Before Starting the CoC Application

Transcription

1 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Before Starting the CoC Application The CoC Consolidated Application is made up of two parts: the CoC Application and the CoC Priority Listing, with all of the CoC s project applications either approved and ranked, or rejected. The Collaborative Applicant is responsible for submitting both the CoC Application and the CoC Priority Listing in order for the CoC Consolidated Application to be considered complete. The Collaborative Applicant is responsible for: - Reviewing the FY 2016 CoC Program Competition NOFA in its entirety for specific application and program requirements. - Using the CoC Application Detailed Instructions while completing the application in e-snaps. - Answering all questions in the CoC application. It is the responsibility of the Collaborative Applicant to ensure that all imported and new responses in all parts of the application are fully reviewed and completed. When doing this keep in mind: - This year, CoCs will see that a few responses have been imported from the FY 2015 CoC Application. - For some of the questions HUD has provided documents to assist Collaborative Applicants in completing responses. - For other questions, the Collaborative Applicant must be aware of responses provided by project applications in their Project Applications. - Some questions require the Collaborative Applicant to attach a document to receive credit. This will be identified in the question. - All questions marked with an asterisk (*) are mandatory and must be completed in order to submit the CoC Application. For CoC Application Detailed Instructions click here. FY2016 CoC Application Page 1 09/12/2016

2 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A. Continuum of Care (CoC) Identification Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 1A-1. CoC Name and Number: NV Las Vegas/Clark County CoC 1A-2. Collaborative Applicant Name: Clark County Social Service 1A-3. CoC Designation: CA 1A-4. HMIS Lead: Clark County Social Service FY2016 CoC Application Page 2 09/12/2016

3 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Continuum of Care (CoC) Engagement Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 1B-1. From the list below, select those organizations and persons that participate in CoC meetings. Then select "Yes" or "No" to indicate if CoC meeting participants are voting members or if they sit on the CoC Board. Only select "Not Applicable" if the organization or person does not exist in the CoC's geographic area. Organization/Person Categories Participates in CoC Meetings Votes, including electing CoC Board Local Government Staff/Officials Yes Yes Yes CDBG/HOME/ESG Entitlement Jurisdiction Yes Yes Yes Law Enforcement Yes Yes Yes Local Jail(s) Yes Yes No Hospital(s) Yes Yes Yes EMT/Crisis Response Team(s) Yes Yes Yes Mental Health Service Organizations Yes Yes Yes Substance Abuse Service Organizations Yes Yes Yes Affordable Housing Developer(s) Yes Yes Yes Public Housing Authorities Yes Yes Yes CoC Funded Youth Homeless Organizations Yes Yes Yes Non-CoC Funded Youth Homeless Organizations Yes Yes Yes School Administrators/Homeless Liaisons Yes Yes Yes Sits on CoC Board CoC Funded Victim Service Providers Not Applicable No Not Applicable Non-CoC Funded Victim Service Providers Yes Yes Yes Street Outreach Team(s) Yes Yes Yes Youth advocates Yes Yes Yes Agencies that serve survivors of human trafficking Yes Yes Yes Other homeless subpopulation advocates Yes Yes Yes Homeless or Formerly Homeless Persons Yes Yes Yes Faith - Based Organizations Yes Yes Yes Tribal Representation Yes Yes Yes Veteran's Administration Yes Yes Yes FY2016 CoC Application Page 3 09/12/2016

4 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B-1a. Describe in detail how the CoC solicits and considers the full range of opinions from individuals or organizations with knowledge of homelessness or an interest in preventing and ending homelessness in the geographic area. Please provide two examples of organizations or individuals from the list in 1B-1 to answer this question. The CoC Board has open enrollment for any agency/person interested in CoC membership. Board applications are accepted throughout the year and encouraged during open meetings and through CoC member s. Also, the CoC Board Interest Form is available at helphopehome.org. There is representation of multiple Homeless or Formerly Homeless Persons on the Board, Evaluation, Functional Zero, and Coordinated Intake working groups. This representation helps to inform processes associated with the majority of functions within the CoC. In another example, multiple entities are collaborating on a PSH project geared toward frequent users. The ClarkCountyFUSE initiative has convened a body of multiple systems to include the criminal justice, behavioral health, emergency responders, and social service systems to address high utilizers. The goal of the initiative is to reduce the frequency of usage of high cost systems by utilizing supportive housing as an intervention to end homelessness. 1B-1b. List Runaway and Homeless Youth (RHY)-funded and other youth homeless assistance providers (CoC Program and non-coc Program funded) who operate within the CoC's geographic area. Then select "Yes" or "No" to indicate if each provider is a voting member or sits on the CoC Board. Youth Service Provider (up to 10) RHY Funded? Participated as a Voting Member in at least two CoC Meetings between July 1, 2015 and June 20, Sat on CoC Board as active member or official at any point between July 1, 2015 and June 20, Nevada Partnership for Homeless Youth Yes Yes Yes HELP of Southern Nevada No Yes Yes Southern Nevada Children First Yes Yes No WestCare Yes Yes Yes St. Jude's Ranch for Children No Yes No Living Grace Homes No Yes No 1B-1c. List the victim service providers (CoC Program and non-coc Program funded) who operate within the CoC's geographic area. FY2016 CoC Application Page 4 09/12/2016

5 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Then select "Yes" or "No" to indicate if each provider is a voting member or sits on the CoC Board. Victim Service Provider for Survivors of Domestic Violence (up to 10) Participated as a Voting Member in at least two CoC Meetings between July 1, 2015 and June 30, 2016 Sat on CoC Board as active member or official at any point between July 1, 2015 and June 30, Safe Nest Yes Yes Safe House Yes No 1B-2. Explain how the CoC is open to proposals from entities that have not previously received funds in prior CoC Program competitions, even if the CoC is not applying for new projects in (limit 1000 characters) The CoC conducts a local application process prior to the release of NOFA. This opportunity is announced at all meetings where providers are present as well as press releases, websites, newspapers, public announcements and word of mouth. The CoC Coordinator responds to each request to meet with new agencies to review their mission and programs to determine the best fit within the continuum. TA is also provided to inform preparation of an application and appropriate funding sources. The CoC Evaluation Working Group (EWG) gives new agencies an opportunity for inclusion in the CoC application provided the agency shows evidence of sound management with a track record of performance and if the project meets local and federal priorities. The State of Nevada s Office of Grant Procurement is a single point of contact (SPOC) for NV State agencies that submit or receive federal grants, enhancing coordination and management of grant opportunities while ensuring widespread publication. 1B-3. How often does the CoC invite new members to join the CoC through a publicly available invitation? Monthly FY2016 CoC Application Page 5 09/12/2016

6 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ C. Continuum of Care (CoC) Coordination Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 1C-1. Does the CoC coordinate with Federal, State, Local, private and other entities serving homeless individuals and families and those at risk of homelessness in the planning, operation and funding of projects? Only select "Not Applicable" if the funding source does not exist within the CoC's geographic area. Funding or Program Source Coordinates with Planning, Operation and Funding of Projects Housing Opportunities for Persons with AIDS (HOPWA) Temporary Assistance for Needy Families (TANF) Runaway and Homeless Youth (RHY) Head Start Program Housing and service programs funded through Federal, State and local government resources. No No Yes No Yes 1C-2. The McKinney-Vento Act, requires CoC's to participate in the Consolidated Plan(s) (Con Plan(s)) for the geographic area served by the CoC. The CoC Program Interim rule at 24 CFR (c) (4) requires the CoC to provide information required to complete the Con Plan(s) within the CoC's geographic area, and 24 CFR (a)(2)(i) and 24 CFR (b)(2) requires the State and local Con Plan jurisdiction(s) consult with the CoC. The following chart asks for the information about CoC and Con Plan jurisdiction coordination, as well as CoC and ESG recipient coordination. CoCs can use the CoCs and Consolidated Plan Jurisdiction Crosswalk to assist in answering this question. Number Number of Con Plan jurisdictions with whom the CoC geography overlaps 4 How many Con Plan jurisdictions did the CoC participate with in their Con Plan development process? 4 How many Con Plan jurisdictions did the CoC provide with Con Plan jurisdiction level PIT data? 4 How many of the Con Plan jurisdictions are also ESG recipients? 3 How many ESG recipients did the CoC participate with to make ESG funding decisions? 3 How many ESG recipients did the CoC consult with in the development of ESG performance standards and evaluation process for ESG funded activities? 3 FY2016 CoC Application Page 6 09/12/2016

