los angeles homeless services authority · 2015-07-24 · 5.0 appointment and approval of ad hoc...

213 683 3333 I FAX 213 892 0093 I TTY 213 553 8488

AGENDA AND NOTICE OF A PUBLIC MEETING OF THE LOS ANGELES HOMELESS SERVICES AUTHORITY COMMISSION

Friday, July 24, 2015

9:00 a.m.

Los Angeles Homeless Services Authority 811 Wilshire Boulevard, 6

th Floor

Los Angeles, CA 90017

AGENDA NO. ITEM AND DESCRIPTION PRESENTER PAGE

Call to Order/Roll Call/Establishment of Quorum Agenda Items - The

public will have an opportunity to speak to any agenda item when the item is called and before action is taken. A Request to Speak Form must be submitted to the Secretary prior to the completion of the agenda item. The Chair will determine the order of speaking and unless the Chair grants more or less time, the speaker’s limit is two (2) minutes on each agenda item, subject to the total 20-minute period.

1.0 Review and approve the minutes from the Commission Meeting held on Friday, June 26, 2015.

2.0 Consent Calendar

(Unless a Commissioner removes an item listed in this section or a Request to

Speak form on the item is received by the Chair from a member of the public, this

section will be voted upon without debate or presentations.)

2.1 Review and approve the LAHSA 2014-2015 Final Budget.

2.2 Review and approve current 2015-16 Budget based on existing funding commitments.

2.3 Review and approve updated LAHSA Policies and Procedures:

- Conflict of Interest Policy.

2.4 Review and approve threshold evaluation results of the 2015 Continuum of Care (CoC) Program New Projects Request for Proposals (RFP).

2.5 Review and approve the award of Crisis Housing and Services

funds in the amount of $164,019 to Downtown Women’s Center

for the DWC Day Center program and authorize LAHSA’s

Executive Director to enter into a contract with Downtown

Women’s Center to facilitate the operation of this program.

2.6 Review and approve 2015 Continuum of Care Program

Performance Evaluation Process and Methodology.

2.7 Authorize Executive Director to submit a proposal to the

Department of Veteran Affairs for funding in support of the 2016

Greater Los Angeles Homeless Count.

3.0 Executive Director Report. Peter Lynn

LAHSA Commission Agenda Friday, July 24, 2015

4.0 Authorize the Executive Director to release the Request for Proposal

(RFP) for Permanent Housing Bonus (PHB) consistent with the 2015

HUD NOFA Guidelines and Priorities, in the event that current

applicants of the 2015 Continuum of Care Program New Project RFP

do not meet the PHB requirements.

Dan Fisher

5.0 Appointment and approval of Ad Hoc Continuum of Care Governance

Committee members.

Commissioner

Morrison

6.0 Report on Finance, Contracts & Grants Management Committee

Meeting held on Friday, July 17, 2015.

Commissioner Neely

7.0 Report on Special Programs & Evaluation Committee Meeting held on

Monday, July 20, 2015.

Commissioner Newcomer

8.0 Report on Special Policy & Planning Committee Meeting held on

Monday, July 20, 2015.

Commissioner Adamson

9.0 Election of 2015-16 Commission Chair and Vice Chair.

Commissioner

Morrison

10.0 Public Participation Each Public Participant speaker is limited to three (3) minutes and may address any topic within the Commission’s jurisdiction. A Request to Speak Form must be filled out and submitted to the Secretary prior to the beginning of Public Participation. Subject to the total 20-minute period, each Public Participation speaker is limited to three (3) minutes.

Adjournment Packets of materials on agenda items are available to the public during normal business hours at 811 Wilshire Boulevard, 6

th Floor,

Los Angeles, CA 90017. For further information, you may call 213-683-3333. Upon request, sign language interpreters, materials in alternative formats and other accommodations are available to the public for LAHSA meetings. All requests for reasonable accommodations must be made at least three working days (72 Hours) in advance of the scheduled meeting date. For additional information, contact LAHSA at (213) 683-3333 or TTY (213) 553-8488.

Item 1.0

MINUTES OF THE LOS ANGELES HOMELESS SERVICES AUTHORITY COMMISSION

Held June 26, 2015

The Los Angeles Homeless Services Authority Commission Meeting, held in the LAHSA office, located at 811 Wilshire Blvd, 6

th Floor, Los Angeles, California, was called to order at 9:12 a.m. by Commissioner Morrison.

Attendance:

LAHSA Commissioners Present: Kerry Morrison, Chair Michael Neely, Vice Chair James Blunt Elise Buik Noah Farkas Shane Goldsmith Owen Newcomer Booker Pearson Kelvin Sauls

LAHSA Commissioners Absent:

Larry Adamson

Attorneys Present: Aleen Langton, County Counsel

LAHSA Staff: Peter Lynn, Executive Director Eileen Bryson, Board Liaison Josh Decell, Outcomes Unit Manager Dan Fisher, Programs Unit Manager Rhonda Wilson, CoC Subrecipient Manager Call to Order/Roll Call/Establishment of Quorum Roll was called and quorum was established at 9:12 a.m.

1.0 Review and approve the minutes from the Commission Meeting held on Friday, May 22, 2015.

Motion: Commissioner Newcomer moved and Commissioner Farkas seconded approval of the minutes from the Commission Meeting held on Friday, May 22, 2015. Public Speaker(s): There were no public speakers.

Action: The motion passed unanimously. 2.0 Consent Calendar

(Unless a Commissioner removes an item listed in this section or a Request to Speak form on the item is received by the Chair from a member of the public, this section will be voted upon without debate or presentations.) 2.1 Authorize Executive Director to accept the assignment of the LAHSA audit engagement to Davis

Farr LLP and approve that they be retained as the independent auditor to perform the Financial Statement and A-133 Audit for fiscal year ending June 30, 2015.

2.2 Approve FY 2015 Continuum of Care Program Reallocation Policy.

LAHSA Commission Minutes of June 26, 2015

2.3 Approve CoC Program Budget Adjustments resulting from approved Reallocation Strategies. 2.4 Authorize Executive Director to extend Adsystech’s contract for the period July 1, 2015 through

June 30, 2016 and add $349,332 subject to funding allocated by the City and County of Los Angeles, for the purpose of providing services related to the continued development and hosting of LAHSA’s Homeless Management Information System (HMIS). In the event that funding is reduced or not forthcoming, authorize Executive Director to reduce the period of service, the amount of compensation or terminate the contract, as deemed appropriate.

2.5 Authorize Executive Director to enter into vendor agreements, as listed in the attachment

pursuant to the Operation Healthy Streets Initiative, for the term of July 1, 2015 through June 30, 2016, subject to funding being allocated by the City of Los Angeles (City) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the period of service, amount of compensation or the number of contracts, as deemed appropriate.

2.6 Authorize Executive Director to enter into a renewal agreement with Volunteers of America of Los

Angeles (VOA) for its project, Family Emergency Housing Program, at 8224 S. Broadway, Los Angeles, CA 90003, also known as, Steve’s Place, for a one year term from July 1, 2015 to June 30, 2016, with a compensation amount of $200,000 which represents level funding. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the terms of service, compensation, or not enter into the agreement as deemed appropriate.

2.7 Authorize Executive Director to extend the contract with Volunteers of America for its San Julian

Access Center, for a term of up to 12 months from July 1, 2015 through June 30, 2016, subject to funding allocated from the City of Los Angeles (City) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the amount of service or compensation, or to negotiate new terms and uses, as deemed appropriate by the Executive Director.

2.8 Authorize Executive Director to accept additional funding and execute agreements with County of

Los Angeles (County) Chief Executive Office (CEO) for the additional funding of $391,133 as listed in the attachment for the term July 1, 2015 through June 30, 2016 as listed in the attachment. In the event that funding period or amount allocated is reduced or not forthcoming, authorize the Executive Director to reduce service periods, compensation amounts, or number of agreements, as deemed appropriate.

2.9 Approve the revised Procurement Policy. Items 2.2, 2.3, 2.7 and 2.8 were removed from the Consent Calendar. Motion: Commissioner Pearson moved and Commissioner Newcomer seconded approval of the remaining items on the consent calendar. Public Speaker(s): There were no public speakers.

Action: The motion passed unanimously. 2.2 Approve FY 2015 Continuum of Care Program Reallocation Policy.

Josh Decell, Outcomes Unit Manager, gave the report Staff explained the changes from the previously approved version and some history of the policy. Public Speaker: Mike Johnson explained the reason for the appeal letter provided by JWCH and how the agency’s program is unique. He asked for special consideration for the medical aspect of the program. Public Speaker: Paul Gregerson shared the medical aspect and importance of the program. Public Speaker: Troy Vaughn thinks his agency’s program size should be adjusted to keep the program.


Peter Lynn, Executive Director, explained the reasons for this policy and the challenge with these programs. There was discussion about the details of the policy and some of the medical aspects. Rhonda Wilson, CoC Subrecipient Manager, explained the process basis for appeals was approved last year. Commissioner Neely hopes that projects applying in SD2 might receive bonus points and staff will help the agencies find other sources of funding. There was discussion about the necessity for funding for the medically needy clients. Motion: Commissioner Pearson moved and Commissioner Farkas seconded approval of the FY 2015 Continuum of Care Program Reallocation Policy.

Action: The motion passed unanimously. There was discussion around providing bonus points in areas of geographic need.

2.3 Approve CoC Program Budget Adjustments resulting from approved Reallocation Strategies.

Public Speaker: Mike Johnson states that there is now a gap in services and care and wonders where these patients will go. There was discussion about the medical needs of the homeless and Commissioner Morrison suggested that the Policy & Planning Department explore options. Motion: Commissioner Farkas moved and Commissioner Pearson seconded approval of the CoC Program Budget Adjustments resulting from approved Reallocation Strategies.

Action: The motion passed unanimously. 2.7 Authorize Executive Director to extend the contract with Volunteers of America for its San Julian Access

Center, for a term of up to 12 months from July 1, 2015 through June 30, 2016, subject to funding allocated from the City of Los Angeles (City) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the amount of service or compensation, or to negotiate new terms and uses, as deemed appropriate by the Executive Director. Commissioner Neely asked for clarification on whether this will be a six-month or 12-month program. Dan Fisher explained that the plan is to extend through December 31, but this will give additional time as needed to redesign the program. Peter Lynn and Chris Callandrillo, Director of Programs, explained that we hope to get the program redesign done in six months, but this gives options. Motion: Commissioner Neely moved and Commissioner Pearson seconded to authorize Executive Director to extend the contract with Volunteers of America for its San Julian Access Center, for a term of up to 12 months from July 1, 2015 through June 30, 2016, subject to funding allocated from the City of Los Angeles (City) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the amount of service or compensation, or to negotiate new terms and uses, as deemed appropriate by the Executive Director. Public Speaker(s): There were no public speakers.

Action: The motion passed unanimously.

2.8 Authorize Executive Director to accept additional funding and execute agreements with County of Los Angeles (County) Chief Executive Office (CEO) for the additional funding of $391,133 as listed in the attachment for the term July 1, 2015 through June 30, 2016 as listed in the attachment. In the event that funding period or amount allocated is reduced or not forthcoming, authorize the Executive Director to reduce service periods, compensation amounts, or number of agreements, as deemed appropriate. Commissioner Pearson asked about the gap in funding. Mr. Lynn explained that a number of the funding requests made to the County were not approved in the original budget cycle, but there is a good chance they will be approved in the supplemental budget. Motion: Commissioner Pearson moved and Commissioner Newcomer seconded to authorize Executive Director to accept additional funding and execute agreements with County of Los Angeles (County) Chief Executive Office (CEO) for the additional funding of $391,133 as listed in the attachment for the term July 1, 2015 through June 30,


2016 as listed in the attachment. In the event that funding period or amount allocated is reduced or not forthcoming, authorize the Executive Director to reduce service periods, compensation amounts, or number of agreements, as deemed appropriate. Public Speaker(s): There were no public speakers.

Action: The motion passed unanimously. 3.0 Executive Director Report. Peter Lynn, Executive Director, gave the report:

Mr. Lynn updated the Commission on issues and events for LAHSA and in the Los Angeles Continuum of Care.

There was discussion about causes of homelessness, location of origin of homeless individuals and the recent actions by the City Council. Commissioner Neely urged advocacy on behalf of homeless individuals and their possessions.

Mr. Lynn recognized new staff and the employee of the month. Public Speaker(s): There were no public speakers.

4.0 Authorize Executive Director to enter into agency contract renewals, as listed in the attachment, for the

term of July 1, 2015 through June 30, 2016, subject to funding being allocated by the County of Los Angeles (County) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the amount of compensation or the number of contracts, as deemed appropriate.

