countyofkane.org · before starting the coc application the coc consolidated application consists...

Before Starting the CoC Application

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

The Collaborative Applicant is responsible for reviewing the following:

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

Applicant: Aurora/Elgin/Kane County CoC IL-517Project: IL-517 CoC Registration FY2019 COC_REG_2019_170510

FY2019 CoC Application Page 1 09/26/2019

1A. Continuum of Care (CoC) Identification

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

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

1A-1. CoC Name and Number: IL-517 - Aurora, Elgin/Kane County CoC

1A-2. Collaborative Applicant Name: Kane County Office of Community Reinvestment

1A-3. CoC Designation: CA

1A-4. HMIS Lead: Kane County Office of Community Reinvestment



1B. Continuum of Care (CoC) Engagement



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

1B-1. CoC Meeting Participants.

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

Organization/PersonParticipates

in CoC Meetings

Votes,including

selecting CoCBoard

Members

Participates in Coordinated Entry

System

Local Government Staff/Officials Yes Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes No No

Local Jail(s) No No No

Hospital(s) Yes No No

EMS/Crisis Response Team(s) Not Applicable No No

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes No No

Disability Service Organizations Yes Yes Yes

Disability Advocates Yes Yes Yes

Public Housing Authorities No No No

CoC Funded Youth Homeless Organizations Yes Yes Yes

Non-CoC Funded Youth Homeless Organizations Yes Yes Yes



Youth Advocates Yes Yes No

School Administrators/Homeless Liaisons Yes Yes No

CoC Funded Victim Service Providers Yes Yes Yes

Non-CoC Funded Victim Service Providers Yes No No

Domestic Violence Advocates Yes Yes No

Street Outreach Team(s) Not Applicable No No

Lesbian, Gay, Bisexual, Transgender (LGBT) Advocates Yes Yes No

LGBT Service Organizations Yes Yes No

Agencies that serve survivors of human trafficking Yes Yes No

Other homeless subpopulation advocates Yes Yes No

Homeless or Formerly Homeless Persons Yes No Yes

Mental Illness Advocates Yes Yes No

Substance Abuse Advocates Yes Yes No

Other:(limit 50 characters)

veterans services organization Yes Yes Yes

legal services for the homeless Yes Yes No

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

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

1)The Kane CoC has a Membership Application available on the CoC website,as well as creating an ongoing list of potential new members. Board membersreview the Membership Directory regularly with suggestions of potentialmembers to follow up on. Particular attention was given to the HousingAuthority of Elgin and Aurora Housing Authority. 2)The Kane CoC holds publicmeetings for the general membership in addition to 4 committee meetings heldat least quarterly. Notification of all meetings is communicated to the public viathe Kane CoC website and email communications to the CoC membership. TheCoC Board includes a member with lived experience of homelessness. TheCoC Board membership also includes city/county staff familiar with HUD,emergency shelter agencies, homeless prevention agencies, mental health andsubstance abuse services that serve homeless, McKinney-Vento educationservices, homeless youth services, services for veterans, legal or financialservices to homeless person. 3) The uniqueness of the geographic areas within



the county as well as the expertise of different members with certainpopulations is considered. This generates a broad array of perspectives thatinforms the CoC board policies. The Kane CoC takes the input from allinterested persons in developing and implementing policies such asCoordinated Entry, HMIS privacy, and unsheltered count procedures. TheCoordinated Entry implementation used the opinions from representatives of allgeographic areas in the county so that the system could be no wrong door. 4)The CoC ensures effective communication on its website through the availabilityof accessible electronic pdf formats along with closed captioning, googletranslate, mobile scalability. The CoC also uses the SiteImprove service thathas search engine optimization and ADA compliance. It ensures colors are theright contrast, links are easy to see, and there are alt tags on images for screenreaders.

1B-2. Open Invitation for New Members.

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

1) As per its Governance Charter, the Kane COC has an open invitation for newmembers to join that is publicly available on the Kane County website. 2)Application for membership is open throughout the year on the website. Thisapplication was updated to make it more user friendly and informative. 3) TheCoC ensures effective communication with individual with disabilities throughthe availability of accessible electronic pdf formats along with closed captioning,google translate, mobile scalability. The CoC also uses the SiteImprove servicethat has search engine optimization and ADA compliance. It ensures colors arethe right contrast, links are easy to see, and there are alt tags on images forscreen readers.All pdf forms are easily readable by any browser. To makeforms even more accessible, forms are changing into HTML so they can beeasily completed on screen and then recompiled as a form when submitted. 4)Prospective new members are encouraged and engaged by current CoCmembers throughout the year. All committee meetings are open forattendance. An annual Continuum calendar of all meetings is completed eachNovember for any prospective members. 5) Special outreach to homeless orformerly homeless is done individually by service providers. The homelessperson currently on the CoC Board was encouraged by his provider agency toserve. He has been an active and regular participant for the past 3 years.

