before starting the exhibit 1 continuum of care (coc ... starting the exhibit 1 continuum of care...

Before Starting the Exhibit 1 Continuum of Care(CoC) Application

The CoC Consolidated Application has been divided into two sections and each of these twosections REQUIRE SUBMISSION in e-snaps in order for the CoC Consolidated Application to beconsidered complete:

- CoC Consolidated Application - CoC Project Listings

CoCs MUST ensure that both parts of this application are submitted by the submission due dateto HUD as specified in the FY2012 CoC Program NOFA.

Please Note: - Review the FY2012 CoC Program NOFA in its entirety for specific application and programrequirements. - Use the CoC Application Detailed Instructions while completing the application ine-snaps. The detailed instructions are designed to assist applicants as they complete theinformation in e-snaps. - As a reminder, CoCs were not able to import data from the previousyear due to program changes under HEARTH. All parts of the application must be fullycompleted.

For Detailed Instructions click here.

Applicant: Cabell-Huntington Coalition for Homeless COC WV-501Project: WV-501 CoC Registration FY2012 COC_REG_2012_062452

HEARTH FY2012 CoC Consolidated Application 12/13/2013

1A. Continuum of Care (CoC) Identification

Instructions:The fields on this screen are read only and reference the information entered during the CoCRegistration process. Updates cannot be made at this time. If the information on this screen isnot correct, contact the HUD Virtual Help Desk at www.hudhre.info.

CoC Name and Number (From CoCRegistration): (dropdown values will be

changed)

WV-501 - Huntington/Cabell, Wayne CountiesCoC

Collaborative Applicant Name: Cabell Huntington Coalition for the Homeless

CoC Designation: CA



1B. Continuum of Care (CoC) Operations

Instructions:Collaborative Applicants will provide information about the existing operations of the CoC. Thefirst few questions ask basic information about the structure and operations: name, meetingfrequency, and if the meetings have an open invitation process for new members. If there is anopen invitation process for new members, the Collaborative Application will need to clearlydescribe the process. Additionally, the CoC should include homeless or formerly homelesspersons as part of the operations process. The Collaborative Applicant will indicate if the CoCstructure includes homeless or formerly homeless members and if yes, what the connection is tothe homeless community.

Next, indicate if the CoC provides written agendas of the CoC meetings, includes a centralizedor coordinated assessment system in the jurisdiction, and if the CoC conducts monitoring ofESG recipients and subrecipients. If the CoC does not provide any of these, explain the plans ofthe CoC to begin implementation within the next year. For any of the written processes that areselected, specifically describe each of the processes within the CoC.

Finally, select the processes for which the CoC has written and approved documents:establishment and operations of the CoC, code of conduct for the board, written process forboard selection that is approved by the CoC membership, and governance charters in place forboth the HMIS lead agency as well as participating organizations, especially those organizationsthat receive HUD funding. For any documents chosen, the CoC must have both written andapproved documents on file.

Name of CoC Structure: Cabell-Huntington Wayne Continuum of Care

How often does the CoC conduct openmeetings?

Monthly

Are the CoC meetings open to the public? Yes

Is there an open invitation process for newmembers?

Yes

If 'Yes', what is the invitation process?(limit 750 characters)

Standardized meetings are set for the last Friday of every month. They areconsistently held in the Huntington City Mission conference room at 10:00 a.m.The meeting is open to anyone who wishes to attend. CHWCoC participants areencouraged to invite new participants at any time. A sign-in sheet whichincludes contact information is completed by all who attend. Everyone presentis introduced each month and is automatically added to the mailing list toreceive future meeting announcements, minutes and written agendas. Meetingreminders are e-mailed prior to each monthly meeting. Committees areinclusive of community members.



Are homeless or formerly homelessrepresentatives

members part of the CoC structure?

Yes

If formerly homeless, what is the connectionto the

community?

Agency employee [inactive]

Does the CoC provideCoC Checks Response

Written agendas of meeting? Yes

Centralized assessment? No

ESG monitoring? Yes

If 'No' to any of the above what processes does the CoC plan toimplement in the next year?(limit 1000 characters)

The CHWCoC has a history of centralized intake; a no wrong door policy wasinitiated when the CoC initiated HMIS. At a WV HEARTH clinic led by NAEH,the CHWCOC agreed to work as a team of reps from the other 3 CoC’s todevelop ONE statewide centralized intake in WV. This team, formed within WVCoalition to End Homelessness, will receive Center4Social Intervention TA inMarch 2013 and plans to have the tool ready in July 2013. It is at this Marchmeeting that specifics of each geographic area will be confirmed; likely to fallout among CoC geographic area. WV has few communities with services forhomeless; it is likely that these “hubs” will each adopt a lead agency as the“point” for their assigned geographical area. It was at the direction of the WVOffice of Economic Opportunity (ESG recipient) that this effort began; it is withinOEOs jurisdiction to support the centralized intake. Funding will likely be acombination of state and local funds. WV’s four Continuums have recentlyagreed to share one HMIS system (ServicePoint) which is working toward acentralized intake framework.

Based on the selection made above, specifically describe each of theprocesses chosen(limit 1000 characters)



Written agendas are prepared for each monthly CoC participant meeting. Eachagenda includes time for introductions of attendees, subcommittee reports fromeach of the CoCs standardized committees, old business, new business, andupcoming events. Other standardized items included are: Point-in-Time count,Housing Inventory, Grant Inventory, and the CoC application when applicable.Minutes from each CoC meeting are posted to participants via e-mail andavailable at each subsequent meeting for review. Request for future agendaitems are made at the same time meeting reminders are issued; howeveragenda items can be added at any time. Time is allocated during monthlymeetings if participants wish to address the group with items not on the writtenagenda. The CoC has established an ESG committee to focus on ESG fundingeligibility, recommendations for funding, performance standards and any ESGissues. Monitoring of ESG recipients comes under the prioritization/evaluationcommittee; ESG HMIS data will also be reviewed monthly by the SteeringCommittee similar to other CoC projects.

Does the CoC have the following written and approved documents:Type of Governance Yes/No

CoC policies and procedures Yes

Code of conduct for the Board Yes

Written process for board selection Yes

Governance charter among collaborative applicant, HMIS lead, and participating agencies.

Yes



1C. Continuum of Care (CoC) Committees

Instructions:Provide information on up to five of the CoCs most active CoC-wide planning committees,subcommittees, and workgroups. CoCs should only include information on those groups that aredirectly involved in CoC-wide planning activities such as project review and selection, dischargeplanning, disaster planning, completion of the Exhibit 1 application, conducting the point-in-timecount, LGBT homeless issues, and 10-year plan coordination. For each group, briefly describethe role and how frequently the group meets. If one of more of the groups meets less thanquarterly, please explain.

Committees and Frequency:Name of Group Role of Group

(limit 750 characters)Meeting Frequency

Steering Committee Steering Committee members oversee the CoC.This Committee conducts the gaps analysis;reviews the housing inventory; reviews all APRsand project budgets on a monthly basis; andreviews, coordinates with and updates the 10-year strategic plan. The committee assures thatthe CoC addresses the goals and meets theobjectives established for the 2009-2019Strategic Plan. The committee also focuses on awide-range of funding sources for services andhousing resources across the Continuum,establishes performance measures and workson nurturing projects that are under performing.Through the Grant writing and FundingCoordination group, this committee assists withthe completion of the Consolidated Applicationfor the annual HUD CoC funding.

Monthly or more

Prioritization and Project Evaluation Committee This committee monitors and evaluates CoCprojects. This group is also responsible forestablishing project selection criteria (approvedby the CoC body) and reviewing, selecting andranking projects based on this establishedcriteria for the annual CoC application. Thesecriteria include capacity to implement andmanage the project, experience working with thetarget population, cost effectiveness, achievableperformance measures, performance history(renewals), need for the project within the CoCand HMIS participation. Effective in 2013, allESG projects will be reviewed by this committee.Decisions made by this committee are brought tothe general CHWCoC monthly meeting forapproval prior to the submission of the CoCapplication.

semi-annually (twice a year)

Discharge Planning Committee CoC participants are part of the statewideplanning committee comprised of all four WVContinuum of Care organizations to addresssystemic changes. This committee continues towork on a statewide protocol where all four areaswill share one policy as per the West VirginiaInteragency Council on Homelessness actionplan. The CHWCoC Discharge PlanningCommittee worked locally in the past year toeducate health care facilities about CoC programadmission criteria to coordinate appropriateplacements. This committee works to coordinatelocal discharge efforts from hospitals, fostercare, criminal justice system and mentalhospitals so that individuals are not dischargedto the streets; focusing on discharge planningbeginning at time of entry.

Monthly or more



Disaster Planning Committee Originally a part of the Steering Committee, theCoC Disaster Planning Committee wasestablished in August of 2012 after a rareDerecho ripped through the CHWCoC region onFriday, June 29, leaving several programs andprojects without power. This committee isdeveloping a continuum-wide plan for disasterresponse. In doing so, they are identifying theactions that need to be taken within individualprojects when a disaster occurs. This committeehas established a relationship with the Cabell CoEmergency Response team which is the E911provider for Cabell County and the city ofHuntington. Disaster Planning committeemembers are on call if/when other disastersoccur to assist in manning the Cabell CountyEmergency Response Center efforts.

Monthly or more

Mainstream Resources Committee Committee made up of frontline staff who workone-on-one with sheltered and unshelteredhomeless; staff represent all agencies servingthe CoC homeless. Staff responsibility includesconnecting homeless with mainstreamresources, care coordination and permanenthousing. They review wait lists and identifyservices and housing gaps in the CoC. Staff takefront-line issues to the CoC and help withplanning solutions. Each month, a speaker froma mainstream agency discusses how frontlinestaff might work better with their staff. Thedirectors of the agencies represented by theMainstream Resources members are membersof the CoC. This group is also responsible fororganizing, conducting, and finalizing the annualPoint-in-Time count.

Monthly or more

If any group meets less than quarterly, please explain(limit 750 characters)

The CHWCoC has a two-tiered approach to project evaluation. ThePrioritization and Project Evaluation (PPE) Committee, comprised of CoCparticipants not connected to any CoC project, focuses upon the performance ofeach CoC project when ranking submissions for the annual CoC application.This performance review includes meeting CoC goals and objectives, HMISparticipation, and fiscal responsibility. The Steering Committee, comprised ofCoC participants directly involved with each project, provides a monthly reviewof project performance so that corrective action is taken in a timely fashion,assuring that projects are performing at the highest level possible. The PPEcommittee also conducts an annual site visit to each CoC funded project.



1D. Continuum of Care (CoC) MemberOrganizations

Click on the icon to enter information for the CoC Member Organizations.Membership Type

Public Sector

Individual

Private Sector



1D. Continuum of Care (CoC) MemberOrganizations Detail

Instructions:Enter the number or public organizations, private organizations, or individuals for each of thecategories below. Each section below must have at least one field completed.

Public Sectors: Enter the number of organizations that are represented in the CoC’s planningprocess. Enter the number of organizations that serve each of the subpopulations listed. Enter the number of organizations that participate in each of the roles listed.

Private Sectors: Enter the number of organizations that are represented in the CoC’s planningprocess. Enter the number of organizations that serve each of the subpopulations listed. Enter the number of organizations that participate in each of the roles listed.

Individuals: Enter the number of individuals that are represented in the CoC’s planningprocess. Enter the number of individuals that serve each of the subpopulations listed. Enter the number of individuals who participate in each of the roles listed.

Type of Membership:Click Save after selection to view grids

Public Sector

Number of Public Sector Organizations Represented in Planning Process

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards

PublicHousingAgencies

SchoolSystems/Universiti

es

StateGovernm

entAgencies

Other

Total Number 1 4 1 2 3 5 5

Number of Public Sector Organizations Serving Each Subpopulation

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards



es

StateGovernm

entAgencies

Other

Subpopulations

Seriously mentally ill 1

Substance abuse

Veterans 2



HIV/AIDS

Domestic violence

Children (under age 18) 1

Unaccompanied youth (ages 18 to 24)

Number of Public Sector Organizations Participating in Each Role

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards



es

StateGovernm

entAgencies

Other

Roles

Committee/Sub-committee/Work Group 3 1 1 1 2

Authoring agency for consolidated plan 1

Attend consolidated plan planning meetings during past 12 months

1 1

Attend consolidated plan focus groups/ public forums during past 12 months

1

Lead agency for 10-year plan 1

Attend 10-year planning meetings during past 12 months

1 1 1

Primary decision making group 1 1 1









Individual

Number of Individuals Represented in Planning Process

HomelessFormerlyHomeless Other

Total Number 3 3

Number of Individuals Serving Each Subpopulation


Subpopulations

Seriously mentally ill 1

Substance abuse

Veterans

HIV/AIDS

Domestic violence

Children (under age 18)


Number of Individuals Participating in Each Role


Roles

Committee/Sub-committee/Work Group 1

Authoring agency for consolidated plan


Attend consolidated plan focus groups/ public forums during past 12 months

Lead agency for 10-year plan


3

Primary decision making group









Private Sector

Number of Private Sector Organizations Represented in Planning Process

BusinessesFaith-Based

Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives

Non-ProfitOrganizatio

nsOther

Total Number 6 5 0 5 20 4

Number of Private Sector Organizations Serving Each Subpopulation


Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives


nsOther

Subpopulations

Seriously mentally ill 1 1 3 1

Substance abuse 2



Veterans 1

HIV/AIDS 1

Domestic violence 1

Children (under age 18) 4


Number of Private Sector Organizations Participating in Each Role


Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives


nsOther

Roles

Committee/Sub-committee/Work Group 3 2 2 8

Authoring agency for consolidated plan


1

Attend Consolidated Plan focus groups/ public forums during past 12 months

1

Lead agency for 10-year plan


2 1 10

Primary decision making group 1 5



1E. Continuum of Care (CoC) Project Review andSelection Process

Instructions: The CoC solicitation of project applications and the project application selection process shouldbe conducted in a fair and impartial manner. For each of the following items, indicate all of themethods and processes the CoC used in the past year to assess the performance,effectiveness, and quality of all requested new and renewal project(s). Where applicable,describe how the process works.

In addition, indicate if any written complaints have been received by the CoC regarding any CoCmatter in the last 12 months, and how those matters were addressed and/or resolved.

Open Solicitation Methods(select all that apply):

c. Responsive to Public Inquiries, b.Letters/Emails to CoC Membership, f.Announcements at Other Meetings, e.Announcements at CoC Meetings

Rating and Performance AssessmentMeasure(s)

(select all that apply):

m. Assess Provider Organization Capacity, g.Site Visit(s), h. Survey Clients, p. Review Match,o. Review CoC Membership Involvement, r.Review HMIS participation status, q. Review AllLeveraging Letters (to ensure that they meetHUD requirements), l. Assess ProviderOrganization Experience, j. Assess Spending(fast or slow), b. Review CoC MonitoringFindings, a. CoC Rating & Review CommiteeExists, f. Review Unexecuted Grants, e. ReviewHUD APR for Performance Results, c. ReviewHUD Monitoring Findings

Describe how the CoC uses the processes selected above in rating andranking project applications.(limit 750 characters)

The Prioritization and Evaluation Committee consists of members who do nothave a conflict of interest with any project applicant and who have someexperience in grant review. They are trained annually in any changes within theproject selection process. This year the committee is scoring each project withemphasis on performance (outcomes and financially), occupancy, rate ofexpenditure, history of re-capturing funds, emphasis on permanent housing andwhether the facility accepts persons referred within the CoC, if the agency isworking toward the CoC Strategic Plan, and willingness to acceptrecommendations to improve performance standards. Each project is also beingreviewed to assure that it still addresses a gap or need of the CoC.



Did the CoC use the gaps/needs analysis toensure that

project applications meet the needs of thecommunity?

Yes

Has the CoC conducted a capacity review ofeach project applicant to determine its abilityto properly and timely manage federal funds?

Yes

Voting/Decision-Making Method(s) (select all that apply):

a. Unbiased Panel/Review Commitee, f. VotingMembers Abstain if Conflict of Interest

Is the CoC open to proposals from entitiesthat have not previously received funds in the

CoC process?

Yes

If 'Yes', specifically describe the steps the CoC uses to work withhomeless service providers that express an interest in applying for HUDfunds, including the review process and providing feedback (limit 1000characters)

Discussion of potential funding availability occurs during monthly CoC meetings,prior to the release of the NOFA so that agencies can be thinking about projectsthey would like to submit for consideration. Once the NOFA is announced, theCoC Prioritization and Evaluation (PE) Committee sends out a Notice for lettersof intent to apply for funding. This Notice goes out through the CoC participantlist, networks of social services, housing agencies, and public libraries within thejurisdiction. The Notice includes instructions, links to technical assistance,timeframes for application submissions and contact information for questions orassistance. Assistance with project applications and submissions through e-snaps is offered. Deadline reminders are sent to agencies submitting letters ofintent. The Chair of the PE Committee calls applicants to see if any assistanceis needed. Applications are reviewed; program issues are discussed/resolvedwith the applicant, as are any budget issues.

Were there any written complaints receivedby

the CoC regarding any matter in the last 12months?

No

If 'Yes', briefly describe complaint(s), how it was resolved, and the date(s)resolved(limit 1000 characters)

Not applicable



1F. Continuum of Care (CoC) Housing InventoryCount - Change in Beds Available

Instructions:For each housing type, indicate if there was a change (increase or reduction) in the total numberof beds counted in the 2012 Housing Inventory Count (HIC) as compared to the 2011 HIC. Ifthere was a change, describe the reason(s) in the space provided for each housing type. If thehousing type does not exist in the CoC, select "Not Applicable" and indicate that in the text boxfor that housing type.

Indicate if any of the transitional housing projects in the CoC utilized the transition in placemethod; i.e., if participants in transitional housing units remained in the unit when exiting theprogram to permanent housing. If the units were transitioned, indicate how many.

Emergency Shelter: Yes

Briefly describe the reason(s) for the change in Emergency Shelter beds,if applicable(limit 750 characters)

Beds at the Huntington City Mission (emergency shelter) were adjustedbecause family sizes were routinely smaller than the number of beds providedin the family shelter units. Beds were being unused in units where family sizesdid not occupy all beds available. These beds were moved from the familyshelter to the Mission's shelter for couples. The Mission separates families withchildren from couples; married couples without children are allowed to staytogether and are not sent separately into the individual women /men shelter.The overall number of emergency shelter beds decreased by eight; theconfiguration of the beds was adjusted to meet the needs of the population.

HPRP Beds: Yes

Briefly describe the reason(s) for the change in HPRP beds or units, ifapplicable(limit 750 characters)

The number of HPRP beds dropped from 161 noted on the 2011 HousingInventory to 77 on the 2012 Housing Inventory. This decline in HPRP housingoccurred when the ARRA program ended in June 2012 and all funds werespent. New funds under ESG were not awarded until December 2012, so therewas a six month lapse in HPRP services. All available dollars were expendedtoward homeless prevention and rapid re-housing during both 2011 and 2012.