Dan Fisher, Program Unit Manager, gave the report:

This item was brought before the Commission due to conflict of interest issues in the FCGM committee. Motion: Commissioner Neely moved and Commissioner Newcomer seconded to authorize Executive Director to enter into agency contract renewals, as listed in the attachment, for the term of July 1, 2015 through June 30, 2016, subject to funding being allocated by the County of Los Angeles (County) to LAHSA. In the event that funding is reduced or not forthcoming, authorize the Executive Director to reduce the amount of compensation or the number of contracts, as deemed appropriate. Public Speaker(s): There were no public speakers. Action: The motion passed with affirmative votes from Commissioners Morrison, Neely, Buik, Farkas, Goldsmith, Newcomer, Pearson, and Sauls. Commissioner Blunt recused himself.

5.0 Authorize Executive Director to enter into Crisis Housing agency agreements for the term of July 1, 2015

through June 30, 2016, subject to funding being allocated by the City and County of Los Angeles, as listed in the attachment. In the event that the funding is reduced or not forthcoming, to authorize the Executive Director to reduce contract service periods, compensation amounts, or the number of agreements, as deemed appropriate.

Dan Fisher, Program Unit Manager, gave the report:

This item was brought before the Commission due to conflict of interest issues in the FCGM committee. Motion: Commissioner Neely moved and Commissioner Newcomer seconded to authorize Executive Director to enter into Crisis Housing agency agreements for the term of July 1, 2015 through June 30, 2016, subject to funding being allocated by the City and County of Los Angeles, as listed in the attachment. In the event that the funding is reduced or not forthcoming, to authorize the Executive Director to reduce contract service periods, compensation amounts, or the number of agreements, as deemed appropriate. Public Speaker(s): There were no public speakers. Action: The motion passed with affirmative votes by Commissioners Morrison, Neely, Blunt, Buik, Farkas, Newcomer and Sauls. Commissioner Pearson was out of the room and Commissioner Goldsmith recused herself.


6.0 Appointment and approval of Ad Hoc Continuum of Care Governance Committee. Commissioner Morrison gave the report:

Commissioner Morrison suggested the following organization of the committee: o 3 from Commission o 3 from Coordinating Council o 1 from Board of Supervisors o 1 from Mayor’s office o 1 from local government – housing authority, health services, etc. o 1 from law enforcement/public safety

Commissioner Morrison requested input in the next two weeks from the Commissioners on recommended individuals to fill the suggested spots.

Motion: Commissioner Pearson moved and Commissioner Buik seconded approval of Ad Hoc Continuum of Care Governance Committee organization as recommended. Public Speaker(s): There were no public speakers.

Action: The motion passed unanimously.

7.0 Report on Policy & Planning Committee Meeting held on Thursday, May 21, 2015. Commissioner Pearson gave the report:

Most of the agenda was discussed previously.

There was discussion about increased budget to address staffing for policy and legislative analysis.

Commissioner Neely recognized today’s Supreme Court decision in support of gay marriage.

Public Speaker(s): There were no public speakers 8.0 Report on Finance, Contracts & Grants Management Committee Meeting held on Friday, June 18, 2015. Commissioner Goldsmith gave the report:

Most items were included on consent calendar.

Public Speaker(s): There were no public speakers 12.0 Public Participation

Public Speaker: Jan Cicco noted that the City of Pomona had an increase of 44.6% of homelessness based on the 2015 Homeless Count, despite outstanding work done in housing and outreach. 94% of the increase in SPA 3 is in Pomona. She speculated on some of the reasons for the increase and asked for discussion on ways to partner with LAHSA. Commissioner Goldsmith departed at 11:03. Public Speaker: Tascolony Wardlaw is a homeless client, and shared her story. She came to LAHSA and was retaliated against by the agency. The Commissioners asked for a report back. Adjournment The meeting was adjourned at 11:14 a.m.

L:\Budget - LAHSA\LAHSA Budget 14-15\2014-15 Proposed Budget_year-end changes_07.08.15

Sources of Funding

Approved Revised Budget Budget Subtotal DCFS Subtotal

Mar 31, 2015 June 30, 2015 Change%

Change Ref ESG CDBG AB1290 Fund General Fund LA City ESG First Five HHPF ILPGeneral

Fund HPI HSF HFSS LA County CoCDirect Program ExpendituresYear Round Emergency Shelter 7,084,806 7,084,806 - 0% 250,000 6,834,806 7,084,806 - 7,084,806 Emergency Shelter and Services 1,499,508 1,499,508 - 0% 543,104 849,738 1,392,842 106,666 106,666 1,499,508 SEDO Special Activities 2,010,037 2,010,037 - 0% 1,557,537 452,500 2,010,037 - 2,010,037 Winter Shelter Program 3,315,994 3,315,994 - 0% 1,708,183 285,199 1,993,382 572,612 750,000 1,322,612 3,315,994 Technical Assistance 80,000 80,000 - 0% 80,000 80,000 - 80,000 Year Round Program - Hollywood 550,000 550,000 - 0% 550,000 550,000 - 550,000 Emergency Response Team 931,890 1,075,725 143,835 15% A 330,120 143,835 473,955 202,770 399,000 601,770 1,075,725 Homeless Encampment Protocol 116,000 116,000 - 0% - 116,000 116,000 116,000 Operation Healthy Streets 2,013,177 1,732,779 (280,398) -14% B 1,732,779 1,732,779 - 1,732,779 Day Shelters 382,000 382,000 - 0% 142,000 142,000 240,000 240,000 382,000 Respite Center/Families Program 200,000 200,000 - 0% - 200,000 200,000 200,000 Day Labor Program 45,000 45,000 - 0% 45,000 45,000 - 45,000 Downtown Drop-in Center 878,631 878,631 - 0% 428,631 450,000 878,631 - 878,631 Independent Living Program 1,846,376 1,846,376 - 0% - 1,846,376 1,846,376 1,846,376 Co. Supervisorial Year Round Programs 2,200,000 2,200,000 - 0% - 2,200,000 2,200,000 2,200,000 Co. Supervisorial Homeless Services 1,792,545 2,081,887 289,342 16% C - 2,081,887 2,081,887 2,081,887 Homeless Count 700,000 700,000 - 0% 350,000 350,000 350,000 350,000 700,000 CoC Transitional Housing 10,443,331 10,443,331 - 0% - - 10,443,331 10,443,331 CoC Permanent Housing 6,970,525 6,970,525 - 0% - - 6,970,525 6,970,525 CoC Supportive Services 4,304,640 4,304,640 - 0% - - 4,304,640 4,304,640 CoC Homeless Mgt Info Systems 1,593,861 1,593,861 - 0% 199,393 131,158 330,551 116,487 35,000 131,158 282,645 980,665 1,593,861 CoC Planning Project 250,000 250,000 - 0% - - 250,000 250,000 CoC Coordinated Assessment 447,765 447,765 - 0% - - 447,765 447,765 Homeless Family Solutions System 14,736,579 14,960,829 224,250 2% D 1,659,370 1,320,252 556,625 3,536,247 561,586 224,250 918,746 9,720,000 11,424,582 - 14,960,829

- Total Program Expenditures 64,392,665 64,769,694 377,029 1% 5,010,801 4,402,527 250,000 10,936,902 20,600,230 1,800,121 35,000 224,250 1,846,376 4,030,158 918,746 2,197,887 9,720,000 20,772,538 23,396,926 64,769,694 Note: ( * )- To be RFP'd

LAHSA OperationsPersonnel 4,289,851 4,289,851 - 0%Benefits 1,246,964 1,246,964 - 0%Total Personnel 5,536,816 5,536,816 - 0% 173,732 517,167 - 1,489,922 2,180,821 101,917 - - 162,376 1,710,814 77,000 157,817 1,047,394 3,257,318 98,677 5,536,816

Insurance 125,082 125,082 - 0%Office Expenses 454,829 454,829 - 0%Parking & Mileage 32,918 32,918 - 0%Rent 252,483 252,483 - 0%Professional Services 178,479 195,814 17,335 10%Travel & Training 41,557 41,557 - 0%Outreach & Other 11,080 11,080 - 0%

- Total Non-Personnel 1,096,429 1,113,764 17,335 2% 21,134 210,979 220,994 453,107 30,587 - - 1,624 551,603 4,254 38,772 32,607 659,446 1,211 1,113,764

Total Operating Expenditures 6,633,245 6,650,580 17,335 0% E 194,866 728,146 - 1,710,916 2,633,928 132,504 - - 164,000 2,262,417 81,254 196,589 1,080,000 3,916,764 99,888 6,650,580 County Counsel 350,000 350,000 - 350,000 350,000

Total Program and Admin Expenditures 71,375,910 71,770,274 394,364 5,205,667 5,130,673 250,000 12,647,818 23,234,158 1,932,625 35,000 224,250 2,010,376 6,642,575 1,000,000 2,394,476 10,800,000 24,689,302 23,496,814 71,770,274

Note:A Represent one-time funding from City of LA, CD15B Reflect funding reduction for Operations Healthy Streets from City of LA, for projects that were put on hold during the fiscal yearC Represent the allocation of new FY14-15 Supervisorial funding D Represent one-time funding (HHPF) for Family Solution System from County of LAE Represents the administrative funding associated with C

Los Angeles Homeless Services Authority2014-2015 Proposed Budget by Program and Funding

at June 30, 2015

City of Los Angeles HUD

Total Funding

Los Angeles Housing Department CDC CEO DPSS

County of Los Angeles

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Text Box

Item 2.1

Sources of Funding

All Funding All FundingSources Sources Subtotal DCFS Subtotal

2014-2015 2015-2016 Change % Change Ref ESG CDBG AB1290 Fund General Fund LA City ESG First Five HHPF ESF ILP General Fund HPI HSF HFSS HSP LA County CoCDirect Program ExpendituresYear Round Emergency Shelter 7,084,806 - (7,084,806) -100% A - - - Emergency Shelter and Services 1,499,508 - (1,499,508) -100% A - - - Year Round Program - Hollywood 550,000 - (550,000) -100% A - - - Crisis Housing - Day Shelters 382,000 354,769 (27,231) -7% A 214,019 214,019 140,750 140,750 354,769 Crisis Housing Single System - 9,456,084 9,456,084 100% A 267,085 1,444,738 250,000 7,287,306 9,249,129 206,955 206,955 9,456,084 Homeless Family Solutions System 14,960,829 15,662,555 701,726 5% B 1,221,310 1,320,252 556,625 3,098,187 598,868 1,345,500 900,000 6,570,000 3,150,000 12,564,368 - 15,662,555 Winter Shelter Program 3,315,994 3,221,921 (94,073) -3% C 1,601,960 297,349 1,899,309 572,612 750,000 1,322,612 3,221,921 SEDO Special Activities 2,010,037 - (2,010,037) -100% D - - - Technical Assistance 80,000 80,000 - 0% 80,000 80,000 - 80,000 Emergency Response Team 1,075,725 1,781,205 705,480 66% E 330,120 1,049,315 1,379,435 102,770 299,000 401,770 1,781,205 Homeless Encampment Protocol 116,000 - (116,000) -100% F - - - Operation Healthy Streets 1,732,779 1,882,219 149,440 9% G 1,882,219 1,882,219 - 1,882,219 Respite Center/Families Program 200,000 200,000 - 0% - 200,000 200,000 200,000 Day Labor Program 45,000 - (45,000) -100% A - - - Downtown Drop-in Center 878,631 828,631 (50,000) -6% H 378,631 450,000 828,631 - 828,631 Independent Living Program 1,846,376 1,846,376 - 0% - 1,846,376 1,846,376 1,846,376 Co. Supervisorial Year Round Programs 2,200,000 2,300,000 100,000 5% I - 2,300,000 2,300,000 2,300,000 Co. Supervisorial Homeless Services 2,081,887 1,352,502 (729,385) -35% J - - 1,352,502 1,352,502 1,352,502 Emergency Shelter Fund - 165,800 165,800 100% J - 165,800 165,800 165,800 Homeless Count 700,000 700,000 - 0% 350,000 350,000 350,000 350,000 700,000 CoC Transitional Housing 10,443,331 9,684,688 (758,643) -7% K - - 9,684,688 9,684,688 CoC Permanent Housing 6,970,525 11,550,470 4,579,945 66% K - - 11,550,470 11,550,470 CoC Supportive Services 4,304,640 1,991,688 (2,312,952) -54% K - - 1,991,688 1,991,688 CoC Homeless Mgt Info Systems 1,593,861 1,593,861 - 0% 199,393 131,158 330,551 116,487 35,000 131,158 282,645 980,665 1,593,861 HMIS and County ELP Data Sharing/Transfer Project - - - 100% - - - - - CoC Planning Project 250,000 312,500 62,500 25% L 31,250 31,250 31,250 31,250 250,000 312,500 CoC Coordinated Assessment 447,765 567,531 119,766 27% L 59,883 59,883 59,883 59,883 447,765 567,531 Coordinated Entry System-Regional Coordinators - 700,000 700,000 100% M 700,000 700,000 - - 700,000 Coordinated Entry System-Administrative - 80,000 80,000 100% M 80,000 80,000 - - 80,000 Coordinated Entry System-Bridge Housing - 300,000 300,000 100% M 300,000 300,000 - - 300,000

