before starting the exhibit 1 continuum of care (coc

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

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

- CoC Consolidated Application - CoC Project Listings

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

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

For Detailed Instructions click here.

Applicant: Redding/Shasta County CoC CA-516Project: CA-516 CoC Registration 2012 COC_REG_2012_063458

HEARTH FY2012 CoC Consolidated Application 01/28/2014

1A. Continuum of Care (CoC) Identification

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

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

changed)

CA-516 - Redding/Shasta County CoC

Collaborative Applicant Name: CA - 516 Redding/Shasta County CoC

CoC Designation: CA



1B. Continuum of Care (CoC) Operations

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

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

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

Name of CoC Structure: City of Redding and Shasta County Continuum ofCare

How often does the CoC conduct openmeetings?

Monthly

Are the CoC meetings open to the public? Yes

Is there an open invitation process for newmembers?

Yes

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

New members are openly invited to join the CoC via County Website, personalinvitation, community presentations, and media outreach during CoCcoordinated events such as the Point In Time Count. Homeless individuals arepersonally invited and transported by local service providers. Formerlyhomeless individuals are invited through housing providers.



Are homeless or formerly homelessrepresentatives

members part of the CoC structure?

Yes

If formerly homeless, what is the connectionto the

community?

Agency employee [inactive]

Does the CoC provideCoC Checks Response

Written agendas of meeting? Yes

Centralized assessment? Yes

ESG monitoring? No

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

Our community has not been eligible for ESG funds. We hope, as we buildcapacity and add HMIS that we will become more competitive for thisassistance.

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

Centralized assessment is offered CoC-wide beginning with surveyed needs.Northern Valley Catholic Social Service then offers a Housing Resourceworkshop to educate homeless individuals of resources available to their uniquesituation. Referrals are given and connectivity maintained at their drop-incenter. Case Management Field Outreach teams through Shasta CountyMental Health, Shasta Community Health Center and Northern Valley CatholicSocial Service offer connectivity to this centralized assessment process.

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

CoC policies and procedures Yes

Code of conduct for the Board Not Applicable

Written process for board selection Yes

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

Yes



1C. Continuum of Care (CoC) Committees

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

Committees and Frequency:Name of Group Role of Group

(limit 750 characters)Meeting Frequency

Executive Committee Provides oversight for the entire CoCmembership relative to the annual workplan,funding applications, and priority setting.

quarterly (once each quarter)

Public Safety Subcommittee Addresses local homeless issues and activitiesrelative to systems of discharge (foster youth,ex-offenders, mentally ill, and hospital patients)as well as homeless camping, law enforcement,etc.


Housing, Health, & Supportive Services Oversees the annual Point-in-Time count alongwith a year-round survey, an annual ServiceProvider resource training and other issuesrelative to housing, health or homeless services.


Education/HMIS Subcommittee Oversees public education/outreach and HMISactivities including the point-in-time and annualhomeless surveys.


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



1D. Continuum of Care (CoC) MemberOrganizations

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

Private Sector

Individual

Public Sector



1D. Continuum of Care (CoC) MemberOrganizations Detail

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

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

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

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

Type of Membership:Click Save after selection to view grids

Private Sector

Number of Private Sector Organizations Represented in Planning Process

BusinessesFaith-Based

Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives

Non-ProfitOrganizatio

nsOther

Total Number 3 4 0 3 11 0

Number of Private Sector Organizations Serving Each Subpopulation


Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives


nsOther

Subpopulations

Seriously mentally ill 2 4 0 3 6 0

Substance abuse 2 4 0 3 6 0

Veterans 3 4 0 3 3 0

HIV/AIDS 3 4 0 3 5 0



Domestic violence 1 1 0 3 1 0

Children (under age 18) 1 2 0 3 4 0

Unaccompanied youth (ages 18 to 24) 1 2 0 3 3 0

Number of Private Sector Organizations Participating in Each Role


Organizations

FunderAdvocacy

GroupHospitals/

MedRepresenta

tives


nsOther

Roles

Committee/Sub-committee/Work Group 1 4 0 1 11 0

Authoring agency for consolidated plan 0 2 0 0 2 0

Attend consolidated plan planning meetings during past 12 months

0 2 0 0 2 0

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

0 2 0 0 2 0

Lead agency for 10-year plan 0 1 0 1 2 0

Attend 10-year planning meetings during past 12 months

0 1 0 1 2 0

Primary decision making group 0 3 0 1 2 0









Individual

Number of Individuals Represented in Planning Process

HomelessFormerlyHomeless Other

Total Number 1 1 2

Number of Individuals Serving Each Subpopulation


Subpopulations

Seriously mentally ill 1 1 2

Substance abuse 1 1 2

Veterans 1 1 2

HIV/AIDS 1 1 2

Domestic violence 1 0 0

Children (under age 18) 1 0 0

Unaccompanied youth (ages 18 to 24) 1 0 0

Number of Individuals Participating in Each Role


Roles

Committee/Sub-committee/Work Group 1 1 2

Authoring agency for consolidated plan 1 1 0


1 1 0

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

1 1 0

Lead agency for 10-year plan 0 0 0


0 1 0

Primary decision making group 1 1 0









Public Sector

Number of Public Sector Organizations Represented in Planning Process

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards

PublicHousingAgencies

SchoolSystems/Universiti

es

StateGovernm

entAgencies

Other

Total Number 4 10 0 2 2 2 0

Number of Public Sector Organizations Serving Each Subpopulation

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards



es

StateGovernm

entAgencies

Other

Subpopulations

Seriously mentally ill 4 5 0 2 2 1 0



Substance abuse 4 5 0 2 2 1 0

Veterans 4 2 0 2 2 1 0

HIV/AIDS 4 2 0 2 2 1 0

Domestic violence 3 4 0 0 1 0 0

Children (under age 18) 3 4 0 0 1 0 0

Unaccompanied youth (ages 18 to 24) 3 4 0 0 1 0 0

Number of Public Sector Organizations Participating in Each Role

LawEnforcem

ent/Correctio

ns

LocalGovernm

entAgencies

LocalWorkforc

eInvestme

nt ActBoards



es

StateGovernm

entAgencies

Other

Roles

Committee/Sub-committee/Work Group 2 10 0 2 2 1 0

Authoring agency for consolidated plan 0 2 0 2 0 1 0


0 2 0 2 0 1 0

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

0 2 0 2 0 1 0

Lead agency for 10-year plan 0 2 0 2 0 1 0


0 2 0 2 0 1 0

Primary decision making group 0 4 0 2 0 1 0



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

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

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

Open Solicitation Methods(select all that apply):

d. Outreach to Faith-Based Groups, c.Responsive to Public Inquiries, b. Letters/Emailsto CoC Membership, f. Announcements at OtherMeetings, e. Announcements at CoC Meetings

Rating and Performance AssessmentMeasure(s)

(select all that apply):

k. Assess Cost Effectiveness, l. Assess ProviderOrganization Experience, g. Site Visit(s), m.Assess Provider Organization Capacity, n.Evaluate Project Presentation, i. Evaluate ProjectReadiness, b. Review CoC Monitoring Findings,a. CoC Rating & Review Commitee Exists, c.Review HUD Monitoring Findings

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

A neutral committee of three or more individuals is appointed to rate and rankproject submissions and assign point scores. Committee members should befamiliar with housing and homeless needs and be willing to review projects withthe best interest of homeless persons in mind. Rating and ranking (R&R) isdone by the individuals appointed to the committee; the R&R committee selectsa lead facilitator. Final ranking and scoring for projects must be put into writing,and signed by all members of the committee. Final scored project submissionsand rating and ranking materials will be reviewed for adherence to process bythree steering committee members and signed in by the City of Redding/ShastaCounty CoC coordinator.