7 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ C-2a. Based on the responses provided in 1C-2, describe in greater detail how the CoC participates with the Consolidated Plan jurisdiction(s) located in the CoC's geographic area and include the frequency and type of interactions between the CoC and the Consolidated Plan jurisdiction(s). (limit 1000 characters) The CoC collaborated with all Con Plan jurisdictions. Clark County, the cities of Las Vegas, Henderson, North Las Vegas, Boulder City, the local HUD office and CoC Coordinator meets bimonthly for 2 hours to discuss issues relating to HOME, CDBG, NSP, ESG, CoC and cross cutting federal regulations. These meetings ensure coordination and collaboration on joint projects, grant applications and regional planning issues. The Consortium meetings allow for an assessment of the regional impact of housing, homeless and community development policies and projects. Consortium jurisdictions are active members of the SNH CoC Board and EWG, which meets monthly for 2 hours each, along with United Way and Dept. of Welfare and Support Services to ensure all city, county, state and other federal homeless funds are consistent with the regional plan to end homelessness and the CoC s goals and objectives. The CoC Coordinator also interacts with the jurisdiction, as needed, through phone calls and s. 1C-2b. Based on the response in 1C-2, describe how the CoC is working with ESG recipients to determine local ESG funding decisions and how the CoC assists in the development of performance standards and evaluation of outcomes for ESG-funded activities. (limit 1000 characters) ESG recipients in the CoC serve on the Board, Evaluation Working Group(EWG) & Monitoring Working Group(MWG) to ensure collaboration, nonduplication & maximum resource use. The Community Resources Management Unit is now housed under the CCSS umbrella & aligns with CoC objectives. ESG funds will be used to fill gaps, such as shelters to reserve beds, for coordinated entry referrals for DV shelters & RRH programs serving families/fathers w/children. EWG will now review applications & make initial ESG funding recommendations. EWG receives monthly subrecipient updates & yearly funding recommendation reviews from local jurisdictions. MWG monitors CoC recipients who also receive ESG funds. Performance evaluation criteria for ESG subrecipients align w/coc performance evaluation criteria. MWG work with jurisdictions to identify agencies of concern ensuring effective use of funds. ESG subrecipients must participate in HMIS, from which performance & outcomes are evaluated(mwg) & reported(ewg). 1C-3. Describe how the CoC coordinates with victim service providers and non-victim service providers (CoC Program funded and non-coc funded) to ensure that survivors of domestic violence are provided housing and services that provide and maintain safety and security. Responses must address how the service providers ensure and maintain the safety and security of participants and how client choice is upheld. (limit 1000 characters) FY2016 CoC Application Page 7 09/12/2016

8 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Protocols are in place to ensure DV victims get the appropriate services from CoC service providers or Coordinated Intake. Providers are instructed to contact the DV crisis hotline for support, shelter or resources and referrals for DV victims. Victims in CoC programs are exempt from entry into HMIS unless the victim continues to receive other services thru a non-dv agency. Victims accessing a DV shelter are entered into HMIS with no identifying information; "00000" is used to create an ID number used for data, ensuring confidentiality. If a victim is in a DV program seeking services they are able to bypass coordinated intake and work with service providers to get into housing and services to avoid additional safety concerns, while promoting client choice. If there are ongoing safety concerns the DV provider and the CoC provider collaborate to ensure the client is safe. For CoC events like PHC, DV providers are able to by-pass public registration to increase their safety. 1C-4. List each of the Public Housing Agencies (PHAs) within the CoC's geographic area. If there are more than 5 PHAs within the CoC s geographic area, list the 5 largest PHAs. For each PHA, provide the percentage of new admissions that were homeless at the time of admission between July 1, 2015 and June 30, 2016 and indicate whether the PHA has a homeless admissions preference in its Public Housing and/or Housing Choice Voucher (HCV) program. Public Housing Agency Name % New Admissions into Public Housing and Housing Choice Voucher Program from 7/1/15 to 6/30/16 who were homeless at entry PHA has General or Limited Homeless Preference Southern Nevada Regional Housing Authority 58.60% Yes-Both If you select "Yes--Public Housing," "Yes--HCV," or "Yes--Both" for "PHA has general or limited homeless preference," you must attach documentation of the preference from the PHA in order to receive credit. 1C-5. Other than CoC, ESG, Housing Choice Voucher Programs and Public Housing, describe other subsidized or low-income housing opportunities that exist within the CoC that target persons experiencing homelessness. (limit 1000 characters) S. NV boasts an extensive TBRA Program, funded using State Low Income Housing Trust Funds, disbursed by Clark County, Las Vegas, North Las Vegas and Henderson. It is specifically for homeless, assisting over 100 households annually. Catholic Charities and HELP of S. NV operate this program by providing case management. Over $1 million in state and local funds was awarded for TBRA. Clark County awarded $2 million in general funds for homeless programs of which $420,205 is for rapid re-housing, homeless prevention, and transitional housing. Las Vegas uses general and FY2016 CoC Application Page 8 09/12/2016

9 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Redevelopment Agency funds of $421,978 for an emergency homeless housing program that provides limited subsidized housing and related supportive services to critical activities not supported by other funds. The City s HOPWA agencies provide emergency assistance and housing to prevent clients with HIV/AIDS from becoming homeless. For FY15, $1,145,739 was awarded to 5 agencies. 1C-6. Select the specific strategies implemented by the CoC to ensure that homelessness is not criminalized in the CoC's geographic area. Select all that apply. Engaged/educated local policymakers: Engaged/educated law enforcement: Implemented communitywide plans: X X X No strategies have been implemented Other:(limit 1000 characters) FY2016 CoC Application Page 9 09/12/2016

10 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ D. Continuum of Care (CoC) Discharge Planning Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. Foster Care: Health Care: 1D-1. Select the system(s) of care within the CoC's geographic area for which there is a discharge policy in place that is mandated by the State, the CoC, or another entity for the following institutions? Check all that apply. X X Mental Health Care: Correctional Facilities: X X None: Foster Care: Health Care: 1D-2. Select the system(s) of care within the CoC's geographic area with which the CoC actively coordinates with to ensure institutionalized persons that have resided in each system of care for longer than 90 days are not discharged into homelessness. Check all that apply. X X Mental Health Care: Correctional Facilities: X X None: 1D-2a. If the applicant did not check all boxes in 1D-2, explain why there is no coordination with the institution(s) that were not selected and explain how the CoC plans to coordinate with the institution(s) to ensure persons FY2016 CoC Application Page 10 09/12/2016

11 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ discharged are not discharged into homelessness. (limit 1000 characters) not applicable FY2016 CoC Application Page 11 09/12/2016

12 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ E. Centralized or Coordinated Assessment (Coordinated Entry) Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. The CoC Program Interim Rule requires CoCs to establish a Centralized or Coordinated Assessment System which HUD refers to as the Coordinated Entry Process. Based on the recent Coordinated Entry Policy Brief, HUD's primary goals for the coordinated entry process are that assistance be allocated as effectively as possible and that it be easily accessible no matter where or how people present for assistance. 1E-1. Explain how the CoC's coordinated entry process is designed to identify, engage, and assist homeless individuals and families that will ensure those who request or need assistance are connected to proper housing and services. (limit 1000 characters) The CoC has CI for veterans and households w/o children. CI for families, youth and DV are in development and anticipated to be piloted by Jan Housing assessments are conducted at CI hubs and by Outreach teams during day and evening hours totaling 90 hrs/wk. These teams provide stabilization services and respond to encampments in tunnels, washes, etc. CPD is used to guide the prioritization for housing opportunities. Once assessed, a client is placed in an electronic Community Queue. Providers contact the community matcher when units are available in PSH, RRH or TH. Referrals are made through HMIS with a public alert to notify outreach teams. The Agency has 7 days to make contact and begin the housing intake process. Bridge housing may be utilized as emergency placement until the eligibility is verified. Information about CI is updated on the community s homeless resource website. Services and outreach for these groups continue to operate as usual. 1E-2. CoC Program and ESG Program funded projects are required to participate in the coordinated entry process, but there are many other organizations and individuals who may participate but are not required to do so. From the following list, for each type of organization or individual, select all of the applicable checkboxes that indicate how that organization or individual participates in the CoC's coordinated entry process. If there are other organizations or persons who participate but are not on this list, enter the information in the blank text box, click "Save" at the bottom of FY2016 CoC Application Page 12 09/12/2016

13 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Organization/Person Categories Local Government Staff/Officials the screen, and then select the applicable checkboxes. Participate s in Ongoing Planning and Evaluation Makes Referrals to the Coordinate d Entry Process Receives Referrals from the Coordinate d Entry Process Operates Access Point for Coordinate d Entry Process Participate s in Case Conferenci ng X X X X X Does not Participate Does not Exist CDBG/HOME/Entitlement Jurisdiction Law Enforcement Local Jail(s) Hospital(s) EMT/Crisis Response Team(s) X X X X X X X Mental Health Service Organizations Substance Abuse Service Organizations Affordable Housing Developer(s) Public Housing Authorities X X X X X X X X X X Non-CoC Funded Youth Homeless Organizations School Administrators/Homeless Liaisons Non-CoC Funded Victim Service Organizations X X X X X X Street Outreach Team(s) X X Homeless or Formerly Homeless Persons X X FY2016 CoC Application Page 13 09/12/2016

