Metropolitan Denver Homeless Initiative 2013 NOFA Preparation Meeting May 2, 2013

2 Welcome Agenda Welcome and introductions HUD Continuum of Care Role of CoC entities Annual Performance Report (APR) & NOFA 2012 Notice of Funding Availability (NOFA) process 2013 Notice of Funding Availability (NOFA) process What does this mean for our continuum of care? Next steps

3 Today’s Objectives Attendees will:  Understand the duties and responsibilities of the CoC moving forward  Understand what HUD expects from the community  Provide feedback on the 2012 CoC Competition process  Learn about the 2013 CoC NOFA planning process

4 MDHI’s Mission To coordinate and support the Denver Metro Continuum of Care (CoC) to ensure the most efficient and effective services to reduce homelessness in the seven-county region

5 The Continuum of Care

6 Definition of CoC The group organized to carry out the responsibilities required…that is composed of representatives of organizations, including nonprofit homeless providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, organizations that serve homeless and formerly homeless veterans, and homeless and formerly homeless persons to the extent these groups are represented within the geographic area and are available to participate.

7 The CoC Who is actively involved in the CoC? Is there diverse representation reflected in the membership in the CoC? Who does the CoC serve? Subpopulations served in your community?

8 The CoC (cont.) What are the needs of the community? Gaps analysis Point-in-Time Count (PIT) Housing Inventory Chart (HIC) What is the governance structure of the CoC? Describe the processes in place that provides for a coordinated, inclusive, and outcome-oriented community process Describe how the CoC consults with, monitors, and reports on the status of ESG recipients in the CoC’s jurisdiction

9 The CoC (cont.) How does the CoC operate? Are the processes described in written documents that are approved by the CoC Are there committees, subcommittees, and workgroups Is there a governance charter with the HMIS lead agency Is there a centralized or coordinated assessment system in the jurisdiction; if not, what is the CoC doing to comply with this requirement

10 The CoC (cont.) How well is the CoC accomplishing HUD’s objectives? Objective 1: Create new permanent housing beds for chronically homeless persons. Objective 2: Increase the percentage of participants remaining in CoC-funded permanent housing projects for at least six months to 80 percent or more Objective 3: Increase the percentage of participants in CoC-funded transitional housing that move into permanent housing to 65 percent or more.

11 The CoC (cont.) Objective 4: Increase the percentage of participants in all CoC-funded projects that are employed at program exit to 20 percent or more. Objective 5: Increase the percentage of participants in all CoC-funded projects that obtained mainstream benefits at program exit to 20 percent or more. Objective 6: Decrease the number of homeless households with children.

12 The CoC (cont.) Objective 7: Intent of the CoC to reallocate Supportive Services Only (SSO), Transitional Housing (TH) projects, or Permanent Housing (PH) projects, including rental assistance (S+C) that may be under-performing to create new Permanent Housing (PH) projects.

Annual Performance Reports APR

APRs Must Be Generated from HMIS The HMIS generated APR should be compared to your agency database or your agency’s manual roster The APR should be reviewed along-side an APR detail report In order for an APR to accurately reflect the work your agency is doing, your HMIS data quality needs to be complete, timely and accurate

Top Areas to Review to Ensure a Successful APR Submission 1.Program Participant Numbers (Questions 8 and 9) Family Composition Stayers and Leavers (Question 7, 21a2, 21b2) Services 2.Interim Assessment/Annual Assessment 3.Data Quality (Question 7) Note: when you fix issues that you find when reviewing Q7, that will eliminate issues throughout the APR Work to complete don’t know/refused when possible Entering data within five days of program entry, program exit, or providing a service is the standard set for our CoC

Top Areas to Review to Ensure a Successful APR Submission 4. Eligibility Compare grant contract to relevant sections of APR For example: Homeless status (Question 20a) Disability (Question 18a, 18b) Income (Questions 23, 24, 25) Length of participation in program (Question 27) 5. Performance Measures Compare grant contract to relevant sections of APR Review APR against HUD identified CoC strategic objectives

HUD Identified CoC Strategic Objectives Objective 1: Create new permanent housing beds for chronically homeless persons. Objective 2: Increase the percentage of participants remaining in CoC-funded permanent housing projects for at least six months to 80 percent or more. Objective 3: Increase the percentage of participants in CoC- funded transitional housing that move into permanent housing to 65 percent or more. Objective 4: Increase percentage of participants in all CoC-funded projects that are employed at program exit to 20 percent or more.