Did the CoC use the gaps/needs analysis toensure that

project applications meet the needs of thecommunity?

Yes



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

Yes

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

a. Unbiased Panel/Review Commitee

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

CoC process?

Yes

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

New entities that have not previously received funds in the CoC process arewelcome to submit project proposals. Proposals are assigned to the reviewcommittee and evaluated on community gaps and needs along with leverageand priority alignment.

Were there any written complaints receivedby

the CoC regarding any matter in the last 12months?

No

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

There were no written complaints.



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

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

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

Emergency Shelter: No

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

HPRP Beds: Not Applicable

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

Safe Haven: Not Applicable

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

Transitional Housing: No

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

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

transitional housing units transitioned inplace to permanent housing?

No

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



Permanent Housing: No

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

CoC certifies that all beds for homelesspersons

were included in the Housing InventoryCount (HIC) as

reported on the Homelessness DataExchange (HDX),

regardless of HMIS participation and HUDfunding:

Yes



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

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

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

Yes

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

by April 30, 2012 (limit 750 characters)

Indicate the type of data sources or methodsused to

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

Housing inventory survey

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

the housing inventory count (select all that apply):

Follow-up, Updated prior housing inventoryinformation, Training, Instructions, Confirmation

Must specify other:

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

Unsheltered count, Local studies or non-HMISdata sources, Stakeholder discussion, Housinginventory, HUD unmet need formula

Specify "other" data types:

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

Local data source studies in conjunction with HUD’s unmet need formula, ourannual shelter count, housing inventory comparisons and annualpublic/stakeholder discussion are all used together to determine our local unmetneed.



2A. Homeless Management Information System(HMIS) Implementation

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

Select the HMIS implementation coveragearea:

Single CoC

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

CA-516 - Redding/Shasta County CoC

Is there a governance agreement in place withthe CoC?

Yes

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

Yes

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

Does the HMIS Lead Agency have thefollowing plans in place?

Data Quality Plan, Privacy Plan, Security Plan

Has the CoC selected an HMIS softwareproduct?

Yes

If 'No', select reason:

If 'Yes', list the name of the product: HMIS Only

What is the name of the HMIS softwarecompany?

Bell Data Inc.

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

No



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

02/15/2013

Indicate the challenges and barriersimpacting the HMIS implementation

(select all the apply):

Other

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

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

2013 will be our inaugural year for implementation of the Bell Data HMISsoftware. Currently our challenges center on building capacity, familiarizing ourcommunity with the system and ensuring fidelity to data standards. We plan toovercome these challenges by offering provider discussions and trainings aboutHMIS implementation. We will access software technical support as neededand seek the input of neighboring CoC’s also using Bell Data software. OurCoC and our HMIS Lead Agency are confident that as our familiarity withsystems operations grows so will our success with data collection and input.

Does the CoC lead agency coordinate withthe HMIS lead

agency to ensure that HUD data standardsare captured?

Yes



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

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

Operating Start Month/Year February 2013

Operating End Month/Year February 2014

Funding Type: Federal - HUDFunding Source Funding Amount

SHP

ESG

CDGB

HOPWA

HPRP

Federal - HUD - Total Amount

Funding Type: Other FederalFunding Source Funding Amount

Department of Education

Department of Health and Human Services

Department of Labor

Department of Agriculture

Department of Veterans Affairs

Other Federal

Other Federal - Total Amount

Funding Type: State and LocalFunding Source Funding Amount

City

County $10,000

State

State and Local - Total Amount $10,000



Funding Type: PrivateFunding Source Funding Amount

Individual

Organization

Private - Total Amount

Funding Type: OtherFunding Source Funding Amount

Participation Fees

Total Budget for Operating Year $10,000

Is the funding listed above adequate to fullyfund HMIS?

Yes

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

How was the HMIS Lead Agency selected bythe CoC?

Agency Volunteered

If Other, explain(limit 750 characters)



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

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

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

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

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

* Emergency Shelter (ES) beds 86%+

* HPRP beds Housing type does not exist in CoC

* Safe Haven (SH) beds Housing type does not exist in CoC

* Transitional Housing (TH) beds 86%+

* Rapid Re-Housing (RRH) beds Housing type does not exist in CoC

* Permanent Housing (PH) beds 86%+

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

At least Annually

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



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

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

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

Yes

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

Types of ServicesVolume coverage percentage

Outreach 25%

Rapid Re-Housing 0%

Supportive Services 100%

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

Type of Housing

Average Length ofTime in Housing

(Months)

Emergency Shelter 3

Transitional Housing 18

Safe Haven 0

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

Data Element below:

Universal Data ElementRecords withno values (%)

Records where value isrefused or unknown (%)

Name 100% 0%

Social security number 100% 0%

Date of birth 0% 5%

Ethnicity 0% 13%



Universal Data ElementRecords withno values (%)

Records where value isrefused or unknown (%)

Race 0% 5%

Gender 0% 0%

Veteran status 0% 0%

Disabling condition 0% 0%

Residence prior to program entry 0% 0%

Zip Code of last permanent address 0% 0%

Housing status 0% 0%

Destination 3% 16%

Head of household 0% 0%

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

At least Annually

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

All participating HMIS agencies receive homeless survey forms and instructionson how to complete them. Most organizations have several years experience inthis process. However, as new staff come on board and organizations change,we offer assistance via person-to-person training either from the CoCCoordinator or HMIS Lead Agency.

How frequently does the CoC review thequality

of client level data?

At least Quarterly

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

Reviews are at least quarterly.

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

program entry and exit dates are recorded inHMIS?

Yes

Indicate which reports the CoC submittedusable data

(Select all that apply):

None



Indicate which reports the CoC plans tosubmit usable data

(Select all that apply):

2013 AHAR Supplemental Report on HomelessVeterans, 2013 AHAR



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

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

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

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

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

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

Integrating or warehousing data to generateunduplicated counts:

At least Annually

Point-in-time count of sheltered persons: At least Annually

Point-in-time count of unsheltered persons: At least Annually

Measuring the performance of participatinghousing and service providers:

At least Annually

Using data for program management: At least Annually

Integration of HMIS data with data frommainstream resources:

At least Annually

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

HMIS Yes

Transitional Housing Yes

Permanent Housing Yes

Supportive Services only Yes

Outreach No

Rapid Re-Housing Not Applicable

Emergency Shelters Yes

Prevention No



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

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

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

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

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

* Secure location for equipment At least Monthly

* Locking screen savers At least Monthly

* Virus protection with auto update At least Monthly

* Individual or network firewalls At least Monthly

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

* Compliance with HMIS policy and procedures manual At least Monthly

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

How often does the CoC Lead Agency assesscompliance with the

HMIS Data and Technical Standards andother HMIS Notices?

At least Annually

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

(HMIS database or analytical database)?

At least Monthly

Does the CoC have an HMIS Policy andProcedures Manual?

No

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

HMIS Lead Agency

Contributory HMIS Organizations (CHOs)



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

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

Not Applicable

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

02/07/2013



2G. Homeless Management Information System(HMIS) Training

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

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

* Privacy/Ethics training At least Annually

* Data security training At least Annually

* Data quality training At least Quarterly

* Using data locally At least Quarterly

* Using HMIS data for assessing program performance At least Annually

* Basic computer skills training At least Monthly

* HMIS software training At least Monthly

* Policy and procedures At least Annually

* Training At least Monthly

* HMIS data collection requirements At least Quarterly



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

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

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

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

annually (every year)

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

01/25/2012

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

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

Not Applicable

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

Yes

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

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

collected via survey, interview and HMIS:



Housing Type Observation Provider Shelter Client Interview HMIS

Emergency Shelters 100%

Transitional Housing 98%

Safe Havens

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

It should be noted that our increase in our overal 2012 Point In Time count is adirect result of increased participation from organizations along with a Veteran’sHousing Fair held on that day. It was evident to our CoC that this was theprimary reason for this jump, as we compared our data to our voluntary year-round survey. In a year to year comparison we have not seen much evidenceof these drastic spikes in one subpopulation.

