Transcript Slide 1

Metropolitan Denver
Homeless Initiative
2013 NOFA Preparation Meeting
May 2, 2013
Welcome
Agenda
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Welcome and introductions
HUD Continuum of Care
Role of CoC entities
Annual Performance Report (APR) & NOFA
2012 Notice of Funding Availability (NOFA) process
2013 Notice of Funding Availability (NOFA) process
What does this mean for our continuum of care?
Next steps
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Today’s Objectives
Attendees will:
 Understand the duties and responsibilities of the CoC
moving forward
 Understand what HUD expects from the community
 Provide feedback on the 2012 CoC Competition process
 Learn about the 2013 CoC NOFA planning process
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MDHI’s Mission
To coordinate and support the Denver
Metro Continuum of Care (CoC) to
ensure the most efficient and effective
services to reduce homelessness in the
seven-county region
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The Continuum of Care
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Definition of CoC
The group organized to carry out the responsibilities
required…that is composed of representatives of
organizations, including nonprofit homeless providers,
victim service providers, faith-based organizations,
governments, businesses, advocates, public housing
agencies, school districts, social service providers,
mental health agencies, hospitals, universities,
affordable housing developers, law enforcement,
organizations that serve homeless and formerly
homeless veterans, and homeless and formerly
homeless persons to the extent these groups are
represented within the geographic area and are
available to participate.
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The CoC
Who is actively involved in the CoC?
• Is there diverse representation reflected in the
membership in the CoC?
Who does the CoC serve?
• Subpopulations served in your community?
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The CoC (cont.)
What are the needs of the community?
• Gaps analysis
• Point-in-Time Count (PIT)
• Housing Inventory Chart (HIC)
What is the governance structure of the CoC?
• Describe the processes in place that provides for a
coordinated, inclusive, and outcome-oriented
community process
• Describe how the CoC consults with, monitors, and
reports on the status of ESG recipients in the CoC’s
jurisdiction
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The CoC (cont.)
How does the CoC operate?
• Are the processes described in written documents that
are approved by the CoC
• Are there committees, subcommittees, and workgroups
• Is there a governance charter with the HMIS lead agency
• Is there a centralized or coordinated assessment system
in the jurisdiction; if not, what is the CoC doing to
comply with this requirement
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The CoC (cont.)
How well is the CoC accomplishing HUD’s objectives?
• Objective 1: Create new permanent housing beds for
chronically homeless persons.
• Objective 2: Increase the percentage of participants
remaining in CoC-funded permanent housing projects
for at least six months to 80 percent or more
• Objective 3: Increase the percentage of participants in
CoC-funded transitional housing that move into
permanent housing to 65 percent or more.
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The CoC (cont.)
• Objective 4: Increase the percentage of participants in
all CoC-funded projects that are employed at program
exit to 20 percent or more.
• Objective 5: Increase the percentage of participants in
all CoC-funded projects that obtained mainstream
benefits at program exit to 20 percent or more.
• Objective 6: Decrease the number of homeless
households with children.
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The CoC (cont.)
• Objective 7: Intent of the CoC to reallocate Supportive
Services Only (SSO), Transitional Housing (TH) projects,
or Permanent Housing (PH) projects, including rental
assistance (S+C) that may be under-performing to
create new Permanent Housing (PH) projects.
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Annual Performance
Reports
APR
APRs Must Be Generated
from HMIS
• The HMIS generated APR should be compared
to your agency database or your agency’s
manual roster
• The APR should be reviewed along-side an APR
detail report
• In order for an APR to accurately reflect the
work your agency is doing, your HMIS data
quality needs to be complete, timely and
accurate
Top Areas to Review to Ensure a
Successful APR Submission
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Program Participant Numbers (Questions 8 and 9)
• Family Composition
• Stayers and Leavers (Question 7, 21a2, 21b2)
• Services
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Interim Assessment/Annual Assessment
Data Quality (Question 7)
• Note: when you fix issues that you find when reviewing Q7, that
will eliminate issues throughout the APR
• Work to complete don’t know/refused when possible
• Entering data within five days of program entry, program exit, or
providing a service is the standard set for our CoC
Top Areas to Review to Ensure a
Successful APR Submission
4. Eligibility
• Compare grant contract to relevant sections of APR
• For example:
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Homeless status (Question 20a)
Disability (Question 18a, 18b)
Income (Questions 23, 24, 25)
Length of participation in program (Question 27)
5. Performance Measures
• Compare grant contract to relevant sections of APR
• Review APR against HUD identified CoC strategic objectives
HUD Identified
CoC Strategic Objectives
• Objective 1: Create new permanent housing beds for chronically
homeless persons.
• Objective 2: Increase the percentage of participants remaining in
CoC-funded permanent housing projects for at least six months to
80 percent or more.
• Objective 3: Increase the percentage of participants in CoCfunded transitional housing that move into permanent housing to
65 percent or more.