Safe Haven: Yes

Briefly describe the reason(s) for the change in Safe Haven beds, ifapplicable(limit 750 characters)



The CHWCoC, through the Huntington West Virginia Housing Authority andfunding from the State of West Virginia, Bureau for Behavioral Health andHealth Facilities, established a 5-bed Safe Haven for homeless individualsdischarged from the state psychiatric hospital who also have a co-occurringdisorders. During the same time period, the Continuum lost 3 Care Coordinationbeds due to risk management issues. Thus the Continuum had a net gain of 2beds in the Safe Haven category. Additional Safe Haven beds help to address agap in the CoC housing continuum and are consistent with the CoC's 10-YearStrategic Plan.

Transitional Housing: Yes

Briefly describe the reason(s) for the change in Transitional Housingbeds, if applicable(limit 750 characters)

Transitional housing decreased by 41 beds during the past year. The buildinghousing the Renaissance Annex program was turned into a Safe Haven whichwas funded by the State of West Virginia. Prestera Center's Woman andChildren program was moved to a different facility when Prestera Centercentralized many of the organization's residential treatment and housingprograms. The transitional Women and Children's program became permanenthousing. Developing additional permanent housing is consistent with the CoC's10-Year Strategic Plan.

Did any projects within the CoC utilizetransition in place; i.e., participants in

transitional housing units transitioned inplace to permanent housing?

No

If yes, how many transitional housing units inthe CoC are considered "transition in place":

Permanent Housing: Yes

Briefly describe the reason(s) for the change in Permanent Housing beds,if applicable(limit 750 characters)

Permanent supportive housing increased in the CoC because of new S+Cvouchers awarded in the previous application; the addition of 15 new VASHvouchers in 2012; and moving the Renaissance Annex from transitional housingto permanent housing. These adjustments coincide with the goals andobjectives of the CoC's 10-Year Strategic Plan of developing additionalpermanent housing and are consistent with the CoC's Housing Firstphilosophy.



CoC certifies that all beds for homelesspersons

were included in the Housing InventoryCount (HIC) as

reported on the Homelessness DataExchange (HDX),

regardless of HMIS participation and HUDfunding:

Yes



1G. Continuum of Care (CoC) Housing InventoryCount - Data Sources and Methods

Instructions:Complete the following items based on data collection methods and reporting for the HousingInventory Count (HIC), including Unmet need determination. The information should be basedon a survey conducted in a 24 hour period during the last ten days of January 2012. CoCs wereexpected to report HIC data on the Homelessness Data Exchange (HDX).

Did the CoC submit the HIC data in HDX byApril 30, 2012?

Yes

If 'No', briefly explain why the HIC data wasnot submitted

by April 30, 2012 (limit 750 characters)

not applicable

Indicate the type of data sources or methodsused to

complete the housing inventory count(select all that apply):

HMIS plus housing inventory survey

Indicate the steps taken to ensure theaccuracy of the data collected and included in

the housing inventory count (select all that apply):

Follow-up, Updated prior housing inventoryinformation, Training, Other, HMIS, Confirmation

Must specify other:

In addition to the above listed steps, during the past year, the CHWCoCSteering Committee met monthly. As part of the monthly meeting, this CoCcommittee regularly reviewed project data including any increases or decreasesof bed availability. This committee will continue with this practice in the comingyear.

Indicate the type of data or method(s) used todetermine unmet need (select all that apply):

Other, Provider opinion through discussion orsurvey forms, Unsheltered count, HMIS data,Local studies or non-HMIS data sources,Housing inventory, Stakeholder discussion, HUDunmet need formula

Specify "other" data types:



Other types of data used to determine unmet need include data collected duringthe review of the CHWCoC's prior 5-year plan to end homelessness and thesubsequent update to this plan (now a 10-year plan) that was completed in2012 and is currently in use. The strategic planning included face-to-facemeetings as well as written surveys. The Housing First Committee reviewsexisting waiting lists for permanent affordable housing. Also, in coordination withthe CHWCoC, HPRP data is being collected re individuals and families withchildren who are imminently at risk of homelessness and need to move towardstability as well as those who are experiencing homelessness who need to bequickly re-housed and stabilized.

If more than one method was selected, describe how these methods wereused together(limit 750 characters)

The HUD unmet need formula is the primary method used for determining TheCoC unmet need. The information obtained from this calculation is cross-checked with the unsheltered count and housing inventory for consistency. Theinformation was used to update the CoC 10-year plan to assure that the goalsof the plan match the unmet need prevalent in the Continuum. Stakeholderunmet need discussions are verified by HMIS and AHAR data. Also, sinceHPRP services were available during the year, the CHWCoC blended thisadditional data collection with the other data collection methods currently beingutilized. With an emphasis on prevention and stability, data for those imminentlyat-risk of homelessness further drives the CHWCoC unmet need review.



2A. Homeless Management Information System(HMIS) Implementation

Intructions: All CoCs are expected to have a functioning Homeless Management Information System(HMIS). An HMIS is a computerized data collection application that facilitates the collection ofinformation on homeless individuals and families using residential or other homeless servicesand stores that data in an electronic format. CoCs should complete this section in conjunctionwith the lead agency responsible for the HMIS. All information should reflect the status of HMISimplementation as of the date of application submission.

Select the HMIS implementation coveragearea:

Single CoC

Select the CoC(s) covered by the HMIS (select all that apply):

WV-501 - Huntington/Cabell, Wayne CountiesCoC

Is there a governance agreement in place withthe CoC?

Yes

If yes, does the governance agreementinclude the most current HMIS requirements?

Yes

If the CoC does not have a governance agreement with the HMIS LeadAgency, please explain why and what steps are being taken towardscreating a written agreement(limit 1000 characters)

Not applicable

Does the HMIS Lead Agency have thefollowing plans in place?

Data Quality Plan, Privacy Plan, Security Plan

Has the CoC selected an HMIS softwareproduct?

Yes

If 'No', select reason:

If 'Yes', list the name of the product: Service Point

What is the name of the HMIS softwarecompany?

Bowman Systems

Does the CoC plan to change HMIS software within the next 18 months?

No



Indicate the date on which HMIS data entry started (or will start): (format mm/dd/yyyy)

01/05/2004

Indicate the challenges and barriersimpacting the HMIS implementation

(select all the apply):

None

If CoC indicated that there are no challenges or barriers impacting HMISimplementation, briefly describe either why CoC has no challenges or howall barriers have been overcome(limit 1000 characters)

Staffing, data quality and reporting issues were identified in the 2010 CoCapplication and aggressive action was taken at that time to resolve thoseissues. As a result, the CHWCoC continues to: 1) Maintain additional staff toassist sites with data entry and troubleshooting, 2)Provide one-on-one trainingwith user agencies to improve data quality; 3)Participate in HMIS training via theHMIS Coordinator attending trainings held at both the state and national levels;4) Hold monthly HMIS Committee meetings and remain proactive in addressingHMIS issues; 5)Prepare HMIS generated reports which are reviewed on aregular schedule for data quality check; 6) Run APRs monthly from HMIS forreview by the Steering Committee; 7) Run Clients Served reports for reviewmonthly by the Steering Committee; 8)Run multiple monthly reports for users.The HMIS Coordinator continues to attend the Mainstream ResourcesCommittee meeting and distributes HMIS reports that show entry errors andworks to resolve those errors with the responsible agency.

If CoC identified one or more challenges or barriers impacting HMISimplementation, briefly describe how the CoC plans to overcome them(limit 1000 characters)

Not applicable

Does the CoC lead agency coordinate withthe HMIS lead

agency to ensure that HUD data standardsare captured?

Yes



2B. Homeless Management Information System(HMIS): Funding Sources

In the chart below, enter the total budget for the CoC's HMIS project for thecurrent operating year and identify the funding amount for each source:

Operating Start Month/Year January 2012

Operating End Month/Year December 2012

Funding Type: Federal - HUDFunding Source Funding Amount

SHP $75,769

ESG $0

CDGB $0

HOPWA $0

HPRP $0

Federal - HUD - Total Amount $75,769

Funding Type: Other FederalFunding Source Funding Amount

Department of Education $0

Department of Health and Human Services $0

Department of Labor $0

Department of Agriculture $0

Department of Veterans Affairs $0

Other Federal $0

Other Federal - Total Amount $0

Funding Type: State and LocalFunding Source Funding Amount

City $0

County $0

State $0

State and Local - Total Amount $0



Funding Type: PrivateFunding Source Funding Amount

Individual $0

Organization $0

Private - Total Amount $0

Funding Type: OtherFunding Source Funding Amount

Participation Fees $0

Total Budget for Operating Year $75,769

Is the funding listed above adequate to fullyfund HMIS?

Yes

If 'No', what steps does the CoC Lead agency, working with the HMIS Leadagency, plan to take to increase the amount of funding for HMIS?(limit 750 characters)

Does not apply

How was the HMIS Lead Agency selected bythe CoC?

Agency Volunteered

If Other, explain(limit 750 characters)

Does not apply



2C. Homeless Management Information Systems(HMIS) Bed and Service Volume Coverage

Instructions:HMIS bed coverage measures the level of provider participation in a CoC's HMIS. Participationin HMIS is defined as the collection and reporting of client level data either through direct dataentry into the HMIS or into an analytical database that includes HMIS data on an at least annualbasis.

HMIS bed coverage is calculated by dividing the total number of year-round beds located inHMIS-participating programs by the total number of year-round beds in the Continuum of Care(CoC), after excluding beds in domestic violence (DV) programs. HMIS bed coverage rates mustbe calculated separately for emergency shelters, transitional housing, and permanent supportivehousing.

The 2005 Violence Against Women Act (VAWA) Reauthorization bill restricts domestic violenceprovider participation in HMIS unless and until HUD completes a public notice and commentprocess. Until the notice and comment process is completed, HUD does not require nor expectdomestic violence providers to participate in HMIS. HMIS bed coverage rates are calculatedexcluding domestic violence provider beds from the universe of potential beds.

Indicate the HMIS bed coverage rate (%) for each housing type within theCoC. If a particular housing type does not exist anywhere within the CoC,select "Housing type does not exist in CoC" from the drop-down menu:

* Emergency Shelter (ES) beds 86%+

* HPRP beds 86%+

* Safe Haven (SH) beds 86%+

* Transitional Housing (TH) beds 86%+

* Rapid Re-Housing (RRH) beds 86%+

* Permanent Housing (PH) beds 86%+

How often does the CoC review or assess its HMIS bed coverage?

At least Quarterly

If bed coverage is 0-64%, describe the CoC's plan to increase thispercentage during the next 12 months:

Not applicable



2D. Homeless Management Information System(HMIS) Data Quality

Instructions:HMIS data quality refers to the extent that data recorded in an HMIS accurately reflects theextent of homelessness and homeless services in a local area. In order for HMIS to presentaccurate and consistent information on homelessness, it is critical that all HMIS have the bestpossible representation of reality as it relates to homeless people and the programs that servethem. Specifically, it should be a CoC's goal to record the most accurate, consistent and timelyinformation in order to draw reasonable conclusions about the extent of homelessness and theimpact of homeless services in its local area. Answer the questions below related to the stepsthe CoC takes to ensure the quality of its data. In addition, the CoC will indicate participation inthe Annual Homelessness Assessment Report (AHAR) and Homelessness Pulse project for2011 and 2012 as well as whether or not they plan to contribute data in 2013.

Does the CoC have a Data Quality Plan inplace for HMIS?

Yes

What is the HMIS service volume coverage rate for the CoC?

Types of ServicesVolume coverage percentage

Outreach 100%

Rapid Re-Housing 100%

Supportive Services 100%

Indicate the length of stay homeless clients remain in the housing types inthe grid below. If a housing type does not apply enter "0":

Type of Housing

Average Length ofTime in Housing

(Months)

Emergency Shelter 1

Transitional Housing 6

Safe Haven 4

Indicate the percentage of unduplicated client records with null or missingvalues on a day during the last 10 days of January 2012 for each Universal

Data Element below:

Universal Data ElementRecords withno values (%)

Records where value isrefused or unknown (%)

Name 5% 0%

Social security number 0% 7%

Date of birth 0% 0%

Ethnicity 5% 0%



Universal Data ElementRecords withno values (%)

Records where value isrefused or unknown (%)

Race 0% 0%

Gender 0% 0%

Veteran status 0% 0%

Disabling condition 0% 0%

Residence prior to program entry 0% 0%

Zip Code of last permanent address 0% 0%

Housing status 0% 0%

Destination 0% 0%

Head of household 0% 0%

How frequently does the CoC review thequality of project level data, including ESG?

At least Monthly

Describe the process, extent of assistance, and tools used to improvedata quality for agencies participating in the HMIS(limit 750 characters)

The database administrator along with the data support specialist preparenumerous reports (i.e. missing data, bed utilization, services etc.) for eachprogram throughout the month as well as make phone calls and face-to-facevisits to all HMIS users. These reports and user contacts assist with data qualityand minimizing null and missing values. These reports also reveal other areaswhere users typically have data entry errors or omissions. Reports describingCoC activities and data analysis are also prepared and presented to multipleCoC committees as well as the monthly CoC meetings. User training isprovided on a regular basis focusing on accurate and timely recording of theuniversal data elements, services and data quality.

How frequently does the CoC review thequality

of client level data?

At least Monthly

If less than quarterly for program level data, client level data, or both,explain the reason(s)(limit 750 characters)

Does not apply

Does the HMIS have existing policies andprocedures in place to ensure that valid

program entry and exit dates are recorded inHMIS?

Yes



Indicate which reports the CoC submittedusable data

(Select all that apply):

2012 AHAR Supplemental Report on HomelessVeterans, 2012 AHAR

Indicate which reports the CoC plans tosubmit usable data

(Select all that apply):

2013 AHAR Supplemental Report on HomelessVeterans, 2013 AHAR



2E. Homeless Management Information System(HMIS) Data Usage

Instructions:CoCs can use HMIS data for a variety of applications. These include, but are not limited to, usingHMIS data to understand the characteristics and service needs of homeless people, to analyzehow homeless people use services, and to evaluate program effectiveness and outcomes.

In this section, CoCs will indicate the frequency in which it engages in the following.

- Integrating or warehousing data to generate unduplicated counts- Point-in-time count of sheltered persons- Point-in-time count of unsheltered persons- Measuring the performance of participating housing and service providers- Using data for program management- Integration of HMIS data with data from mainstream resources

Additionally, CoCs will indicate if the HMIS is able to generate program level that is used togenerate information for Annual Progress Reports for: HMIS, transitional housing, permanenthousing, supportive services only, outreach, rapid re-housing, emergency shelters, andprevention.

Indicate the frequency in which the CoC uses HMIS data for each of thefollowing:

Integrating or warehousing data to generateunduplicated counts:

Never

Point-in-time count of sheltered persons: At least Semi-annually

Point-in-time count of unsheltered persons: At least Semi-annually

Measuring the performance of participatinghousing and service providers:

At least Monthly

Using data for program management: At least Monthly

Integration of HMIS data with data frommainstream resources:

Never

Indicate if your HMIS software is able to generate program-level reporting:Program Type Response

HMIS Yes

Transitional Housing Yes

Permanent Housing Yes

Supportive Services only Yes

Outreach Yes

Rapid Re-Housing Yes

Emergency Shelters Yes

Prevention Yes



2F. Homeless Management Information Systems(HMIS) Data, Technical, and Security Standards

Instructions:In order to enable communities across the country to collect homeless services data consistentwith a baseline set of privacy and security protections, HUD has published HMIS Data andTechnical Standards. The standards ensure that every HMIS captures the informationnecessary to fulfill HUD reporting requirements while protecting the privacy and informationalsecurity of all homeless individuals.

Each CoC is responsible for ensuring compliance with the HMIS Data and Technical Standards.CoCs may do this by completing compliance assessments on a regular basis and through thedevelopment of an HMIS Policy and Procedures manual. In the questions below, CoCs areasked to indicate the frequency in which they complete compliance assessment.

For each of the following HMIS privacy and security standards, indicatethe frequency in which the CoC and/or HMIS Lead Agency complete a

compliance assessment:* Unique user name and password At least Monthly

* Secure location for equipment At least Monthly

* Locking screen savers At least Monthly

* Virus protection with auto update At least Monthly

* Individual or network firewalls At least Monthly

* Restrictions on access to HMIS via public forums At least Monthly

* Compliance with HMIS policy and procedures manual At least Monthly

* Validation of off-site storage of HMIS data At least Monthly

How often does the CoC Lead Agency assesscompliance with the

HMIS Data and Technical Standards andother HMIS Notices?

At least Monthly

How often does the CoC Lead Agencyaggregate data to a central location

(HMIS database or analytical database)?

At least Monthly

Does the CoC have an HMIS Policy andProcedures Manual?

Yes

If 'Yes', does the HMIS Policy and Procedures manual include governancefor:

HMIS Lead AgencyX

Contributory HMIS Organizations (CHOs)X



If 'Yes', indicate date of last review or update by CoC:

06/12/2012

If 'Yes', does the manual include a glossary ofterms?

Yes

If 'No', indicate when development of manual will be completed (mm/dd/yyyy):



2G. Homeless Management Information System(HMIS) Training

Instructions:Providing regular training opportunities for homeless assistance providers that are participatingin a local HMIS is a way that CoCs can ensure compliance with the HMIS Data and TechnicalStandards. In the section below, CoCs will indicate how frequently they provide certain types oftraining to HMIS participating providers.

Indicate the frequency in which the CoC or HMIS Lead Agency offers eachof the following training activities:

* Privacy/Ethics training At least Annually

* Data security training At least Annually

* Data quality training At least Monthly

* Using data locally At least Monthly

* Using HMIS data for assessing program performance At least Monthly

* Basic computer skills training Never

* HMIS software training At least Monthly

* Policy and procedures At least Annually

* Training At least Monthly

* HMIS data collection requirements At least Monthly



2H. Continuum of Care (CoC) Sheltered HomelessPoint-in-Time (PIT) Count

Instructions:The point-in-time count assists communities and HUD towards understanding the characteristicsand number of people sleeping on the streets, including places not meant for human habitation,emergency shelters, and transitional housing. Beginning in 2012, CoCs are required to conducta sheltered point-in-time count annually. The requirement for unsheltered point-in-time countsremains every two years; however, CoCs are strongly encouraged to conduct the unshelteredpoint-in-time count annually. CoCs are to indicate the date of the sheltered point-in-time countand what percentage of the community’s homeless services providers participated and whetherthere was an increase, decrease, or no change between the 2011 and 2012 sheltered counts.

CoCs will also need to indicate the percentage of homeless service providers supplyingsheltered information and determining what gaps and needs were identified.

How frequently does the CoC conduct the itssheltered point-in-time count:

annually (every year)

Indicate the date of the most recent shelteredpoint-in-time count (mm/dd/yyyy):

01/26/2012

If the CoC conducted the sheltered point-in-time count outside the last 10 days in

January, was a waiver from HUD obtainedprior to January 19, 2012?

Not Applicable

Did the CoC submit the sheltered point-in-time count data in HDX by April 30, 2012?