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

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

* Housing Housing Placement and retention services including landlord advocacy, rental assistance, depositassistance and utility assistance were identified as a gap in local services.

* Services Housing Case Management services were identified as a gap in local services that could assist in housingretention.

* Mainstream Resources Gaps and needs in mainstream resources that were identified were primary challenges with stalled publicbenefit applications – particularly Social Security Disability applications. Additionally, drastic cuts to publicmedical benefit coverage have had an adverse effect on homeless recipients with this assistance.



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

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

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

Survey providers: X

HMIS: X

Extrapolation: X

Other:

If Other, specify:

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

The sheltered population data is collected in the annual point-in-time surveyprocess. The process is supervised by a CoC coordinator with 17 yearsexperience providing direct service to homeless community members andpersons living with severe and persistent mental illness. The rapport developedwith various shelters, transitional housing providers, and outreach serviceproviders offers quality connectivity to ensure accurate data. Survey providerscounted the total number of individuals and households residing in emergencyshelter, transitional housing, sheltered and unsheltered habitation. Completedsurveys are forwarded to the HMIS Lead Agency who then scans and collatesthem into the computer system for final production of aggregate figures andclient-level data. The HMIS Lead agency performed extrapolation techniques toprovide the CoC numbers and characteristics of survey participants.Characteristic trends, similarities and changes are identified in a year-to-yearcomparison.



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

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

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

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

HMIS X

HMIS plus extrapolation:

Sample of PIT interviews plus extrapolation:

Sample strategy:

Provider expertise: X

Interviews: X

Non-HMIS client level information: X

None:

Other:

If Other, specify:

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



Subpopulation data for the sheltered population is collected in the same manneras that for the unsheltered population, specifically through the HMIS surveyprocess with oversight from an experienced Housing Case Manager who hasongoing connectivity to the various homeless providers. A team of providers iscoordinated to select the methods used and collect data. The team isfamiliarized with the seven definitions of homeless subpopulations. The teamrepresents a large spectrum of service providers such as homeless medicalfield workers, children's service providers familiar with families in local motelsveteran's service providers, law enforcement, food pantry providers, programsproviding emergency goods, mental health drop-in centers and providers in ourremote inter-mountain communities that are familiar with the shelteredhomeless subpopulations. Each team member meets to design a plan thataddresses the four geographic quadrants of our county. Provider expertise isapplied as team members that can provide a familiar face to the unshelteredhomeless population are matched up appropriately with the population theyserve to ensure accurate data. Survey interviews are discussed in planningmeetings to ensure that providers are collecting like-data. Emergency Shelterand Transitional Housing staff interviewed every resident staying in the facilityon the night of our Point-In-Time count. Sub-population data was extrapolatedfrom the surveys by the HMIS Lead Agency.



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

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

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

Instructions: X

Training: X

Remind/Follow-up X

HMIS: X

Non-HMIS de-duplication techniques: X

None:

Other:

If Other, specify:

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

Our CoC ensures that sheltered homeless persons are not counted more thanonce during the point-in-time count by utilizing unique identifying indicators.Participants are asked for the first three letters of their last name along with theirdate of birth. The HMIS Lead agency then scans the surveys into the softwareprogram which easily identifies duplicates. Duplicates are closely reviewed andremoved as appropriate.

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



The CoC presented providers, staff and volunteers with written instructions oncompleting the sheltered point-in-time count. Instructions included definitions ofindividuals, households, subpopulations and sheltered versus unshelteredpersons. Protocol was presented at a survey headquarters where participantscould pick up survey supplies, receive instructions, and turn in surveys or call toask questions throughout the day. The NVCSS Second Home program is amental health drop-in center that serves as the survey headquarters. It islocated across the street from our HMIS Lead Agency, and offers after-hourcollection. Each question on the data collection form was reviewed withproviders that meet at Second Home. Providers throughout the county wereengaged in additional pre-planning meetings, reminded of the count andfollowed up with to ensure the maximum possible response rate. The CoCmaintained a check list of participating providers and verified with the HMISLead Agency that data was collected from all participating providers for thesheltered count.



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

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

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

annually (every year)

Indicate the date of the most recentunsheltered

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

01/25/2012

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

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

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

Not Applicable

Did the CoC submit the unsheltered point-in-time

count data in HDX by April 30, 2012?

Yes

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

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



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

Methods

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

Indicate the method(s) used to countunsheltered homeless persons

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

Public places count: X

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

X

Public places count with interviews at a later date:

Service-based count: X

HMIS:

Other:

None:

If Other, specify:

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



The primary outreach effort to engage persons who typically live unshelteredinvloves a multiagency team of workers from mental health, law enforcement,medical persons, homeless out-reach workers, and others familiar with localhomeless habitation patterns. Service-based counts are coordinated to collectdata from individuals accessing services on our Point In Time date. All involvedadminister a universal survey to collect and produce accurate data. Our localFederally-Qualified Health Center, Shasta Community Health Center, is aprominent provider offering a medical outreach van that offers 4 day-a-weekmedical field visits and 1 day-a-week dental coverage. The team visits publicplaces and various homeless camps throughout the area to engage persons inneed of services. Additionally, CoC providers have developed an extremeweather implementation plan that incorporates five different outreach teams toensure assistance to the unsheltered homeless and other vulnerablepopulations during extreme cold or heat. Local law-enforcement agencies thatencountered people sleeping in uninhabitable places coordinated closely withthe CoC when facing issues that arose within illegally establishedencampments. Assessment and available services were offered to peopleforced to move.



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

of Coverage

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

Indicate where the CoC located theunsheltered

homeless persons (level of coverage) thatwere

counted in the last point-in-time count:

Known Locations

If Other, specify:

Our level of coverage increased considerably during our 2012 Point In Timecount. All primary geographic areas were covered by providers and volunteers.The increased canvasing effort provided increased data collected.



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

Quality

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

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

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

Training: X

HMIS: X

De-duplication techniques: X

"Blitz" count:

Unique identifier: X

Survey question: X

Enumerator observation:

Other:

If Other, specify:

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



Our CoC ensures that sheltered homeless persons are not counted more thanonce during the point-in-time count by utilizing unique identifying indicators.Participants are asked for the first three letters of their last name along with theirdate of birth. The HMIS Lead agency then scans the surveys into the softwareprogram which easily identifies duplicates. Survey questions offer specificanswer options and provide that most surveys are answered uniquely basedupon the respondents homeless circumstance. Training is given to surveyproviders, along with written instruction to review survey questions andunderstand definitions of answers. Duplicates are closely reviewed andremoved as appropriate. Pairs of team members interview all unshelteredhomeless persons they encounter. Team members that provide a familiar faceto the unsheltered homeless population are matched up appropriately with thepopulation they serve to ensure accurate data. Local soup kitchens, housingproviders, drop-in centers and public clinics screen for homelessness andinterview those that are self-identified as homeless. Service-based interviewsare sure to ask where the respondent stayed on the night of the count. The CoCcollects all surveys to give to the HMIS Lead Agency for analysis and reportingof unsheltered data. Unduplicated unsheltered population data is thenextrapolated from the surveys by the HMIS Lead Agency.