- - - 100% - - - -

Total Program Expenditures 64,769,694 66,612,800 1,843,106 3% 4,212,518 2,844,990 250,000 13,175,105 20,482,613 1,738,442 35,000 1,345,500 165,800 1,846,376 4,121,291 900,000 1,352,502 6,570,000 3,150,000 21,224,911 24,905,276 66,612,800

LAHSA OperationsPersonnel 4,289,851 4,559,345 269,494 6%Benefits 1,246,964 1,279,541 32,576 3%Total Personnel 5,536,816 5,838,886 302,070 5% 147,233 517,167 - 1,564,605 2,229,005 110,368 - 35,996 16,762 162,376 1,973,912 95,746 130,996 664,970 320,077 3,511,203 98,677 5,838,886

Insurance 125,082 120,613 (4,469) -4%Office Expenses 454,829 334,542 (120,287) -26%Parking & Mileage 32,918 35,390 2,472 8%Rent 252,483 255,343 2,860 1%Professional Services 195,814 125,739 (70,075) -36%Travel & Training 41,557 24,979 (16,579) -40%Outreach & Other 11,080 11,080 - 0%

- - Total Non-Personnel 1,113,764 907,685 (206,079) -19% 57,700 210,979 209,364 478,043 30,587 - 4,254 - 1,624 288,505 4,254 4,254 65,030 29,923 428,431 1,211 907,685

Total Operating Expenditures 6,650,580 6,746,571 95,991 1% 204,933 728,146 - 1,773,969 2,707,048 140,955 - 40,250 16,762 164,000 2,262,417 100,000 135,250 730,000 350,000 3,939,634 99,888 6,746,570 County Counsel 350,000 350,000 - 350,000 350,000 Total Program and Admin Expenditures 71,770,274 73,709,371 1,939,097 4,417,451 3,573,136 250,000 14,949,074 23,189,661 1,879,397 35,000 1,385,750 182,562 2,010,376 6,733,708 1,000,000 1,487,752 7,300,000 3,500,000 25,164,546 25,005,164 73,709,371

Note:A Reflects alignment of funding to Crisis Housing/Single Coordinated Entry System (CES).B Represents a combination of decreases of one time funding by City and County, as well as the additional funding from HHPF by County of LA.C Reflects the reduction in one-time roll over savings.D Represents the elimination of funding for the program by City of LAE Represents a combination of decreases of one time funding by City and County, as well as the program augmentation approved by the City of LA.F Represents ending of MOU with County of LA. G Represent City FY2015-16 allocation to Operation Healthy StreetsH Represent City FY2015-16 allocation to programI Represents level funding. FY2014-15 reflects an one-time allocation of $100,000 to ERT.J Reflects estimated Supervisorial funding.K Result of CoC reclassification and/or reallocations of projects.L Represents match funding by the City and County of LA for LAHSA CoC projects.

M Represents additional funding by the City of LA.

HUD

Total Funding

Los Angeles Housing Department

Los Angeles Homeless Services Authority2015-2016 Proposed Budget by Program and Funding

City of Los Angeles County of Los Angeles

DPSSCEOCDC

Budget With additional funding from County & City

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Text Box

Item 2.2

.

Policy: Conflict of Interest

Submitted By : Original Policy

Fiscal Department Fiscal Policies and Procedures

Approved Commission Meeting: 09/03, Revised 0701//2015

2.2 Conflict of Interest Policy

General

It is LAHSA’s Policy that all officers and employees of LAHSA shall:

a) Maintain the highest standards of conduct and integrity when conducting LAHSA business. b) Have no outside interests which may be incompatible or involve a conflict of interest with

their duties, functions, and responsibilities as LAHSA officers or employees c) Abide by applicable federal, state, county and municipal statutes, regulations and ordinances

concerning conflicts of interests.

Officers and employees of L AHSA are prohibited from the following associations, unless they have fully disclosed such associations and have received specific written approval from the Executive Director to continue such associations:

a) Serving in either a paid or volunteer capacity as a director, partner, employee or representative in any organization that does business with, or receives funds from LAHSA.

b) Being immediately related to any vendor, contractor or consultant paid by LAHSA funds. c) Have any direct financial interest in any organization that does business with, or receives

grants from, LAHSA. Ownership of less than 001% of the stock of a corporation is not a direct financial interest.

Officers and employees of LAHSA are prohibited from accepting, directly or indirectly, payments, loans, gifts, commissions, services, promises of future benefits, gratuities, or other items of value from any organization or individual doing business with LAHSA, except for beverages, food, social invitations, access to a parking lot while visiting the organization on business, or occasional shared local transportation or carpooling to a meeting or event, which are:

a) Of minimal value (i.e., not to exceed $50), and b) In keeping with good business ethics, and c) Do not obligate the recipient in any way

In accordance with federal regulations detailed in 2 CFR 200.113 LAHSA must disclose in writing any potential conflict of interest on any federal awards to the Federal awarding agency or pass-through entity in accordance with applicable Federal awarding agency policy.

Procedures:

On an annual basis, to ensure compliance with LAHSA's conflict of interest policy, all officers and employees of LAHSA shall submit/recertify their agreement with a code of ethics/conflict of interest statement (Appendix 2.2.A).

Any potential conflict of interest on any LAHSA federal award will be reported to the appropriate federal awarding agency or pass-through entity by the Monitoring and Compliance Officer.

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- A Joint Authority Created by the City and County of Los Angeles

To: LAHSA Programs and Evaluation Committee

From: Nancy Ma, Interim Funding Manager

Date: July 20, 2015

CC: Peter Lynn, Executive Director Christopher Callandrillo, Director of Programs

Re: Threshold Evaluation Results for the 2015 Continuum of Care (CoC) Program

New Projects Request for Proposals (RFP)

Commission Action Requested: Approve the threshold evaluation results for the 2015 CoC New Projects RFP and staff’s recommendations regarding submitted appeals of those results. Background: HUD released the FY2015 Continuum of Care (CoC) Program Registration on April 28, 2015 with a deadline for the submission of registration by May 18, 2015. The FY2015 CoC Program Registration allows CoCs to make funding available through reallocation for new Permanent Supportive Housing (PSH) projects to serve chronically homeless individuals and families and new Rapid Re-Housing projects serving homeless families or Transition Age-Youth (TAY) who are living on the street or in an emergency shelter. LAHSA released the 2015 CoC New Projects RFP on April 16, 2015, and held a mandatory bidders conference on April 28, 2015. Threshold Evaluation Criteria: The 2015 CoC New Projects RFP established threshold criteria to ensure that submitted proposals met the basic requirements of the RFP, have the potential to be successful in the subsequent national competition and can successfully operate the program if awarded funding. The Threshold Criteria outlined in the RFP include:

Completeness – Proposals will be reviewed for completeness. Proposals that do not include all of the requested core documents, demonstrate subrecipient eligibility, project appropriateness, and required project match amounts as detailed in this RFP will be rejected at the Evaluation Panel’s sole discretion.

Target Population – The project must serve the target population as defined in this RFP. All populations served must meet HUD’s definition of homelessness. For the PSH program component, the populations must meet HUD’s definition of chronically homeless.

Housing Type – Only Permanent Supportive Housing (PSH) and Rapid Re-Housing (RRH) projects will be considered for funding under this RFP.

Housing Emphasis - All proposed RRH programs must have at least 80% of their total funding request allocated to rental assistance and/or eligible financial assistance. All

ADMINISTRATIVE OFFICE 811 Wilshire Blvd., 6

th Floor

Los Angeles, CA 90017 Ph: 213.683.3333 Fax: 213.892.0093

TTY: 213.553.8488 www.lahsa.org

MEMO MEMO

http://www.lahsa.org/

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Item 2.4


proposed PSH programs must have 100% of their total funding request allocated to rental assistance.

Housing First – All proposed projects must adhere to the Housing First model of housing assistance, which means that housing is offered without preconditions (such as sobriety or a minimum income threshold) or service participation requirements, and rapid placement and stabilization in permanent housing are primary goals.

Coordinated Entry Participation – Proposers must demonstrate current collaboration with the appropriate SPA-based FSC/CES and must demonstrate how the proposed program will impact service gaps in the existing system(s).

Experience - All non-governmental Proposers must have been incorporated and have been operational as a non-profit 501(c)(3) organization providing housing and/or services to homeless persons for at least two years. However, agencies that have been providing services to homeless persons under the auspices of another incorporated 501(c)(3) organization for at least two years and have since obtained their own 501(c)(3) status may be eligible for funding under this RFP. All governmental agencies must also have been operational as an entity providing services to homeless persons for at least two years. If the proposal is a formal collaboration between agencies, past experience of the more experienced agency will be assessed in this category. Collaborations must be formal and long-term with resources shared between agencies. Decision-making for the proposed program must be coordinated with clear roles and responsibilities for each agency. Documentation must be formalized with a formalized written agreement between the parties.

Past Compliance – The Proposers must be in compliance with applicable civil rights laws and Executive Orders. There must be no outstanding findings of noncompliance with civil rights statutes, Executive Orders, or regulations, unresolved secretarial charge of discrimination issued under the Fair Housing Act, and no adjudications of civil rights violations on a civil action. Proposers must not have any instances of fraud or embezzlement convictions in the past five (5) years. In addition, the Proposer must not have any instance of terminated funding for cause from any funding source (governmental and non-governmental sources) in the past five (5) years. LAHSA reserves the right to deny the funding request for a new project, if the request is made by an existing recipient that is found to have significant issues related to capacity, performance, or unresolved audit/monitoring finding related to one or more existing grants.

HMIS - Proposers must participate in the LA CoC HMIS implemented by LAHSA, or a comparable HUD approved system, and adhere to all the implementation guidelines developed under HMIS. LAHSA shall provide the selected Proposers with the basic training required to utilize HMIS. Failure to input complete, accurate and timely client and project information on HMIS may result in reimbursement delay, payment reduction, or contract suspension. Awardees must be enrolled in and have implemented HMIS prior to contract execution. Projects dedicated to serving 100% domestic violence populations are required to utilize an alternate database system, not funded by LAHSA, which provides required HUD data sets.

Threshold Evaluation Results: As detailed in the attached table, LAHSA received a total of 22 proposals, 12 were submitted for Permanent Supportive Housing and 10 were submitted for Rapid


Re-Housing projects. Based upon an evaluation of the criteria detailed above, it was determined that 1 of the 12 PSH proposals did not pass threshold, and 2 of the 10 RRH proposals did not pass threshold. Appeals: LAHSA received four (4) letters of appeal: three (3) from St. Joseph Center and one (1) from Divinity Prophet and Associates. All four (4) appeals were approved and passed on to the Quality Review phase due to the curable technical difficulties. Staff Recommendations: Staff recommends the approval of the Threshold Review Results as attached to this memorandum.