• Objective 4: Increase percentage of participants in all CoC-funded
projects that are employed at program exit to 20 percent or more.
CoC Strategic Planning Objectives (con’t)
• Objective 5: Increase the percentage of participants in all
CoC-funded projects that obtained mainstream benefits at
program exit to 20% or more.
• Objective 6: Decrease the number of homeless individuals
and families.
• Objective 7: Intent of the CoC to reallocate Supportive
Services Only (SSO) and Transitional Housing (TH) projects to
create new Permanent Housing (PH) projects.
Reviewing and Submitting
Your APR
• Review and correct APR as detailed above
• Review final APR with agency and program
leadership
• Enter APR into e-SNAPS
• NOTE: Grantees with sub-recipients should
ensure quality APR’s of sub-recipients
HMIS Help Desk
[email protected]
303-312-9666
Overview of the Application Process
HUD Changes
MDHI
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New terminology
•CoC Program (SHP, SPC, SRO)
•Collaborative Applicant (Lead Agency)
•CoC Application (Exhibit 1)
•Project Application (Exhibit 2)
•Project (Program)
•Recipient, subrecipient (Grantee or Applicant,
Project Sponsor)
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What was different in 2012 competition?
• Administrative costs were increased
• Other changes in Administrative costs
• Eligible costs
• Rental Assistance versus Leasing
• Administration of Rental Assistance
• Reallocation
• Tier 1 / Tier 2
• Planning grants / UFA
• Match
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Project Budget Changes
Changes in budget line items this year
•Administrative costs
•Supportive services costs
•Operating costs
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Administrative Costs
•2% increase
•3% additional allowed
•Eligible costs (§578.59)
•Former SPC administrative costs
•Match required on administrative costs for the
first time
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Rental Assistance vs. Leasing
Completed in the GIW process
Rental Assistance
• Lease is between the participant and the
landowner
• Administrator needed for certain types of
projects
Leasing
• Lease is between the recipient or subrecipient
and the landowner
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Rental Assistance Administration
Eligible costs
• Issuing checks to land owners
• HQS
• Costs to administer are eligible costs within the RA
line item
Who is eligible to administer
• Former SPC (no significant project changes)
• The CoC regulations, at 24 CFR 578.51(b) require
rental assistance to be administered by a State, unit
of general purpose local government, or a public
housing agency
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Reallocation
• The shifting of funds in whole or part from existing
projects to create one or more permanent supportive
housing projects, rapid re-housing projects or
dedicated HMIS projects without decreasing the CoC’s
annual renewal demand
• SSO projects can be reallocated to create a new SSO
coordinated or centralized assessment project
• New projects created by reallocation will be
conditionally funded before other types of new
projects so long as they meet the eligibility and project
quality thresholds established by HUD
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Questions?????
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MDHI 2012 CoC Competition
MDHI Timeline
Scoring tool
Ranking process
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MDHI’s Review Process
2012 NOFA Process
• Applications were reviewed based on the NOFA
• Review focused on what was turned in and not other
documents
• Scored N/A if the category didn’t apply to the project
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So how much funding
did the CoC receive?
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Tier 1 / Tier 2
•MDHI Final Pro Rata Need (FPRN) - $15,581,500
•MDHI Annual Renewal Demand (ARD) $15,581,500
•ARD less 3.5% - $15,036,148
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MDHI CoC
Tier 1 Renewals awarded
$14,821,672
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MDHI CoC
Tier 2 / New Awards
Announcement
May 2013
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What does HUD review in addition to Application?
Project Renewal Threshold
• HUD reviews information in Line Of Credit Control
System (LOCCS); Annual Performance Reports (APR); and
information provided by local Field Office monitoring
reports
• Project performance against plans and goals
• Timeliness standards, including expenditure of grant
funds
• Performance in assisting program participants to achieve
and maintain independent living and record of success
• History of serving ineligible participants
• History of expending funds on ineligible costs
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In 2012
• What did we do right?
• How might we improve?
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What do we expect in 2013?
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2013 MDHI NOFA Planning Process
May 2, 2013
NOFA applicant dialogue
May 2013
Identify community members to serve on NOFA
review committee
May 16, 2013
CoC Regional Planning committee meeting
June 6, 2013
CoC Regional Planning committee meeting
June 12, 2013
Convene NOFA committee
June 13, 2013
MDHI Board meeting: Update on 2O13 NOFA
planning process
June 17 - 21, 2013
Facilitate community meetings to identify
priorities
June 26, 2013
CoC Regional Planning committee meeting
June 24, 2013
NOFA committee meeting
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NEXT STEPS
• Convene Regional
Planning Committee
• Develop recommendations
2013 process
• Form review committee
for
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Thank you
Complete evaluation
•Indicate interest in serving on Regional
Planning Committee
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Contact Information
Kate Lyons, ICF International
703-225-2942
[email protected]
Sharan London, ICF International
703-934-3405
[email protected]
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