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

While this population appears to be increasing Nation-Wide, locally, ShastaCounty data proves to be the opposite. Rapid identification and wraparoundassistance appears to be affectively decreasing Shasta County’s unshelteredhomeless households with dependent children. The CoC's outreach plan usesvarious approaches to reduce these numbers. A referral system has beendeveloped to quickly identify unsheltered households with dependent children,asses their level of need and connect them with appropriate assistance. Localproviders offer resource education classes and life skills training to help thesehouseholds with dependent children who have lost their housing. TheRedding/Shasta CoC coordinates connectivity to share information on,assistance and prevention services offered by the Shasta County Office ofEducation, Head Start, The Shasta Women's Refuge, the Good News RescueMission, the Veteran's Resource Center, People of Progress and otherproviders dedicated to reducing the number of homeless households withdependent children in Shasta County.

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



The primary outreach effort to engage persons who typically sleep on thestreets and other places not meant for human habitation involves a multiagencyteam of workers from mental health, law enforcement, medical persons,homeless out-reach workers, and others familiar with local homeless habitationpatterns. Our local Federally-Qualified Health Center, Shasta CommunityHealth Center, is a prominent provider offering a medical outreach van thatoffers 4 day-a-week medical field visits and 1 day-a-week dental coverage. Theteam visits various homeless camps throughout the area to engage persons inneed of services. Additionally, CoC providers have developed an extremeweather implementation plan that incorporates five different outreach teams toensure assistance to the unsheltered homeless and other vulnerablepopulations during extreme cold or heat. Local law-enforcement agencies thatencountered people sleeping in uninhabitable places coordinated closely withthe CoC when facing issues that arose within illegally establishedencampments. Assessment and available services are offered to people forcedto move as the CoC collaborates with the City of Redding’s Community SafetyEvaluation Team.



3A. Continuum of Care (CoC) Strategic PlanningObjectives

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

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

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

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

How many permanent housing beds are currently in place for chronically

homeless persons?

34

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

for occupancy?

34

In 5 years, how many permanent housingbeds

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

occupancy?

40

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

for occupancy?

45

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



In addition to utilizing funds through the Mental Health Services Act HousingProgram available through Shasta County Mental Health, CoC PlanningInitiatives, as defined by the CoC Housing Health & Supportive Servicessubcommittee, will: (1) Look for funding alternatives to increase PH beds forchronically homeless persons and maximize existing resources. (2) Take stepsto increase landlord participation in PH leased program. (3) Increase dataquality standards under planning initiatives developed by the CoCEducation/HMIS Subcommittee specifically targeted to capture accuratenumbers of veterans that meet HUD's definition of chronically homeless, it is theCoC's hope that VASH vouchers would be available in Shasta County.

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

The CoC's 10 year Planning Initiatives to create new permanent housing bedsfor chronically homeless persons are (1) With the assistance of JessicaDelaney, CoC coordinator, Northern Valley Catholic Social Service will look forfunding alternatives to increase current program PH beds for chronicallyhomeless persons while maximizing their existing resources. (2) Throughcollaboration with other local organizations as well as state, local and federalhousing programs, the CoC Housing, Health & Supportive ServicesSubcommittee will work closely with organizations interested in developing oradding PH beds for chronically homeless persons in their programs. (3) TheCoC Education/HMIS Subcommittee will increase data quality standards with agoal that higher standards will increase the accuracy of our Point-In-Time countand open new opportunities to fund additional beds for persons that meetHUD's definition of chronically homeless.

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

With the additional CoC capacity, funding alternatives and maximized existingresources, the CoC will work to fill service gaps such as Housing CaseManagement, and Housing Placement/Retention services to end chronichomelessness by 2015.




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

or more.

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

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

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

permanent housing projects for at least six months?

79%

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

funded permanent housing projects for at least six months?

88%

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

housing projects for at least six months?

90%

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

funded permanent housing projects for at least six months?

92%

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



CoC Planning Initiatives offer that Northern Valley Catholic Social Service willprovide a wide range of client supportive services and intensive casemanagement to permanent housing residents in order to increase permanenthousing stability. Additionally, goals of enhancing educational and employmentopportunities are part of the case management plan to increase residentialstability and enhance life-long opportunities. The CoC Housing Health &Supportive Services Subcommittee will assist in collaboration of servicesbetween providers that already serve these residents, such as ShastaCommunity Health Center. Housing stability barriers will be identified andresources will be sought to address the unique needs of each resident. Theseefforts will provide a solid foundation for maintaining residential stability, therebyincreasing the percentage of homeless persons residing in permanent housingfor a period of at least six months to at least 80 percent.

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

CoC Planning Initiatives ask that the supportive service and case managementplan shall be reviewed and enhanced annually by researching best practicemodels and incorporating new ideas or approaches for greater efficiencies andhigher outcomes. The CoC Housing Health & Supportive ServicesSubcommittee will assist Northern Valley Catholic Social Service incollaborating services between providers that already serve these residentssuch as Shasta Community Health Center and the Department ofRehabilitation. Housing stability barriers will be identified and resources will besought to address the unique needs of each resident. The results will bemeasured by a relevant increase in the percentage of participants remaining inpermanent housing for at least a period of six months or more, and shall reach88 percent within the first 12 months, reach 90 percent within 5 years, and be inexcess of 90 percent retention within a 10-year long-term period.




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

more.

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

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

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

housing projects will have moved to permanent housing?

100%

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


100%

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

will have moved to permanent housing?

100%

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


100%

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



The local CoC through the FaithWorks Transitional Housing Project is likely tocontinue to exceeded the 65 percent goal of homeless persons moving fromtransitional housing to permanent housing. This goal is regularly met throughcase management and support services. Individual self-sufficiency plans will bedeveloped with all program participants. Permanent housing referrals willconsider the individual need of the transitional housing resident to encourage anappropriate housing match and a successful outcome.

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

The CoC's long-term plan to maintain the percentage of transitional housingparticipants moving into permanent housing will be to continue utilizingFaithWorks best practice case management tools. This will be done throughlinkages to community services and benefits through local agencies andchurches. The FaithWorks project plans to expand in 2012 with a continuedgoal to meet or exceeded the 65 percent goal of homeless persons moving fromtransitional housing to permanent housing.




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

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

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

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

that are employed at program exit?

46%

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

will be employed at program exit?

47%

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

employed at program exit?

50%

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

55%

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

Our CoC will maintain or continue to exceed the goal of having 20 percent ormore of our CoC funded program participants employed at program exit. Overthe next 12 months. Planning initiatives will be to (1) encourage the current bestpractices case management support offered by the FaithWorks Francis CourtProgram to maintain their 100 percent employment rate for participants uponexit and (2) facilitate connectivity between Northern Valley Catholic SocialService and the California Department of Vocational Rehabilitation to providesupported employment services catered to the special needs of the chronicallyhomeless tenants with severe mental illness.



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

The Redding/Shasta CoC will maintain or continue to exceed the goal of having20 percent or more of our CoC funded program participants employed atprogram exit. Over the next 10 years. Planning initiatives will be to (1)encourage the current best practices case management support offered by theFaithWorks Francis Court Program to maintain their 100 percent employmentrate for participants upon exit and (2) facilitate connectivity between NorthernValley Catholic Social Service and the California Department of VocationalRehabilitation to provide supported employment services catered to the specialneeds of the chronically homeless tenants with severe mental illness.




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

more.

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

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

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

93%

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

mainstream benefits at program exit?

85%

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


87%

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


90%

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



The Redding/Shasta CoC plans to develop a collaborative committee betweenthe Shasta County Department of Social Services Eligibility Department, ShastaCommunity Health Center, Northern Valley Catholic Social Service andFaithworks. Chronically Homeless Individuals and Homeless Families housedwithin these projects will be identified for mainstream benefit assistance in awraparound fashion. Pre-housing placement needs can be identified throughoutreach.

