FY 2015 TX 503 CoC Application

Transcription

Applicant: Austin/Travis County COC
Project: TX-503 CoC Registration FY2015
TX-503
COC_REG_2015_121928
Before Starting the CoC Application
The CoC Consolidated Application is made up of two parts: the CoC Application and the CoC
Priority Listing, with all of the CoC's project applications either approved and ranked, or rejected.
The Collaborative Applicant is responsible for submitting both the CoC Application and the CoC
Priority Listing in order for the CoC Consolidated Application to be considered complete.
The Collaborative Applicant is responsible for:
- Reviewing the FY 2015 CoC Program Competition NOFA in its entirety for specific application
and program requirements.
- Using the CoC Application Detailed Instructions for assistance with completing the application
in e-snaps.
- Answering all questions in the CoC Application. It is the responsibility of the Collaborative
Applicant to ensure that all imported and new responses in all parts of the application are fully
reviewed and completed. When doing so, please keep in mind that:
- This year, CoCs will see that a few responses have been imported from the FY 2013/FY 2014
CoC Application. Due to significant changes to the CoC Application questions, most of the
responses from the FY 2013/FY 2014 CoC Application could not be imported.
- For some questions, HUD has provided documents to assist Collaborative Applicants in filling
out responses.
- For other questions, the Collaborative Applicant must be aware of responses provided by
project applicants in their Project Applications.
- Some questions require that the Collaborative Applicant attach a document to receive credit.
This will be identified in the question.
- All questions marked with an asterisk (*) are mandatory and must be completed in order to
submit the CoC Application.
For Detailed Instructions click here.
FY2015 CoC Application
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1A. Continuum of Care (CoC) Identification
Instructions:
For guidance on completing this form, please reference the FY 2015 CoC Application Detailed
Instructions, the CoC Application Instructional Guides and the FY 2015 CoC Program NOFA.
Please submit technical questions to the HUDExchange Ask A Question.
1A-1. CoC Name and Number: TX-503 - Austin/Travis County CoC
1A-2. Collaborative Applicant Name: Ending Community Homelessness Coalition, Inc.
1A-3. CoC Designation: CA
1A-4. HMIS Lead: Ending Community Homelessness Coalition, Inc.
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1B. Continuum of Care (CoC) Engagement
Instructions:
1B-1. From the list below, select those organizations and persons that
participate in CoC meetings. Then select "Yes" or "No" to indicate if CoC
meeting participants are voting members or if they sit on the CoC Board.
Only select "Not Applicable" if the organization or person does not exist in
the CoC's geographic area.
Organization/Person
Categories
Votes,
including
electing
CoC Board
Participates
in CoC
Meetings
Sits on
CoC Board
Local Government Staff/Officials
Yes
Yes
Yes
CDBG/HOME/ESG Entitlement Jurisdiction
Yes
Yes
Yes
Law Enforcement
Yes
Yes
No
Local Jail(s)
Yes
Yes
Yes
Hospital(s)
Yes
Yes
Yes
EMT/Crisis Response Team(s)
Yes
Yes
Yes
Mental Health Service Organizations
Yes
Yes
Yes
Substance Abuse Service Organizations
Yes
Yes
Yes
Affordable Housing Developer(s)
Yes
Yes
Yes
Public Housing Authorities
Yes
Yes
Yes
CoC Funded Youth Homeless Organizations
Yes
Yes
Yes
Non-CoC Funded Youth Homeless Organizations
Yes
No
No
School Administrators/Homeless Liaisons
Yes
Yes
No
CoC Funded Victim Service Providers
Yes
Yes
Yes
Non-CoC Funded Victim Service Providers
No
No
No
Street Outreach Team(s)
Yes
Yes
Yes
Youth advocates
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
Faith Based Organization
Yes
Yes
Yes
Veteran Organizations
Yes
Yes
Yes
Private Funders
Yes
Yes
Yes
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1B-1a. Describe in detail how the CoC solicits and considers the full range
of opinions from individuals or organizations with knowledge of
homelessness in the geographic area or an interest in preventing and
ending homelessness in the geographic area. Please provide two
examples of organizations or individuals from the list in 1B-1 to answer
this question.
(limit 1000 characters)
The CoC enlists opinions from orgs, individuals & clients from across the CoC’s
geographic area at its semi-annual mtgs, monthly workgroup meetings & by
engaging in social media. ECHO, the COC lead, welcomes input at work group
meetings addressing: permanent housing,outreach, Veterans, CoC planning,
coordinated assessment & data. SafePlace, the primary domestic violence
provider & LifeWorks, the local RHY recipient, participate on the CoC Board, &
in HMIS, Housing & COC workgroups keeping the CoC apprised of issues &
trends impacting their populations. ECHO staff participate in other community
meetings that address local needs related to affordable housing, veterans, reentry services & community healthcare. At these meetings, staff solicit
information about how homelessness and COC strategies impact their sector, &
seek collaboration to end homelessness. Staff are available to make
presentations to faith based groups, answer media inquiries & stay connected
across the community.
1B-1b. List Runaway and Homeless Youth (RHY)-funded and other youth
homeless assistance providers (CoC Program and non-CoC Program
funded) who operate within the CoC's geographic area. Then select "Yes"
or "No" to indicate if each provider is a voting member or sits on the CoC
Board.
Youth Service Provider
(up to 10)
RHY
Funded?
Participated as a Voting
Member
in at least two CoC
Meetings
within the last 12 months
(between October 1, 2014
and November 15, 2015).
Sat on the CoC Board as
active
member or official at any
point
during the last 12 months
LifeWork/Youth and Family Alliance
Yes
Yes
Yes
OutYouth Austin
No
No
No
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1B-1c. List the victim service providers (CoC Program and non-CoC
Program funded) who operate within the CoC's geographic area. Then
select "Yes" or "No" to indicate if each provider is a voting member or sits
on the CoC Board.
Victim Service Provider
for Survivors of
Domestic Violence (up to 10)
Sat on CoC Board
as active member or
official at any point during
the last 12 months
Participated as a Voting Member
in at least two CoC Meetings
within the last 12 months
SafePlace
Yes
Yes
Asian Family Support Services of Austin
No
No
Green Doors
Yes
No
1B-2. Does the CoC intend to meet the timelines for ending homelessness
as defined in Opening Doors?
CoC has
established
timeline?
Opening Doors Goal
End Veteran Homelessness by 2015
Yes
End Chronic Homelessness by 2017
Yes
End Family and Youth Homelessness by 2020
Yes
Set a Path to End All Homelessness by 2020
Yes
1B-3. How does the CoC identify and assign the individuals, committees,
or organizations responsible for overseeing implementation of specific
strategies to prevent and end homelessness in order to meet the goals of
Opening Doors?
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To implement Opening Doors, the CoC has expanded capacity & has created
additional task groups to address specific initiatives. The CoC Board is
ultimately responsible for overseeing implementation of all ending
homelessness strategies and approves any initiative specific policies such as
veteran preference, HUD Prioritization Policy for Persons Experiencing Chronic
Homelessness and others.ECHO Staff informs workgroups, which make
recommendations to CoC Board (e.g., CoC launched staff meetings of
Coordinated Assessment (CA) across agencies, the Austin Homeless Veterans
Initiative meets weekly to address veteran homelessness, etc). The CoC held
the first Youth Count in 2015 & will create a Youth and Family Homelessness
Task group for 2016.The current CA, PSH and newly formed RRH Committees
will focus on ending chronic homelessness. ECHO staff will do strategic
planning in Dec. 2015 to ensure the structure is in place to meet the Opening
Doors goals.
1B-4. Explain how the CoC is open to proposals from entities that have
not previously received funds in prior CoC Program competitions, even if
the CoC is not applying for any new projects in 2015.
Throughout the year, ECHO invites organizations interested in bidding to attend
ECHO & CoC meetings. On May 15th 2015, to prepare potential new
applicants, ECHO provided an orientation to the NOFA process & its general
requirements which was open and advertised via ECHO website & community
list-serves. Throughout the year, ECHO staff provide orientations to the NOFA
process to interested providers & HMIS staff set up organizations who are
interested in participating in the HMIS system. On the date the NOFA was
announced, the CoC informed the community of the availability of CoC funds
through the ECHO website and emails to CoC members, and announcements
about the application process at meetings. A bidders’ conference was held on
September 28, 2015 for all interested parties to answer questions about the
FY2015 NOFA requirements & process. CoC considers applicants previous
performance, financial capacity and alignment with community priorities.
1B-5. How often does the CoC invite new Semi-Annually
members
to join the CoC through a publicly available
invitation?
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1C. Continuum of Care (CoC) Coordination
Instructions:
1C-1. Does the CoC coordinate with other Federal, State, local, private and
other entities serving homeless individuals and families and those at risk
of homelessness in the planning, operation and funding of projects? Only
select "Not Applicable" if the funding source does not exist within the
CoC's geographic area.
Coordinates with
Planning, Operation
and Funding of
Projects
Funding or Program Source
Housing Opportunities for Persons with AIDS (HOPWA)
Yes
Temporary Assistance for Needy Families (TANF)
No
Runaway and Homeless Youth (RHY)
Yes
HeadStart Program
No
Other housing and service programs funded through
Federal, State and local government resources.
Yes
1C-2. The McKinney-Vento Act, as amended, requires CoCs to participate
in the Consolidated Plan(s) (Con Plan(s)) for the geographic area served
by the CoC. The CoC Program interim rule at 24 CFR 578.7(c)(4) requires
that the CoC provide information required to complete the Con Plan(s)
within the CoC’s geographic area, and 24 CFR 91.100(a)(2)(i) and 24 CFR
91.110(b)(1) requires that the State and local Con Plan jurisdiction(s)
consult with the CoC. The following chart asks for information about CoC
and Con Plan jurisdiction coordination, as well as CoC and ESG recipient
coordination.
CoCs can use the CoCs and Consolidated Plan Jurisdiction Crosswalk to assist in answering
this question.
Numbe Percen
r
tage
Number of Con Plan jurisdictions with whom the CoC geography overlaps
2
How many Con Plan jurisdictions did the CoC participate with in their Con Plan development process?
2 100.00
%
How many Con Plan jurisdictions did the CoC provide with Con Plan jurisdiction level PIT data?
2 100.00
%
How many of the Con Plan jurisdictions are also ESG recipients?
2
How many ESG recipients did the CoC participate with to make ESG funding decisions?
2 100.00
%
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How many ESG recipients did the CoC consult with in the development of ESG performance standards and
evaluation process for ESG funded activities?
2 100.00
%
1C-2a. Based on the responses selected in 1C-2, describe in greater detail
how the CoC participates with the Consolidated Plan jurisdiction(s)
located in the CoC's geographic area and include the frequency, extent,
and type of interactions between the CoC and the Consolidated Plan
jurisdiction(s).
There are 3 jurisdictions in TX-503 CoC that have consolidated plans: The City
of Austin (CoA), Travis County (TC) & the City of Pflugerville (Pf), which was
added to the CoC in FY2015. CoA & TC staff 1)Use HMIS & annual homeless
count data to complete their consolidated plans, 2) Include ECHO strategies to
address homelessness, 3)have reps that serve on the Membership Council, the
CoC Board, which meets monthly, 4) have reps that serve on the Independent
Review Team to review NOFA applications, 5) encourage CoC members to
testify at public hearings on the consolidated plans & annual action plans, & 6)
participate in HMIS & PSH Finance committees. CoA staff also participate in a
monthly housing work group. ECHO spends a minimum 4 hrs per month with
CoA consolidated planning staff & 2 hours per month with TC staff. ECHO has
reached out to Pf to become more engaged in their consolidated planning
process. Pf did use CoC data in their latest consolidated plan.
1C-2b. Based on the responses selected in 1C-2, describe how the CoC is
working with ESG recipients to determine local ESG funding decisions
and how the CoC assists in the development of performance standards
and evaluation of outcomes for ESG-funded activities.
The CoC works closely with both the City of Austin (CoA) ESG program and
state ESG, which is administered through LifeWorks, (youth agency) to
determine local funding. During development of the CoA annual Action Plan,
HHSD Community Based Resources Unit staff engages with members of
ECHO to gather information that informs decisions on ESG allocations,
performance standards, & evaluation outcomes. Funding decisions for both the
state and CoA are based on the PIT & HMIS data, CoC community priorities
and ECHO 10 Year Plan to End Community Homelessness. Both City and State
ESG funding is focused on rapid re-housing, which is a CoC priority (e.g., funds
support landlord recruitment). All ESG-funded programs use HMIS & all ESG
recipients are CoC members. CoC and CoA staff are revising ESG performance
standards and reporting methodology. The CoA ESG staff have taken an active
role in the development of coordinated assessment and participate in the HMIS
committee.
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1C-3. Describe the how the CoC coordinates with victim service providers
and non-victim service providers (CoC Program funded and non-CoC
funded) to ensure that survivors of domestic violence are provided
housing and services that provide and maintain safety and security.
Responses must address how the service providers ensure and maintain
the safety and security of participants and how client choice is upheld.
SafePlace (SP), our primary DV provider (hotline, shelter, transitional & PSH) &
Green Doors (PSH to DV families referred by SP), both participate on CoC
planning, HMIS, & Housing workgroups, & use a comparable data base.
Scenario A: First step in the Coordinated Assessment, the homeless assistance
provider asks if in DV crisis. If yes, referred to SP crisis hotline or 9-11 and offer
client choice to enter into HMIS anonymously. If not a crisis, CA refers clients to
SP, GreenDoors, & others based on housing need & client choice. Scenario B:
SP’s Supportive Housing Program provides transitional housing &
comprehensive, voluntary support services designed for survivors of domestic &
sexual violence. Clients at both orgs work w/ case mngrs to create safety plans
including emergency procedures; the physical infrastructure is strategically
designed, well-maintained & well-lit, with staff responding promptly to service
requests. Both orgs make referrals to outside providers.
1C-4. List each of the Public Housing Agencies (PHAs) within the CoC's
geographic area. If there are more than 5 PHAs within the CoC’s
geographic area, list the 5 largest PHAs. For each PHA, provide the
percentage of new admissions that were homeless at the time of
admission between October 1, 2014 and March 31, 2015, and indicate
whether the PHA has a homeless admissions preference in its Public
Housing and/or Housing Choice Voucher (HCV) program. (Full credit
consideration may be given for the relevant excerpt from the PHA’s
administrative planning document(s) clearly showing the PHA's homeless
preference, e.g. Administration Plan, Admissions and Continued
Occupancy Policy (ACOP), Annual Plan, or 5-Year Plan, as appropriate).
Public Housing Agency
Name
% New Admissions into Public
Housing and Housing Choice
Voucher Program from 10/1/14
to 3/31/15 who were
homeless at entry
PHA has
General or
Limited
Homeless
Preference
Housing Authority of the City of Austin
38.00% Yes-HCV
Housing Authority of Travis County
27.00% Yes-HCV
If you select "Yes--Public Housing," "Yes--HCV," or "Yes--Both" for "PHA
has general or limited homeless preference," you must attach
documentation of the preference from the PHA in order to receive credit.
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1C-5. Other than CoC, ESG, Housing Choice Voucher Programs and
Public Housing, describe other subsidized or low-income housing
opportunities that exist within the CoC that target persons experiencing
homelessness.
The City of Austin (COA) has dedicated CDBG, HOME, density bonus fees, part
of a $65 million affordable housing bond, & a landlord incentive fund to support
financing for PSH and RRH targeted at people experiencing homelessness
including veterans. The COA and Travis County also fund Best Single Source
Plus, a collaboration of 12 area service providers, that provide RRH and case
mgmt to households at immediate risk of or experiencing homelessness. The
following organizations have created more than 1,000 subsidized units targeted
at homeless households utilizing non-CoC funding: Foundation Communities,
Green Doors, Easter Seals Central Texas, Mary Lee Foundation, Summit
Housing Partners, St. Louise House, Guadalupe Neighborhood Development
Corporation, Blackland Community Development Corporation, Austin Children’s
Shelter, & Family Eldercare. CoC is currently working with the State tax credit
program for homeless preference.
1C-6. Select the specific strategies implemented by the CoC to ensure that
homelessness is not criminalized in the CoC's geographic area. Select all
that apply. For "Other," you must provide a description (2000 character
limit)
Engaged/educated local policymakers:
X
Engaged/educated law enforcement:
X
Implemented communitywide plans:
X
No strategies have been implemented:
Implemented CARE teams to address camping to avoid potential tresspassing fines and arrests
X
Increased funding at the Downtown Community Court
X
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1D. Continuum of Care (CoC) Discharge Planning
Instructions:
1D-1. Select the systems of care within the CoC's geographic area for
which there is a discharge policy in place that is mandated by the State,
the CoC, or another entity for the following institutions? Check all that
apply.
Foster Care:
X
Health Care:
Mental Health Care:
X
Correctional Facilities
None:
1D-2. Select the systems of care within the CoC's geographic area with
which the CoC actively coordinates to ensure that institutionalized
persons that have resided in each system of care for longer than 90 days
are not discharged into homelessness. Check all that apply.
Foster Care:
X
Health Care:
X
Mental Health Care:
X
Correctional Facilities:
X
None:
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1D-2a. If the applicant did not check all boxes in 1D-2, explain why there is
no coordination with the institution(s) and explain how the CoC plans to
coordinate with the institution(s) to ensure persons discharged are not
discharged into homelessness.
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1E. Centralized or Coordinated Assessment
(Coordinated Entry)
Instructions:
CoCs are required by the CoC Program interim rule to establish a
Centralized or Coordinated Assessment system – also referred to as
Coordinated Entry. Based on the recent Coordinated Entry Policy Brief,
HUD’s primary goals for coordinated entry processes are that assistance
be allocated as effectively as possible and that it be easily accessible
regardless of where or how people present for assistance. Most
communities lack the resources needed to meet all of the needs of people
experiencing homelessness. This combined with the lack of a welldeveloped coordinated entry processes can result in severe hardships for
persons experiencing homelessness who often face long wait times to
receive assistance or are screened out of needed assistance. Coordinated
entry processes help communities prioritize assistance based on
vulnerability and severity of service needs to ensure that people who need
assistance the most can receive it in a timely manner. Coordinated entry
processes also provide information about service needs and gaps to help
communities plan their assistance and identify needed resources.
1E-1. Explain how the CoC’s coordinated entry process is designed to
identify, engage, and assist homeless individuals and families that will
ensure those who request or need assistance are connected to proper
housing and services.
The CoC’s Coordinated Access process (CA) uses a hybrid outreach & intake
model to reach the entire geographic area. This consists of 2 walk-in centers
located within our largest emergency shelters, a community hotline for
individuals who are physically removed from downtown, mobile outreach team
embedded within the PATH program, & community outreach events
which bring CA directly to clients at resource fairs. CA is advertised through
flyers at social services centers, VA, as well as through our 2-1-1 system. The
assessment uses the VI-SPDAT to immediately identify the housing intervention
best able to permanently meet the housing needs of the household requesting
assistance. The household’s housing needs and program eligibility information
are transmitted in HMIS to our participating housing services agencies to
ensure that all programs have a shared, needs-oriented, by-name list of the
most vulnerable individuals experiencing homelessness.
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1E-2. CoC Program and ESG Program funded projects are required to
participate in the coordinated entry process, but there are many other
organizations and individuals who may participate but are not required to
do so. From the following list, for each type of organization or individual,
select all of the applicable checkboxes that indicate how that organization
or individual participates in the CoC's coordinated entry process. If the
organization or person does not exist in the CoC’s geographic area, select
“Not Applicable.” If there are other organizations or persons that
participate not on this list, enter the information, click "Save" at the
bottom of the screen, and then select the applicable checkboxes.
Participates in
Ongoing
Planning
and Evaluation
Makes Referrals
to the
Coordinated
Entry
Process
X
X
X
X
X
X
X
X
X
X
X
X
Mental Health Service
Organizations
X
X
X
X
X
Substance Abuse Service
Organizations
X
X
X
X
X
X
X
X
X
X
X
X
X
Organization/Person
Categories
Receives
Referrals
from the
Coordinated
Entry
Process
Operates Access
Point for
Coordinated
Entry
Process
Participates in
Case
Conferencing
Not
Applicable
Local Government Staff/Officials
CDBG/HOME/Entitlement
Jurisdiction
X
X
X
Law Enforcement
Local Jail(s)
Hospital(s)
EMT/Crisis Response Team(s)
Affordable Housing Developer(s)
Public Housing Authorities
Non-CoC Funded Youth
Homeless Organizations
X
School
Administrators/Homeless
Liaisons
X
X
Non-CoC Funded Victim Service
Organizations
X
X
X
X
X
X
Street Outreach Team(s)
Homeless or Formerly Homeless
Persons
X
X
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1F. Continuum of Care (CoC) Project Review,
Ranking, and Selection
Instructions
1F-1. For all renewal project applications submitted in the FY 2015 CoC
Program Competition complete the chart below regarding the CoC’s
review of the Annual Performance Report(s).
