was engagedin the process and assisted the Homeless Task Force PIT subcommittee.Each member of the PIT survey team received training on how to engagehomeless youth. An incentive for youth engagement in the survey processincluded a bag of items for essential needs. Stakeholders in the PITsubcommittee identified locations where the homeless youth were most likely tobe identified.

2C-6. 2018 PIT Implementation. Applicants must describe actions theCoC implemented in its 2018 PIT count to better count: (1) individuals and families experiencing chronic homelessness; (2) families with children experiencing homelessness; and (3) Veterans experiencing homelessness.(limit 2,000 characters)

The CoC PIT process to count individuals and families experiencing chronichomelessness, families with children and Veterans has produced outstandingresults in previous years. The PIT subcommittee chose not to make changes inthe 2018 PIT process. All PIT surveys for unsheltered persons, shelteredpersons, and youth, included questions regarding how long any individual hadbeen homeless, including how many times the individual or family has been



homeless in the past 3 years and how many months total over that time frame.



3A. Continuum of Care (CoC) SystemPerformance


3A-1. First Time Homeless as Reported in HDX. In the box below,applicants must report the number of first-time homeless as reported in

HDX.Number of First Time Homeless as Reported in HDX. 196

3A-1a. Applicants must: (1) describe how the CoC determined which risk factors the CoC uses toidentify 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)

The CoCrecognizes one of the best ways to reduce homelessness in our community is toprevent it from occurring in the first place. Group discussions at Homeless TaskForce meetings identified risk factors that can lead to homelessness including:lack of income, disability, criminal background, lack of health insurance, and,adverse rental histories. CoC member agencies work diligently to assistindividuals/families at risk for homelessness and to bring together organizationsthat can extend services beyond those available just through CoC fundedentities. Multiple organizations collaborate to provide rent/utility assistance, payfor arrears, and help customers avoid evictions caused by temporary set-backs.Members of the Homeless Task Force provide services for individuals withdisabilities and/or mental/physical health needs, work with school families, and,provide employment and skills training to those in need. Multiple organizationcontinue to work with people who are first time homeless and each agency hasa specific position identified to do such.

3A-2. Length-of-Time Homeless as Reported in HDX. Applicants must: (1) provide the average length of time individuals and persons in familiesremained homeless (i.e., the number); (2) describe the CoC’s strategy to reduce the length-of-time individualsand persons in families remain homeless; (3) describe how the CoC identifies and houses individuals and personsin families with the longest lengths of time homeless; and (4) provide the name of the organization or position title that isresponsible for overseeing the CoC’s strategy to reduce the length of time



individuals and families remain homeless.(limit 2,000 characters)

The CoC area's average length of time in which individuals and families arehomeless has remained steady, falling between 45 and 49 days over the pastfive years. Variables that slow the move into housing include income, disability,criminal record, rental history, and, education. CoC members work to quicklyresolve barriers for individuals and families through direct service or referrals.Tanglewood Supportive Housing and Shelter Plus Care, along with other non-CoC funded agencies,provide housing in a timely manner. For example, units atTanglewood rarely remain off-lease for longer than 24 hours. ESG programsassist individuals and families with financial aid, prescriptions, job-relatedexpenses and other essentials. The Homeless Task Force, the governing bodyfor the CoC, oversees the CoC strategy to reduce the length of time individualsand families remain homeless.

3A-3. Successful Permanent Housing Placement and Retention asReported in HDX. Applicants must:

(1) provide the percentage of individuals and persons in families inemergency shelter, safe havens, transitional housing, and rapid rehousing

that exit to permanent housing destinations; and(2) provide the percentage of individuals and persons in families in

permanent housing projects, other than rapid rehousing, that retain theirpermanent housing or exit to permanent housing destinations.

Percentage

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

100%

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

95%

3A-3a. 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; and (2) 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.(limit 2,000 characters)

Strategies to increase the percentage of emergency and transitionally-shelteredfamilies that secure permanent housing include: a) Timely Coordinated Entry(initial assessments/collaborative review of individual cases by stakeholders inthe CoC & Homeless Task Force), b) Monthly (and more frequent) group andsmall-group meetings of the Homeless Task Force members, during which,available permanent housing locations are identified and participants coordinateto quickly bring opportunities to families in need, (c) Homeless Task Forcemembers, and others, operate job and employment skill development programsthat help individuals in emergency shelters/transitional housing improveemployment and income opportunities to hasten the household's return topermanent housing, (d) In the City of Topeka's Shelter Plus Care Program (CoCfunded), customers are encouraged through monthly case management



discussions to retain permanent housing. SPC Case managers help customersquickly connect with supports to avert family crisis and meet needs that, leftunattended, would likely result in a return to homelessness or an inability toattain/retain permanent housing. At Community Action's Tanglewoodsupportive-housing facility, CoC-funded staff, along with on-site case managersfrom a mental health provider, meet weekly with residents to encourage specificbehaviors that contribute to ongoing stability and ability to maintenance ofpermanent housing. Case managers have frequent discussions about keepingregular medical/mental health appointments, following prescribed medicineregimens, emotional management/skill development, goodhousekeeping/personal hygiene, and more. Residents with SPMI areencouraged to retain supportive housing, although the CoC project alsosupports residents who have reached a level of stability allowing them to moveinto other permanent housing. Community Action staff respond quickly to helpthe resident realize their permanent housing goals within 30 days.

3A-4. Returns to Homelessness as Reported in HDX. Applicants mustreport the percentage of individuals and persons in families returning to

homelessness over a 6- and 12-month period as reported in HDX.Percentage

Report the percentage of individuals and persons in families returning to homelessness over a 6- and 12-month periodas reported in HDX

2%

3A-4a. Applicants must: (1) describe how the CoC identifies common factors of individuals andpersons 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 returns to homelessness.(limit 2,000 characters)

Extensive intake and record-keeping procedures by CoC fundedentities, as well as shelters in the community, help identify those returningto homelessness. CoC leadership within the Homeless Task Force helpsensure that the identified risk factors for becoming homeless are well known byhelping agencies as well as public officials, so that services may be bettertargeted and policies more aligned with controlling the rise of issues related tothe identified risk factors. CoC funded agencies each use a strengths-basedcase management model to help customers assess their own readiness for, andability to sustain, permanent housing. The Homeless Task Force uses date fromthe Point in Time Count to help the community to identify the barriers to peoplereturning to homelessness. The CoC funded agencies areresponsible for overseeing this performance measure.