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

The Redding/Shasta CoC collaborative committee between the Shasta CountyDepartment of Social Services Eligibility Department, Shasta Community HealthCenter, Northern Valley Catholic Social Service and Faithworks will offerlinkages to mainstream benefits with a wraparound service model. ChronicallyHomeless Individuals and Homeless Families housed within CoC projects willbe identified for mainstream benefit assistance. Pre-housing placement needsthat are identified through outreach will offer assistance in obtaining mainstreambenefits.




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

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

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

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

most recent point-in-time count?

147%

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

140%

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

90%

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

80%

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

It should be noted that our increase in homeless households with children foundon the 2012 Point In Time count is a direct result of increased participation fromorganizations along with a Veteran’s Housing Fair held on that day. Our CoC, inthe next 12 months, continues to plan to address and decrease the number ofhomeless households with children by (1) Assessing unsheltered householdsfor services and referred to the Good News Rescue Mission program orFaithWorks. Some unsheltered households are placed with Visions of the Crossand when applicable, the Shasta Women's Refuge. (2) Sheltered homelesshouseholds with children, in Francis Court TH will be referred, upon exit, topermanent housing. This program currently has a 100% success rate ofparticipants exiting into permanent housing. (3) We will outreach and quicklyidentify unsheltered homeless households with children that may be eligible forany available temporary motel vouchers while connecting them to housingservices.



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

Planning initiatives to decrease the number of homeless households withchildren are overseen by the CoC Education/HMIS and Public SafetySubcommittees. These committees will collaborate on the process ofdecreasing sheltered and unsheltered homeless households with children to 10households in the next 10 years. Initiatives include: (1) Further engagingstakeholders providing children's services, specifically, the Shasta CountyOffice of Education. (2) Assessing unsheltered households for referral to theGood News Rescue Mission, FaithWorks, Visions of the Cross and whenapplicable, the Shasta Women's Refuge. (2) Francis Court, TH for homelesshouseholds with children, will be referred, upon exit, to permanent housing tomaintain a decreasing trend with this population. (3) We will outreach andquickly identify unsheltered homeless households with children that may beeligible for any available temporary motel vouchers while connecting them tohousing services.




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

Housing (PH) projects.

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

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

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

Indicate the current number of projectssubmitted

on the current application for reallocation:

0

Indicate the number of projects the CoCintends to submit

for reallocation on the next CoC Application(FY2013):

0


for reallocation in the next two years (FY2014Competition):

0


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

0

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

The CoC is not reallocating SSO projects.



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

The CoC is not reallocating TH projects.



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

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

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

CoC Adopted Policy

If "Other," explain:

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

Implemented protocol for foster care in Shasta County is defined by written CoCpolicy. The Redding Housing Authority maintains 15 vouchers available forrental assistance for aged out foster youth. The Shasta Independent LivingProgram provides lead services on the discharge of youth aging out. Thisprogram assigns caseworkers to transitioning youth as young as 16. AdditionalCoC partnerships such as, the Shasta County Housing Authoritie, ShastaCollege, SMART center, Shasta Women's Refuge, Northern Valley CatholicSocial Service and others offer enhanced wraparound services for thispopulation. CoC providers prevent homelessness for this discharging populationby assisting foster youth with independent life skills, needs assessments,referral, after care and outcomes tracking. Current and former foster youth areoffered assistance with housing, education, emancipation, employment and lifeskills. Emergency resources are available to assist with utility payments, rentand bus passes.

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

Our CoC has an implemented discharge plan for foster care.

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



The City of Redding Housing Authority, Shasta County Housing Authority,Shasta County Health and Human Service Agency, Shasta Independent LivingProgram, Shasta College, the SMART Center, Shasta Women’s Refuge, andNorthern Valley Catholic Social Service are all stakeholders and collaboratingagencies that are ensuring individuals discharged from the foster system arenot routinely discharged into homelessness.

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

Housing vouchers set aside for aged-out foster youth provide rental assistancein affordable scattered site rentals with private landlords.



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


Is the discharge policy in place "State"mandated

policy or "CoC" adopted policy?

Other


Our local discharge policy includes both the State mandated policy, and theCoC written policy developed in compliance with the implemented State PolicyAB 2745.


Our CoC is engaged in active coordination of discharge planning with localhealth care providers, emergency shelters and interim medical services. Led bythe Good News Rescue Mission, monthly stakeholder meetings are held toidentify alternatives to emergency shelter for the medically fragile. Formalguidelines in Shasta County are implemented by policy summarizing protocoldeveloped in compliance with state law (AB 2745) mandating written hospitaldischarge guidelines. The plan addresses both emergency and non-emergencycases and includes motel vouchers, when needed, to ensure that patients arenot routinely discharged into homelessness. Medical Social Workers andoutreach programs such as Shasta Community Health Center's HOPE Van(Health Outreach for People Everywhere) and Mercy Home Health offerincreased contact, follow-up and ultimately Primary Care to the most vulnerablepopulations.

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

Our CoC has an implemented discharge plan for health care.




Mercy Medical Center, Shasta Regional Medical Center, Shasta CommunityHealth Care, the Good News Rescue Mission, People of Progress and InterimHealth Care are all stakeholders and collaborating agencies that are ensuringindividuals discharged from the Health Care system are not routinelydischarged into homelessness.


Patients routinely discharge to local housing options such as: market-rateapartments, income-based apartments, friends & family or transitional housingprograms. Additionally, CoC discharge planning addresses both emergencyand non-emergency cases and includes motel vouchers, when needed, toensure that patients are not routinely discharged into homelessness. MedicalSocial Workers, visit coordinators and medical outreach programs such asShasta Community Health Center's HOPE (Health Outreach for PeopleEverywhere) team and Mercy Home Health offer increased contact, follow-upand ultimately Primary Care to the most vulnerable populations.



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




CoC Adopted Policy



The Redding/Shasta CoC receives active participation from collaboratingmental health providers who work closely with providers to ensure that peopleare not routinely discharged into homelessness. Written policy has beendeveloped and routinely revised to accommodate shifts in state funding. Currentstructure, administered through the Mental Health Service Act (MHSA) fosters acomprehensive approach to providing community-based mental health services.This service delivery model addresses a continuum going from intensiveservices at locked facilities and hospitals to independent living in the communitywith after-care.

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

Our CoC has an implemented discharge plan for mental health.




The network of stakeholders includes the Shasta County Health and HumanService Agency, Legal Services of Northern California, Shasta County In HomeSupport Services, Shasta Community Health Center, Hill Country Clinic,Northern Valley Catholic Social Service, private landlords, and mental healthclinicians.


Northern Valley Catholic Social Service (NVCSS) administers a peer-supportbased program to offer resources and referrals for housing placement, supportand harm-reduction. NVCSS also provides Supportive Housing Services to theChronically Homeless, Severe and Persistently Mentally Ill population withscattered site leases in addition to four non-McKinney-Vento apartmentcomplexes offering permanent housing to mentally ill individuals. CaseManagement for the stabilization of health and housing is administered byShasta County Mental Health (SCMH), Under MHSA, Shasta CommunityHealth Center, Hill Country Clinic and NVCSS. Full Service Partner agreementsare established by SCMH to ensure that community partners work collectively.



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




CoC Adopted Policy



Key community networks in Shasta County address persons discharging fromcorrections who are in jeopardy of becoming homeless. The Shasta CountyMultidisciplinary Team (MDT) manages individuals discharged from correctionsby evaluating inmates prior to release and assigning wraparound connectivity,which includes housing referral. MDT is made up of various law enforcemententities, non-profit organizations and housing providers. Currently, with theimplementation of California AB109, The Shasta County Probation Departmentcurrently identifies the needs of the newly released offender through a riskassessment tool and design to design an individual prevention plan, which willinclude housing.