Yes

If 'No', briefly explain why the sheltered point-in-time data was notsubmitted by April 30, 2012 (limit 750 characters)

Not applicable

Indicate the percentage of homeless service providers supplying shelteredpopulation and subpopulation data for the point-in-time count that was

collected via survey, interview and HMIS:



Housing Type Observation Provider Shelter Client Interview HMIS

Emergency Shelters 0% 100% 0% 0%

Transitional Housing 0% 100% 0% 0%

Safe Havens 0% 100% 0% 0%

Comparing the 2011 and 2012 sheltered point-in-time counts, indicate ifthere was an increase, decrease, or no change and describe the reason(s)for the increase, decrease, or no change(limit 750 characters)

The PIT count for individuals residing in a Safe Haven and in the EmergencyShelter increased. A new state-funded Safe Haven was opened at the end of2011 which accounts for the increase of 3 individuals. More families withchildren were residing at the emergency shelter which are harder topermanently house. The CoC is focusing on creation of permanent housing forfamilies; supportive services teams are working with families to keep themhoused, so they do not miss appointments with DHHR and become sanctionedthus lose their benefits which include food stamps, TANF and housing, if notsubsidized. Fewer families and fewer persons were living in transitional housingdue to moving into permanent housing or into other transitional programs.

Based on the sheltered point-in-time information gathered, whatgaps/needs were identified in the following:

Need/Gap Identified Need/Gap (limit 750 characters)

* Housing There is a need in the CoC for more permanent housing for families. This need is also reflected in the CoC10-Year Strategic Plan. The CoC is working on increasing permanent supportive housing for families byfocusing new S+C applications on permanent housing for families with children. Addressing chronichomeless individuals is also a need. During the coming year, the CoC Steering Committee plans to put inmotion a review of individuals and families living in S+C housing to see if they can be moved to a lessservice intensive housing program thus freeing up S+C units for other homeless families and chronichomeless individuals to help fill these housing gaps.

* Services The largest service gap is job training, job readiness, and job placement. Though the CoC exceeded thenational outcome measure of 20% employed at program exit, the CoC is striving to increase that percentageby focusing on job issues. The CoC is also utilizing focus group information collected from homeless in thejurisdiction over the past year which indicated that lack of childcare is a barrier to employment. During thecoming year, the CoC plans to work on daycare issues for single women and single men with children tohelp them get a job.

* Mainstream Resources Current data demonstrates that 76% of people leaving CoC funded projects are connected with mainstreamresources. Continued focus on connecting homeless to mainstream resources will likely increase thispercentage.



2I. Continuum of Care (CoC) Sheltered HomelessPopulation & Subpopulations: Methods

Instructions: Accuracy of the data reported in the sheltered point-in-time count is vital. Data produced fromthese counts must be based on reliable methods and not on "guesstimates." CoCs may use oneor more method(s) to count sheltered homeless persons. This form asks CoCs to identify anddescribe which method(s) were used to conduct the sheltered point-in-time count. Thedescription should demonstrate how the method(s) was used to produce an accurate count.

Indicate the method(s) used to count sheltered homeless persons duringthe 2012 point-in-time count (Select all that apply):

Survey providers: X

HMIS: X

Extrapolation:

Other:

If Other, specify:

Not applicable

Describe the methods used by the CoC, based on the selection(s) above,to collect data on the sheltered homeless population during the 2012point-in-time count. Response should indicate how the method(s)selected were used to produce accurate data(limit 1500 characters)



During the 2011 PIT, a Marshall University GIS student prepared a grid of theCHWCoC region to enhance the ability of the PIT teams to cover the entirejurisdiction. This was used again during the 2012 PIT. This grid pinpointed allshelter sites. The sheltered population data was collected by the staff within theshelters. At the minimum, first names, last initial and last four digits of the socialsecurity number and all special subpopulations data were collected. Alsocollected was where the individual stayed the previous night. When clients werewilling to provide the information, data elements gathered were included in thequestionnaire used by all CoCs in the state of West Virginia. In order to producean accurate CHWCoC count, the PIT leader took all records from the count andverified them by entering them on an Excel spreadsheet. She then sorted therecords by different data elements to check for duplication. The records werealso run through HMIS for additional verification and de-duplication in order toproduce the most accurate data possible. Compared with the 2011 point-in-timecount, there was an increase of 12% in the number of people who were inemergency shelter. This is attributed to an increase in the number of familieswith children as well as an increase in the number of homeless individuals. Lackof resources for homeless who are not yet chronic and do not qualify for chronicservices is the most significant finding of the 2012 PIT.



2J. Continuum of Care (CoC) Sheltered HomelessPopulation and Subpopulation: Data Collection

Instructions:CoCs are required to produce data on seven subpopulations. These subpopulations are:chronically homeless, severely mentally ill, chronic substance abuse, veterans, persons withHIV/AIDS, victims of domestic violence, and unaccompanied youth (under 18). Subpopulationdata is required for sheltered homeless persons. Sheltered chronically homeless persons arethose living in emergency shelters only.

CoCs may use a variety of methods to collect subpopulation information on sheltered homelesspersons and may utilize more than one in order to produce the most accurate data. This formasks CoCs to identify and describe which method(s) were used to gather subpopulationinformation for sheltered populations during the most recent point-in-time count. The descriptionshould demonstrate how the method(s) was used to produce an accurate count.

Indicate the method(s) used to gather and calculate subpopulation data onsheltered homeless persons(select all that apply):

HMIS X

HMIS plus extrapolation:

Sample of PIT interviews plus extrapolation:

Sample strategy:

Provider expertise: X

Interviews:

Non-HMIS client level information:

None:

Other:

If Other, specify:

Not applicable

Describe the methods used by the CoC, based on the selection(s) above,to collect data on the sheltered homeless subpopulations during the 2012point-in-time count. Response should indicate how the method(s)selected were used in order to produce accurate data on all of thesheltered subpopulations(limit 1500 characters)



The CHWCoC's Mainstream Resources/Front Line Lunch Bunch Committee ofdirect line staff are trained and take full responsibility for the point-in-timesurvey. The data collection forms are given to each front line staff member,territories are assigned, and all data is turned in by a specific deadline. Thecustomized data collection form asks for first name, last initial, and last fourdigits of the social security number and for classification into one or more of theseven required subpopulation data categories, if applicable. Current shelterstatus is also collected. All forms are sorted and verified for non-duplicativeinformation. ServicePoint, the CHWCoC's HMIS system, is used for clientclarification and as an additional means for assuring data accuracy and non-duplicated records. The coordination of the count, tallying of the data collectionsheets, and screening for duplication both manually and through the HMISsystem assures the accuracy of the data collection of all sheltered populationsand subpopulations.



2K. Continuum of Care (CoC) Sheltered HomelessPopulation and Subpopulation: Data Quality

Instructions:The data collected during point-in-time counts is vital for CoCs and HUD. Communities needaccurate data to determine the size and scope of homelessness at the local level to planservices and programs that will appropriately address local needs and measure progress inaddressing homelessness. HUD needs accurate data to understand the extent and nature ofhomelessness throughout the country and to provide Congress and OMB with informationregarding services provided, gaps in service, performance, and funding decisions. It is vital thatthe quality of data reported accurate and of high quality. CoCs may undertake once or moreactions to improve the quality of the sheltered population data.

Indicate the method(s) used to verify the data quality of shelteredhomeless persons(select all that apply):

Instructions:

Training: X

Remind/Follow-up X

HMIS: X

Non-HMIS de-duplication techniques: X

None:

Other:

If Other, specify:

Not applicable

If selected, describe the non-HMIS de-duplication techniques used by theCoC to ensure the data quality of the sheltered persons count(limit 1000 characters)

To provide the most accurate data possible, the CHWCoC uses HMIS as wellas non-HMIS de-duplication strategies to ensure that each sheltered homelessperson was not counted more than once during the PIT count. The informationfrom the PIT data collection instruments was entered into an Excel spreadsheetand sorted by multiple variables to check for duplication. The chair of theMainstream Resources/Front Line Lunch Bunch CHWCoC Committee reviewsand verifies duplicate entries and then eliminates them. The chair also checksfor inconsistencies in sub-population data provided to be sure that each client isrepresented in the appropriate homeless subpopulation category. Whenrequired, further clarification of non-duplicate status is verified through theCHWCoC ServicePoint HMIS system. An additional check and balance wasprovided when the PIT and e-HIC were filed in April 2012.



Based on the selections above, describe the methods used by the CoC toverify the quality of data collected on the sheltered homeless populationduring the 2012 point-in-time count. The response must indicate how eachmethod selected above was used in order to produce accurate data on allof the sheltered populations(limit 1500 characters)

Each month, the CHWCoC's Mainstream Resources/Front Line Lunch BunchCommittee has a fixed agenda which includes monthly discussion of the PIT.Beginning each November, this committee of direct line staff are trained andtake full responsibility for the point-in-time survey. The data collection forms aregiven to each front line staff member and a discussion takes place on theprocedure, importance and safety required for gathering accurate data.Territories are assigned, individuals are appointed as key contacts, teamleaders are appointed and requirements for turning in data by a specificdeadline are established. The customized data collection form asks for firstname, last initial, and last four digits of the social security number as well as allrequired subpopulation information and current shelter status. As a non HMISde-duplication technique, all forms are sorted and verified on an Excelspreadsheet for non-duplicative information. ServicePoint, the CHWCoC'sHMIS system, is used for client clarification and as an additional means forassuring data accuracy and non-duplicated records. The coordination of thecount, tallying of the data collection sheets, and screening for duplication bothmanually and through the HMIS system assures the accuracy of the datacollection of all sheltered populations and subpopulations.



2L. Continuum of Care (CoC) UnshelteredHomeless Point-in-Time (PIT) Count

Instructions:The unsheltered point-in-time count assists communities and HUD towards understanding thecharacteristics and number of people sleeping on the streets, including places not meant forhuman habitation. CoCs are required to conduct an unsheltered point-in-time count every twoyears (biennially); however, CoCs are strongly encouraged to conduct the unsheltered point-in-time count annually. CoCs are to indicate the date of the last unsheltered point-in-time count andwhether there was an increase, decrease, or no change between the last point-in-time count andthe last official point-in-time count conducted in 2011.

How frequently does the CoC conduct an unsheltered point-in-time count?

annually (every year)

Indicate the date of the most recentunsheltered

point-in-time count (mm/dd/yyyy):

01/26/2012

If the CoC conducted the unsheltered point-in-time count outside

the last 10 days in January, was a waiverfrom HUD obtained

prior to January 19, 2011 or January 19,2012?

Not Applicable

Did the CoC submit the unsheltered point-in-time

count data in HDX by April 30, 2012?

Yes

If 'No', briefly explain why the unsheltered point-in-time data was notsubmitted by April 30, 2011(limit 750 characters)

Not applicable

Comparing the 2011 unsheltered point-in-time count to the lastunsheltered point-in-time count, indicate if there was an increase,decrease, or no change and describe the reason(s) for the increase,decrease, or no change(limit 750 characters)



During the 2012 PIT count, 8 more unsheltered individuals were located thanwere located in the 2011 count. Part of the reason for this increase is the factthat the PIT was held in conjunction with Project Homeless Connect, a nationalmovement for communities to provide a single location where non-profithomeless services providers can collaborate to serve the area homeless. Thisevent attracts the homeless as free food, services and give-aways areavailable. It was also noted that some of the unsheltered individuals had beenevicted from their homes in other areas of the state or from out-of-state and hadcome to the CoC jurisdiction for services.



2M. Continuum of Care (CoC) UnshelteredHomeless Population and Subpopulation:

Methods

Instructions:Accuracy of the data reported in point-in-time counts is vital. Data produced from these countsmust be based on reliable methods and not on "guesstimates." CoCs may use one or moremethods to count unsheltered homeless persons. This form asks CoCs to identify whichmethod(s) they use to conduct their point-in-time counts and whether there was an increase,decrease, or no change between 2011 and the last unsheltered point-in-time count.

Indicate the method(s) used to countunsheltered homeless persons

during the 2011 or 2012 point-in-time count(select all that apply):

Public places count:

Public places count with interviews on the night of the count:

X

Public places count with interviews at a later date:

Service-based count: X

HMIS: X

Other: X

None:

If Other, specify:

The CHWCoC has an organized and reliable counting process to assure anaccurate count of unsheltered homeless. The Housing First Team andMainstream Resources/Front Line Lunch Bunch (FLLB) organized and countedunsheltered homeless persons in public places. Counters also asked homelesspeople to inform them of less "public" places to find other homeless individualsand families i.e. covered parking buildings, under bridges, on the river bank,under interstate overpasses, along the railroad tracks and in various woodedand secluded areas. Volunteer fire departments and EMS workers are asked toprovide information to help to locate individuals living in areas not meant forhuman habitation. Tips from the community are also obtained to locatehomeless individuals. The information gathered is verified through HMIS toassure homelessness and to prevent counting duplication. To further assuredata accuracy, the unsheltered and sheltered lists are combined on a singlespreadsheet, sorted by the various data elements, and double checked forduplication. All duplications are verified by the chair of the MainstreamResources/FLLB Committee and duplicate records are removed from the count.



Describe the methods used by the CoC based on the selections above tocollect data on the unsheltered homeless populations and subpopulationsduring the most recent point-in-time count. Response should indicatehow the method(s) selected above were used in order to produce accuratedata on all of the unsheltered populations and subpopulations(limit 1500 characters)

The 2012 PIT counting team adopted the grid of public places, parks andcamping areas as well as places where homeless are known to frequent, (suchas the day shelter and homeless feeding sites) developed in 2011 by a MarshallUniversity Graduate GIS student. Volunteer counting teams were assigned toeach section on the grid. Volunteers were trained as part of the MainstreamResources team and were given interview sheets to collect data for the night ofthe count. Volunteers were also instructed to quiz homeless about locationswhere other homeless might be found and to check with first responders whoare familiar with the more rural areas. In 2012, the volunteer teams were onceagain allocated donated gift cards to use at their discretion; to establish trust,break the tension or as a simple peace offering to obtain PIT information. Oncevolunteers completed counting the unsheltered homeless in their grid, their datacollection sheets were turned in to the Committee Chair for de-duplicationefforts. Unsheltered homeless attending Project Homeless Connect, held on thesame day as the PIT, were also counted by volunteers with data collectionsheets submitted to the Committee Chair. All sheltered and non-shelteredclients were added to an Excel spreadsheet and sorted by a variety of variables.Duplicates were removed from the count. The HMIS system was accessed tocheck personal identifying information, to de-duplicate and ensure persons werenot counted twice.



2N. Continuum of Care (CoC) UnshelteredHomeless Population and Subpopulation: Level

of Coverage

Instructions:CoCs may utilize several methods when counting unsheltered homeless persons. CoCs need todetermine what area(s) they will go to in order to count this population. For example, CoCs maycanvas an entire area or only those locations where homeless persons are known to sleep.CoCs are to indicate the level of coverage incorporated when conducting the unsheltered count.

Indicate where the CoC located theunsheltered

homeless persons (level of coverage) thatwere

counted in the last point-in-time count:

A Combination of Locations

If Other, specify:

Not applicable



2O. Continuum of Care (CoC) UnshelteredHomeless Population and Subpopulation: Data

Quality

Instructions:The data collected during point-in-time counts is vital for CoCs and HUD. Communities needaccurate data to determine the size and scope of homelessness at the local level to planservices and programs that will appropriately address local needs and measure progress inaddressing homelessness. HUD needs accurate data to understand the extent and nature ofhomelessness throughout the country and to provide Congress and OMB with informationregarding services provided, gaps in service, performance, and funding decisions. It is vital thatthe quality of data reported is accurate and of high quality. CoCs may undertake one or moreactions to improve the quality of the sheltered population data.

All CoCs should engage in activities to reduce the occurrence of counting unsheltered personsmore than once during the point-in-time count. The strategies are known as de-duplicationtechniques. De-duplication techniques should always be implemented when the point-in-timecount extends beyond one night or takes place during the day at service locations used byhomeless persons that may or may not use shelters. CoCs are to describe de-duplicationtechniques used in the point-in-time count. CoCs are also asked to describe outreach efforts toidentify and engage homeless individuals and families.

Indicate the steps taken by the CoC to ensure the quality of the datacollected for the unsheltered population count(select all that apply):

Training: X

HMIS: X

De-duplication techniques: X

"Blitz" count: X

Unique identifier: X

Survey question: X

Enumerator observation:

Other:

If Other, specify:

Not applicable.

Describe the techniques, as selected above, used by the CoC to reducethe occurrence of counting unsheltered homeless persons more thanonce during the most recent point-in-time count(limit 1500 characters)



Prior to the count, extensive training for PIT data collectors was provided by thechair of the Mainstream Resources/Front Line Lunch Bunch CHWCoCCommittee. Armed with the CHWCoC data collection instrument (survey) andutilizing a blitz approach (in addition to finding clients via word of mouth and bychecking with first responders)specific data elements were collected from eachhomeless individual found by the PIT data collector. These elements includedunique identifiers (i.e. first name, last initial, and last four digits of the socialsecurity number) as well as all required subpopulation and current shelter ornon-shelter status. This data allowed accurate screening and identification ofduplicate entries. The data from the PIT data collection instruments was enteredinto an Excel spreadsheet and sorted by multiple variables. To further assuredata accuracy, the unsheltered and sheltered lists were combined on a singlespreadsheet, sorted by the various data elements, and double checked forduplication. The committee chair reviewed and verified duplicate entries andthen eliminated them. The chair also checked for inconsistencies insubpopulationdata provided to be sure that each client was represented in the appropriatehomeless subpopulation category. When required, the chair contacted theindividual PIT counter for clarification. Further clarification of non-duplicatestatus was also verified through the CHWCoC HMIS system.

Describe the CoCs efforts to reduce the number of unsheltered homelesshouseholds with dependent children. Discussion should include the CoCsoutreach plan(limit 1500 characters)

The 2012 CHWCoC PIT count revealed no unsheltered homeless householdswith dependent children. As Appalachians, homeless families prefer to notmove away from their extended families. They often live in unheated garages, insmall campers, or in dilapidated housing, barely meant for human habitation.Often, these families are aware of the emergency shelters yet choose not tostay there. Combined efforts between the housing providers and CPS workerslink families to supportive services programs for housing placement, likeSHAPE, the CoC supportive services SAMHSA project for chronic homelessindividuals and families. A DHHR worker is available at the day shelter to assistfamilies. SSVF funding is available for veterans with families. To increase thesuccess of the CoC in placing families in permanent housing, the local PHA isable to provide the CoC with access to Family Reunification vouchers. In thepast, most public housing options for homeless were focused on chronichomeless individuals which did not address the needs of homeless families.Last year, the CoC received S+C funding for families. The CoC is applying forS+C units for homeless families with dependent children in this application tocontinue to meet the CoC needs. The CoC has increased outreach efforts withthe public school's designated homeless liaison, the faith based community andthe legal system to assure these families know housing opportunities andsupportive services are available for them.