How many renewal project applications were submitted in the FY 2015 CoC Program Competition?
15
How many of the renewal project applications are first time renewals for which the first operating
year has not expired yet?
0
How many renewal project application APRs were reviewed by the CoC as part of the local CoC
competition project review, ranking, and selection process for the FY 2015 CoC Program
Competition?
15
Percentage of APRs submitted by renewing projects within the CoC that were reviewed by the CoC
in the 2015 CoC Competition?
100.00%
1F-2. In the sections below, check the appropriate box(s) for each section
to indicate how project applications were reviewed and ranked for the FY
2015 CoC Program Competition. (Written documentation of the CoC's
publicly announced Rating and Review procedure must be attached.)
Type of Project or Program
(PH, TH, HMIS, SSO, RRH, etc.)
X
Performance outcomes from APR reports/HMIS
Length of stay
X
% permanent housing exit destinations
X
% increases in income
X
% accessing mainstream services
X
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Monitoring criteria
Participant Eligibility
X
Utilization rates
X
Drawdown rates
X
Frequency or Amount of Funds Recaptured by HUD
X
Housing First/Low Barriers
X
Need for specialized population services
Youth
X
Victims of Domestic Violence
X
Families with Children
X
Persons Experiencing Chronic Homelessness
X
Veterans
X
None
1F-2a. Describe how the CoC considered the severity of needs and
vulnerabilities of participants that are, or will be, served by the project
applications when determining project application priority.
The CoC places priority on project applications that address those with the
highest needs. In the review process, additional points are given to projects that
participate in Coordinated Assessment & give priority to clients who are most
vulnerable to illness or death, are coming directly from the streets or
unsheltered situations, are vulnerable to victimization, have a significant health
& behavioral health challenge(s) & have no or low income. Additional points are
awarded to projects that reduce barriers to access and provide a housing first or
low barrier approach for individuals with a substance use or criminal history & or
service resistance. Projects are ranked based on community priority and
outcomes. The highest priority is given to permanent housing projects that
serve the chronically homeless. In the project application, applicants may
explain why their outcome scores are lower.
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1F-3. Describe how the CoC made the local competition review, ranking,
and selection criteria publicly available, and identify the public medium(s)
used and the date(s) of posting. In addition, describe how the CoC made
this information available to all stakeholders. (Evidence of the public
posting must be attached)
The local competition ranking and review process was initially posted on
5/29/15 on both the front page & in the CoC section of the ECHO website and
an electronic notification was sent via email to all CoC participants. In addition,
the notification was sent through CTOSH, the local homeless information
listserve, & to the more than 80 nonprofits on the One Voice Central Texas
email list. Bonus project application was publicly released on 09/28/2015
through the same means and a bidders conference was held that day for any
organization interested in applying. The results of the ranking and review
process were posted on 10/28/15. Each applicant was also notified by email of
the review and ranking results on 10/28/15.
1F-4. On what date did the CoC and
Collaborative Applicant publicly post all parts
of the FY 2015 CoC Consolidated Application
that included the final project application
ranking? (Written documentation of the
public posting, with the date of the posting
clearly visible, must be attached. In addition,
evidence of communicating decisions to the
CoC's full membership must be attached.)
1F-5. Did the CoC use the reallocation Yes
process in the FY 2015 CoC Program
Competition to reduce or reject projects for
the creation of new projects? (If the CoC
utilized the reallocation process, evidence of
the public posting of the reallocation process
must be attached.)
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1F-5a. If the CoC rejected project 10/28/2015
application(s) on what date did the CoC and
Collaborative Applicant notify those project
applicants their project application was
rejected in the local CoC competition
process? (If project applications were
rejected, a copy of the written notification to
each project applicant must be attached.)
1F-6. Is the Annual Renewal Demand (ARD) in Yes
the CoC's FY 2015 CoC Priority Listing equal
to or less than the ARD on the final HUDapproved FY 2015 GIW?
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1G. Continuum of Care (CoC) Addressing Project
Capacity
Instructions
1G-1. Describe how the CoC monitors the performance of CoC Program
recipients.
The CoC uses both HMIS quarterly reports & an Independent Review Team
(IRT) to monitor performance of CoC Program recipients. The IRT conducts an
annual review of all CoC program recipients. The IRT uses objective scoring to
evaluate a written application, data scorecard, & a presentation. Written
application includes: 1) type of project, 2) target pop, 3) housing first orientation,
4) LOCCS drawdowns, 5) services provided 6) expenditure history, 7) HUD
findings, 8) access to healthcare, & 9) process for increasing income &
accessing mainstream benefits. The data scorecard comes from HMIS Oct1Sept 30 data & objectively compares 1) length of time homeless, 2) destination
at program exit, 3) increased income & access to mainstream benefits, 4)
utilization rates, 5) null & missing values, & 6) total # served. The presentation
allows applicants to clarify or expand on their application. The Membership
Council considers all this before making final determinations for the NOFA
application.
1G-2. Did the Collaborative Applicant review Yes
and confirm that all project applicants
attached accurately completed and current
dated form HUD 50070 and
form HUD-2880 to the Project Applicant
Profile in e-snaps?
1G-3. Did the Collaborative Applicant include Yes
accurately completed and appropriately
signed form HUD-2991(s) for all project
applications submitted on the CoC
Priority Listing?
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2A. Homeless Management Information System
(HMIS) Implementation
Intructions:
2A-1. Does the CoC have a governance Yes
charter that outlines the roles and
responsibilities of the CoC and the HMIS
Lead, either within the charter itself or by
reference to a separate document like an
MOU? In all cases, the CoC’s governance
charter must be attached to receive credit. In
addition, if applicable, any separate
document, like an MOU, must also be
attached to receive credit.
2A-1a. Include the page number where the Responsibilities of CoC Lead: Pages 2-4 of
roles and responsibilities of the CoC and Governance Charter Responsibilities of HMIS
HMIS Lead can be found in the attached Lead: Pages 7-8 of Governance Charter
document referenced in 2A-1. In addition, in
the textbox indicate if the page number
applies to the CoC's attached governance
charter or the attached MOU.
2A-2. Does the CoC have a HMIS Policies and Yes
Procedures Manual? If yes, in order to receive
credit the HMIS Policies and Procedures
Manual must be attached to the CoC
Application.
2A-3. Are there agreements in place that Yes
outline roles and responsibilities between the
HMIS Lead and the Contributing HMIS
Organizations (CHOs)?
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2A-4. What is the name of the HMIS software ServicePoint
used by the CoC (e.g., ABC Software)?
Applicant will enter the HMIS software name
(e.g., ABC Software).
2A-5. What is the name of the HMIS software Bowman Systems
vendor (e.g., ABC Systems)?
Applicant will enter the name of the vendor
(e.g., ABC Systems).
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2B. Homeless Management Information System
(HMIS) Funding Sources
Instructions
2B-1. Select the HMIS implementation Single CoC
coverage area:
* 2B-2. In the charts below, enter the amount of funding from each funding
source that contributes to the total HMIS budget for the CoC.
2B-2.1 Funding Type: Federal - HUD
Funding Source
Funding
CoC
$150,234
ESG
$0
CDBG
$0
HOME
$0
HOPWA
$0
Federal - HUD - Total Amount
$150,234
2B-2.2 Funding Type: Other Federal
Funding Source
Funding
Department of Education
$0
Department of Health and Human Services
$0
Department of Labor
$0
Department of Agriculture
$0
Department of Veterans Affairs
$25,000
Other Federal
$0
Other Federal - Total Amount
$25,000
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2B-2.3 Funding Type: State and Local
Funding Source
Funding
City
$45,902
County
$0
State
$0
State and Local - Total Amount
$45,902
2B-2.4 Funding Type: Private
Funding Source
Funding
Individual
$0
Organization
$10,000
Private - Total Amount
$10,000
2B-2.5 Funding Type: Other
Funding Source
Funding
Participation Fees
$70,843
Other - Total Amount
$70,843
2B-2.6 Total Budget for Operating Year
$301,979
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2C. Homeless Management Information System
(HMIS) Bed Coverage
Instructions:
2C-1. Enter the date the CoC submitted the 05/15/2015
2015 HIC data in HDX, (mm/dd/yyyy):
2C-2. Per the 2015 Housing Inventory Count (HIC) indicate the number of
beds in the 2015 HIC and in HMIS for each project type within the CoC. If a
particular housing type does not exist in the CoC then enter "0" for all
cells in that housing type.
Total Beds
in 2015 HIC
Project Type
Emergency Shelter beds
Total Beds in HIC
Dedicated for DV
Total Beds
in HMIS
HMIS Bed
Coverage Rate
787
106
681
100.00%
16
0
16
100.00%
Transitional Housing (TH)
beds
375
164
211
100.00%
Rapid Re-Housing (RRH)
beds
70
0
70
100.00%
1,030
16
585
57.69%
102
0
102
100.00%
Safe Haven (SH) beds
Permanent Supportive
Housing (PSH) beds
Other Permanent Housing
(OPH) beds
2C-2a. If the bed coverage rate for any housing type is 85% or below,
describe how the CoC plans to increase this percentage over the next 12
months.
For the 2015 HIC, HUD-VASH counted as PSH which brought our overall
coverage score down. However, since the 2015 HIC, the Housing Authority for
the City of Austin has dramatically increased their efforts to enter data into
HMIS for the HUD-VASH program. Due to these efforts, HMIS coverage has
increased from 13% at the beginning of 2015 to 81% in October 2015. This has
increased our overall Bed Coverage for PSH up from 58% to 91%. We expect
them to be at full coverage by the next HIC in January 2016.
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2C-3. HUD understands that certain projects are either not required to or
discouraged from participating in HMIS, and CoCs cannot require this if
they are not funded through the CoC or ESG programs. This does NOT
include domestic violence providers that are prohibited from entering
client data in HMIS. If any of the project types listed in question 2C-2
above has a coverage rate of 85% or below, and some or all of these rates
can be attributed to beds covered by one of the following programs types,
please indicate that here by selecting all that apply from the list below.
VA Domiciliary (VA DOM):
VA Grant per diem (VA GPD):
Faith-Based projects/Rescue mission:
Youth focused projects:
HOPWA projects:
Not Applicable:
X
2C-4. How often does the CoC review or Quarterly
assess its HMIS bed coverage?
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2D. Homeless Management Information System
(HMIS) Data Quality
Instructions:
2D-1. Indicate the percentage of unduplicated client records with null or
missing values and the percentage of "Client Doesn't Know" or "Client
Refused" during the time period of October 1, 2013 through September 30,
2014.
Percentage
Null or
Missing
Percentage
Client
Doesn't
Know
or Refused
3.1 Name
0%
0%
3.2 Social Security Number
1%
4%
3.3 Date of birth
1%
0%
3.4 Race
2%
1%
3.5 Ethnicity
1%
0%
3.6 Gender
1%
0%
3.7 Veteran status
0%
0%
3.8 Disabling condition
1%
1%
3.9 Residence prior to project entry
1%
0%
3.10 Project Entry Date
0%
0%
Universal
Data Element
3.11 Project Exit Date
0%
0%
3.12 Destination
54%
5%
3.15 Relationship to Head of Household
11%
0%
3.16 Client Location
0%
0%
3.17 Length of time on street, in an emergency shelter, or safe haven
5%
0%
2D-2. Identify which of the following reports your HMIS generates. Select
all that apply:
CoC Annual Performance Report (APR):
X
ESG Consolidated Annual Performance and Evaluation Report (CAPER):
X
Annual Homeless Assessment Report (AHAR) table shells:
X
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None
2D-3. If you submitted the 2015 AHAR, how 7
many AHAR tables (i.e., ES-ind, ES-family,
etc)
were accepted and used in the last AHAR?
2D-4. How frequently does the CoC review Bi-Monthly
data quality in the HMIS?
2D-5. Select from the dropdown to indicate if Both Project and CoC
standardized HMIS data quality reports are
generated to review data quality at the CoC
level, project level, or both?
2D-6. From the following list of federal partner programs, select the ones
that are currently using the CoC's HMIS.
VA Supportive Services for Veteran Families (SSVF):
X
VA Grant and Per Diem (GPD):
Runaway and Homeless Youth (RHY):
X
Projects for Assistance in Transition from Homelessness (PATH):
X
None:
2D-6a. If any of the federal partner programs listed in 2D-6 are not
currently entering data in the CoC's HMIS and intend to begin entering
data in the next 12 months, indicate the federal partner program and the
anticipated start date.
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VA Grant Per Diem is the only federal partner program listed here not currently
using the CoC’s HMIS (ECHO HMIS). In the past, the local GPD project entered
their data in HMIS. However, in November 2014, due to staff capacity issues
and turnover, the project discontinued their HMIS participation. ECHO HMIS
and ECHO CoC Lead staff are currently working with this project to reinstate
their HMIS participation. ECHO is also working with the local VAMC to assist in
facilitating HMIS participation by this GPD project by May 2016. ECHO
recognizes the importance of GPD HMIS participation. ECHO and VA executed
HMIS MOU in Oct 2015.
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2E. Continuum of Care (CoC) Sheltered Point-inTime (PIT) Count
Instructions:
The data collected during the PIT count is vital for both CoCs and HUD.
Communities need accurate data to determine the size and scope of
homelessness at the local level so they can best plan for services and
programs that will appropriately address local needs and measure
progress in addressing homelessness. HUD needs accurate data to
understand the extent and nature of homelessness throughout the
country, and to provide Congress and the Office of Management and
Budget (OMB) with information regarding services provided, gaps in
service, and performance. This information helps inform Congress'
funding decisions, and it is vital that the data reported is accurate and of
high quality.
2E-1. Did the CoC approve the final sheltered Yes
PIT count methodology for the 2015 sheltered
PIT count?
2E-2. Indicate the date of the most recent 01/23/2015
sheltered PIT count (mm/dd/yyyy):
2E-2a. If the CoC conducted the sheltered PIT Not Applicable
count outside of the last 10 days of January
2015, was an exception granted by HUD?
2E-3. Enter the date the CoC submitted the 05/14/2015
sheltered PIT count data in HDX,
(mm/dd/yyyy):
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2F. Continuum of Care (CoC) Sheltered Point-inTime (PIT) Count: Methods
Instructions:
2F-1. Indicate the method(s) used to count sheltered homeless persons
during the 2015 PIT count:
Complete Census Count:
X
Random sample and extrapolation:
Non-random sample and extrapolation:
2F-2. Indicate the methods used to gather and calculate subpopulation
data for sheltered homeless persons:
HMIS:
X
HMIS plus extrapolation:
Interview of sheltered persons:
Sample of PIT interviews plus extrapolation:
2F-3. Provide a brief description of your CoC's sheltered PIT count
methodology and describe why your CoC selected its sheltered PIT count
methodology.
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The sheltered population was calculated using a point-in-time HMIS snapshot
for shelter services offered on 1/23/15. Prior to the Count, CoC staff conducted
routine data quality monitoring and trained providers to ensure HMIS data
entered on the night of the PIT count was complete & accurate, and that
program exit dates were entered for all persons who exited on or before the
date of the count. Prior to submitting the PIT, HMIS staff verified the results with
provider staff. The Membership Council members, the CoC Board, reviewed
final results. We chose the HMIS methodology because: 1) it is easy to
generate using the Universal Data Elements, 2) it’s faster & more costeffective than conducting manual surveys of providers & clients, 3) it allows for
efficient de-duplication of clients, 4) it encourages greater HMIS participation
and improved data quality year around and 5)it’s reliable, given that 100 percent
of all shelter beds participate in HMIS.
2F-4. Describe any change in methodology from your sheltered PIT count
in 2014 to 2015, including any change in sampling or extrapolation
method, if applicable. Do not include information on changes to the
implementation of your sheltered PIT count methodology (e.g., enhanced
training and change in partners participating in the PIT count).
N/A. There were no changes from our sheltered PIT count in 2014 to 2015.
2F-5. Did your CoC change its provider No
coverage in the 2015 sheltered count?
2F-5a. If "Yes" in 2F-5, then describe the change in provider coverage in
the 2015 sheltered count.
N/A
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2G. Continuum of Care (CoC) Sheltered Point-inTime (PIT) Count: Data Quality
Instructions:
2G-1. Indicate the methods used to ensure the quality of the data collected
during the sheltered PIT count:
Training:
X
Provider follow-up:
X
HMIS:
X
Non-HMIS de-duplication techniques:
2G-2. Describe any change to the way your CoC implemented its sheltered
PIT count from 2014 to 2015 that would change data quality, including
changes to training volunteers and inclusion of any partner agencies in
the sheltered PIT count planning and implementation, if applicable. Do not
include information on changes to actual sheltered PIT count
methodology (e.g., change in sampling or extrapolation method).
Following the 2014 PIT sheltered count, ECHO staff and HMIS Committee
reviewed feedback from providers and made improvements to the training that
occurred prior to the 2015 count. The CoC continued to focus on data quality.
Prior to the Count, CoC staff conducted routine data quality monitoring and
provided trainings to ensure HMIS data entered on the night of the PIT count
was complete and accurate. Additional focus was given to ensure program exit
dates were entered for all persons who exited on or before the date of the
count. Prior to submitting the PIT count results, HMIS staff verified the data with
provider staff. Membership Council, the CoC board, reviewed the final results
adding an extra layer of quality assurance.
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2H. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count
Instructions:
The unsheltered PIT count assists communities and HUD to understand
the characteristics and number of people with a primary nighttime
residence that is a public or private place not designed for or ordinarily
used as a regular sleeping accommodation for human beings, including a
car, park, abandoned building, bus or train station, airport, or camping
ground. CoCs are required to conduct an unsheltered PIT count every 2
years (biennially) during the last 10 days in January; however, CoCs are
strongly encouraged to conduct the unsheltered PIT count annually, at the
same time that it does the annual sheltered PIT count. The last official PIT
count required by HUD was in January 2015.
2H-1. Did the CoC approve the final Yes
unsheltered PIT count methodology for the
most recent unsheltered PIT count?
2H-2. Indicate the date of the most recent 01/23/2015
unsheltered PIT count (mm/dd/yyyy):
2H-2a. If the CoC conducted the unsheltered Not Applicable
PIT count outside of the last 10 days of
January 2015, was an exception granted by
HUD?
2H-3. Enter the date the CoC submitted the 05/14/2015
unsheltered PIT count data in HDX
(mm/dd/yyyy):
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2I. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count: Methods
Instructions:
2I-1. Indicate the methods used to count unsheltered homeless persons
during the 2015 PIT count:
Night of the count - complete census:
X
Night of the count - known locations:
X
Night of the count - random sample:
X
Service-based count:
X
HMIS:
X
2I-2. Provide a brief description of your CoC's unsheltered PIT count
methodology and describe why your CoC selected its unsheltered PIT
count methodology.
The CoC used a night of the count complete census form to count unsheltered
persons experiencing homelessness on 1/23/15. Volunteers canvassed our
entire CoC jurisdiction. The census form collected demographic information,
household composition and veteran status from everyone counted. An
additional survey collected information about chronically homeless and DV
survivor status from every third person counted. Prior to the count, the CoC 1)
recruited 500 volunteers to ensure adequate coverage, 2) provided
comprehensive training to volunteers on relevant topics & 3) assigned specific
geographies to each team to avoid duplication. We chose the night of the count
& complete census methodology because it allowed us to obtain the most
complete and accurate count of people who are unsheltered on the night of the
count. By asking if persons had been previously surveyed, collecting
demographic information, household composition and veteran status, we
minimized the possibility for duplication.
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2I-3. Describe any change in methodology from your unsheltered PIT
count in 2014 (or 2013 if an unsheltered count was not conducted in 2014)
to 2015, including any change in sampling or extrapolation method, if
applicable. Do not include information on changes to implementation of
your sheltered PIT count methodology (e.g., enhanced training and
change in partners participating in the count).
During the 2014 PIT count which was conducted in the later evening, volunteers
came across numerous empty camps where there were signs of unsheltered
persons staying in the area but presumably had not returned there to sleep at
the time of the count. Based on this feedback, the COC amended PIT
methodology so that volunteer shift times occurred in the very early morning. In
addition, to increase the overall CoC geographic coverage, the CoC increased
volunteer capacity by 25%. In 2015, questions were added in the survey to
better determine if someone had a disability and/or was a veteran.
2I-4. Does your CoC plan on conducting Yes
an unsheltered PIT count in 2016?
(If “Yes” is selected, HUD expects the CoC to conduct an unsheltered PIT count in 2016. See
the FY 2015 CoC Program NOFA, Section VII.A.4.d. for full information.)
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2J. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count: Data Quality
Instructions:
2J-1. Indicate the steps taken by the CoC to ensure the quality of the data
collected for the 2015 unsheltered population PIT count:
Training:
X
"Blitz" count:
X
Unique identifier:
Survey question:
X
Enumerator observation:
X
None:
2J-2. Describe any change to the way the CoC implemented the
unsheltered PIT count from 2014 (or 2013 if an unsheltered count was not
conducted in 2014) to 2015 that would affect data quality. This includes
changes to training volunteers and inclusion of any partner agencies in
the unsheltered PIT count planning and implementation, if applicable. Do
not include information on changes to actual methodology (e.g., change
in sampling or extrapolation method).