14 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ F. Continuum of Care (CoC) Project Review, Ranking, and Selection Instructions For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 1F-1. For all renewal project applications submitted in the FY 2016 CoC Program Competition complete the chart below regarding the CoC s review of the Annual Performance Report(s). How many renewal project applications were submitted in the FY 2016 CoC Program Competition? 26 How many of the renewal project applications are first time renewals for which the first operating year has not expired yet? 4 How many renewal project application APRs were reviewed by the CoC as part of the local CoC competition project review, ranking, and selection process for the FY 2016 CoC Program Competition? 22 Percentage of APRs submitted by renewing projects within the CoC that were reviewed by the CoC in the 2016 CoC Competition? % 1F-2 - In the sections below, check the appropriate box(es) for each selection to indicate how project applications were reviewed and ranked for the FY 2016 CoC Program Competition. Written documentation of the CoC's publicly announced Rating and Review procedure must be attached. Performance outcomes from APR reports/hmis: % permanent housing exit destinations % increases in income X X Monitoring criteria: Utilization rates Drawdown rates Frequency or Amount of Funds Recaptured by HUD X X X Need for specialized population services: FY2016 CoC Application Page 14 09/12/2016

15 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Youth Victims of Domestic Violence Families with Children Persons Experiencing Chronic Homelessness Veterans X X X X X None: 1F-2a. Describe how the CoC considered the severity of needs and vulnerabilities of participants that are, or will be, served by the project applications when determining project application priority. (limit 1000 characters) The CoC EWG and MWG understand the importance of prioritizing the hardest to serve homeless clients and that outcomes for those clients may be harder to achieve. The harder to serve clients are considered those who are experiencing substance abuse issues, have chronic health conditions, HIV, developmental or physical disabilities, victims of domestic violence or are youth under 25 years of age.to ensure that CoC providers are incentivized to serve this population and to account for the expected lower outcomes, the CoC MWG and EWG utilized a performance monitoring tool, which allocated 25% of the performance measures scoring to projects serving the harder to serve clients. Projects that served at least 60% of clients that met one of these criteria received a score of 15 points, those that served at least 50% of clients that met at least 2 of these criteria received a score of 20 points and projects that served 40% of clients that met 3 or more of the criteria receive 25 points. 1F-3. Describe how the CoC made the local competition review, ranking, and selection criteria publicly available, and identify the public medium(s) used and the date(s) of posting. Evidence of the public posting must be attached. (limit 750 characters) A 5/27 news release informed interested parties of the 2016 local application (app) process to include mandatory TA sessions held 6/3/16 & 6/6/16. The Nevada Homeless Alliance sent a mass to all homeless service providers, faith-based groups, and past volunteers for PHC. Announcements were made at CoC Board, homeless service providers & directors, and Mainstream Programs Basic Training public meetings. The following announcements & resources were posted on HelpHopeHome.org (HHH): app announcement-hhh & Facebook (5/31); local app instructions (6/20); app FAQ s (6/21); App Reviewer s Guide (7/5); presentation schedule (7/7); monitoring resources (8/2); 2016 ranking methodology (8/11); ranking results for CoC board FY2016 CoC Application Page 15 09/12/2016

16 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ recommendation (8/12). 1F-4. On what date did the CoC and Collaborative Applicant publicly post all parts of the FY 2016 CoC Consolidated Application that included the final project application ranking? (Written documentation of the public posting, with the date of the posting clearly visible, must be attached. In addition, evidence of communicating decisions to the CoC's full membership must be attached). 1F-5. Did the CoC use the reallocation process in the FY 2016 CoC Program Competition to reduce or reject projects for the creation of new projects? (If the CoC utilized the reallocation process, evidence of the public posting of the reallocation process must be attached.) Yes 1F-5a. If the CoC rejected project application(s), on what date did the CoC and Collaborative Applicant notify those project applicants that their project application was rejected? (If project applications were rejected, a copy of the written notification to each project applicant must be attached.) 09/01/2016 1F-6. In the Annual Renewal Demand (ARD) is the CoC's FY 2016 CoC's FY 2016 Priority Listing equal to or less than the ARD on the final HUD-approved FY2016 GIW? Yes FY2016 CoC Application Page 16 09/12/2016

17 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ G. Continuum of Care (CoC) Addressing Project Capacity Instructions For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 1G-1. Describe how the CoC monitors the performance of CoC Program recipients. (limit 1000 characters) The MWG reviews APRs submitted to HUD and APRs from HMIS to create performance measurement scores used by the EWG for ranking. The MWG utilizes a monitoring tool to measure program performance. Performance monitoring includes serving the hardest to serve; reducing the length of homeless episodes and new and return entries into homelessness; increasing jobs, income, and self-sufficiency, exits to permanent housing; and HMIS participation and data quality. The MWG also reviews utilization rates, spending/drawdown rates, funds recaptured by HUD, and participant eligibility documentation through case file reviews. EWG considers recidivism rates and coordinated intake participation. A project scorecard is created from this data and given to providers, with a detailed explanation of the methodology and data elements used. The CoC Coordinator reviews providers performance at least semi-annually and conducts TA visits to help providers improve program delivery and performance outcomes. 1G-2. Did the Collaborative Applicant include accurately completed and appropriately signed form HUD-2991(s) for all project applications submitted on the CoC Priority Listing? Yes FY2016 CoC Application Page 17 09/12/2016

18 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A. Homeless Management Information System (HMIS) Implementation Intructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 2A-1. Does the CoC have a Governance Charter that outlines the roles and responsibilities of the CoC and the HMIS Lead, either within the Charter itself or by reference to a separate document like an MOU/MOA? In all cases, the CoC's Governance Charter must be attached to receive credit, In addition, if applicable, any separate document, like an MOU/MOA, must also be attached to receive credit. Yes 2A-1a. Include the page number where the roles and responsibilities of the CoC and HMIS Lead can be found in the attached document referenced in 2A-1. In addition, in the textbox indicate if the page number applies to the CoC's attached governance charter or attached MOU/MOA. HIMIS Governance Charter pages 3-4 2A-2. Does the CoC have a HMIS Policies and Procedures Manual? If yes, in order to receive credit the HMIS Policies and Procedures Manual must be attached to the CoC Application. Yes 2A-3. Are there agreements in place that outline roles and responsibilities between the HMIS Lead and the Contributing HMIS Organization (CHOs)? Yes 2A-4. What is the name of the HMIS software Clarity FY2016 CoC Application Page 18 09/12/2016

19 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ used by the CoC (e.g., ABC Software)? 2A-5. What is the name of the HMIS software vendor (e.g., ABC Systems)? Bitfocus FY2016 CoC Application Page 19 09/12/2016

20 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Homeless Management Information System (HMIS) Funding Sources Instructions For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 2B-1. Select the HMIS implementation coverage area: Single CoC * 2B-2. In the charts below, enter the amount of funding from each funding source that contributes to the total HMIS budget for the CoC. 2B-2.1 Funding Type: Federal - HUD Funding Source Funding CoC $504,000 ESG $12,000 CDBG $0 HOME $0 HOPWA $0 Federal - HUD - Total Amount $516,000 2B-2.2 Funding Type: Other Federal Funding Source Funding Department of Education $0 Department of Health and Human Services $205,000 Department of Labor $0 Department of Agriculture $0 Department of Veterans Affairs $0 Other Federal $0 Other Federal - Total Amount $205,000 Funding Source 2B-2.3 Funding Type: State and Local Funding FY2016 CoC Application Page 20 09/12/2016

21 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ City $133,539 County $153,809 State $29,500 State and Local - Total Amount $316,848 2B-2.4 Funding Type: Private Funding Source Funding Individual $0 Organization $10,000 Private - Total Amount $10,000 2B-2.5 Funding Type: Other Funding Source Funding Participation Fees $0 Other - Total Amount $0 2B-2.6 Total Budget for Operating Year $1,047,848 FY2016 CoC Application Page 21 09/12/2016

22 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ C. Homeless Management Information System (HMIS) Bed Coverage Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 2C-1. Enter the date the CoC submitted the 2016 HIC data in HDX, (mm/dd/yyyy): 05/02/2016 2C-2. Per the 2016 Housing Inventory Count (HIC) Indicate the number of beds in the 2016 HIC and in HMIS for each project type within the CoC. If a particular project type does not exist in the CoC then enter "0" for all cells in that project type. Project Type Total Beds in 2016 HIC Total Beds in HIC Dedicated for DV Total Beds in HMIS HMIS Bed Coverage Rate Emergency Shelter (ESG) beds 2, , % Safe Haven (SH) beds % Transitional Housing (TH) beds % Rapid Re-Housing (RRH) beds % Permanent Supportive Housing (PSH) beds 2, , % Other Permanent Housing (OPH) beds C-2a. If the bed coverage rate for any project type is below 85 percent, describe how the CoC plans to increase the bed coverage rate for each of these project types in the next 12 months. (limit 1000 characters) Not applicable VA Grant per diem (VA GPD): 2C-3. If any of the project types listed in question 2C-2 above have a coverage rate below 85 percent, and some or all of these rates can be attributed to beds covered by one of the following program types, please indicate that here by selecting all that apply from the list below. VASH: FY2016 CoC Application Page 22 09/12/2016