3A-5. Job and Income Growth. Applicants must: (1) describe the CoC’s strategy to increase access to employment andnon-employment cash sources;(2) describe how the CoC works with mainstream employmentorganizations to help individuals and families increase their cash income;



and(3) provide the organization name or position title that is responsible foroverseeing the CoC’s strategy to increase job and income growth fromemployment.(limit 2,000 characters)

This year the CoC does not have a Job and Income Growth applicant but theCoC partner agencies employ staff that evaluate and provide support toconsumers to determine eligibility for mainstream benefits and/or employmentsupports. Opportunities, such as access to the local Workforce Center whereconsumers can get assistance with resume writing and job interview skills arediscussed with the client and assistance is provided to complete theseprograms. Additionally, CoC partners have access to specialty SOAR casemanagers at the CMHC and the Domestic Violence program, to better assistthose who qualify for non-employment cash (like SSI) to obtain those resources.The CoC funded projects have been assisted by numerous employment trainingprograms and by organizations offering and/or overseeing the mainstreamgovernment benefits. Training programs offer extensive personalizedemployment readiness skills and opportunities. Training helps the clientincrease their cash income, along with skills necessary to maintain employment.Each CoC funded agency is required to implement the strategy to increaseincome and employment for their clients. Overall CoC strategy for increased joband income growth is coordinated by the CoC lead agency, City of Topeka.

3A-6. System Performance Measures DataSubmission in HDX. Applicants must enter

the date the CoC submitted the SystemPerformance Measures data in HDX, which

included the data quality section for FY 2017(mm/dd/yyyy)

07/02/2018



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


3B-1. DedicatedPLUS and Chronically Homeless Beds. In the boxesbelow, applicants must enter:

(1) total number of beds in the Project Application(s) that are designatedas DedicatedPLUS beds; and

(2) total number of beds in the Project Application(s) that are designatedfor the chronically homeless, which does not include those that were

identified in (1) above as DedicatedPLUS Beds.Total number of beds dedicated as DedicatedPLUS 14

Total number of beds dedicated to individuals and families experiencing chronic homelessness 330

Total 344

3B-2. Orders of Priority. Did the CoC adoptthe Orders of Priority into their written

standards for all CoC Program-funded PSHprojects as described in Notice CPD-16-11:Prioritizing Persons Experiencing Chronic

Homelessness and Other VulnerableHomeless Persons in Permanent Supportive

Housing? Attachment Required.

Yes

3B-2.1. Prioritizing Households with Children. Using the following chart,applicants must check all that apply to indicate the factor(s) the CoCcurrently uses to prioritize households with children during FY 2018.

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

Number of previous homeless episodes

Unsheltered homelessness

Criminal History

Bad credit or rental history

Head of Household with Mental/Physical DisabilityX



3B-2.2. Applicants must: (1) describe the CoC’s current strategy to rapidly rehouse everyhousehold of families with children within 30 days of becoming homeless; (2) describe how the CoC addresses both housing and service needs toensure families successfully maintain their housing once assistanceends; and(3) provide the organization name or position title responsible foroverseeing the CoCs strategy to rapidly rehouse families with childrenwithin 30 days of becoming homeless.(limit 2,000 characters)

The CoC funded agency that works with households with children to prioritizethose households once the coordinated assessment is done. Households withchildren are prioritized in the queue of people being referred to programs. TheCoordinated Assessment is complete on all households so all there needs getaddressed not just housing. This helps them stay in their home by having otherresources available to them. The Homeless Task Force members areresponsible for achieving this strategy and the Coordinated AssessmentLeader.

3B-2.3. Antidiscrimination Policies. Applicants must check all that applythat describe actions the CoC is taking to ensure providers (includingemergency shelter, transitional housing, and permanent supportivehousing (PSH and RRH) within the CoC adhere to antidiscrimination

policies by not denying admission to or separating any family membersfrom other members of their family or caregivers based on age, sex,

gender, LGBT status, marital status, or disability when entering a shelteror housing.

CoC conducts mandatory training for all CoC and ESG funded service providers on these topics.

CoC conducts optional training for all CoC and ESG funded service providers on these topics.

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

CoC has worked with ESG recipient(s) to identify both CoC and ESG funded facilities within the CoC geographic area that may beout of compliance, and taken steps to work directly with those facilities to come into compliance.

CoC has sought assistance from HUD through submitting AAQs or requesting TA to resolve non-compliance of service providers.

3B-2.4. Strategy for Addressing Needs of Unaccompanied YouthExperiencing Homelessness. Applicants must indicate whether the CoC’sstrategy to address the unique needs of unaccompanied homeless youth

includes the following:Human trafficking and other forms of exploitation Yes

LGBT youth homelessness Yes

Exits from foster care into homelessness Yes

Family reunification and community engagement No

Positive Youth Development, Trauma Informed Care, and the use of Risk and Protective Factors in assessingyouth housing and service needs

Yes

3B-2.5. Prioritizing Unaccompanied Youth Experiencing HomelessnessBased on Needs. Applicants must check all that apply from the list below

that describes the CoC’s current strategy to prioritize unaccompanied



youth based on their needs.History or Vulnerability to Victimization (e.g., domestic violence, sexual assault, childhood abuse)

X

Number of Previous Homeless Episodes

Unsheltered HomelessnessX

Criminal History

Bad Credit or Rental History

3B-2.6. Applicants must describe the CoC's strategy to increase: (1) housing and services for all youth experiencing homelessness byproviding new resources or more effectively using existing resources,including securing additional funding; and (2) availability of housing and services for youth experiencingunsheltered homelessness by providing new resources or moreeffectively using existing resources.(limit 3,000 characters)

All CoC funded agencies work collaboratively with the members of the localgovernment and the Homeless Task Force to increase the availability ofhousing and services for youth. Members of the Homeless Task Force attendthe Mayor's Affordable Housing Task Force which has ongoing conversationrelated to better addressing youth homelessness. The city partners with KansasChildren’s Service League that provides services to youth who are at-risk ofrunning away, or who have run away, through federal funding under theRunway and Homeless Youth Act (RHY). The Oasis program serves youthages 10-17 through what is called a host home program and shelter is utilizedup to 21 days with the goal to resolve the conflict in the home with the parent sothe youth can return to their home and no longer be on the street or living fromcouch to couch. As a basic entry program, Oasis provides trauma-informedindividual, group and family counseling, recreational youth programs, andoutreach to youth who may need assistance and aftercare services for youthafter host home placement. The CoC monitors the program outcomes foraccomplishments and each outcome measure is reported back to the HomelessTask Force. The Homeless Task Force has also discussed with potentialpartners regarding a homeless youth residential housing for at-risk/juvenileoffenders/victims of trafficking and a LGBTQ+ youth homeless shelter.