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

Applicants must describe:



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

1)The Kane CoC issued a Notice of Fund Availability and Call for Projectsinvitations through a countywide email listserv and posted the 2019 Notice ofFund Availability documents publicly on their CoC webpage on July 12, 2019.The email notification included unfunded stakeholders. The IL-517Aurora/Elgin/Kane County Continuum of Care Notice informed both funded andnon-funded organizations of the opportunity to apply for funds. The Noticecontained guidance on all eligible project applications and requirements. Themethod for applying was detailed in the Notice. The CoC Board announced theapplication and selection process for HUD’s 2019 Continuum of Care funding.Project applications and the Project Evaluation Sheets were posted anddistributed. The CoC posted that it will be accepting both new and renewalproject applications until August 9, 2019 at 5:00 pm. Both current grantees andnew agencies not previously funded were encouraged to submit new andrenewal projects for consideration by the CoC Board. 2) The CoC Boarddetermined what project applications would be included at their ranking meetingon August 22, 2019. All projects were scored using the Project EvaluationSheets with a maximum of 100 points. Renewals were evaluated usingobjective criteria based on how well they address the needs of the CoC, howwell they service our identified priorities, and their project performance.Performance data was taken from the projects most recent APR such as unitutilization rates, income growth in clients, data quality and timeliness, as well ascost effectiveness based on CoC averages. New projects were evaluated basedon program design, cost effectiveness, ability to address CoC needs, staff andagency experience, and readiness to begin work. 3) The date was 7/12/19. 4)There was availability of accessible electronic formats such as .PDF on thewebsite and in email communications. SiteImprove was used to check and fixany accessibility issues. 5) n/a



1C. Continuum of Care (CoC) Coordination




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

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

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

Housing Opportunities for Persons with AIDS (HOPWA) Not Applicable

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Funding Collaboratives Not Applicable

Private Foundations No

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

Yes

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

Yes

Housing and service programs funded through other Federal resources Yes

Housing and services programs funded through State Government Yes

Housing and services programs funded through Local Government Yes

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

Other:(limit 50 characters)



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

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

1) The state of Illinois and the City of Aurora are the ESG recipients. The KaneContinuum is consulted at the initial funding stage of Illinois ESG grants, to helpselect grantees and funding amounts and cost categories per grantee. TheKane CoC Board sets criteria for awarding state ESG funds and determines theallocations. Aurora funded Hesed House, a member of the CoC. The CoCBoard represents all 3 Con Plan jurisdictions which are Aurora, Elgin and KaneCounty in the planning and allocating of the ESG funds. 2) The Kane CoCconsults with the state ESG Program Recipient to offer recommendations whichare based on demonstrated subrecipient agency and system performance, anassessment of the community’s homeless assistance and housing needs asaddressed in the County’s Consolidated Planning process, and thedevelopment of the annual Action Plan. There are written standards foradministering ESG assistance at the Continuum level which are used inassessing performance for the ESG subrecipients to the state recipient. 3) Eachyear CoC staff provides consultation and input into the Consolidated Planupdates, ensuring local homeless information is communicated and addressed.Local information on homeless populations, subpopulations, housing, healthand social services needs of households experiencing homelessness and thoseat risk, outcome measures (performance standards), Housing Inventory Countand Point-in-Time data, and homeless prevention data is addressed in theConsolidated Plan updates, usually in the Strategy for Developing a System toAddress Homelessness section of the ConPlan.

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

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

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

geographic area.

Yes to both

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

Applicants must indicate whether the CoCensured local homelessness information is

communicated to Consolidated Plan

Yes



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

updates.

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

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

1) Coordinated Entry has protocols designed to prioritize safety and incorporatetrauma informed and victim centered approaches. Domestic violence survivors,even if they are seeking shelter or services from non-victim service providers,will have safe and confidential access to the Coordinated Entry process andvictim services and immediate access to emergency services such as domesticviolence hotlines and shelter. The VI-SPADT assessment tool has questions toidentify domestic violence victims. The CoC adopted an emergency transferplan. Both Mutual Ground and Community Crisis Center assist DV clients torelocate and provide financial assistance for relocation. Each agency’s domesticviolence services and sexual assault services are both trauma informed andvictim centered using an empowerment model of case management, where theclient’s service plan is led by the client with non judgmental assistance. Thecase manager will provide information and options, so the client can make aninformed choice. 2) The CoC Coordinated Entry maximizes client choice forhousing and services with respect to their enhanced need for safety,confidentiality and security. If other homeless services or permanent housingare to be coordinated, there must be written release of informationauthorizations and informed consent by the client. The safety and privacy ofdomestic violence clients is preserved with written confidentiality procedures inthe ESG and Coordinated Entry policies and an alternate database. Noidentifying data given. Community Crisis Center is an access point in theCoordinated Entry system for persons fleeing domestic violence. BothCommunity Crisis Center and Mutual Grounds receive Dept of Justice VOCAfunding for case management and other services that can maximize clientchoice of housing and services. Community Crisis Center receives ESG fundsto assist with DV shelter operating expenses and rapid rehousing funds toassist homeless individuals and families.