23 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Faith-Based projects/rescue mission: X Youth focused projects: Voucher beds (non-permanent housing): HOPWA projects: Not Applicable: 2C-4. How often does the CoC review or assess its HMIS bed coverage? Quarterly FY2016 CoC Application Page 23 09/12/2016

24 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ D. Homeless Management Information System (HMIS) Data Quality Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 2D-1. Indicate the percentage of unduplicated client records with null or missing values and the percentage of "Client Doesn't Know" or "Client Refused" within the last 10 days of January Universal Data Element Percentage Null or Missing Percentage Client Doesn't Know or Refused 3.1 Name 0% 6% 3.2 Social Security Number 0% 9% 3.3 Date of birth 0% 0% 3.4 Race 0% 4% 3.5 Ethnicity 0% 0% 3.6 Gender 0% 0% 3.7 Veteran status 0% 0% 3.8 Disabling condition 2% 0% 3.9 Residence prior to project entry 1% 0% 3.10 Project Entry Date 0% 0% 3.11 Project Exit Date 0% 0% 3.12 Destination 2% 1% 3.15 Relationship to Head of Household 2% 0% 3.16 Client Location 0% 0% 3.17 Length of time on street, in an emergency shelter, or safe haven 4% 1% 2D-2. Identify which of the following reports your HMIS generates. Select all that apply: CoC Annual Performance Report (APR): ESG Consolidated Annual Performance and Evaluation Report (CAPER): Annual Homeless Assessment Report (AHAR) table shells: X X X FY2016 CoC Application Page 24 09/12/2016

25 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ None 2D-3. If you submitted the 2016 AHAR, how many AHAR tables (i.e., ES-ind, ES-family, etc) were accepted and used in the last AHAR? 12 2D-4. How frequently does the CoC review data quality in the HMIS? Monthly 2D-5. Select from the dropdown to indicate if standardized HMIS data quality reports are generated to review data quality at the CoC level, project level, or both. Both Project and CoC 2D-6. From the following list of federal partner programs, select the ones that are currently using the CoC's HMIS. VA Supportive Services for Veteran Families (SSVF): VA Grant and Per Diem (GPD): Runaway and Homeless Youth (RHY): Projects for Assistance in Transition from Homelessness (PATH): X X X X None: 2D-6a. If any of the Federal partner programs listed in 2D-6 are not currently entering data in the CoC's HMIS and intend to begin entering data in the next 12 months, indicate the Federal partner program and the anticipated start date. (limit 750 characters) not applicable FY2016 CoC Application Page 25 09/12/2016

26 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ E. Continuum of Care (CoC) Sheltered Point-in- Time (PIT) Count Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. The data collected during the PIT count is vital for both CoC's and HUD. HUD needs accurate data to understand the context and nature of homelessness throughout the country, and to provide Congressand the Office of Management and Budget (OMB) with information regarding services provided, gaps in service, and performance. Accurate, high quality data is vital to inform Congress' funding decisions. 2E-1. Did the CoC approve the final sheltered PIT count methodology for the 2016 sheltered PIT count? Yes 2E-2. Indicate the date of the most recent sheltered PIT count: (mm/dd/yyyy) 01/26/2016 2E-2a. If the CoC conducted the sheltered PIT count outside of the last 10 days of January 2016, was an exception granted by HUD? Not Applicable 2E-3. Enter the date the CoC submitted the sheltered PIT count data in HDX: (mm/dd/yyyy) 05/02/2016 FY2016 CoC Application Page 26 09/12/2016

27 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ F. Continuum of Care (CoC) Sheltered Point-in- Time (PIT) Count: Methods Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. Complete Census Count: 2F-1. Indicate the method(s) used to count sheltered homeless persons during the 2016 PIT count: X Random sample and extrapolation: Non-random sample and extrapolation: spreadsheet data request for agencies not in HMIS X HMIS: 2F-2. Indicate the methods used to gather and calculate subpopulation data for sheltered homeless persons: X HMIS plus extrapolation: Interview of sheltered persons: Sample of PIT interviews plus extrapolation: spreadsheet data request for agencies not in HMIS 2F-3. Provide a brief description of your CoC's sheltered PIT count methodology and describe why your CoC selected its sheltered PIT count methodology. (limit 1000 characters) The CoC utilizes HMIS to conduct the sheltered PIT and the DV providers submit their information separately to the CoC. All providers are instructed to ensure that enrollment for their programs are current on the night of the PIT. FY2016 CoC Application Page 27 09/12/2016

28 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ The data extracted from HMIS is reviewed by the CoC; any discrepancies from the data versus housing inventory are verified through communication via phone call or to the provider. This methodology to utilize HMIS data was chosen to reduce potential discrepancies and encourage all providers to use HMIS. 2F-4. Describe any change in methodology from your sheltered PIT count in 2015 to 2016, including any change in sampling or extrapolation method, if applicable. Do not include information on changes to the implementation of your sheltered PIT count methodology (e.g., enhanced training or change in partners participating in the PIT count). (limit 1000 characters) There were no changes from the methodology of the PIT from 2015 to F-5. Did your CoC change its provider coverage in the 2016 sheltered count? No 2F-5a. If "Yes" in 2F-5, then describe the change in provider coverage in the 2016 sheltered count. (limit 750 characters) not applicable FY2016 CoC Application Page 28 09/12/2016

29 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ G. Continuum of Care (CoC) Sheltered Point-in- Time (PIT) Count: Data Quality Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. Training: Follow-up: HMIS: 2G-1. Indicate the methods used to ensure the quality of the data collected during the sheltered PIT count: X X X Non-HMIS de-duplication techniques: 2G-2. Describe any change to the way your CoC implemented its sheltered PIT count from 2015 to 2016 that would change data quality, including changes to training volunteers and inclusion of any partner agencies in the sheltered PIT count planning and implementation, if applicable. Do not include information on changes to actual sheltered PIT count methodology (e.g. change in sampling or extrapolation methods). (limit 1000 characters) There were no changes from the methodology of the PIT from 2015 to FY2016 CoC Application Page 29 09/12/2016

30 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ H. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. HUD requires CoCs to conduct an unsheltered PIT count every 2 years (biennially) during the last 10 days in January; however, HUD also strongly encourages CoCs to conduct the unsheltered PIT count annually at the same time that they conduct annual sheltered PIT counts. HUD required CoCs to conduct the last biennial PIT count during the last 10 days in January H-1. Did the CoC approve the final unsheltered PIT count methodology for the most recent unsheltered PIT count? Yes 2H-2. Indicate the date of the most recent unsheltered PIT count (mm/dd/yyyy): 01/27/2016 2H-2a. If the CoC conducted the unsheltered PIT count outside of the last 10 days of January 2016, or most recent count, was an exception granted by HUD? Not Applicable 2H-3. Enter the date the CoC submitted the unsheltered PIT count data in HDX (mm/dd/yyyy): 05/02/2016 FY2016 CoC Application Page 30 09/12/2016

31 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ I. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count: Methods Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 2I-1. Indicate the methods used to count unsheltered homeless persons during the 2016 or most recent PIT count: Night of the count - complete census: Night of the count - known locations: X X Night of the count - random sample: Service-based count: HMIS: 2I-2. Provide a brief descripton of your CoC's unsheltered PIT count methodology and describe why your CoC selected this unsheltered PIT count methodology. (limit 1000 characters) The county was divided by census tracts. To determine count areas, mapping highlighted the previous year's PIT results and 911 call data collected from the local fire departments for calls that included contact with a homeless person. The census tracts with no plot points were zeroed out. Tracts previously zeroed out, yet plotted for emergency calls were added to covered areas, maximizing volunteers. The urban count was 12-6 am on 1/27/16. Tunnel teams enumerated areas at 5am. Youth teams deployed during school hours to public places, while school district updated the living situation of their students. On 1/28/16 at 5am, Metro PD provided air support with infrared imaging to canvass desert and mountainous areas not accessible by vehicle. County Public Response canvassed the accessible rural areas. 77% of the CoC was covered. Strict times, census tract assignments and walking patterns were employed during the early morning hours to reduce the risk of duplicating census tract counts. FY2016 CoC Application Page 31 09/12/2016