3B-2.6a. Applicants must: (1) provide evidence the CoC uses to measure both strategies in question3B-2.6. to increase the availability of housing and services for youthexperiencing homelessness; (2) describe the measure(s) the CoC uses to calculate the effectiveness ofthe strategies; and(3) describe why the CoC believes the measure it uses is an appropriateway to determine the effectiveness of the CoC’s strategies.(limit 3,000 characters)



The partnering agency, Kansas Children Service League, has been awarded anew funding source to assist those at-risk/homeless youth outside of Federalfunding limitations. The effectiveness of the strategies are measured by theindividual partners and reported to the CoC/Homeless Task Force at-leastannually. As the partnering agencies within the CoC work directly with youthexperiencing homelessness, the CoC/Homeless Task Force recognizes thatthose agencies are the most equipped to determine those measurements.

3B-2.7. Collaboration–Education Services. Applicants must describe howthe CoC collaborates with: (1) youth education providers; (2) McKinney-Vento State Education Agency (SEA) and Local EducationAgency (LEA);(3) school districts; and(4) the formal partnerships with (1) through (3) above.(limit 2,000 characters)

Through the Homeless Task Force, CoC funded programs network with localschool districts,early childhood education providers,and a large variety oforganizations providing before/after school, as well as Summer educational andrecreational opportunities. The Homeless Task Force consists of severaleducation providers that attend regularly to educate the CoC funded agencieson related issues. Community Action, which runs the CoC TanglewoodSupportive Housing program, has formal, collaborative agreements with TARC(which provides education and support services to children/families withintellectual disabilities), and runs a Head Start/Early Head Start program.

3B-2.7a. Applicants must describe the policies and procedures the CoCadopted to inform individuals and families who become homeless of theireligibility for education services.(limit 2,000 characters)

The CoC adopted a policy and procedure to inform individuals and families whobecome homeless of their eligibility for education services during theCoordinated Entry process. If consumers inquire about the need for educationalservices, the CoC then makes a referral to partnering agencies thatprovide/collaborate with educational service providers.

3B-2.8. Does the CoC have written formal agreements, MOU/MOAs orpartnerships with one or more providers of early childhood services andsupports? Select “Yes” or “No”. Applicants must select “Yes” or “No”,

from the list below, if the CoC has written formal agreements, MOU/MOA’sor partnerships with providers of early childhood services and support.

MOU/MOA Other Formal Agreement

Early Childhood Providers No No

Head Start No Yes

Early Head Start No Yes

Child Care and Development Fund No No

Federal Home Visiting Program No No

Healthy Start No No



Public Pre-K No No

Birth to 3 years No No

Tribal Home Visting Program No No

Other: (limit 50 characters)

3B-3.1. Veterans Experiencing Homelessness. Applicants must describethe actions the CoC has taken to identify, assess, and refer Veteransexperiencing homelessness, who are eligible for U.S. Department ofVeterans Affairs (VA) housing and services, to appropriate resourcessuch as HUD-VASH, Supportive Services for Veterans Families (SSVF)program and Grant and Per Diem (GPD).(limit 2,000 characters)

The CoC HMIS specifically requests Veteran status during intake. Whenhomeless Veterans are identified by CoC funded entities, representativesfollow-up with questions related to the Veteran's awareness of benefits andsupportive services specifically for Veterans. Information and referrals arereadily made as requested and appropriate. The new Coordinated Assessmentformalizes the identification and referral process. The Coordinated Assessmentidentifies specific programs where individuals can make referrals.

3B-3.2. Does the CoC use an active list or byname list to identify all Veterans experiencing

homelessness in the CoC?

Yes

3B-3.3. Is the CoC actively working with theVA and VA-funded programs to achieve thebenchmarks and criteria for ending Veteran

homelessness?

Yes

3B-3.4. Does the CoC have sufficientresources to ensure each Veteran

experiencing homelessness is assisted toquickly move into permanent housing using a

Housing First approach?

No

3B-5. Racial Disparity. Applicants must: (1) indicate whether the CoC assessed

whether there are racial disparities in theprovision or outcome of homeless

assistance; (2) if the CoC conducted an assessment,

attach a copy of the summary.

No



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


4A-1. Healthcare. Applicants must indicate, for each type of healthcarelisted below, whether the CoC:

(1) assists persons experiencing homelessness with enrolling in healthinsurance; and

(2) assists persons experiencing homelessness with effectively utilizingMedicaid and other benefits.

Type of Health Care Assist withEnrollment

Assist withUtilization of

Benefits?

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

Yes Yes

Private Insurers: Yes Yes

Non-Profit, Philanthropic: Yes Yes

Other: (limit 50 characters)

4A-1a. Mainstream Benefits. Applicants must: (1) describe how the CoC works with mainstream programs that assistpersons experiencing homelessness to apply for and receive mainstreambenefits;(2) describe how the CoC systematically keeps program staff up-to-dateregarding mainstream resources available for persons experiencinghomelessness (e.g., Food Stamps, SSI, TANF, substance abuseprograms); and(3) provide the name of the organization or position title that isresponsible for overseeing the CoC’s strategy for mainstream benefits.(limit 2,000 characters)

The CoC Community Mental Health Center (CMHC) has two SOAR trainedemployee's and one Benefits Specialist to assist homeless individuals toconnect to income and mainstream resources. One local hospital has a SOARtrained employee and several social work employees that assist homelessindividuals to connect to mainstream benefits while hospitalized. The CoCfunded agencies all use ongoing case management and support services tohelp clients apply for mainstream benefits. Agency program staff participate inthe Homeless Task Force where information regarding community resources isshared. The Homeless Task Force, the governing body of the CoC, ensuresthat the strategies are effectively implemented through monitoring.



