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Impact

Highlights of the our work during 2015 and 2016 include but are not limited to:

  1. The United States Department of Housing and Urban Development (HUD) issued the 2015 National Continuum of Care (CoC) Competitive Notice of Funding Availability (NOFA) on September 17, 2015. The annual national competition is a complicated, overarching, activity which requires a high level of coordination, detail orientation, analysis and data reporting.  Funding from this annual competition is essential to maintaining critical homeless programs in our community.

 

  1. The Coalition prepared all aspects of the CA-506 Collaborative Application. Components included, but were not limited to: CoC Engagement, CoC Coordination, Discharge Planning, Coordinated Entry, Documentation of Objective Process, Project Capacity, Performance Measures, HMIS Implementation, Bed Coverage, Data Quality, Point-in-Time Count, Methodologies, Strategic Planning Objectives, CoC Policies, Written Standards and other key information.

 

  1. Developed consent for, and convened, a technical assistance session. All participants were provided with an overview of eligible activities, federal mandates, match requirements, application details, scoring process and priority ranking procedures.

 

  1. Developed 2015 scoring material based upon eligibility factors contained in the Notice of Funding Availability and ancillary rule requirements.

 

  1. Reviewed 14 renewal applications which represented transitional housing programs, rental assistance programs and permanent housing programs. Identified application deficiencies and worked with applicants to perform corrective action to ensure proposals met HUD guidelines and thresholds.

 

  1. Received and validated documentation of Certification of Consistency with Consolidated Plans and as submitted by various jurisdictions.

 

  1. Prepared continuum-wide gaps analysis information based upon comprehensive examination.

 

  1. Worked extensively with HUD field office to transfer a permanent housing program from an agency going out of business to another homeless service agency. Contract transfer was a complicated and time consuming activity.

 

  1. Recruited and convened a non-biased Rank and Review panel.

 

  1. Prepared all aspects of the CA-506 Collaborative Application. Components included, but were not limited to: CoC Engagement, CoC Coordination, Discharge Planning, Coordinated Entry, Documentation of Objective Process, Project Capacity, Performance Measures, HMIS Implementation, Bed Coverage, Data Quality, Point-in-Time Count, Methodologies, Strategic Planning Objectives, CoC Policies, Written Standards and other key information.

 

  1. Submitted the CA-506 Consolidated Application to HUD on December 1, 2015.

 

  1. In February, 2016, HUD announced Tier 1 funding approvals. CA-506 Tier 1 approvals represent $1,870,864 to support a variety of homeless programs throughout the community.  Program type includes, transitional housing, permanent supportive housing programs and permanent rental assistance programs.

 

  1. Provided staff support to: Leadership Council, Administration and Implementation Committee, Chinatown Homeless Action Team, Services/Income/Employment Committee, and the Housing Pipeline/Funding Action Committee.

 

  1. Presented the final 2014 Homeless Census Report to the Monterey County Board of Supervisors and various local jurisdictions.

 

  1. Secured technical assistance from HUD to help the continuum assess current homeless program inventory, examine Housing First models and position the community to implement Coordinated Entry.

 

  1. Worked with HPRP Committee and Supportive Services for Veterans Families (SSVF) grantees to implement a manual pilot Coordinated Entry system.

 

  1. In November, the Coalition worked with Community Technology Alliance and Silicon Valley Data Scientists to analyze data spanning 5 years (October 2010 through October 2015). The “deep data dive” provided extraordinarily beneficial information as it relates to trends, patterns and outcomes of individuals and families who were enrolled in local transitional housing programs.

 

  1. Spearheaded efforts to develop and prepare for implementation of a Coordinated Entry System. Coordinated Entry (CE) is now a required component within every continuum of care in the nation.  As the designated local Continuum of Care Coordinator, the Coalition is responsible for the development, training and implementation of Coordinated Entry across the homeless service provider system. CE fuses policy, procedure, master-listing and technology in order to create an overarching system.  The Coalition is in the final phases of CE development with full implementation projected for the summer.

 

  1. CE will replace current waiting list procedures within certain homeless programs. Instead of accepting the next individual or family on the wait list, programs will accept the most vulnerable household that meets various program criteria.  For example, the most vulnerable homeless Veteran will be ranked as the most vulnerable on the master-list and be referred to the most appropriate Veteran-centric program.  The same approach will be used for programs that serve specific subpopulations in addition to programs that serve the “mainstream” homeless.  The receiving program will accept the master-list referral for program entry instead of using a first come-first served standard waiting list.

 

  1. Like most in the country, our community lacks the resources needed to meet all of the needs of people experiencing homelessness. CE will help us prioritize assistance based upon vulnerability and severity of service needs to ensure that people who need assistance the most can receive it in a timely manner.