32 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ I-3. Describe any change in methodology from your unsheltered PIT count in 2015 (or 2014 if an unsheltered count was not conducted in 2015) to 2016, including any change in sampling or extrapolation method, if applicable. Do not include information on changes to implementation of your sheltered PIT count methodology (e.g., enhanced training or change in partners participating in the count). (limit 1000 characters) There were no changes from the methodology of the PIT from 2015 to I-4. Has the CoC taken extra measures to identify unaccompanied homeless youth in the PIT count? Yes 2I-4a. If the response in 2I-4 was "no" describe any extra measures that are being taken to identify youth and what the CoC is doing for homeless youth. (limit 1000 characters) not applicable FY2016 CoC Application Page 32 09/12/2016

33 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ J. Continuum of Care (CoC) Unsheltered Pointin-Time (PIT) Count: Data Quality Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. Training: "Blitz" count: 2J-1. Indicate the steps taken by the CoC to ensure the quality of the data collected for the 2016 unsheltered PIT count: X X Unique identifier: Survey questions: Enumerator observation: X X None: 2J-2. Describe any change to the way the CoC implemented the unsheltered PIT count from 2015 (or 2014 if an unsheltered count was not conducted in 2015) to 2016 that would affect data quality. This includes changes to training volunteers and inclusion of any partner agencies in the unsheltered PIT count planning and implementation, if applicable. Do not include information on changes in actual methodology (e.g. change in sampling or extrapolation method). (limit 1000 characters) There were no changes from the methodology of the PIT from 2015 to FY2016 CoC Application Page 33 09/12/2016

34 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A. Continuum of Care (CoC) System Performance Instructions For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 3A-1. Performance Measure: Number of Persons Homeless - Point-in-Time Count. * 3A-1a. Change in PIT Counts of Sheltered and Unsheltered Homeless Persons Using the table below, indicate the number of persons who were homeless at a Point-in-Time (PIT) based on the 2015 and 2016 PIT counts as recorded in the Homelessness Data Exchange (HDX). Universe: Total PIT Count of sheltered and unsheltered persons 2015 PIT (for unsheltered count, most recent year conducted) 2016 PIT Difference 7,509 6,208-1,301 Emergency Shelter Total 2,719 1, Safe Haven Total Transitional Housing Total Total Sheltered Count 3,593 2,477-1,116 Total Unsheltered Count 3,916 3, A-1b. Number of Sheltered Persons Homeless - HMIS. Using HMIS data, enter the number of homeless persons who were served in a sheltered environment between October 1, 2014 and September 30, 2015 for each category provided. Between October 1, 2014 and September 30, 2015 Universe: Unduplicated Total sheltered homeless persons 25,397 Emergency Shelter Total 25,365 Safe Haven Total 95 Transitional Housing Total 2,430 3A-2. Performance Measure: First Time Homeless. Describe the CoC's efforts to reduce the number of individuals and families who become homeless for the first time. Specifically, describe what the CoC is doing to identify risk factors of becoming homeless. FY2016 CoC Application Page 34 09/12/2016

35 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ (limit 1000 characters) The CoC informs CDBG & ESG recipients of priorities & local needs around prevention. CoC members sit on the EFSP board to ensure the needs of firsttime homeless individuals are addressed within the CoC. The CoC also encourages individuals & families to utilize to find available prevention & support service opportunities. Many local faith-based programs offer a variety of formal support services to community members, incl case management, rental, utility or food assistance. The CoC recognizes systemic gaps around prevention & diversion resources & services. To address these shortfalls, the CoC will be conducting gaps analysis specific to prevention & diversion, incl the identification of best practices for possible implementation. The CoC has membership on the State Interagency Council on Homelessness, of which one on the work groups is charged with the identification & implementation of prevention & intervention strategies throughout each of the CoCs within the state. 3A-3. Performance Measure: Length of Time Homeless. Describe the CoC s efforts to reduce the length of time individuals and families remain homeless. Specifically, describe how your CoC has reduced the average length of time homeless, including how the CoC identifies and houses individuals and families with the longest lengths of time homeless. (limit 1000 characters) The CoC has established standard prioritization of chronically homeless households without children for any vacant PSH beds for persons experiencing chronic homelessness that is based on the length of time in which an individual or household has resided in a place not meant for human habitation, a safe haven, or an emergency shelter and the severity of the individual s or household s service needs. The Community matching team uses the prioritization established by the HUD, CPD Notice issued 7/25/16. PSH beds are dedicated to CH individuals and prioritized in order according to those with the longest history of homelessness and the most severe needs, followed by longest history, followed by the most severe needs. The CoC exercises due diligence when conducting outreach and assessment to ensure that chronically homeless individuals and households are prioritized for assistance based on their total length of time homeless and/or the severity of their needs. * 3A-4. Performance Measure: Successful Permanent Housing Placement or Retention. In the next two questions, CoCs must indicate the success of its projects in placing persons from its projects into permanent housing. 3A-4a. Exits to Permanent Housing Destinations: Fill in the chart to indicate the extent to which projects exit program FY2016 CoC Application Page 35 09/12/2016

36 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ participants into permanent housing (subsidized or non-subsidized) or the retention of program participants in CoC Program-funded permanent supportive housing. Between October 1, 2014 and September 30, 2015 Universe: Persons in SSO, TH and PH-RRH who exited 1,361 Of the persons in the Universe above, how many of those exited to permanent destinations? 661 % Successful Exits 48.57% 3A-4b. Exit To or Retention Of Permanent Housing: In the chart below, CoCs must indicate the number of persons who exited from any CoC funded permanent housing project, except rapid re-housing projects, to permanent housing destinations or retained their permanent housing between October 1, 2014 and September 31, Between October 1, 2014 and September 30, 2015 Universe: Persons in all PH projects except PH-RRH 1,176 Of the persons in the Universe above, indicate how many of those remained in applicable PH projects and how many of those exited to permanent destinations? 1,013 % Successful Retentions/Exits 86.14% 3A-5. Performance Measure: Returns to Homelessness: Describe the CoCs efforts to reduce the rate of individuals and families who return to homelessness. Specifically, describe strategies your CoC has implemented to identify and minimize returns to homelessness, and demonstrate the use of HMIS or a comparable database to monitor and record returns to homelessness. (limit 1000 characters) MWG monitors returns to homelessness through reports in HMIS. This report is available to providers, who are encouraged to monitor performance in reducing recidivism rates of clients who have exited programs. CoC Coordinator provides TA for projects that have a high recidivism rate to problem solve and create solutions for exiting clients to increase successful housing retention. CoC provides standardized case management trainings that assist all providers to improve outcomes, thus reducing recidivism. EWG has discussed implementation of a strategy to incentivize the reduction in recidivism for 2016 CoC competition. CoC providers offer case management, life skill development, income and benefit acquisition assistance, employment assistance, sobriety support, access to mental health, medical care, legal assistance, and job training. By running reports in HMIS, providers have the ability to drill down within the data to identify by-name those clients that have returned to homelessness. 3A-6. Performance Measure: Job and Income Growth. Performance Measure: Job and Income Growth. Describe the CoC's FY2016 CoC Application Page 36 09/12/2016

37 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ specific strategies to assist CoC Program-funded projects to increase program participants' cash income from employment and nonemployment non-cash sources. (limit 1000 characters) Through active collaboration in developing the state NVICH Strategic Plan and regional HUD Consolidated Plans, objectives and action items delineate activities designed to improve access to income through wraparound services, mainstream benefits and increased employment opportunities. Work groups comprised of CoC members, state and regional representatives are tasked with overseeing implementation. The CoC coordinates monthly Mainstream Programs Basic Training (MPBT) classes providing education on local and federal resources and benefits. Trainings include Income Supports, Employment Services, Legal Services and Financial Literacy. Providers are required to engage in case management activities designed to increase access through referral to employment service providers and application to mainstream programs. The CoC has retained a SOAR Coordinator to provide training and TA/QA to increase approval rates. All CoC providers have staff trained in the SOAR process. 3A-6a. Describe how the CoC is working with mainstream employment organizations to aid homeless individuals and families in increasing their income. (limit 1000 characters) During monthly MPBT classes & outreach events hosted by COC- funded projects (Family Connect, PHC & Veterans Stand Down) agency liaisons provide education on eligibility criteria & provide training to NV DWSS, TANF recipients & MCOs in healthcare settings. Employment partners include NV DETR, SSA, DA, VA, NV Partners, LV Urban League, Hope for Prisoners & FIT. The CoC & Workforce Connections connect employable homeless persons to WIA programs. Partners provide services onsite at CoC CI hubs. The SOAR project & DETR both participate in employment support pilots to learn best practices that help clients attain employment and/or SSI/SSDI benefits. Participation improves understanding of eligibility & streamlines referral process across programs. SOAR partners with DA s office to support disabled noncustodial parents in obtaining SSA benefits to meet child support obligations. 100% of CoC providers are SOAR trained & utilize the process to regularly connect clients w/mainstream benefits. 3A-7. What was the the criteria and decision-making process the CoC used to identify and exclude specific geographic areas from the CoC's unsheltered PIT count? (limit 1000 characters) The CoC used data from previous PIT counts and 911 calls data collected from local fire departments to determine count areas. If there were counts in previous PIT counts or 911 data plotted in a census tract, the entire tract would be counted. If neither of this data existed for a census tract, then that tract was excluded. Only 23% of the CoC was excluded from the previous PIT count, which included geographically challenging areas to access, residential areas that may be gated and challenging for public access, and other types of private properties. FY2016 CoC Application Page 37 09/12/2016