4A-2.Housing First: Applicants must report: (1) total number of new and renewal CoC Program Funded PSH, RRH,

SSO non-coordinated entry, Safe-Haven, and Transitional Housingprojects the CoC is applying for in FY 2018 CoC Program Competition; and

(2) total number of new and renewal CoC Program Funded PSH, RRH,SSO non-coordinated entry, Safe-Haven, and Transitional Housing

projects the CoC is applying for in FY 2018 CoC Program Competition thathave adopted the Housing First approach–meaning that the project quickly

houses clients without preconditions or service participationrequirements.

Total number of new and renewal CoC Program Funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, andTransitional Housing projects the CoC is applying for in FY 2018 CoC Program Competition.

4

Total number of new and renewal CoC Program Funded PSH, RRH, SSO non-coordinated entry, Safe-Haven, andTransitional Housing projects the CoC is applying for in FY 2018 CoC Program Competition that have adopted theHousing First approach–meaning that the project quickly houses clients without preconditions or service participationrequirements.

2

Percentage of new and renewal PSH, RRH, Safe-Haven, SSO non-Coordinated Entry projects in the FY 2018 CoCProgram Competition that will be designated as Housing First.

50%

4A-3. Street Outreach. Applicants must: (1) describe the CoC’s outreach;(2) state whether the CoC's Street Outreach covers 100 percent of theCoC’s geographic area; (3) describe how often the CoC conducts street outreach; and(4) describe how the CoC tailored its street outreach to personsexperiencing homelessness who are least likely to request assistance.(limit 2,000 characters)

The CoC's outreach efforts cover 100% of the geographic area. Daily streetoutreach is conducted by the local rescue mission, Community Mental HealthCenter (CMHC) and the Salvation Army. The street outreach teams havedeveloped strong relationships with individuals who are chronically homeless.These relationships help facilitate more connections with the population leastlikely to request assistance. In 2018, the Topeka Police Department has addeda new street outreach team. Their focus is to help the individuals least likely torequest assistance and help them get into services. The police work closely withthe mental health facility to make sure their mental health needs are met.

4A-4. Affirmative Outreach. Applicants must describe: (1) the specific strategy the CoC implemented that furthers fair housingas detailed in 24 CFR 578.93(c) used to market housing and supportiveservices to eligible persons regardless of race, color, national origin,religion, sex, gender identify, sexual orientation, age, familial status ordisability; and(2) how the CoC communicated effectively with persons with disabilitiesand limited English proficiency fair housing strategy in (1) above.(limit 2,000 characters)

Each CoC funded agency goes to fair housing training annually to becomebetter informed of affirmative outreach. The CoC also has an antidiscriminationpolicy that affirmatively furthers fair housing. Each agency has bi-lingual staffand mental health professionals who help with disabilities. The



Homeless Task Force has a broad membership where agencies can discusstheir programs to gain more clients by various referral sources. The CoC has asurvey where constituents can provide input on the CoC agency on whetherthey feel fair housing issues were presented.

4A-5. RRH Beds as Reported in the HIC. Applicants must report the totalnumber of rapid rehousing beds available to serve all household types as

reported in the Housing Inventory Count (HIC) for 2017 and 2018.2017 2018 Difference

RRH beds available to serve all populations in the HIC 0 2 2

4A-6. Rehabilitation or New ConstructionCosts. Are new proposed project

applications requesting $200,000 or more infunding for housing rehabilitation or new

construction?

No

4A-7. Homeless under Other Federal Statutes.Is the CoC requesting to designate one or

more of its SSO or TH projects to servefamilies with children or youth defined as

homeless under other Federal statutes?

No



4B. Attachments

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

Document Type Required? Document Description Date Attached

1C-5. PHA AdministrationPlan–Homeless Preference

No

1C-5. PHA AdministrationPlan–Move-on MultifamilyAssisted Housing Owners'Preference

No

1C-8. Centralized orCoordinated Assessment Tool

Yes Coordinated Asses... 07/25/2018

1E-1. Objective Critiera–Rate,Rank, Review, and SelectionCriteria (e.g., scoring tool,matrix)

Yes Review and Rankin... 09/11/2018

1E-3. Public Posting CoC-Approved ConsolidatedApplication

Yes

1E-3. Public Posting–LocalCompetition Rate, Rank,Review, and Selection Criteria(e.g., RFP)

Yes Request for Propo... 07/25/2018

1E-4. CoC’s ReallocationProcess

Yes Reallocation Policy 09/11/2018

1E-5. Notifications Outside e-snaps–Projects Accepted

Yes Notification of A... 09/11/2018

1E-5. Notifications Outside e-snaps–Projects Rejected orReduced

Yes Notificaiton of R... 09/11/2018

1E-5. Public Posting–LocalCompetition Deadline

Yes Public Notice of ... 09/11/2018

2A-1. CoC and HMIS LeadGovernance (e.g., section ofGovernance Charter, MOU,MOA)

Yes CoC and HMIS Gove... 09/11/2018

2A-2. HMIS–Policies andProcedures Manual

Yes HMIS Procedural M... 09/11/2018

3A-6. HDX–2018 CompetitionReport

Yes HDX Competition R... 09/11/2018

3B-2. Order of Priority–WrittenStandards

No



3B-5. Racial DisparitiesSummary

No

4A-7.a. Project List–PersonsDefined as Homeless underOther Federal Statutes (ifapplicable)

No

Other No

Other No

Other No



Topeka/Shawnee County Continuum of Care

Coordinated Assessment System

Policies & Procedures

Rev. 8/9/2017

Topeka Shawnee County Continuum of Care

Coordinated Assessment Policies and Procedure

1 | P a g e

TABLE OF CONTENTS

1. Background

2. System Overview

3. Access Points

4. Assessments

5. Community Queue

6. Housing Referrals

7. Confidential Process for Domestic Violence Survivors

8. Transition Process

9. Administrative Structure

10. Definitions



2 | P a g e

1. Background

a) What is Coordinated Assessment?