To ensure adequate coverage of the entire CoC jurisdiction, the number of
volunteers was increased from 300 in 2014 to 500 volunteers in 2015. In 2015,
the training of volunteers was also enhanced from 2014, by using a skilled
training professional to train all volunteers instead of relying upon volunteer
trainers with varying skill level to train the volunteers. In 2015, the number of
Team Leaders were also increased to provide sufficient leadership. Both the
City of Austin and Travis County encouraged their staff to volunteer by offering
comp time to those employees who participated in the count.
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3A. Continuum of Care (CoC) System
Performance
Instructions
3A-1. Performance Measure: Number of Persons Homeless - Point-in-Time
Count.
* 3A-1a. Change in PIT Counts of Sheltered and Unsheltered Homeless
Persons
Using the table below, indicate the number of persons who were homeless at a Point-in-Time
(PIT) based on the 2014 and 2015 PIT counts as recorded in the Homelessness Data Exchange
(HDX).
2014 PIT
(for unsheltered count, most
recent year conducted)
Universe: Total PIT Count
of sheltered and
unsheltered persons
2015 PIT
Difference
1,987
1,832
-155
Emergency Shelter
Total
991
768
-223
Safe Haven Total
13
13
0
Transitional Housing
Total
535
384
-151
1,539
1,165
-374
448
667
219
Total Sheltered Count
Total Unsheltered Count
3A-1b. Number of Sheltered Persons Homeless - HMIS.
Using HMIS data, CoCs must use the table below to indicate the number of homeless persons
who were served in a sheltered environment between October 1, 2013 and September 30, 2014.
Between
October 1, 2013
and
September 30, 2014
Universe: Unduplicated Total
sheltered homeless persons
5,996
Emergency Shelter Total
5,286
Safe Haven Total
43
Transitional Housing Total
667
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3A-2. Performance Measure: First Time Homeless.
Describe the CoC’s efforts to reduce the number of individuals and
families who become homeless for the first time. Specifically, describe
what the CoC is doing to identify risk factors for becoming homeless for
the first time.
The CoC’s efforts to reduce first time homelessness includes using coordinated
assessment to target those with the greatest risk factors of homelessness
including households with: low-incomes that pay more than 50% of their income
for housing, institutional histories, weak support networks, mental health
conditions, substance use, youth aging out of foster care, and single parents
with young children. The CoC refers to agencies that provide the following
prevention strategies including: 1) diversion, i.e. helping people preserve their
current housing situation or make alternative arrangements without having to
enter into emergency shelter, 2) housing subsidies 3) mediation in housing
courts to preserve tenancy, and 4) financial assistance to cover arrears in rent
or utility payments to avert evictions. CoC partners also coordinate with the
county jail to target inmates with serious mental illness and a history of
homelessness to identify housing resources.
3A-3. Performance Measure: Length of Time Homeless.
Describe the CoC’s efforts to reduce the length of time individuals and
families remain homeless. Specifically, describe how your CoC has
reduced the average length of time homeless, including how the CoC
identifies and houses individuals and families with the longest lengths of
time homeless.
The Coordinated Assessment process implemented by the CoC in 2014 uses
intake steps to accurately capture Length of Time (LOT) individuals/families are
homeless. The CoC includes LOT directly as part of housing prioritization
through the VI-SPDAT, & the CoC adopted the prioritization criteria in HUD
Notice CPD-14-012 for all CoC-funded PSH Programs to ensure chronically
homeless clients with the longest LOT receive first priority for PSH units. To
further reduce LOT, CoC has adopted Housing First principles across RRH &
PSH programs. The CoC actively monitors LOT for vet initiative. The CoC also
strongly advocates &educates local government on barriers germane to Austin
that attribute to LOT, & the CoC has received direct support from Mayor Steve
Adler to secure 200 accessible housing units for high needs clients. ECHO
HMIS is working with Bowman Systems to develop a ServicePoint report that
monitors LOT trends in the CoC for further improvement.
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* 3A-4. Performance Measure: Successful Permanent Housing Placement
or Retention.
In the next two questions, CoCs must indicate the success of its projects
in placing persons from its projects into permanent housing.
3A-4a. Exits to Permanent Housing Destinations:
In the chart below, CoCs must indicate the number of persons in CoC funded supportive
services only (SSO), transitional housing (TH), and rapid re-housing (RRH) project types who
exited into permanent housing destinations between October 1, 2013 and September 30, 2014.
Between
October 1, 2013
and
September 30, 2014
Universe: Persons in SSO, TH and
PH-RRH who exited
402
Of the persons in the Universe
above, how many of those exited
to permanent destinations?
322
% Successful Exits
80.10%
3A-4b. Exit To or Retention Of Permanent Housing:
In the chart below, CoCs must indicate the number of persons who exited from any CoC funded
permanent housing project, except rapid re-housing projects, to permanent housing destinations
or retained their permanent housing between October 1, 2013 and September 31, 2014.
Between
October 1, 2013
and
September 30, 2014
Universe: Persons in all PH projects
except PH-RRH
496
Of the persons in the Universe above,
indicate how many of those remained
in applicable PH projects and how many
of those exited to permanent destinations?
462
% Successful Retentions/Exits
93.15%
3A-5. Performance Measure: Returns to Homelessness:
Describe the CoC’s efforts to reduce the rate of individuals and families
who return to homelessness. Specifically, describe at least three
strategies your CoC has implemented to identify and minimize returns to
homelessness, and demonstrate the use of HMIS or a comparable
database to monitor and record returns to homelessness.
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The CoC uses the following strategies to reduce returns to homelessness: 1.
ECHO uses HMIS to monitor returns to homelessness; received Bowman TA to
create a custom report for returns to homelessness. 2. Oct 2014 implementation
of Coordinated Assessment (CA), ensures that individuals/families are
connected to the appropriate housing intervention to permanently end their
homelessness the first time. 3. CoC dedication to Housing First principles,
practicing client-centered service delivery: Housing interventions are tailored to
meet individual client needs ultimately eliminating returns to homelessness. 4.
Intro. of formal diversion practices w/ implementation of CA. Provides
professional problem solving & direction to mainstream resources that prevent
individuals/families from entering homelessness. 5. Project level in-home, client
centered, and supportive services to ensure housing stability is maintained. 6.
Projects use 3 & 6 mo follow ups.
3A-6. Performance Measure: Job and Income Growth.
Describe specific strategies implemented by CoC Program-funded
projects to increase the rate by which homeless individuals and families
increase income from employment and non-employment sources (include
at least one specific strategy for employment income and one for nonemployment related income, and name the organization responsible for
carrying out each strategy).
To address community barriers to increasing employment income for persons
experiencing homelessness, the CoC Employment & Income Task group
(membership includes: ECHO, Goodwill, ATCIC, Caritas of Austin, Texas
Workforce Commission, Easter Seals and Austin Clubhouse) conducted a
community-wide survey to identify strengths & barriers that providers
experience with connecting individuals to employment-related income & held a
forum with providers to identify strategies to overcome them. ATCIC offers a
Supported Employment program that adheres to an Employment First model
and works to help clients obtain meaningful employment in an area of their
interest that builds upon their strengths. ATCIC also has a strong partnership
with Goodwill & two SE specialists are placed with the agency to provide
services, including 1 full-time to support the HCC program. In addition, ATCIC
employs 4 FT SOAR Specialists to help connect eligible individuals to expedited
non-employment related income.
3A-6a. Describe how the CoC is working with mainstream employment
organizations to aid homeless individuals and families in increasing their
income.
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The primary mainstream employment organizations are Goodwill of Central
Texas (GW), Texas Workforce Commission (TWC) and LifeWorks Workforce
Development (LWD) program (youth-specific). GW & TWC provide monthly
workshops on increasing income & financial literacy at Green Doors; ATCIC &
Foundation Communities have MOUs with GW & integrate Employment
Specialists on residential teams. GW staff are co-located directly in the Front
Steps & SafePlace to assist with employment support & training for both
individuals who are literally homeless & to provide job readiness, placement, &
retention services to clients who have experienced domestic &/or sexual
violence. For the youth population, LifeWorks Workforce Development Program,
a nationally-recognized, evidence-based IPS program that secures job for youth
and young adults while simultaneously providing emotional skills training and
case management. An estimate of 100% of CoC funded TH & PH are
connected to these organizations regularly.
3A-7. Performance Measure: Thoroughness of Outreach.
How does the CoC ensure that all people living unsheltered in the CoC's
geographic area are known to and engaged by providers and outreach
teams?
Newly hired ECHO CoC Outreach Coordinator works will all outreach services
in the community including: 1. Coordinated Assessment (CA) trained PATH
workers connect unsheltered persons to behavioral health services 7
days/week, tracking encounters in HMIS & an internal clinical database;
2.Central Health Street Medicine team conducts outreach 3 days/week,
provides medical care to unsheltered individuals, tracks encounters through an
internal clinical database, & links clients back to HMIS through CA; 3.VA-HCHV
connecting 5 days/week to unsheltered vets, tracks by VA HOMES data;
4.LifeWorks Youth Drop-In center 5.CoA Communicable Disease Unit. Travis
County Social Workers direct individuals living outside in the outer parts of the
county to the CA process. Strategies to move unsheltered into shelter or
housing include: CA; Housing Navigation; & encouraging Housing First
principles amongst program providers.
3A-7a. Did the CoC exclude geographic areas No
from the 2015 unsheltered PIT count where
the CoC determined that there were no
unsheltered homeless people, including
areas that are uninhabitable (e.g., deserts)?
3A-7b. What was the the criteria and decision-making process the CoC
used to identify and exclude specific geographic areas from the CoC's
unsheltered PIT count?
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N/A CoC did not exclude geographic areas
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3B. Continuum of Care (CoC) Performance and
Strategic Planning Objectives
Objective 1: Ending Chronic Homelessness
Instructions:
Opening Doors, Federal Strategic Plan to Prevent and End Homelessness
(as amended in 2015) establishes the national goal of ending chronic
homelessness. Although the original goal was to end chronic
homelessness by the end of 2015, that goal timeline has been extended to
2017. HUD is hopeful that communities that are participating in the Zero:
2016 technical assistance initiative will continue to be able to reach the
goal by the end of 2016. The questions in this section focus on the
strategies and resources available within a community to help meet this
goal.
3B-1.1. Compare the total number of chronically homeless persons, which
includes persons in families, in the CoC as reported by the CoC for the
2015 PIT count compared to 2014 (or 2013 if an unsheltered count was not
conducted in 2014).
2014
(for unsheltered count,
most recent
year conducted)
2015
Difference
Universe: Total PIT Count of
sheltered and
unsheltered chronically homeless
persons
349
477
128
Sheltered Count of chronically
homeless persons
169
131
-38
Unsheltered Count of chronically
homeless persons
180
346
166
3B-1.1a. Using the "Differences" calculated in question 3B-1.1 above,
explain the reason(s) for any increase, decrease, or no change in the
overall TOTAL number of chronically homeless persons in the CoC, as
well as the change in the unsheltered count, as reported in the PIT count
in 2015 compared to 2014. To possibly receive full credit, both the overall
total and unsheltered changes must be addressed.
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The total number of chronically homeless persons reported in the 2015 PIT
count increased by 128 persons (from 349 in 2014 to 477 in 2015), and the
number of unsheltered individuals increase by 166 (from 180 in 2014 to 346 in
2015). In the 2015 sheltered count, we were able to use the new 3.17 data
element from the 2014 Data Standards which allowed us to calculate Chronic
Status increasing our data accuracy. In the 2015 unsheltered count, we had a
very high proportion of people who were unwilling or unable to respond to the
survey, so there was a strong selection bias towards people who were awake.
HMIS staff worked diligently to get a statistically valid extrapolation of disabilities
and length of time homeless, but since almost all of those questions came from
the survey, there is a possibility the answers were skewed by the small sample
selection.
3B-1.2. From the FY 2013/FY 2014 CoC Application: Describe the CoC's
two year plan (2014-2015) to increase the number of permanent supportive
housing beds available for chronically homeless persons and to meet the
proposed numeric goals as indicated in the table above. Response should
address the specific strategies and actions the CoC will take to achieve
the goal of ending chronic homelessness by the end of 2015.
(read only)
In 2014 & 2015, ECHO & CoC leadership will engage in the following strategies
that align with the CoC’s plan to increase PSH for the chronically homeless:
Advocate with City of Austin on allocation of a high percentage of recently
passed $65 million housing bonds to chronically homeless persons (Jan-June
2014); Advocate for the prioritization of units set aside for the chronically
homeless with the Public Housing Authority (2014 & 2015); Award additional
points to all CoC funding applications that prioritize PSH for the chronically
homeless (2014 & 2015); Engage landlords & increase the number that are
willing to provide PSH units (Educate spring of 2014 & 2015); Educate
community leadership about PSH cost effectiveness & community benefits in
order to increase local investment in PSH strategies & support services
(quarterly Finance Cte mtgs). Apprise CoC members of PSH funding
opportunities (ongoing); Support new PSH application, ie, reallocation of Safe
Haven to 27 PSH beds in 2014.
3B-1.2a. Of the strategies listed in the FY 2013/FY 2014 CoC Application
represented in 3B-1.2, which of these strategies and actions were
accomplished?
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1) City passed resolution to create 400 units of PSH-50% Housing First &
awarded $3M bond funds for construction & $600,000 GR for services in first
RFP for HFPSH. 2) July 2015, ECHO finalized MOU w/ HACA for 100 HCV for
formerly chron. homeless (CH) persons moving up from PSH into PH to open
up PSH stock for currently CH pop. 3) CoC added criteria to local scores to
prioritize PSH for CH 4) ECHO hired Community Housing Liaison to coordinate
landlord outreach & create a CoC database for housing. CoC’s partnership with
the Mayor created risk mitigation fund & strengthened mainstream housing
partnerships 5) ECHO ED participates in PSH Leadership Committee &
provides on-going education & advocacy to City/County on PSH strategies. 6)
ECHO educates on PSH through all workgroups. In addition, ECHO was
awarded CSH feasibility study to develop Pay for Success PSH for chron.
homeless 7) CoC awarded the FY13 reallocation project for PSH project & is
applying for FY15 bonus funds for HFPSH.
3B-1.3. Compare the total number of PSH beds (CoC Program and nonCoC Program funded) that were identified as dedicated for use by
chronically homeless persons on the 2015 Housing Inventory Count, as
compared to those identified on the 2014 Housing Inventory Count.
2014
Number of CoC Program and non-CoC Program funded PSH beds dedicated
for use by chronically homelessness persons identified on the HIC.
2015
344
Difference
524
3B-1.3a. Explain the reason(s) for any increase, decrease or no change in
the total number of PSH beds (CoC Program and non CoC Program
funded) that were identified as dedicated for use by chronically homeless
persons on the 2015 Housing Inventory Count compared to those
identified on the 2014 Housing Inventory Count.
Between 2014 and 2015, there was an increase of 180 CH-dedicated PSH
beds. This is the result of the following: 1. New PSH Projects with CH
dedication; 2. Increased CH dedication in existing PSH projects. In 2015,
ATCIC’s new CoC funded project (Fresh Start), added 27 PSH beds dedicated
for use by CH persons. Housing Authority City of Austin (HACA) / VASH Austin
Veteran PSH was a new project added in 2015 that added 34 CH dedicated
PSH beds. ATCIC / (HACA) increased the number of CH dedicated beds within
the existing S+C projects by 22 beds. ATCIC / Housing Authority of Travis
County (HATC) increased the number of CH dedicated beds by 40 within their
existing S+C projects. Caritas of Austin increased CH dedicated beds within
project My Home by 32 bed and project Terraza PSH by 25 beds. Total, this is
an increase of 180 CH-dedicated PSH beds (CoC Program and non CoC
Program funded) in 2015 from 2014.
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3B-1.4. Did the CoC adopt the orders of Yes
priority in all CoC Program-funded PSH as
described in Notice CPD-14-012: Prioritizing
Persons Experiencing Chronic Homelessness
in Permanent Supportive Housing and
Recordkeeping Requirements for
Documenting Chronic Homeless Status ?
3B-1.4a. If “Yes”, attach the CoC’s written page 14
standards that were updated to incorporate
the order of priority in Notice CPD-14-012 and
indicate the page(s) that contain the CoC’s
update.
3B-1.5. CoC Program funded Permanent Supportive Housing Project Beds
prioritized for serving people experiencing chronic homelessness in
FY2015 operating year.
Percentage of CoC Program funded PSH beds
prioritized for chronic homelessness
FY2015 Project
Application
Based on all of the renewal project applications for PSH, enter the
estimated number of CoC-funded PSH beds in projects being
renewed in the FY 2015 CoC Program Competition that are not
designated as dedicated beds for persons experiencing chronic
homelessness.
153
estimated number of CoC-funded PSH beds in projects being
renewed in the FY 2015 CoC Program Competition that are not
designated as dedicated beds for persons experiencing chronic
homelessness that will be made available through turnover in the
FY 2015 operating year.
19
estimated number of PSH beds made available through turnover that
will be prioritized beds for persons experiencing chronic
homelessness in the FY 2015 operating year.
19
This field estimates the percentage of turnover beds that will be
prioritized beds for persons experiencing chronic homelessness
in the FY 2015 operating year.
100.00%
3B-1.6. Is the CoC on track to meet the goal Yes
of ending chronic homelessness by 2017?
This question will not be scored.
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3B-1.6a. If “Yes,” what are the strategies implemented by the CoC to
maximize current resources to meet this goal? If “No,” what resources or
technical assistance will be implemented by the CoC to reach the goal of
ending chronically homeless by 2017?
In April 2015, the Austin CoC formally adopted the HUD CPD-14-012 guidance
to effectively prioritize persons experiencing chronic homelessness within our
local Coordinated Assessment process. The CoC is also continuing to leverage
non-CoC funded opportunities by working the local PHA to strategically use
Housing Choice Vouchers for PSH residents who desire to “move up” to a
standard PHA voucher to alleviate current backlog. In addition, the CoC
anticipates the creation of additional PSH which will add critically needed
capacity. We will be utilizing system strategies learned through our experience
ending veteran homelessness as we continue to work towards ending chronic
homelessness by applying strategic outreach initiatives, engaging private
landlords, consistent staffing of hard to house clients and engaging our local
leadership to continue to support our overall goals to end homelessness. In
addition, the CoC will request TA as needed, ie connecting housing to
healthcare.
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3B. Continuum of Care (CoC) Strategic Planning
Objectives
Objective 2: Ending Homelessness Among Households with Children and
Ending Youth Homelessness
Instructions:
Opening Doors outlines the goal of ending family (Households with
Children) and youth homelessness by 2020. The following questions focus
on the various strategies that will aid communities in meeting this goal.
3B-2.1. What factors will the CoC use to prioritize households with
children during the FY2015 Operating year? (Check all that apply).
Vulnerability to victimization:
X
Number of previous homeless episodes:
X
Unsheltered homelessness:
X
Criminal History:
X
Bad credit or rental history (including
not having been a leaseholder):
X
Head of household has mental/physical disabilities:
X
Lack of income
X
N/A:
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3B-2.2. Describe the CoC's plan to rapidly rehouse every family that
becomes homeless within 30 days of becoming homeless on the street or
entering shelter.
The CoC plans to achieve the goal of rapidly rehousing families that become
homeless within 30 days by: 1) using multiple access points for coordinated
assessment (CA) to assess housing needs & connect families with the right
housing intervention, 2) making referrals to RRH providers (including local
BSS+ funds, ESG, SSVF, & DSHS), all of whom provide housing location,
housing case management, & financial assistance, 3) reaching out & educating
landlords to build housing capacity & a housing first approach, 4) requesting
reallocation in the FY2015 NOFA, of an SSO project to a PH-RRH program to
increase RRH availability, 5) monitoring metrics in HMIS to ensure that all
families are quickly identified, enrolled in a housing program, & permanently
rehoused, & 6) forming a task group to monitor results & explore barriers unique
to families experiencing homelessness. Metrics will have both system-wide &
program-specific data to identify high performers & areas of potential
improvement
3B-2.3. Compare the number of RRH units available to serve families from
the 2014 and 2015 HIC.
2014
RRH units available to serve families in the HIC:
2015
16
Difference
25
9
3B-2.4. How does the CoC ensure that emergency shelters, transitional
housing, and permanent housing (PSH and RRH) providers within the CoC
do not deny admission to or separate any family members from other
members of their family based on age, sex, or gender when entering
shelter or housing? (check all strategies that apply)
CoC policies and procedures prohibit involuntary family separation:
X
There is a method for clients to alert CoC when involuntarily separated:
CoC holds trainings on preventing involuntary family separation,
at least once a year:
None:
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3B-2.5. Compare the total number of homeless households with children in
the CoC as reported by the CoC for the 2015 PIT count compared to 2014
(or 2013 if an unsheltered count was not conducted in 2014).