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

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



survivors of domestic violence.(limit 2,000 characters)

1) Members of the Kane CoC coordinate training with the two primary DVproviders - Community Crisis Center and Mutual Ground. Training is provided tothe CoC area project staff. The Community Crisis Center has monthly in-serviceand professional development training opportunities which include other humanservice providers. The Community Crisis Center Training Academy offersregular trainings on domestic violence issues. Community Crisis Centerprovided domestic violence/sexual assault workshops on 1/14/19 and 5/20/19.A 20 hour Partner Abuse Intervention training was provided on 2/6/19, 6/12/19,and 9/4/19. Mutual Ground provided training at Hesed House shelter in Augustand November 2018 on identification of DV victims and trauma informedapproach. In the past 12 months, Mutual Ground provided DV trainings to CoCmembers that included healthcare partners, universities, legal services, andmental health providers. Topics included Domestic Violence Dynamics,Trauma-Informed Care, and Court Preparation for Traumatized Individuals.Training has been provided for safety planning protocols that are used inhousing entry include not publicizing housing addresses, giving clients choice oflocation whenever possible and assistance with obtaining Orders of Protectionand court advocacy. The Coordinated Entry committee is working onincorporating the DV safety planning protocols into the updated policy whichincorporates Notice CPD-17-01. 2) There is not a dedicated Coordinated Entrystaff so the CoC project staff fill this role. They are among those that receivedthe training noted in #1 above.

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

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

De-identified data is available from the Coordinated Entry list and the Point InTime Count subpopulation data. Additional data is obtained from the databasesmaintained by the two primary DV providers – Community Crisis Center andMutual Ground. Only aggregate numbers can be obtained regarding thenumber of survivors and their specialized needs related to domestic violence,dating violence, sexual assault and stalking.

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

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

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

homelessness at entry

PHA has General orLimited Homeless

Preference

PHA has a Preference forcurrent PSH programparticipants no longer

needing intensivesupportive services, e.g.,

Moving On

The Aurora Housing Authority 70.00% Yes-Both No



Housing Authority of Elgin 0.00% Yes-HCV No

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

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

not applicable.

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

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

No

1C-5. Protecting Against Discrimination.

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

The strategy the CoC implemented to address all forms of discrimination was toprovide mandatory training and ensure all CoC and ESG funded agencies havenon-discrimination policies in place. Each provider either has or is currentlyrefining policies and procedures including the Fair Housing Act and those underthe HUD Equal Access Rules. Organizations participating in the CoordinatedEntry process that are recipients of federal and state funds must comply withapplicable civil rights and fair housing laws and requirements. Steeringparticipants toward any particular housing facility or neighborhood because ofrace, color, national origin, religion, sex, disability or the presence of children isstrictly prohibited. Persons served through the Coordinated Entry process mustbe informed of the ability to file a non-discrimination complaint if they feel theirrights have been violated. On June 19, 2019 there was a mandatory CoCtraining regarding he Equal Access to HUD housing and the Equal Access FinalRule on Gender Identity. All Kane CoC homeless providers are granting equalaccess to any of their services or facilities to homeless LGBT persons inaccordance with their gender identity and are open to all regardless of sexualorientation. Each CoC provider does not discriminate based upon actual orperceived age, race, color, religion, sex, gender, sexual orientation, genderidentity/ expression, veteran, or marital status, national origin, citizenship,disability, or health status in any area of board or organizational operations.



They do not ask any question related to sexual identity and or orientation aspart of the intake/ assessment process. The providers work with the specificindividual and follow their lead regarding what gender they identify with andwhat services (sleeping rooms, bathrooms, etc…) they then have access to.The Kane CoC adopted an anti-discrimination policy and the Equal Access Rulein its Governance Charter amendment effective 9-20-17.

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

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

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

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

Yes

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

Yes

*1C-6. Criminalization of Homelessness.

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

1. Engaged/educated local policymakers:X

2. Engaged/educated law enforcement:X

3. Engaged/educated local business leaders:

4. Implemented communitywide plans:

5. No strategies have been implemented:

6. Other:(limit 50 characters)

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

Applicants must:



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

1) This Coordinated Entry system covers the entire geographic area of KaneCounty, IL using a “No Wrong Door” approach. The same assessmentapproach is offered at all Access Points. Mobile outreach workers also performCoordinated Entry activities, including assessment and referral, when andwhere they encounter homeless people. Specialized Access Points have beenestablished to meet the unique needs of people who are or have been a victimof domestic violence, dating violence, sexual assault or stalking. 2) TheCoordinated Entry process is affirmatively marketed to and available to eligiblepersons regardless of race, color, national origin, religion, sex, age, familialstatus, handicap and those who are least likely to apply in the absence ofspecial outreach. Marketing materials are placed at each organization within theCoC geographic boundaries that regularly encounter people who are homeless,or that periodically encounter people in hard to reach homeless subpopulations,such as people who are service-resistant. In addition, materials are furnished topolice departments, parks departments, schools systems and religiousinstitutions for distribution to individuals and families who are homeless or areunstably housed. Marketing materials include: posters that list access points,their location and phone numbers, fliers and laminated business cards.3) TheKane County Continuum of Care utilizes OrgCode’s VI-SPDAT to prioritizereferrals to available housing resources. The VI-SPDAT uses the followingfactors to determine vulnerability: risk of harm, daily functioning, and wellness.The VI-SPDAT assigns a score to each client, based on these factors. Thesescores, along with the dates determine an individuals ranking on the PriorityList. A family’s needs and preferences are incorporated into the decision-making process. Prioritization is based on a combination of specific assessmentdata and severity of need and prioritizes persons most in need of assistance.



1D. Continuum of Care (CoC) Discharge Planning




1D-1. Discharge Planning Coordination.

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

Foster Care:X

Health Care:X

Mental Health Care:X

Correctional Facilities:X

None:



1E. Local CoC Competition

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



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

Applicants must indicate whether the CoC:

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

Yes

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

Yes

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

Yes

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

Yes

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

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

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

Yes

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

Yes

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

Yes

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



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

1) The Kane CoC evaluates projects both on severity of needs served andspecial populations served. Specifically, each project application submittedidentifies which vulnerable populations it serves including chronically homeless;substance abuse, history of victimization, criminal record, and low or noincome. Special populations include chronically homeless, households withchildren, and veterans. 2) The CoC gives extra points to projects that focus onserving persons with severe needs and considers the severity of a project’spopulation in its review and ranking process using a stand alone criteria worth15 points. Applicants are evaluated on a scale of Excellent (15 points), Good(10 points), Fair (5 points) and Poor (0 points). The assigned value is based onthe number of groups that are served. There is an additional criteria worth 15points for serving special populations. These include chronically homeless,veterans and households with children. Projects receive more points for servingmore severe populations and special populations. The Project Evaluations arescored with an understanding that these are affected by the severity of thepopulation. Special consideration is also given to projects serving a specialpopulation that is the only project of its kind. Maximum points for each project is100.

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

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

Public Posting of Objective Review and RankingProcess

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

1. EmailX

1. EmailX

2. Mail 2. Mail



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

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

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

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

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

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

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

Reallocation: 23%

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

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

1) The Aurora/Elgin/Kane Reallocation Policy allows for both Voluntary andInvoluntary reallocation of funds from renewal projects for the creation of newprojects that fit HUD goals and meet local needs. Reallocation shall have theintent to meet housing needs for persons as identified in the Coordinated Entryprocess and align with HUD’s policy priorities. Currently-funded CoC programproject applicants interested in voluntarily reallocating should notifyAurora/Elgin/Kane CoC in writing of their intent to reallocate funds. Involuntaryreallocation will be determined by the CoC Board, after a thorough review of aproject’s cost, performance, and outcome data. The CoC Board will considerinvoluntary reallocation of a renewal project where HUD contractual goals arenot met, both in numbers served and financial expenditures. 2) The policy isapproved by the CoC Board. The CoC Board reviews and approves anyreallocation as part of the CoC Ranking and Review process. 3) Thereallocation process is communicated throughout the entire CoC area via emailand website posting and will encourage both new and existing providers toapply for new projects through reallocation. 4) The Kane CoC identifiedMidwest Shelter Enduring Hope renewal as a low performing project this yearbased on its overall evaluation score. It was the lowest scoring project and hadbeen subject to continuous reviews in the operating year due to lack of funddraw downs and occupancy and utilization rates. 5) After receiving the lowest



score of 66, Midwest Shelter for Homeless Veterans decided to withdraw theirrenewal request and instead will support the Enduring Hope project with non-CoC funds beginning on 7/1/2020. It appeared that the project has adequatevoluntary funds to maintain housing for the 6 chronically homeless veterans anddo not require the HUD funds. Therefore those renewal funds were reallocatedto a new project serving 8 chronically homeless individuals.



DV Bonus




1F-1 DV Bonus Projects.

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

included on the CoC Priority Listing:

No

Applicant Name DUNS Number

This list contains no items



2A. Homeless Management Information System(HMIS) Implementation

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



2A-1. HMIS Vendor Identification.

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

CoC Application and update the information ifthere was a change.

Well Sky

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

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

Project TypeTotal Number of Beds

in 2019 HICTotal Beds Dedicated

for DV in 2019 HICTotal Number of 2019

HIC Beds in HMISHMIS Bed

Coverage Rate

Emergency Shelter (ES) beds 338 63 275 100.00%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 18 0 18 100.00%

Rapid Re-Housing (RRH) beds 20 0 20 100.00%

Permanent Supportive Housing (PSH) beds 155 0 155 100.00%

Other Permanent Housing (OPH) beds 0 0 0

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

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



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

not applicable.