Coordinated Assessment (also known as Coordinated Entry) is a consistent, community process

to match people experiencing homelessness to community resources that are the best fit for their

situation. In a community using coordinated assessment, homeless individuals and families

complete a standard triage assessment survey that identifies the best type of services for that

household. Participating programs accept referrals from the system, reducing the need for people

to traverse the county seeking assistance at every provider separately. When participating

programs do not have enough space to accept all referrals from the system, people prioritized for

services based on need.

In Topeka Shawnee County we plan to start phase one of coordinated assessment with permanent

housing programs (permanent supportive housing and rapid rehousing), and in later phases add

other resources, such as emergency shelter.

b) HUD Requirement

Under the interim rule for the U.S. Department of Housing and Urban Development’s (HUD)

Continuum of Care (CoC) program, each Continuum of Care(CoC) must establish and operate a

centralized or coordinated assessment system (24 CFR 578.7(a)(8)). HUD defines a centralized

or coordinated assessment system as “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” (24 CFR 578.3).

Participation in the coordinated assessment system is required for grantees HUD CoC and

Emergency Solutions Grant (ESG) funds.

c) Community Vision

Our community vision for coordinated assessment is that we all have a fully engaged coordinated

assessment system with standardized assessment and all emergency shelter, transitional housing,

permanent supportive housing, and rapid rehousing placements made through system. Coordinated assessment will encompass all populations and prioritize and place people

effectively and efficiently, quickly matching people to the housing type that is most likely to get

them permanently housed.

In phase one, the coordinated assessment process will provide referrals for permanent housing

interventions, including permanent supportive housing and rapid rehousing. Later phases of

implementation will add assessment and referral processes for emergency shelter and transitional

housing.



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d) Benefits of Coordinated Assessment

Coordinated assessment will benefit our community by:

Using existing resources effectively by connecting people to the housing program that is

the best fit for their situation.

Reducing the need for people to call around to multiple housing programs and fill out

multiple applications to join waitlists. Coordinated assessment will assess people for all

participating permanent housing programs at the same time.

Providing clear communication about what housing is available.

Collecting information about how many people in Topeka/Shawnee County need

different types of housing. This information will help us advocate for more resources to

provide housing and services to homeless people in Topeka/Shawnee County.

2. System Overview

In Topeka/Shawnee County‘s Coordinated Assessment system, all homeless individuals and

families will complete a standard triage assessment survey that considers the household’s

situation and identifies the best housing intervention to address their situation. The standard

triage assessment survey that will be used in Topeka Shawnee County is the Vulnerability Index-

Service Prioritization Decision Assistance Tool (VI-SPDAT). The VI-SPDAT will be integrated

into the standard HMIS intake for people who are homeless and conducted at HMIS partner

agencies, including service centers, transitional housing programs, and outreach programs:

anywhere that people who are homeless first encounter our system of care.

Permanent housing programs, including permanent supportive housing and rapid rehousing, will

fill spaces in their programs from a community queue of eligible households generated from

HMIS. The queue will be prioritized based on length of time homeless and VI-SPDAT scores to

ensure that we house those with the greatest need first. This coordinated process will reduce the

need for people to traverse the county seeking assistance at every provider separately.

3. Access Points

a) Requirements for Access Points

Access points are locations where people who are homeless can complete the assessment survey

to participate in coordinated assessment. To ensure access to emergency services during hours

where the collaborative applicant is not operating, the survey will be available on the website. In

Topeka/Shawnee County, all CoC and ESG funded partner agencies will serve as access points

and the triage assessment survey (VI-SPDAT) will be incorporated into the standard HMIS

intake.



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In order to participate as an access point, organizations must have a current, signed HMIS

partner agency agreement and meet the following requirements:

1) Participate in HMIS and follow all HMIS user agency requirements (domestic

violence victim service providers are exempt from this requirement).

2) Agree to follow the community guidelines for completing the assessment and

communicating about the coordinated assessment system.

3) Agree to provide additional referrals to other community services, as appropriate, to

people completing the assessment.

b) Communication and Frequently Asked Questions

As the original point where people connect with the coordinated assessment system, access

points are also likely to get questions from people asking about their status on “the list” and

when they will get referred to housing. Organizations should be able to:

1) Check HMIS to determine if the individual or household has a current (less than

one year old) VI-SPDAT entered in HMIS.

a. If so, communicate to the individual or household that they are current in the

system and will be contacted if services that are good fit for them become

available.

b. If the individual / household do not have any record of a VI-SPDAT in HMIS,

work with them to complete the standard HMIS intake and VI-SPDAT.

c. If the individual’s/ household’s VI-SPDAT is over one year old, have them

complete an annual update.

2) Check to make sure that the individual’s/household’s contact information is

current and up to date it if needed.

Organizations should not communicate the individual’s or household’s number or place in the

community queue in HMIS as this placement may change frequently as new assessments are

entered into the system.

c) Outreach and Marketing

An outreach strategy will be developed to reach all individuals and families who are homeless

within Topeka Shawnee County. This strategy will be implemented in phases to facilitate a more

manageable transition to the new system.

Phase One – Late 2017: HMIS partner agencies will serve as access points,

providing a diverse, countywide network of service providers that are easily

accessible to homeless individuals and families throughout the country. Additionally,

domestic violence providers will serve as access points for domestic violence

survivors. Together, these organizations reach tens of thousands of individuals each



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year and provide services including outreach, shelter, drop-in services, and

transitional housing providing a built-in network of reaching homeless people

throughout the community.

Phase Two – Early 2018: Additional outreach will be developed to spread

information about coordinated assessment to non-CoC member organizations that

serve people that are homeless, including schools, hospitals, libraries, and

government offices. This phase of outreach will be delayed to avoid overwhelming

the new system in the beginning when organizations will be assessing all of their

current clients.