RFP Timeline & Next Steps

Thursday, April 16, 2015 RFP is Released

Tuesday, April 28, 2015 Proposer’s Conference & Questions due to LAHSA

Thursday, April 30, 2015 Q&A Released

Friday, 5pm, Monday, June 5, 2015 Proposals due to LAHSA

Monday, July 20, 2015 Threshold Results presented at P&E Committee for Approval

August Commission Meeting Quality Results presented to Commission for Approval TBD Deadline for Submission to HUD

Total Units

Total Beds

Total Dedicated CH Beds

Total Non‐Dedicated CH Beds

LA Family Housing SPA 2 Collaborative PSH HACLA PASS 75 85 85 0 2 1,046,203$ Special Service for Groups SPA 6 CES HACLA PASS 15 15 15 0 6 187,140$

St. Joseph CenterSt. Joseph Center Permanent Housing, City of Los Angeles HACLA PASS 50 61 61 0 5, 6 665,652$

Harbor Interfaith Services, Inc. SPA 8 CES Permanent Supportive Housing HACLA PASS 50 50 50 0 8 682,000$

Volunteers of America Los AngelesVOALA Permanent Supportive Housing SPAs 4 and 6 HACLA PASS 100 165 165 0 4, 6 1,277,520$

Union Station Homeless Services SPA 3 New Permanent Supportive Housing HACoLA PASS 16 16 16 0 3 226,600$ Special Service for Groups SPA 6 CES HACoLA PASS 10 10 10 0 6 125,520$ St. Joseph Center St. Joseph Center Permanent Housing, County of HACoLA PASS 25 30 30 0 5, 6 330,900$ Ocean Park Community Center OPCC Wellness and Housing Program HACoLA PASS 40 40 40 0 5 529,440$ Mental Health America of Los Angeles PATHways To Permanent Housing II HACoLA PASS 8 8 8 0 1 113,300$

Burbank Housing AuthorityHomes, Equality, and Links to Programs "Equal Access to Supportive Living for our Homeless" LAHSA PASS 10 22 22 0 2 164,557$

Divinity Prophet and Associates Voyages LAHSA PASS 14 14 5 9 6, 8 198,092$ Antelope Valley Domestic Violence Council, dba "Valley Oasis" Strengthening Young Families LAHSA PASS 20 36 0 36 2 596,629$ St. Joseph Center Rapid Rehousing for Youth in Venice LAHSA PASS 23 23 13 10 5 310,143$ Testimonial Community Love Center TCLC Rapid ReHousing Program LAHSA PASS 11 44 2 42 7 298,986$ LA Family Housing The Way Home LAHSA PASS 40 130 0 130 2 457,535$ St. Joseph Center St. Joseph Center Rapid Rehousing for Families LAHSA PASS 25 60 20 40 5, 6 419,611$ Upward Bound House Moving Families Home LAHSA PASS 38 114 0 0 6 674,996$ Volunteers of America Los Angeles VOALA Rapid Re‐Housing LAHSA PASS 66 191 191 0 3, 6 461,622$ U.S. VETS‐ Los Angeles Veteran PSH Assistance HACLA FAIL 50 50 50 8 100,000$ Los Angeles House of Ruth Ruth's Rapid Rehousing Program LAHSA FAIL 16 50 0 50 4 304,498$ Integrated Recovery Network Family Housing LAHSA FAIL 10 40 0 40 4, 6 269,720$

TOTAL 9,440,664$

2015 CoC Program New Projects RFP ‐ Threshold Review SummaryProposed Total # of Beds and UnitsLAHSA,

HACLA, or

HACoLAOrganization Name Project Name SPATotal Amount Requested

Threshold Review

(Pass/Fail)

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FY2015 Continuum of Care (CoC) Program New Projects

Request for Proposals (RFP)

Threshold Evaluation Results

July 20, 2015

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BACKGROUND

Released: Thursday, April 16, 2015

Approximate Reallocated Funds:

o $1 million – Permanent Supportive Housing (PSH)

o $1 million – Rapid Re-housing (RRH)

Submission Deadline: Friday, June 5, 2015, 3:00PM

BACKGROUND

Objective: To use reallocated CoC Program dollars to fund new Permanent Supportive Housing (PSH) projects for the chronically homeless and to fund new Rapid Re-housing (RRH) projects for literally homeless families and Transition Age Youth (TAY) within the LA CoC.

Collaborative Partners: Housing Authority of the City of Los Angeles (HACLA), Housing Authority of the County of Los Angeles (HACoLA) and the Los Angeles Homeless Services Authority (LAHSA).

REALLOCATION

Reallocation Process: CoCs may create new permanent supportive housing projects where all beds will be dedicated for use by the chronically homeless, as defined in 24 CFR 578.3. Persons coming from transitional housing are not eligible.

CoCs may create new rapid re-housing projects for homeless households with children who enter directly from the streets or emergency shelters. Rapid re-housing projects created through reallocation may include in part or whole, victims of domestic violence; however, these participants must meet all other criteria for this type of housing (i.e., household with children who enter directly from the streets or emergency shelter). Persons coming from transitional housing projects are not eligible.

BACKGROUND

Program Components

Permanent Supportive Housing

Rapid Re-Housing

THRESHOLD EVALUATION CRITERIA

1. Attendance at the Mandatory Bidders Conference

2. Completeness

3. Target Population

4. Housing Type

5. Housing First

6. Coordinated Entry Participation

THRESHOLD EVALUATION CRITERIA

7. Experience

8. Past Compliance

9. Homeless Management Information System (HMIS)

10.Site Control

11.Americans with Disabilities Act of 1990 (ADA) Compliance

APPEALS

Four Appeals:

– St. Joseph Center appealed 3 of their proposals

– Divinity Prophet appealed their 1 proposal

THRESHOLD EVALUATION

PROPOSALS RECEIVED

Program Component # of

Proposals Amount

Requested SPA

Permanent Supportive Housing (HACLA) 6 $ 3,958,515 2, 4, 6, 8

Permanent Supportive Housing (HACoLA) 5 $ 1,325,760 1, 3, 5, 6

Rapid Re-Housing (LAHSA) 11 $ 4,156,389 2, 4, 5, 6, 7, 8

TOTAL 22 $ 9,440,664


THRESHOLD EVALUATION RESULTS

Program Component PASS FAIL

Permanent Supportive Housing (HACLA) 5 1

Permanent Supportive Housing (HACoLA) 5 0

Rapid Re-Housing (LAHSA) 9 2

TOTAL 19 3


Staff Recommendation:

Approve the threshold evaluation results for the FY2015 CoC Program New Projects RFP.

QUESTIONS?


To: LAHSA Programs & Evaluation Committee

From: Daniel Fisher, Programs Unit Manager

Date: July 10, 2015

CC: Peter Lynn, Executive Director

Christopher Callandrillo, Director of Programs

Re: Approval of Funding for the Downtown Women’s Center – DWC Day Center Program

Staff Recommendation: Review and approve the award of Crisis Housing and Services funds in the amount of $164,019 to Downtown Women’s Center for the DWC Day Center program and authorize LAHSA’s Executive Director to enter into a contract with Downtown Women’s Center to facilitate the operation of this program. Background: At the Programs & Evaluation Committee meeting held on May 21, 2015 the committee approved staff’s recommendations for funding awards resulting from the 2015 Crisis Housing and Services RFP process as listed in the attachment. The awards were subsequently approved by the full Commission at its meeting held on May 22, 2015. An award of $164,019 was approved for a Day Shelter program to be operated by LAMP Community, Inc. Following the approval of the awards LAHSA was notified by LAMP that the agency did not feel it could operate the program on the partial amount of funding awarded and therefore it must regrettably decline acceptance of the award. Funding: After receiving the written notification of LAMP’s declination of the award, LAHSA reached out to Downtown Women’s Center who was the next highest scoring proposer in the Day Shelter category for their DWC Day Center program. Downtown Women’s Center confirmed that they would be willing to accept the award of partial funding offered by LAHSA and could successfully operate the program proposed with that funding. Justification: The approval of this funding for the DWC Day Center will ensure the full allocation of Crisis Housing & Services funding intended to serve all populations of homeless persons through a day shelter operating in the downtown area of Los Angeles.


th Floor

Los Angeles, CA 90017 Ph: 213.683.3333 Fax: 213.892.0093


MEMO MEMO


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2015 Crisis Housing and Services RFP - Funding Recommendations

Project Name Organization Name Program Component SPA BedsRequested

Bed/Night

Annual

Min to

Serve

Funding

Request

Funding at

LAHSA Bed Rate

# of Beds to

Fund

Funding

Recommendat

ions

Available Funding

Remaining

Total

Score

COUNTY FUNDING

Available County Funding $347,705.00

Emergency Youth Shelter 1736 Family Crisis Center CH for Unaccompanied Minors 8 6 $34.25 34 $75,000.00 $70,080.00 6 $70,080.00 $277,625.00 96.36

The Salvation Army Bell Shelter The Salvation Army, a California corporation Reserved CH for CH Individuals 7 15 $25.00 60 $136,875.00 $136,875.00 15 $136,875.00 $140,750.00 84.51

Annenberg Day Shelter Ocean Park Community Center Day Shelter for all populations 5 N/A $1.88 350 $240,000.00 $240,000.00 N/A $140,750.00 $0.00 91.78

Adult Center Day Shelter Program Union Station Homeless Services Day Shelter for all populations 3 N/A $0.99 150 $54,400.00 $54,400.00 $0.00 90.02

SUBTOTAL 21 594 $506,275.00 $501,355.00 21 $347,705.00

CITY FUNDING

Available City Funding $9,018,844.00

PRIORITY 1 - Crisis Housing for Unaccompanied Minors

Emergency Shelter Program Los Angeles Youth Network CH for Unaccompanied Minors 4 23 $35.74 300 $300,000.00 $268,640.00 23 $268,640.00 $8,750,204.00 90.64

SUBTOTAL 23 300 $300,000.00 $268,640.00 23 $268,640.00

CITY FUNDING

Remaining Available City Funding (After Priority 1) $8,750,204.00

PRIORITY 2 - Crisis Housing for Individuals

Weingart Crisis Housing Weingart Center Association Crisis Housing for Individuals 4 96 $25.00 384 $876,000.00 $700,800.00 96 $700,800.00 $8,049,404.00 92.77

Crisis Housing for Homeless Individuals Single Room Occupancy (SRO) Housing CorporationCrisis Housing for Individuals 4 20 $24.13 60 $176,182.00 $146,000.00 20 $146,000.00 $7,903,404.00 92.26

Lamp Community Crisis Housing for Individuals ProgramLamp Community (Lamp, Inc.) Crisis Housing for Individuals 4 30 $36.72 120 $402,133.00 $219,000.00 30 $219,000.00 $7,684,404.00 91.61

Path to Home Crisis Housing Program L.A. Family Housing Corporation Crisis Housing for Individuals 2 65 $20.00 260 $474,500.00 $474,500.00 65 $474,500.00 $7,209,904.00 91.43

Languille Emergency Shelter Catholic Charities of Los Angeles, Inc. Crisis Housing for Individuals 4 30 $20.09 175 $220,000.00 $219,000.00 30 $219,000.00 $6,990,904.00 85.96

PATH Hollywood Crisis Housing Program PATH (People Assisting The Homeless) Crisis Housing for Individuals 4 35 $20.00 140 $255,500.00 $255,500.00 35 $255,500.00 $6,735,404.00 83.35

TCLC Crisis Housing Program Testimonial Community Love Center Crisis Housing for Individuals 6 30 $26.89 130 $294,500.00 $219,000.00 30 $219,000.00 $6,516,404.00 81.88

PATH Los Angeles Crisis Housing Program PATH (People Assisting The Homeless) Crisis Housing for Individuals 4 58 $20.00 232 $423,400.00 $423,400.00 58 $423,400.00 $6,093,004.00 81.40

Transition House 14 Hour Crisis Housing Volunteers of America of Los Angeles Crisis Housing for Individuals 4 40 $20.00 160 $292,000.00 $292,000.00 40 $292,000.00 $5,801,004.00 79.80

P2H and C4L 14 Hour Crisis Housing Volunteers of America of Los Angeles Crisis Housing for Individuals 6 411 $20.00 1644 $3,000,300.00 $3,000,300.00 411 $3,000,300.00 $2,800,704.00 79.60

Guadalupe Homeless Project Proyecto Pastoral Crisis Housing for Individuals 4 60 $20.00 400 $438,000.00 $438,000.00 60 $438,000.00 $2,362,704.00 75.49

Shelter Plus First To Serve, Inc. Crisis Housing for Individuals 6 100 $20.00 200 $730,000.00 74.41

SUBTOTAL 875 3705 $6,852,515.00 $6,387,500.00 875 $6,387,500.00

CITY FUNDING

Remaining Available City Funding (After Priority 1 and 2) $2,362,704.00

PRIORITY 2 - Reserved Crisis Housing for Chronically Homeless Individuals

Lamp Community Reserved Crisis Housing ProgramLamp Community (Lamp, Inc.) Reserved CH for CH Individuals 4 20 $36.98 80 $269,954.00 $182,500.00 20 $182,500.00 $2,180,204.00 90.84

Path to Home Reserved Crisis Housing Program L.A. Family Housing Corporation Reserved CH for CH Individuals 2 30 $25.00 120 $273,750.00 $273,750.00 30 $273,750.00 $1,906,454.00 88.31

PATH Los Angeles Reserved Crisis Housing ProgramPATH (People Assisting The Homeless) Reserved CH for CH Individuals 4 20 $25.00 80 $182,500.00 $182,500.00 0 $0.00 $1,906,454.00 86.83

PATH Hollywood Crisis Housing Program (Reserved)PATH (People Assisting The Homeless) Reserved CH for CH Individuals 4 30 $25.00 120 $273,750.00 $273,750.00 30 $273,750.00 $1,632,704.00 82.55