PIT Count of Homelessness Among Households With Children
2014
(for unsheltered count,
most recent year conducted)
2015
Difference
Universe:
Total PIT Count of sheltered
and unsheltered homeless
households with children:
212
174
-38
Sheltered Count of homeless
211
172
-39
1
2
1
Unsheltered Count of homeless
the total number of homeless households with children in the CoC as
reported in the 2015 PIT count compared to the 2014 PIT count.
The decrease of 38 households with children from the 2014 to the 2015 point in
time can be attributed to: 1) A targeted effort made by different agencies within
our CoC to rapidly rehouse families with children experiencing homelessness,
quickly connecting families with permanent housing and returning their lives to
relative stability; 2) An effort to link families to the benefits, supports, and
community-based services they need to achieve and maintain housing stability.
3) Prevention strategies within the CoC – in the form of cash assistance,
housing subsidies, and other services that avert family homelessness before it
starts. 4) Usage of Coordinated Assessment within the community that helps
tailor the right type of assistance to the specific needs of families. 5)
Responding quickly to the needs of victims and survivors of domestic violence
through shelters, transitional housing, supportive services, and permanent
affordable housing.
3B-2.6. Does the CoC have strategies to address the unique needs of
unaccompanied homeless youth (under age 18, and ages 18-24), including
the following:
Human trafficking and other forms of exploitation?
Yes
LGBTQ youth homelessness?
Yes
Exits from foster care into homelessness?
Yes
Family reunification and community engagement?
Yes
Positive Youth Development, Trauma Informed Care,
and the use of Risk and Protective Factors in
assessing youth housing and service needs?
Yes
Unaccompanied minors/youth below the age of 18?
Yes
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3B-2.6a. Select all strategies that the CoC uses to address homeless youth
trafficking and other forms of exploitation.
Diversion from institutions and decriminalization of youth actions that stem from being trafficked:
Increase housing and service options for youth fleeing or attempting to flee trafficking:
X
Specific sampling methodology for enumerating and characterizing local youth trafficking:
Cross systems strategies to quickly identify and prevent occurrences of youth trafficking:
Community awareness training concerning youth trafficking:
N/A:
3B-2.7. What factors will the CoC use to prioritize unaccompanied youth
(under age 18, and ages 18-24) for housing and services during the FY2015
operating year? (Check all that apply)
Vulnerability to victimization:
X
Length of time homeless:
X
Unsheltered homelessness:
X
Lack of access to family and community support networks:
X
N/A:
3B-2.8. Using HMIS, compare all unaccompanied youth (under age 18, and
ages 18-24) served in any HMIS contributing program who were in an
unsheltered situation prior to entry in FY 2013 (October 1, 2012 September 30, 2013) and FY 2014 (October 1, 2013 - September 30, 2014).
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FY 2013
(October 1, 2012 September 30, 2013)
Total number of unaccompanied youth served
in HMIS contributing programs who were in an
unsheltered situation prior to entry:
FY 2014
(October 1, 2013 September 30, 2104)
547
Difference
961
414
3B-2.8a. If the number of unaccompanied youth and children, and youthheaded households with children served in any HMIS contributing
program who were in an unsheltered situation prior to entry in FY 2014 is
lower than FY 2013, explain why.
N/A
3B-2.9. Compare funding for youth homelessness in the CoC's geographic
area in CY 2015 to projected funding for CY 2016.
Calendar Year 2015
Overall funding for youth
homelessness dedicated
projects (CoC Program and nonCoC Program funded):
CoC Program funding for youth
homelessness dedicated projects:
Non-CoC funding for youth
homelessness dedicated projects
(e.g. RHY or other Federal, State
and Local funding):
Calendar Year 2016
Difference
$2,743,701.00
$2,590,241.00
($153,460.00)
$217,027.00
$217,027.00
$0.00
$2,526,674.00
$2,373,214.00
($153,460.00)
3B-2.10. To what extent have youth housing and service providers and/or
State or Local educational representatives, and CoC representatives
participated in each other's meetings over the past 12 months?
Cross-Participation in Meetings
# Times
CoC meetings or planning events attended by LEA or SEA representatives:
13
LEA or SEA meetings or planning events (e.g. those about child welfare,
juvenille justice or out of school time) attended by CoC representatives:
30
CoC meetings or planning events attended by youth housing and service
providers (e.g. RHY providers):
32
3B-2.10a. Given the responses in 3B-2.10, describe in detail how the CoC
collaborates with the McKinney-Vento local eduction liaisons and State
educational coordinators.
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The CoC engages with the local education liaisons (ELs) in the following ways:
1) ELs serve on the CoC education & outreach, data, youth count, & PIT work
groups, 2) ELs provide information to the CoC about schools that report
students experiencing homelessness so that outreach can occur, 3) CoC
members serve with ELs on the Austin Opportunity Youth Collaborative (creates
career pathways for disconnected youth, & addresses issues such as school
retention & higher education - Homeless & youth aging out of foster care are a
priority population). Participating agencies include: AISD, E3 Alliance Lifeworks,
& Austin Community College. LifeWorks Exec Dir is a member of ECHO Board
& is also on the Steering Committee & is a Co-Chair of the Policy Committee for
the Opportunity Youth Collaborative & so serves as a liaison between the
groups. In 2016, education liaisons will serve on the Youth and Family
Homelessness Task Group. COC and ELs attend the TX Homeless Network
conference together.
3B-2.11. How does the CoC make sure that homeless participants are
informed of their eligibility for and receive access to educational
services? Include the policies and procedures that homeless service
providers (CoC and ESG Programs) are required to follow. In addition,
include how the CoC, together with its youth and educational partners
(e.g. RHY, schools, juvenilee justice and children welfare agencies),
identifies participants who are eligible for CoC or ESG programs.
The CoC has an educational assurance policy. All ESG & CoC recipients that
serve children have to provide to ECHO a signed educational assurance policy
that states that they meet all HUD guidelines regarding homeless children &
their education. Each CoC application that serves children also has to outline
specifically what steps they are taking to meet the mandate, including how they
inform families of their educational rights, how they collaborate with school
districts, & what materials they provide to youth. The IRT reviews the
educational assurance & the description of steps taken as part of the annual
performance review for each organization & identifies any deficiencies for the
program & the CoC to address. In order to increase outreach to youth & families
that become homeless, the COC is also actively pursuing local school districts
to join HMIS. This would allow parents of homeless school children to be
entered into the database & schools to make a referral to the coordinated
assessment team. There are 15 school districts in our geographic area & in
Austin ISD alone, over 2000 students registered as homeless. Our PIT Count
never finds many unsheltered children; working through the schools will lead us
to vulnerable families. Traditionally Austin ISD Project Help staff have used the
ECHO listserv or participated in the ECHO Housing & CoC committees to
identify services. However, with coordinated assessment & prioritization of
clients being implemented, school families should be assessed before
assistance provided, unless, a determination is made that diversion resources
would be impactful before a full assessment is needed. ECHO is in the planning
stage with 2 providers to work with families in Manor ISD (outside the City); this
grants targets both literally homeless & at-risk. It will be our first attempt to
introduce CA to the school setting & to use CA in both a homeless and a
prevention program.
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3B. Continuum of Care (CoC) Performance and
Strategic Planning Objectives
Objective 3: Ending Veterans Homelessness
Instructions:
Opening Doors outlines the goal of ending Veteran homelessness by the
end of 2015. The following questions focus on the various strategies that
will aid communities in meeting this goal.
3B-3.1. Compare the total number of homeless Veterans in the CoC as
reported by the CoC for the 2015 PIT count compared to 2014 (or 2013 if an
unsheltered count was not conducted in 2014).
2014 (for unsheltered
count, most recent
year conducted)
2015
Difference
Universe: Total PIT count of sheltered
and unsheltered homeless veterans:
176
238
Sheltered count of homeless veterans:
127
129
2
49
109
60
Unsheltered count of homeless
veterans:
62
the total number of homeless veterans in the CoC as reported in the 2015
PIT count compared to the 2014 PIT count.
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The number of homeless veterans (sheltered and unsheltered) increased by 62
during the 2015 PIT count compared to our 2014 PIT count. In the 2015 PIT,
we included additional veteran status questions to better identify veterans,
extrapolated survey data, and better trained volunteers to ask survey questions.
All of which added to the number of veterans that were counted. The sheltered
count was relatively stable with an increase of 2, however, the unsheltered
count increased by 60 individuals. We significantly increased our overall
volunteer capacity for the unsheltered count. The 2014 PIT count occurred on a
Cold Weather Shelter day, which meant we had fewer individuals who were
outside and unsheltered. The 2015 PIT was not conducted on a Cold Weather
Shelter day and therefore more veterans were unsheltered. While there was an
increase in 2015, the number of veterans counted in the PIT has steadily
declined with an overall drop of 55% since 2011.
3B-3.2. How is the CoC ensuring that Veterans that are eligible for VA
services are identified, assessed and referred to appropriate resources,
i.e. HUD-VASH and SSVF?
The local SSVF Programs, VA-HUD-VASH, VA-HCHV Staff, & PATH Outreach
program provide on-going outreach & engagement to veterans. The CoC
Coordinated Assessment (CA) is offered through the 3 main front doors of the
homeless service system via in person or hotline & can be accessed 7
days/week. Any veteran identified through CA is added to the Veteran By-Name
List & is reviewed & staffed on a weekly basis at the Austin Homeless Veterans
Initiative meetings. In addition, staff from the local GPD program & Veteran
Transitional Housing program attends the weekly meeting to review Veteran
referrals & staff hard to house clients. In 2015, we coordinated 3 intensive
homeless Veteran outreach events with over 85 volunteers, to help identify
unsheltered Veterans experiencing homelessness, verify Veteran Status (via
VAMC staff on call); complete the CoC CA & offer coordination for emergency
shelter & ultimately refer to a housing support program best to fit their need.
3B-3.3. For Veterans who are not eligible for homeless assistance through
the U.S Department of Veterans Affairs Programs, how is the CoC
prioritizing CoC Program-funded resources to serve this population?
In July 2015, the CoC Board approved a Veteran Preference for 100% of the
non-vet specific CoC housing resources through December 31, 2015 to help
further achieve the goal of ending veteran homelessness for those veterans
who do not meet the criteria for assistance through U.S. Department of Veteran
Affairs Programs. Once a veteran is verified, but ineligible for VA resources,
they are prioritized within our CA HMIS database for all non-VA funded PSH
and RRH in the CoC and will receive an expedited referral based on their
housing intervention need.
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3B-3.4. Compare the total number of homeless Veterans in the CoC AND
the total number of unsheltered homeless Veterans in the CoC, as
reported by the CoC for the 2015 PIT Count compared to the 2010 PIT
Count (or 2009 if an unsheltered count was not conducted in 2010).
2010 (or 2009 if an
unsheltered count was
not conducted in 2010)
2015
% Difference
Total PIT count of sheltered and
unsheltered
homeless veterans:
280
238
-15.00%
Unsheltered count of homeless
veterans:
167
109
-34.73%
3B-3.5. Indicate from the dropdown whether Yes
you are on target to end Veteran
homelessness
by the end of 2015.
This question will not be scored.
3B-3.5a. If “Yes,” what are the strategies being used to maximize your
current resources to meet this goal? If “No,” what resources or technical
assistance would help you reach the goal of ending Veteran
homelessness by the end of 2015?
Austin Mayor Adler signed onto the Mayor’s Challenge to End Veteran
Homelessness in 2015, convening a task force of community stakeholders to
focus on identifying barriers & solutions to permanent housing access for vets.
The TF meets weekly & includes ECHO staff, the Austin Apartment Association,
the Austin Board of Realtors, HACA, the Austin Chamber of Commerce, TX
Senator Watson’s office, along with private sector leaders. Recognizing Austin’s
extremely high cost rental market & high occupancy rates, the Mayor set a goal
of adding 200 low-barrier affordable housing units within the city to alleviate the
backlog of housing placements & reach functional zero. Thru the Mayor’s
leadership, this group has also created the Housing Our Heroes Fund to
provide financial resources to leverage access to housing; this includes funding
to engage in marketing to property owners, as well as a reserve of funds to be
accessed by approved property managers for risk mitigation purposes.
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4A. Accessing Mainstream Benefits
Instructions:
4A-1. Does the CoC systematically provide Yes
information
to provider staff about mainstream benefits,
including
up-to-date resources on eligibility and
mainstream
program changes that can affect homeless
clients?
4A-2. Based on the CoC's FY 2015 new and renewal project applications,
what percentage of projects have demonstrated that the project is
assisting project participants to obtain mainstream benefits, which
includes all of the following within each project: transportation assistance,
use of a single application, annual follow-ups with participants, and SOARtrained staff technical assistance to obtain SSI/SSDI?
FY 2015 Assistance with Mainstream Benefits
Total number of project applications in the FY 2015 competition
(new and renewal):
17
Total number of renewal and new project applications that
demonstrate assistance to project participants to obtain mainstream
benefits (i.e. In a Renewal Project Application, “Yes” is selected for
Questions 3a, 3b, 3c, 4, and 4a on Screen 4A. In a New Project Application,
"Yes" is selected for Questions 5a, 5b, 5c, 6, and 6a on Screen 4A).
15
Percentage of renewal and new project applications in the
FY 2015 competition that have demonstrated assistance to
project participants to obtain mainstream benefits:
88%
4A-3. List the healthcare organizations you are collaborating with to
facilitate health insurance enrollment (e.g. Medicaid, Affordable Care Act
options) for program participants. For each healthcare partner, detail the
specific outcomes resulting from the partnership in the establishment of
benefits for program participants.
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CoC recipient organizations partner with the following healthcare organizations:
Physical health: Lone Star Circle of Care, El Buen Samaritano, People’s
Community Clinic & the Community Care Clinics. Behavioral health: Austin
Travis County Integral Care (which is also a CoC recipient) & Lone Star. CoC
recipients refer individuals to the Foundation Communities’ (FC) Insure program
to apply for insurance through ACA & to the City of Austin Medical Assistance
Program (MAP), which provides access to local health services designed for
low-income individuals. Some recipients have on-site services: Front Steps has
a clinic at the ARCH, SafePlace has a People’s Physician come to their site,
and a mobile health clinic visits FC sites. In FY14, 7,704 homeless individuals
had a MAP card & were accessing healthcare services. COC is doing outreach
for MCO United Health to locate their members (disability required for
Medicaid). Texas is not a Medicaid expansion State.
4A-4. What are the primary ways that the CoC ensures that program
participants with health insurance are able to effectively utilize the
healthcare benefits available?
Educational materials:
X
In-Person Trainings:
X
Transportation to medical appointments:
X
Enrollment assistance & trouble shoot with ins companies
X
Secure appropriate documentation to enroll on ACA exchange
X
Not Applicable or None:
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4B. Additional Policies
Instructions:
4B-1. Based on the CoC's FY 2015 new and renewal project applications,
what percentage of Permanent Housing (PSH and RRH), Transitional
Housing (TH) and SSO (non-Coordinated Entry) projects in the CoC are
low barrier? Meaning that they do not screen out potential participants
based on those clients possessing a) too little or little income, b) active or
history of substance use, c) criminal record, with exceptions for statemandated restrictions, and d) history of domestic violence.
FY 2015 Low Barrier Designation
Total number of PH (PSH and RRH), TH and
non-Coordinated Entry SSO project applications in
the FY 2015 competition (new and renewal):
16
Total number of PH (PSH and RRH), TH and
non-Coordinated Entry SSO renewal and new project applications
that selected “low barrier” in the FY 2015 competition:
7
Percentage of PH (PSH and RRH), TH and
non-Coordinated Entry SSO renewal and new project
applications in the FY 2015 competition that will be
designated as “low barrier”:
44%
4B-2. What percentage of CoC Program-funded Permanent Supportive
Housing (PSH), RRH, SSO (non-Coordinated Entry) and Transitional
Housing (TH) FY 2015 Projects have adopted a Housing First approach,
meaning that the project quickly houses clients without preconditions or
service participation requirements?
FY 2015 Projects Housing First Designation
Total number of PSH, RRH, non-Coordinated Entry SSO,
and TH project applications in the FY 2015 competition
(new and renewal):
16
Total number of PSH, RRH, non-Coordinated Entry SSO,
and TH renewal and new project applications that
selected Housing First in the FY 2015 competition:
7
Percentage of PSH, RRH, non-Coordinated Entry SSO,
and TH renewal and new project applications in
the FY 2015 competition that will be designated as
Housing First:
44%
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4B-3. What has the CoC done to ensure awareness of and access to
housing and supportive services within the CoC’s geographic area to
persons that could benefit from CoC-funded programs but are not
currently participating in a CoC funded program? In particular, how does
the CoC reach out to for persons that are least likely to request housing or
services in the absence of special outreach?
Direct outreach and marketing:
X
Use of phone or internet-based services like 211:
X
Marketing in languages commonly spoken in the community:
X
Making physical and virtual locations accessible to those with disabilities:
X
use of social media Facebook & Twitter
X
Not applicable:
4B-4. Compare the number of RRH units available to serve any population
from the 2014 and 2015 HIC.
2014
RRH units available to serve any population in the
HIC:
2015
59
Difference
66
7
4B-5. Are any new proposed project Yes
applications requesting $200,000 or more in
funding for housing rehabilitation or new
construction?
4B-6. If "Yes" in Questions 4B-5, then describe the activities that the
project(s) will undertake to ensure that employment, training and other
economic opportunities are directed to low or very low income persons to
comply with section 3 of the Housing and Urban Development Act of 1968
(12 U.S.C. 1701u) (Section 3) and HUD’s implementing rules at 24 CFR part
135?
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Austin Travis County Integral Care (ATCIC), the applicant, has a Board
approved policy citing a preference for contracting with historically underutilized
businesses. The ATCIC staff tracks actions related to this goal and reports
progress to the board of directors quarterly. ATCIC advertises opportunities for
employment & contracting widely including through its social service network
providers, employment training centers, & the Hispanic and African American
Chambers of Commerce. ATCIC also advertises opportunities through the
internet and in newspapers to reach low-income populations. ATCIC will
communicate to the contractor that the expectation is that they employ lowincome individuals for the bonus project when possible to do so.
4B-7. Is the CoC requesting to designate one No
or more
of its SSO or TH projects to serve families
with children
and youth defined as homeless under other
Federal statutes?
4B-7a. If "Yes" in Question 4B-7, describe how the use of grant funds to
serve such persons is of equal or greater priority than serving persons
defined as homeless in accordance with 24 CFR 578.89. Description must
include whether or not this is listed as a priority in the Consolidated
Plan(s) and its CoC strategic plan goals. CoCs must attach the list of
projects that would be serving this population (up to 10 percent of CoC
total award) and the applicable portions of the Consolidated Plan.
NA
4B-8. Has the project been affected by a No
major disaster, as declared by President
Obama under Title IV of the Robert T. Stafford
Act in the 12 months prior to the opening of
the FY 2015 CoC Program Competition?
4B-8a. If "Yes" in Question 4B-8, describe the impact of the natural
disaster on specific projects in the CoC and how this affected the CoC's
ability to address homelessness and provide the necessary reporting to
HUD.
NA
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4B-9. Did the CoC or any of its CoC program Yes
recipients/subrecipients request technical
assistance from HUD in the past two years
(since the submission of the FY 2012
application)? This response does not affect
the scoring of this application.
4B-9a. If "Yes" to Question 4B-9, check the box(es) for which technical
assistance was requested.
This response does not affect the scoring of this application.
CoC Governance:
CoC Systems Performance Measurement:
Coordinated Entry:
Data reporting and data analysis:
HMIS:
X
Homeless subpopulations targeted by
Opening Doors: veterans, chronic,
children and families, and
unaccompanied youth:
X
Maximizing the use of mainstream resources:
Retooling transitional housing:
Rapid re-housing:
Under-performing program recipient,
subrecipient or project:
H2 Healthcare and Housing
X
Not applicable:
4B-9b. If TA was received, indicate the type(s) of TA received, using the
categories listed in 4B-9a, the month and year it was received and then
indicate the value of the TA to the CoC/recipient/subrecipient involved
given the local conditions at the time, with 5 being the highest value and a
1 indicating no value.
This response does not affect the scoring of this application.
Page 63
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Type of Technical
Assistance Received
TX-503
COC_REG_2015_121928
Date
Received
Rate the Value of
the Technical Assistance
HMIS
09/15/2015
5
Vets@Home
10/23/2015
5
H2 Healthcare and Housing
09/16/2015
2
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4C. Attachments
Instructions:
For required attachments related to rejected projects, if the CoC did not reject any projects then
attach a document that says "Does Not Apply".
Document Type
Required?
