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CoC Debriefing Summary 2009

CoC Debriefing Summary 2009. CoC Scoring 2009. CoC Scoring 2008 and 2009. Scoring Change: 2008 to2009. National Scoring Information 2009. High Score: 91.25 (TCHC 83.75 = 92% ) (tchc 2008 88.5 = 96%) Low Score: 43 Median Score: 75 Funding Line: 71.25 (TCHC 83.75= +12.50 )

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CoC Debriefing Summary 2009

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  1. CoC Debriefing Summary2009

  2. CoC Scoring 2009

  3. CoC Scoring 2008 and 2009

  4. Scoring Change: 2008 to2009

  5. National Scoring Information 2009 • High Score: 91.25 (TCHC 83.75 = 92%) (tchc 2008 88.5 = 96%) • Low Score: 43 • Median Score: 75 • Funding Line: 71.25 (TCHC 83.75= +12.50) (tchc 2008 88.5 = +10.25)

  6. TCHC Overall Comparative2008 to 2009 • Did not score as high • More national competition • Always room for improvement…. • So let’s review……

  7. Competition Summary • Renewals were NOT competitive • Streamlined renewal process • Eligible SHP and S+C projects announced soon after submission deadline • New projects announced … July 2010… • Samaritan House Villages II Acquisition • PNS HOSO III

  8. Point Structure • For the 2009 CoC Competition, HUD awarded up to 100 total points for all five scoring categories • CoC Housing, Services and Structure • Homeless Needs and Data Collection • CoC Strategic Planning • CoC Performance • Emphasis on Housing Activities

  9. CoC Housing, Services& Structure ANALYSIS of 2009 Coordinated, inclusive, Outcome-oriented process Housing developers, business associations Well-defined comprehensive strategies to address entire CoC system Serving all subpopulations: DV, HIV/AIDS, VETS, SMI, Chronic Substance Abuse Community-wide inventory of housing and services

  10. CoC Housing, Services & Structure • IMPROVEMENTS INTO 2010 • Coordinated, inclusive, Outcome-oriented process: • Planning Council Re-org; Consumer Council • Housing developers, business associations • Corporations for Supportive Housing, MACH Housing Sub-Committee • Well-defined comprehensive strategies to address entire CoC system… • TCHC, Planning Council Strategic Work Plans • Serving all subpopulations: DV, HIV/AIDS, VETS, SMI, Chronic Substance Abuse • VA/VASH; Directions Home: SoS; MHMR Add Serv • Community-wide inventory of housing and services • Expansion of website, housing inventory, services inventory

  11. Homeless Needs & Data Collection ANALYSIS of 2009 3 of 4 AHAR participation (2008 2 of 4) ES Individual not over 86% coverage De-duplication of data plan/procedures – validating data on entry, timeliness Unsheltered homeless data Null value rate unchanged

  12. Homeless Needs & Data Collection • IMPROVEMENTS INTO 2010 • 3 of 4 AHAR participation (2008 2 of 4) • Goal of 7 / 7 in new HMIS Goals and Objectives AHAR (including VETS Data) • ES Individual not over 86% coverage – • +86% in new HMIS Goals and Objectives, need weekly and monthly PIT for ES facilities • Deduplication plan/procedures – validating data on entry, timeliness • New MOA between TCHC, COC and TCACCESS October 1, 2010 • Unsheltered homeless data • PATH and SOS teams, survey design for 2011 census • Null value rate unchanged: New MOA…

  13. CoC Strategic Planning • ANALYSIS of 2009 • Ending Chronic homelessness and a 10-year plan • Discharge policy: clear description of WHERE people go other than a homeless situation • Goals and timelines to achieve the five objectives • HPRP coordination with all CoC

  14. CoC Strategic Planning • IMPROVEMENTS INTO 2010 • Ending chronic homelessness and a 10-year plan • Less emphasis on planning, more on outcome performance • Discharge policy: clear description of WHERE people go other than a homeless situation • Still a major deficit with corrections and health care; draft proposal on health care for 2010 • Goals and timelines to achieve the five objectives • Continue specific measurable and related plan through Planning Council and Taskforces • HPRP coordination with all CoC • VASH/HPRP developing; Prevention Task force should meet with all HPRP grantees for year 2 • Leveraging of funds (Dallas has a 200% leverage requirement).

  15. CoC Performance • ANALYSIS of 2009 • Achieved proposed action steps from 2008 • Increase PSH beds for chronic homeless and reduction in chronic homelessness • Achieve the five objectives

  16. CoC Performance

  17. CoC Performance IMPROVEMENTS INTO 2010 • Achieved proposed action steps from 2009 • Planning Council and Task force action steps in place • Increase PSH beds for chronic homeless and reduction in chronic homelessness • VASH: Chronic Vets; DH Fully lease up • Achieve the five objectives • Permanent Housing Bonus: HOSO III, HHSP beds • PSH: Eviction Prevention Planning; Housing Inventory; Housing Specialist • TH: utilization is down for third year in a row: TH Taskforce • Job Developer goals: • Homeless Households: HPRP +, show collaboration with ES

  18. Emphasis on Housing • ANALYSIS of 2009 • Significant drop in importance (2008 18) • Not about adding PSH; amount of local financial leverage for NEW permanent housing bonus. • Dallas requires 200% leverage • Our CoC Application 2009: 73%

  19. The BIG Picture BIGGEST CHALLENGES • Evaluating progress and performance BEFORE the year is over by case managers, program directors and Executive Directors The CoC needs real-time, accurate, analyzable, accessible data and reporting at all levels of CoC implementation, management and evaluation

  20. The BIG Picture BIGGEST CHALLENGES • Preparing for HEARTH and the new goal: Ending homelessness in 30 days (20 if you want to be high performing) The CoC needs real-time, centralized, rapid intake and assessment and immediate referral systems in place for new homeless

  21. The BIG Picture BIGGEST CHALLENGES • Planning, coordinating and responding to needs cannot just mean more and more meetings…the CoC System most adapt smoothly with comprehensive CoC-wide input and agreement (RH and LH….) The CoC needs expedited identification of gaps in services or procedures and swift implementation of solutions that are consistent across key subject/target areas: e.g. VETS, SMI, ES, TH families, MHMR, Women

  22. The BIG Picture BIGGEST CHALLENGES • The CoC should examine who does what best and define some shared roles and some distinct roles in service and housing. Top level CoC management needs to share and understand strategic directions of other CoC providers to assure non-duplication, opportunities for MOU, and their strategic fit with HEARTH Act and HUD CoC funding and policy changes

  23. Painting that BIG Picture…

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