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

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

Yes

*2A-4. HIC HDX Submission Date.

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

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

(mm/dd/yyyy)

04/30/2019



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




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

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

01/22/2019

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

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

04/30/2019

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

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

1) There was no methodology or data quality change. The Kane CoC usedclient data in HMIS as the primary data source for the sheltered PIT count foremergency shelter and transitional housing projects that participate in HMIS.Information from DV and other non-HMIS providers was provided to the HMISSystem Administrator. The HMIS one night report was run using unique clientidentifiers for de-duplication. Follow up ensured that the count included allpersons in emergency shelters and transitional housing programs, includingdomestic violence. The number of providers contributing data remained thesame. 2) no effect on the PIT count 3) Not applicable.



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

Applicants must select whether the CoCadded or removed emergency shelter,

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

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

count.

No

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

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

1)The methodology remained the same – complete coverage. Data qualitychanges to improve the implementation of the count were made. There wasincreased participation from the sheriff’s department to cover theunincorporated areas in the county. The local police departments alsosuccessfully interviewed more known unsheltered persons. The survey tool wasrevised to be more user friendly which resulted in more information beingcollected. Changes were made to the chronic questions to ensure the currentdefinition information was collected. 3 different questions must be completelyanswered to make an accurate determination. Disability identification wassimplified. More known locations throughout the entire coverage area wereidentified by police and shelter providers The unsheltered survey tool waschanged from DOB to age ranges in order to more easily identify youth andcount them separately. Youth who won’t give their DOB will respond to an agerange. 2) These data quality changes increased the number of unshelteredpersons identified the night of the count from 15 to 21. 3) see #1 for changes.

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

Applicants must:

Indicate whether the CoC implementedspecific measures to identify youth

experiencing homelessness in their 2019 PITcount.

Yes

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

Applicants must describe how the CoC engaged stakeholders serving



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

1) There are two specialized providers for homeless and runaway youth ages16-24 that serve Kane CoC. Community Crisis Center serves homeless youngfemales. 360 Youth Services provides transitional housing that serves non-parenting homeless youth ages 18-24 including specialized services for LGBTQ(lesbian, gay, bisexual, transgender, and questioning) youth. Both participatedin the 2019 PIT count. The Executive Director of 360 Youth Services was amember of the CoC Board. 2) For the unsheltered count, youth in shelters andtransitional housing were consulted on known locations for the unshelteredyouth. Collaboration with the Homeless School Liaisons identified additionalknown locations. The CoC staff/volunteers went to locations where unshelteredhomeless youth congregate such as libraries, train stations, Starbucks,(anywhere that has free wifi). This also included several sites along the FoxRiver bank and under bridges, and a section where 2 train tracks convergecalled the V. Outreach to get youth into shelter was provided. The CoC workedto engage youth known to be homeless who have a lack of awareness or activeavoidance to services. 3) PADS Inc. informally interviewed the youth in theirshelter to involve them in the planning process and to get feedback on specificknown locations for homeless youth. PADS Inc. met with the communitypolicing officers of Aurora Police Dept. prior to the count who came with a list ofknown locations for youth based on their patrols.

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

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

1) The PADS Street Outreach went out to locate and engage the knownchronically homeless on the night of the count in known locations obtained fromstaff and shelter guests. The Elgin police Homeless Task Force participated inthe count and identified known locations for chronic individuals. The CoCimproved their capability of counting unsheltered chronic persons byhighlighting the relevant survey questions with the volunteer teams andcommunity police participants. To better count the sheltered chronicallyhomeless, there was verification at the client level of correct entry in HMIS ofthe data related to the new definition of chronic. Each project provider wasrequired to verify the One Night count information with their internal and HMISrecords. All project providers had to account for incongruities between lastyear, this year’s HMIS report and bed capacities. Subpopulation changes werenoted and had to be accounted for and verified for accuracy using clientrecords, especially veterans and chronically homeless. There were reminders toproviders until all incongruities were resolved or explained. 2) To better countunsheltered families with children, there was collaboration with the Homelessschool liaisons on who to look for and where. For the sheltered families, there



was a HMIS data was reviewed and DV data obtained directly from theproviders. Families in shelter were identified by staff and verified in HMIS or theDV survey information. 3) Veteran identification in the count was aided by theVeterans Task Force which is keeping a name list of both sheltered andunsheltered veterans. This aided in making sure that veterans were correctlyidentified in HMIS for the sheltered count. For the unsheltered count, a team of3 members from the Kane Homeless Veterans Task Force canvassed knownlocations taken from the Midwest Shelter for Homeless Veterans weekly streetoutreach.