Document Description
Date Attached
01. 2015 CoC Consolidated
Application: Evidence of the
CoC's Communication to
Rejected Projects
Yes
2015 CoC Evident ...
11/12/2015
02. 2015 CoC Consolidated
Application: Public Posting
Evidence
Yes
03. CoC Rating and Review
Procedure
Yes
CoC Rating and Re...
11/16/2015
04. CoC's Rating and Review
Procedure: Public Posting
Evidence
Yes
CoC TX 503 Rating...
11/12/2015
05. CoCs Process for
Reallocating
Yes
COCs Process for ...
11/12/2015
06. CoC's Governance Charter
Yes
CoC TX 503 Govern...
11/12/2015
07. HMIS Policy and
Procedures Manual
Yes
HMIS Policies and...
10/30/2015
08. Applicable Sections of Con
Plan to Serving Persons
Defined as Homeless Under
Other Fed Statutes
No
09. PHA Administration Plan
(Applicable Section(s) Only)
Yes
PHA Admin Plans
11/12/2015
10. CoC-HMIS MOU (if
referenced in the CoC's
Goverance Charter)
No
HMIS CoC MOU
11/12/2015
11. CoC Written Standards for
Order of Priority
No
CoC Written Stand...
11/12/2015
12. Project List to Serve
Persons Defined as Homeless
under Other Federal Statutes
No
13. Other
No
14. Other
No
15. Other
No
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Attachment Details
Document Description: 2015 CoC Evident of CoCs Communication to
Rejected Project
Attachment Details
Document Description:
Attachment Details
Document Description: CoC Rating and Review Procedure
Attachment Details
Document Description: CoC TX 503 Rating and Review Procedure
Public Posting Evidence
Attachment Details
Document Description: COCs Process for Reallocating P&P with Public
Posting
Attachment Details
Document Description: CoC TX 503 Governance Charter
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Attachment Details
Document Description: HMIS Policies and Procedures Manual
Attachment Details
Attachment Details
Document Description: PHA Admin Plans
Attachment Details
Document Description: HMIS CoC MOU
Attachment Details
Document Description: CoC Written Standards for Order of Priority
Attachment Details
Attachment Details
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Attachment Details
Attachment Details
Page 68
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Submission Summary
Page
Last Updated
1A. Identification
11/15/2015
1B. CoC Engagement
11/15/2015
1C. Coordination
11/16/2015
1D. CoC Discharge Planning
11/15/2015
1E. Coordinated Assessment
11/15/2015
1F. Project Review
Please Complete
1G. Addressing Project Capacity
11/15/2015
2A. HMIS Implementation
11/15/2015
2B. HMIS Funding Sources
11/15/2015
2C. HMIS Beds
11/15/2015
2D. HMIS Data Quality
11/15/2015
2E. Sheltered PIT
11/15/2015
2F. Sheltered Data - Methods
11/15/2015
2G. Sheltered Data - Quality
11/15/2015
2H. Unsheltered PIT
11/15/2015
2I. Unsheltered Data - Methods
11/15/2015
2J. Unsheltered Data - Quality
11/15/2015
3A. System Performance
11/15/2015
3B. Objective 1
11/16/2015
3B. Objective 2
11/15/2015
3B. Objective 3
11/15/2015
4A. Benefits
11/15/2015
4B. Additional Policies
11/16/2015
4C. Attachments
Please Complete
Submission Summary
No Input Required
Page 69
11/16/2015
October 28, 2015
BOARD OF DIRECTORS
MARSHALL JONES, PRESIDENT
ANN DENTON, SECRETARY
Advocates for Human Potential
MARK LITTLEFIELD, TREASURER
Littlefield Consulting
Ms. Rebecca Elizando
Manager of Grants Administration
Goodwill Industries of Central Texas
512-748-1381
Re:
Goodwill Industries of Central Texas “Bluebonnet PSH” FY15 HUD CoC Bonus
Funding Opportunity
Dear Ms. Elizando,
CORKY HILLIARD, CHAIR-ELECT
Hilliard Resources
DR. DONALD CHRISTIAN
Concordia University
ALAN ISAACSON
TIM LEAGUE
Alamo Drafthouse Cinemas
PERRY LORENZ
Constructive Ventures
JUDY MAGGIO
Media Consultant
ED MCHORSE
Graves Dougherty Hearon &
Moody
This morning the ECHO Membership Council met to review the recommendation of
the ECHO Independent Review Team (IRT) regarding the use of the FY15 CoC Bonus
Funds in the TX-503 Collaborative Application. The decision made was to not
approve the Goodwill of Central Texas Bluebonnet Studios Project Application. The
IRT reported that while highly competitive, your project scored lower than the
competing project due to the community and federal priority for Housing First
Permanent Supportive Housing. “The project had merit as it married job readiness
skills with PSH… but the fact that these PSH units will not be Housing First weighed
largely in this decision.”
If you wish to appeal this decision, you can find a link to the appeals process on ECHO
COC Workgroup page at www.austinecho.org.
Sincerely,
RICK MENDOZA
Accountant
BETTY STAEHR
Advocate
Ann G. Howard
DR. CALVIN STREETER
UT School Of Social Work
EXECUTIVE DIRECTOR
Ann Howard
(512) 963-7630
[email protected]
ECHO
100 N. I35, Suite 1003
Austin, TX 78701
Cc:
Tim Miles, Foundation Communities
Julian Huerta, Foundation Communities
Julie Candoli, Foundation Communities
Brie Mitchell, Goodwill Industries of Central Texas
Ellen Bettis, Goodwill Industries of Central Texas
AUSTIN/TRAVIS COUNTY
HOMELESS MANAGEMENT INFORMATION SYSTEM
(HMIS)
POLICIES AND PROCEDURES HANDBOOK
Ending Community Homelessness Coalition
Version 1
The Austin/Travis County Homeless Management Information System is managed by ECHO
For further information about HMIS contact:
Veronica Neville
HMIS Director
ECHO
PO Box 201338
Austin TX 78703
(512) 910-4604
[email protected]
Table of Contents
Introduction ………………………………………………………………………………...
1
SECTION 1: CONTRACTUAL REQUIREMENTS AND ROLES
Policy 101: HMIS Contract Requirements ………………………………………………..
Policy 102: HMIS Sub-committee ………………………………………………………...
Policy 103: System Administration Functions ………………………………………….....
Policy 104: Participating Agency Responsibility …………………………………………
Policy 105: Participating Agency Administrator ………………………………………….
Policy 106: User …………………………………………………………………………...
Policy 107: Training Schedule …………………………………………………………….
4
5
6
7
8
9
10
SECTION 2: PARTICIPATION REQUIREMENTS
Policy 201: Participation and Implementation Requirements ................................................
Policy 202: HMIS Data Security Responsibility………………..…………………………
Policy 203: Implementation Requirements ............................................................................
Policy 204: Written Client Consent Procedure for Electronic Data Sharing ……………...
Policy 205: Confidentiality and Informed Consent ............................................................…
Policy 206: Data Elements to be Collected ………………………………………………..
Policy 207: Maintenance of Onsite Computer Equipment ………………………………..
Policy 208: Inter-Agency Data Sharing Agreement……...………………………………..
11
12
13
14
15
17
25
26
SECTION 3: USER, LOCATION, PHYSICAL AND DATA ACCESS
Policy 301: Access Levels for System Users .............................................................…........
Policy 302: Access to Data ........................................................................................…........
Policy 303: Access to Client Paper Records ..............................................................…........
Policy 304: Unique User ID and Password ………………………………………………..
Policy 305: Right to Deny User and Participating Agencies’ Access ……………………….
Policy 306: Data Access Control ………………………………………………………….
Policy 307: Using HMIS Data for Research ………………………………………………
Policy 308: Management Reports for Continuum of Care (CoC) ………………………...
Policy 309: Encryption of Data through the PKI Security Certificate …………………….
27
28
29
30
31
32
33
34
35
SECTION 4: TECHNICAL SUPPORT AND SYSTEM AVAILABILITY
Policy 401: Planned Technical Support …………………………………………………...
Policy 402: Participating Agency Service Request ………………………………………..
36
37
INTRODUCTION
These Policies and Procedures were developed to guide the operation of the Austin/Travis County
Homeless Management Information System (HMIS). The HMIS is an additional tool to help
assure that Austin/Travis County individuals and families who are homeless or at risk of becoming
homeless have access to housing and supportive services that are appropriate to their housing,
health and human service needs.
An underlying philosophy that has driven the process is respect for the personal data of each
individual. Clients must give informed consent what data will be shared and what data may be
shared with their consent in the system. They may decide not to participate in sharing their data
and they may not be denied services for lack of participation unless sharing of data is a specific
programs requirement.
One goal of HMIS is to inform the public about the extent and nature of homelessness in
Austin/Travis County. This is accomplished through analysis of data that is grounded in the actual
experiences of homeless persons and the service providers who assist them in shelters and
homeless assistance programs throughout the area. Information that is gathered via interviews
conducted by service providers with consumers is analyzed. The resulting statistics are used to
develop an unduplicated count, aggregated (void of any identifying client level information) and
made available to policy makers, service providers, advocates, and consumer representatives.
The HMIS utilizes web-based software that was selected after much thoughtful investigation.
Through this software, homeless service organizations across Austin/Travis County are able to
capture information about the clients they serve. The HMIS staff provides training and technical
assistance to users of the system.
ECHO HMIS Policies and Procedures
(08/01/2012)
Page 1 of 37
POTENTIAL BENEFITS OF HMIS
For homeless men, women, and children:
 A decrease in duplicative intake and assessments
 More coordinated case management
 Improved benefit eligibility determination
For case managers:
 Use of web-based software to assess clients’ needs and to inform clients about services
offered on site or available through referral.
 Use of on-line resource information to learn about resources that help clients find and keep
permanent housing or meet other goals clients have for themselves.
 Improve service coordination when information is shared among case management staff
within one agency or with staff in other agencies (with written client consent) who are
serving the same clients.
For agency and program managers:
 Improved ability to track client outcomes
 Improved coordination of services, internally among agency programs and externally with
other service providers
 Improved data used for preparing reports to funding entities, boards and other stakeholders
and advocacy for additional resources
 Aggregate information that can be used in program design and implementation through a
more complete understanding of clients’ needs and outcomes
 Capacity to automate the generation of numeric statistics for use in Housing and Urban
Development (HUD) APRs
For community-wide Continuum of Care and policy makers and other advocates:
 Understanding of the extent and scope of homelessness
 Unduplicated count of clients
 Identification of service gaps
 Utilization of aggregated information for system design
 Development of a forum for addressing community-wide issues
 Access to aggregate reports that can assist in completion of the HUD-required gaps chart
 Utilization of the aggregate data to inform policy decisions aimed at addressing and ending
homelessness
(08/01/2012)
Page 2 of 37
(08/01/2012)
Page 3 of 37
HUD HMIS DATA AND TECHNICAL STANDARDS FINAL NOTICE
HUD issues the HMIS Data and Technical Standards Final Notice. This Notice implements the
data and technical standards for the HMIS, and describes baseline requirements for all facets of
the HMIS. HUD has provided additional training to interested parties on these required baseline
standards.
The privacy and security section in the Notice provides baseline standards required of all programs
that record, use or process HMIS data. According to the Notice, these required baseline standards
are based on principles of fair information practices and security standards recognized by the
information privacy and technology communities as appropriate for securing and protecting
personal information and rely on software applications that typically come with hardware
purchased within recent years. The Notice further explains that HUD has issued these required
baseline requirements and additional security protections that communities may choose to
implement to further ensure the security of their HMIS data.
(08/01/2012)
Page 4 of 37
SECTION 1:
CONTRACTUAL REQUIREMENTS AND ROLES
POLICY 101: HMIS CONTRACT REQUIREMENTS
----------------------------------------------------------------------------------------------------------------ECHO, as the Lead HMIS Agency for the Austin/Travis County Continuum of Care (CoC), is
committed to coordinate and provide services to HUD/NOFA funded programs that are required
to participate in HMIS and other community CoC partners and collaborations. Participating
Agencies shall sign a Memorandum of Understanding (MOU) and comply with the stated
requirements.
ECHO will contract for and administer a contract for the following:
 Server based software system
 User licenses issued
 Annual support agreement
 AIRS (Alliance of Information and Referral [I&R] Systems)Taxonomy
 SSL (Secure Socket Layer-a commonly used form of encryption) Certificate (shows that
the site is secure)
 PKI (Public Key Infrastructure) Certificate
 Disaster Protection and Recovery Support
Participating Agencies shall sign a Memorandum of Understanding and comply with the stated
requirements. Agencies will be granted access to the HMIS software system after:
 The MOU has been signed with ECHO, and
 Agencies put into place the stated requirements in the MOU.
Agencies agree to comply with these policies and procedures.
(08/01/2012)
Page 5 of 37
POLICY 102: HMIS SUB-COMMITTEE
-------------------------------------------------------------------------------------------------------------------The HMIS sub-committee reports to the ECHO Data Workgroup. The purpose of the HMIS subcommittee is governance over the HMIS requirements. Each Participating Agency’s Agency
Administrator is a member of this body.
The sub-committee promotes the standards for HMIS and recommendations to the Data
Workgroup for implementation. These standards include:





Release of Information (ROI) for HMIS client data sharing
Memorandum of Understanding (MOU) between ECHO and Participating Agencies
Data Quality Assurance Plan for Participating Agencies in HMIS
License and support fees charged to Participating Agencies
Reviews Technical Data Standards as published by HUD
HUD reports that are reviewed by the body would include:




Point-In-Time (PIT)
Housing Inventory Chart (HIC)
Annual Homeless Assessment Report (AHAR)
Quarterly Pulse Report (when required)
(08/01/2012)
Page 6 of 37
POLICY 103: SYSTEM ADMINISTRATION FUNCTIONS
-------------------------------------------------------------------------------------------------------------------ECHO/HMIS staff will administer the HMIS software system for all users and will perform and/or
supervise system administration functions. HMIS staff will work with ECHO Committees,
Participating Agencies and consultants.
Responsibilities include:
 Organizing training and technical assistance to participating agencies on all HMIS policies
and procedures related to authorizing access to the system, including agency setup,
questions from users, network questions and system functionality questions;
 Overseeing system administration with concentration on internal and external security
protocols;
 Monitoring access to the web based application through automated queries and software
application protocols;
 Managing implementation of a disaster recovery plan;
 Provide periodic reports from Bowman Systems on data security and disaster recovery
plans and test results;
 Coordinating assistance with data analysis, findings, and report writing;
 Coordinating implementation of software enhancements; and
 Conducting training and supervising system administration functions in a way that respects
the dignity of the people whose data is being collected.
(08/01/2012)
Page 7 of 37
POLICY 104: PARTICIPATING AGENCY RESPONSIBILITY
-------------------------------------------------------------------------------------------------------------------Each Participating Agency will be responsible for oversight of all agency staff that generate or
have access to client-level data stored in the system software to ensure adherence to Privacy,
HIPAA and all State and Federal laws or regulations, as well as to ensure adherence to the HMIS
principles, policies and procedures outlined in this document.
The Participating Agency:
 Holds final responsibility for the adherence of the agency’s personnel to the Privacy,
HIPAA and all State and Federal laws or regulations, as well as ensuring adherence to the
HMIS principles, policies and procedures outlined in this document;
 Is responsible for all activity associated with agency staff access and use of the HMIS data
system;
 Is responsible for establishing and monitoring agency procedures that meet the criteria for
access to the HMIS System, as detailed in the policies and procedures outlined in this
document;
 Will have and/or put in place policies and procedures to prevent any misuse of the software
system by designated staff;
 Agrees to allow access to the HMIS System only to staff who have been trained in Ethics
and Compliance along with the HMIS system and maintain annual certification by the
HMIS Lead Agency. Need for access exists only for those staff, volunteers, or designated
personnel who work directly with (or who supervise staff who work directly with) clients,
or have data entry or technical responsibilities.
The Agency also oversees the implementation of data security policies and standards and will:
 Assume responsibility for integrity and protection of client-level data entered into the
HMIS system;
 Ensure organizational adherence to the HMIS Policies and Procedures;
 Communicate control and protection requirements to agency custodians and users;
 Authorize data access to agency staff and assign responsibility for custody of the data;
 Ensure that data is collected in a way that respects the dignity of the participants;
 Ensure that all data collected must be relevant to the purpose for which it is used, that the
data is entered accurately and on time; and
 Provide prompt and timely communications of data, changes in license assignments, and
user accounts and software to the HMIS Administrator.
(08/01/2012)
Page 8 of 37
POLICY 105: PARTICIPATING AGENCY ADMINISTRATOR
-------------------------------------------------------------------------------------------------------------------Every Participating Agency must designate one person to be the Agency Administrator/Data
Security Officer who holds responsibility for the coordination of the system software at the agency.
The Agency Administrator/Data Security Officer will be responsible for duties including:
 Editing and updating agency information;
 Ensuring that access to the HMIS is requested for authorized staff members only after they
have:
o received training; for all user levels;
o satisfactorily demonstrated proficiency in use of the software; and
o demonstrated an understanding of the HMIS Policies and Procedures and agency
policies
 Granting technical access to the software system for persons authorized by the Agency’s
leadership by requesting the system administrator to create passwords needed to enter the
system;
 Designating each individual’s level of access;
 Ensuring new staff persons are trained on the uses of the HMIS software system, including
review of the Policies and Procedures in this document and any agency policies which
impact the security and integrity of client information;
 Notifying all users in their agency of interruptions in service;
 Serving as point-person in communicating with the HMIS Administrator;
 Facilitating timely reporting from the Agency;
 Working cooperatively with HMIS technical staff and consultants.
The Agency Administrator/Data Security Officer is also responsible for implementation of data
security policy and standards, including:
 Administering agency-specified business and data protection controls;
 Administering and monitoring access control;
 Providing assistance in and/or coordinating the recovery of data, when necessary; and
 Detecting and responding to violations of the Policies and Procedures or agency
procedures.
 Maintaining records of background checks for all persons who have been given access to
the HMIS in accordance with Texas Administrative Code. (see appendix)
ECHO/HMIS staff will coordinate
Administrator/Data Security Officers.
(08/01/2012)
training
and
technical
assistance
for
Agency
Page 9 of 37
POLICY 106: USER
-------------------------------------------------------------------------------------------------------------------All individuals at the HMIS and at the participating agency levels who require legitimate access
to the software system will be granted such access after training and agency authorization.
Individuals with specific authorization can access the system software application for the purpose
of conducting data management tasks associated with their area of responsibility.
Responsibilities:
 The HMIS Administrator agrees to authorize use of the HMIS only to users who have received
appropriate training, and who need access to the system for technical administration of the
system, report writing, data analysis and report generation, back-up administration or other
essential activity associated with carrying out HMIS responsibilities.
 The Participating Agency agrees to authorize use of the HMIS only to users who need access
to the system for data entry, editing of client records, viewing of client records, report writing,
administration or other essential activity associated with carrying out participating agency
responsibilities.
Users are any persons who use the HMIS software for data processing services. They must be
aware of the data’s sensitivity and take appropriate measures to prevent unauthorized disclosure.
Users are responsible for protecting institutional information to which they have access and for
reporting security violations. Users must comply with the data security policy and standards as
described and stated by the Agency. Users are accountable for their actions and for any actions
undertaken with their usernames and passwords. Users must advise the Agency Administrator (or
HMIS Administrator) if their passwords are compromised.
Contractors, volunteers, interns and others who function as staff, whether paid or not, are bound
by the same User responsibilities and rules set forth in this manual.
(08/01/2012)
Page 10 of 37
POLICY 107: TRAINING SCHEDULE
-------------------------------------------------------------------------------------------------------------------HMIS staff will coordinate ongoing training schedules for Systems Administrators, Agency
Administrators and End Users. Training will occur on a regular basis. The schedule of trainings
will be published by ECHO/HMIS Staff.
Training schedule
Ethics and Compliance Training
 Three hours mandatory
 Review of Ethics
 Review of Compliance around Privacy and HIPAA laws and regulations
New User Training: Introduction to the HMIS System (End User Training)
 Introduction to the HMIS Project
 Review of applicable policies and procedures each year
 Logging on to the HMIS System
 Entering client information including Universal Data Elements, Program specific elements,
demographics, Entry/Exits, and service transactions
Job Function Training:
 Intake Worker
 Resource Specialist
 Activity Specialist
 Case Manager
 Program Manager
 Executive Director
Agency Administrator Training:
 Six hours mandatory
 Review of agency roles and responsibilities
 Review of security policies and procedures
 Overview of system administrative functions
 Entering and updating information pertaining to the participating agency
 Review of HMIS technical infrastructure
 Reporting
Annual recertification of training required based on job/administration function.
(08/01/2012)
Page 11 of 37
SECTION 2:
PARTICIPATION REQUIREMENTS
POLICY 201: PARTICIPATION AND IMPLEMENTATION REQUIREMENTS
-------------------------------------------------------------------------------------------------------------------Participation Agreement Requirements
 Agency Administrator/Data Security Officer: Designation of one key staff person to serve
as Agency Administrator/Data Security Officer. Responsibilities include:
o Requesting the creation of usernames and passwords in writing;
o Monitoring software access, among other activities;
o Ensuring staff personnel using HMIS system are trained by ECHO/HMIS staff
annually on how to use the HMIS System; and
o Communicating with the HMIS staff.
