before starting the coc application · the coc notified the public that is was accepting project...

Before Starting the CoC Application

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

The Collaborative Applicant is responsible for reviewing the following:

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

Applicant: Central Oregon Continuum Of Care OR-503Project: OR-503 CoC Registration FY2019 COC_REG_2019_170644

FY2019 CoC Application Page 1 09/30/2019

1A. Continuum of Care (CoC) Identification

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

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

1A-1. CoC Name and Number: OR-503 - Central Oregon CoC

1A-2. Collaborative Applicant Name: NeighborImpact

1A-3. CoC Designation: CA

1A-4. HMIS Lead: NeighborImpact



1B. Continuum of Care (CoC) Engagement



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

1B-1. CoC Meeting Participants.

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

Organization/PersonParticipates

in CoC Meetings

Votes,including

selecting CoCBoard

Members

Participates in Coordinated Entry

System

Local Government Staff/Officials Yes Yes Yes

CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes

Law Enforcement Yes Yes Yes

Local Jail(s) Yes No Yes

Hospital(s) Yes No Yes

EMS/Crisis Response Team(s) Yes No Yes

Mental Health Service Organizations Yes Yes Yes

Substance Abuse Service Organizations Yes Yes Yes

Affordable Housing Developer(s) Yes Yes Yes

Disability Service Organizations Yes No Yes

Disability Advocates Yes No Yes

Public Housing Authorities Yes Yes Yes

CoC Funded Youth Homeless Organizations Not Applicable No No

Non-CoC Funded Youth Homeless Organizations Yes Yes Yes



Youth Advocates Yes Yes Yes

School Administrators/Homeless Liaisons Yes No Yes

CoC Funded Victim Service Providers Not Applicable No No

Non-CoC Funded Victim Service Providers Yes Yes Yes

Domestic Violence Advocates Yes Yes Yes

Street Outreach Team(s) Yes Yes Yes

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

LGBT Service Organizations Yes Yes Yes

Agencies that serve survivors of human trafficking Yes Yes Yes

Other homeless subpopulation advocates Yes Yes Yes

Homeless or Formerly Homeless Persons Yes Yes Yes

Mental Illness Advocates Yes Yes Yes

Substance Abuse Advocates Yes Yes Yes

Other:(limit 50 characters)

Veterans Service Provider Yes Yes Yes

Tribal Representative Yes No Yes

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

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

The CoC solicits and considers opinions in person at monthly meetings, atcommunity action committees held throughout the region and, at bi-monthlycommunity huddle meetings used to gather input, raise awareness on localissues, and provide an opportunity for further community dialogue;electronically, by sending out minutes, utilizing the CoC website, social media, abi-weekly online newsletter and listserv; and, by implementing eventsspecifically focused on garnering input from the community at large, includingPIT Town Halls in three communities, a candidate’s forum before the lastgeneral election, a comprehensive bi-annual community needs assessmentand, partnering to present a housing forum with the state housing agency. TheCoC has strategized increased outreach in the less populated counties in itsregion and the engagement of the local Confederated Tribes thoughparticipation in events, meeting with tribal staff, and engagement of staffparticipate in CoC activities (the PIT and the IRT). The CoC communicates



information in such a way as to be clearly understood by diverse participants,ensuring the solicitation of feedback and opinions from all participants andattendees by utilizing targeted outreach (e.g. Native Americans, Latinos,persons who have experienced homelessness); reciprocal conversation duringmeetings to ensure engagement; and, the implementation of cross-culturalcommunication techniques. The CoC not only uses the above avenues ofsolicitation and consideration but also ensures that CoC Board members attendthe membership meetings and take information and ideas expressed back toboard meetings, or to committees for discussion and follow up. All membershipand board meetings are held in accessible locations and provide the option fortelephonic participation, and all materials are distributed and archived inaccessible formats on the website which is now more user friendly and providesadditional links to locate resources.

1B-2. Open Invitation for New Members.

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

The CoC holds monthly membership meetings, sharing the opportunity to jointhe membership or board with both the general population and through directoutreach to identified populations, geographic regions, and skill sets. The CoCmembership process and invitation is open on a continual basis. Openings andinvitations to participate on the board are announced at membership meetings,quarterly regional meetings, PIT town halls, committee meetings, and throughthe website, newsletter, and listserv.Interested parties identified via partner referrals, board and committee memberrecommendations are sent a board member job description, application, andconflict of interest policy and invited to a board meeting and brief interview.Upon approval, new board members are provided an orientation andonboarding process.All membership and board meetings are held in accessible locations andprovide the option for telephonic participation, and materials are distributed andarchived in accessible formats. The website’s enhancements and improvementsmake it more user friendly. Additional links from the home page allow for easiernavigation and include announcements, news and openings. Agendas formembership meetings and announcements of the upcoming meetings areposted at least one week in advance to the listserv and placed in the newsletter(126 subscribers).The CoC has doubled its active board membership through continual invitationand announcements of open positions. There has been an ongoing effort tobroaden CoC representation and board participation, which has operatedthroughout the year. A board member matrix, created in 2018, highlights sectorgaps and is kept updated. Membership meetings are held at the downtown



library, which operates as a resource zone, encouraging participation fromhomeless and formerly homeless persons who congregate there. The invitationfor persons experiencing homelessness or formerly homeless to continueparticipation is always mentioned.