Describe the CoCs efforts to identify and engage persons that routinelysleep on the streets or other places not meant for human habitation(limit 1500 characters)



The CHWCoC has a strategy in place for identifying and engaging homelesspersons who live on the streets or other places not meant for human habitation.Weekly, the PATH engagement specialist (PATH-ES) visits hospital ERs, riverbanks, regional jail, railroad tracks, overpasses, under Interstate exchanges,abandoned buildings, homeless shelters etc. The PATH-ES is well knownthroughout the community and is contacted by other providers, churches andcommunity members telling him where individuals who are homeless aresleeping or with concerns about those at imminent risk of homelessness. Heresponds to these calls by going to where the people are reportedly located tosee if he can bring them in and/or connect them with services. Clients alsocome to Harmony House to access PATH services as well as other servicesprovided at this homeless day shelter. The PATH-ES holds weekly meetings forthe homeless to connect them with services to meet immediate needs (birthcertificates, clothing, meals, intakes at the community mental health center). 15-20 individuals attend weekly. The CoC supportive services teams, (HousingFirst, VASH, Care Coordination, SHAPE (SAMHSA funded homeless supportservices team)), also identify homeless. The local police dept assigned anofficer who patrols known homeless areas and has built a rapport with both staffand street homeless. The homeless are one of the greatest referral sources tothe CoC homeless programs as they find success in these programs



3A. Continuum of Care (CoC) Strategic PlanningObjectives

Objective 1: Create new permanent housing beds for chronically homelesspersons.

Instructions:Ending chronic homelessness continues to be a HUD priority. CoCs can do this by creating newpermanent housing beds that are specifically designated for this population.

CoCs will enter the number of permanent housing beds expected to be in place in 12 months, 5years, and 10 years. These future estimates should be based on the definition of chronicallyhomeless.

CoCs are to describe the short-term and long-term plans for creating new permanent housingbeds for chronically homeless individuals and families who meet the definition of chronicallyhomeless. CoCs will also indicate the current number of permanent housing beds designated forchronically homeless individuals and families. This number should match the number of bedsreported in the FY2012 Housing Inventory Count (HIC) and entered into the Homeless DataExchange (HDX).

How many permanent housing beds are currently in place for chronically

homeless persons?

74

In 12 months, how many permanent housing beds designated for chronically homeless persons are planned and will be available

for occupancy?

83

In 5 years, how many permanent housingbeds

designated for chronically homeless persons are planned and will be available for

occupancy?

93

In 10 years, how many permanent housing beds designated for chronically homeless persons are planned and will be available

for occupancy?

100

Describe the CoC's short-term (12 month) plan to create new permanenthousing beds for persons who meet HUD's definition of chronicallyhomeless(limit 1000 characters)



Ending chronic homelessness is a top priority for the CHWCoC, as depicted inthe 10-Year Strategic Plan. Funding has been approved from last year's CoCapplication that is designated for 4 permanent housing beds for chronichomeless. These units are expected to come on-line in 2013. Also during thenext 12 months, the CoC plans to continue to meet the need to reduce chronichomelessness even with the impending federal funding cuts for new permanenthousing. The CHWCoC is focusing on freeing up current S+C vouchersobtained through the CoC program by moving existing residents who aresuccessful in the S+C program and who have decreased their need for theintensity of S+C supportive services to another housing program that will besure to meet their level of need. A reasonable target of five (5) S+C vouchersare expected to be made available to chronic homeless during the next 12-months utilizing this shifting method. The Steering Committee is responsible formeeting these goals.

Describe the CoC's long-term (10 year) plan to create new permanenthousing beds for persons who meet HUD's definition of chronicallyhomeless(limit 1000 characters)

The CoC will follow the 10-Year Strategic Plan, the framework for futuredecision making and planning. Permanent housing is a top priority, with anemphasis on housing chronically homeless. The CoC will continue to assessindividuals housed in S+C to see if they still need the intensity of S+C services.Those who no longer need S+C services, will be moved to another housingprogram that is sure to fit their needs. The CoC plans to continue to sustainsupportive services so that housing other than that designated for chronichomeless can be utilized for this population with the assistance of a supportiveservices team. CoC support services is a collaborative effort so as to avoidduplication of services and to provide individualized services that are needed tosustain housing. In the next 10 years, CoC projects creating 17 additionalpermanent housing beds for chronic homeless through this method, bringing theCoC total to 100 beds. Steering Committee is responsible for meeting goals.

Describe how the CoC, by increasing the number of permanent housingbeds for chronically homeless, will obtain the national goal of endingchronic homelessness by the year 2015(limit 1000 characters)



The CoC will continue abiding by the Housing First philosophy and continue tofind ways to create permanent housing availability for chronic homeless as wellas other homeless individuals and families. The CHWCoC maintains a goodbalance of supportive services teams which help those who were previouslychronically homeless to maintain their permanent housing and to connect tomainstream resources. The CoC will begin a review of current Shelter+Careresidents to see if they are in need of the intensity of services offered by theS+C program. If they are not, they will be moved to another supportive housingprogram (not physically moved) so they can continue to receive the servicesthey need while freeing up a S+C voucher for a chronically homeless individualor family. The CoC already makes requests to private foundations, federalhome loan banks, etc. to create more affordable housing opportunities and usestax credits to create more funding. The Steering Committee is responsible forachieving this goal.




Objective 2: Increase the percentage of participants remaining in CoCfunded permanent housing projects for at least six months to 80 percent

or more.

Instructions:Increasing self-sufficiency and stability of permanent housing program participants is animportant outcome measurement of HUD's homeless assistance programs. Each CoC-fundedpermanent housing project is expected to report the percentage of participants remaining inpermanent housing for more than six months on its Annual Performance Report (APR). CoCsthen use this data from all of its permanent housing projects to report on the overall CoCperformance on form 4C. Continuum of Care (CoC) Housing Performance.

In this section, CoCs will indicate the current percentage of participants remaining in theseprojects, as indicted on form 4C. as well as the expected percentage in 12 months, 5 years, and10 years. CoCs that do not have any CoC-funded permanent housing projects for which an APRwas required should indicate this by entering "0" in the numeric fields and note that this type ofproject does not exist in the CoC in the narratives. CoCs are then to describe short-term andlong-term plans for increasing the percentage of participants remaining in all of its CoC-fundedpermanent housing projects (SHP-PH or S+C) to at least 80 percent.

What is the current percentage of participants remaining in CoC-funded

permanent housing projects for at least six months?

82%

In 12 months, what percentage of participants will have remained in CoC-

funded permanent housing projects for at least six months?

84%

In 5 years, what percentage of participants will have remained in CoC-funded permanent

housing projects for at least six months?

86%

In 10 years, what percentage of participants will have remained in CoC-

funded permanent housing projects for at least six months?

86%

Describe the CoCs short-term (12 month) plan to increase the percentageof participants remaining in CoC-funded permanent housing projects forat least six months to 80 percent or higher(limit 1000 characters)



The CHWCoC is achieving this measure with 81% remaining in all CoC fundedpermanent supportive housing projects over 6-months in 2011, increasing to82% in 2012. An increase to 84% is expected for 2013 by: 1) continuing theHousing First model and supportive services teams to retain people inpermanent housing; 2) using homeless prevention strategies through HPRPfunding to avoid homelessness; 3) aggressive referrals to mainstreamresources, training and employment opportunities; 4) increasing SOARapplications; and 5) accessing Legal Aid attorneys to prevent potentialevictions. Members of the CoC who are involved in each of these efforts meetmonthly to update the group on progress and to address barriers. The CoCHousing First Committee is responsible for achieving this goal. The CoCSteering Committee will continue to monitor each project's performance.Corrective action will be taken if/when projects lose residents prior to 6-monthsor lack connection to cash or non-cash resources

Describe the CoCs long-term (10 year) plan to increase the percentage ofparticipants remaining in CoC-funded permanent housing projects for atleast six months to 80 percent or higher(limit 1000 characters)

The CHWCoC will continue the current momentum of keeping individuals inpermanent housing by continuing to develop housing inventory and improvingthe effectiveness of supportive services teams. The CoC will continue to placeincreased emphasis on employment, life skills, connecting with mainstreamresources and other programs that allow this population to become self-sufficient and stable (mentally, financially, independently) as well aspermanently housed. Coordination with other programs (i.e. WV Div of RehabServices, Goodwill Industries, Work 4 WV) will continue to be improved to openup additional opportunities for homeless to enter the workforce. The CoC willcontinue to identify opportunities and work to increase the percentage ofhomeless persons in the CoC remaining in permanent housing, which will beassessed quarterly. Care coordination teams are a vital part of the housingplan. The Housing First and Mainstream Resources Committees areresponsible for meeting this goal.




Objective 3: Increase the percentage of participants in CoC-fundedtransitional housing that move into permanent housing to 65 percent or

more.

Instructions:The transitional housing objective is to help homeless individuals and families obtain permanenthousing and self-sufficiency. Each transitional housing project is expected to report thepercentage of participants moving to permanent housing on its Annual Performance Reporth(APR). CoCs then use this data from all of the CoC-funded transitional housing projects toreport on the overall CoC performance on form 4C. Continuum of Care (CoC) HousingPerformance.

In this section, CoCs will indicate the current percentage of transitional housing projectparticipants moving into permanent housing as indicated on from 4C. as well as the expectedpercentage in 12 months, 5 years, and 10 years. CoCs that do not have any CoC fundedtransitional housing projects for which an APR was required should enter "0" in the numericfields below and note that this type of housing does not exist in the narratives. CoCs are then todescribe short-term and long-term plans for increasing the percentage of participants who movefrom transitional housing projects into permanent housing to at least 65 percent or more.

What is the current percentage of participants in CoC-funded transitional

housing projects will have moved to permanent housing?

64%

In 12 months, what percentage of participants in CoC-funded transitional


69%

In 5 years, what percentage of participants in CoC-funded transitional housing projects

will have moved to permanent housing?

72%

In 10 years, what percentage of participants in CoC-funded transitional


75%

Describe the CoCs short-term (12 month) plan to increase the percentageof participants in CoC-funded transitional housing projects that move topermanent housing to 65 percent or more(limit 1000 characters)



All state HPRP funding obtained by the CHWCoC is for rapid re-housing. TheCoC is focusing these funds on access to existing housing and landlordrelationships while linking with supportive services for individuals and familiesmoving from transitional housing. The majority of transitional housing in theCoC is for families with children (Project Hope) or for substance abusers(Healing Place). In 2013, the CoC will be searching for funding explicitly forsubstance abuse programs to operate The Healing Place facility as fundsprovided to that facility are being reallocated to permanent housing for familieswith children. 2013 is the final year for the THP project. This will create newunits for families with children exiting Project Hope. At the same time, familieswill be working toward self-sufficiency to maintain their permanent residency.Permanent housing for families is the largest need within the CHWCoCjurisdiction. The Steering Committee is responsible for meeting this goal

Describe the CoCs long-term (10 year) plan to increase the percentage ofparticipants in CoC-funded transitional housing projects that move topermanent housing to 65 percent or more(limit 1000 characters)

In future years, the CoCs transitional housing will serve families with children.Previous experience with this population, confirmed by HMIS statistics,demonstrate that most of the families in Project Hope are cases within the CPSsystem where housing instability is a reoccurring lifestyle. During the next 10yrs, the CoC plans to build on the relationship that has recently beenestablished with CPS to design a system that allows for more on-going casemanagement attached to subsidized housing via the PHAs Family Reunificationprogram. This planning process began during 2012; the CoC sees this as anopportunity to move additional families from transitional to permanent housingand include more parenting stability within those permanent housing units. It isalso likely that HPRP funds can be targeted toward the high need families whoare working with long term supportive services. The Steering Committee isresponsible for fostering these relationships and for meeting this goal.




Objective 4: Increase percentage of participants in all CoC-funded projectsthat are employed at program exit to 20 percent or more.

Instructions:Employment is a critical step for homeless persons to achieve greater self-sufficiency, whichrepresents an important outcome that is reflected both in participants' lives and the health of thecommunity. Each CoC-funded project (excluding HMIS dedicated only projects) is expected toreport the percentage of participants employed at exit on its Annual Performance Report (APR).CoCs then use this data from all of its non-HMIS projects to report on the overall CoCperformance on form 4D. Continuum of Care (CoC) Cash Income.

In this section, CoCs will indicate the current percentage of project participants that areemployed at program exit, as reported on 4D, as well as the expected percentage in 12 months,5 years, and 10 years. CoCs that do not have any CoC-funded non-HMIS dedicated projects(permanent housing, transitional housing, or supportive services only) for which an APR wasrequired should enter "0" in the numeric fields below and note in the narratives. CoCs are to thendescribe short-term and long-term plans for increasing the percentage of all CoC-fundedprogram participants that are employed at program exit to 20 percent or more.

What is the current percentage of participants in all CoC-funded projects

that are employed at program exit?

21%

In 12 months, what percentage of participants in all CoC-funded projects

will be employed at program exit?

22%

In 5 years, what percentage of participants in all CoC-funded projects will be

employed at program exit?

23%

In 10 years, what percentage of participants in all CoC-funded projects will be employed at program exit?

24%

Describe the CoCs short-term (12 month) plan to increase the percentageof participants in all CoC-funded projects that are employed at programexit to 20 percent or more(limit 1000 characters)



The CoC increased the percent of persons employed at program exit from 16%(2011) to 21% (2012). A further increase the next 12 months is expected by: 1)Project Hope continuing to require residents to: be enrolled in school, look for ajob or be employed; 2) The new ESG committee (goal of targeting funding for“shelter” funds from operations costs to services for emergencies shelterresidents) will assure that those within the shelter are linked to newly fundedemployment programs and exit with an employment plan; 3) Revitalizing theEmployment Committee to better focus on employing individuals fundedthrough CoC and ESG projects; 4) Develop new employment services forpersons who do not qualify for job assistance funding based on a disability. TheCoalition for the Homeless is reallocating a staff position to establish a JOBSFIRST program and will take responsibility for this goal.

Describe the CoCs long-term (10 year) plan to increase the percentage ofparticipants in all CoC-funded projects who are employed at program exitto 20 percent or more(limit 1000 characters)

The CHWCoC 10-Year Strategic Plan maps out a continued increase in thepercent of participants employed at program exit by: 1) engaging WorkAdjustment providers at PATH meetings; 2) working with employment training toprovide specific programs to meet unique needs of the population; 3) engagingWorkforce WV to attend Frontline Lunch Bunch and to serve on the FLLBCommittee; and 4) developing/connecting CoC service providers with workreadiness opportunities. Continued focus will remain on employment plans forindividuals/families leaving the emergency shelter or transitional housingprojects so that individuals exiting into transitional or permanent housing will beworking toward obtaining a job or will have a job. The CHWCoC will continuestriving to maintain consumers in permanent housing so that employment at exitwill not be an issue; the few leaving will remain connected with an employmentmentor or a supportive services team. The Steering Committee is responsiblefor this goal.




Objective 5: Increase the percentage of participants in all CoC-fundedprojects that obtained mainstream benefits at program exit to 20% or

more.

Instructions:Access to mainstream resources is a critical step for homeless persons to achieve greater self-sufficiency, which represents an important outcome that is reflected both in participants' livesand the health of the community. Each CoC-funded project (excluding HMIS dedicated onlyprojects) is expected to report the percentage of participants who received mainstreamresources by exit on its Annual Performance Report (APR). CoCs then use this data from all ofits non-HMIS projects to report on the overall CoC performance on form 4E. Continuum of Care(CoC) Non-Cash Benefits.

In this section, CoCs will indicate the current percentage of project participants who receivedmainstream resources by program exit, as reported on 4E, as well as the expected percentagein 12 months, 5 years, and 10 years. CoCs that do not have any CoC-funded non-HMISdedicated projects (permanent housing, transitional housing, or supportive services only) forwhich an APR was required should enter "0" in the numeric fields below and note in thenarratives. CoCs are to then describe short-term and long-term plans for increasing thepercentage of all CoC-funded program participants who received mainstream resources byprogram exit to 20 percent or more.

What is the current percentage of participants in all CoC-funded projects that receive mainstream benefits at program exit?

76%

in 12 months, what percentage of participants in all CoC-funded projects will have

mainstream benefits at program exit?

76%

in 5 years, what percentage of participants in all CoC-funded projects will have


76%

in 10 years, what percentage of participants in all CoC-funded projects will have


76%

Describe the CoCs short-term (12 months) plan to increase the percentageof participants in all CoC-funded projects that receive mainstreambenefits at program exit to 20% or more(limit 1000 characters)



All CoC projects are expected to work toward stable permanent housing for itsresidents. Mainstream resources, employment, or a combination of both isnecessary to accomplish that goal; currently 76% of participants exiting CoC-funded projects receive mainstream benefits; 21% are employed. ALLemergency shelter residents, as part of their case plan for continued residency,are required to complete a "tracking card," a form that lists mainstreamresources and requires a signature from each mainstream agency showing thatthe participant did file an application. Some services are available at the dayshelter; if not, transportation to mainstream resource agencies is provided.HPRP applicants must complete a risk/stability checklist which lists eachmainstream resource. Accessing these resources is required as part of thestability plan. The Mainstream Resources Committee meets monthly withrepresentatives from each agency present and is responsible for meeting thisgoal.

Describe the CoCs long-term (10-years month) plan to increase thepercentage of participants in all CoC-funded projects that receivemainstream benefits at program exit to 20% or more(limit 1000 characters)

The CoC 10-year plan to increase the percent of participants receivingmainstream benefits at program exit: 1) Combine pre-screening templateswithin the CoC Coordinated Intake/Assessment to give another option to assurethat mainstream resources are accessed; 2) Expand mainstream servicesofferings on a weekly basis within the day shelter to be more family centered; 3)Expand the array of non-homeless providers that use HMIS to help deliver themessage of necessity of accessing resources as well as allowing providers toshare the same service plan; 4) Expand a flexible fund to assist consumers withbirth certificates or driver's license fees or other proof of identity to eliminatedelays or denials of mainstream resource approvals; 5) By re-allocating ESGshelter funds to direct services, hire a full time SOARS staff to follow-up withapplication made for which no response of acceptance or denial has beenprovided. The Mainstream Resources Committee is responsible for this goal.




Objective 6: Decrease the number of homeless individuals and families:

Instructions:Ending homelessness among households with children, particularly for those households livingon the streets or other places not meant for human habitation, is an important HUD priority.CoCs can accomplish this goal by creating new beds and/or providing additional supportiveservices for this population.

In this section, CoCs are to describe short-term and long-term plans for decreasing the numberof homeless households with children, particularly those households that are living on the streetsor other places not meant for human habitation. CoCs will indicate the current total number ofhouseholds with children that was reported on their most recent point-in-time count. CoCs willalso enter the total number of homeless households with children they expect to report on in thenext 12 months, 5 years, and 10 years.

What is the current total number of homeless households with children as reported on the

most recent point-in-time count?

27%

In 12 months, what will be the total number of homeless households with children?

25%

In 5 years, what will be the total number of homeless households with children?

17%

In 10 years, what will be the total number of homeless households with children?