3A. Continuum of Care (CoC) SystemPerformance




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

Applicants must:

Report the Number of First Time Homeless as Reported in HDX. 1,126

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

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

1) The process the CoC developed to identify risk factors is coordinating with allthe provider access points of Coordinated Entry as well as with food pantries,soup kitchens, and shelters in all geographic areas of the county. Foodinsecurity is a major risk factor. Others include unemployment, behind onrent/mortgage, no transportation, insufficient income, physical Illness/disabilityand fleeing domestic violence. Mainstream and homeless providers identifythose in a housing crisis and refer them for homeless prevention assistance. 2)The Coordinated Entry pre-screening process is used to address households atrisk of becoming homeless. Pre-screening must occur when a family orindividual first contacts in person a provider that is serving as a Coordinated



Entry Access Point or, in an emergency or after hours situation, as soon afterthat first contact as possible. If homeless prevention or other mainstreamservices can address the housing needs of a family or individual, a referral tothese services are offered at this point. State homeless prevention funds, stateESG and private funds are allocated in all geographic areas of the CoC toprevent people from becoming homeless, divert people who are applying forshelter into other housing, and help people who are homeless to quickly moveinto permanent housing. Homeless prevention services include casemanagement, short and medium term rent assistance, utility assistance, andhousing location and stabilization assistance. 3) The Kane County ContinuumProgram Coordinator is the responsible person for overseeing the CoC strategyto reduce the number of households experiencing homelessness for the firsttime.

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

Applicants must:

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

91

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

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

1) The Kane CoC reduced its average LOT homeless from 192 nights to 91nights for persons in ES, SH and TH.. This was a significant decrease of 52%from last year. To reduce LOT homeless, the CoC examines its ES and THdata from the HMIS system for projects with high error rates, long stays, andprotocol types in shelter data collection. The goal is to strengthen housingfocused case management across the CoC programs, especially shelters andtransitional housing. The system also provides direct referrals to homelessprevention services, domestic violence housing and supportive housing foryouth to reduce the length of time homeless. 2) The Coordinated Entry processis being used to identify and house persons with the longest lengths ofhomelessness according to the written orders of priority. There is a standardassessment tool used. The Kane County Coordinated Entry utilizes OrgCode’sVI-SPDAT to prioritize referrals to available housing resources. The VI-SPDATuses the following factors to determine vulnerability: risk of harm, issues withsocialization and daily functioning, and wellness. The VI-SPDAT assigns ascore to each client, based on these factors. These scores, along with the datesthat each family or individual became homeless, determine each family orindividual’s ranking on the Priority List. Those with longer lengths ofhomelessness have priority for PSH placement. The Coordinated Entry task



force meets and conducts case conferencing to identify housing options forthose who have been prioritized. 3) The Kane County Continuum ProgramCoordinator is responsible.

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

Applicants must:

Percentage

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

27%

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

96%

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

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

1) The CoC’s strategy to successfully increase the rate at which individuals andpersons in families in emergency shelter, safe havens, transitional housing andrapid rehousing can exit to permanent housing destinations is to reviewperformance by project type to determine if there is an area requiring additionalfocus, such as improving outreach efforts, Housing First implementation, casemanagement assistance, or a removal of barriers to accessing stable housing.Another strategy is to build housing options capacity by prioritizing funding foradditional rapid rehousing and permanent housing projects. The state ESGfunding has been restricted to increasing Rapid Rehousing. 2) The KaneCounty Continuum Program Coordinator is the responsible position. 3) 96% ofresidents in permanent housing have retained their housing or exited topermanent housing. The CoC’s strategy to increase the rate at which allpersons in permanent housing projects retain their permanent housing or exit topermanent housing destinations includes maintaining a Housing First approach



and providing voluntary services which assist with housing stability. Theseinclude helping individuals and persons in families address physical andbehavioral health needs, assist them with applying for mainstream and otherbenefits, and advocacy with landlord relationships. Other voluntary services andsupports offered through CoC housing providers include workforce developmentand career support as well as financial counseling which maintain the incomebase to retain housing. 4) The Kane County CoC Program Coordinator is theresponsible position.

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

Applicants must:

Percentage

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

37%

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

45%

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

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

1) The strategy the CoC has implemented to identify those returning tohomelessness is analyzing the HMIS System Performance data for Measure 2.The CoC is able to accurately identify a person that returns to homelessnessthrough HMIS because it has a 100% bed coverage rate and because allshelter providers have an open system of sharing client record information.Common factors of households that return to homelessness are loss orsignificant decrease in income and tenant/landlord issues related to behavior orhousing unit upkeep. 2) One strategy of the CoC to minimize returns tohomelessness is to have service providers provide telephone follow up varyingfrom 90 days to 1 year after exit. Another strategy is that all persons exiting areassisted with aftercare services and mainstream resources for food,employment, and other income supports. Homeless providers work to build anetwork of flexible landlords. Homeless prevention services are available shoulda household face significant obstacles to housing retention. Returns arecaptured by our homeless system providers through a standardized data entryworkflow in HMIS as well as in the Coordinated Entry system. Using SystemPerformance Measure reports, HMIS staff review which project typesexperience higher returns and shorter amounts of time between events. Thisdata is presented to homeless housing and service providers and the CoC withthe goal to educate and aid in system planning. 3) The HMIS System



Administrator is the responsible position for overseeing the CoC strategy toreduce the rate households return to homelessness.