 Data Quality Assessment:
o Meeting of Agency Executive Director or designee, Program Manager or
Administrator and Agency Administrator with HMIS staff member to assess and
complete Data Quality Plan;
o Annual review of Data Quality and update the Data Quality Plan.
 Training: Commitment of Agency Administrator and designated staff persons to attend
training(s) prior to accessing the system online
o ALL Information Security paperwork needs to be complete and signed by
Executive Director or designee in order for Participating Agency Staff to attend
training.
 Client Data: Agencies must:
o Secure written acknowledgement from the client that the client’s data will be
entered into the HMIS.
o Secure a Release of Information from the client to share additional personal
information with other agencies that are HMIS Participating Agencies.
 The HUD Data and Technical Standard requires as a baseline requirement that every
Contributory HMIS Organization (CHO) post a sign at each intake desk (or comparable
location) that explains generally the reasons for collecting protected personal information
(PPI). While HMIS Policy requires written notice, individual Providers may wish to use
the following language to assure that they meet this HUD’s baseline standard: ‘‘we collect
personal information directly from you for reasons that are discussed in our privacy
statement. We may be required to collect some personal information by law or by
organizations that give us money to operate this program. Other personal information that
we collect is important to run our programs, to improve services for homeless persons, and
to better understand the needs of homeless persons. We only collect information that we
consider
to
be
appropriate”.
Protected Personal Information (PPI) is defined by HUD as “Any information maintained
by or for a Covered Homeless Organization about a living homeless client or homeless
individual that: (1) Identifies, either directly or indirectly, a specific individual; (2) can be
manipulated by a reasonably foreseeable method to identify a specific individual; or (3)
can be linked with other available information to identify a specific individual.”
(08/01/2012)
Page 12 of 37
POLICY 202: HMIS DATA SECURITY RESPONSIBILITY
-------------------------------------------------------------------------------------------------------------------ECHO will manage the contractual relationship with a third party software development corporation who will
in turn continue to develop, implement and maintain all components of operations of the web-based system
including a data security program. The HMIS staff, in consultation with the HMIS Sub-Committee, will:
 Define the program;
 Implement its standards; and
 Promote awareness of the program to all interested parties.
Access to areas containing HMIS equipment, data, and software will be secured. All client-identifying
information will be strictly safeguarded in accordance with appropriate technical safeguards. All data will be
securely protected to the maximum extent possible.
The scope of security includes:
 Technical safeguards;
 Physical safeguards, including, but not limited to locked doors, locked file cabinets;
 Network protocols and encryption standards such as https/ssl encryption (an indicator of encryption
use); and
 Client data security (Data Encryption).
(08/01/2012)
Page 13 of 37
POLICY 203: IMPLEMENTATION REQUIREMENTS
-------------------------------------------------------------------------------------------------------------------HMIS staff will assist Participating Agencies in the completion of all required documentation prior to
implementation.
Data Quality Assessment Meeting:
Meeting of Agency staff with HMIS staff members to assist in completion of the Agency’s Data Quality Plan,
including security protocols
Memorandum of Understanding (MOU):
The Memo of Understanding refers to the document agreement made between the Participating Agency and
ECHO for the use of HMIS. This agreement includes commitment to enter information on clients served within
the agency’s participating programs. It is the legally binding document that refers to this and other documents
regarding privacy protections and information sharing of client specific information.
Certification for End-Users:
This certificate indicates that the named person has received sufficient training to qualify as an end user.
Designation of Access Level:
This form is signed by the Executive Director of the agency or designee and provides the agency’s
authorization to issue a license and to set the license at a specific security level.
(08/01/2012)
Page 14 of 37
POLICY 204: WRITTEN CLIENT CONSENT PROCEDURE FOR ELECTRONIC DATA SHARING
-------------------------------------------------------------------------------------------------------------------Client Procedures from each Participating Agency, including notice that the client data will be entered into the
HMIS system and a Release of Information for sharing client data must be on file at each agency.
Each Contributory HMIS Organization (CHO) must publish a privacy notice describing its policies and
practices for the processing of client data and must provide a copy of its privacy notice to any individual upon
request, and the HMIS Lead Agency maintains a copy on the ECHO HMIS web page. A CHO must specify
in its privacy notice the purposes for which it collects client data and must describe all uses and disclosures.
A CHO may use or disclose client data only if the use or disclosure is allowed by this standard and is
described in its privacy notice.
A CHO must allow an individual to inspect and to have a copy of any data about the individual. A CHO must
offer to explain any information that the individual may not understand. While a CHO must consider any
request by an individual for correction of inaccurate or incomplete data pertaining to the individual, the CHO
is not required to remove any information but may, alternatively choose to mark information as inaccurate or
incomplete and may supplement it with additional information.
(08/01/2012)
Page 15 of 37
POLICY 205: CONFIDENTIALITY AND INFORMED CONSENT
-------------------------------------------------------------------------------------------------------------------Each client must provide Informed Consent, which includes both an oral explanation and written client
consent, before being entered into the HMIS.
Oral Explanation: The Participating Agency will provide all clients with an oral explanation of the HMIS
and the terms of consent. The agency is responsible for ensuring that this procedure takes place prior to every
client interview. The Oral Explanation must contain the following information:
1. What the HMIS is:
 Computer based information system that homeless service agencies across the nation use to capture
information about the persons they serve
2. Why the agency uses it
 to understand their clients’ needs
 help the programs plan to have appropriate resources for the people they serve to inform public
policy in an attempt to end homelessness
3. Security
 Only staff who work directly with clients or who have administrative responsibilities can look at,
enter, or edit client records
4. Privacy Protection
 Basic information will be shared with all agencies that utilize HMIS. No additional personal
information will be released to another agency without written consent
 Client has the right to not answer any question, unless entry into a program requires it
 Client information is transferred in an encrypted format to the HMIS
 Client has the right to know who has added to, deleted, or edited their HMIS electronic client record
 Information that is transferred over the web is through a secure connection
5. Benefits for clients.
 Case manager tells client what services are offered on site or by referral through the assessment
process
 Case manager and client can use information to assist clients in obtaining resources that will help
them find and keep permanent housing
Written Client Consent: A client must be informed what information is being shared, with whom it is being
shared, and the expiration date of the consent. A client must sign a consent form authorizing information
release.
Information Release: The Participating Agency agrees not to release client identifiable information to any
other organization not participating in HMIS pursuant to federal and state law without proper client consent.
Federal/State Confidentiality Regulations: The Participating Agency will uphold Federal and State
Confidentiality regulations to protect client records and privacy. In addition, the Participating Agency will
only release client records with written consent by the client, unless otherwise provided for in the regulations.
(08/01/2012)
Page 16 of 37
1. The Participating Agency will abide specifically by the Federal confidentiality rules regarding
disclosure of alcohol and/or drug abuse records.
2. The Participating Agency will abide specifically by State of Texas, the City of Austin or Travis County
general laws providing guidance for release of client level information including who has access to
client records, for what purpose and audit trail specifications for maintaining a complete and accurate
record of every access to and every use of any personal data by persons or organizations.
(08/01/2012)
Page 17 of 37
POLICY 206: DATA ELEMENTS TO BE COLLECTED
--------------------------------------------------------------------------------------------------------------------The U.S. Department of Housing and Urban Development (HUD) has identified Data Elements that are
required. These are two categories of data elements – Universal Data Elements and Program-Specific
Data Elements – are defined in Section 2 and Section 3 of the Federal Register (Vol. 69, Number 146)
Final Notice.
HUD requires that Universal Data Elements be collected by all agencies serving homeless persons.
HUD requires that Program-Specific Data Elements be collected from all clients served by programs that are
required to report this information to HUD and other organizations. For programs with no such reporting
requirements, HUD states that these standards are optional but are recommended to allow CoCs to obtain
consistent information across the range of providers for data analysis. In addition to these HUD required data
elements for the APR, there are additional program-specific data elements that are recommended and may be
added to the HUD APR in the future. The HMIS Sub-Committee may determine additional data elements to
facilitate reporting for TLP, SRO and other programs funded in addition to HUD, by organizations including
DSS ESG, DHMAS, UNITED WAY, and the HMIS itself.
The values represented below are recognized by HUD when generating the required reports from the
ServicePoint Software. Picklists that contain a combination of HUD-approved values and other values, are
identified by having the word "(HUD)" appended to the value".
Universal Data Elements and Response Categories updated June 2010
2.1: Name
Current name - First Name, Middle Name, Last Name, Suffix
Other name used to receive services previously - First Name, Middle Name, Last Name, Suffix
2.2: Social Security Number
…/……/………………
SSN Quality Code
Full SSN reported
Partial SSN reported
Don’t know or do not have SSN
Refused
2.3: Date of Birth
……../..…../…….
01/ 30/ 2004
(Mo) (Day) (Year)
DOB Quality Code
Full DOB reported
Partial DOB reported
Don’t know or do not have DOB
Refused
(08/01/2012)
Page 18 of 37
2.4: Race
Asian
Black or African-American
White
American Indian or Alaska Native
Native Hawaiian or Other Pacific Islander
Don’t Know
Refused
2.5: Ethnicity
Non-Hispanic/Latino(a)
Hispanic/Latino(a)
Don’t Know
Refused
2.6: Gender
Female
Male
Other
Transgendered Male to Female
Transgendered Female to Male
Don’t Know
Refused
2.7: Veteran’s Status
No
Yes
Don’t know
Refused
2.8: Disabling Condition
No
Yes
Don’t know
Refused
2.9: Residence Prior to Program Entry
Type of Residence
Emergency shelter (including a youth shelter, or hotel or campground paid for with emergency shelter voucher
Transitional housing for homeless persons (including homeless youth)
Permanent housing for formerly homeless persons (such as SHP, S+C, or SRO Mod Rehab
Psychiatric hospital or other psychiatric facility
Substance abuse treatment facility or detox center
Hospital (non-psychiatric)
Jail, prison or juvenile detention facility
Rental by client, no housing subsidy
Owned by client, no housing subsidy
Staying or living in a family member’s room, apartment or house
Staying or living in a friend’s room, apartment or house
Hotel or motel paid for without emergency shelter voucher
Foster care home or foster care group home
(08/01/2012)
Page 19 of 37
Place not meant for habitation (e.g. a vehicle, an abandoned building, bus/train/subway station/airport or anywhere
outside
Other
Safe Haven
Don’t Know
Refused
Length of Stay in Previous Place
One week or less
More than one week, but less than one month
One to three months
More than three months but less than on year
One year or longer
Don’t Know
Refused
2.10: Zip Code of Last Permanent Residence
_____
e.g. 12345
Zip Code Data Quality
Full or partial zip code reported
Don’t know
Refused
2.11: Housing Status
Literally homeless
Imminently losing their Housing
Unstably house and at-risk of losing their housing
Stably housed
Don’t know
Refused
2.12: Program entry date
_ _/_ _/ _ _ _ _
01/30/2004
(Mo) (Day) (Year)
2.13: Program exit date
_ _/_ _/ _ _ _ _
01/30/2004
(Mo) (Day) (Year)
2.14: Unique Person Identification Number
A PIN must be created, but there is no required format as long as there is a single PIN for every client served in
the CoC and it contains no personally identifying information. This is automatically generated.
2.15: Household identification number
A Household ID number must be created, but there is no required format as long as the number allows
identification of clients that receive services as a household. This is automatically generated.
(08/01/2012)
Page 20 of 37
Program-Specific Data Elements and Response Categories
3.1: Income and source:
Source of income
Amount from
Source
Earned income
$ _ _ _ _.00
Unemployment insurance
$ _ _ _ _.00
Supplemental Security Income or SSI
$ _ _ _ _.00
Social Security Disability Income (SSDI)
$ _ _ _ _.00
Veteran’s disability payment
$ _ _ _ _.00
Private disability insurance
$ _ _ _ _.00
Worker’s compensation
$ _ _ _ _.00
Temporary Assistance for Needy Families (TANF)
$ _ _ _ _.00
General Assistance
$ _ _ _ _.00
$_ _ _ _.00
Retirement income from Social Security
Veteran’s disability payment
$ _ _ _ _.00
Veteran’s pension
$ _ _ _ _.00
Pension from a former job
$ _ _ _ _.00
Child support
$ _ _ _ _.00
Alimony or other spousal support
$ _ _ _ _.00
Other source
$ _ _ _ _.00
No financial resources
__________
Total monthly income $ _ _ _ _.00
3.2: Source of non-cash benefit
Food stamps or money for food on a benefits card
MEDICAID health insurance program
MEDICARE health insurance program
State Children’s Health Insurance Program (SCHIP)
Special Supplemental Nutrition Program for Women, Infants, and Children (WIC)
Veterans Administration (VA) Medical Services
TANF Child Care services
TANF transportation services
Other TANF services
Section 8, public housing, or other rental assistance
Other source
Temporary Rental Assistance
3.3: Physical disability
No
Yes
Don’t Know
Refused
3.4: Developmental disability
No
Yes
Don’t Know
Refused
(08/01/2012)
Page 21 of 37
(If yes) Receiving services or treatment:
No
Yes
Don’t Know
Refused
3.5: Chronic Health Condition
No
Yes
Don’t Know
Refused
No
Yes
Don’t Know
Refused
3.6: HIV/AIDS
No
Yes
Don’t Know
Refused
No
Yes
Don’t Know
Refused
3.7: Mental Health
Mental Health problem
No
Yes
Don’t Know
Refused
(If yes) Expected to be of long-continued and indefinite duration and substantially impairs ability to live
independently
No
Yes
Don’t Know
Refused
No
Yes
Don’t Know
Refused
(08/01/2012)
Page 22 of 37
3.8: Substance abuse
Substance abuse problem
Alcohol abuse
Drug abuse
Both alcohol and drug abuse
Don’t Know
Refused
(If yes) Expected to be of long-continued and indefinite duration and substantially impairs ability to live
independently
No
Yes
Don’t Know
Refused
No
Yes
Don’t Know
Refused
3.9: Domestic violence
Domestic violence experience
No
Yes
Don’t Know
Refused
(If yes) When experience occurred
Within past three months
Three to six months ago
From six to twelve months ago
More than a year ago
Don’t know
Refused
3.10: Destination
Emergency shelter (including a youth shelter, or hotel or campground paid for with emergency shelter voucher
Transitional housing for homeless persons (including homeless youth)
Permanent housing for formerly homeless persons (such as SHP, S+C, or SRO Mod Rehab
Psychiatric hospital or other psychiatric facility
Substance abuse treatment facility or detox center
Hospital (non-psychiatric)
Jail, prison or juvenile detention facility
Rental by client, no ongoing housing subsidy
Owned by client, no ongoing housing subsidy
Staying or living in a family member’s room, apartment or house
Staying or living in a friend’s room, apartment or house
Hotel or motel paid for without emergency shelter voucher
Foster care home or foster care group home
(08/01/2012)
Page 23 of 37
Place not meant for habitation (e.g. a vehicle, an abandoned building, bus/train/subway station/airport or
anywhere outside
Other
Safe Haven
Rental By Client, VASH Subsidy
Rental By Client, with ongoing housing subsidy
Owned by client, with ongoing housing subsidy
Staying or living with family, permanent tenure
Staying or living with friends, permanent tenure
Deceased
Don’t know
Refused
Tenure
Permanent
Transitional
Don’t know
Refused
Subsidy type
None
Public housing
Section 8
S+C
HOME program
HOPWA program
Other housing subsidy
Don’t know
Refused
3.11: Reason for leaving
Left for a housing opportunity before completing program
Completed program
Non-payment of rent/occupancy charge
Non-compliance with project
Criminal activity/destruction of property/violence
Reached maximum time allowed by project
Needs could not be met by project
Disagreement with rules/persons
Death
Unknown/disappeared
Other
3.12: Services received (NOTE: These are categorized as they are identified and provided, not part of a drop
down menu)
Date of service
_ _/_ _/ _ _ _ _
01/30/2004
(Mo) (Day) (Year)
(08/01/2012)
Page 24 of 37
Service type
Food
Housing placement
Material goods
Temporary housing and other financial aid
Transportation
Consumer assistance and protection
Criminal justice/legal services
Education
Health care
HIV/AIDS related services
Mental health care/counseling
Other health care
Substance abuse services
Employment
Case/care management
Day care
Personal enrichment
Referral to other service(s)
Outreach
Other
(08/01/2012)
Page 25 of 37
POLICY 207: MAINTENANCE OF ONSITE COMPUTER EQUIPMENT
-----------------------------------------------------------------------------------------------------------Responsibilities: The Executive Director or designee of each participating agency will be responsible for the
maintenance and disposal of on-site computer equipment and data used for participation in the HMIS.
1. Computer Equipment: The Participating Agency is responsible for maintenance of on-site computer
equipment. This includes purchase of and upgrades to all existing and new computer equipment for
utilization in the HMIS Project.
2. Backup: While the HMIS system is a server based system, and thus all application level data backups are
the vendor’s responsibility, each local system is also subject to failure. However the Participating Agency
is responsible for supporting a backup procedure for each computer connecting to the HMIS Project. A
backup procedure may include archival of old existing data, and other general backups of user documents
and files.
3. Internet Connection: The Participating Agency is responsible for troubleshooting problems with Internet
Connections.
4. Data Storage: The Participating Agency agrees to only download and store data in an encrypted format,
using industry standard access controls to secure the data. This may include the use of encrypted archive
files such as secured WinZip/PKZip, or the use of operating system security such as data encryption in
conjunction with the implementation of system policies to enforce individual user profiles and user
authentication.
5. Data Disposal: The Participating Agency agrees to dispose of documents that contain identifiable client
level data in a manner that will protect client confidentiality. Methods may include:
 Shredding paper records;
 Deleting any information from media and destroying the media before disposal; and/or
 Triple formatting hard drive(s) of any machine containing client-identifying information before
transfer of property and/or destruction of hard drive(s) of any machine containing client-identifying
information before disposal
6. Data Retention: Protected Personal Information (PPI) that is not in current use seven years after the PPI
was created or last changed must be deleted unless a statutory, regulatory, contractual, or other requirement
mandates longer retention. Care must be taken to assure that the guidelines associated with Data Disposal
are properly followed.
(08/01/2012)
Page 26 of 37
POLICY 208: INTER-AGENCY DATA SHARING AGREEMENT
-----------------------------------------------------------------------------------------------------------The Austin/Travis County HMIS promotes the coordinated assessment, intake and referral process to better
service our clients. We are able to accomplish this by sharing authorized client information through an InterAgency Data Sharing Agreement.
1. ECHO HMIS and the Participating Agency will comply with all applicable federal and state laws
regarding the protection of client privacy.
2. The Participating Agency acknowledges and understands that the Austin/Travis County HMIS shares
all authorized client information with every other Participating Agency within HMIS. The data is
identified through the Release of Information.
3. The Participating Agency, by signing the Memorandum of Understanding which includes this
document, hereby enters into an “Inter-Agency Data Sharing Agreement”.
4. The Participating Agency acknowledges that in transmitting, receiving, storing, processing or
otherwise dealing with any client protected information, they are fully bound by federal and state
regulations governing confidentiality of patient records where applicable, including the Federal Law
of Confidentiality for Alcohol and Drug Abuse Patients, (42 CFR Part 2) and the Health Insurance
Portability and Accountability Act of 1996 (HIPAA, 45 CFR Parts 160 & 164), and cannot use or
disclose the information except as permitted or required by this agreement or law.
5. The Participating Agency acknowledges that they are prohibited from making any further disclosure
of this information unless further disclosure is expressly permitted by the written consent of the person
to whom it pertains or as otherwise permitted by state and federal regulations governing confidentiality
of patient records, including the Federal Law of Confidentiality for Alcohol and Drug Abuse Patients,
(42 CFR Part 2) and the Health Insurance Portability and Accountability Act of 1996, (HIPAA, 45
CFR Parts 160 & 164). A general authorization for the release of information is not sufficient for this
purpose.
6. The Participating Agency agrees to notify ECHO HMIS, within one business day, of any breach, use,
or disclosure of the protected information not provided for by this agreement.
7. The Participating Agency agrees to provide ECHO HMIS a 30 day notice of their intent to terminate
their participation in this agreement.
8. The Participating Agency agrees to complete the Release of Information for any client, prior to entering
the client data into HMIS.
9. The Participating Agency acknowledges that the Participating Agency, itself, bears primary
responsibility for oversight for all sharing of data is has collected and entered into HMIS.
10. The Participating Agency acknowledges that the client has the right to have their data entered
anonymously and/or refuse to answer any questions, including any questions regarding their mental
health history or medical conditions.