38 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A-7a. Did the CoC completely exclude geographic areas from the the most recent PIT count (i.e., no one counted there and, for communities using samples the area was excluded from both the sample and extrapolation) where the CoC determined that there were no unsheltered homeless people, including areas that are uninhabitable (e.g. disasters)? Yes 3A-7b. Did the CoC completely exclude geographic areas from the the most recent PIT count (i.e., no one counted there and, for communities using samples the area was excluded from both the sample and extrapolation) where the CoC determined that there were no unsheltered homeless people, including areas that are uninhabitable (e.g. deserts, wilderness, etc.)? (limit 1000 characters) Yes. The CoC used data from previous PIT counts and 911 calls data collected from local fire departments to determine count areas. If there were counts in previous PIT counts or 911 data plotted in a census tract, the entire tract would be counted. If neither of this data existed for a census tract, then that tract was excluded. Only 23% of the CoC was excluded from the previous PIT count, which included geographically challenging areas to access such as mountains and vast desert areas. 3A-8. Enter the date the CoC submitted the system performance measure data into HDX. The System Performance Report generated by HDX must be attached. (mm/dd/yyyy) 08/15/2016 3A-8a. If the CoC was unable to submit their System Performance Measures data to HUD via the HDX by the deadline, explain why and describe what specific steps they are taking to ensure they meet the next HDX submission deadline for System Performance Measures data. (limit 1500 characters) Not Applicable FY2016 CoC Application Page 38 09/12/2016

39 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 1: Ending Chronic Homelessness Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. To end chronic homelessness by 2017, HUD encourages three areas of focus through the implementation of Notice CPD : Prioritizing Persons Experiencing Chronic Homelessness in Permanent Supportive Housing and Recordkeeping Requirements for Documenting Chronic Homeless Status. 1. Targeting persons with the highest needs and longest histories of homelessness for existing and new permanent supportive housing; 2. Prioritizing chronically homeless individuals, youth and families who have the longest histories of homelessness; and 3. The highest needs for new and turnover units. 3B-1.1. Compare the total number of chronically homeless persons, which includes persons in families, in the CoC as reported by the CoC for the 2016 PIT count compared to 2015 (or 2014 if an unsheltered count was not conducted in 2015). Universe: Total PIT Count of sheltered and unsheltered chronically homeless persons 2015 (for unsheltered count, most recent year conducted) 2016 Difference Sheltered Count of chronically homeless persons Unsheltered Count of chronically homeless persons B-1.1a. Using the "Differences" calculated in question 3B-1.1 above, explain the reason(s) for any increase, or no change in the overall TOTAL number of chronically homeless persons in the CoC, as well as the change in the unsheltered count, as reported in the PIT count in 2016 compared to (limit 1000 characters) FY2016 CoC Application Page 39 09/12/2016

40 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ There were only decreases from the 2015 to the 2016 PIT counts of the number of those experiencing chronic homelessness. 3B-1.2. Compare the total number of PSH beds (CoC Program and non- CoC Program funded) that were identified as dedicated for use by chronically homeless persons on the 2016 Housing Inventory Count, as compared to those identified on the 2015 Housing Inventory Count. Number of CoC Program and non-coc Program funded PSH beds dedicated for use by chronically homelessness persons identified on the HIC Difference 1,468 1, B-1.2a. Explain the reason(s) for any increase, or no change in the total number of PSH beds (CoC program funded or non-coc Program funded) that were identified as dedicated for use by chronically homeless persons on the 2016 Housing Inventory Count compared to those identified on the 2015 Housing Inventory Count. (limit 1000 characters) There were only decreases from the 2015 to the 2016 PIT counts of the number of PSH beds dedicated to chronic homelessness. 3B-1.3. Did the CoC adopt the Orders of Priority into their standards for all CoC Program funded PSH as described in Notice CPD : Prioritizing Persons Experiencing Chronic Homelessness in Permanent Supportive Housing and Recordkeeping Requirements for Documenting Chronic Homeless Status? Yes 3B-1.3a. If Yes was selected for question 3B-1.3, attach a copy of the CoC s written standards or other evidence that clearly shows the incorporation of the Orders of Priority in Notice CPD and indicate the page(s) for all documents where the Orders of Priority are found B-1.4. Is the CoC on track to meet the goal of ending chronic homelessness by 2017? This question will not be scored. Yes FY2016 CoC Application Page 40 09/12/2016

41 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B-1.4a. If the response to question 3B-1.4 was Yes what are the strategies that have been implemented by the CoC to maximize current resources to meet this goal? If No was selected, what resources or technical assistance will be implemented by the CoC to reach to goal of ending chronically homelessness by 2017? (limit 1000 characters) The CoC has adopted data collection efforts to create and maintain a by-namelist of those experiencing chronic homelessness, similar to the efforts initiated towards ending veteran homelessness. With the BNL, coordinated outreach teams and first responders can assist in populating the list as well as updating the status of individuals on the list as to current housing placement and/or location, particularly identifying those who may be frequent utilizers or superutilizers of high cost systems, such as hospitals or corrections facilities. Location information is critical as housing placements become matched to households awaiting housing placement. Local implementation of best practices, such as FUSE and the anticipated implementation of PSH and RRH projects aid in attaining this goal. We continue to work with Community Solutions on 25 Cities and Zero 2016 initiatives to help our community in measuring our progress and learn strategies with other communities towards functionally ending chronic homelessness. We also receive technical assistance with CSH on FUSE and HomeBase on coordinated intake for adults without children, which is a majority of our clientele experiencing chronic homelessness. FY2016 CoC Application Page 41 09/12/2016

42 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Continuum of Care (CoC) Strategic Planning Objectives 3B. Continuum of Care (CoC) Strategic Planning Objectives Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. HUD will evaluate CoC's based on the extent to which they are making progress to achieve the goal of ending homelessness among households with children by Vulnerability to victimization: Number of previous homeless episodes: Unsheltered homelessness: 3B-2.1. What factors will the CoC use to prioritize households with children during the FY2016 Operating year? (Check all that apply). X X X Criminal History: Bad credit or rental history (including not having been a leaseholder): Head of household has mental/physical disabilities: X N/A: 3B-2.2. Describe the CoC's strategies including concrete steps to rapidly rehouse every household with children within 30 days of those families becoming homeless. (limit 1000 characters) FY2016 CoC Application Page 42 09/12/2016

43 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ In the CoC s commitment that family homelessness is unacceptable in S NV, a coordinated intake (CI) system is currently in the development stage & a pilot is anticipated to be in place early Families will be assessed for vulnerability during the intake/assessment process & referred to the appropriate housing intervention. Recognizing that RRH is a much needed intervention resource for families, the CoC has included a total of 370 RRH beds in renewed, reallocated & bonus projects in Local jurisdictions have committed to fund RRH projects in an effort to ensure families are rehoused in < 30 days of becoming homeless. During bi-weekly meetings, the CI Change Advisory Team will be monitoring this with other outcomes for CI throughout the CoC. Jurisdictional ESG recipients have committed to fund as many RRH units for families as possible and mandate the use of CI for referrals to available RRH programs. Approximately $300K in ESG funds is anticipated to support this initiative. 3B-2.3. Compare the number of RRH units available to serve families from the 2015 and 2016 HIC Difference RRH units available to serve families in the HIC: B-2.4. How does the CoC ensure that emergency shelters, transitional housing, and permanent housing (PSH and RRH) providers within the CoC do not deny admission to or separate any family members from other members of their family based on age, sex, gender or disability when entering shelter or housing? (check all strategies that apply) CoC policies and procedures prohibit involuntary family separation: There is a method for clients to alert CoC when involuntarily separated: CoC holds trainings on preventing involuntary family separation, at least once a year: X None: 3B-2.5. Compare the total number of homeless households with children in the CoC as reported by the CoC for the 2016 PIT count compared to 2015 (or 2014 if an unsheltered count was not conducted in 2015). PIT Count of Homelessness Among Households With Children 2015 (for unsheltered count, FY2016 CoC Application Page 43 09/12/2016