7%

Describe the CoCs short-term (12 month) plan to decrease the number ofhomeless households with children(limit 1000 characters)

Twenty-seven homeless families (13 ES/14 TH) were on the homeless count forthe 2012 PIT, down from 30 families on the 2011 PIT. The CoC plans tocontinue to request funding for housing homeless families and by doing soreceived 6 units for homeless families in the 2011 application which will beavailable during 2013. The CoC continues to maintain the SAMHSA fundedsupportive services for homeless individuals and families (SHAPE), and SSVFfor Veteran' families. The City's HPRP award prevented 25 families fromhomelessness and re-housed 58, impacting 121 children. Nearly 50% of thefamilies served by the CoC come to the jurisdiction from other states, other ruralareas of WV, or are reflective of an increase in DV victims seeking shelter, andfathers with custody of their children due to rising substance abuse amongmothers. In all populations, services within the shelter are vital to the stability ofthe family. The Housing First Committee is responsible for achieving this goal.



Describe the CoCs long-term (10 year) plan to decrease the number ofhomeless households with children(limit 1000 characters)

Currently, there are no unsheltered homeless families with children in theCHWCoC as reported by the most recent PIT count. The 10-year plan for theCoC to decrease the number of homeless households with children (includingunsheltered when applicable or sheltered - in the emergency shelter andtransitional housing for families) focuses on many assets: 1) Sustaining theSAMHSA supportive services project (SHAPE) which serves homeless families;2) Anticipating opportunities for growth created by the HEARTH Act to providemore choices for homeless families in the CoC; 3) Continuing to requestadditional vouchers through the Family Reunification project which will alsofocus on decreasing the number of homeless households with children(Huntington Housing Authority); 4) Continuing to seek funding for preventionand re-housing homeless families; 5) Continuing to seek funding from thisapplication to house families with children. The Steering Committee isresponsible for achieving this goal




Objective 7: Intent of the CoC to reallocate Supportive Services Only(SSO) and Transitional Housing (TH) projects to create new Permanent

Housing (PH) projects.

Instructions:CoCs have the ability to reallocate poor performing supportive services only and transitionalhousing projects to create new permanent supportive housing, rapid re-housing, or HMISprojects during each competition. Reallocation of poor performing projects can be in part orwhole as the CoC determines.

CoCs will indicate if they intend to reallocate projects during this year’s competition and if so,indicate the number of projects being reallocated (in part or whole) and if reallocation will beused as an option to create new permanent supportive housing, rapid re-housing, or HMISprojects in the next year, next two years, and next three years. If the CoC does not intend toreallocation it should enter ‘0’ in the first section.

If the CoC does intend to reallocate projects it should clearly and specifically describe how theparticipants in the reallocated projects (supportive services only and/or transitional housing) willcontinue to receive housing and services. If the CoC does not intend to reallocate or does notneed to reallocate projects to create new permanent supportive housing, rapid re-housing, orHMIS projects it should indicate the each of the narrative sections.

Indicate the current number of projectssubmitted

on the current application for reallocation:

7

Indicate the number of projects the CoCintends to submit

for reallocation on the next CoC Application(FY2013):

0


for reallocation in the next two years (FY2014Competition):

0


for reallocation in the next three years(FY2015 Competition):

0

If the CoC is reallocating SSO projects, explain how the services providedby the reallocated SSO projects will be continued so that quality andquantity of supportive services remains in the Continuum(limit 750 characters)



A small portion of the SSO project funding (2.8%) is being reallocated towardpermanent housing for families. The quality and quantity of supportive servicesprovided by the SSO project will not be impacted by this reallocation due tofunding availability in the staffing line of the SSO project budget incurred forstaff vacancies.

If the CoC is reallocating TH projects, explain how the current participantswill obtain permanent housing or efforts to move participants to anothertransitional housing project(limit 750 characters)

The Healing Place, the transitional housing project whose funds will bereallocated, is a substance abuse recovery program for men; it has developed astructure and philosophy built on an evidence-based model. Their director, theCoC steering committee and prioritization committee agree that its purpose is tofoster long term sobriety, not to provide transitional housing. Though it wasestablished as a homeless program, it now accepts referrals from sources otherthan homeless providers. THP graduates are rarely, referred to other CoChousing options. Aftercare is built into the program; many graduates arementors and leaders in the AA community. Other funding supports THP;reallocation of these funds will not create a gap in services.



3B. Continuum of Care (CoC) DischargePlanning: Foster Care

Instructions:The McKinney-Vento Act requires that State and local governments have policies and protocolsin place to ensure that persons being discharged from publicly-funded institutions or systems ofcare are not discharged immediately into homelessness. To the maximum extent practicable,Continuums of Care should demonstrate how they are coordinating with and/or assisting in Stateor local discharge planning efforts to ensure that discharged persons are not released directly tothe streets, emergency homeless shelters, or other McKinney-Vento homeless assistanceprograms.

Is the discharge policy in place "State" mandated policy or "CoC" adopted policy?

State Mandated Policy

If "Other," explain:

not applicable

Describe the efforts that the CoC has taken to ensure that persons are notroutinely discharged into homelessness(limit 1000 characters)

During 2012, the CoC Discharge Planning committee met monthly,strengthened its number of members, and increased outreach to facilities in thecommunity who discharge individuals. In 2012, a directory of agencies' policiesand procedures was shared among discharging programs, to raise awarenessof available community resources so that individuals will not be discharged tothe streets. The Committee organized the CoC's first Lunch and Learn, whichwas held at the emergency shelter. Attendees included representatives from 3area hospitals, corrections, 2 behavioral health centers, and DHHR. AdditionalLunch and Learns are planned to educate the community on appropriatedischarging. Discharge planning for youth also relates to the CoC EducationCommittee. The Homeless Liaison from the County Board of Education sits onthis committee and as such works with Continuum agencies when homelessyouth issues arise. The CoC continues to seek partners within area youthserving agencies.

If the CoC does not have an implemented discharge plan for foster care,specifically describe the gap(s) in completing a comprehensive dischargeplan(limit 1000 characters)



The CoC continues to follow the approved state policies outlined in the WVFoster Care Policy, Sec 7.1 Case Closure/Discharge Planning. CoC agenciesfollow these discharge planning protocols which indicate that MDTs worktogether to prepare a discharge plan. The CoC plans to adopt the statewidedischarge policy for foster care revised June 14, 2012. A gap exists with fullintegration with youth serving facilities. Although the state child welfare agencydoes participate in the CoC, the focus is on adult services. The CoC DischargePlanning Committee is taking the lead on this integration. Currently, the localeducation agency's homeless coordinator contacts the CoC Housing FirstCommittee with truancy or concerns for a foster care student so they can beaddressed prior to the youth timing out state custody. CoC youth leaving fostercare are offered a Chafee Independent Living Program. No unaccompaniedteens were in the 2012 PIT nor in the HPRP or any other APR.

Specifically, identify the stakeholders and/or collaborating agencies thatare responsible for ensuring that persons being discharged from a systemof care are not routinely discharged into homelessness(limit 1000 characters)

There is not a large number of homeless youth aging out of the foster caresystem in the CoC area. Rarely are there individuals between the ages of 18-22 on the monthly homeless data review. Stakeholders and collaboratingagencies responsible for ensuring that persons being discharged from a systemof care are not discharged into homelessness include the county Board ofEducation, WVDHHR, and other agencies responsible for youth in the area. TheCoC Discharge Planning committee is working with these agencies to establishlines of communication and to begin discharge planning with individuals uponintake into their services. The CoC is increasing dialog with area youth-servingagencies to address youth from the geographic area that are in the state'scustody and aging out of the foster care system.

Specifically indicate where persons routinely go upon discharge otherthan HUD McKinney-Vento funded programs(limit 1000 characters)

Youth routinely go back to family or best friend's parents. Group homes in thearea have transitional living options including Chafee services. Though thenumber of youth aging out of the foster system at risk of homelessness is small,discharge planning for these individuals needs to improve in the CoC. The CoCwill develop an adhoc committee to identify and have dialog to address anyissues with youth aging out of foster care.



3B. Continuum of Care (CoC) DischargePlanning: Health Care


Is the discharge policy in place "State"mandated

policy or "CoC" adopted policy?

CoC Adopted Policy


not applicable


The VA Medical Center is the only publicly funded hospital in the CoC; howeverprivate hospitals are also included in the CoC discharge planning. Each hospitalhas its own referral form and protocol for discharging patients. In 2012, theHousing First team developed stronger relationships with hospital carenavigators. Team members have been able to work with the hospitals to accessMedicaid, creating the opportunity for aftercare options if needed, and nursinghome /rehab options for patients who entered the hospitals from the streets.Also, Housing First Team discusses the special medical needs of homeless andhow and by whom these needs can be met. Currently individuals leaving thehospitals in the CoC are discharged to step down units, nursing homes, rehabcenters, or back home. If they are discharged to a shelter, it is only withadvance permission from that shelter. The Discharge Planning Committee isresponsible for monitoring discharging issues and working to identify solutions

If the CoC does not have an implemented discharge plan for health care,specifically describe the gap(s) in completing a comprehensive dischargeplan(limit 1000 characters)



The CoC has an active discharge planning committee; the agencies within thedischarge planning committee have policies and procedures for discharging.Currently this committee is working on a universal form which describes thepatient's issues (medication, triggers for current behaviors, health care) so thatdischarge planning can begin upon intake into any program or facility. Workingwith the HEARTH Guidelines to meet the centralized assessment, intake formswill be coordinated and adjusted to be uniform and consistent. This will provideone-way into homeless services so that a process can be established todischarge from the hospital or other agency to the appropriate program thatbest suites the need of the consumer. Thus diversion from homelessness isachieved.


There are four primary hospitals/health care facilities in the two-county area; St.Mary's Medical Center, Cabell-Huntington Hospital, Mildred Mitchell Bateman(state hospital), and River Park (psychiatric hospital). The CoC PATH Outreachworker and engagement specialist routinely provides engagement and outreachat these facilities and routinely receives calls from these health care facilitiesregarding individuals who may become homeless. They identify resources toprevent homelessness. The PATH worker in particular has built strongrelationships with these agencies and also has developed trust with theconsumers. Additionally, the CoC discharge planning committee, Housing First,and PATH, are individuals on the front lines who can identify individuals in needof discharge planning right away.


There are no publicly funded hospitals in the CHWCoC other than the oneVeterans Affairs Medical Center. The VAMC has a number of staff whospecifically work to arrange alternative aftercare placement from hospitals forveterans meeting specific diagnostic criteria. Those who do not meet thesecriteria are connected with assistance through the Homeless VeteransResource Center including the SSVF program. The WV Veterans Home,located in the CoC area is an option for veterans who may otherwise behomeless.



3B. Continuum of Care (CoC) DischargePlanning: Mental Health






Not applicable.


The discharge plan for mental health comes under the WV Dept of HealthClinical Policy #3185(8210.1) M.H.(R) last revised in December 1988. Updatesto this policy are ready for the 2013 Legislature and will also be adopted by theCoC. Homeless programs were represented on the committee to prepare thisupdated legislation. Bateman (state) hospital is located in Huntington and staffof their discharge unit routinely attend CoC committee meetings to discussindividuals that could potentially become homeless in an effort to identify andimplement alternative placements. The lead discharge planner is also the chairof the CoC Discharge Planning committee. The agencies of the CoC havecreated multiple specialized housing facilities to address the needs ofindividuals experiencing mental illness and to assist in diverting them fromhomelessness.

If the CoC does not have an implemented discharge plan for mentalhealth, specifically describe the gap(s) in completing a comprehensivedischarge plan(limit 1000 characters)



A strong working relationship exists between the community mental healthcenter (Prestera) and the CHWCoC. With Prestera fully engaged in everyaspect of the CoC, discharge planning for mental health is addressed throughthe CoC Housing First Committee, the PATH program as well as direct accessto a myriad of the center's staff. The largest gap is people from communitiesoutside of the CoC jurisdiction being discharged while in this community. Toaddress this gap, the CoC is building better relationships with the other WVCoCs and outside of Prestera Center's catchment area to assist in dischargingpersons back to their home CoC. The CHWCoC's Service Point HMIS system isbeing implemented statewide which will assist in moving people back intoservices in their home communities within WV. With the CoC being situated in atri-state area, people from KY and OH cross the rivers into WV to obtainservices. The CoC works to connect these people back to services in theirhome communities.


Stakeholders and collaborating agencies responsible for ensuring that personsbeing discharged from a mental health system of care are not routinelydischarged into homelessness include Prestera Center (community basedmental health center) - Mildred Mitchell Bateman Hospital (one of 2 statehospitals in WV), River Park Hospital (Psychiatric hospsital), Safe Haven(residential facility for mentally ill and/or co-occurring disorder), Safe Quarters(Safe Haven for seriously mentally ill), Housing First Committee (Frontline directservice providers representing all homeless service providers in the CoC),PATH (SAMHSA funded homeless outreach program), Discharge PlanningCommittee (CoC committee charged with all areas of discharge planning), TheHuntington WV Housing Authority (recipient of state funds for the Safe Havenand HMIS administrator), and Legal Aid of West Virginia.


A WV DHHR funded Safe Haven administered by the Huntington HousingAuthority, provides housing for co-occurring individuals leaving or at risk ofbeing admitted to the state hospital. Individuals with co-occurring disorders fromall over the state come to Bateman state hospital since it is only one of two suchfacilities in WV. Many are delivered to Bateman by law enforcement and haveno way to return back to their home community upon discharge. PresteraCenter maintains a discharge planning coordinator at Bateman who also servesas Chairman of the CoC Discharge Planning Committee. She stays in directcontact with the CoC PATH outreach worker, who arranges transportation fordischarged individuals when they have no other way to get home, therebydiverting them from homelessness. Some individuals move into market rateapartments; others go to specialty group homes which have been created byPrestera Center to accommodate individuals who would otherwise behomeless.



3B. Continuum of Care (CoC) DischargePlanning: Corrections






Does not apply.


Corrections does not routinely release individuals to the streets or shelters. TheWestern Regional Jail is one of 10 regional jails administered by the WVRegional Jail and Correctional Facility Authority and is located within the CoC'sgeographical jurisdiction. A relationship has been built between this regional jailfacility and the CoCs PATH Program. The PATH worker assists with divertingpeople who are released from the regional jail from homelessness whenpossible. The Discharge Planning Committee is responsible for monitoringdischarging issues and working to identify solutions.

If the CoC does not have an implemented discharge plan for corrections,specifically describe the gap(s) in completing a comprehensive dischargeplan(limit 1000 characters)

The CoC follows the WV Division of Corrections state policy W Code 62-12-13.Because of the emphasis on discharge planning by corrections on probationand parole, inmates who have completed their sentence can possibly end upbeing discharged without prior discharge planning. Some of these individualsmay be discharged into homelessness, at which point the CoC PATH workerbecomes engaged. Discharging inmates without proper Identification is anissue. The PATH worker helps these individuals obtain appropriate IDs so thatthey can apply for jobs, obtain housing, operate motor vehicles and obtain anymainstream resources for which they qualify. The Discharge PlanningCommittee is responsible for monitoring discharging issues and working toidentify solutions.




Members of the local Corrections System have been invited to join the CoCDischarge Planning committee, and attended the 2012 Lunch and Learn held atthe Emergency Shelter by this committee. CoC Agencies make correctionalfacilities aware of homeless services available in the area through outreachvisits at the jail facilities. Collaborating agencies that work together on divertingreleased inmates from homelessness include PATH program, the CoC HousingFirst Team, Western Regional Jail, and Shepherds House (peer run residentialrecovery program). The PATH worker also connects individuals with PresteraCenter's residential substance abuse treatment programs or helps to find anavailable bed in one of the area's peer recovery centers.

Specifically Indicate where persons routinely go upon discharge otherthan HUD McKinney-Vento funded programs(limit 1000 characters)

Discharges from Corrections are more often than not with probation and parole;these individuals have to have a home plan before they can leave incarceration.The Shepherds House and Life House provide housing options for those beingdischarged from correctional facilities that have completed their sentence andare no longer connected with Corrections through probation or parole.Representatives from these facilities are active participants in the CoC and arefrequent attendees to the monthly CoC participant meetings.



3C. Continuum of Care (CoC) Coordination

Instructions:A CoC should regularly assess its local homeless assistance system and identify gaps andunmet needs. CoCs can improve their communities through long-term strategic planning. CoCsare encouraged to establish specific goals and implement short-term action steps. Because ofthe complexity of existing homeless systems and the need to coordinate multiple fundingsources and priorities, there are often multiple long-term strategic planning groups. It isimperative for CoCs to coordinate, as appropriate, with each of these existing strategic planninggroups to meet local needs.

Does the Consolidated Plan for thejurisdiction(s) that make up the CoCinclude the CoC strategic plan goals

for addressing homelessness?

Yes

If 'Yes', list the goals in the CoCstrategic plan that are included

in the Consolidated Plan:

The City of Huntington's 2010-2014 Five YearConsolidated Plan established 7 strategicinitiatives for the City, including goals andobjectives for each; Homeless Strategy is one ofthese initiatives. Goals of the CoC strategic planthat are included in the City's Consolidated Planinclude 1) Promote housing opportunities for thehomeless; promote supportive services for thehomeless; 2) Promote the development ofpermanent housing opportunities for thehomeless, and; 3) Assist people who are at riskof becoming homeless.Goals in the CoC Strategic Plan also coincidewith other strategic initiatives of the City includingthe Housing Strategy: assist in the developmentof new affordable housing as well as provideassistance for home ownership; and the Anti-Poverty Strategy: promote workforcedevelopment programs; promote job trainingprograms in the City; Create job opportunities forthe unemployed and the under employed.

Now that the Homeless Prevention and Rapid Re-housing Program(HPRP) program(s) in the CoC have ended, describe how the CoC isworking with service providers to continue to address the populationtypes served by the HPRP program(s)(limit 1000 characters)



Though ARRA HPPR funds are no longer available, the CHWCoC agencieshave applied for the City of Huntington’s 40% of HPRP funds within the ESGgrant as well as the State of WV allocation of HEARTH HPRP funds within theirESG award. Most of these funds are focused on re-housing newly homelesspersons leaving emergency shelter or for literally homeless. The CoC has aHousing First Committee that meets weekly. Within this committee, there are 6supportive services programs that provide intensive in-home support to personswho have previously been homeless to help them maintain their housing. Whenpossible, an HPRP served client is transferred to a permanent supportivehousing team to assure long term stability. These existing teams support thefamilies with services while the HPRP funds are earmarked for the financialneeds of re-housing. The new HPRP match requirement encourages morepartnerships with existing agencies to provide the housing relocation andstabilization services.