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

Applicants must:

Percentage

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

24%

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

13%

3A-5a. Increasing Employment Income.

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

1) The CoC’s strategy to increase employment income involves developing newand ongoing partnerships with workforce development services and localemployer referrals. These partnerships include collaboration with the KaneCounty Workforce Development Division to increase access to employmentreferrals, scholarships for job training programs and WIOA grants for youngadults to obtain job training or certification in information technology,manufacturing, office/clerical, trucking/logistics, and accounting. Homelessyouth are connected with Central States SER for paid work opportunities,vocational exploration, and GED attainment. 2) CoC strategies to increaseaccess to employment include a partnership with the Workforce DevelopmentDivision for Kane, Kendall and DeKalb counties (local WIOA agency) toincrease employment options. Their Career Resource Centers located in bothElgin and Aurora offer free access to computer workstations and assistancewith resume writing, job search assistance and referrals for education or skillstraining. Information is provided on job openings, career options andemployment opportunities. PADS Inc. offers an onsite paid supportedemployment program. Lazarus House offers resume writing, interview andapplication skills training. Both have partnerships with local employers. This isaccomplished through a part-time employment specialist on staff as well asthrough “Preferred Professional”, a group of professionals from the communitywho meet twice per month with clients on employment strategies. 3) The CoCproviders work with a variety of community employers to create employmentopportunities that are mutually beneficial. Some include –Portillos, SprayingSystems, Cintas, USFoods, Johnstone Supply, and Septran bus. 4) The Kane



County Continuum Program Coordinator is the responsible person foroverseeing the strategy to increase jobs and income from employment.

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

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

1.The CoC’s strategyis to ensure all CoC funded agencies are provided with aresource for training and education on public benefits which could increase non-employment cash income for their clients. The DuPage Federation for HumanService Reform offers the free “Making the Connection” training seriesstatewide through a grant from the IL Dept of Human Services. There are 3sessions offered: a) Essentials of state benefits, b) Navigating Social Securityand Medicare and c) Essentials of Medicaid. 2) Strategies to increase access tonon-employment cash sources ensure that 100% of all homeless providersfocus on enrollment in mainstream benefits. All CoC projects work withparticipants at intake to assess their eligibility for non employment cash benefitssuch as TANF, SNAP, WIC, SSI, SSDI, Medicaid and Medicare and providetransportation assistance and advocacy. All CoC projects must have SOARtrained staff. If the household does not have any benefits and qualifies or mayqualify, the agency facilitates them completing the applications, arrangestransportation to the agency office as required, confers with individual caseworkers as issues arise in the application process, advocate for the participant,and follow up to ensure that they gain their benefits. This also includes helpinghouseholds access child support and/or re-establish child support. Acollaboration with the NIU Health Advocacy legal clinic provides representationin the SSI/SSDI appeal process to obtain disability income and collaborates withmedical professionals to provide necessary documentation. Client eligibility forveteran specific benefits is determined at client intake and appropriateassistance/referrals are provided to veterans service organizations such asDisabled Veteran Outreach program, Hines VA Hospital, etc. 3) The KaneCounty Continuum Program Coordinator is the responsible person foroverseeing the strategy to increase non-employment cash income.

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

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



1) Each homeless provider has employment services that develop access toprivate employers with outreach and partnership agreements. The VeteranEmployment Program coordinator at Midwest Shelter works with a variety ofveteran-oriented community employers and agencies to create employmentopportunities. Cafe Liberty provides a culinary training program for veterans.Goodwill Workforce Connection Centers provide local companies with theopportunity to meet with people in the community who are looking for jobs andwant to be connected to area businesses. Partner companies can shareinformation about themselves, meet with potential candidates and eveninterview onsite. Community Crisis Center has companies and employers that post theiremployment opportunities on site for shelter residents. Homeless providershave hosted job fairs and/or job interviews on site with private employers andemployment agencies looking to hire some of our job ready participants. 2)Hesed House has a MOU with CleanSlate to provide on the job training andemployment opportunities for its PSH residents. CleanSlate providestransitional employment with on the job coaching and counseling. It buildsrelationships with employers to make matches from those who have completedtheir transitional employment. While hired into the Cleanslate program,participants have paid employment above the minimum wage. The goal ofCleanslate is for our participants to graduate the program with living wage jobs.Several participants have already been hired by the city of Aurora. Ecker Centerand Community Crisis Center encourage meaningful volunteer opportunitieswith Gail Borden Library, Greater Elgin Food Pantry, local school district aslunchroom aide, Feed My Starving Children, the Aurora Interfaith Food Pantry,and at Hesed’s Clothes Closet. These volunteer opportunities are similar tounpaid internships and can result in future employment opportunities.

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

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

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

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

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

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

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

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

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

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

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

05/31/2019



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

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



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




3B-1. Prioritizing Households with Children.