4. Assessments

a) The VI-SPDAT

Topeka Shawnee County uses the Vulnerability Index – Service Prioritization Decision

Assistance Tool (VI-SPDAT) as the standard triage assessment tool. This assessment will be

used for all homeless individual and households in Topeka/Shawnee County. There are three

versions of the VI-SPDAT in use for different populations:

Individuals

Families

Transition Age Youth

The VI-SPDAT is to be completed by all individuals and families who are homeless under

Category 1 (Literally Homeless) and Category 4 (Fleeing Domestic Violence) of HUD’s

definition of homelessness. The VI-SPDAT will be conducted as part of the standard HMIS

intake.

b) Training and Authorization of Users

The VI-SPDAT can only be conducted by staff or volunteers who have successfully completed

training and been authorized by COT.

COT staff will monitor the quality and consistency of assessments entered into HMIS and

provide feedback, training, and adjustments to policies and procedures as necessary to address

issues that may arise.

c) Confidentiality and Releases of Information

The VI-SPDAT is covered under the standard HMIS Release of Information (ROI). The ROI

authorizes HMIS partner agencies to conduct the HMIS intake and the VI-SPDAT, enter the

information in HMIS, and share the individual’s or household’s information with other



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participating organizations in order to facilitate connecting the household with housing and

services. The ROI MUST be completed and uploaded into HMIS before any other information,

including the VI-SPDAT, including the VI-SPDAT, can be entered into HMIS.

d) Conducting the Assessment

The VI-SPDAT will be conducted as part of the standard intake for HMIS and as part of annual

updates in HMIS. It may be directly entered into HMIS or completed or paper and then entered

into HMIS.

The VI-SPDAT should be conducted in a setting that promotes privacy and confidentiality. The

staff member or volunteer conducting it must follow the community guideline for explaining

what the assessment is and how coordinated assessment works.

All of the questions on the VI-SPDAT are designed to be answered with one-word “yes” or “no”

answers. There is no need for respondents to go into detail describing their situation or past

history. Respondents should be told that it is important to answer the questions honestly and

accurately in order to match them to the best services for them.

The VI-SPDAT and HMIS standard intake must be conducted in person and the release of

information must be uploaded into HMIS.

After completing the assessment, the volunteer or staff member should provide the

individual/household with referrals to meet immediate needs. It is very unlikely that a housing

placement will be available immediately or even in the near term, due to the overwhelming need

in our community. Thus, it is important to provide information about resources that can meet

immediate needs, such as shelter, food, and health care.

Individuals and households that score in the low acuity range should be provided with referrals

to other resources to meet their housing needs, since they will not matched with permanent

supportive housing or rapid rehousing. Referrals should be based on the individual’s/household’s

specific situation.

e) Updates to Assessments

As long as individuals/families remain homeless, they should complete the VI-SPDAT annually

to capture changes in their circumstances. In addition, individuals/households may complete an

update whenever they experience a significant change their circumstances. The update would

include an HMIS update and a new VI-SPDAT.

5. Community Queue

Topeka/Shawnee County maintains a community queue in HMIS based on the VI-SPDAT scores

and intake records in HMIS. HMIS also contains the inventory and eligibility criteria for each



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permanent housing provider, including permanent supportive housing and rapid rehousing

programs.

a) Match to Program Type

Topeka/Shawnee County uses the VI-SPDAT to determine the best type of housing interventions

for the individual or household being assessed. Those who are identified to have high acuity are

referred to permanent supportive housing. Those with moderate acuity are referred to rapid

rehousing. People who are assessed to be low acuity most likely will be able to resolve their

homelessness without a housing intervention. Since Topeka Shawnee County has limited

housing capacity, housing interventions will be prioritized for those who most need it.

Individuals and households with low acuity will be referred to other, non-permanent housing

interventions. This could include deposit assistance and/or make sure they are connected to

public benefits, and referring to other services in the community.

b) Prioritization

Topeka/Shawnee County has a significant shortage of housing opportunities compare to the

need. Thus, the coordinated assessment system will triage people and house those who are most

in need first. Permanent Supportive Housing placements will be prioritized for those who have

been homeless on the streets or emergency shelter for at least a year and with the highest acuity,

thus serving those who are most in need and most at risk if they remain on the streets, first.

Persons doing street outreach will screen individuals in the same manner as any other person

who is assessed with coordinated entry. All individuals can abstain from disclosing and sharing

information.

Using VI-SPDAT scores, individuals/households are assigned to the most appropriate type of

housing intervention (permanent supportive housing, rapid rehousing, or no housing

intervention). Within those groups, individuals and households will be prioritized based on:

Permanent Supportive Housing Prioritization Criteria:

1) VI-SPDAT Score – Those who have been on the street, in emergency shelter, and/or

places not meant for human habitation for at least a year with the highest acuity will be

served first.

2) Length of Time Homeless - Among those with the same VI-SPDAT score, individuals,

households who have been homeless the longest will be prioritized first.

3) High Use of Services – Among those with the same VI-SPDAT score and the same

length of time homeless, individuals/households will be prioritized based on those with

the highest utilization served first.

To reflect our commitment to serve those most in need and most at risk, the CoC will work with

all CoC funded permanent supportive housing projects to phase in turnover beds to be dedicated

or prioritized for the chronically homeless.



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Rapid Rehousing Prioritization Criteria:

1) VI-SPDAT Score – Those with the highest score within the rapid rehousing range will be

served first.

2) Risks Score – Among those with the same VI-SPDAT score, individuals/households with

the highest Risks sub-score in the VI-SPDAT will be prioritized first.

3) Length of Time on the Community Queue - Among those with the same VI-SPDAT

score and the same Risks score, individual/households will be served in the order they

completed the assessment.

6. Housing Referrals

a) Matches to Housing Opportunities

Matches are facilitated by staff in the City of Topeka (COT). When a permanent housing

program has space available, the designated COT representative will use the community queue in

HMIS to identify the household or individual to be referred by:

1) Filtering the community queue based on the type of housing intervention

(permanent supportive housing or rapid rehousing) so that is pulls a list of

individuals/households that have matched to that type of housing.

2) Filtering the community queue based on the eligibility criteria of the housing

program.

3) Prioritizing the community queue based on the prioritization methodology

described above.

The COT representatives will then make a referral in HMIS to the permanent housing program.