Transition House 24 Hour Crisis Housing Volunteers of America of Los Angeles Reserved CH for CH Individuals 4 20 $25.00 80 $182,500.00 $182,500.00 0 $0.00 $1,632,704.00 82.04

P2H and C4L 24 Hour Crisis Housing Volunteers of America of Los Angeles Reserved CH for CH Individuals 6 200 $25.00 800 $1,825,000.00 $1,825,000.00 30 $273,750.00 $1,358,954.00 81.25

SUBTOTAL 320 1280 $3,007,454.00 $2,920,000.00 110 $1,003,750.00

CITY FUNDING

Remaining Available City Funding (After Priority 1 and 2s) $1,358,954.00

PRIORITY 3 - Crisis Housing for Transitional Age Youth (TAY)

The Salvation Army The Way In The Salvation Army, a California corporation Crisis Housing for TAY 4 14 $32.00 28 $163,520.00 $127,750.00 14 $127,750.00 $1,231,204.00 89.62

Covenant House California Transitional Age Youth Crisis ShelterCovenant House California Crisis Housing for TAY 4 60 $20.01 2500 $438,250.00 $547,500.00 60 $438,250.00 $792,954.00 88.05

La Posada- TAY Emergency Shelter Crisis HousingJovenes, Inc. Crisis Housing for TAY 4 12 $31.92 100 $139,824.00 $109,500.00 12 $109,500.00 $683,454.00 85.58

SUBTOTAL 86 2628 $741,594.00 $784,750.00 86 $675,500.00

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2015 Crisis Housing and Services RFP - Funding Recommendations

Project Name Organization Name Program Component SPA BedsRequested

Bed/Night

Annual

Min to

Serve

Funding

Request

Funding at

LAHSA Bed Rate

# of Beds to

Fund

Funding

Recommendat

ions

Available Funding

Remaining

Total

Score

CITY FUNDING

Remaining Available City Funding (After Priority 1, 2s, and 3) $683,454.00

PRIORITY 4 - Transitional Housing for Transition Age Youth (TAY)

Freehab Transitional Housing for TAY The Teen Project Transitional Housing for TAY 2 85 $6.03 40 $186,935.00 $775,625.00 85 $186,935.00 $496,519.00 88.03

Casa Olivares- TAY Transitional Housing Jovenes, Inc. Transitional Housing for TAY 4 8 $28.97 16 $84,589.00 $73,000.00 8 $73,000.00 $423,519.00 84.49

Transitional Living Program Los Angeles Youth Network Transitional Housing for TAY 4 17 $16.12 25 $100,000.00 $155,125.00 17 $100,000.00 $323,519.00 82.53

TAY Transitional Housing Program The Village Family Services Transitional Housing for TAY 2 12 $32.00 12 $140,160.00 $109,500.00 12 $109,500.00 $214,019.00 81.61

SUBTOTAL 122 93 $511,684.00 $1,113,250.00 122 $469,435.00

CITY FUNDING

Remaining Available City Funding (After Priority 1, 2s, 3, and 4) $214,019.00

PRIORITY 5 - Day Shelter for All Populations

Day Shelter - Ruth's Place Coalition for Responsible Community DevelopmentDay Shelter for all populations 6 N/A $2.74 50 $50,000.00 $50,000.00 $50,000.00 $164,019.00 91.48

Lamp Community Day Shelter Lamp Community (Lamp, Inc.) Day Shelter for all populations 4 N/A - BLANK $346,746.00 $346,746.00 $164,019.00 $0.00 91.18

DWC Day Center Downtown Women’s Center (DWC) Day Shelter for all populations 4 N/A $4.18 250 $381,878.00 $381,878.00 $0.00 88.59

P2H Day Shelter Volunteers of America of Los Angeles Day Shelter for all populations 6 N/A $0.22 4680 $382,000.00 73.87

Tay Drop-In Center The Village Family Services Day Shelter for all populations 2 N/A - BLANK $15,000.00 71.90

Day Shelter/ Access Center Hope of the Valley Rescue Mission Day Shelter for all populations 2 N/A - BLANK $289,356.00 55.14

SUBTOTAL $778,624.00 $778,624.00 $214,019.00

TOTAL 1447 8900 $12,698,146.00 $12,754,119.00 1237 $9,366,549.00

Program Component Priorities LAHSA Bed Rate (Maximum)

1 CH for Unaccompanied Minors $32 1000

2 Crisis Housing for Individuals $20 208

2 Reserved CH for CH Individuals $25 29

3 Crisis Housing for TAY $25

4 Transitional Housing for TAY $25

5 Day Shelter for all populations

Total Individual

Total TAY

Total Unaccompanied Minors

Funded Beds

2 of 2


To:

LAHSA Programs and Evaluation Committee

From: Josh Decell, Outcomes Unit Manager

Date: July 20, 2015

Re: 2015 Continuum of Care Program Performance Evaluation

Staff Recommendation: Review and approve the proposed 2015 CoC renewal project performance evaluation process and methodology. Background:

Each year, the Department of Housing and Urban Development (HUD) makes McKinney-Vento homeless assistance funding available for new and renewal projects through the Continuum of Care (CoC) Program. In 2009, HUD reauthorized funding for McKinney-Vento programs and amended homeless program policy according to the HEARTH Act. The Act requires that CoCs institute appropriate evaluative processes as part of the annual prioritization and allocation of homeless assistance funds. As a result, Los Angeles Homeless Services Authority (LAHSA) staff has engaged HUD-funded technical assistance providers to design and implement an evaluation process that will enable performance measurement and evaluation for all CoC renewal projects. LAHSA conducted the first annual evaluation in 2014, which included the opportunity to review and appeal scores in the case of calculation error. Although there were multiple avenues for public input in the develop of the evaluation, the implementation and appeal process allowed for additional public input and resulted in the creation of a renewal evaluation working group to address the most common concerns with the evaluation methodology. The resulting updates to the performance measurement methodology are intended to address those concerns to the extent possible. Next Steps:

Implement recommended process to score 2015 CoC renewal projects for the

FY2015 HUD CoC Program application

Develop performance improvements plans for low performing agencies


th Floor

Los Angeles, CA 90017 Ph: 213.683.3333 Fx: 213.892.0093


MEMO MEMO


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2015 Los Angeles Continuum of Care Program

Performance Evaluation Process &

Methodology

For Continuum of Care (CoC) Program renewal projects in Los Angeles Continuum of Care

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Overview

The CoC Program Interim Rule requires local Continuums of Care to establish performance targets appropriate for population and program type, monitor recipient and subrecipient performance, evaluate outcomes, and take action against poor performers. (24 CFR 578.7a.6) As the collaborative applicant for the LA CoC, LAHSA has established an annual performance evaluation for CoC Program renewal projects to align with performance measurement and funding priorities that are scored as part of the annual CoC Program Consolidated Application (SuperNOFA). Results of the evaluation are then used to inform performance targets and promote continuous quality improvement. This annual cycle of performance appraisal is not only required by HUD, but it also enables the Los Angeles Continuum of Care to work towards locally defined housing stability and client self-determination goals for all CoC projects. The evaluation design and methodological approach considers the diversity of projects across the CoC and accommodates these differences by establishing measurements that provide as much equity and transparency as possible.

Evaluation Data Sources

The data used to conduct the performance evaluation is derived from project-level Annual Performance Reports (APRs) submitted to HUD for operating years ending July 1, 2013 - June 30, 2014. Supplemental data is gathered from past CoC applications, LAHSA fiscal records, and the LA CoC Homeless Management Information System (HMIS).

New projects that have not yet filed an APR during the review period are exempt from evaluation. Renewal projects that have recently changed project type (e.g. supportive services projects that reclassified as housing projects) and have not filed an APR under the updated project component are exempt from evaluation.

Dissemination of Results

Each individual CoC project will receive a report of the project’s score. Agencies will then have ten business days following the release of individual project scores to appeal the results. After the appeals process is completed the final results of this evaluation will be released in the following manner:

Each CoC grantee will receive their final individual score report.

A complete listing of detailed project scores will be presented to the LAHSA Commission and Coordinating Council

Overall project scores will be used to inform the 2015 CoC Program Priority Ranking.

Scoring Methodology by Project Type

The following pages detail the scoring methodology for each project type.

Permanent Supportive Housing Scoring Area Description Pts Possible Scoring Rubric Source

HMIS Participation

Measures whether the project participates in HMIS and the completeness of HUD-required data (DV Projects Exempt)

10 5 points for participation 5 points for missing data rate <10%

APR Q7

Bed Utilization Measures occupancy rates beds/units supported by the project

10 90% >= 10 points 80%-89% = 5pts 80% <= 0pts

APR Q8-10

Spend-Down Measures percent of available funds that are utilized by the project

10 90% >=10 points APR Q31a4

Dedication of Turnover to Chronically Homeless Households

Measures the percentage of new program participants (or households) who are chronically homeless

20 Proportional (Sliding Scale): 50% <= 0 pts 100% = 20 pts

HMIS

Performance

Housing Stability

Measures the percentage of project participants who remain housed or move on to other permanent housing

30 Proportional (Sliding Scale): 70% = 0 pts 90% >= 30 pts

APR Q27-29

Minimize Negative Turnover (Returns to Homelessness)

Measures the percentage of persons who leave the program for reasons other than permanent housing (excludes deceased)

10 Proportional (Sliding Scale): 0% = 10 pts 10% <= 0 pts

APR Q29

Maintain or Increase Income

Measures the percentage of adults participant who maintain or increase their income level over the program year

10 Proportional (Sliding Scale): 50% >= 10 pts 20% <= 0 pts

APR Q24b3

Transitional Housing Scoring Area Description Pts Possible Scale Source

HMIS Participation


10 5 points for participation 5 points missing data rate <10%

APR Q7

Bed Utilization Measures occupancy rates beds/units supported by the project

20 90% >= 20 points 80%-89% = 10pts 80% <= 0pts

APR Q8-11


10 90% >=10 points APR Q31a4

Performance

Exits to Permanent Housing Measures the percentage of project participants who exit to permanent housing

30 Proportional (Sliding Scale): 80% >= 30pts 0% = 0 pts

APR Q29

Median Length of Stay Measures median length of time participants remain in the project

10 Proportional (Sliding Scale): 270 days <= 10 pts 450 days >= 0 pts

APR Q27

Increase Employment Income

Measures the percentage of adults participant who increase their earned income level over the program year

10 Proportional (Sliding Scale): 10% >= 10 pts 0% = 0 pts

APR Q24b3

Increase Income Overall

Measures the percentage of adults participant who increase their overall income level over the program year


APR Q24b3

Supportive Services Only Scoring Area Description Pts Possible Scale Source

HMIS Participation


10 5 points for participation 5 points missing data rate <10%

APR Q7


10 90% >=10 points APR Q31a4

Performance

Housing Stability

Measures the percentage of project participants who exit to permanent housing. For Outreach and Access Centers, this measurement will include placements in bridge housing (ES, TH, SH) as well as permanent housing.

50 Proportional (Sliding Scale): 80% >= 50pts 0% = 0 pts

APR Q29

Increase Income Overall

Measures the percentage of adults participant who increase their overall income level over the program year


APR Q24b3

PROPOSAL

For

Center Acquisition Agency

The U.S. Department of Veterans Affairs (VA)

2016 Greater Los Angeles Homeless Count Proposal

Los Angeles Homeless Services Authority

DRAFT 07162015

A. EXECUTIVE SUMMARY: 1. The Objective: The objective of the Department of Veterans Affairs (VA) Homeless Programs

Office (HPO) is to obtain the most accurate count of homeless Veterans and to determine the change in this population with a confidence level of 95% which is acceptable to U.S. Department of Housing and Urban Development (HUD) over the next couple of months. In 2011, HUD and VA agreed to use the HUD PIT count as the definitive federal estimate of Veteran homelessness. The goal is to augment the existing Point in Time (PIT) count efforts of the Continuums of Care (CoC). This acquisition will provide the resources to overcome the challenges of collecting and reporting data on homeless Veterans to ensure every homeless Veteran is counted.

2. The Goal: Deliver in a HUD acceptable format to the VA a Homeless Count for 2016 of the Los

Angeles Continuum of Care (CoC) by June 30, 2016.

3. The Solution: The Los Angeles Homeless Services Authority (LAHSA) plans to conduct a 2016 Homeless Count that includes the following components: Street Count which includes a Youth Count, Shelter Count, and Demographic Survey. These components are the same as in previous Counts and meet the HUD required methodology. LAHSA plans to duplicate its 2015 Homeless Count efforts in which 89% of the Los Angeles Continuum of Care (CoC) was counted with the assistance of 5,500 volunteers, and interview upto 7,100 unsheltered homeless persons. Applying the prevalence rates of the results of the Demographic Survey to the Street Count results, and adding the results of the Shelter Count will provide the estimates of the homeless population with various demographic characteristics throughout the Los Angeles CoC. These components will determine the following key attributes of the homeless population in the LA CoC: veteran status, age, sex, substance abuse, original locale where became homeless, services being utilized, and others.