(08/01/2012)
Page 27 of 37
SECTION 3:
USER, LOCATION, PHYSICAL AND DATA ACCESS
POLICY 301: ACCESS LEVELS FOR SYSTEM USERS
-------------------------------------------------------------------------------------------------------------------User accounts will be created and deleted by the HMIS Administrators under authorization of the Participating
Agency’s Executive Director and/or designee.
Designation of HMIS Users: User Levels: There are different levels of access to the HMIS. These levels are
reflective of the access a user has to client level paper records. Access levels should be need-based.
All end users are required (including employees, volunteers, affiliates, contractors and associates) to sign
(upon hire, and when modified) an End User Agreement, to acknowledge receipt of a copy of the privacy
notice and to pledge to comply with the privacy notice as issued.
(08/01/2012)
Page 28 of 37
POLICY 302: ACCESS TO DATA
-------------------------------------------------------------------------------------------------------------------User access privileges to system data server are stated below.
User Access:
Users will only be able to view the data entered by users of their own agency or data shared through written
authorization. Security measures exist within the HMIS software system which restricts agencies from viewing
each other’s data that has not been authorized for sharing.
Raw Data:
Users who have been granted access to the HMIS Report Writer tool have the ability to download and save
client level data onto their local computer. Once this information has been downloaded from the HMIS server
in raw format to an agency’s computer, these data then become the responsibility of the agency. A Participating
Agency must develop protocols regarding the handling of data downloaded from the HMIS Report Writer tool
or from any other feature of the software.
Access to HMIS System Data:
Access will be granted based upon policies developed by the HMIS Sub-Committee and are reflected in the
MOU, license fees payments, ongoing technical support and user training.
(08/01/2012)
Page 29 of 37
POLICY 303: ACCESS TO CLIENT PAPER RECORDS
-------------------------------------------------------------------------------------------------------------------Agencies shall follow their existing policies and procedures and applicable local, state and federal laws and
regulations for access to client records on paper.
Each agency must secure any paper or other hard copy containing personal protected information that is either
generated by or for HMIS, including, but not limited to reports, data entry forms and signed consent forms.
All paper or other hard copy generated by or for HMIS that contains PPI information must be directly
supervised when the hard copy is in a public area. If agency personnel are not present, the information must
be secured in areas that are not publicly accessible. Written information specifically pertaining to user access
(e.g., username and password) must not be stored or displayed in any location.
(08/01/2012)
Page 30 of 37
POLICY 304: UNIQUE USER ID AND PASSWORD
-------------------------------------------------------------------------------------------------------------------Authorized users will be granted a unique user ID and password:
 Each user will be required to enter a User ID with a Password in order to logon to the system
 User ID and initial Password are to be assigned to individuals.
 The Password must be changed upon the first logon.
 The Password must be no less than eight and no more than sixteen characters in length.
 The password must be alphanumeric.
 Users are encouraged to use industry standard best practices when selecting their password including
the following:
o Use lower and upper case letters
o Use a passwords that will be hard to guess
o Do not use passwords containing the name of a spouse, child or pet (or similar name) and do
not contain birthdates or other easy to guess items.
 Written information specifically pertaining to the password may not be stored in writing in any
location.
Password Reset:
 Initially each user will be given a password for one time use only. The first or reset password will be
automatically generated by the HMIS System. The first time, temporary password can be
communicated via telephone, email or in person. Thereafter, passwords will be communicated in
written or verbal form. The Agency Administrator or System Administrator(s) will reset a password if
necessary.
 Forced Password Change (FPC) FPC will occur every forty-five days once a user account is issued.
Passwords will expire and users will be prompted to enter a new password. Users may not use the same
password consecutively, but may use the same password more than once.
 Unsuccessful logon: If a User unsuccessfully attempts to logon three times, the User ID will be “locked
out”, access permission revoked and unable to gain access until their password is reset in the manner
stated above, but only after a written request is provided by that user in the form of email from a known
and trusted domain or a signed request has been received via FAX.
 All system accounts will be the responsibility of the Agency Administrator.
(08/01/2012)
Page 31 of 37
POLICY 305: RIGHT TO DENY USER AND/OR PARTICIPATING AGENCY ACCESS
-------------------------------------------------------------------------------------------------------------------Participating Agency or a user access may be suspended or revoked for suspected or actual
violation of the security protocols. Serious or repeated violation by users of the system may result
in the suspension or revocation of an agency’s access.
The procedure to be follows is:
1. All suspected violations of any security protocols will be investigated by the agency or the
system administrator
2. Any user found to be in violation of security protocols will be sanctioned by their agency.
Sanctions may include but are not limited to a formal letter of reprimand, suspension of
system privileges, revocation of system privileges, termination of employment and/or
criminal prosecution.
3. Access may be restricted prior to completion of formal investigation, if deemed necessary
by the HMIS Director. If access is restricted, the HMIS Director will notify the Chair of
the HMIS sub-committee of the restriction and will consult with him/her about next steps.
4. Any agency that is found to have consistently and/or flagrantly violated security protocols
may have their access privileges suspended or revoked.
5. All sanctions can be appealed to the Grievance Review Panel of the HMIS sub-committee
that consists of the Chair, HMIS Director, and impartial three Agency Administrators.
(08/01/2012)
Page 32 of 37
POLICY 306: DATA ACCESS CONTROL
-------------------------------------------------------------------------------------------------------------------Agency Administrators at Participating Agencies and HMIS staff reserve the right to monitor
access to system software.
 Agency Administrators at Participating Agencies and HMIS staff will regularly review
user access privileges and remove identification codes and passwords from their systems
when users no longer require access.
 Agency Administrators at Participating Agencies and HMIS staff may implement
discretionary access controls to limit access to HMIS information based on application
security designations. Examples of such designations include but are not limited to
“Agency Administrator”, “Case Manager”, and “Volunteer”.
 Participating Agencies and HMIS staff must audit all unauthorized accesses and attempts
to access HMIS information.
 Audit records shall be kept at least six months, and Agency Administrators and the HMIS
Systems Administrator shall regularly review the audit records for evidence of violations
or system misuse.
Guidelines for data access control for the participating agency:
 The federal regulations state that: Physical Access to Systems with Access to the HMIS
Data Computers that are used to collect and store HMIS data shall be staffed at all times
when in public areas. When workstations are not in use and staff is not present, steps
should be taken to ensure that the computers and data are secure and not publicly
accessible. These steps should minimally include:
o Logging off the data entry system or locking the workstation with password
protection
o This could be accomplished through the use of an operating system such as
Windows 2000, Windows XP Pro, or Windows 7 with individual profiles and
system security policies enabled
 Each user should have a unique identification code.
 Each user’s identity should be authenticated through an acceptable verification process.
 Passwords shall be the responsibility of the user and shall not be shared with anyone.
 Users should be able to select and change their own passwords, and must do so at least
every forty-five days.
 Passwords should not be written down unless securely stored and inaccessible to other
persons. It is preferable that passwords are never written down. Users should not store
passwords on a personal computer for easier log on.
(08/01/2012)
Page 33 of 37
POLICY 307: USING HMIS DATA FOR RESEARCH
-----------------------------------------------------------------------------------------------------------Participating Agencies in HMIS collect personal client information only when appropriate to
provide services or for other specific purposes of the organization or when required by law. The
HMIS Sub-Committee will review and respond to requests for the use of HMIS data for research.
Purposes for which agencies collect protected personal information may include the following:
 to provide or coordinate services to clients
 to locate other programs that may be able to assist clients
 for functions related to payment or reimbursement from others for services that we provide
 to operate the agency, including administrative functions such as legal, audits, personnel,
oversight, and management functions
 to comply with government reporting obligations
 when required by law
 for research purposes
HMIS Release of Data for Research Conditions:
 No client protected personal information for any reason may be released to unauthorized
entities.
 Only de-identified aggregate data will be released.
 Aggregate data will be available in the form of an aggregate report or as a raw data set.
 Parameters of the aggregate data, that is, where the data comes from and what it includes
will be presented with each report.
 Research results will be reported to the HMIS Sub-Committee prior to publication, for
publication approval by the HMIS Sub-Committee.
 Research will be shared with the Participating Agencies after publication.
 HMIS Sub-Committee will be granted the rights to utilize all findings (results).
(08/01/2012)
Page 34 of 37
POLICY 308: MANAGEMENT REPORTS FOR THE CONTINUUM OF CARE
-----------------------------------------------------------------------------------------------------------------HMIS staff will run management reports for the Continuum of Care on a periodic basis. The list
of reports, their frequency of production, the audience and distribution follow. All of the following
reports are to be distributed via email to the respective HMIS Sub-Committee members.
1. HUD APR
 Quarterly – by housing type.
2. Number of Clients Served by Provider and CoC
 Quarterly
4. HUD Universal Data Elements
Null Responses that are greater than 10% will be shared
o By housing type with the HMIS Sub-Committee Quarterly
o By agency to the Independent Review Team upon request
5. Inactive User Licenses (>30 days) as needed
For reports that are run monthly, in order to ensure timely up to date data, CoC participating
agencies must enter all data by the 5th business day of the month.
Reporting changes
The time frame and distribution of these reports may be changed by a vote of the HMIS SubCommittee.
(08/01/2012)
Page 35 of 37
POLICY 309: ENCRYPTION OF DATA THROUGH THE PKI SECURITY
CERTIFICATE
-----------------------------------------------------------------------------------------------------------------All computer systems and each individual local user account on each computer system that access
HMIS must have a current PKI Security Certificate installed. The HMIS staff shall install the
appropriate PKI Security Certificate as required and the following are met:




The user has received and completed the Ethics and Compliance Training
The user has received and completed the User Training
The user has received and completed the Job Function Training
All training is current and written documentation stating such is received.
Participating Agencies or users shall not ask for or take possession of the PKI installation software.
HMIS personnel shall not offer or provide the PKI installation software to anyone except for other
HMIS personnel.
If it is discovered that any person has potentially breached this policy, an investigation will be
started. If the investigation finds that a breach has occurred, the person or persons will be
reprimanded by the person(s) agency. Reprimand may include a verbal or written warning,
suspension, termination or criminal charges.
(08/01/2012)
Page 36 of 37
SECTION 4:
TECHNICAL SUPPORT AND SYSTEM AVAILABILITY
POLICY 401: PLANNED TECHNICAL SUPPORT
-------------------------------------------------------------------------------------------------------------------HMIS staff in conjunction with local systems administrators, Agency Administrators and
contracted third parties will coordinate technical support services on a planned schedule with each
Participating Agency to:




Assist Participating Agencies in completion of paperwork
Coordinate follow-up data entry training if needed
Review report writer
Coordinate ongoing technical assistance as needed
(08/01/2012)
Page 37 of 37
POLICY 402: PARTICIPATING AGENCY TECHNICAL ASSISTANCE REQUEST
-------------------------------------------------------------------------------------------------------------------To effectively respond to service requests, the following methods of communicating a service
request from a Participating Agency to the HMIS staff have been developed:
 Technical Assistance Request from Participating Agency
o End user contacts Agency Management Staff (Executive Director/designee or Agency
Administrator) with question or concern.
o Agency Administrator/Management Staff attempts to resolve issue. If unable to
resolve, agency staff will contact the HMIS Administrator via electronic Technical
Assistance Request (available on ECHO website). If the issue is of an urgent nature
HMIS staff can be contacted directly in order to request expedited service. Receipt of
all requests will be sent within one business day and resolved as quickly as possible.
o HMIS Administrator determines resources needed for service and if necessary, contacts
software vendor for support.
o HMIS Administrator contacts agency management staff to work out a mutually
convenient service schedule and resolution to issue or concern.
o Requests could possibly require approval of HMIS Director and/or HMIS subcommittee or other levels within the CoC.
 Chain of communication: (Problems should be resolved at the lowest possible level to
assure minimum time to resolution).
o End User
o Agency Administrator
o HMIS Administrator
o HMIS Director
o Software Vendor
(08/01/2012)
Page 38 of 37
Memorandum of Understanding
Austin/Travis County Homeless Management Information System (HMIS)
This AGREEMENT is entered into and renewable annually by mutual consent of both parties, Ending Community
Homelessness Coalition (ECHO) located at 100 North IH35, Suite 1000, Austin, TX 78701 and [AGENCY] (AGENCY)
located at [ADDRESS].
ECHO is the lead agency responsible for the management of public homeless services in Austin/Travis County. In
accordance with the US Department of Housing and Urban Development data collection mandates, ECHO implements
and operates a Homeless Management Information System (HMIS) called ServicePoint by Bowman Systems for client
tracking throughout the Austin/Travis County Continuum of Care.
ECHO and [AGENCY] mutually agree to the following:
•
ECHO will allow the AGENCY to utilize ServicePoint (the system), an Internet-based HMIS developed by
Bowman Systems, LLC (BOWMAN), a company based in Shreveport, Louisiana, for the purposes of client
tracking and case management for HUD and non-HUD funded services provided through the agency.
•
•
•
The AGENCY will purchase licenses for their users at the price outlined in ECHO’s HMIS License Policy.
•
ECHO will maintain control of all data entered into the system and will manage and secure this data in
accordance with ECHO’s HMIS Privacy Policy.
•
The AGENCY will comply with the ECHO HMIS Policies and Procedures Manual, the HMIS Privacy Policy and the
ECHO HMIS Data Quality Assurance Plan for the use of the system and will designate an Agency Administrator
to monitor users for adherence to said policies.
•
The AGENCY will be entering into an Inter-Agency Data Sharing Agreement with all active Participating
Agencies in HMIS. The policy is contained within the ECHO HMIS Policies and Procedures Manual.
•
Both ECHO and the AGENCY will operate in accordance with HUD’s currently published HMIS Data and
Technical Standards except in cases where the Standards conflict with Texas law. In such cases, Texas law
supersedes the Standards.
•
ECHO has the right to terminate this agreement at any time if the ECHO HMIS Policies and Procedures Manual
is not followed.
•
ECHO is responsible for ensuring that the contract terms of the agreement with BOWMAN continue to be
satisfied so that all agency data remains secure. This responsibility extends to the provision of disaster
recovery services, daily backup of data, system maintenance, database level and secure socket layer encryption,
and regularly scheduled product upgrades.
•
The AGENCY agrees to ensure the designated Agency Administrator’s attendance to all HMIS meetings exceeds
50%.
•
For each HUD funded program, the AGENCY agrees to generate and forward a copy to ECHO from e-SNAPS,
according to the contract requirements, of the HUD Annual Progress Report (APR). The demographic data in
this report should be accurate according to the time period of the direct grant with HUD. This report should be
submitted to ECHO’s Executive Director on the 15th day of the month following the end of the reporting period.
Additionally, if information contained in the HMIS generated report is inaccurate, the AGENCY agrees to
highlight these discrepancies in writing and agrees to work to resolve these inconsistencies to ensure future
accurate reporting and data integrity.
ECHO will contract with BOWMAN for the hardware and software services for the HMIS system.
The AGENCY may not contact BOWMAN directly and/or request changes from BOWMAN to the software. All
contact and/or requests will be made through ECHO.
ECHO HMIS Memorandum of Understanding
(09/01/2012)
Page 1 of 2
Memorandum of Understanding
Austin/Travis County Homeless Management Information System (HMIS)
The signing of this Memorandum of Understanding certifies concurrence with the terms and conditions agreed upon by
both parties hereto; no other agreement, oral or otherwise shall be deemed to exist or be binding.
AGENCY:
Signature of Agency Representative:
Date
__________________________________________________
Title:
________________
Ending Community Homelessness Coalition:
Date
__________________________________________________
HMIS Director
Ending Community Homelessness Coalition (ECHO)
________________
ECHO HMIS Memorandum of Understanding
(09/01/2012)
Page 2 of 2
AUSTIN TEXAS- Tx CoC 503
Coordinated Assessment Policies and Procedures
Developed August 2014
TABLE OF CONTENTS
OVERVIEW
Overview of Coordinated Assessment…1
This Document…1
Basic Definitions…2
Target Population…2
Goals and Guiding Principles….2-3
KEY COMPONENTS OF THE COORDINATED ASSESSMENT PROCESS
Designated Coordinated Assessment Centers…4
Assessment Center Staffing…4-5
Assessment Staff Responsibilities vs. Program Staff Responsibilities
System Entry…5-6
Phone Calls…6
The Assessment Process…6-8
Data Collection…8
Basis of Referrals…9-10
Making Referrals and Prioritizing Clients…10-12
Priority List Management and Notification of Referral…12
Special Populations…12
Post-Referral Procedure…12
DECLINED REFERRALS AND GRIEVANCE PROCEDURES
Provider Declines Referral…13
Client Declines Referral…13
Provider Grievances…13-14
Client Grievances…14
GOVERNANCE
Roles and Responsibilities…14
Policies and Procedures…14
CURRENT PRIORITY POPULATIONS
Longest-Term Highly Vulnerable Chronically Homeless Households…14
Veterans…14
OVERVIEW
Overview of Coordinated Assessment
Coordinated assessment refers to the process used to assess and assist in meeting the housing
needs of people at-risk of homelessness and people experiencing homelessness. Key elements
of coordinated assessment include:
 A designated set of coordinated assessment locations and staff members;
 The use of standardized assessment tools to assess client housing needs;
 Referrals, based on the results of the assessment tools, to homelessness assistance
programs (and other related programs when appropriate);
 Capturing and managing data related to assessment and referrals in a Homeless
Management Information System (HMIS); and
 Prioritization of clients with the most barriers to returning to housing.
The implementation of coordinated assessment is now a requirement of receiving certain
funding (namely Emergency Solutions Grant and Continuum of Care funds) from the
Department of Housing and Urban Development (HUD) and is also considered national best
practice. When implemented effectively, coordinated assessment can:
 Reduce the amount of research and the number of phone calls people experiencing
homelessness must make before finding crisis housing or services;
 Reduce new entries into homelessness through coordinated system wide diversion and
prevention efforts;
 Prevent people experiencing homelessness from entering and exiting multiple programs
before getting their needs met;
 Erase the need for individual provider wait lists for services;
 Foster increased collaboration between homelessness assistance providers; and
 Improve a community’s ability to perform well on Homeless Emergency Assistance and
Rapid Transition to Housing (HEARTH) Act outcomes and make progress on ending
homelessness.
More information on the project background of coordinated assessment in Austin, Travis
County is available in Appendix A.
This Document
These policies and procedures will govern the implementation, governance, and evaluation of
coordinated assessment in Austin Travis County. It is intended as a reference document for a
living, breathing process in regular and active development. Any community policy set by the
Continuum of Care (CoC) Membership Council may only be changed by the approval of that
body, ideally with recommendation from the Housing Work Group (CoC), a body described in
greater detail beginning on page 15. Additional community policies may be set by consensus of
the agencies currently participating in the Coordinated Assessment process, provided these
polices do not conflict with policies set by the CoC Membership Council.
Basic Definitions
 Provider – Organization that provides services or housing to people experiencing or
at-risk of homelessness (e.g. The Salvation Army)
 Program – A specific set of services or a housing intervention offered by a provider
(e.g. Terraza is one of Caritas’ PSH programs)
 Client – Person at-risk of or experiencing homelessness or someone being served by
the coordinated assessment process
 Housing Interventions – Housing programs and subsidies; these include transitional
housing, rapid re-housing, and permanent supportive housing programs, as well as
permanent housing subsidy programs (e.g. HACA Housing Choice Vouchers)
Target Population
This process is intended to serve people experiencing homelessness and those who believe they
are at imminent risk of homelessness. Homelessness will be defined in accordance with the
official HUD definition of literal homelessness.1 People at imminent risk of homelessness are
people who believe they will become homeless, according to the HUD definition of literal
homelessness, within the next 72 hours. People who think they have a longer period of time
before they will become homeless will be referred to other prevention-oriented resources
available in the community.
Goals and Guiding Principles
The goal of the coordinated assessment process is to provide each client with adequate services
and supports to meet their housing needs, with a focus on returning them to housing as quickly
as possible. Below are the guiding principles that will help Austin Travis County meet these
goals.
 Client Choice: Clients will be given information about the types of programs available to
them and have an opportunity for informed choice about which programs they want to
participate in. This information will include program descriptions as well as projected
waiting time, once sufficient time has passed to gather that information.
 Collaboration: Because coordinated assessment is being implemented system wide, it
requires a great deal of collaboration between the CoC, providers, mainstream
assistance agencies (e.g., Department of Social Services, hospitals, and jails), funders,
and other key partners. This spirit of collaboration will be fostered through open
communication, consistently scheduled meetings between partners, and consistent
reporting on the performance of the coordinated assessment process.
1
The definition is available here:
https://www.onecpd.info/resources/documents/HEARTH_HomelessDefinition_FinalRule.pdf




Accurate Data: Data collection on people experiencing homelessness is a key
component of the coordinated assessment process. Data from the assessment process
that reveals what resources clients need the most will be used to assist with reallocation
of funds and other funding decisions. To capture this data accurately, all assessment
staff and providers must enter data into HMIS in a timely fashion (with the exception of
some special populations and special cases outlined later in this document). Client rights
with regard to access to and release of privileged information will always be made
explicit to clients, and no client will be denied services for refusing to share personal
data however clients who refuse to share may have limited access to certain programs if
they are unwilling to share eligibility information.