COT staff will provide human judgment and discretion in making referrals based upon the

prioritization and match-making methodology laid out in this document. Discretion may include

taking into account a client’s known preferences when making matched, avoiding referrals to

programs where an individual/household has had a serious violation in the past and addressing

inconsistencies or concerns in the assessment or eligibility information entered in HMIS.

a) Provider Responsibilities

When a permanent housing program receives a referral in HMIS, the provider will follow these

steps:

1) Locate the Individual/household: It is expected that the provider will make at

least 3-5 reasonable attempts to find the individual/household. In addition to

trying to contact information in the person’s HMIS account, attempts should

include seeking the person out in locations and at other service providers that they

are known to frequent.



9 | P a g e

a. All attempts to find the individual/household must be documented in

HMIS.

2) Verify eligibility: Information in the individual’s/household’s HMIS account

(including the VI-SPDAT) is primarily self-reported. Providers will need to

conduct their own program intake and documentation of eligibility.

3) Enter the individual/household into the program in HMIS.

If the individual/household turns out to be ineligible for the program, they will be referred back

to the community queue and COT staff will initiate a new match. The program should provide

information regarding why the individual/household was not eligible and a note will be made in

HMIS. Depending on the reason for ineligibility, COT staff may initiate a review of the client’s

information and/or request that the client complete an updated assessment (for example, if

inaccurate or out of date information on the assessment led COT to believe the client would be

eligible).

If the individual/household declines a referral, they will be referred back to the community queue

and COT staff will initiate a new match. Individuals/households have the right to decline any and

all referrals. COT staff will continue to offer referrals as many times as it takes to match the

individual/household with housing. However, COT will follow some basic guideline:

1) COT staff will not re-refer an individual or household to the same program multiple times

if the person/household has communicated that they are not interested in that program.

Instead, the individual/household will be referred to other programs in the community.

2) If an individual/household declines 3 referrals, COT staff will wait three months before

making the next referral.

3) If an individual/household declines 6 referrals, COT staff will communicate with the

individual/household that they will not be given any new referrals until they inform COT

that they are interested in receiving a new referral.

c) Project Specific Wait Lists

One of the benefits of coordinated assessment is that it simplifies the path to housing by

replacing the multitude of existing project specific wait lists with a shared community queue.

However, some projects have requirements form their funders that may conflict with coordinated

assessment. In those situations, COT will work with the provider to determine the best possible

way to participate in coordinate assessment.

7. Confidential Process for Domestic Violence Survivors

A separate, confidential process is available for domestic violence survivors who are receiving

services form designated domestic violence service providers in the community. This process

allows service providers to maintain confidentiality and safety for their clients, while also

ensuring that homeless survivors have access to the full array of housing opportunities in the



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community. The YWCA- Center for Safety and Empowerment has a hotline to ensure safety

planning and protections to victims of domestic violence not staying at the shelter.

a) Assessment

The participating domestic violence service providers will conduct the VI-SPDAT triage

assessment with the individuals and families staying in their shelters and transitional housing

programs. These service providers are prohibited by law from using HMIS, so the VI-SPDAT

and additional eligibility criteria that is usually included in the HMIS standard intake will be

completed on a paper form. This modified intake form will only include the minimum

information necessary to determine eligibility and prioritization and it will specifically exclude

personally identifying information, including: name, date of birth, social security number, and

last permanent address. The service provider completing the form will include the name of the

agency, the appropriate staff contact, and an alternate staff contact. All communication about the

assessment and any possible placements will be conducted through the service provider to

maintain client confidentiality. The domestic violence service provider will include an internally

generated ID number that the agency can associate with the client, but that cannot otherwise be

identified with the client. COT staff will use the number to identify the client when

communicating with the service provider.

b) Community Queue

COT will maintain a separate Community Queue outside of HMIS for survivors referred by

domestic violence service providers. No client data will be entered into HMIS, in order to

maintain confidentiality and safety for survivors and compliance with federal law. Anytime there

is an opening in a permanent housing program, COT staff will reference both the HMIS

community queue outside of HMIS to determine the most highly prioritized eligible

individual/household.

c) Housing Referrals

When an anonymous client from a domestic violence service provider receives a housing

referral, OSH staff will contact the service provider. It is the responsibility of the service

provider to reach out to the client and connect them with the permanent housing provider. The

standard policies regarding the length of time to look for someone and the

individual’s/household’s right to decline a referral still apply.

8. Transition Process - Existing Project Specific Wait Lists

COT will work with projects that have existing project-specific wait lists to transition to using

coordinated assessment to fill program spaces. Transition plans will be made on a project-by-

project basis and will take into account funding and regulatory requirements specific to each

project. Some possible transition plans include:



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1) One-Time Transition – The project notifies every individual or household on their

wait list that they will change the method for accepting applicants. Everyone on the

wait list is directed to complete the VI-SPDAT at an access point organization. The

wait list is disbanded and the project begins filling all units from community queue

referrals.

2) Phased Transition – The project designates some portion of their units to be filled

utilizing coordinated assessment, while continuing to fill the remaining units from the

existing wait list until it is gone. No new individuals or households should be added

to the project specific wait list.

9. Administrative Structure

a) System Oversight

Oversight of the coordinated assessment system, including implementation of the VI-SPDAT,

community queue, prioritization and match-making, will be provided by the City of Topeka

(COT). COT serves as the Topeka/Shawnee County CoC’s collaborative applicant and is a

member of the CoC Board and the CoC Coordinated Assessment Work Group.

b) Grievance Procedures

Any person participating in the coordinated assessment process has the right to file a grievance.

Grievances related to a particular service provider (for example, a grievance related to how an

assessment was conducted at a particular provider) should be resolved through that provider’s

grievance procedure. Grievances specific to the coordinated assessment system (for example, a

grievance related to the match making process), should be forwarded to COT.

c) Revisions to Policies and Procedures

The Policies and Procedures document will be reviewed and, if necessary, updated at least

annually by Coordinated Assessment Work Group and COT staff.

d) Participating Providers:

All CoC and ESG funded service providers must participate in the coordinated assessment

system. For permanent housing providers (both rapid rehousing and permanent supportive

housing) that means working with the coordinated assessment system to take referrals from the

community queue. The CoC strongly encourages all other permanent housing providers with

housing dedicated to people who are homeless to participate as well.