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

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

2. Number of previous homeless episodesX

3. Unsheltered homelessnessX

4. Criminal HistoryX

5. Bad credit or rental historyX

6. Head of Household with Mental/Physical DisabilityX

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

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



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

1) The first phase of the Coordinated Entry process involves pre-screening fordiversion or prevention. If prevention or other mainstream services can addressthe housing needs of a family, a referral to these services is offered. If pre-screen results indicate that a family or individual is appropriate for housingplacement, an assessment of the family or individual must be conducted within14 days of enrollment into the Coordinated Entry program, utilizing theappropriate version of the assessment tool. The Coordinated Entry process isdesigned to minimize the time families experience a housing crisis by linkingthem immediately to housing interventions such as Homeless Prevention andRapid Rehousing. PADS, Lazarus House and Elgin PADS do outreachimmediately to any unsheltered family. PADS Inc., Lazarus House and ElginPADS shelters coordinate their efforts to divert shelter stays for families with anemphasis on providing immediate alternative accommodations. Servicesinclude housing identification, rent and move in assistance, and casemanagement and other support services to help households overcome barriers.ESG funds from the state are allocated for rapid rehousing to PADS, LazarusHouse and Community Crisis Center to cover all geographic areas in thecounty. Aurora ESG funds for rapid rehousing are allocated to Hesed House.Private funds are also used to rehouse families. 2) The voluntary andparticipant-driven case management services are focused on obtaining andretaining housing for families. Case managers employ multiple strategies andreferrals to assist with housing stability. Direct assistance and linkages tocommunity-based supports are made to ensure families successfully maintaintheir housing once assistance ends. Staff is trained in harm reduction, housingfirst, finance management and de-escalation techniques if a client’s behaviorthreatens their housing stability. 3) The Kane CoC Program Coordinator is theresponsible position.

3B-1b. Antidiscrimination Policies.

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

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

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

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



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

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

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

1. Unsheltered homelessness Yes

2. Human trafficking and other forms of exploitation Yes

3. LGBT youth homelessness Yes

4. Exits from foster care into homelessness Yes

5. Family reunification and community engagement Yes

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

Yes

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

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

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

2. Number of Previous Homeless EpisodesX

3. Unsheltered HomelessnessX

4. Criminal HistoryX

5. Bad Credit or Rental HistoryX

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

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



1) 360 Youth Services has successfully renewed its HUD transitional livingprogram for 10 homeless youth ages 18 to under 22 until 9/29/20. 360 wasawarded new HHS funding in September 2018 for 3 years to operate 10 femaleyouth beds for transitional living in DuPage and Kane counties. 360 alsooperates a specialized transitional housing program for LGBT homeless youth,a shelter for males 13-17, and youth focused outreach. The These projectshave increased their funding with Community Development Block Grant(CDBG) and Community Service Block Grant (CSBG) funds and IL Dept ofHuman Services state funds for homeless youth education/employmentservices and staff support. Hesed House is involved in a new Homeless YouthInitiative in Aurora being organized by IL State Representative BarbaraHernandez of the 83rd district& Lily Rocha. The initiative is focusing on bringingmore Homeless Youth resources to Aurora especially around education andemployment. 2) The CoC uses existing housing and services to impactunsheltered youth homelessness within the community. In Kane County,Community Crisis Center program in Elgin provides walk in services to anyunsheltered homeless female youth up to age 25. 360 Youth Services haslinkages with the general population homeless shelters ( Hesed House, ElginPADS, Lazarus House) in order to house unsheltered youth while awaiting entryinto transitional housing. In order to engage unsheltered youth, 360 YouthServices conducts monthly outreach and has a dedicated face book page inorder to talk with referrals and youth in crisis. 360 Youth Services is also listedon the National Runaway Safeline.

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

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

1) The evidence is data collected on sheltered and unsheltered youth from theHMIS system and the HDX system and Coordinated Entry. Use of the YouthTAY VI-SPADT is quantifying homeless youth’s need for housing and services.The HDX system measures an increase in housing and services for homelessyouth using reliable data from the annual Housing Inventory and encouragingthe development of projects to meet the needs of homeless youth. 2) Thenumber of designated Youth beds is analyzed each year to determine increasesin housing and services. Non CoC funded projects are included in the Housinginventory such as the youth transitional housing programs operated by 360Youth Services. Each year the CoC ensures homeless youth are accuratelycounted and that all programs serving youth enter data into HMIS. Tocoordinate data collection, 360 Youth Services has integrated their Runawayand Homeless Youth program data with the CoC HMIS (serves both Kane andDuPage counties). The HMIS- RHYMIS data assesses core outcomes (stablehousing, positive connections, education or employment) and its impact onhomeless youth. The CoC uses these measures to evaluate the effectiveness



of youth programs. 3) The use of the annual Housing Inventory Chartmeasures housing.

countyofkane.org · before starting the coc application the coc consolidated application consists...

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