CoC Strategic Planning Objectives (con’t) Objective 5: Increase the percentage of participants in all CoC-funded projects that obtained mainstream benefits at program exit to 20% or more. Objective 6: Decrease the number of homeless individuals and families. Objective 7: Intent of the CoC to reallocate Supportive Services Only (SSO) and Transitional Housing (TH) projects to create new Permanent Housing (PH) projects.

Reviewing and Submitting Your APR Review and correct APR as detailed above Review final APR with agency and program leadership Enter APR into e-SNAPS NOTE: Grantees with sub-recipients should ensure quality APR’s of sub-recipients

HMIS Help Desk

21 Overview of the Application Process HUD Changes MDHI

22 New terminology CoC Program (SHP, SPC, SRO) Collaborative Applicant (Lead Agency) CoC Application (Exhibit 1) Project Application (Exhibit 2) Project (Program) Recipient, subrecipient (Grantee or Applicant, Project Sponsor)

23 What was different in 2012 competition? Administrative costs were increased Other changes in Administrative costs Eligible costs Rental Assistance versus Leasing Administration of Rental Assistance Reallocation Tier 1 / Tier 2 Planning grants / UFA Match

24 Project Budget Changes Changes in budget line items this year Administrative costs Supportive services costs Operating costs

25 Administrative Costs 2% increase 3% additional allowed Eligible costs (§578.59) Former SPC administrative costs Match required on administrative costs for the first time

26 Rental Assistance vs. Leasing Completed in the GIW process Rental Assistance Lease is between the participant and the landowner Administrator needed for certain types of projects Leasing Lease is between the recipient or subrecipient and the landowner

27 Rental Assistance Administration Eligible costs Issuing checks to land owners HQS Costs to administer are eligible costs within the RA line item Who is eligible to administer Former SPC (no significant project changes) The CoC regulations, at 24 CFR (b) require rental assistance to be administered by a State, unit of general purpose local government, or a public housing agency

28 Reallocation The shifting of funds in whole or part from existing projects to create one or more permanent supportive housing projects, rapid re-housing projects or dedicated HMIS projects without decreasing the CoC’s annual renewal demand SSO projects can be reallocated to create a new SSO coordinated or centralized assessment project New projects created by reallocation will be conditionally funded before other types of new projects so long as they meet the eligibility and project quality thresholds established by HUD

29 Questions?????

30 MDHI 2012 CoC Competition MDHI Timeline Scoring tool Ranking process

31 MDHI’s Review Process 2012 NOFA Process Applications were reviewed based on the NOFA Review focused on what was turned in and not other documents Scored N/A if the category didn’t apply to the project

32 So how much funding did the CoC receive?

33 Tier 1 / Tier 2 MDHI Final Pro Rata Need (FPRN) - $15,581,500 MDHI Annual Renewal Demand (ARD) - $15,581,500 ARD less 3.5% - $15,036,148

34 MDHI CoC Tier 1 Renewals awarded $14,821,672

35 MDHI CoC Tier 2 / New Awards Announcement May 2013

36 What does HUD review in addition to Application? Project Renewal Threshold HUD reviews information in Line Of Credit Control System (LOCCS); Annual Performance Reports (APR); and information provided by local Field Office monitoring reports Project performance against plans and goals Timeliness standards, including expenditure of grant funds Performance in assisting program participants to achieve and maintain independent living and record of success History of serving ineligible participants History of expending funds on ineligible costs

37 In 2012 What did we do right? How might we improve?

38 What do we expect in 2013?

MDHI NOFA Planning Process May 2, 2013NOFA applicant dialogue May 2013Identify community members to serve on NOFA review committee May 16, 2013CoC Regional Planning committee meeting June 6, 2013CoC Regional Planning committee meeting June 12, 2013Convene NOFA committee June 13, 2013MDHI Board meeting: Update on 2O13 NOFA planning process June , 2013Facilitate community meetings to identify priorities June 26, 2013CoC Regional Planning committee meeting June 24, 2013NOFA committee meeting

40 NEXT STEPS Convene Regional Planning Committee Develop recommendations for 2013 process Form review committee

41 Thank you Complete evaluation Indicate interest in serving on Regional Planning Committee

42 Contact Information Kate Lyons, ICF International Sharan London, ICF International