4. The Deliverables: Provide to the VA and HUD a copy of 2016 Housing Inventory Count and

Point In Time Count by May 30, 2016 or as required by HUD (deadline for 2015 was 5/30) that is submitted to HDX for the Los Angeles CoC. Estimates at lower regional geographies – City of Los Angeles, County Supervisorial Districts, Service Planning Areas (SPAs), and City Council Districts will also be available by May 30

th. A full Homeless Count Report will be available by

June 30, 2016.

B. GENERAL INFORMATION 1. Title of Project: 2016 Greater Los Angeles Homeless Count

2. Background: The Los Angeles Homeless Services Authority (LAHSA) is a Joint Powers

Authority established in 1993 by the County and the City of Los Angeles. LAHSA is the lead agency for the McKinney-Vento Continuum of Care Program (CoC), and coordinates and manages over $74 million annually in federal, state, county and city funds for programs providing shelter, housing and services to homeless persons in the City and County of Los Angeles. As the lead agency for the LA CoC, LAHSA administers funding, program design, outcomes assessment and technical assistance to nearly 300 homeless services programs and over 100 nonprofit partner agencies operating in the City and County of Los Angeles. LAHSA’s partner agencies provide a diversity of programs ranging from outreach, access centers,

eileenb

Text Box

Item 2.7


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emergency shelters, safe havens, transitional and permanent housing and prevention along with the necessary supportive services designed to provide the tools and skills required to attain and maintain a stable housing environment.

The Homeless Demographic Survey Component will encompass up to 7,100 street interviews

over a three month period, covering the 4,000 square miles and 1,887 census tracts through a

demographic survey. LAHSA will oversee the management and execution of an updated

demographic survey and the results will be applied to the 2016 Point In Time Count results to

assist the VA with accomplishing its goal of preventing and ending Veteran homelessness by the

end of 2016. LAHSA coordinated a biennial Homeless Count until 2015. Starting 2016, LAHSA, on behalf of

the LA CoC, will conduct an annual Greater Los Angeles Homeless Count as part of the national

effort to enumerate the homeless population as required by HUD. The LA CoC includes all of

Los Angeles County, except the cities of Glendale, Pasadena, and Long Beach, which administer

and operate their own respective Continuum of Care systems and conduct their own homeless

counts. This demographic information helps the federal government better understand the character and

scale of homelessness nationally. Locally, the Count provides valuable information to guide the

allocation of limited resources for housing and services. It is also essential for future planning to

prevent and end homelessness in Los Angeles.

Accurate data on Veteran homelessness will assist VA to:

Understand changes in trends among homeless populations;

Adjust the types of programs and services available according to need and use resources as

efficiently as possible;

Justify requests for additional resources and/or programming modifications;

Comply with reporting requirements for HUD, the VA, other funders, and local stakeholders;

Raise public awareness about the issue of homelessness; and

Measure the progress of the VA towards preventing and ending Veteran homelessness.

LAHSA has released a Request for Proposal for a Statistical Research Firm or University to

support the 2016 Homeless Count. As a reference, LAHSA worked with Carolina Survey

Research Laboratory (CSRL) at the University of North Carolina at Chapel Hill (UNC-CH) to

implement the 2015 Homeless Count. Since 2009 LAHSA and the CSRL have collaborated in

the design, implementation, and analysis of the Greater Los Angeles Homeless Count. UNC’s

responsibilities were to provide methodology and process direction, to design and select all

required samples, to develop estimation strategies, and to produce all project estimates.

LAHSA’s role included managing all other data collection tasks such as: conducting the Street

and Shelter Counts, establishing the content of survey questions and forms, administering the

Demographic Survey and, submitting the data collected during the Demographic Count to the

VA and HUD.

C. SCOPE OF WORK Due to the size of Los Angeles and for better planning purposes, LAHSA divides the LA CoC into eight Service Planning Areas (SPAs). The Scope of Work for this proposal is to conduct the


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following components in order to obtain an accurate measure of movement in the Veteran homeless population from 2015:

1. Demographic Survey Component - The Demographic Survey component will be completed by

January 31, 2016. LAHSA will solicit bids and subcontract with a provider who will conduct up

to 7,100 surveys of unsheltered homeless persons living on the streets to gather key demographic

information about the Los Angeles homeless population. Preference will be given to

providers/applicants who hire/work with homeless veterans. The sample size (n=7,100) has the

power to detect differences in the veteran population at ± 1 percentage point. The total number

needed for each SPA will be determined by our statistical consultant to obtain an acceptable

sample. The results of these surveys will be applied to the 2016 unsheltered homeless population

where the LA CoC had the lowest Relative Standard Error (RSE) and a 95% confidence level.

The 2015 Greater Los Angeles Homeless Count has been by far the best Point In Time (PIT)

Count as 89% (1,687 out of 1,887) of the census tracts in the LA CoC were counted.

Demographic information for individuals and families residing in emergency shelters and

transitional housing will be obtained utilizing the Homeless Management Information System

(HMIS). Expanded efforts for 2016 are to interview people living in encampments, tents and

other makeshift shelters.

2. Shelter Count – As required by HUD, LAHSA will conduct the annual Shelter Count and

provide a PIT count for those emergency shelters and transitional housing programs that are not

in HMIS on January 26, 27 and 28, 2016. For programs already participating in HMIS, their PIT

will be obtained through HMIS.

3. Street Count – As previously provided and accepted by HUD, LAHSA will create a 2016 Street

Count through data collected on January 26, 27 and 28, 2016 that covers at a minimum 966 of

1,887 Census Tracts and compiled by LAHSA’s statistician to get at minimum, a statistically

reliable estimate for the LA CoC. However, LAHSA’s goal will be to duplicate the 2015

Homeless Count efforts and cover 89% of the County to obtain estimates that are statistically

reliable at more granular levels at a minimum, the Supervisorial and City Council Districts

within the City of Los Angeles.

The 2015 Street Count results counted persons who were considered homeless and were included

in the Count if they fell within HUD’s definition of homelessness:

“A person is considered homeless only when he/she resides in one of the three following places:

Places not meant for human habitation, such as cars, parks, sidewalks, and abandoned

buildings;

An emergency shelter; or

Transitional housing for homeless persons and who originally came from the streets or

emergency shelter.”

HUD has instructed CoC systems not to include persons who are precariously housed in their

homeless counts. These are persons on the edge of becoming literally homeless who may be

doubled up with friends and relatives or paying extremely high proportions of their resources for

rent.


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4. Performance Period - The period of the Homeless Count performance is from approximately

September 1, 2015 – June 30, 2016 (exact dates to be confirmed at award).

5. Type of Contract - It has been determined that a milestone deliverable progress payment firm-

fixed-price purchase order is appropriate. In accordance with FAR 16.202-2, fixed price

contracts are suitable for commercial items or services based on reasonably definite functional

specifications and milestone deliverables.

6. Place of Performance - Work will be performed within the Greater LA CoC service area (Los

Angeles County excluding the cities of Pasadena, Glendale, and Long Beach).

1. Measurement of Performance: Measurement of performance will be the signing up of 6,000 volunteers,

completion of an Unsheltered Street Count at a minimum of 966 randomly selected census tracts, a

Demographic Survey of up to 7,100 interviews, and a Shelter Count within the LA CoC service area.

2. Payment for Progress / Milestone Deliverables: LAHSA will be reimbursed based upon mutually agreed

deliverables and milestones achieved. Once approved, LAHSA will provide Milestones/Deliverables

schedule.

3. Budget to Complete the 2016 Homeless Demographic Count: The total 2016 Homeless Count budget is

$ 1,349,999. LAHSA is requesting $649,999 from the VA for the items outlined in this proposal (Exhibit -

A) which would enhance and provide detailed information about homeless Veterans.

4. Final Deliverable: The resulting combined database and analyses of the following components for the

2016 Homeless Count: Street Count, Demographic Survey, and Shelter Count that covers the LA CoC.

D. CONTRACT AWARD MEETING

LAHSA is required to attend a post award orientation conference call meeting unless waived by the

Contracting Officer CO. LAHSA shall not commence performance of the tasks in this Proposal until the

CO has conducted a kick off meeting or has advised LAHSA that a kick off is waived.

E. GENERAL REQUIREMENTS

1. For every performance objective, the Contractor shall identify in writing all necessary tasks and subtasks

(if any), associated costs by task, together with associated milestone dates to complete the PIT count.

The Contractor's subtask structure shall be reflected in the technical proposal and detailed project

management plan (PMP).

2. All written milestone deliverables will be phrased in layperson language to the extent it does not degrade

the intent or substance of the report. Statistical and other technical terminology will not be used without

providing a glossary of terms out of codebook.

3. Where a written milestone deliverable is required in draft form, the VA Program Office will complete

their review of the draft milestone deliverable within five (5) calendar days from date of receipt.

LAHSA shall have five (5) calendar days to deliver the final milestone deliverable from date of receipt

of the government’s comments.


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F. SPECIFIC MANDATORY PERFORMANCE OBJECTIVES AND ASSOCIATED

DELIVERABLES

1. Performance Objectives

a) Recruitment, Training and Coordination

LAHSA staff will facilitate and oversee all components of the Count. This includes the recruitment,

training and coordination of the Provider who will conduct all the demographic surveys (see Section

Key Personnel on Page 10). In addition to LAHSA staff, LAHSA has hired one Homeless Count

Manager (HCM) and will hire eight Homeless Count Regional Coordinators, and one HMIS/Data

Analyst. The HCM will be responsible for managing the Subcontractor and their staff and oversee

the Demographic Component to ensure the quality assurance of the surveys is high and completed in

a timely manner and coordinates with the Shelter Count. The HMIS/Data Analyst staff person will

be responsible for all the technological and software needs to make it easy for the submission and

analysis of the Shelter Count Tally Sheets as well as the coding and the analysis of the demographic

surveys.

As stated earlier, LAHSA has conducted the Greater Los Angeles Homeless Count since 2005.

During this time LAHSA has developed a comprehensive training plan that addresses all

components of the count, including the areas the VA describes in their original SOO:

The Count methodology and process

Interaction with homeless persons including homeless Veterans

The methods used to identify homeless persons including homeless Veterans and ensure the most

accurate count possible

Deliverables will include:

Recruitment and hiring of Homeless Count Regional Coordinators and a HMIS/Data Analyst

Recruitment of volunteers and super volunteers for the Homeless Count

Targeted outreach and recruitment of Veteran volunteers for night of the Count and special

Homeless Count assignments (ie- Special Teams, site coordinators, recruiters, trainers, etc.)

Targeted outreach to Veteran agency partners to participate in the coordination of the

Demographic Survey

Training curriculum and training of the Subcontractor and Workers to conduct the Demographic

Survey

Training curriculum and training focused on Veteran homelessness and Veteran young adult

homelessness

Training for volunteers, staff and community partners before and on the night of the Count

Unsheltered Count Methodology

The goal of the VA is to obtain the most accurate data of homeless Veterans and to determine the

shift in this population. In 2015, the Street Count resulted in the most accurate homeless

enumeration due to the overwhelming participation of cities and communities in the Opt In Program.

This program allowed cities and communities to obtain a complete count by having all the census

tracts in their jurisdictions counted and no extrapolation done to these communities and cities.

Almost 89% of the LA CoC’s census tracts were counted providing the smallest RSE with a

Confidence Level of 95%.

In addition, in order to obtain the prevalence rates of the subpopulations, the results of the 7,100


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Demographic Surveys will be applied to the Street Count Results. Further description of the

demographic survey process follows below.

The 2015 Street Count results counted persons who were considered homeless and included in the

Count if they fell within HUD’s definition of homelessness:

“A person is considered homeless only when he/she resides in one of the three following places:

Places not meant for human habitation, such as cars, parks, sidewalks, and abandoned buildings;

An emergency shelter; or

Transitional housing for homeless persons and who originally came from the streets or

emergency shelter.”

We plan on continuing to use this HUD approved methodology for 2016.

Deliverables for the 2016 Homeless Count include:

homeless Veterans estimates for the Los Angeles Continuum of Care

homeless Veterans estimates for the City of Los Angeles and the 15 City Council Districts

within the City

homeless Veterans estimates for the five County Supervisorial Districts

homeless Veterans estimates for the eight Service Planning Areas

homeless Veterans estimates for Opt-In cities and communities

b) Shelter Count Methodology

The 2015 Housing Inventory Chart (HIC) of emergency shelters, transitional housing and safe

havens will be used as a base for compiling a complete shelter list in the CoC for the Shelter Count.