Describe how the CoC is participating in or coordinating with any of thefollowing: HUD-VASH, HOPWA, Neighborhood Stabilization Programs,Community Development Block Grants, and ESG?(limit 2500 characters)

Organizations within the CHWCoC are participating in or coordinating with eachof the following: 1)Neighborhood Stabilization Program (NSP1) - an award of$1,391,323 was received by the Huntington Housing Authority (PHA) whichfunded 27 units of housing including 22 family units; 2 duplexes and 1 singlefamily home; no new NSP funding was awarded in the past year. 2) The PHAalso has a total of 100 HUD VASH vouchers. The PHA works closely with theVA Homeless Resource Center to provide these vouchers to homelessveterans. The Director of homeless services for the VA is also an activeparticipant in the CHWCoC. 3) CDBG funding of $168,335 comes into the CoCjurisdiction and is managed by the City of Huntington. CoC partnering agencieseligible to apply for this funding submit applications to the City. The HuntingtonCity Mission, Information and Referral, Coalition for the Homeless and theHousing Development Corporation (connected with the local PHA) arerecipients of the 2012-13 funding. The Director of the City's Development andPlanning office is a participant in the CHWCoC. 4) ESG funding is alsomanaged by the City of Huntington. The City of Huntington defers to theCHWCoC for decisions on how to allocate this funding. Fundingrecommendations are made by the CHWCoC ESG Committee, approved by theContinuum, and provided to the City of Huntington Development and Planningwho then presents the recommendations to City Council for approval. A total of$150,271 was available for FY 2012 and has been divided between theHuntington City Mission, Branches (DV)), Coalition for the Homeless,Information and Referral, and Laurelwood, a non-CoC funded transitional livingfacility for men. For the 2011 allocation, all HPRP funding went to Informationand Referral ($45,056). 5) HOPWA dollars go to a regional office located inCharleston, WV that serves Cabell and Wayne counties. The CoC has built areputation of working together to share dollars.

Indicate if the CoC has established policiesthat require homeless assistance providers toensure all children are enrolled in school andconnected to appropriate services within the

community?

Yes



If 'Yes', describe the established policies thatare in currently in place:

The Huntington City Mission, (emergencyshelter) and Project Hope, (transitional familyhousing) has Policy No. HR 150, (effective 6-2009, reviewed 2-2012) in place to ensure that allchildren residing at the Mission (including ProjectHope) are enrolled in school and connected tothe appropriate services. The CHWCoC followsthese policies. The CoC's Education Committeeis comprised of representatives of projectsserving families with children. Children living atthe Mission or Project Hope are to remain intheir original school and not be moved to a newschool because of their homelessness. Bustransportation is provided to their home school.Clients immediately meet with the Children'sProgram Specialist who puts them in contact withthe McKinney Vento funded Homeless Liaisonfrom Cabell County schools; CPS is notified ifchildren are not enrolled/attending school on aregular basis. All children are required to attendon-site after school tutoring provided by CabellCounty schools.

Specifically describe the steps the CoC, working with homeless servicesproviders, has taken to collaborate with local education authorities toensure individuals and families who become or remain homeless areinformed of their eligibility for McKinney-Vento educational services(limit 1500 characters)

The CHWCoC Education Committee is comprised of individuals who come intocontact with homeless families and their school-age children: Cabell Co SchoolsHomeless Liaison, the Project Hope Coordinator, Children's Coordinator for theHuntington City Mission, the Homeless Day Shelter, and Director of the WayneCo Family Resource Center (organization that attends to homeless/at-riskfamilies with children in Wayne Co). This Committee meets monthly to addressissues and assures that that the CHWCoC and projects under its jurisdictionadhere to the educational requirements of the HEARTH act as they pertain tohomeless children. Upon arrival to a CoC project serving children, clients 1) areinformed of the Children's Educational policy; 2) meet with the Children'sProgram Specialist, (designated staff ensuring children are enrolled in schooland connected with appropriate services)/ 3) put in contact with the localeducation authority's school homeless liaison, who inform these families andyouth of their eligibility for McKinney-Vento education services. The Children'sProgram Specialist works with the homeless liaison to assure that childrenremain in their home school; bus transportation is arranged. Policies andpractices are consistent with, and do not restrict the exercise of rights providedby the education subtitle of the McKinney-Vento Act, and other laws relating tothe provision of education to these youth. Homeless prevention also occursthrough this relationship.



Specifically describe how the CoC collaborates, or will collaborate, withemergency shelters, transitional housing, and permanent housing toensure families with children under the age of 18 are not deniedadmission or separated when entering shelter or housing(limit 1500 characters)

Agencies of the CHWCoC have a 20+ year history of working together towardimproving the plight of the homeless in the jurisdiction. The Huntington CityMission (HCM) is the emergency shelter provider for the CoC. Also on thegrounds of the HCM is Project Hope, the only CoC transitional housing programfor families. Project Hope was collaboratively developed by the CoC in 1997.The Cabell-Huntington Coalition for the Homeless (Collaborative Applicant andHomeless Day Shelter) applied for this funding in 1997 through the HUD CoCprocess; the HCM is the sub-recipient. As other agencies have joined theContinuum, the founding philosophies of housing first, moving from transitionalto permanent housing, increasing permanent housing and focusing onhomeless families with children have evolved. All children, no matter what age,can remain with their parent(s), while they are living in the emergency shelter(HCM) or living at Project Hope as long as they are attending school. ProjectHope residents can be male or female head of household as long as there arechildren in the family. The majority of funding for families in the CoC is throughthe PHA's Family Unification vouchers. Permanent housing is provided by thePHA according to need; families with children under the age of 18 are notdenied admission or separated from their families. The PHA providespermanent housing for families; this is also a priority need in the CoC andcontinues to be a focus of new funding requests.

Describe the CoC's current efforts to combat homelessness amongveterans. Narrative should identify organizations that are currentlyserving this population, how this effort is consistent with CoC strategicplan goals, and how the CoC plans to address this issue in the future(limit 1500 characters)

CHWCoC participants serving homeless veterans include a VA outreach andengagement specialist, Volunteers of America (VOA), an SSVF grant awardedto Information and Referrals Service and staff from other agencies who takeapplications at the Homeless Veterans Resource Center (HVRC) one day perweek for their agency's services, (opened in downtown Huntington in 2011).The HVRC provides homeless Veterans and those at risk for homelessnesswith job assistance, counseling, housing referrals, educational classes, andlaundry and shower facilities. The PATH outreach and engagement specialist islocated there one day per week. The HVRC was opened as a result of effortsfrom the CoC membership to assure that homeless veterans have access toservices throughout the community. The local PHA maintains 100 VASHvouchers with support from the CoC. Huntington is home to a VA regional officeand a VA Medical Center, both of which are accessible to the CoC. VOA assistwith locating sources of funding to address employment and training issues ofhomeless veterans. The Barboursville Veterans Home is also located in thejurisdiction. These efforts are consistent with Goal 5 - Expanding PermanentSupportive Housing of the CoC Strategic Plan. Reducing homelessness amongveterans is a part of the objectives and include maintaining 100 HUD VASHvouchers for homeless veterans for the next 5 years; increasing the total to 170in 10 years; and increasing SSVF support for homeless veteran's families.



Describe the CoC's current efforts to address the youth homelesspopulation. Narrative should identify organizations that are currentlyserving this population, how this effort is consistent with the CoCstrategic plan goals, and the plans to continue to address this issue in thefuture(limit 1500 characters)

The CHWCoC is fortunate that homeless youth are not an issue within thejurisdiction. This is substantiated by the annual PIT, both sheltered andunsheltered counts, as well as weekly Housing First meetings and monthlymainstream resources meetings when staff meet to discuss clients, supportiveservices and housing. At one time, there was a homeless youth shelter in theHuntington area. Because of the lack of need in the CoC area, the funding wasreallocated to Daymark, which is located in Charleston. As such, Daymark isthe designated youth runaway shelter for the CHWCoC. If there is a need forhomeless youth housing services, the youth are sent to Daymark. Locally, theUnderwood Center, which is a part of the Children's Home Society of WestVirginia network of emergency shelters, provides short term and emergencycare for youth in crisis. The Underwood Center will take non-custody youth for72 hours on an emergency basis; this happens very rarely, but is available inthe event there is a need. If youth are emancipated and under 18, they canapply for housing at the local PHA and stay in the emergency shelter untilhousing is available. Youth homelessness is addressed in the CHWCoCStrategic Plan; however, it is a low priority due to the lack of need. The CoC willcontinue to monitor the jurisdiction for the presence of homeless youth, andproactively address their needs, should a homeless youth(s) be found.

Has the CoC established a centralized or coordinated assessment system?

No

If 'Yes', describe based on ESG rule 576.400(limit 1000 characters)

Not applicable

Describe how the CoC consults with the ESG jurisdiction(s) to determinehow ESG funds are allocated each program year(limit 1000 characters)



The Director of the City's Planning and Development office is a participant in theCoC. He asked the CoC to make the decisions pertaining to ESG fundingdistribution. In response, the CoC established an ESG committee and adecision making process to allocate ESG funds. This committee reviews thefunding requests and agency policies to be sure that they are in compliancewith the ESG rule. The committee then makes ESG funding recommendationsto the City, based on compliance with the ESG rule, past performance, andjurisdiction priorities. The City then takes these recommendations to CityCouncil for approval. The City also consults with Continuum regarding theCoC's 10-Year Plan and jurisdiction priorities, which drive funding decisions.The City's Consolidated Plan is developed, presented and approved by CityCouncil. The plan is updated every 5 years with interim amendments. Elementsof the CoC's 10-year plan which meet the City's goals to reduce homelessness,develop new permanent housing, and increase employment options areincluded as priorities in the City's Consolidated Plan.

Describe the procedures used to market housing and supportive servicesto eligible persons regardless of race, color, national origin, religion, sex,age, familial status, or disability who are least likely to request housing orservices in the absence of special outreach(limit 1000 characters)

The CoC has an established process to market housing and supportive servicesto any eligible person. Homeless in the jurisdiction are identified through variousvenues, including: Annual Project Homeless Connect; Homeless VeteransCenter's annual Stand Down; Quarterly advertising by the PHA; Weekly PATHmeeting; Weekly riverbank outreach; Regular mini assessments from the211/Information and Referral services and referred to homeless providers;PATH program outreach and engagement; and police liaison for homelessserving agencies. The homeless day shelter has a full time case managerproviding assessment of housing needs and supportive services for walk ins.Outreach is also conducted at community events to educate about homelessservices and to market the programs to homeless or unstably housed. Allindividuals are assessed for eligibility and needs regardless of race, color,national origin, religion, sex, age, familial status or disability. These cases arepresented to the Housing First team weekly which then connects them to themost appropriate services team to meet their needs



3D. Continuum of Care (CoC) Strategic PlanningCoordination

Instructions:CoCs should be actively involved in creating strategic plans and collaborating within thejurisdiction towards ending homelessness. CoCs should clearly and specifically respond to thefollowing questions as they apply to coordination and implantation within the CoC, planning,review, and updates to the local 10-Year plan that includes incorporating the Federal StrategicPlan, “Opening Doors,” and coordination with Emergency Solutions Grants within the CoCjurisdiction.

Has the CoC developed a strategic plan? Yes

Does the CoC coordinate the implementation of a housing and servicesystem that meets the needs of homeless individuals and families?(limit 1000 characters)

Yes. The CHWCoC has an established housing and service system designed tomeet the needs of homeless individuals and families. The CoC developed a 5-Year Strategic Plan which was finalized in 2003. This plan was updated in 2009and expanded into a 10-Year Strategic Plan through the collaborative efforts ofthe CoC participants, including City officials and homeless individuals. Since2009, the plan has been reviewed and updated on an annual basis to assurethat the Continuum is progressing toward the Plan's goals, meeting the needsof the CoC, aligning with the Federal Opening Doors initiative and coordinatingwith the Emergency Solutions grants. During the 2012 update, the CoCincorporated the new HEARTH regulations as well as the Action Plans thatresulted from completing the CoC Check-up Self Assessment process. TheStrategic Plan is utilized to assure that Continuum remains focused onpermanent housing for individuals and families, assuring that the homeless canobtain permanent housing as well as the services system necessary to supportthem so they remain permanently housed. Any new unmet needs are alsoaddressed annually. Included in the CHWCoC Strategic Plan this past yearwere the results of a focus group of 70 homeless individuals and theirdiscussion of barriers to housing. The impact of this process was felt stronglythroughout all levels of the CoC. Steps are being taken to address theseperceived barriers.

Describe how the CoC provides information required to complete theConsolidated Plan(s) within the CoC's geographic area(limit 1000 characters)



The CoC and City work closely together to complete the jurisdiction'sConsolidated Plan. The CoC 10-Year Strategic Plan and the CoC HUD fundingapplication is shared with the City of Huntington CDBG consultants who preparethe City's Consolidated Plan. The Strategic Plan was developed through activeinvolvement from organizations in the CoC. These organizations alsocollaborated with the 2012 Strategic Plan update. The CoC HUD fundingapplication is developed by the Steering Committee (which represents allfunded projects). These documents are reviewed and incorporated into theCity's Seven Strategic Initiatives which is part of the Consolidated Plan. One ofthe City's initiatives is specific to services and housing for the homeless, whileother initiatives address permanent housing and employment. Three or fourpublic hearings are held in the City Council chambers for community leadersand housing providers to comment and to provide input for the Plan. The CoCis invited to participate in these meetings to provide additional information.

Describe how often the CoC and jurisdictional partner(s) review andupdate the CoC's 10-Year Plan(limit 1000 characters)

The CoC's 10-Year Plan is updated annually. Revisions are discussed at CoCparticipant meetings and during monthly Steering Committee meetings. TheJurisdictional partner (Director of the City Planning and Development) is aparticipant in the CoC. The CoC 10-Year Strategic Plan is e-mailed to all CoCparticipants and also available to participants in paper form at the CoC monthlymeetings or upon request. The City updates the jurisdiction's Consolidated Planevery 5 years with the flexibility of additional amendments made on an interimbasis. The most current version of the CoC 10-Year Strategic Plan is utilized bythe consultants who update the Consolidated Plan. The information from theCoC's plan is incorporated into the Consolidated Plan. Updates to the CoC's 10-Year Plan are also in line with the jurisdictions most current Consolidated Plan.

Specifically describe how the CoC incorporates the Federal StrategicPlan, "Opening Doors" goals in the CoC's jurisdiction(s)(limit 1000 characters)



The CoC maintains a collaborative approach to prevent and end homelessnessin the CHWCoC. As reflected in the CHWCoC's 10-Year Strategic Plan which isaligned with the Federal Strategic Plan, "Opening Doors," the CoC stronglybelieves that the single most important emphasis on ending homelessness is tocreate permanent stable and affordable housing. The CoC follows this chargeby adhering to the Housing First philosophy of housing individuals and familiesfirst and as quickly as possible while wrapping supportive services around themto assist them in maintaining their housing. As they become more stable andtheir need for supportive services lessens, then they are tapered down tohousing assistance programs that best suit their needs. Housing for familieswith children, chronic homeless, and veterans are all priorities within the CoC,as evidenced by the CoC's work toward increasing permanent housing for thesehomeless categories. In addition to housing, the CoC strongly believes thatindividuals need to increase their economic security by having the opportunityfor meaningful and sustainable employment and by having access tomainstream resources which enable them to remain permanently housed. Atthe same time that the CoC is concentrating on permanent housing andeconomic stability, there is a focus on homelessness prevention through earlyintervention. The CoC is working to retain the HPRP concept through the use ofESG funding from both the City and the State allocations. Finally, the CoC isworking toward focusing more on linking health care with homeless assistance.Health care is available at the homeless day shelter. It is also available forhomeless individuals through a SAMHSA Primary and Behavioral Heath CareIntegration grant that was awarded to the community mental health centerwhich partners with the CoC.

Select the activities in which the CoCcoordinates with the local Emergency

Solutions Grant( ESG):

Determines how to allocate ESG grant for eligibleactivities, Develop standards for evaluating theoutcomes of activities assisted by ESG funds,Develop performance standards for activitiesassisted by ESG funds

Based on the selections above, describe how the CoC coordinates withthe local ESG funding(limit 1000 characters)



Allocating ESG for eligible activities. In response to the City's request for theCoC to determine ESG allocations, the CoC established an ESG committee anda decision making process to allocate these funds. This committee reviews thefunding requests and agency policies to be sure that both are in compliancewith the ESG rule as eligible activities. Requests for funding for ineligibleactivities are rejected. Performance standards for activities assisted by ESGfunds which are outlined in HEARTH were adopted by the state, the City, andthe CoC. These performance standards are expected from ESG fundingrecipients as appropriate to their programs and include reducing recidivism,reduce length of stay in homeless programs, reducing housing barriers orhousing stability risks, reducing number of people living on the streets or in theemergency shelter, and targeting those in need of assistance the most. EachESG recipient will be trained on performance measures expectations and datacollection. Evaluating the outcomes of the activities assisted by ESG fundingwill be accomplished through review of HMIS data. ESG performance standardsare currently being added to the CoC's HMIS system. This data will be reviewedon a quarterly basis by the Prioritization and Evaluation committee as well asdiscussed during the monthly Steering Committee meetings. Spending rates willalso be evaluated to assure that allocated funding is being spent in a timelyfashion. Any corrective action necessitated by low performance outcomes orfinancial spending will be taken by the Prioritization and Evaluation Committeeand reported to the City as well as to the CoC Steering Committee.

Does the CoC intend to use HUD funds toserve families with children and youth

defined as homeless under other Federalstatutes?

No

If 'Yes', has the CoC discussed this with thelocal HUD CPD field office and received

approval?

No

If 'Yes', specifically describe how the funds will be used to preventhomelessness among families with children and youth who are at thehighest risk of becoming homeless (limit 1500 characters)

Not applicable.

If 'Yes', specifically describe how the funds will be used to assist familieswith children and youth achieve independent living (limit 1500 characters)

Not applicable.



3E. Reallocation

Instructions:Reallocation is a process whereby a CoC may reallocate funds in whole or in part from renewalprojects to create one or more new permanent housing, rapid re-housing, or dedicated HMISprojects. The Reallocation process allows CoCs to fund new permanent housing, rapid re-housing, or dedicated HMIS projects by transferring all or part of funds from existing grants thatare eligible for renewal in FY2012 into a new project.

Does the CoC plan to reallocate funds fromone or more expiring grant(s) into one or

more new permanent housing, rapid re-housing, or dedicated HMIS project(s) or one

new SSO specifically designated for acentralized or coordinated assessment

system?

Yes



3F. Reallocation - Grant(s) Eliminated

CoCs that choose to reallocate funds into new permanent supportivehousing, rapid re-housing, or dedicated HMIS project(s) may do so byeliminating one or more of its expiring grants. CoCs that intend to createa new centralized or coordinated assessment system can only eliminateexisting SSO project(s).

Amount Available for New Project:(Sum of All Eliminated Projects)

$33,781

Eliminated ProjectName

Grant NumberEliminated

Component Type AnnualRenewalAmount

Type of Reallocation

The Healing Place... WV0036B3E010900 TH $33,781 Regular



3F. Reallocation: Details of Grant(s) Eliminated

Complete each of the fields below for each grant that is being eliminatedduring the FY2011 Reallocation process. CoCs should refer to the finalapproved FY2011 Grant Inventory Worksheet to ensure all informationentered here is accurate.

Eliminated Project Name: The Healing Place of Huntington

Grant Number of Eliminated Project: WV0036B3E010900

Eliminated Project Component Type: TH

Eliminated Project Annual Renewal Amount: $33,781



3G. Reallocation - Grant(s) Reduced

CoCs that choose to reallocate funds into new permanent housing, rapidre-housing, or dedicated HMIS project(s) may do so by reducing the grantamount for one or more of its expiring grants. CoCs that are reducingprojects must identify those projects here. CoCs that intend to create anew centralized or coordinated assessment system can only reduceexisting SSO project(s).