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

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

The CoC notified the public that is was accepting project proposals throughseveral mediums, all of which were open to the public. Announcement of theupcoming funding cycle was done at the monthly membership meeting prior torelease, via email to the listserv and by posting on the CoC website in themonths leading up to the NOFA release. Email to the listserv and posting on thewebsite requesting Letter so Intent to Apply was completed on 6/10/2019; emailto the listserv and positing on the website announcing the NOFA release withlink to the NOFA was completed on 7/3/2019; email to the listserv and postingon the website with additional information and documents for the completion ofthe rating and ranking process and associated timeline was completed on7/9/2019 and 7/21/2019.

On 8/1/19, the HLC Board voted to include all project applications in the FY19Competition Process who submitted Letters of Intent to Apply by the establisheddeadline of July 12th (as announced via website posting and listserv email on6/10/19).

The CoC publicly announced it was open to proposal on 4/5/19, 4/6/19, 4/10/19,5/31/19, 6/10/19, 7/3/19, 7/9/19.

All application documents and instructions were shared publicly in accessibleelectronic formats including the following features: searchable text, read outloud capability, ability to zoom or enlarge text, and use of color combinationsthat provide a sufficient degree of contrast.

The CoC did accept proposals from organizations that had not previouslyreceived CoC program funding and did announce it was open to proposals from



non-CoC Program funded organizations.



1C. Continuum of Care (CoC) Coordination




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

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

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

Housing Opportunities for Persons with AIDS (HOPWA) Yes

Temporary Assistance for Needy Families (TANF) Yes

Runaway and Homeless Youth (RHY) Yes

Head Start Program Yes

Funding Collaboratives Yes

Private Foundations No

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

Yes

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

Yes

Housing and service programs funded through other Federal resources Yes

Housing and services programs funded through State Government Yes

Housing and services programs funded through Local Government Yes

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

Other:(limit 50 characters)



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

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

The CoC works with the federal ESG recipient, Oregon Housing & CommunityServices (OHCS), through our lead agency, NeighborImpact (NI) a CAP agencyand Central Oregon’s ESG sub-grantee. (OHCS allocates pass-through ESGfunds to CAP agencies as sub-grantees.) NI consults with HLC about prioritizingand allocating ESG funds to support street outreach and shelter programsacross the region. The HLC also participates in the review of the annual RFPresponses and the in-person presentations to ensure that the utilization of ESGaligns with the CoC’s priorities.NI also reports the ESG-funded programs’ performance using APRs andexpenditure reports to the HLC. The HLC advises and participates in monthlyreview of expenditures and quarterly review of individual subrecipients’performance. The CoC is encouraged to participate in monitoring to assessESG grant performance at the subrecipient level.The CoC has three Consolidated Plan Jurisdictions that intersect; all three sendrepresentatives to CoC meetings. Per our Policies and Procedures, the CoCsubmits PIT, HIC, GIW and gaps analysis data to officials to inform theirConsolidated Plans. Also, we hold PIT Town Halls in seven communities,presenting PIT results and discussing homelessness specific to eachcommunity.

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

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

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

geographic area.

Yes to both

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

Applicants must indicate whether the CoCensured local homelessness information is

communicated to Consolidated PlanJurisdictions within its geographic area so it

can be addressed in Consolidated Planupdates.

Yes



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

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

CoC protocols including those for coordinated entry and as part of the CoC’semergency transfer plan prioritize safety and incorporate trauma informed,victim centered services by requiring that providers (1) present options for safe housing; (2) provide shelter resources as needed;(3) encrypt household data; (4) enter data into an HMIS comparable database;and (5) refer clients to services through secure channels. Persons fleeingdomestic violence (DV) who present through Coordinated Entry System (CES)or at emergency shelters are referred immediately to the Domestic ViolenceHotline for assessment. If the assessment does not result in a referral to a DVshelter, the CES or agency will proceed with a standard assessment but willconsider prioritization and victimization in the assessment and needsevaluation. The CoC requires that intake staff who identify DV households (1)perform intake in private settings; (2) determine safety at the outset; (3) obtainminimal identifying information; (4) list only essential services in ROIs; (5) donot record data in HMIS; and (6) contact victim service providers or authorities.If safety is compromised every effort is made to relocate participants, and workwith local service providers and law enforcement to maintain participant safetyand provide clients with the ability to request transfer. CES is both traumainformed and victim centered with all participants. When client enters the CEsystem they agree to share information provided on the assessment given. Inthe RRH program, client completes a ROI to determine what information isshared and with whom. The client will either work with CoC’s Housing Navigatoror a provider that they were working with prior to entering the system: toencourage continuity of care. Any provider who has access to sensitiveinformation must first sign a confidentiality agreement before accessing clientinformation. All interactions with the client are client centered, safe andconfidential.