It is vetted with input from homeless coalitions, shelter providers, and LAHSA staff. Agencies

performed their Counts on one of the three nights of January 27-29, 2015 depending on their SPA

location and consistent with the nights of the Street Count. Quality checks comparing capacity to

occupancy, HMIS data, zero count reports, prior count reports, and other measures were utilized to

ensure response accuracy.

LAHSA will do the 2016 HIC utilizing the HMIS for agencies who are participating in the HMIS.

For those agencies not in HMIS, a Shelter Count will be conducted during the nights of January 26,

27 and 28, 2016 and will provide their PIT depending on their SPA location.

Deliverables will include:

Shelter Count for HMIS participating agencies using HMIS

Shelter Count for non-HMIS participating agencies using Tally Sheets

Housing Inventory Count

c) Homeless Demographic Survey

The Demographic Survey Component will use HUD recommended practices for interviewing

homeless persons and follow the strict protocols put in place by the statistical consultant. The results

of the 2016 Street Count will be used as the basis for obtaining the new prevalence rates for

homeless Veterans to determine whether the rate has shifted either upward or downward from 2015.

Taking these recommendations into account, LAHSA through its subcontractor will complete a

street Demographic Survey of up to 7,100 unsheltered homeless persons and obtain information of


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its sheltered homeless persons using HMIS.

The Demographic Survey Component will be completed to estimate the size of various

subpopulations of persons who are experiencing homelessness, including those that HUD

incorporates into the “Point-in-Time Homeless Subpopulations” section of its annual CoC grant

application. They include: (1) chronically homeless individuals, (2) chronically homeless families,

(3) families (members of), (4) individuals (single), (5) persons with HIV/AIDS, (6) persons with

substance abuse problems, (7) persons with severe mental illness, (8) Veterans, and (9) individuals

with experience of domestic violence.

The Demographic Survey Component requires a representative sample of unsheltered homeless

persons; therefore a street sample of 2016 census tracts will be prepared. Within each chosen census

tract, field interviewers are assigned to complete a set number of interviews. To reduce the

opportunity for selection bias among the interviewers, every street, alley and park is canvassed for

interviews to ensure the necessary number of completes, before teams can move on to the next

census tract. Up to 7,100 interviews will be completed.

As in prior years, LAHSA will subcontract with a provider to conduct the Demographic Survey

Component from November through January 2016. All interviewers who participate in the street

survey are trained by LAHSA staff, increasing accuracy and completion rates as well as enabling

LAHSA to gather useful evaluation information from the interviewers such as usefulness and

understanding of survey questions, refusals and explanations for non-responses.

Demographic information for individuals and families residing in emergency shelters and

transitional housing is obtained utilizing the HMIS. The results of the HMIS subpopulations

estimates will be applied to the results of the 2016 Shelter Count scheduled for January 26, 27 and

28, 2016.

Deliverables include:

Demographic data by subpopulations and geography based on up to 7,100 unsheltered street

interviews

Demographic information for individuals and families obtained utilizing HMIS

Data Collection, Reporting and Submission

LAHSA has released a Request for Proposal for a Statistical Research Firm or University to support

the 2016 Homeless Count. As a reference, LAHSA worked with Carolina Survey Research

Laboratory (CSRL) at the University of North Carolina at Chapel Hill (UNC-CH) to implement the

2015 Homeless Count. Since 2009 LAHSA and the CSRL have collaborated in the design,

implementation, and analysis of the Greater Los Angeles Homeless Count. UNC’s responsibilities

were to provide methodology and process direction, to design and select all required samples, to

develop estimation strategies, and to produce all project estimates. LAHSA’s role included

managing all other data collection tasks such as: conducting the Street and Shelter Counts,

establishing the content of survey questions and forms, administering the Demographic Survey and,

submitting the data collected during the Demographic Count to the VA and HUD.

Deliverable includes:


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Submission of the Housing Inventory and Point in Time Counts by May 30, 2016 or as required

by HUD (deadline for 2015 was 5/30).

OPERATING CONSTRAINTS

1. The Homeless Demographic Survey will occur over a three month period within the months of

November 2015 through January 2016 as approved by HUD.

2. The collection, reporting, and submission of data will be in accordance with the HUD issued guidance

for 2015 in the “Housing Inventory Count and Point-in Time Data Collection Guidance” or as allowed

to be modified by HUD for the unique geographic challenges of the LA CoC. If HUD releases an

updated guidance report for 2016, that guidance report will be used.

3. Updates of data collection and progress of milestones will be reported to the VA as part of the milestone

deliverable payment process.

4. IT equipment costs incurred by LAHSA for the purpose of conducting the Demographic Homeless

Count (laptops, cell phones, etc.) are not an allowable cost. However, the use of such devices will be

optional, at LAHSA’s discretion and shall be paid for by LAHSA. LAHSA will utilize technology to

expedite the analysis and submission of demographic surveys.

SCHEDULE FOR DELIVERABLES

1. The primary deliverables of this requirement are enumeration and services in support of statistical

sampling, required for the Demographic Homeless Count. LAHSA will provide, within a month of

contract execution, a Performance Work Statement (PWS) which describes the proposed solution and

include a Performance Requirements Summary (PRS) which outlines each performance objective and

associated progress payment from the Proposal. The PRS shall detail LAHSA’s service standard for

each objective as well the acceptable service level. Reports, monthly meetings, or other deliverables

necessary to meet the objectives of the Proposal will appear in the PWS and PRS. The Government

(National Center for Homeless Veterans Initiatives Office) shall approve the proposed PRS prior to

contract award.

2. Unless otherwise specified, the number of draft copies and the number of final copies shall be the same.

3. If for any reason the scheduled time for a deliverable cannot be met, LAHSA will explain the delay in

writing to the CO, including the original deliverable due date and a firm commitment of when the

deliverable work shall be completed. This notice to the CO shall be delivered within 24 hours of when

LAHSA anticipates the delay, and shall cite the reasons for the delay, and the impact on the overall

project. The CO will then review the facts and issue a response in accordance with applicable

regulations.

Description Requirements Delivery Date

Task 1: Project

Management Plan

(PMP)

The PMP details LAHSA’s plan to supervise the 2016

Greater Los Angeles Demographic Survey Count,

including the schedule, staffing, quality control, risk

management, communications, recruitment, training and

coordination of volunteers, data management and

submission.

October 30, 2015

Task 2: Hire and train

Homeless Count

Regional

Coordinators, and

HCM manages the homeless Demographic Count

operations on a daily basis and provides support, training,

coordination, and other service and/or community partners.

The Homeless Count Regional Coordinators will serve as

October 30, 2015


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HMIS/Data Analysts

liaison with the eight Service Planning Areas to ensure

coverage in each of the SPAs, obtain results from all the

providers in each SPA, and ensure completion of the

demographic surveys within the SPAs.

The HMIS/Data Analysts will be responsible for all the

technological and software needs to make it easy for the

submission and analysis of the Street and Shelter Count

tally sheets as well as the coding and the analysis of the

demographic surveys.

Task 3: Statistical

Consultant

Statistical consultant will provide Homeless Demographic

Survey Instrument Consultation, Statistical Estimates,

Projections, & Subpopulation Estimates and Production of

Data Files & Estimates, and Data Summary Tables

including producing a statistically reliable estimate with a

95% confidence level.

June 30, 2016

Task 4: Shelter Count

The 2016 Housing Inventory Count of emergency shelters,

transitional housing and safe havens will be conducted. It

is vetted with input from homeless coalitions, shelter

providers, and LAHSA staff. Agencies will perform their

counts on January 26, 27 and 28, 2016. Quality checks

comparing capacity to occupancy, HMIS data, zero count

reports, prior count reports, and other measures are utilized

to ensure response accuracy.

June 30, 2016

Task 5: Demographic

Survey

Up to 7,100 surveys will be completed to estimate the size

of various subpopulations of persons who are experiencing

homelessness, including those that HUD incorporates into

the “Point-in-Time Homeless Subpopulations” section of

its annual CoC grant application. They include: (1)

chronically homeless individuals, (2) chronically homeless

families, (3) families (members of), (4) individuals

(single), (5) persons with HIV/AIDS, (6) persons with

substance abuse problems, (7) persons with severe mental

illness, (8) Veterans, and (9) individuals with experience of

domestic violence.

LAHSA will contract with a provider/consultant to

complete this task. The goal will be to have up to 7,100

completed surveys conducted. LAHSA will issue a

Request for Proposals to obtain bidders for this process.

June 30, 2016

Task 6: Data

Collection, Reporting

and Submission

LAHSA and statistical consultant will design, implement,

and analyze the data gathered from the 2016 Homeless

Count. Statistical consultant’s responsibilities: provide

methodology and process direction; design and select all

June 30, 2016


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required samples; develop estimation strategies; produce

all project estimates.

LAHSA’s role will be to manage all other data collection

tasks such as: conducting Shelter Counts; establishing the

content of survey questions and forms; administering the

Demographic Survey; and submitting the results to the VA

and HUD through HDX.

Final Deliverable:

Submission of the “Housing Inventory Count and Point

in Time Count” data submission to VA and HUD in

accordance with the schedule of deliverables

CHANGES TO LAHSA PROPOSAL

Any changes to this LAHSA Proposal or resulting PWS shall be authorized and mutually approved only

through written correspondence from LAHSA and the CO. A copy of each change will be kept in a project

folder along with all other products of the project. Costs incurred by LAHSA through the actions to

produce the results of the 2016 Homeless Demographic Survey shall be mutually agreed upon for milestone

deliverables payment by the CO and LAHSA and shall be paid to LAHSA for each milestone deliverable

completed.

TRAVEL

Travel is not anticipated under this contract. Work is expected to be completed through both face-to-face

training supplemented by “virtual” means such as conference calling and video technologies.

GOVERNMENT RESPONSIBILITIES

The Government (National Center for Homeless Veterans Initiatives Office) will provide: procedural

guides, reference materials, data, and program documentation as required. This information shall be

obtained from the Contracting Officer’s Representative (COR).

LAHSA – KEY PERSONNEL

1. Staffing Plan - Key Personnel, Qualifications

Peter Lynn, Executive Director, Los Angeles Homeless Services Authority

Peter Lynn is the executive director of the Los Angeles Homeless Services Authority (LAHSA).

Previously, Mr. Lynn was the Director of Section 8 for the Housing Authority of the City of Los

Angeles (HACLA), the second largest Section 8 program in the country, assisting more than 50,000 of

the poorest Angelino families. During his tenure, HACLA’s rental assistance programs for the homeless

doubled to more than 14,000 units and he worked diligently to reduce barriers to access and extended

voucher assistance to some of the city’s most challenging and service-intensive populations, including

chronically homeless individuals with serious mental illness. Prior to joining HACLA in 2007, he ran

the Section 8 program for the New York City Department of Housing Preservation and Development.

He is a member of Mayor Garcetti’s Homeless Cabinet, the Home For Good Leadership Team, the Los


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Angeles County Mental Health Services Act (MHSA) Housing Advisory Board, the Housing

Opportunities for Persons With AIDS (HOPWA) Advisory Committee and the National Alliance to End

Homelessness Leadership Council. An advocate of interagency cooperation, he works to strengthen the

collaboration between jurisdictions, departments, agencies and organizations assisting the homeless

throughout the Los Angeles Continuum of Care.

Mr. Lynn has been recognized with an Outstanding Leadership Award from the County Department of

Mental Health for his work to house homeless individuals with mental illness and with the United

Way/Home For Good Trailblazer of the Year Award. He holds an MBA from New York University and

BA from Vassar College.

Chester Bieganksi, Chief Financial Officer, LAHSA

Chester Bieganski joined LAHSA in 2012 as Chief Financial Officer. In this role, Mr. Bieganski

oversees all of LAHSA’s financial management and monitoring and compliance of service providers.

Mr. Bieganski comes to LAHSA with more than three decades of financial management and executive

experience, having served most recently as Chief Financial Officer and Senior Vice President at ELM

Resources, the leading nationwide data exchange channel for the student loan industry, which included

more than $34 billion in loan distributions annually. Mr. Bieganski also served as Vice President of

Finance for Computer Associates, a software and services firm in New York State. Mr. Bieganski also

worked in the health industry, as Chief Financial Officer for Wellpoint Health Networks and Kaiser-

Permanente. He holds an MBA from New Hampshire College.