Amount Available for New Project(Sum of All Reduced Projects)

$21,205

Reduced ProjectName

Reduced GrantNumber

AnnualRenewalAmount

AmountRetained

Amount availablefor new project

Reallocation Type

Balen Place WV28B601002 $55,237 $51,341 $3,896 Regular

Supportive Servic... WV0012B3E010802 $110,646 $107,595 $3,051 Regular

Safe Quarters WV0047B3E011102 $130,846 $127,066 $3,780 Regular

HMIS Renewal WV0008B3E011103 $37,495 $34,074 $3,421 Regular

HMIS Expansion WV0007B3E011104 $38,274 $34,853 $3,421 Regular

Project Hope WV0009B3E011103 $211,811 $208,175 $3,636 Regular



3G. Reallocation: Details of Grant(s) Reduced

Complete each of the fields below for each SHP grant that is beingreduced during the FY2012 HHN Reallocation process. CoCs should referto the final approved FY2012 Grant Inventory Worksheet to ensure allinformation entered here is accurate.

Reduced Project Name: Balen Place

Grant Number of Reduced Project: WV28B601002

Reduced Project Current Annual RenewalAmount:

$55,237

Amount Retained for Project: $51,341

Amount available for New Project:(This amount will auto-calculate by selecting

"Save" button)

$3,896



Reduced Project Name: Supportive Services Only (Housing First)

Grant Number of Reduced Project: WV0012B3E010802


$110,646



"Save" button)

$3,051





Reduced Project Name: Safe Quarters



$130,846



"Save" button)

$3,780



Reduced Project Name: HMIS Renewal



$37,495



"Save" button)

$3,421





Reduced Project Name: HMIS Expansion



$38,274



"Save" button)

$3,421



Reduced Project Name: Project Hope



$211,811



"Save" button)

$3,636



3H. Reallocation - Proposed New Project(s)

CoCs that choose to reallocate funds into new permanent housing, rapidre-housing, dedicated HMIS, or SSO projects may do so by reducing thegrant amount for one or more of its expiring grants. CoCs must identify ifthe new project(s) it plans to create and provide requested information foreach. Click on the to enter information for each of the proposed newreallocated projects.

Sum of All New Reallocated Project Requests(Must be less than or equal to total amount(s) eliminated and/or reduced)

$44,340

Current Priority # New ProjectName

ComponentType

Transferred Amount Reallocation Type

13 S+C #20 PH $44,340 Regular



3H. Reallocation: Details of Proposed NewProject(s)

Complete each of the fields below for each new reallocated project theCoC is requesting in the FY2012 CoC Competition. CoCs may onlyreallocate funds to new permanent housing, rapid re-housing, dedicatedHMIS, or SSO projects.

2012 Rank (from Project Listing): 13

Proposed New Project Name: S+C #20

Component Type: PH

Amount Requested for New Project: $44,340



3I. Reallocation: Reallocation Balance Summary

Below is a summary of the information entered on forms 3D-3G for CoCreallocated projects. The last field, "remaining reallocation balance"should indicate "0." If there is a balance remaining, this means that morefunds are being eliminated or reduced than the new project(s) requested.CoCs cannot create a new reallocated project for an amount that is greaterthan the total amount of reallocated funds available for new project(s).

Reallocated funds available for new project(s): $54,986

Amount requested for new project(s): $44,340

Remaining Reallocation Balance: $10,646



4A. Continuum of Care (CoC) FY2011Achievements

Instructions:In the FY2011 CoC application, CoCs were asked to propose numeric achievements for each ofHUD's five national objectives related to ending chronic homelessness and moving individualsand families to permanent housing and self-sufficiency through employment. CoCs will report ontheir actual accomplishments since FY2011 versus the proposed accomplishments.

In the column labeled FY2011 Proposed Numeric Achievement enter the number of beds,percentage, or number of households that were entered in the FY2011 application for theapplicable objective. In the column labeled Actual Numeric Achievement enter the actual numberof beds, percentage, or number of households that the CoC reached to date for each objective.

CoCs will also indicate if they submitted an Exhibit 1 (now called CoC ConsolidatedApplication) in FY2011. If a CoC did not submit an Exhibit 1 in FY2011, enter "No" to thequestion. CoCs that did not fully meet the proposed numeric achievement for any of theobjectives should indicate the reason in the narrative section.

Additionally, CoCs must indicate if there are any unexecuted grants. The CoC will also indicatehow project performance is monitored, how projects are assisted to reach the HUD-establishedgoals, and how poor performing projects are assisted to increase capacity that will result in theCoC reach and maintain HUD goals.

CoCs are to provide information regarding the efforts in the CoC to address average length oftime persons remain homeless, the steps to track additional spells of homelessness anddescribe outreach procedures to engage homeless persons. CoCs will also provide specificsteps that are being taken to prevent homelessness with its geography as outlined in thejurisdiction(s) plan.

Finally, if the CoC requested and was approved by HUD to serve persons under other Federalstatutes, the CoC will need to describe how the funds were used to prevent homelessness andhow the funds were used to assist families with children and youth achieve independent living.

ObjectiveFY2011

ProposedNumeric

Achievement

FY2011 ActualNumeric

Achievement

Create new permanent housing beds for the chronically homeless

74 Beds 74 Beds

Increase the percentage of homeless persons staying in permanent housing over 6 months to at least 77%

81 % 82 %

Increase the percentage of homeless persons moving from transitional housing to permanent housing to at least 65%

69 % 64 %

Increase the percentage of homeless persons employed at exit to at least 20%

16 % 21 %

Decrease the number of homeless households with children

30 Households 27 Households



Did the CoC submit an Exhibit 1 application inFY2011?

Yes

If the CoC was unable to reach its FY2011 proposed numeric achievementfor any of the national objectives, provide a detailed explanation(limit 1500 characters)

Creating new permanent housing beds for chronically homeless: Permanenthousing preferred for chronic homeless awarded in the 2011 application did notappear on the 2012 Housing Inventory Chart because the awards were notmade at the time the HIC was submitted. The goal was to increase permanenthousing by 4 chronic beds. This is reflected in this year's goal. Moving fromtransitional to permanent housing: the Housing Stability Measure for ProjectHope indicated that this program was slightly below the targeted percent offamilies that moved to permanent housing, the remaining leavers moved intoanother transitional situation; with the exception of 3 who moved into asubstance abuse or detox facility and 2 who went to jail. Prior to their entry intoProject Hope, 47 were in the emergency shelter and 9 came from institutionalsettings. Project Hope has improved the lives of all of the families served andhas discharged NO ONE back to the street or to the emergency shelter. ProjectHope also discharges to Renaissance, a residential treatment facility for womenwith accompanying children. Finally, the Project Hope APR year ran from 3/1/11thru 2/29/12. The Steering Committee has been providing assistance to ProjectHope with regard to entering data into HMIS correctly as well as emphasizingmoving families to permanent housing. As a result, during the monthly APRreview in November, Project Hope had moved 88% of families leaving duringthe current year into permanent housing.

How does the CoC monitor recipients' performance?(limit 750 characters)

Quarterly HMIS-run APRs are provided to each HUD-funded project. Duringthe last quarter of the project year, monthly APRs are provided to each projectby the HMIS lead. These APR reports go to the program supervisor as well asto the directors of the agencies housing the programs. Monthly APR results areprovided to the CoC Steering Committee. Any necessary corrective action istaken at the Steering Committee meeting (comprised of directors of eachproject applicant or sub recipient) and resolved before the next meeting. AHARdata is also reviewed by the HMIS lead and the Coordinator of the SteeringCommittee with questions going back to responsible agencies regardinginconsistencies, which are subsequently resolved.

How does the CoC assist project applicants to reach HUD-establishedperformance goals?(limit 750 characters)



Representatives from each CoC agency administering a HUD project had theopportunity to attend a HEARTH conference for additional training in reachingHUD-established goals. This training was offered by the National Alliance toEnd Homelessness in conjunction with the WV Coalition to End Homelessnessin November 2012. Education regarding HUD-established goals as well as theimportance of reaching these goals is emphasized at the monthly CoCparticipant meetings and with the agency directors at monthly CoC SteeringCommittee meetings. One-on-one consultation with directors of agencies and/ordirect services providers to review project data and discuss issues is provided.Updated HUD goals are incorporated into the CoC 10-year Strategic Plan.

How does the CoC assist poor performers to increase capacity?(limit 750 characters)

Poor performers are identified through review of HMIS-run APR data at themonthly Steering Committee meetings. Discussions take place to determine thetype of help that poor performers need in order to improve outcomes. Once theneed is identified, meetings and/or training occurs to address the issues. TheHMIS administrator sends staff to assist with any HMIS training issues. If theissue encompasses more than one project, a subcommittee may be establishedto identify ways to increase capacity. Mentoring is also provided to strengthenperformance outcomes. The CoC strives for all projects to work collaborativelytoward the same goals to maximize capacity. The Housing First team plays alead role in this endeavor.

Does the CoC have any unexecuted grantsawarded prior to FY2011?

No

If 'Yes', list the grants with awarded amount:Project Awarded Competitio

n Yearthe Grant

wasAwarded

AwardedAmount

None none $0

None none $0

None none $0

None none $0

None none $0

Total $0

What steps has the CoC taken to track the length of time individuals andfamilies remain homeless? (limit 1000 characters)



The emergency shelter that covers the CHWCoC jurisdiction is a recipient ofESG funding and utilizes the CoC HMIS system (ServicePoint). Universal DataElements from all individuals and families residing in the emergency shelter arerecorded into the HMIS system. A report has been written that generates databy household and individuals including the length of time individuals andfamilies remain homeless. This report also encompasses homeless episodesfor individuals and families living in CoC transitional housing, safe havens andsupportive permanent housing. In addition to the length of time being homeless,the HMIS system tracks the types of housing outcomes and length of stay inthose housing types for individuals and families exiting the emergency shelter.Baseline data for length of time individuals and families remain homeless in theCHWCoC was provided to the National Alliance to End Homelessness in 2012.

What steps has the CoC taken to track the additional spells ofhomelessness of individuals and families in the CoC's geography? (limit 1000 characters)

Additional spells of individual/family homelessness is also tracked through theHMIS system. In addition to the length of time homeless, the HMIS systemtracks the destination to which an individual or family goes after leaving theemergency shelter, transitional housing, safe haven or permanent supportivehousing. Data from individuals/families returning to homelessness remains inthe HMIS system; records are updated when they re-enter the emergencyshelter, or when they are engaged by the PATH outreach and engagementspecialist, who also utilizes the HMIS system for all clients. In the unlikely eventthat an individual or family re-enters homelessness and does not enter theemergency shelter or PATH program, notice of the homeless episode occursduring the weekly Housing First meeting during which time all supportiveservices teams report on the homeless individuals and families with which theyare working and are engaged by a program that will continue to follow themthrough HMIS.

What specific outreach procedures has the CoC developed to assisthomeless service providers in the outreach efforts to engage homelessindividuals and families? (limit 1500 characters)



Homeless outreach for the CoC primarily goes through a PATH fundedengagement and outreach specialist. This individual also works closely with thearea VAMC veterans outreach specialist. Drop-in centers for homelessindividuals and families, and veterans are available in Huntington. The PATHspecialist and the veterans outreach specialists (SSVF and VAMC) engageindividuals and families at these centers as well as on the street, riverbanks,under bridges or in other places not meant for human habitation. Regularevents are held which cater to homeless in the area. These include weeklyPATH meetings, where homeless living at the emergency shelter or living onthe streets can come to the Emergency Shelter and meet with the PATHspecialist and other homeless service providers and receive needed assistance;Medical care for the homeless provided one Saturday per month on theriverbank by Marshall University's Rural Health initiative; Project HomelessConnect, held annually in conjunction with the City of Huntington and homelessservice providers, where homeless are connected to services they need; andVeterans Stand-Down event held annually for homeless veterans. If homelessindividuals and families are engaged through one of these events, then they areconnected with the PATH worker or the VAMC homeless outreach specialistwho then refer them to the appropriate resources (include supportive services)to meet their needs.

What are the specific steps the CoC has incorporated to preventhomelessness within the CoC geography and how are these stepsoutlined in the jurisdiction(s) plans?(limit 1500 characters)

Homeless prevention and rapid re-housing are two elements that are built intothe CHWCoC's system. Homeless prevention is the first step on that continuumas outlined in the 2009 10-Year Strategic Plan. Specific steps include: those atrisk of homelessness contact Information and Referral (I&R) for assistance.40% of available HPRP funding from the City goes toward homelessnessprevention (60% rapid rehousing). This funding, managed by the City throughI&R, is provided to individuals and families who meet the funding criteria. I&R's211 program links those at risk of homelessness with resources to try andprevent eviction. WV Legal Aid is an active member of the CoC and has anadvocate for housing who works to prevent homelessness based on landlordtenant issues. Payee services provided to homeless and to chronic homelessdue to making poor financial decisions also assists in preventing homelessness.This service pays the bills first and in many cases provides the individual orfamily with an allowance so that their funding lasts through the month.Education and financial management classes are provided to assist individualswith money management. An SSVF grant provides 25% of financial assistancetoward homeless prevention for veterans with families. These steps are outlinedin the CoC 10-Year Plan which was updated in 2012 and are also reflected inthe City's Consolidated plan. Last year, 25 families were prevented fromhomelessness, 58 were rehoused impacting 121 children

Did the CoC exercise its authority and receiveapproval from HUD to serve families withchildren and youth defined as homeless

under other Federal statutes?

No

If 'Yes', specifically describe how the funds were used to preventhomelessness among families with children and youth who are at thehighest risk of becoming homeless (limit 1500 characters)



Not applicable

If 'Yes', specifically describe how the funds were used to assist familieswith children and youth achieve independent living (limit 1500 characters)

Not applicable



4B. Continuum of Care (CoC) Chronic HomelessProgress

Instructions:HUD tracks each CoCs progress toward ending chronic homelessness.

CoCs are to track changes from one year to the next in the number of chronically homelesspersons as well as the number of beds available for this population. CoCs will complete thissection using data reported for the FY2010, FY2011, and FY2012 (if applicable) point-in-timecounts as well as the data collected and reported on the Housing Inventory Counts (HIC) forthose same years. For each year, indicate the total unduplicated point-in-time count ofchronically homeless as reported in that year. For FY2010 and FY2011, this number shouldmatch the number indicated on form 2J of the respective years Exhibit 1. For FY2012, thisnumber should match the number entered on the Homeless Data Exchange (HDX). CoCsshould include beds designated for this population from all funding sources.

Additionally, CoCs will specifically describe how chronic homeless eligible is determined withinthe CoC and how the data is collected.

Indicate the total number of chronically homeless persons and totalnumber of permanent housing beds designated for the chronically

homeless persons in the CoC for FY2010, FY2011, and FY2012:

YearNumber of CH

PersonsNumber of PH beds

for the CH

2010 80 62

2011 28 74

2012 37 74

What methods does the CoC used to determine chronic homelesseligibility and how is data collected for this population(limit 1000 characters)

The CHWCoC utilizes the HUD eligibility definition of chronic homelessness.Assessments and intakes for each homeless client or family review the historyof the client on a case by case basis: 1) Review the CHWCoC HMIS system forthe history of the client, 2) follow-up with institutional care facilities to determineclient's length of stay and prior origin, and 3) contact previous shelters fromother communities where the client reportedly stayed. Each homeless serviceprovider may collect specific information for their program and enter it into theCoC HMIS system. Intake staff also look for client consistencies in responsesfrom agency-to-agency. Responses to questions such as: where did you staylast night; where was your last permanent address; how many times have youmoved in the past 3 years - are entered into HMIS for all agencies to review.The PATH outreach and engagement specialist also knows the local chronicindividuals and assists with obtaining eligibility documentation.



Indicate the number of new permanenthousing

beds in place and made available foroccupancy

for the chronically homeless betweenFebruary 1, 2011 and January 31, 2012:

4

If the number of chronically homeless persons increased or if the numberof permanent beds designated for the chronically homeless decreased,please explain(limit 750 characters)

Chronic homeless slightly increased (by 8 individuals) between the 2011-2012count. Project Homeless Connect was held during the same day as the PIT,which brought homeless to one central location. During the 2012 PIT count,there were more volunteers to help search the rural areas for homeless. Assuch, rural campgrounds that had not been previously counted were included;more remote areas were also searched for homeless. Weather was not a factorin the 2012 count as it had been during 2010 and 2011. Another reason formore chronic homelessness is that services are much harder to access if aperson is not chronic; folks are waiting to become chronic so that they canobtain the services they need.

Identify the amount of funds from each funding source for thedevelopment and operations costs of the new permanent housing beds

designated for the chronically homeless, that were created betweenFebruary 1, 2011 and January 31, 2012:

Cost TypeHUD

McKinney-VentoOther

Federal State Local Private

Development $9,375 $53,125

Operations $8,256 $1,238

Total $8,256 $0 $9,375 $0 $54,363



4C. Continuum of Care (CoC) HousingPerformance

Instructions:HUD will assess CoC performance of participants remaining in permanent housing for 6 monthsor longer. To demonstrate performance, CoCs must use data on all permanent housing projectsthat should have submitted an APR for the most recent operating year. Projects that did notsubmit an APR on time must also be included in this calculation.

Complete the table below using cumulative data on the most recent APRs submitted by allpermanent housing projects within the CoC that should have submitted one. Once amounts havebeen entered click "Save" which will auto-calculate the percentage. CoCs that do not have CoC-funded permanent housing projects for which an APR was required should select "No" to thequestion below. This only applies to CoCs that do not have any CoC-funded permanent housingprojects currently operating within their CoC that should have submitted an APR.

Does the CoC have any permanent housingprojects for which an APR was required to be

submitted?

Yes

Participants in Permanent Housing (PH)

a. Number of participants who exited permanent housing project(s) 90

b. Number of participants who did not leave the project(s) 307

c. Number of participants who exited after staying 6 months or longer 78

d. Number of participants who did not exit after staying 6 months or longer 248

e. Number of participants who did not exit and were enrolled for less than 6 months 59

TOTAL PH (%) 82

Instructions: HUD will assess CoC performance in moving participants from transitional housing programsinto permanent housing. To demonstrate performance, CoCs must use data on all transitionalhousing projects that should have submitted an APR for the most recent operating year. Projectsthat did not submit an APR on time must also be included in this calculation.

Complete the table below using cumulative data on the most recent APRs submitted by alltransitional housing projects within the CoC that should have submitted one. Once amountshave been entered click "Save" which will auto-calculate the percentage. CoCs that do not haveCoC-funded transitional housing projects for which an APR was required should select "No" tothe question below. This only applies to CoCs that do not have any CoC-funded transitionalhousing projects currently operating within their CoC that should have submitted an APR.

Does the CoC have any transitional housingprojects for which an APR was required to be

submitted?

Yes



Participants in Transitional Housing (TH)

a. Number of participants who exited TH project(s), including unknown destination 225

b. Number of SHP transitional housing participants that moved to permanent housing upon exit 143

TOTAL TH (%) 64



4D. Continuum of Care (CoC) Cash IncomeInformation

Instructions:HUD will assess CoC performance in assisting program participants with accessing cash incomesources. To demonstrate performance, CoCs must use data on all non-HMIS projects thatshould have submitted an APR in e-snaps for the most recent operating year. Projects that didnot submit an APR on time must also include the data in this calculation.