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

Applicants must describe how the CoC coordinates with victim servicesproviders to provide training, at least on an annual basis, for: 1. CoC area project staff that addresses safety and best practices (e.g.,trauma-informed, victim-centered) on safety and planning protocols inserving survivors of domestic violence; and 2. Coordinated Entry staff that addresses safety and best practices (e.g.,Trauma Informed Care) on safety and planning protocols in servingsurvivors of domestic violence.(limit 2,000 characters)

The CoC coordinates with victim service providers to provide training on an



annual basis for CoC area project staff, Coordinated Entry staff, and the generalpublic that addresses safety and best practices and is held in person; is postedon the website, shared in the HLC newsletter, on Facebook, and via email toencourage participation; and, held in a large meeting space where resourcesare offered to encourage participation and engage a wide array of participants.Video training pulled from HUD's website is sent out via email in addition to thein person training provided.

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

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

The regional domestic violence provider, Saving Grace, has just successfullyimplemented an HMIS-comparable database called Os-Soft built by OSNIUM,in partnership with the Oregon Coalition Against Domestic and Sexual Violence.Some specific features that make it VAWA compliant are the fact that the dataresides on the individual agency servers, and that it has the capacity to uploadreports in the required format directly to the appropriate portal for HUD fundreporting. Os-Soft is an HMIS/HUD comparable database, consistent with HMISData and Technical Standards and meeting HPRP reporting requirements. Thedatabase is equipped with both the ESG Caper and APR reports exportable inCSV format for uploading to the SAGE portal. Until this implementation step, theCoC has only had access to minimal data collected by Saving Grace on anagency-maintained spreadsheet. These new datasets will allow the CoC toidentify and adjust CoC grant programs to best support the various specialneeds within the larger population of persons experiencing domestic violence.The CoC anticipates that the following subpopulations may be impacted bydomestic violence differently: youth, LGTBQ youth and adults, elderly, veteransand race. Having consistent access to further universal data elements andinformation will give the CoC data-driven direction to increase coordination andprogram development. These data will help the CoC work across the region tobegin to address the identified gaps of the subpopulations and recruit providersto meet specific needs. The CoC will be able to attempt to relieve the shortageof resources by searching for alternate funding streams or developing newprojects with CoC funding to support the most vulnerable subpopulationsexperiencing domestic violence. These practices can then be translated acrossother subpopulations with intentional equity to serve all persons experiencingdomestic violence in our region.

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

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

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

homelessness at entry

PHA has General orLimited Homeless

Preference

PHA has a Preference forcurrent PSH programparticipants no longer

needing intensivesupportive services, e.g.,



Moving On

Central Oregon RHA dba Housing Works 29.00% Yes-HCV No

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

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

While there is a limited homeless preference at this time, pertaining only toMainstream HCVs, the CoC has been actively working to engage the PHA inconversation around general homeless admission preference adoption. Thoughthe PHA board has historically been opposed to new preferences, there is anindication in their most recent planning document that they are broadeningcurrent limited preferences. Presently, there is local preference for residents ofthe tri-county region and for single applicants, prioritizing singles who areelderly or disabled over other single applicants.Engagement of the PHA has included the maintenance of representation on theCoC board by the PHA, involving them in active governance of the CoC;meeting with the new CEO of the PHA within a month of hire to familiarize themwith the CoC and the work it does; and, through a special meeting on homelessissues. This meeting, convened by the CoC, and including three agenciesworking on homeless issues and the CEO and other representatives of thePHA, was to specifically understand the position of the staff and board onprioritization; to inquire on ways to partner and assist clients in applying and/orbeing prioritized on the waitlist; improving the annual opening of the waitlistprocess; and, to establish follow up meetings to ensure continued dialogue inhopes of implementing homeless admission preference.Additionally, the PHA has been actively engaged with the Central Oregon FUSEproject, with hopes they will emerge as a developer of a single site facility. ThePHA has committed to the provision of scattered sites in their units bydeveloping or converting a unit for this use. The CoC and PHA are also amongthe collaborative applicants and signers for a Technical Assistance grant andcohort for PSH sponsored by Oregon Housing and Community Services. All ofthese initiatives work to collaborate and further incorporate the PHA into themission, vision, and strategic plan of the CoC.

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

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

No



1C-5. Protecting Against Discrimination.