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

Our CoC has an implemented discharge plan for individuals discharging fromcorrections.




The network of stakeholders includes the Shasta County Health and HumanService Agency, Shasta County Probation, Shasta County Sherriff’s Office, theShasta County District Attorney’s Office, The Good News Rescue Mission,Northern Valley Catholic Social Service and the Redding Police Department.

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

Shasta County has greatly increased collaborations with CoC which hasincluded a housing study to evaluate the needs of this population. The housingstudy led to the development of a locally administered supportive-housingprogram which will begin housing services and placement in 2013. Additionallya co-located service site is being developed to engage this population andconnect them quickly with housing. Transitional housing options also exist suchas, End Times Recovery, Empire Recovery Center and various sober-livingboarding homes.



3C. Continuum of Care (CoC) Coordination

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

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

for addressing homelessness?

Yes

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

in the Consolidated Plan:

1. Create new permanent housing beds forchronically homeless individuals.2. Maintain percentage of homeless personsstaying in permanent housing over six months toat least 77 percent or higher.3. Maintain percentage of homeless personsmoving from transitional housing to permanenthousing to at least 65 percent or higher.4. Increase percentage of persons employed atprogram exit to at least 20 percent.5. Decrease the number of homeless householdswith children.

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

Shasta County was unsuccessful in its funding application for HPRP dollars in2009 from the State of California; our local CoC has continually had to look foralternatives to implement homeless prevention activities. Although resourcesare not adequate for our need, private providers have fundraised and accessedsmall local grant dollars to offer rental assistance, deposit assistance andinterest-free loans. People of Progress, the Veteran’s Resource Center andRestoration Enterprises are three programs that have engaged in privatelyfunded and federally funded homeless prevention and rapid rehousing activitieswithout HPRP funds.

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



Shasta County administered a $1.3 million grant from the NeighborhoodStabilization Program (NSP1). Funds were used to provide soft second loans tofamilies purchasing foreclosures in the cities of Anderson, Redding, and ShastaLake. The Shasta Housing Authority has not been awarded HUD VASHvouchers or any other HUD managed ARRA program, but will pursue suchopportunities after the implementation of HMIS.The CoC recently coordinated with veteran's service providers to design a planto improve the data quality of homeless veterans captured on the Point-In-Timesurvey, which included HMIS implementation. It is our goal to build capacitywithin this coordinated effort as we improve data quality and maximizeresources and opportunities available.

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

community?

Yes

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

Homeless assistance providers within theRedding/Shasta CoC abide by policy to ensureall children are enrolled in school and connectedto services. As a requirement of a parent's stayat the Good News Rescue Mission, children mustbe enrolled in and actively attending school. TheShasta Women's Refuge requires parents toreturn children to active school participationwithin three days of intake at the domesticviolence shelter. Both shelters work diligently tokeep children stabilized in their school district,unless deemed inappropriate or unsafe. TheShasta County Office of Education provides ahomeless liaison to the 25 school districtstoimplement McKinney-Vento support servicesandresources.

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



CoC member representatives from the Shasta County Office of Education(SCOE), Student Support Services Division, provide 25 homeless liaison to the25 school districts implementing McKinney-Vento support services andresources. Homeless liaisons and other staff are assigned for involvement inworking with homeless children and youth. A SCOE homeless coordinatorserves as the county liaison for purposes of identifying homelessfamilies,connecting them to McKinney-Vento ducation services and mitigatingappeals before appealing to the California Department of Education (CDE). Amenu of resources is available via website for districts, parent and students. Acoordinator is assigned to assist parent and families with questions andconnectivity issues regarding McKinney-Vento.

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

To ensure families with children under the age of 18 are not denied admissionor separated when entering shelter or housing, our CoC collaborateswraparound services with our two Emergency Shelters, our TransitionalHousing provider serving homeless families with children, the Shasta CountyOffice of Education and a Permanent Housing provider serving low incomefamilies. The Good News Rescue Mission, Shasta Women’s Refuge,Faithworks, Northern Valley Catholic Social Service and the Shasta CountyOffice of Education are all stakeholders working to keep these transitioningfamilies together. Additionally, voluntary year-round data is overseen by Peopleof Progress indicating that homeless families with children in Shasta Countyhave decreased.

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

In alignment with CoC strategic plan goals the CoC plans to combathomelessness among veterans through increased data quality, including theaddition of formalized HMIS. Our CoC has consulted the VA on accuratelydefining and identifying homeless veterans during the survey process. CoCmember organizations that are currently serving this population include the localVA, the local EDD, the Redding Veterans Resource Center and TransitionalHousing providers such as: Legacy House and Redeemed Recovery. TheRedding Veterans Resource Center opened September 1, 2011, providingsupportive services for veteran families. Services are provided to very lowincome veterans and their families residing in or transitioning to permanenthousing. Supportive services are designed to promote housing stability toeligible applicants. Additionally, the Shasta County community hosts an annualmulti-day Stand Down event, providing vital services such as medical, mentalhealth, housing, incidental and legal services at low or no cost. Plans to addressveteran's homeless issues include the pursuit of HUD VASH Vouchers, addingan additional transitional living facility and engaging a newly hired VA homelessoutreach clinician.



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

Consistent with the CoC strategic plan goals, several local agencies serve theyouth homeless population in Shasta County,such as: the Redding HousingAuthority, the Shasta County Department of Health and Human Services, andthe Youth and Family. This effort is consistent with the CoC strategic plan goalto promote the need for facilities and services for homeless individuals,households and homeless subpopulations. Despite our low numbers identifiedon the one-day count, the CoC recognizes the vulnerability and potential forhomelessness among youth, especially in foster care, group homes or countysupervision. The CoC has made additional effort to collaborate with CourtAppointed Special Advocates (CASA) program in Shasta County sponsored byNorthern Valley Catholic Social Service. The program provides volunteeradvocates to children in the system. CASA has provided a CoC led training onhomeless youth in Shasta County for their advocates.

Has the CoC established a centralized or coordinated assessment system?

No

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

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

ESG funds have not been awarded within our CoC.

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

Housing and supportive services are marketed to eligible persons regardless ofrace, color, national origin, religion, sex, age, familial status, or disability. In theabsence of outreach, these services are primarily marketed by providing CoCservice providers with ongoing information about services throughout thecommunity to ensure that these individuals in need do not encounter “anywrong door”. Northern Valley Catholic Social Service offers a centrally locateddrop-in center primarily serving homeless individuals and individuals living withmental illness. This “one-stop” referral service offers a weekly housingeducation workshop to inform this population of services available that maymeet their individual needs.



3D. Continuum of Care (CoC) Strategic PlanningCoordination

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

Has the CoC developed a strategic plan? Not Applicable

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

As we build capacity within our CoC we will be adding HMIS in 2013 andformalizing the implementation of a housing and service system that meets theneeds of homeless individuals and families. Although not formalized, currentefforts include collaboration between service providers, our two emergencyshelters and our Mental Health Services Act drop-in center. This drop-in centerprovides initial housing information to refer individuals and families to a servicesystem that meets their individual needs. This is done by identifying housingbarriers and matching individual needs with available resources.

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

Our CoC identifies service gaps and needs and works closely with the City ofRedding Housing Department to include identified service gaps in theConsolidated Plan.

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

As we build capacity within our CoC we will be adding HMIS in 2013 andformalizing the implementation of a strategic 10-Year Plan.