44 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ most recent year conducted) 2016 Difference Universe: Total PIT Count of sheltered and unsheltered homeless households with children: Sheltered Count of homeless households with children: Unsheltered Count of homeless households with children: B-2.5a. Explain the reason(s) for any increase, or no change in the total number of homeless households with children in the CoC as reported in the 2016 PIT count compared to the 2015 PIT count. (limit 1000 characters) There were only decreases from the 2015 to the 2016 PIT counts of the number of those households with children in the sheltered count. There was a increase in the number of households with children in the unsheltered count, as more households appear to be migrating from other areas to Southern Nevada in an effort to attain lower cost housing or available services. 3B-2.6. From the list below select the strategies to the CoC uses to address the unique needs of unaccompanied homeless youth including youth under age 18, and youth ages 18-24, including the following. Human trafficking and other forms of exploitation? LGBTQ youth homelessness? Exits from foster care into homelessness? Family reunification and community engagement? Positive Youth Development, Trauma Informed Care, and the use of Risk and Protective Factors in assessing youth housing and service needs? Unaccompanied minors/youth below the age of 18? Yes Yes Yes Yes Yes Yes 3B-2.6a. Select all strategies that the CoC uses to address homeless youth trafficking and other forms of exploitation. Diversion from institutions and decriminalization of youth actions that stem from being trafficked: Increase housing and service options for youth fleeing or attempting to flee trafficking: Specific sampling methodology for enumerating and characterizing local youth trafficking: Cross systems strategies to quickly identify and prevent occurrences of youth trafficking: Community awareness training concerning youth trafficking: X X FY2016 CoC Application Page 44 09/12/2016

45 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ N/A: Vulnerability to victimization: Length of time homeless: Unsheltered homelessness: 3B-2.7. What factors will the CoC use to prioritize unaccompanied youth including youth under age 18, and youth ages for housing and services during the FY 2016 operating year? (Check all that apply) Lack of access to family and community support networks: X X X X N/A: 3B-2.8. Using HMIS, compare all unaccompanied youth including youth under age 18, and youth ages served in any HMIS contributing program who were in an unsheltered situation prior to entry in FY 2014 (October 1, 2013-September 30, 2014) and FY 2015 (October 1, September 30, 2015). Total number of unaccompanied youth served in HMIS contributing programs who were in an unsheltered situation prior to entry: FY 2014 (October 1, September 30, 2014) FY 2015 (October 1, September 30, 2105) Difference B-2.8a. If the number of unaccompanied youth and children, and youthheaded households with children served in any HMIS contributing program who were in an unsheltered situation prior to entry in FY 2015 is lower than FY 2014 explain why. (limit 1000 characters) N/A FY2016 CoC Application Page 45 09/12/2016

46 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B-2.9. Compare funding for youth homelessness in the CoC's geographic area in CY 2016 and CY Overall funding for youth homelessness dedicated projects (CoC Program and non-coc Program funded): CoC Program funding for youth homelessness dedicated projects: Non-CoC funding for youth homelessness dedicated projects (e.g. RHY or other Federal, State and Local funding): Calendar Year 2016 Calendar Year 2017 Difference $3,862, $3,893, $30, $1,722, $1,722, $0.00 $2,139, $2,170, $30, B To what extent have youth services and educational representatives, and CoC representatives participated in each other's meetings between July 1, 2015 and June 30, 2016? Cross-Participation in Meetings # Times CoC meetings or planning events attended by LEA or SEA representatives: 28 LEA or SEA meetings or planning events (e.g. those about child welfare, juvenille justice or out of school time) attended by CoC representatives: CoC meetings or planning events attended by youth housing and service providers (e.g. RHY providers): B-2.10a. Based on the responses in 3B-2.10, describe in detail how the CoC collaborates with the McKinney-Vento local educational authorities and school districts. (limit 1000 characters) Title I Hope (HOPE) office has 13 staff members. 5 are project facilitators responsible for providing training and support to all 357 schools in Clark County. Facilitators provide trainings and information on procedures to ensure compliance with McKinney-Vento Act along with student and staff awareness of available community resources. HOPE staff work with district departments and community agencies to promote an awareness of the program. HOPE facilitates quarterly meetings with CoC providers to ensure awareness of agencies program criteria and services. This information is shared with the school homeless advocate. The relationships developed through these meetings improved coordination among HOPE staff and CoC providers to ensure that homeless children and families educational and personal needs are met. HOPE Staff is represented on the CoC Board, CoC Steering Committee, the youth subgroup, census subgroups, and the Evaluation Working Group 3B How does the CoC make sure that homeless individuals and families who become homeless are informed of their eligibility for and receive access to educational services? Include the policies and procedures that homeless service providers (CoC and ESG Programs) are required to follow. FY2016 CoC Application Page 46 09/12/2016

47 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ (limit 2000 characters) The CoC works closely with the CCSD s homeless education program, Title I HOPE. Residency requirements and quarterly meetings between the Title I HOPE staff and CoC providers ensure that children served by homeless service programs are enrolled in school and educational assistance programs. The Title I HOPE office ensures information is available when families enroll and withdraw students. School staff is trained through online videos, group presentations, and one-on-one. Families and unaccompanied youth are directed to the Title I HOPE office for additional support. Eligible students are notified of their rights under the McKinney-Vento Act. The CoC requires providers to inform families and unaccompanied youth of their educational rights at enrollment and annual reporting of ESG and CoC funded providers collaborations with Title I HOPE. The Title I HOPE Coordinator sits on the CoC Board as a facilitator and the CoC EWG to ensure continuity between CoC providers and the CCSD. 3B Does the CoC or any HUD-funded projects within the CoC have any written agreements with a program that services infants, toddlers, and youth children, such as Head Start; Child Care and Development Fund; Healthy Start; Maternal, Infant, Early Childhood Home Visiting programs; Public Pre-K; and others? (limit 1000 characters) Projects within the CoC have written agreements with multiple programs that serve infants, toddlers and young children including Sunrise Children Foundation, Little Round Up, Tinker Town, Baby s Bounty, Safe Sleep, and March of Dimes programs. FY2016 CoC Application Page 47 09/12/2016

48 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Continuum of Care (CoC) Performance and Strategic Planning Objectives Objective 3: Ending Veterans Homelessness Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. Opening Doors outlines the goal of ending Veteran homelessness by the end of The following questions focus on the various strategies that will aid communities in meeting this goal. 3B-3.1. Compare the total number of homeless Veterans in the CoC as reported by the CoC for the 2016 PIT count compared to 2015 (or 2014 if an unsheltered count was not conducted in 2015) (for unsheltered count, most recent year conducted) 2016 Difference Universe: Total PIT count of sheltered and unsheltered homeless veterans: Sheltered count of homeless veterans: Unsheltered count of homeless veterans: B-3.1a. Explain the reason(s) for any increase, or no change in the total number of homeless veterans in the CoC as reported in the 2016 PIT count compared to the 2015 PIT count. (limit 1000 characters) The increase in the counts for Veterans is due to the extrapolation of data from street survey data from the PIT, which is an approved HUD methodology. Since the data was extrapolated from a sample of Veterans, the extrapolation method created a higher unsheltered count than last year. To verify the count of unsheltered and sheltered veterans, coordinated outreach teams are continuing to perform quarterly PIT counts of veterans, matching data against by-namelists. 3B-3.2. Describe how the CoC identifies, assesses, and refers homeless veterans who are eligible for Veterean's Affairs services and housing to FY2016 CoC Application Page 48 09/12/2016

49 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ appropriate reources such as HUD-VASH and SSVF. (limit 1000 characters) VA Southern Nevada Community Resource and Referral Center (CRRC) has served as the Coordinated Intake (CI) HUB for Veterans who are homeless or at risk of homelessness since October All community partners involved are aware of CI and how to contact the VA outreach for support. All outreach providers are able to conduct housing assessments in the field if needed. There are clear procedures for Community (non-veteran) coordinated intake staff to immediately access the VA CRRC staff to verify Veteran status when they walk into a Community CI HUB. Determination for what the VA can or cannot provide is made quickly to ensure that the individual is assessed and assisted appropriately to meet their needs. MCIT, along with CRRC Outreach staff, are able to transport Veterans to the VA CRRC whenever the Veteran is willing. The VA CRRC staff can access and input data into HMIS. 3B-3.3. Compare the total number of homeless Veterans in the CoC and the total number of unsheltered homeless Veterans in the CoC, as reported by the CoC for the 2016 PIT Count compared to the 2010 PIT Count (or 2009 if an unsheltered count was not conducted in 2010). Total PIT Count of sheltered and unsheltered homeless veterans: 2010 (or 2009 if an unsheltered count was not conducted in 2010) 2016 % Difference 1, % Unsheltered Count of homeless veterans: % 3B-3.4. Indicate from the dropdown whether you are on target to end Veteran homelessness by the end of This question will not be scored. Yes 3B-3.4a. If "Yes", what are the strategies being used to maximize your current resources to meet this goal? If "No" what resources or technical assistance would help you reach the goal of ending Veteran homelessness by the end of 2016? (limit 1000 characters) Southern Nevada already reached the functional end to Veteran homelessness in November of 2015, where any episode of Veteran homelessness is rare, brief, and nonrecurring. Efforts to maintain this status include coordinated outreach efforts among SSVF, VA, and other outreach providers, maintenance of a by-name-list of those veterans who have experienced homelessness, which is regularly updated by the VA, and used data from HMIS and outreach teams. Partnerships continue with the VA towards coordinated entry of Veterans into the array of services offered by the VA and the CoC, expediting FY2016 CoC Application Page 49 09/12/2016