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

In order to ensure that the CoC is addressing all forms of discrimination throughits policies, programs, and actions, the CoC has adopted a Non-Discriminationpolicy in its' Governance Charter professing that the CoC is a non-discriminatory organization and does not discriminate in accordance with allstate and federal regulations. Additionally, the CoC Policies and Proceduresrequires that all services coordinated through the CoC be provided in a non-discriminatory fashion. The CoC and its' partners take all steps necessary toensure that services provided are non-discriminatory and require that all clientsshall be informed of their right to access services without discrimination, andtheir right to initiate a grievance process if they believe they have beendiscriminated against.All project applicants certify their compliance with the Fair Housing Act as partof their application for funding, which is reviewed as part of the CoC thresholdcriteria review.Finally, the CoC provides annual in-person trainings on the Fair Housing Actand how the Fair Housing Act can be used to address discrimination to any andall community members who may be of interest.The CoC has also ensured that community partners involved in the provision ofhousing in any form are aware of 24 CFR 5.105 (a)(2) and how provider-levelpolicies and procedures need to be revised to ensure compliance with thisregulation. Trainings related to Equal Access are announced at membershipmeetings and posted to the website. In conjunction, the ESG subgrantee servesas a Fair Housing and Equal Access resource for regional shelter providers thatreceive ESG funds.

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

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

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

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

Yes

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

Yes

*1C-6. Criminalization of Homelessness.

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



1. Engaged/educated local policymakers:X

2. Engaged/educated law enforcement:X

3. Engaged/educated local business leaders:X

4. Implemented communitywide plans:

5. No strategies have been implemented:

6. Other:(limit 50 characters)

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

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

In order to ensure the CoC Coordinated Entry System (CES) covers the entiretri-county region, the CoC has established ‘HUBs’ where homeless individualshave access to a trained assessor who can complete the assessment (SPDAT)with them and offer them resources. Fliers are posted at the HUB locations, andinformation about HUB’s is posted on the CoC website on the resource map,Coordinated Entry page, and calendar.The CES has demonstrated the ability to reach people who are least likely toapply for homelessness assistance through the development of relationshipswith and additional training provided for homeless service providers whoprovide street outreach services to the homeless. In addition to HUB’s,individuals can enter the Coordinated Entry System through their streetoutreach worker completing and entering the assessment in the system. Inaddition, the Coordinated Entry System is adding a referral form to the CoCwebsite that can be accessed from anywhere.As determined by the Assessment Tool and in accordance with the CoordinatedEntry Notice, CES prioritizes those with more severe service needs and highlevels of vulnerability first. In addition to prioritizing those most vulnerable, CESalso takes into account the challenging housing climate and limited housingprograms that exist in Central Oregon, along with the limited PSH capacity andprioritize individuals with higher acuity for RRH. In order to address these



community challenges, CES has implemented a tiered referral system inconjunction with the Assessment Tool for participants. Assessors at the HUBSwill refer participants to a shelter, housing programs, and other programs forother supports as needed at the time the assessments are completed.

The tiered guideline is as follows:No more than 75% of referrals scoring in the PSH range (as indicated above)will be made to one TBRA project that is below the PSH range within 30 days.



1D. Continuum of Care (CoC) Discharge Planning




1D-1. Discharge Planning Coordination.

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

Foster Care:X

Health Care:X

Mental Health Care:X

Correctional Facilities:X

None:



1E. Local CoC Competition

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



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

Applicants must indicate whether the CoC:

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

Yes

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

Yes

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

Did notreject orreduceanyproject

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

Yes

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

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

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

Yes

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

Yes

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

Yes



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

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

The CoC considered several performance measures directly related to theprovision of services provided by project applicants that address the severity ofneeds and vulnerabilities experienced by program participants during the ratingand ranking of projects. These included chronic homelessness, history ofdomestic violence, low or no income, current or past substance abuse, historyof victimization/abuse, and criminal histories. Further, the COC factoredwhether the project was the only of its kind the CoC’s geographic region servinga special homeless population or subpopulation.As part of the rating process the CoC scored projects based on the percentageof participants that were chronically homeless; the percentage of participantswho were fleeing domestic violence; and, the implementation of housing firstpolicies and processes, including serving clients with low or no income, currentor past substance use, history of victimization, and/or criminal histories. As partof the ranking process the HLC CoC Grants Committee also considered theseverity of needs and vulnerabilities prioritizing projects that were consistentwith community need, particularly that would be one of a kind, serving thechronically homeless or victims of human trafficking and at-risk youth.

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

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

Public Posting of Objective Review and RankingProcess

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

1. EmailX

1. EmailX

2. Mail 2. Mail



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

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

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

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

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

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

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

Reallocation: 1%

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

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

The written process for reallocation is guided by an overall CoC assessment ofexisting projects based on their performance, effectiveness in endinghomelessness, and alignment with community needs and priorities, that occursthrough the monitoring process. The CoC will evaluate projects each year butwill not mandate reallocation unless all involuntary reallocation criteria, outlinedin the written process, have been met. Renewal project applicants interested involuntarily reallocating should notify the CoC in writing of their intent. The CoCwill consider involuntary reallocation as appropriate and as necessary basedupon these criteria: 1) Projects that have significant findings through the CoCannual monitoring and 2) Projects with unspent funds in the most recentlycompleted funding cycle dependent upon the percentage of funds that wereunspent, the reasons for recapture, and a history of unspent funds. Involuntaryreallocation decisions will be presented to the CoC membership in a regularmeeting and require a formal vote. Projects in danger of involuntary reallocationwill be given the opportunity to improve their performance prior to reallocation.The HLC CoC Governing Board voted on and approved the reallocationprocess.The CoC posted the reallocation process to the HLC website and emailed allapplicants directly.Each project was evaluated on the following criteria based on data entered into