Complete the table below using cumulative data as reported on the most recent submitted HUDAPR in e-snaps for all non-HMIS projects within the CoC that should have submitted one. TheCoC will first indicate the total number of exiting adults. Next, enter the total number of adultswho exited CoC non-HMIS projects with each source of cash income. Once the total number ofexiting adults has been entered, select "Save" and the percentages will auto-calculate. CoCsthat do not have any non-HMIS projects for which an APR was required should select "No" to thequestion below. This only applies to CoCs that do not have any CoC-funded non-HMIS projectscurrently operating within the CoC that should have submitted an APR.

Total Number of Exiting Adults: 205

Total Number of Exiting Adults

Cash Income Sources (Q25a1.)Number of

Exiting AdultsExit Percentage

(Auto-Calculated)

Earned income 44 21%

Unemployment insurance 3 1%

SSI 31 15%

SSDI 20 10%

Veteran's disability 0 0%

Private disability insurance 0 0%

Worker's compensation 0 0%

TANF or equivalent 36 18%

General assistance 0 0%

Retirement (Social Security) 0 0%

Veteran's pension 1 0%

Pension from former job 0 0%

Child support 6 3%

Alimony (Spousal support) 0 0%

Other source 2 1%

No sources (from Q25a2.) 82 40%

The percentage values will be calculated by the system when you click the"save" button.

Does the CoC have any non-HMIS projects forwhich

an APR was required to be submitted?

Yes



4E. Continuum of Care (CoC) Non-Cash Benefits

Instructions:HUD will assess CoC performance in assisting program participants with accessing non-cashbenefit sources to improve economic outcomes of homeless persons. To demonstrateperformance, CoCs must use data on all non-HMIS that should have submitted an APR in e-snaps for the most recent operating year. Projects that did not submit an APR on time must alsoinclude the data in this calculation.

Complete the table below using cumulative data from the most recent submitted HUD APR in e-snaps for all non-HMIS projects within the CoC that should have submitted one. The CoC willfirst indicate the total number of exiting adults. Next, enter the total number of adults who exitedCoC non-HMIS projects with each source of non-cash benefits. Once the total number of exitingadults has been entered, select "Save" and the percentages will auto-calculate. CoCs that do nothave any non-HMIS projects for which an APR was required should select "No" to the questionbelow. This only applies to CoCs that do not have any CoC-funded non-HMIS projects currentlyoperating within the CoC that should have submitted an APR.

Total Number of Exiting Adults: 205

Total Number of Exiting Adults:

Non-Cash Benefit Sources (Q26a1.)Number of

Exiting AdultsExit Percentage

(Auto-Calculated)

Supplemental nutritional assistance program 146 71%

MEDICAID health insurance 69 34%

MEDICARE health insurance 11 5%

State children's health insurance 0 0%

WIC 4 2%

VA medical services 1 0%

TANF child care services 1 0%

TANF transportation services 0 0%

Other TANF-funded services 0 0%

Temporary rental assistance 0 0%

Section 8, public housing, rental assistance 14 7%

Other source 0 0%

No sources (from Q26a2.) 50 24%

The percentage values will be calculated by the system when you click the"save" button.

Does the CoC have any non-HMIS projects forwhich an

APR was required to be submitted?

Yes



4F. Continuum of Care (CoC) Participation inEnergy Star and Section 3 Employment Policy

Instructions:HUD promotes energy-efficient housing. All McKinney-Vento funded projects are encouraged topurchase and use Energy Star labeled products. For information on the Energy Star Initiative goto: www.energystar.gov .

A "Section 3 business concern" is one in which: 51% or more of the owners are Section 3residents of the area of services; or at least 30% of its permanent full-time employees arecurrently Section 3 residents of the area of services; or within three years of their date of hirewith the business concern were Section 3 residents; or evidence of a commitment to subcontractgreater than 25% of the dollar award of all subcontracts to businesses that meet thequalifications in the above categories is provided. The Section 3 clause can be found at 24 CFRPart 135.

Has the CoC notified its members of theEnergy Star Initiative?

Yes

Are any projects within the CoC requestingfunds for housing rehabilitation or new

construction?

No

If 'Yes' to above question, click save to provide activities

If yes, are the projects requesting $200,000 ormore?

No



4G. Continuum of Care (CoC) Enrollment andParticipation in Mainstream Programs

It is fundamental that each CoC systematically help homeless persons toidentify, apply for, and follow-up to receive benefits under SSI, SSDI,TANF, Medicaid, Food Stamps, SCHIP, WIA, and Veterans Health Care aswell as any other State or Local program that may be applicable.

Does the CoC systematically analyze itsprojects APRs in order to improve access to

mainstream programs?

Yes

If 'Yes', describe the process and the frequency that it occurs:

The CHWCoC employs the Housing First model which utilizes housing as aplatform for improving other outcomes for the homeless. Individuals andfamilies are housed. A supportive services team which best suits their needs isassigned to them. This team helps with connections to mainstream servicesfor which they qualify. Services are reported in the CoC HMIS system. MonthlyAPR reports are run from HMIS for each HUD-funded project and a non-HUDfunded Safe Haven. The APR data is presented monthly to the SteeringCommittee. The committee reviews the APR report, focusing primarily uponprojects with leavers that have earned income, have moved to permanenthousing, have maintained reasonable lengths of stay and have been connectedwith other cash and non-cash resources. Underperforming projects areassisted with regard to any data entry issues or any additional staff training thatis needed for improvements with connections to mainstream services for whichclients qualify.

Does the CoC have an active planningcommittee that meets at least 3 times per year

to improve CoC-wide participation inmainstream programs?

Yes

If 'Yes', indicate all meeting dates in the past 12 months:

January 10, 2012; February 14, 2012; March 13, 2012; April 10, 2012; May 8,2012; July 10, 2012; August 14, 2012; September 11, 2012; October 9, 2012;November 13, 2012; and December 11, 2012.

Does the CoC coordinate with the StateInteragency Council on Homelessness to

reduce or remove barriers to accessingmainstream services?

Not Applicable



Does the CoC and/or its providers havespecialized staff whose primary responsibility

is to identify, enroll, and follow-up withhomeless persons on participation in

mainstream programs?

Yes

If 'Yes', identify these staff members: Provider Staff

Does the CoC systematically provide trainingon how to identify eligibility and program

changes for mainstream programs toprovider staff:

Yes

If 'Yes', specify the frequency of the training: Monthly or more

Does the CoC use HMIS as a way to screenfor mainstream benefit eligibility?

Yes

If 'Yes', indicate for which mainstream programs HMIS completesscreening:

Through the intake and assessment process, it can be determined if anindividual or a family is likely to qualify for a number of mainstream resources.The CHWCoC uses Service Point as the Continuum's HMIS software. Allmainstream resources are included within the software. Intakes are submitted tothe CoC HMIS system. The HMIS system uses client screening informationfrom the system to determine gaps in eligible services and refers them to theappropriate mainstream resources. The CoC has specific contacts at allmainstream resource agencies who also assist in the process. The CHWCoCHMIS users focus on financial, health, housing and emotional stability.Because HMIS is both an assessment tool and a case management tool, theassurance of screening for mainstream resources is built into the system. Thisprocess also allows HMIS users to specify individuals with special emphasis(chronic, DV, Vet etc) and assists the CoC with linking those individuals withspecialized services.

Has the CoC participated in SOAR training? Yes

If 'Yes', indicate training date(s):



SOAR training occurred for staff in the CHWCoC community on April 2-3, 2008.Other trainings are available across the state to other interested persons in theCHWCoC. Individuals trained in SOAR are looking into the implementation ofSOAR training through the CHWCoC HMIS system. A SOAR training will beavailable in January 2013 for interested persons within all four of West Virginia'sContinuums of Care.



4H. Homeless Assistance Providers Enrollmentand Participation in Mainstream Programs

Indicate the percentage of homeless assistance providers that areimplementing the following activities:

Activity Percentage

1. Case managers systematically assist clients in completing applications for mainstream benefits.1a. Describe how service is generally provided:

100%

Through Harmony House, the CHWCoC one-stop homeless day shelter, an assessment is completed withinthe HMIS system. A number of providers have office space within this one stop shop (including PATHprogram, Div of Rehab services, McKinney Vento Health Care Services, comprehensive behavioral healthservices, VA outreach programs) and applications are completed on site. For services not available on site,the Harmony House van transports daily to other mainstream resources including WV Department of Healthand Human Resources, WIC, Work 4 WV, and the Huntington Housing Authority. Within walking distance ofHarmony House is the regional Social Security Administration office, Child Care Resource and Referral,Homeless Veterans Resources Center and the VA Regional office. The case managers provide assistancein completing any of these applications or obtaining the necessary documentation to process them. Forthose interested in applying on-line, a computer and a support staff person is available to assist them withthis process. Other agency staff are trained to assist with on-line applications.

2. Homeless assistance providers supply transportation assistance to clients to attend mainstreambenefit appointments, employment training, or jobs:

100%

3. Homeless assistance providers use a single application form for four or more mainstreamprograms:3.a Indicate for which mainstream programs the form applies:

30%

The WV Department of Health and Human Resources offers an on-line application program that allows aperson to apply for SNAPS, Medicaid, TANF, and CHIP. The Social Security Administration has an on-lineapplication that addresses SSI and certain Social Security benefits. The Huntington WV Housing Authorityhas an on-line application that allows a person to apply for Section 8 Housing Choice vouchers, PublicHousing, Mod-Rehab, SRO and Shelter Plus Care. Information & Referral takes one application for faithbased, United Way, EFSP, and other sources that fund basic needs such as food and utilities.

4. Homeless assistance providers have staff systematically follow-up to ensure mainstream benefits are received:

100%

4a. Describe the follow-up process:

Case managers meet with the individuals face to face or place phone calls to them to determine if they arereceiving benefits. Clients are given a tracking card (check list) to obtain documentation from staff of themainstream agency who signs-off that the client applied for and/or received benefits. The tracking card isthen reviewed by the case manager. HMIS review also reveals whether mainstream benefits are beingreceived by the client. Monthly APR review by the Steering Committee provides a project-by-projectevaluation. This includes an assessment of clients connected with mainstream programs by project by thedirectors of the agencies tasked with providing emergency shelter, transitional living, permanent housing andsupport services



4I. Unified Funding Agency

InstructionsCoCs that were approved for UFA designation during the FY2011 CoC Registration processmust complete all of the questions below in full.

Is the collaborative applicant able to apply toHUD for funding for all of the projects within

the geographic area and enter into a grantagreement with HUD for the entire geographic

area?

Is the collaborative applicant able to enterinto legal binding agreements with

subrecipients and receive and distributefunds to subrecipients for all projects with

the geographic area?

What experience does the CoC have with managing federal funding,excluding HMIS experience? (limit 1500 characters)

Indicate the financial management system that has been established bythe UFA applicant to ensure grant funds are executed timely withsubrecipients, spent appropriately, and draws are monitored. (limit 1500characters)

Indicate the process for monitoring subrecipients to ensure compliancewith HUD regulations and the NOFA. (limit 1500 characters)

What is the CoC's process for issuing concerns and/or findings to HUD-funded projects? (limit 1500 characters)

Specifically describe the process the CoC will use to obtain approval forany proposed grant agreement amendments prior to submitting therequest for amendment to HUD.(limit 1500 characters)



Attachments

Document Type Required? Document Description Date Attached

Certification of Consistency withthe Consolidated Plan

Yes WV-501 Form 2991C... 01/17/2013

CoC-HMIS GovernanceAgreement

No WV-501 HMIS Gover... 01/17/2013

Other No WV-501 Project Ra... 01/17/2013

Other No

Other No

Other No

Other No

Other No



Attachment Details

Document Description: WV-501 Form 2991Consistency withConsolidated Plan

Attachment Details

Document Description: WV-501 HMIS Governance Agreement

Attachment Details

Document Description: WV-501 Project Ranking Tool

Attachment Details

Document Description:

Attachment Details


Attachment Details


Attachment Details




Attachment Details




Submission Summary

Page Last Updated

1A. Identification No Input Required

1B. CoC Operations 01/17/2013

1C. Committees 01/15/2013

1D. Member Organizations 01/14/2013

1E. Project Review and Selection 01/14/2013

1F. e-HIC Change in Beds 01/14/2013

1G. e-HIC Sources and Methods 01/02/2013

2A. HMIS Implementation 01/17/2013

2B. HMIS Funding Sources 11/30/2012

2C. HMIS Bed Coverage 11/30/2012

2D. HMIS Data Quality 01/03/2013

2E. HMIS Data Usage 11/26/2012

2F. HMIS Data and Technical Standards 01/17/2013

2G. HMIS Training 11/26/2012

2H. Sheltered PIT 01/17/2013

2I. Sheltered Data - Methods 01/14/2013

2J. Sheltered Data - Collections 01/14/2013

2K. Sheltered Data - Quality 01/03/2013

2L. Unsheltered PIT 01/17/2013

2M. Unsheltered Data - Methods 01/03/2013

2N. Unsheltered Data - Coverage 12/03/2012

2O. Unsheltered Data - Quality 01/16/2013

Objective 1 01/15/2013









3B. Discharge Planning: Foster Care 12/12/2012

3B. CoC Discharge Planning: Health Care 01/15/2013

3B. CoC Discharge Planning: Mental Health 01/17/2013

3B. CoC Discharge Planning: Corrections 01/15/2013

3C. CoC Coordination 01/15/2013

3D. CoC Strategic Planning Coordination 01/17/2013

3E. Reallocation 01/06/2013

3F. Eliminated Grants 01/06/2013

3G. Reduced Grants 01/16/2013

3H. New Projects Requested 01/17/2013

3I. Reallocation Balance No Input Required

4A. FY2011 CoC Achievements 01/17/2013

4B. Chronic Homeless Progress 01/15/2013

4C. Housing Performance 12/12/2012

4D. CoC Cash Income Information 12/23/2012

4E. CoC Non-Cash Benefits 12/23/2012

4F. Section 3 Employment Policy Detail 12/12/2012

4G. CoC Enrollment and Participation inMainstream Programs

01/15/2013

4H. Homeless Assistance ProvidersEnrollment and Participation in MainstreamPrograms

01/15/2013

4I. Unified Funding Agency No Input Required

Attachments 01/17/2013

Submission Summary No Input Required



Cabell-Huntington-Wayne Continuum of Care

Consistency with the Consolidated Plan for CoC-funded Renewal and New projects

The following new and renewal projects have been certified as consistent with the Jurisdiction's Consolidated Plan:

Applicant: Cabell-Huntington Coalition for the Homeless

Project Hope - Renewal

Safe Quarters - Renewal

Housing First (SSO) - Renewal

Applicant: Prestera Center for Mental Health Services

Balen Place - Renewal

Applicant: The Huntington Housing Authority

Shelter + Care #2 - Renewal






HMIS Expansion

HMIS Renewal

Shelter + Care #20 - NEW

Shelter + Care #21 - NEW

CHWCoC Planning grant

Jeanie

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Typewritten Text

WV-501

Cabell-Huntington-Wayne Continuum of Care Memorandum of Agreement

with Huntington WV Housing Authority

This agreement has been made and entered into between the lead agency of the Cabell-HuntingtonWayne Continuum of Care (CHWCoC), the Cabell-Huntington Coalition for the Homeless, Inc., and the lead agency for the Homeless Management Information System (HMIS), the Huntington WV Housing Authority.

The Cabell-Huntington Coalition for the Homeless, hereinafter referred to as CHClL and the Huntington WV Housing Authority, hereinafter referred to as HHA, agree to work together cooperatively to perform and carry out the responsibilities and authority of managing the Homeless Management Information System (HMIS).

The Cabell-Huntington-Wayne Continuum of Care's purpose is to coordinate agencies working to eliminate and mitigate home1essness in the area. To achieve this purpose, the CHWCoC meets on at least a monthly basis to discuss progress and barriers. CHWCoC also recognizes the HHA as the lead agency to carry out the HMIS, which is a community-wide database used to track homeless individuals and report outcomes. The purpose of the HMIS is to gather infonnation on homeless persons to support planning, programming, housing creation and access of systems of care. CHWCoC collects data for the HMIS through ServicePoint software, owned by Bowman Systems.

I. Mutual Understanding The CHWCoC is responsible each year to apply for and manage the receipt of federal funding through the U.S. Department of Housing and Urban Development's Supportive Housing Program. It is expected that all funded programs participate in the HMIS and collect data in accordance with HUD reporting requirements. It is understood by both lead agencies that this data is essential to the award of funding in terms of participations and usage. As outcomes will be evaluated on a system-wide, rather than program-specific, performance, the task of promoting and implementing the use of the HMIS among all homeless service agencies in the CHWCoC falls to both the COC and the HMIS lead agencies.

II. Project Operation Tasks The HMIS lead agency, the Huntington WV Housing Authority, assumes fiscal and operational responsibility, as well as for the following specific tasks:

1. Managing/designing the project plan 2. Maintaining policies and procedures 3. Managing agency contracts and participation 4. Software provider relations 5. Coordinating/Participating in HMIS subcommittee 6. Hires project manager in-house 7. Overseeing progress 8. Identifying and mitigating/avoiding risks, including inadequate funding, short staffing, software issues, information security, data shortcomings. etc. 9. Deftning overall goals and activities 10. Designating specific tasks 11. Reporting on status of project plan, including documenting changes

12. Providing user training and technical assistance 13. Providing cash match for HMIS-dedicated grants 14. Executing system administration and information security 15. Analyzing and ensuring data quality, budget, and contract compliance 16. Reviewing and evaluating reports.

nA. Recordkeeping The HMIS lead agency, the Huntington WV Housing Authority, assumes responsibility for all records and filing ofHMIS-related information. Each participating provider file might include:

1. Current, executed contract 2. An up-to--date document certifying program compliance with privacy and security standards as well as data entry requirements 3. Current list of trained and authorized users that specifies names, positions and access levels 4. Agency and program information fonns, including program type and number of beds 5. Verification of fee payment, if applicable 6. Documentation of hardware/software stipends, if applicable 7. Correspondence file with documentation of significant communication, concerns, decisions and monitoring results 8. Copies of signed user agreements

ill. Community Management Tasks The CHWCoC lead agency, the Cabell-Huntington Coalition for the Homeless, Inc. assumes responsibility for buy-in of the HMIS from CHWCoC members, and also takes responsibility for the following:

1. Communicating with stakeholders, including service providers, consumers, government officials, researchers, and advocacy groups 2. Managing community involvement and building expectations 3. Representing the HMIS to other systems and governments 4. Acting as a liaison to the community and press 5. Ensuring a shared understanding of overall goals, procedures, guidelines, state law, responsibilities and deadlines 6. Assisting in identifying risks of legal or security nature or data quality 7. Assisting to resolve data quality issues 8. Coordinating monthly CHWCoC meetings and including HMIS-related issues as agenda items, and assigning sub-committees as needed in response to data quality issues or updated data quality standards implementation

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