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



As we build capacity within our CoC we will be adding HMIS in 2013 andformalizing the implementation of a strategic 10-Year Plan. This year ofrestructuring will give us the opportunity to incorporate the Federal StrategicPlan “Opening Doors” on our local level.

Select the activities in which the CoCcoordinates with the local Emergency

Solutions Grant( ESG):

None

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

We have been unsuccessful in obtaining ESG funding. As we build capacitywithin our CoC, we will continue to become more competitive and hope to beawarded these funds in the future.

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

defined as homeless under other Federalstatutes?

No

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

approval?

No

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

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



3E. Reallocation

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

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

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

new SSO specifically designated for acentralized or coordinated assessment

system?

No



4A. Continuum of Care (CoC) FY2011Achievements

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

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

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

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

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

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

ObjectiveFY2011

ProposedNumeric

Achievement

FY2011 ActualNumeric

Achievement

Create new permanent housing beds for the chronically homeless

34 Beds 34 Beds

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

72 % 79 %

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

100 % 100 %

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

46 % 46 %

Decrease the number of homeless households with children

32 Households 147 Households



Did the CoC submit an Exhibit 1 application inFY2011?

Yes

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

It should be noted that our increase in homeless households with children foundon the 2012 Point In Time count is a direct result of increased participation fromorganizations along with a Veteran’s Housing Fair held on that day. Our CoC, inthe next 12 months, continues to plan to address and decrease the number ofhomeless households with children. It was evident to our CoC that this was theprimary reason for this jump, as we compared our data to our voluntary year-round survey. In a year to year comparison we have not seen much evidenceof these drastic spikes in one subpopulation.

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

The CoC monitors recipients' performance through Annual PerformanceReports and HUD defined outcomes.

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

The CoC shares HUD-established performance goals with project applicants.Goals and goal challenges are identified. Local collaboration, primarily withmainstream benefit service providers work to assist project applicants on HUD-established performance goals.

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

The CoC shares HUD-established performance goals with project applicants.When goals become a challenge, as they have with projects serving some ofthe most vulnerable populations, the CoC Executive Committee works directlywith project applicants to address barriers that are affecting performance.

Does the CoC have any unexecuted grantsawarded prior to FY2011?

No

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

n Yearthe Grant

wasAwarded

AwardedAmount

0 0 $0

0 0 $0

0 0 $0

0 0 $0

0 0 $0



Total $0

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

1)The CoC works closely with our two local shelters to measure the length ofstay homeless individuals and families are experiencing. 2) Housing providersmeasure outcomes and monitor tenant retention rates. 3) The CoC administersa year-round homeless survey that identifies local homeless trends.

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

1)The CoC works closely with our two local shelters to measure the length ofstay homeless individuals and families are experiencing. 2) Housing providersmeasure outcomes and monitor tenant retention rates. 3) The CoC administersa year-round homeless survey that identifies local homeless trends. Primarilywe rely on the year-round survey to track additional spells of homelessness.

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

Our CoC includes a Federally Qualified Health Center that operates a medicaloutreach van that regularly visits unsheltered homeless individuals camping inour community. These visits offer medical outreach, support service referraland case management. Our local Shasta County Mental Health departmentrecently increased their homeless outreach efforts, and the CoC coordinateswith local law enforcement to identify unsheltered homeless populationsneeding outreach.

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

As our CoC builds capacity, one of our primary focuses to be outlined injurisdiction plans will be homeless prevention. Preventing homelessness withinour CoC geography requires unique and individualized attention along withlandlord, utility company, and mainstream benefits provider collaboration.

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

under other Federal statutes?

No

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



McKinney-Vento funds were awarded to the Shasta County Office of Educationto assist homeless families.

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

HUD vouchers specifically dedicated for aged-foster youth are managed by theCity of Redding Housing Authority.



4B. Continuum of Care (CoC) Chronic HomelessProgress

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

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

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

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

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

YearNumber of CH

PersonsNumber of PH beds

for the CH

2010 67 25

2011 118 34

2012 180 34

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

Our CoC uses a survey method to determine chronic homeless eligibility. Thefollowing questions contribute to our data: “Where did you stay last night”,“Have you been living on the street or in a shelter in the last 3 years? If so, howmany times?”, and, “If you are homeless now, how long this time?”. In additionhomeless persons surveyed are asked about any disabling conditions. Chronichomeless eligibility is verified, including where the person is staying, how longthey’ve been there and any eligible disabling diagnosis by a qualified serviceprovider, primarily Shasta Community Health Center HOPE Outreach medicalstaff.

Indicate the number of new permanenthousing

beds in place and made available foroccupancy

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

0



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

We are able to track that the increase from the year before is directly a result ofmore organizations participating in our Point In Time count, along withadditional media attention drawn to homeless veterans issues. There was noincrease in numbers from the organizations regularly participating in our localyear-long collection of the same survey and the yearlong survey showed no realincrease.

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

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

Cost TypeHUD

McKinney-VentoOther

Federal State Local Private

Development $0 $0 $0 $0 $0

Operations $0 $0 $0 $0 $0

Total $0 $0 $0 $0 $0



4C. Continuum of Care (CoC) HousingPerformance

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

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

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

submitted?

Yes

Participants in Permanent Housing (PH)

a. Number of participants who exited permanent housing project(s) 15

b. Number of participants who did not leave the project(s) 34

c. Number of participants who exited after staying 6 months or longer 14

d. Number of participants who did not exit after staying 6 months or longer 1

e. Number of participants who did not exit and were enrolled for less than 6 months 15

TOTAL PH (%) 31

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

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

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

submitted?

Yes



Participants in Transitional Housing (TH)

a. Number of participants who exited TH project(s), including unknown destination 24

b. Number of SHP transitional housing participants that moved to permanent housing upon exit 24

TOTAL TH (%) 100



4D. Continuum of Care (CoC) Cash IncomeInformation

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

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

Total Number of Exiting Adults: 39

Total Number of Exiting Adults

Cash Income Sources (Q25a1.)Number of

Exiting AdultsExit Percentage

(Auto-Calculated)

Earned income 12 31%

Unemployment insurance 1 3%

SSI 10 26%

SSDI 1 3%

Veteran's disability 0 0%

Private disability insurance 0 0%

Worker's compensation 0 0%

TANF or equivalent 9 23%

General assistance 7 18%

Retirement (Social Security) 8 21%

Veteran's pension 0 0%

Pension from former job 0 0%

Child support 0 0%

Alimony (Spousal support) 0 0%

Other source 0 0%

No sources (from Q25a2.) 0 0%

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

Does the CoC have any non-HMIS projects forwhich

an APR was required to be submitted?

No



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

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

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

Total Number of Exiting Adults: 39

Total Number of Exiting Adults:

Non-Cash Benefit Sources (Q26a1.)Number of

Exiting AdultsExit Percentage

(Auto-Calculated)

Supplemental nutritional assistance program 19 49%

MEDICAID health insurance 38 97%

MEDICARE health insurance 0 0%

State children's health insurance 0 0%

WIC 3 8%

VA medical services 1 3%

TANF child care services 4 10%

TANF transportation services 0 0%

Other TANF-funded services 0 0%

Temporary rental assistance 0 0%

Section 8, public housing, rental assistance 3 8%

Other source 0 0%

No sources (from Q26a2.) 0 0%

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

Does the CoC have any non-HMIS projects forwhich an

APR was required to be submitted?

No



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

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

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

Has the CoC notified its members of theEnergy Star Initiative?

Yes

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

construction?

No

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

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

No



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

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

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

mainstream programs?