HMIS, the most recently submitted HUD APR, and the most recently submittedproject application: 1) System Performance Measures, 2) HMIS Data Quality,and 3) Expenditure of CoC grant funds, it was determined that no projects metthe criteria for involuntary reallocation. Had a project been deemed lowperforming and in need of reallocation, grants committee would have providedthe CoC governing board with rationale for reallocation. Any involuntarilyreallocated project would be provided notice and given an opportunity to submitan appeal with the governing board.



DV Bonus




1F-1 DV Bonus Projects.

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

included on the CoC Priority Listing:

No

Applicant Name DUNS Number

This list contains no items



2A. Homeless Management Information System(HMIS) Implementation

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



2A-1. HMIS Vendor Identification.

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

CoC Application and update the information ifthere was a change.

ServicePoint by Wellsky

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

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

Project TypeTotal Number of Beds

in 2019 HICTotal Beds Dedicated

for DV in 2019 HICTotal Number of 2019

HIC Beds in HMISHMIS Bed

Coverage Rate

Emergency Shelter (ES) beds 303 24 178 63.80%

Safe Haven (SH) beds 0 0 0

Transitional Housing (TH) beds 82 0 42 51.22%

Rapid Re-Housing (RRH) beds 65 0 65 100.00%

Permanent Supportive Housing (PSH) beds 157 0 19 12.10%

Other Permanent Housing (OPH) beds 6 0 0 0.00%

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

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



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

While the CoC bed coverage rate for emergency shelter, transitional housing,and permanent supportive housing is low, the CoC through the HMIScommittee’s quarterly meetings has identified several different strategies andsteps to increase it. The primary strategy the CoC will take over the course ofthe next month is to expand relationships with the agencies that do notparticipate in HMIS but who provide a large percentage of beds to identify whatexactly can be done to support participation in HMIS while understanding theagencies reticence to do so. To do that, the CoC has and will continue toevaluate the use of licenses, including HMIS license fees, with the goal ofreducing costs to increase participation from those agencies where the licensefees pose a burden that prevents their participation; will continue to meet andstrengthen the relationship with a large provider of emergency shelter andtransitional housing beds in the area reluctant to participate in or use publicfunding or publicly funded resources; organize and engage with new programsto increase HMIS participation among new providers and those who are notcurrently participating; and, develop streamlined training for HMIS to makeonboarding new programs and users seamless, eliminating any trainingsbarriers that may prevent new programs from engaging. This final step will alsoallow programs to do greater independent research during the trainings, whichwill be open to all interested parties, on how the system works, and for thosewho have been hesitant to test it, allow them the opportunity to see what it cando to support their programs without having to commit resources, alleviating anycost or other burden that may currently preventing participation.

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

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

Yes

*2A-4. HIC HDX Submission Date.

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

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

(mm/dd/yyyy)

04/29/2019



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




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

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

01/23/2019

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

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

04/29/2019

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

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

The CoC made two distinct changes to the methodology and data collectionbetween the 2018 and 2019 sheltered PIT counts. First, new emergencywarming shelters were operational for the 2019 PIT and were included for thefirst time. Additionally, the CoC implemented the use of a mobile survey appcreated by Counting.us in conjunction with the paper survey, entering the papersurveys into the app instead of HMIS, which resulted in some data incorrectlyentered into the app and/or estimates used to match questions in certain fieldssuch as length of time homeless and age ranges.The CoC also faced some technological challenges with coordinating with



Counting.us. The app was still in test mode for a few hours after counting hadbegun may have resulted in some missed entries. There were also issues withthe app stopping the survey when certain questions on locations wereanswered one way. In some instances the surveyor was not able to continuethe survey past this point. In cases where a paper survey was used, we wereable to get the application modified and surveyors went in and entered datafrom the paper survey after the count was completed. These errors have sincebeen corrected, with the missing data completed via either a paper survey orusing HUD’s data extrapolation tool.Even with these challenges the CoC was able to partner with the DeschutesCounty data analyst to distill raw data into useful presentations and reports forthe community and consolidated plan jurisdictions, and intends to use the app,as well as a updated paper survey for the 2020 PIT.The CoC plans to use this app, as well as an updated paper survey for the 2020PIT.

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

Applicants must select whether the CoCadded or removed emergency shelter,

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

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

count.