 

  1. Worked extensively with the City of Salinas in regard to the Personal Property Ordinance to ensure that homeless individuals were not criminalized for sleeping at night. The Coalition was successful in advocating for a 6 p.m. to 6 a.m. sleeping proviso within the ordinance itself.  The Coalition also worked in partnership with the City of Salinas in regard to the Ordinance Administrative Procedures.

 

  1. The Coalition worked extensively with Dorothy’s Place to communicate ordinance details, timelines, implications and other information to the Chinatown neighborhood. Developed fact sheets (in English and Spanish) and directly communicated with a minimum of 200 Chinatown inhabitants face to face to disseminate key information. Volunteer peer navigators were recruited to travel from tent to tent to reinforce information.

 

  1. Worked in concert with the Community Foundation for Monterey County to address specific Chinatown issues. The Community Foundation has identified Chinatown as a Community Impact area of need and is serving as the “backbone” organization to bring stakeholders together to develop strategies to effectively address Chinatown specific issues as they relate to homelessness.  Stakeholders include, but are not limited to; Coalition of Homeless Services Providers and member agencies, City of Salinas representatives, Monterey County Administration, Behavioral Health, Department of Social Services, Monterey Peninsula Foundation, Packard Foundation, Community Members and others.

 

  1. The Coalition developed a Chinatown specific process to address housing and service needs of Chinatown homeless persons impacted by the City of Salinas ordinance. Working with the Franciscan Workers, the Coalition identifies and helps link people with services and assembles and analyzes resulting data in order to refine efforts and quantify outcomes.

 

  1. Conducted and coordinated all aspects of the 2016 Housing Inventory Count (HIC) and the Sheltered Point-in-Time Count (PIT) for Monterey and San Benito Counties. Engaged with more than 44 programs to identify bed inventory and collect specific demographics for those occupying beds.  This activity is required by all continuums throughout the nation with aggregate data working its way to Congress for use in developing priority initiatives and national funding decisions as they relate to homeless programs.

 

  1. Coordinated and sponsored on-site technical assistance from the Corporation for Supportive Housing for homeless services providers and county/city representatives. Technical assistance provided in the areas of Housing First, appropriate distribution of housing program designs and Coordinated Entry Systems.

 

  1. Coordinated and sponsored on-site technical assistance from the Veterans Administration for Veteran-Centric homeless service providers to identify strategies to better address housing solutions for homeless veterans and their families.

 

  1. Continued work with the State of California Community Development Department on initial impacts of California redesign of the Emergency Solutions Grant Program. Worked with the State of California Community Development Department and the City of Salinas to explore possibility of the City serving as the Administrative Entity for CA-506. After much effort, the City has applied for, and been approved, to serve as CA-506 Administrative Entity. This will allow CA-506 to initially apply for upwards of $600,000 in homeless program support and $300,000 per year after initial funding rounds. The Coalition will work with the City of Salinas to support work in this area.

 

  1. Performed duties associated with being the lead agency for the mandated CA-506 Homeless Management Information System (HMIS.) HMIS is a class of database applications used to confidentially aggregate data on homeless populations.  HMIS record, store and report client-level information on the characteristics and service needs of homeless persons and helps to coordinate care, manage operations, and better serve clients.  HUD and other policy makers at the federal, state and local levels use aggregate HMIS data to obtain better information about the extent and nature of homelessness over time. The Coalition is responsible for all aspects of the local HMIS system to include data quality and integrity, reporting to HUD and Congress and meeting the training needs of almost 100 HMIS users.  In order to ensure the highest level of knowledge across the service provider network, the Coalition convenes and supports the following HMIS specific trainings and forums: Monthly HMIS Oversight Committee, Monthly HMIS User Group, New User Training (every 45 days), Data Quality Training (every 45 days), Advanced Reporting Training (every 45 days), HMIS Security and Administrator Training (quarterly)

 

  1. The Coalition developed and delivered a series of targeted trainings for professional and para-professional staff of service provider organizations and other grass roots groups. Class topics included such subjects as, Effective Client Assessment, Developing Strength Based Service Plans, Client Budgeting for Success, Employment Readiness, Transtheoretical Stages of Change and Motivational Interviewing.

 

Inclement Weather Plan Activities:

The Coalition communicated with shelter programs and documented contact information, items needed to adequately serve homeless individuals and families, bed capacity, motel voucher and food availability and potential expansion during inclement weather season.  The updated information was provided to CHS member agencies, other service providers, United Way (2-1-1) and to Community Action Partnership staff. There were 12 programs included in the Inclement Weather Chart.

Additionally, the Coalition worked extensively with the Monterey County Department of Social Services, targeted jurisdictions and local nonprofits to identify and implement a Peninsula based Winter Warming Shelter.  After many starts and stops, a new small Winter Warming Shelter was established on the Monterey County Peninsula area. In addition to the Salinas Winter Warming Shelter, three new warming shelters were opened this year.