10. Definitions



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Chronic Homelessness – HUD’s definition of chronically homeless is an individual

(or a family with an adult head of household) who:

o Is homeless and lives in a place not meant for human habitation, a safe

haven, or an emergency shelter;

o Has been homeless and living or residing in a place not meant for human

habitation, a safe haven, or in an emergency shelter continuously for at least

on year or on at least four separate occasions in the last three years; AND

o Can be diagnosed with one or more of the following conditions: substance

use disorder, serious mental illness, and developmental disability, and post-

traumatic stress disorder, cognitive impairments resulting from brain injury,

or chronic physical illness or disability.

An individual who has been residing in an institutional care facility, including a jail,

substance abuse or mental health treatment facility, hospital, or other similar facility,

for fewer than 90 days and who meet all of the criteria above before entering that

facility is also considered chronically homeless (24 CFR 578.3).

Collaborative Applicant – The eligible applicant that has been designated by the

Continuum of Care to apply for a grant for Continuum of Care planning funds on

behalf of the Continuum. The collaborative applicant for Topeka Shawnee County is

the Office of Supportive Housing.

Community Queue – A prioritized list in HMIS of people who have completed the

triage assessment survey and are in need of permanent housing. The list can be sorted

by basic eligibility criteria and is prioritized so that individuals and families with the

greatest need are housed first.

Continuum of Care (CoC) – The Topeka Shawnee County Continuum of Care

carries out the responsibilities required under HUD regulations, set forth at 24 CFR

578 – Continuum of Care Program. The CoC is comprised of a broad group of

stakeholders dedicated to ending and preventing homelessness in Topeka Shawnee

County. CoC membership is open to all interested parties and included representatives

from organizations within Topeka Shawnee County. The overarching CoC

responsibility is to ensure community-wide implementation of efforts to end

homelessness and ensuring programmatic and systemic effectiveness of the local

continuum of care program.

Emergency Solutions Grant (ESG) – ESG is a grant program of the U.S. Department

of Housing and Urban Development (HUD) that funds emergency assistance for

people who are homeless or at-risk of homelessness. ESG grantees are required to

participate in Coordinated Assessment.



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Homeless – HUD’s definition of home (24 CFR 578.3) has four categories:

o Category 1 – Literally homeless individuals/families

o Category 2 – Individuals/families who will imminently lose their primary

nighttime residence with no subsequent residence, resources, or support

networks.

o Category 3 – Unaccompanied youth or families with children/youth who

meet the homeless definition under another federal statute.

o Category 4 - individuals/families fleeing or attempting to flee domestic

violence.

Homeless Management Information System (HMIS) – a local information

technology system used to collect data on the provision of housing and services to

homeless individual and families.

Housing and Urban Development (HUD) – The United States Department of

Housing and Urban Development.

Literally Homeless – Category 1 of HUD’s definition of homelessness. Literally

homeless means an individual or family who lacks a fixed, regular, and adequate

nighttime residence, meaning the individual or family has a primary nighttime

residence that is a public or private place not meant for human habitation, the

individual or family is living in a public or privately operated shelter designated to

provide temporary living arrangements (including hotels and motels paid for by

charitable organization or federal, state, or local government programs), or the an

emergency shelter or place not meant for human habitation immediately before

entering that institution.

Permanent Supportive Housing (PSH) – a type of permanent housing designed for

chronically homeless and other highly vulnerable individuals and families who need

long-term support to stay housed. Permanent supportive housing provides housing

linked with case management and other supportive services. Permanent supportive

housing has no time limitation, providing support for as long as needed and desired by

the resident.

Rapid Rehousing (RRH) – The consent form that individuals/households complete

and sign to gran consent for their personal information to be entered into HMID and

used for coordinated assessment. Signing the release of information is not required to

participate in coordinated assessment and receive referrals for housing; however, it is

required that information be entered into HMIS.



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Service Prioritization Decision Assistance Tool (SPDAT) – an assessment tool that

is designed to help guide case management and improve housing stability outcomes.

Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-

SPDAT) – a pre-screening tool that can be conducted to quickly determine whether a

client has high, moderate, or low acuity.

FY2018 Continuum of Care Funding Announcement

Total Funding Announced for Renewal - $1,883,942

Total Funding for Housing Bonus - $150,076

Total Funding for Domestic Violence Bonus - $237,316

HOW TO APPLY

Step 1

It is the responsibility of grantees to review, read, and understand the 2018 Funding NOFA upon its

release and understand its requirements and information related directly to project application packet

submissions (renewal/new/reallocated). Please see NOFA V.B.3a for description of eligible activities.

Please access CoC Competition information on the OneCPD website: http://www.hudexchange.info/e-

snaps/guides/coc-program-competition-resources/. You may access new project application instructions

at: https://www.hudexchange.info/resource/2909/coc-project-application-instructions-for-new-projects/

and renewal applications at: https://www.hudexchange.info/resource/2910/coc-project-application-

instructions-for-renewal-projects/

NOTE: In the event that you become “stuck” while working in the screens, you will need to work

through the training guide step-by-step. Basic familiarity with each screen’s information before you start

working will go a long way in ensuring as seamless and reasonably minimized stress-free process as

possible.

Step 2

Complete the 2018 CoC Project Application packet by August 15, 2017 by 5:00 pm. E-mail completed

application with required attachments to the CoC Collaborative Applicant – [email protected] after

submission. Incomplete or incorrectly completed applications will be at risk of funding reallocation or rejection.

Step 3

All applications will be reviewed by a three person review committee scored and ranked in order

of preference, no later than September August 22, 2018. All applicants will be notified in

writing if their application was accepted or rejected, no later than August 29, 2018.

Step 4

Once the review committee makes their determination, the ranking will be presented to the

Homeless Task Force.

http://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources/

http://www.hudexchange.info/e-snaps/guides/coc-program-competition-resources/

https://www.hudexchange.info/resource/2909/coc-project-application-instructions-for-new-projects/

https://www.hudexchange.info/resource/2910/coc-project-application-instructions-for-renewal-projects/

https://www.hudexchange.info/resource/2910/coc-project-application-instructions-for-renewal-projects/

mailto:[email protected]

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