Performance-Driven Decision Making: Decisions about and modifications to the
coordinated assessment process will be driven primarily by the need to improve the
performance of the homelessness assistance system on key outcomes. These outcomes
include reducing new entries into homelessness, reducing lengths of episodes of
homelessness, and reducing repeat entries into homelessness. Changes may also be
driven by a desire to improve process-oriented outcomes, including reducing the
amount of wait time for an assessment.
Housing First: Coordinated assessment will support a housing first approach, and will
thus work to connect households with the appropriate permanent housing opportunity,
as well as any necessary supportive services, as quickly as possible.
Prioritizing the Hardest to House: Coordinated assessment referrals will prioritize those
households that appear to be the hardest to house, most vulnerable, chronically
homeless frequent users of the system for program beds and services. This approach is
most likely to reduce the average length of episodes of homelessness and result in
better housing outcomes for all.
KEY COMPONENTS OF THE COORDINATED ASSESSMENT PROCESS
This section outlines and defines the key components of coordinated assessment and how the
coordinated assessment process will work.
Designated Coordinated Assessment Centers
The designated coordinated assessment centers will be the primary locations where people
experiencing homelessness will be assessed and referred to homelessness assistance services.
All people experiencing homelessness or at imminent risk of homelessness should be directed
to these locations to be assessed prior to receiving admission to any CoC homelessness
assistance program (with the exception of situations where assessment hours are over for the
day and the person needs emergency shelter). No additional locations may become designated
assessment centers without going through the CoC’s application process, which includes being
approved by the Coordinated Assessment Committee and signing a Memorandum of
Understanding (MOU) agreeing to the operational guidelines of the coordinated assessment
process. A copy of this MOU is available in Appendix B of this document. The same MOU should
be signed by all agencies that are participating in coordinated assessment (including those just
receiving referrals from the process). The designated coordinated assessment centers in Austin
Travis County are:



ARCH-Front Steps
Caritas of Austin
The Salvation Army (downtown location)
This list will be updated if and when additional designated coordinated assessment centers are
added or removed.
Assessment Center Staffing
Written assessment tools, developed/approved by the CoC, will be administered by
assessment/intake staff. All assessment staff will complete the duties listed in Appendix C, with
one of these staff being designated as the coordinated assessment staff supervisor. Their
additional job duties are also listed in Appendix C.
Outreach staff whose agencies have applied to do assessments and been approved by the
Coordinated Assessment Committee will also assess clients living on the street or other places
not fit for human habitation. Future shelter diversion staff and staff who work with clients
being discharged from jails and hospitals will also need to be apply for and be approved, as well
as be trained, before administering assessments.
All staff who administer assessments will receive training on the standardized assessment
forms to be used, the Homeless Management Information System HMIS), proper referral and
prioritization procedures, and priority list management. Staff will also receive training in serving
domestic violence survivors and other population-specific topics as needed. It is the
responsibility of the CoC to ensure this training is available and to make sure it is offered on a
regular basis (at least quarterly).
Throughout these policies and procedures, assessment staff will find instructions and other
guidance on how to conduct assessments, make referrals, and prioritize clients for services.
However, not every conceivable situation is covered in this manual. Assessment staff will need
to rely on their judgment, their training, and their supervisor in these situations.
Assessment/Intake Staff Responsibilities vs. Program Staff Responsibilities
Assessment staff will be responsible for all homelessness assistance system assessments,
including initial prevention/diversion assessments. Case managers and social workers at
provider agencies that are not part of the system assessment process will be responsible for:
 Connecting clients to other mainstream resources outside of the homelessness
assistance system;
 Ensuring that, once notified by assessment staff that a spot in the appropriate housing
intervention has opened up, clients make it to their next referral;
 Assisting with any documentation requirements of the client’s next referral; and
 Any other service provision related to their agency’s program model.
System Entry
Clients presenting at agencies other than the designated coordinated assessment centers
seeking homelessness assistance services will be referred to a designated assessment center for
assessment. However, if the client is a domestic violence survivor in imminent danger: the
clients will be referred directly to Safe Place. If the client is unable to reach the assessment
center due to a disability or lack of transportation, the client should be encouraged to call
Caritas of Austin for a phone assessment. If the designated coordinated assessment centers are
closed and the agency provides beds or other crisis housing, they may admit the client until the
coordinated assessment process is available again. These clients should be directed to the
designated coordinated assessment centers again as soon as they are open.
Phone Calls
Staff at the designated coordinated assessment centers, or other provider locations that
answer the phones may encounter people experiencing or at imminent risk of homelessness
who are interested in being assessed or receiving homelessness assistance services. All of these
callers should be asked a few pre-screening questions to determine whether they are currently
experiencing literal homelessness and/or fleeing or preparing to flee from domestic violence.
If the client answers yes to either of these situations, provider staff answering the phones
should let the caller know about the designated coordinated assessment locations and the
hours they are open and encourage them to come in to be assessed, AND/OR the 24-hour
SafePlace safety planning hotline. If they answer no to both situations, they should be referred
to 2-1-1 or other local services.
The Assessment Process
Assessment refers to the process of asking the client a set of questions to determine which
programs or services are most appropriate to meet their needs and prioritize them for various
services. A standardized set of assessment tools will be used to make these determinations.
Assessment staff will be trained on administering and scoring these tools, as well as the order in
which they should be administered and the average amount of time each assessment should
take. Assessments will be administered at:
 The Salvation Army (downtown): Hours to be determined.
 ARCH-Front Steps – 8:00 AM – 7:00 PM (Weekdays and Weekends)
 Caritas of Austin: Mon - Thurs 8:00 AM – 4:00 PM, Tues 8:00 AM – 6:00 PM, and Fri
8:00 -10:00 AM.
The assessment process will unfold in several stages. A guide that covers the process from the
moment a consumer seeks assessment until they arrive at the referred-to agency is available in
Appendix D.
While Assessment Staff Are On Duty:
1. Each person walking or calling into a homelessness assistance provider agency, or other
community agency that works with consumers, will be asked the prescreening questions
to determine if they could benefit from the coordinated assessment process. The prescreening questions will include questions about a consumer’s history of domestic
violence to determine if it is safe and appropriate for their information to be entered
into HMIS. If it is determined by the pre-screening questions that an individual does not
need homelessness assistance services connected with the Coordinated Assessment
process, they will be directed to other more appropriate prevention-oriented
community-based resources.
2. If they are eligible according to the pre-screening process, they will be directed to an
available coordinated assessment staff member (if not speaking with one already). The
assessment staff member will then explain the assessment process and share and
discuss the client release of information with the consumer. If the consumer signs the
form, the staff member will enter assessment information into HMIS along with the
consumer’s personal identifying information – if not, then the assessment information
will be entered anonymously or if HMIS is not yet hosting the assessment form, or if the
consumer is seeking domestic violence specific services from a domestic violence
provider, they will do the assessment on paper.
3. The assessment staff member will then administer a prevention/diversion assessment
to determine if the consumer has alternative housing options within the community.
4. People who are eligible to be diverted will either be served by the assessment staff
member or be assigned a diversion-trained staff member who will determine what
resources are needed to help the person stay in housing, mediate disputes, or make
reasonable efforts to help them obtain that alternative housing. Assessment staff will
have to use their judgment to gauge if they are able to do a full diversion session with
the consumer based on the current wait times/demand for assessments and the depth
of diversion services the consumer needs. If neither the assessment worker nor a
diversion case manager is available, the assessment staff member should continue with
the assessment process as if the consumer is not able to be diverted.
5. If the consumer is successfully diverted, they will end their engagement with the
assessment worker, who will make a note in the assessment form and in HMIS that the
consumer was diverted. The case will then be tracked to see if the client ever returns
for services later on.
6. Consumers who are not deemed diversion eligible will continue with the assessment
process. This process will prioritize them for housing interventions and accompanying
services, including transitional housing, rapid re-housing, and permanent supportive
housing.
If Assessment Staff Are Off Duty (After Assessment Hours):
1. Consumers presenting with a need for emergency shelter should be offered a bed in
the emergency shelter where they arrived (if they are population-appropriate,
meaning that shelter is able to serve a consumer with those particular gender,
household, or other characteristics). If they are not population-appropriate, they
should be referred to a shelter that is population-appropriate or has available space.
If no shelter has available space, they should be sent to any available crisis housing
(churches, hotels or motels, etc.). If they do not initially present at an emergency
shelter, they should be referred to a population-appropriate one.
2. The next available day that assessment hours are open, they should be asked the
pre-screening questions and, if needed, referred to an assessment staff member at a
designated coordinated assessment center.
Data Collection
Data will be collected on everyone that is assessed through the coordinated assessment
process. This section, in addition to instructions embedded within the assessment tool, will
detail when and how data about consumers going through coordinated assessment will be
collected.
Once a consumer has been asked the pre-screening questions and is deemed eligible to be
assessed, the assessment staff member will show the consumer the data confidentiality form.
Assessment staff will go over it with consumers and explain what data will be requested, how it
will be shared, whom it will be shared with, and what the consumer’s rights are regarding the
use of the consumer’s data. Assessment staff will be responsible for ensuring consumers
understand their rights as far as release of information and data confidentiality. If they sign the
form, the assessment staff member will begin the assessment process in HMIS (once the tool
has been set up in HMIS). If the assessment tool is unavailable in HMIS, assessments should be
completed on paper initially with relevant data entered into the data fields in HMIS.
Some consumers completing the Coordinated Assessment process may have some data entry
restrictions. These include:
 Consumers who are in imminent danger and want domestic violence-specific services
should never have any information entered into HMIS, even anonymously. The intake

worker should contact the appropriate domestic violence provider with the client to
complete the intake, assessment, and referral process. If the consumer ends up being
served by a domestic violence provider, that agency may enter their information into a
HMIS-comparable database.
Consumers who do not agree to share their personal identifying data through HMIS on
the client release of information form should also never have their personal identifying
data entered into HMIS, and instead should only be entered anonymously, with the
specific information that they choose to provide shared within the system.
Once the assessment process has been completed, the assessment staff member will ensure
the client’s record in HMIS is visible to all appropriate programs. This way the program will have
the client’s information and can ensure they do not ask the same questions again, potentially
re-traumatizing the client. Access to parts of each client record or assessment form may be
restricted for safety reasons or by client request.
Basis of Referrals
Referrals to additional services will be made based on the following factors:
 Results of the assessment tool process;
 Bed availability and number of people on intervention priority lists;
 Established system wide priority populations; and
 Program eligibility admission criteria, including populations served and services offered.
Each of these elements is discussed in more detail below.
One of the assessment tools, the Housing Prioritization Tool, has a built-in scoring mechanism
that will prioritize households for access to different housing interventions. This will serve as a
jumping-off point for a discussion between the assessment staff member and the consumer
about what referral should be made.
All bed availability should be determined, ideally, in real-time through HMIS. Until this is
possible, agencies are responsible for ensuring Coordinated Assessment staff are fully aware of
shelter intake policies and procedures for all available Emergency Shelter providers in the
community.
The coordinated process will be geared toward prioritizing those households with the most
intensive service needs and housing barriers (e.g. chronically homeless households and
households with multiple episodes of homelessness). The CoC will have an annual discussion
around the time of the CoC application process about which populations should be prioritized
for services. Assessment tools and procedures will be adjusted to reflect any changes to the
priority groups. The Coordinated Assessment Planning and Placement Committee will be
responsible for making changes to the coordinated assessment tools and re-distributing them
to assessment staff.
Referrals will also be based on each program’s admissions eligibility criteria, including
populations served. For example, programs that serve only single adult men will only receive
single adult men referrals. Agencies participating in coordinated assessment must submit all
of their eligibility criteria to the ECHO Strategic Initiatives Department before they can
participate in the coordinated assessment process. Any changes to a program’s eligibility
criteria or target population must be sent immediately to the ECHO Strategic Initiatives
Department to make sure referral protocol is immediately updated accordingly.
Criteria that agencies may have that are not bound to local law or strict funders’ requirements
will be reviewed by the Coordinated Assessment Planning and Placement Committee along
with data about people who have remained in emergency shelter for more than 45 days or are
living on the street. If the Committee has a concern that a program’s requirements may be
contributing to “screening out” or excluding households from needed services, the Committee
may request the provider discuss their criteria. If the Committee can clearly show a link
between underserved populations and a provider’s eligibility criteria, and the provider is
unwilling to modify the criteria, the Committee may recommend to the CoC board that the
provider be de-prioritized for CoC or other sources of funding.
Making Referrals and Prioritizing Consumers
The referral process will be standard across all assessment sites.
1. After the assessment process is complete, the assessment worker will score the tool
and determine which interventions it says the consumer should be prioritized for, if
any, by looking at the priority list spreadsheet according to their score on the VISPDAT. The assessment staff member should provide information about the
different intervention types the consumer can potentially be prioritized for,
including general intervention attributes (e.g., length of services, type of housing)
and the general size of the current priority lists.
2. If the consumer was not prioritized for any housing interventions, they should
explain why and what other services will be are potentially available to them (e.g.,
shelter case management, connection to mainstream resources, help connecting
with family or friends). The consumer should be referred to all appropriate
emergency shelters or other housing crisis resources, where they should have the
opportunity for case management and other community services to help them exit
housing. The assessment process ends for the consumer at this point.
3. For those that did get prioritized for housing interventions, the assessment staff
member should offer their recommendation of which intervention they think is best
(if there is more than one option). If the consumer scores as a potential consumer
for permanent supportive housing, the assessment staff member will explain the
difference between permanent supportive housing and other possible housing
interventions so that clients can make an informed choice about their potential
services. The assessment staff member should then describe how the referral
process will work – the consumer will be able to make a choice between the
interventions (if there are multiple ones), and then will be placed on the priority list
for whichever they choose. Once on the list, new referrals should be selected
4.
5.
6.
7.
8.
according to overall vulnerability and service needs whenever possible, as indicated
by their score on the VI-SPDAT. Referral processes will always take into account
program-specific eligibility requirements and target populations for the receiving
agencies.
The assessment staff member should add the consumer to priority list for their
intervention of choice by creating the appropriate need and referrals within HMIS.
Consumers will be prioritized according to their overall vulnerability, always ensuring
that any open program slots are first offered to the currently most vulnerable
individual who is eligible for that service.
If the consumer is first on the list for a particular intervention and there is an open
and available slot in a program they are eligible for (and it is during that program’s
business hours), a referral should be made directly to that program.
To make a real-time referral, the assessment staff member should enter the
consumer’s information into the appropriate ActivityPoint list in HMIS. They should
also ensure the consumer’s information is in HMIS and that the HMIS record or the
paper assessment is visible to the program in HMIS. The consumer should be given
the address and other information for reaching the referred-to program, and the
assessment worker should then remove the consumer’s name from the priority list
for that intervention.
If there is not currently an opening at an appropriate program within the
intervention, the consumer should be referred to the appropriate emergency shelter
or other housing crisis resource. The assessment staff should explain that once a
spot opens up for the consumer, they and any requested back-up contact person
will be notified. The assessment staff member should also make a note in HMIS or
on the consumer’s paper assessment form of what intervention they are on the
priority list for, so the staff at receiving program will know. Case managers or
emergency shelter staff should add their contact information to HMIS whenever
possible to indicate they can assist in contacting the client when a program slot
becomes available.
Programs accepting referrals will make every reasonable effort to successful contact
a client and bring them in for services. If a client cannot be contacted or chooses to
decline a particular agency’s services, they should always be added back to the
appropriate intervention list unless the client chooses not to, or there is other
evidence to indicate that a client who cannot be contacted is no longer in need of
the relevant service.
Priority List Management and Notification of Referral
Priority list management and notification of referrals will be the responsibility of the program
managers at the referred-to housing intervention programs. Assessment staff members will
assist with this process whenever possible to the greatest extent possible. Housing
intervention staff will be expected to update needs and referrals within ServicePoint as
consumers progress through the referral process at their particular agency, and housing
intervention staff will be responsible for making every effort to locate highly vulnerable
referred individuals in a timely manner. Assessment staff members will share responsibility for
alerting individual consumers and their case managers when a slot has become available for
them in a specific program.
Special Populations
There are many subpopulations of people coming through the coordinated assessment process
that may have special needs or need to be directed to specific resources to have their needs
met. While this document includes specific instructions for some of those populations, the tool
itself covers many others. Assessment staff members who believe that a consumer is eligible for
another specific resource not discussed in one of these two documents should go to the
coordinated assessment staff supervisor for assistance.
Post-Referral Procedure
Once a consumer has entered a shelter or other crisis housing, the program should make sure
the consumer is connected to a case manager. Both the case manager and consumer will
receive updates on where their consumer stands on the priority list if they are waiting for a
longer-term intervention.
Post-Referral Procedure
Provider Declines Referral
Participating providers are expected to accept new referrals according to the relevant housing
prioritization rules set by their program and the community. If a provider must decline a
referral, they MUST record the reason for that denial (such as an inability to contact that client,
or a client having self-resolved their own homelessness). Agencies must make every effort to
determine whether a client with a declined referral is still in potential need of the relevant
services from another community agency, and should return the household to the appropriate
prioritization list, if applicable.
Client Declines Referral
Clients may decline any referral at any time, and they are not required to provide a reason.
However, assessment staff or program staff at the receiving agency should provide as much
information to the client as possible about other possible programs to ensure that this is always
an informed decision. Clients may choose to decline referrals for specific agencies or programs,
or they may choose to decline any and all referrals for a particular housing intervention. Clients
may reverse this choice and return to the appropriate housing prioritization list at any time, but
they should also be informed that they may not still be the most vulnerable individual eligible
for that program at any given point in the future.
Provider Grievances
Providers who wish to alter their participation in the Coordinated Assessment process in a
manner that may adversely affect potential clients or other participating providers may be
asked to present the rationale for these changes at a level-appropriate CoC meeting.
Client Grievances
Any client with a suggestion or concern related to the Coordinated Assessment process itself
should follow the ATCIC Resolution of Concerns process, and a copy of this flyer should be
made available to any client who requests it. Any client with a suggestion or concern about a
particular agency or a particular agency’s staff should follow that agency’s internal grievance
procedure.
Governance
Roles and Responsibilities
ECHO is responsible for the day-to-day implementation of the Coordinated Assessment process
as agreed upon by the CoC Membership Council, the CoC Housing Work Group, the
Coordinated Assessment Planning and Placement Committee, and the individual participating
agencies, in that order of precedence.
ATCIC is responsible for contract compliance and oversight related to DSHS-funded contracted
services.
The CoC Membership Council is responsible for approving community-wide policies and setting
community-wide priorities.
The CoC Housing Work Group is responsible for directly advising the Membership Council on
potential new policies and priorities, as well as providing feedback on the effects and results of
policies already set.
The Coordinated Assessment Planning and Placement Committee will be responsible for
providing a community-wide platform for all programs participating in Coordinated Assessment
to provide direct and regular feedback and support to ECHO, ATCIC, and one another.
All individual agencies and programs participating in Coordinated Assessment will be
responsible for implementing the policies, procedures, and prioritizations agreed upon
individually and community-wide.
The CoC Housing Work Group and the CA Planning and Placement Committee may not create
policies which conflict with established CoC Membership Council policies without the direct
support and formal approval of the CoC Membership Council.
Planning and Placement Policies and Procedures
The Coordinated Assessment Planning and Placement Committee is intended to be a fully
representative cross section of all program types and housing interventions participating in the
Coordinated Assessment process. Formal, detailed Policies and Procedures will be developed
by the group itself, with the approval of the Housing Work Group, as the first implementation
year of Coordinated Assessment continues to unfold.
Current Priority Populations
Longest-Term Highly Vulnerable Chronically Homeless Households
The CoC has formally adopted all HUD definitions and PSH referral prioritization guidelines in
HUD Notice CPD-14-012 to prioritize new referrals for all HUD- and CoC-funded PSH units.
Veterans
The CoC has formally adopted a Veteran Preference prioritization through December 31 st, 2015.
The prioritization is as follows:
For Permanent Supportive Housing openings, any veteran who meets the criteria below will
receive first priority for non-veteran specific PSH programs.



Meets the definition of Chronically Homeless (as defined in Notice CPD-14-012)
Is highly vulnerable (defined as a score of 10 or more on the individual VI-SPDAT, or a
score of 12 or more on the family VI-SPDAT)
Is NOT eligible for VASH services
For Rapid Re-Housing program openings, any veteran who meets the criteria below will receive
first priority for non-veteran specific RRH programs.


Is vulnerable (defined as a score of 5 or more on the individual VI-SPDAT, or a score of 6
or more on the family VI-SPDAT)
Is NOT eligible for SSVF services

FY 2015 TX 503 CoC Application

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