Yes

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

On a quarterly basis, the CoC Executive Committee reviews various aspects ofthe Annual Plan including access to mainstream programs. Specific resourcesare targeted by subcommittees during the year to promote seamlessconnectivity to SSA Disability or Retirement programs, TANF, MediCal, FoodStamps and Veteran's Health Care. The CoC coordinator liaisons with HUD-funded contractors as part of the annual performance report process to assessand improve accessibility.

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

to improve CoC-wide participation inmainstream programs?

Yes

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

The Housing/Health/Supportive Services subcommittee meets quarterly toaddress various workplan tasks including the aspect of mainstream resources.For instance, accessibility to public benefits, housing support and healthservices. This committee pioneered the local Project Homeless Connect, which,in its fourth year, provided immediate access to mainstream programs to over1200 individuals. Meeting dates for the past 12 months were: , 12/20/11,3/20/12, 6/19/12, 9/18/12.

Does the CoC coordinate with the StateInteragency Council on Homelessness to

reduce or remove barriers to accessingmainstream services?

Not Applicable



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

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

mainstream programs?

Yes

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

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

changes for mainstream programs toprovider staff:

Yes

If 'Yes', specify the frequency of the training: annually (every year)

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

Yes

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

Section 8, all cash assistance benefits (General Assistance, TANF, SocialSecurity Retirement and/or Disability), Food Stamps, Medical Benefits(MediCal, Medicaid, Medicare, CMSP) and Veteran’s Benefits.

Has the CoC participated in SOAR training? Yes

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

July 25, 2008, September 11, 2008, and September 16, 2008. The currentRedding/Shasta CoC Coordinator is a certified SOAR trainer and keeps up onnew DHHS legislation via Policy Research Associates.



4H. Homeless Assistance Providers Enrollmentand Participation in Mainstream Programs

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

Activity Percentage

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

100%

Reports received from shelter providers, transitional housing providers, mental health services act programs,medical homeless outreach workers and case managers at the Shasta County Department of SocialServices all report that they assist clients in completing these applications with the exception of instanceswhere the applicant is capable of completing the document on their own.

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

75%

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

50%

MediCal, Medicare, CMSP, Social Security Benefits, Foodstamps, TANF, Vital Records requests

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

98%

4a. Describe the follow-up process:

The CoC interviewed local case management providers, all indicated that they systematically follow-up toensure benefits are received. One program utilizes Community Health Advocates to follow up when anapplicant has lost contact or the provider has concerns about health issues. Another program obtains signedinformation releases to communicate with benefit providers when follow up is needed with a transientindividual. Most providers are also providing on-going housing follow up that closely relates to the income ofmainstream programs.



4I. Unified Funding Agency

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

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

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

area?

Is the collaborative applicant able to enterinto legal binding agreements with

subrecipients and receive and distributefunds to subrecipients for all projects with

the geographic area?

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

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

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

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

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



CoCRatingandRankingCriteria

CityofRedding/ShastaCountyContinuumofCareCouncil“NeedforFunds”RatingCriteriaandProcedure:

TheContinuumofCare(COC)assignspointsfortheratingcategoryonprojectapplicationsreceivedwithintheirservicearea.”

RATINGANDRANKINGCRITERIAANDPROCESS:TheCityofRedding/ShastaCountyContinuumofCareCouncilwillreview,rateandranktheirprojectapplications;thelocalContinuumChairpersonordesigneewillensurethattheprocessoutlinedbelowisfollowed.

BelowdefinesourgeographicareaandrespectivedesignatedCommitteeContactpersons:

LeadAgencyContinuumRatingGroup

ContactPerson

ContactEmail

CityofRedding/ShastaCountyContinuumofCareCouncil(CoC)

JessicaDelaney [email protected]

2. Ratingandrankingwillbedonebytheindividualsappointedtothecommittee;therating

andranking(R&R)committeeshouldselectaleadfacilitator.Finalrankingandscoringforprojectsmustbeputintowriting,andsignedbyallmembersoftheR&Rcommittee.Theresultsmustbesubmittedtotherespectivecountycontactlistedabove.

3. FinalscoredprojectsubmissionsandratingandrankingmaterialswillbereviewedforadherencetoprocessbythreesteeringcommitteemembersandsignedinagreementwiththetermsstatedbyaCityofRedding/ShastaCountyCoCChairperson.

4. Reviewersmustverifythatthefollowingismet:a. Applicationswillbereviewedonanindividualprojectbasis.b. Proposedprojectwilloperate,orfacilitieswillbelocated,withinthecountyservice

area.

c. OrganizationhasinformedtheCoC,perpage3thatfollows,thattheyintendtosubmitanapplicationtoadesignatedfundingsource(i.e.,HCD,HUD,etc.)

d. Attachment1includedwiththisinstructionissubmittedandcomplete.

1| P a g e 2 0 1 2 R e d d i n g / S h a s t a C o C R a t i n g a n d R a n k i n g C r i t e r i a / P r o c e s s

RatingandRankingCriteria

Projectproposalswillbescoredontwocategories,Leverage/PriorityAlignmentandRankOrder;aprojectcanreceiveamaximumof100points.

5. LeverageandPriorityAlignment:(50pointMaximum)

a.Projectswillbeawardedamaximumof50points:

i. ProjectisinalignmentwithlocalCoCpriorities(35ptsmaximum)ii. Projectleveragesapplicationfundingwithotherfundingandservices(15ptsmaximum)iii. HMISparticipationandAdministrationareconsideredasgivenpriorities

forallprojects.iv. Thefollowingtableswillguidepointassignment

PriorityAlignment Points(35ptsmax)ProjectisinclearalignmentwithlocalPriorities 35pointsProjectisverycloselyalignedwithlocalPriorities 32pointsProjectismoderatelyalignedwithlocalPriorities 29pointsProjectisnotalignedwithlocalPriorities 0pointsLeverage Points(15ptsmax)Projectshowsbestleveragecomparedtootherprojects 15pointsProjectshows2ndbestleverage 12pointsProjectshows3rdbestleverage 10points

6. RankOrder:(50pointMaximum)

a. Eachprojectwillreceiveapriorityordinalrankcomparedtoothersubmissions

fromthesamegeographicarea.b. Onlyoneprojectperrank.Noduplicateranking.c. Thetoprankingprojectwillreceive50points;giventhatitgenerallyalignswith

countypriorities.d. Ifmorethanoneprojectisreceived,pointsmaybeawardedasfollows.Thereview

committeehasdiscretiontogivefewerthanthelistednumberofpointsifprojectsarenotresponsiveto#5above.Atleastafivepointdifferencemustbeawardedbetweeneachrank.(e.g.50=Rank1;45=rank2).

Rank Points1 502 45‐maximum3 40‐maximum4 35‐maximum

7.TheRedding/ShastaCoCSteeringCommitteereservestherighttochangethisprocessinthebestinterestofthecontinuum.Noticeofchangeswillbeprovidedtoallorganizationswhohavenotifiedthecontinuumortheirintenttosubmitaprojectapplication.


RatingandRankingCriteria

SUBMITTINGPROJECTSFORRATINGANDRANKING:

Organizations:

1. ContactyourCoCContactonpage1viaemailbyiftheorganizationintendstosubmitaprojectapplication.

2. CompleteAttachment1‐includedwiththisinstruction3. SubmitAttachment1,viaemail,[email protected]. Youwillreceiveanemailreceiptforyoursubmission;ifareceiptisnotreceivedwithintwo

(2)businessdays,itisyourresponsibilitytofollowupwiththerespectivecontact

SteeringCommittee:

1. TheSteeringCommitteewilldesignatethreeormoreindividualstoconductafinalprocessreviewofallRatingandRanking.

2. Finalscoredprojectsubmissionsandratingandrankingmaterialswillbereviewedbythreesteeringcommitteemembers.


before starting the exhibit 1 continuum of care (coc

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