Add Stuart Jackson’s Bio

Aamir Shaikh, Director of Information Technology and HMIS, LAHSA

Aamir Shaikh has been with LAHSA for more than five years, leading the implementation of LAHSA’s

Homeless Management Information System (HMIS) and other cutting-edge technologies that assist the

agency in understanding and serving the homeless population in Los Angeles County. Mr. Shaikh has

more than 20 years of experience as a network manager and business analyst using technology and

business processes to grow organizations. Mr. Shaikh served as Director of Information Technology at

Meggit Safety Systems for ten years prior to joining LAHSA. Mr. Shaikh also held management

positions with Computer Science Corporation and Rockwell International.

Add Grace Weltman’s Bio

Clementina Verjan, Policy and Planning Manager, LAHSA

For the past 24 years, Ms. Verjan has worked in the public sector for organizations that assist vulnerable

populations throughout the County of Los Angeles in obtaining the housing and supportive services they

need. Ms. Verjan has worked for the Los Angeles Homeless Services Authority (LAHSA) for almost 16

years. As the Manager of the Policy and Planning Department, she oversees and implements:

The Greater Los Angeles Homeless Count, the largest homeless enumeration in the nation;

Coordination of the annual Continuum of Care Program Application for HUD funding, an annual

grant of over $70 million;

The annual Shelter Count and Housing Inventory;

Facilitation of the quarterly Continuum of Care (CoC) community meetings;

LAHSA representative at regional monthly homeless coalition and other planning groups; and,


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Development and communication of the legislative agendas in response to policy needs at local,

state, and federal levels.

Before joining LAHSA, Ms. Verjan worked for the County of Los Angeles Department of Public Health

– Alcohol and Drug Program Administration (ADPA) - the County’s alcohol and drug abatement

programs through contracts with more than 150 community-based agencies.

While working full time, Ms. Verjan obtained a Masters of Public Administration degree and Masters of

Planning degree from the University of Southern California, and a Bachelor of Arts in Policy and

Planning also from USC.

Add Stephanie Inyama’s Bio

LAHSA staff will facilitate and oversee all components of the count. This includes the recruitment,

training and coordination of the Homeless Count Manager (HCM), Homeless Count Regional

Coordinators, Data Analysts and the subcontractors. LAHSA will hire one HCM, eight Homeless Count

Regional Coordinators, and one Data Analyst. The HCM will be responsible for managing the

Demographic Survey component and the Shelter Count.

The personnel offered in response to this solicitation shall remain in place for the six months of the

contract unless substitution is necessitated by sudden illness, death, or termination of employment. After

the six months of the contract, personnel occupying these positions may be substituted or otherwise

replaced, from time to time during the term of the contract. Prior to removing, replacing, or diverting

any Key Personnel, LAHSA shall promptly notify the Contracting Officer in writing at least 30 calendar

days in advance of the proposed effective date. If substitution is necessitated by sudden illness, death, or

termination of employment, notice shall be made within three business days of the action. Proposed

replacements for Key Personnel positions shall have comparable qualifications to those of the persons

being replaced and shall meet or exceed the qualifications designated for that Key Personnel position.

LAHSA agrees that it has a contractual obligation to mitigate the consequences of the loss of Key

Personnel and shall promptly secure any necessary replacements in accordance with this PWS

section. Failure to replace Key Personnel pursuant to this clause and without a break in performance of

the position shall be considered a condition endangering contract performance and may provide grounds

for default termination.

SECURITY: (This section is only applicable if access to Government Systems or Personal Identifiable

Information (PII) is required in performance of the enumeration of Homeless Veterans)

1. Information System Security

LAHSA shall ensure adequate LAN/Internet, data, information, and system security in accordance with

VA standard operating procedures and standard contract language, conditions laws, and regulations.

LAHSA’s firewall and web server shall meet or exceed the government’s minimum requirements for

security. All government data shall be protected behind an approved firewall. Any security violations

or attempted violations shall be reported to the VA project manager and the Information Security Officer

as soon as possible. LAHSA shall follow all applicable VA policies and procedures governing

information security, especially those that pertain to certification accreditation.

Not Applicable.


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2. Security Training

All LAHSA employees and subcontractors under this contract or order are required to complete the

VA's on-line Security Awareness Training Course and the Privacy Awareness Training Course annually.

LAHSA must provide signed certifications of completion to the CO. This requirement is in addition to

any other training that may be required of LAHSA and subcontractor(s).

Not Applicable

3. LAHSA Personnel Security

All LAHSA employees who require access to the Department of Veterans Affairs' computer systems

shall be the subject of a background investigation and must receive a favorable adjudication from the

VA Security and Investigations Center (07C). The level of background security investigation will be in

accordance with VA Directive 0710 dated September 10, 2004 and is available at:

http://www.va.gov/pubs/asp/edsdirec.asp (VA Handbook 0710, Appendix A, Tables 1 - 3). Appropriate

Background Investigation (BI) forms will be provided upon contract (or task order) award, and are to be

completed and returned to the VA Security and Investigations Center (07C) within 30 days for

processing. LAHSA’s will be notified by 07C when the BI has been completed and adjudicated. These

requirements are applicable to all subLAHSA personnel requiring the same access. If the security

clearance investigation is not completed prior to the start date of the contract, the employee may work

on the contract while the security clearance is being processed, but LAHSA will be responsible for the

actions of those individuals they provide to perform work for the VA. In the event that damage arises

from work performed by LAHSA personnel, under the auspices of the contract, LAHSA will be

responsible for resources necessary to remedy the incident. The investigative history for LAHSA

personnel working under this contract (if background investigations are required) must be maintained in

the databases of either the Office of Personnel Management (OPM) or the Defense Industrial Security

Clearance Organization (DISCO). Should LAHSA use a vendor other than OPM or Defense Security

Service (DSS) to conduct investigations, the investigative company must be certified by OPM/DSS to

conduct LAHSA investigations.

Not Applicable

4. Background Investigation

The position sensitivity impact for this effort has been designated as LIMITED Risk. The Contract

employee level of background investigation (BI) required for this effort is NACI.

Not Applicable

5. LAHSA Responsibilities

a. LAHSA shall bear the expense of obtaining background investigations or reciprocals of previous

investigations held that meet or exceed the required investigation level. The cost of background

investigations is based on the current Office of Personnel Management (OPM) rate at the time the

application is processed at OPM. Fiscal Year 2013 rates are as follows: Low Risk (NACI) $279,

Moderate Risk (MBI) $960, High Risk (BI) $4,102 or Reciprocals are $29. VA will pay for

investigations or reciprocals processed through the VA SIC and conducted by OPM in advance;

however, LAHSA shall reimburse the full cost of background investigations/reciprocals to VA

within 30 days of Bill of Collections received from VA. VA shall send up to three plus one final


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delinquent notice to LAHSA. If LAHSA does not adhere to the Bill of Collections, future invoices

may be subject to be offset by VA to recoup background investigation/reciprocal costs.

b. Immediately after award, LAHSA must submit the completed Background Investigation Information

Request, Appendix A, Section 2.0 to the COR, or Authorized Designee, to begin the background

investigation process for all contract employees working on the BPA, who will have access to VA

facilities, VA systems, or privacy data.

c. After the VA inputs LAHSA’s information from the Background Investigation Worksheet, LAHSA

and LAHSA’s point of contact (POC) will receive an email notification from the SIC identifying the

website link that includes detailed instructions regarding completion of the background clearance

application process in the Electronic Questionnaires for Investigations Processing (e-QIP) system.

E-QIP is an online, Internet accessible system where LAHSA employee completes the security

questionnaire required to process the background investigation.

d. LAHSA shall prescreen all personnel who require access to VA site(s) and/or access to VA LAN

systems to ensure they maintain a U.S. citizenship or Alien Registration that authorizes them to work

in the U.S. and are able to read, write, speak, and understand the English language.

e. LAHSA staff who have a current favorable BI conducted by OPM or Defense Security Service

(DSS) may be accepted through reciprocation. When a previous clearance is currently held, it does

not preclude the Vendor from submitting a completed Background Investigation Information

Request, Appendix A, Section 2.0 to the COR, or Authorized Designee, immediately after BPA or

Call award for all contract employees working on the contract.

f. Performance shall not commence before SIC confirmation that it has received LAHSA’s

investigative documents, that they are complete, and that the investigation information has been

released to OPM for scheduling of the BI. Once LAHSA’s BI has been released to OPM for

scheduling of the BI or the SIC has confirmed that the verified investigation will be reciprocated,

performance may commence. The COR, or Authorized Designee, will notify and forward LAHSA a

copy of the Certificate of Eligibility (form 4236) when the investigation has been favorably

completed and adjudicated. LAHSA, if notified of an unfavorable adjudication by the Government,

shall withdraw the employee from consideration from working under the task order. Failure to

comply with LAHSA personnel security requirements may result in termination of the BPA for

default.

g. If the security clearance investigation is not completed prior to the start date of the task order, the

contract employee may work on the task order with an initiated status while the security clearance is

being processed. However, LAHSA shall be responsible for the actions of those contract and

subcontract employees that perform work for VA. In the event damage arises from work performed

by LAHSA personnel, under the auspices of the task order, LAHSA shall be responsible for

resources necessary to remedy the incident.

h. Should LAHSA use a Vendor other than OPM or DSS to conduct investigations, the investigative

company must be certified by OPM/DSS to conduct LAHSA investigations. The Vendor Cage Code

number must be provided to VA SIC, which will verify the information and conclude whether access

to the Government’s site(s) and/or VA LAN systems can be granted.

i. The investigative history for LAHSA personnel working under this task order must be maintained in

the databases of either OPM or the Defense Industrial Security Clearance Organization (DISCO).

Not Applicable

6. Government Responsibilities


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a. After the COR, or Authorized Designee, has received Background Investigation Information

Request, Appendix A, Section 2.0 from LAHSA, SIC will send an email notification to LAHSA and

their POC identifying the website link that includes detailed instructions regarding completion of the

background clearance application process and what level of background was requested. Upon receipt

of required investigative documents, SIC will review the investigative documents for completion and

initiate the background investigation by forwarding the investigative documents to OPM to conduct

the background investigation. If the investigative documents are not complete, the SIC will notify

the Vendor of deficiencies and include corrective instructions.VA will pay for investigations and

reciprocals processed through VA SIC and conducted by OPM in advance; however, LAHSA shall

reimburse the full cost of background investigations/reciprocals to VA within thirty (30) calendar

days of Bill of Collections from VA. VA shall send up to three (3) plus one (1) final delinquent

notice to LAHSA. If LAHSA does not adhere to the Bill of Collections, future invoices may be

subject to be offset by VA to recoup background investigation costs and may be considered grounds

for default.

The COR, or Authorized Designee, will notify and forward LAHSA a copy of the Certificate of

Investigation when the background investigation has been favorably adjudicated or a Certificate of

Eligibility (Form 4236) if the investigation has been reciprocated. The COR, or Authorized

Designee, will also notify LAHSA of an unfavorable adjudication by the Government.

Not Applicable

G. CONFIDENTIALITY AND NONDISCLOSURE

It is agreed that:

1. The preliminary and final deliverables and all associated working papers, application source code, and

other material deemed relevant by the VA which have been generated by LAHSA in the performance of

this task order are the mutual property of LAHSA and the U.S. Government and shall be submitted to

the CO at the conclusion of the task order. It has been agreed to share the ownership of the data.

2. LAHSA and the CO will be the sole authorized official to release verbally or in writing, any data, the

draft deliverables, the final deliverables, or any other written or printed materials pertaining to this task

order. No information shall be released by LAHSA. Any request for information relating to this task

order presented to LAHSA shall be submitted to the CO for response. It has been agreed to share the

ownership of the data .Not Applicable

3. Press releases, marketing material or any other printed or electronic documentation related to this

project, shall not be publicized without the written approval of LAHSA and/or the CO. It has been

agreed to share the ownership of the data.

Not Applicable


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EXHIBIT A - PROPOSED BUDGET

Los Angeles Homeless Services Authority

2016 Homeless Count Budget

% OF

TIME

NO.

OF

STAFF

ANNUAL

SALARY

TOTAL

PROJECT

BUDGET

PERSONNEL

Homeless Count Manager 100% 1 75,000 75,000

Data/HMIS Analyst 50% 1 50,000 25,000

Sr. Homeless Count Regional Coordinator 50% 1 50,000 25,000

Homeless Count Regional Coordinator 50% 8 42,000 168,000

Interns 67% 6 2,500 10,000

Subtotal Salaries 303,000

Fringe Benefits 28% 61,040

TOTAL PERSONNEL 364,040

NON-PERSONNEL COSTS

Demographic Surveys 150,000

Staff Training and Development 15,000

University or Research Firm 120,959

TOTAL NON-PERSONNEL 285,959

TOTAL 649,999

los angeles homeless services authority · 2015-07-24 · 5.0 appointment and approval of ad hoc...

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