No

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

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

The CoC made two distinct changes to the methodology and data collectionbetween the 2018 and 2019 unsheltered PIT counts. First, the CoC broadenedoutreach efforts to engage more participants than in previous years, throughcommunity partners and team leaders, such as with the regional federallyqualified community health center who reviewed their homeless data andperformed outreach amongst participants. Additionally, the CoC implementedthe use of a mobile survey app created by Counting.us in conjunction with thepaper survey, entering the paper surveys into the app instead of HMIS, whichresulted in some data incorrectly entered into the app and/or estimates used tomatch questions in certain fields such as length of time homeless and ageranges.The CoC also faced some technological challenges with coordinating withCounting.us. The app was still in test mode for a few hours after counting hadbegun may have resulted in some missed entries. There were also issues with



the app stopping the survey when certain questions on locations wereanswered one way. In some instances the surveyor was not able to continuethe survey past this point. In cases where a paper survey was used, we wereable to get the application modified and surveyors went in and entered datafrom the paper survey after the count was completed. These errors have sincebeen corrected, with the missing data completed via either a paper survey orusing HUD’s data extrapolation tool.Even with these challenges the CoC was able to partner with the DeschutesCounty data analyst to distill raw data into useful presentations and reports forthe community and consolidated plan jurisdictions, and intends to use the app,as well as a updated paper survey for the 2020 PIT.The CoC plans to use this app, as well as an updated paper survey for the 2020PIT.

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

Applicants must:

Indicate whether the CoC implementedspecific measures to identify youth

experiencing homelessness in their 2019 PITcount.

Yes

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

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

The CoC has inherently included stakeholders serving youth across our region.The Family Access Network Advocates and the McKinney-Vento HomelessLiaisons across all five school districts participate in the PIT count annually. TheBend-LaPine School District Homeless Liaison has participated as aCommunity Lead for the last five years. The CoC also leans into the regionalyouth service provider, J Bar J Youth Services/Cascade Youth and FamilyCenter, to participate in both planning and implementation of the annual PITcount with a youth-specific strategy. One of the strategies embraced by thisprovider was utilizing the mobile application as a significant data collection toolso youth would actually be more responsive. This is due to technology being afoundational element of their culture. Additionally, this provider is a recipient ofRHY Street Outreach funding so they are out engaging with homeless youthacross our region regularly and have solid knowledge around where theunsheltered youth populations congregate. They spearheaded the PIT effortstargeted at counting youth experiencing homelessness in our region. Thepartner agency did not involve youth in surveying other youth during the PITcount efforts but that was a part of the PIT Committee debrief conversation. Thebasis of that discussion and planning for this coming 2020 PIT Count is thatpeers come with inherent trust and by engaging youth as surveyors, youth are



more likely to participate in the process and provide impactful data. Thisstrategy will be implemented for the 2020 Count.

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

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

The CoC implemented several actions in its 2019 PIT count to better countindividuals and families experiencing chronic homelessness, families withchildren experiencing homelessness, and veterans experiencing homelessness.For all populations the CoC added the mobile app with the desire to improveaccuracy, consistency, and speed of data collection thereby reducing problemswith legibility of written survey forms and incomplete forms; instituted training ondata collection at an earlier date; and, worked to improve retention amongstvolunteers responsible for collecting data, particularly those like the FamilyAccess Network and Veteran Outreach Volunteers with previously developedrelationships with the target populations.Additional actions implemented to better ensure an accurate PIT count includedan additional community hosting a community event to attract potentialindividuals who are chronically homeless, increasing the number of events totwo; and, further collaboration with the Confederated Tribes of Warm Springs,who provided needed incentives and engaged in the planning of the PIT, duringthe county, and in presenting data and discussing homelessness in theircommunity, including the number of families that are precariously housed. The CoC may have seen a drop in some respondents in this area due tomistrust of the survey and its intent. In 2018 a major sweep occurred at one ofthe camping areas, and some residents associated that sweep with havingparticipated in a homeless survey. We received reports from street outreachpartners that validated this concern. Going forward the CoC will continue to lookfor ways to improve the PIT count including by providing additional training forvolunteers using video on demand technology, as well as using the nowdeveloped Veterans By Name List for outreach before and during the count.



3A. Continuum of Care (CoC) SystemPerformance




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

Applicants must:

Report the Number of First Time Homeless as Reported in HDX. 887

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

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

The CoC uses the VI-SPDAT tool to assess participants at CES hubs,identifying how long clients have been experiencing homelessness and identifythose persons experiencing homelessness for the first time. With a tri-countyarea that encompasses rural, semi urban, urban, and tribal territories, the CoCleverages partnerships as a strategy to address individuals and families at riskof homelessness. In implementing this strategy, the CoC collaborates andengages with service providers to deliver services to individuals and families atrisk of becoming homeless. While the service delivery mechanisms are specificto the individual agency’s mission, they consist of several collaborative activitiesimplemented across the CoC. This includes adding precariously housed



families and individuals identified as at risk of becoming homeless in the PITcount; ensuring that assessors at CES hubs have access to the CAA rentalassistance application for homeless prevention; developing partnershipsbetween the CoC agencies and the McKinney Vento advocates in the schools.The CoC collaborates with the Regional Federally Qualified Health Center toscreen for living situation as part of their community health worker services, andprovide CAA rental assistance application and housing search assistance whenwarranted; collaborated with regional youth service provider to implementmediation strategies to allow youth to transition back into their family orhousehold to avoid entering homelessness; collaborated with regional legal aidprovider to prioritize housing stability through referrals and eviction defense;and ensured that executive committee of the CoC works with Coordinated EntrySystem Coordinator identifying issues, improvements, or additional steps thatcould be made to improve the system or services.The executive committee and CES coordinator are responsible for the CoC’sstrategy to reduce the number of individuals and families experiencinghomelessness for the first time.

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

Applicants must:

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

61

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

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

The CoC’s strategy engages several complementary activities includingexpedited assessment and referrals through Coordinated Entry (CE); use VI-SPDAT to prioritize individuals for housing assistance through CoC PHprograms, identifying length of time since a person has had stable housing andnumber of homeless episodes in last three years; initiating contact withhouseholds eligible for specific housing types and matching them to appropriateprovider; offering training and tools to agencies and communities, including onFair Housing, on an ongoing basis; and, utilizing Housing Navigators (HN) in theCE hubs to assist person in preparing to apply for housing, helping to eliminatebarriers and educate clients in what is required, and how they can improve theirodds of getting approved for housing. The CoC’s strategy has changed theservices landscape by ensuring CE and Housing First language areincorporated into planning, conversations, and funding requests; establishinglinkages between shelters and RRH programs, emphasizing importance of CEand Housing First; implementing client centered, trauma informed practice of



assigning clients to providers they have a prior relationship with to maintaincontinuity of service provision; ensuring the CoC works with service providersand local government to create housing opportunities and advocate for aHousing First system; implementing discussions on a Frequent Users SystemsEngagement project; and, joining a regional collective impact program,“Housing for All,” that will study gaps and provide education and analysis ofexisting housing across the spectrum, including for households experiencinghomelessness.The CoC identifies and houses persons with longest lengths of timehomelessness based on assessment score, and CES case conferencing.The Executive Committee and Coordinated Entry System Coordinator,Coordinated Entry Committee Chair, CES Committee and Housing Navigatorare responsible for overseeing the strategy.

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

Applicants must:

Percentage

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

37%

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

91%

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

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

The CoC’s strategies to increase retention rates and exits to permanentdestinations start with identifying barriers to housing. The CoC is intentional inreviewing successful program strategies and best practices to help supportparticipants in addressing and overcoming barriers. These strategies and



solutions are regularly presented at the monthly membership meetings whichare attended by service providers. One of the largest barriers to successful exitsand retention is lack of available housing in the region, compounded byincreasing rental amounts. CoC board representatives visited a homelessservice provider to learn their best practices around landlord engagement andretention. The goal of this visit was to glean information around how to benefitpotential participants with high barriers by developing other housing options andsupports to increase retention at exit. Other approaches, currently underdevelopment are diversion to circumstances where the household had supportand security and creative alternate housing situations including living with familyand friends, or identifying roommate situations.The CoC has also been intentional in advocating for a homeless preference forthe Housing Choice Voucher program with our regional housing authority,Housing Works. We have fully supported the efforts by Central Oregon FUSE toimplement a Housing First Permanent Supportive Housing program to increasepermanent housing options for our most vulnerable populations. This includesreallocation of CoC funds to begin a new project for Central Oregon FUSE. TheCoC leadership signed onto and participated in a statewide initiative to houseVeterans. This effort helped the CoC to develop strategies that translate intomore housing options by engaging the business communities, the electedofficials and housing developers to expand housing options in our region. CoC’sExecutive Committee in cooperation with the board and committee chairs areresponsible for all efforts.

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

Applicants must:

Percentage

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

12%

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

4%

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

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

The CoC has implemented an overall strategy of increased monitoring and dataanalysis to identify individuals and persons in families who return tohomelessness. This has included, the CoC’s membership board and executivecommittee reviewing system performance measures at regular intervals and atthe request of the HMIS committee and using the data to inform program



decision making, specifically looking at the number of households returning tohomelessness and making concerted efforts to make changes that addressgaps; adding staff roles including paid staff positions to support CoordinatedEntry and Housing Navigation; and, beginning to develop landlord relationshipsand regional awareness of housing issues.Again, in order to reduce the rate of additional returns to homelessness the CoChas implemented an overall strategy of increased monitoring and data analysis.These increases in monitoring and data analysis will allow the CoC to adaptprograms and services, addressing return to homelessness issues before theyoccur. The HMIS Committee, and the CoC’s Executive Committee in cooperation withthe board and lead agency are responsible for the CoC’s strategy to reduce therate of individuals and persons in families returning to homelessness.

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

Applicants must:

Percentage

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

30%

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

8%

3A-5a. Increasing Employment Income.

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

The CoC’s strategies to increase employment income includes referrals flowbetween CoC grantees and employment resources such as DeschutesCounty’s Supportive Employment Program, WorkSource, and GoodwillIndustries employment services; provision of outreach to partners who canconnect clients to organizations that increase their employment income;partnerships between an employment agency and two shelters, allowing clientsto list shelter addresses on applications; and, the implementation of day laborsites at shelters, providing residents with access to additional employmentincome from day labor opportunities.The CoC’s strategies to increase access to employment includes the provisionof support programs through training, technical assistance, and referral tomainstream employment agencies; having organizations present at HLCmonthly membership meetings about their programs strategies and solutions;



and, the operation of Stand-down events by one of the CoC funded projects.The CoC works with the Central Oregon Intergovernmental Council (COIC), aWorkSource partner who offers job search and placement, and aids inregistration into Oregon’s iMatch Employment department system; and, theTANF’s JOBS program which helps clients find work through partnerships withbusinesses and volunteer opportunities to help individuals and families increasetheir cash income.The CoC’s Executive Committee oversees the strategy to increase jobs andincome from employment.

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

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

The CoC’s strategies to increase non-employment cash income includes joband income growth center on SOAR training; CoC monitoring of SOAR training,and the requirement of training for agencies conducting coordinated entryassessments; and, the inclusion of financial literacy into shelter and housingprograms starting with the lead agency and expanding to other CoC memberagencies.The CoC’s strategy to increase access to non-employment cash sourcesincludes having a SOAR trained licensed social worker available to help shelterresidents with mainstream benefits applications; having a local law firm staff acertified assistor for social security application; having a local disability rightsorganization support the social security (SSI) application process; and, having aDHS presentation at general membership meetings to discuss the GeneralAssistance Program to ensure that all CoC member agencies have a basicknowledge of available non-employment cash sources.The CoC’s Executive Committee is responsible for overseeing the strategy toincrease non-employment cash income.

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

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

The CoC promoted partnerships and access to employment opportunities withprivate employers and private employment organizations through Stand-downs;participation as a sponsor of Operation Welcome Home, focusing energy on



ending veteran homelessness; supporting CoC grantees in hosting events forshelter populations, such as the Bethlehem Inn, where shelter residents haveaccess to resources to improve their employment and employment income (i.e.resume building workshops, mock interviews, etc.); and, promoting GoodwillJob connection hiring events.The CoC is working with public and private organizations to provide meaningful,education and training, on the job training, internships, and employmentopportunities through invitation and hosting of employment agencies andopportunities at regional and local resource fairs; identifying communitypartners, like staffing agencies, who offer employment assistance and can offeradditional services permanent supportive housing residents may need; and,increasing youth focused efforts to help youth gain job skills.

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

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

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

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

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

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

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

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

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

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

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

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

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

05/29/2019



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




3B-1. Prioritizing Households with Children.

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

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

2. Number of previous homeless episodesX

3. Unsheltered homelessnessX

4. Criminal HistoryX

5. Bad credit or rental historyX

6. Head of Household with Mental/Physical DisabilityX

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

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



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

The CoC’s strategy to expedite housing for families with children centers onCoordinated Entry. CE identifies and prioritizes families with children within 30days of homelessness, connecting them to housing and ancillary services. CEprioritizes families for diversion or housing placement based on vulnerabilityfactors (length of time homeless, disabilities, DV). Outreach also identifiesfamilies. We project gains as we improve CE implementation. Central Oregon’stight rental market poses serious barriers to meeting the 30-day housingtimeline. To re-house families faster, we use ESG for street outreach andshelter; stress housing first; and ask providers not to screen out families. Havingmet our goal of hiring a Housing Navigator, plans now focus on landlordoutreach and symposiums, a landlord hotline and partnerships with developers.Dialogues continue with the Regional Housing Authority (RHA) regardingprioritizing Housing Choice Voucher or Project-Based Vouchers for families.The RHA does not prioritize homeless households but does offer some setaside units for RRH households with children and other subpopulations such asmental health and domestic violence survivors. To help family households retainhousing, the CoC stresses case management that focuses on self-sufficiencygoals, connecting clients to services and helping clients increase income as wellas benefits.The CoC’s Executive Committee oversees strategy.

3B-1b. Antidiscrimination Policies.

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

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

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

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

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

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



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

1. Unsheltered homelessness Yes

2. Human trafficking and other forms of exploitation Yes

3. LGBT youth homelessness Yes

4. Exits from foster care into homelessness Yes

5. Family reunification and community engagement Yes

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

Yes

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

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

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

2. Number of Previous Homeless EpisodesX

3. Unsheltered HomelessnessX

4. Criminal HistoryX

5. Bad Credit or Rental HistoryX

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

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

The CoC’s strategy to increase housing and services for all youth experiencinghomelessness involves supporting the expansion of services provided by ourregional youth provider, J Bar J Youth Services. In the FY2016 Competition

before starting the coc application · the coc notified the public that is was accepting project...

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