50 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ access to a stable housing placement. We continue to work with Community Solutions on 25 Cities and Zero 2016 initiatives, as well as receive technical assistance from the National Alliance to End Homelessness on maintaining functional zero in our community. FY2016 CoC Application Page 50 09/12/2016

51 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A. Accessing Mainstream Benefits Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 4A-1. Does the CoC systematically provide information to provider staff about mainstream benefits, including up-to-date resources on eligibility and program changes that can affect homeless clients? Yes 4A-2. Based on the CoC's FY 2016 new and renewal project applications, what percentage of projects have demonstrated they are assisting project participants to obtain mainstream benefits? This includes all of the following within each project: transportation assistance, use of a single application, annual follow-ups with participants, and SOAR-trained staff technical assistance to obtain SSI/SSDI? FY 2016 Assistance with Mainstream Benefits Total number of project applications in the FY 2016 competition (new and renewal): 27 Total number of renewal and new project applications that demonstrate assistance to project participants to obtain mainstream benefits (i.e. In a Renewal Project Application, Yes is selected for Questions 2a, 2b and 2c on Screen 4A. In a New Project Application, "Yes" is selected for Questions 5a, 5b, 5c, 6, and 6a on Screen 4A). Percentage of renewal and new project applications in the FY 2016 competition that have demonstrated assistance to project participants to obtain mainstream benefits: % 4A-3. List the organizations (public, private, non-profit and other) that you collaborate with to facilitate health insurance enrollment, (e.g., Medicaid, Medicare, Affordable Care Act options) for program participants. For each organization you partner with, detail the specific outcomes resulting from the partnership in the establishment of benefits. (limit 1000 characters) Partnerships toward health insurance enrollment include State of NV Office for Consumer Health Assistance and St. Rose Dominican Dignity Health, who are certified Navigator Organizations (NV Health Link trained & NV Div. Insurance certified), as well as Three Square, who is an In-Person Assister Organization. Regarding enrollment efforts for homeless individuals, 2015 Project Homeless Connect (PHC) event resulted in enrolling 238 clients. Participating partners included NV DWSS, Health Care Guidance Program, Health Plan of Nevada, & the Office of Consumer Health Assistance. At the Family Connect (FC) event, FY2016 CoC Application Page 51 09/12/2016

52 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ clients were enrolled. Partners included NV DWSS, Amerigroup, and Health Plan of Nevada. Additionally, PHC provided same-day med services to 562 clients; 184 of those clients reported they were uninsured. A total of 2,267 med services were provided to clients in this section of PHC in At FC, a total of 187 same-day services were provided and 228 referrals were made. Educational materials: 4A-4. What are the primary ways the CoC ensures that program participants with health insurance are able to effectively utilize the healthcare benefits available to them? In-Person Trainings: Transportation to medical appointments: Case Managers serve as liasions between clients and managed care organizations X X X Not Applicable or None: FY2016 CoC Application Page 52 09/12/2016

53 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ B. Additional Policies Instructions: For guidance on completing this form, please reference the FY 2016 CoC Application Detailed Instructions and the FY 2016 CoC Program Competition NOFA. Please submit technical questions to the HUD Exchange Ask A Question. 4B-1. Based on the CoCs FY 2016 new and renewal project applications, what percentage of Permanent Housing (PSH and RRH), Transitional Housing (TH), and SSO (non-coordinated Entry) projects in the CoC are low barrier? FY 2016 Low Barrier Designation Total number of PH (PSH and RRH), TH and non-coordinated Entry SSO project applications in the FY 2016 competition (new and renewal): Total number of PH (PSH and RRH), TH and non-coordinated Entry SSO renewal and new project applications that selected low barrier in the FY 2016 competition: Percentage of PH (PSH and RRH), TH and non-coordinated Entry SSO renewal and new project applications in the FY 2016 competition that will be designated as low barrier : % 4B-2. What percentage of CoC Program-funded Permanent Supportive Housing (PSH), Rapid Re-Housing (RRH), SSO (non-coordinated Entry) and Transitional Housing (TH) FY 2016 Projects have adopted a Housing First approach, meaning that the project quickly houses clients without preconditions or service participation requirements? FY 2016 Projects Housing First Designation Total number of PSH, RRH, non-coordinated Entry SSO, and TH project applications in the FY 2016 competition (new and renewal): Total number of PSH, RRH, non-coordinated Entry SSO, and TH renewal and new project applications that selected Housing First in the FY 2016 competition: Percentage of PSH, RRH, non-coordinated Entry SSO, and TH renewal and new project applications in the FY 2016 competition that will be designated as Housing First: % 4B-3. What has the CoC done to ensure awareness of and access to housing and supportive services within the CoC s geographic area to persons that could benefit from CoC-funded programs but are not currently participating in a CoC funded program? In particular, how does the CoC reach out to for persons that are least likely to request housing or services in the absence of special outreach? Direct outreach and marketing: FY2016 CoC Application Page 53 09/12/2016

54 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Use of phone or internet-based services like 211: Marketing in languages commonly spoken in the community: X X Making physical and virtual locations accessible to those with disabilities: Community Outreach Teams X Not applicable: 4B-4. Compare the number of RRH units available to serve populations from the 2015 and 2016 HIC Difference RRH units available to serve all populations in the HIC: B-5. Are any new proposed project applications requesting $200,000 or more in funding for housing rehabilitation or new construction? No 4B-6. If "Yes" in Questions 4B-5, then describe the activities that the project(s) will undertake to ensure that employment, training and other economic opportunities are directed to low or very low income persons to comply with section 3 of the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u) (Section 3) and HUD s implementing rules at 24 CFR part 135? (limit 1000 characters) Not Applicable 4B-7. Is the CoC requesting to designate one or more of its SSO or TH projects to serve families with children and youth defined as homeless under other Federal statutes? No 4B-7a. If "Yes", to question 4B-7, describe how the use of grant funds to serve such persons is of equal or greater priority than serving persons FY2016 CoC Application Page 54 09/12/2016

55 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ defined as homeless in accordance with 24 CFR Description must include whether or not this is listed as a priority in the Consolidated Plan(s) and its CoC strategic plan goals. CoCs must attach the list of projects that would be serving this population (up to 10 percent of CoC total award) and the applicable portions of the Consolidated Plan. (limit 2500 characters) Not applicable 4B-8. Has the project been affected by a major disaster, as declared by the President Obama under Title IV of the Robert T. Stafford Disaster Relief and Emergency Assistanct Act, as amended (Public Law ) in the 12 months prior to the opening of the FY 2016 CoC Program Competition? No 4B-8a. If "Yes" in Question 4B-8, describe the impact of the natural disaster on specific projects in the CoC and how this affected the CoC's ability to address homelessness and provide the necessary reporting to HUD. (limit 1500 characters) Not applicable 4B-9. Did the CoC or any of its CoC program recipients/subrecipients request technical assistance from HUD since the submission of the FY 2015 application? This response does not affect the scoring of this application. No CoC Governance: 4B-9a. If "Yes" to Question 4B-9, check the box(es) for which technical assistance was requested. This response does not affect the scoring of this application. CoC Systems Performance Measurement: Coordinated Entry: Data reporting and data analysis: HMIS: FY2016 CoC Application Page 55 09/12/2016

56 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Homeless subpopulations targeted by Opening Doors: veterans, chronic, children and families, and unaccompanied youth: Maximizing the use of mainstream resources: Retooling transitional housing: Rapid re-housing: Under-performing program recipient, subrecipient or project: Not applicable: X 4B-9b. Indicate the type(s) of Technical Aassistance that was provided, using the categories listed in 4B-9a, provide the month and year the CoC Program recipient or sub-recipient received the assistance and the value of the Technical Assistance to the CoC/recipient/sub recipient involved given the local conditions at the time, with 5 being the highest value and a 1 indicating no value. Type of Technical Assistance Received Date Received Rate the Value of the Technical Assistance FY2016 CoC Application Page 56 09/12/2016

57 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ C. Attachments Instructions: Multiple files may be attached as a single.zip file. For instructions on how to use.zip files, a reference document is available on the e-snaps training site: Document Type Required? Document Description Date Attached CoC Consolidated Application: Evidence of the CoC's communication to rejected participants CoC Consolidated Application: Public Posting Evidence 03. CoC Rating and Review Procedure (e.g. RFP) 04. CoC's Rating and Review Procedure: Public Posting Evidence 05. CoCs Process for Reallocating Yes Communication to... 09/12/2016 Yes Yes 03. CoC Rating an... 09/09/2016 Yes 04. CoC's Rating... 09/09/2016 Yes CoC Process for R... 09/12/ CoC's Governance Charter Yes SNHCoC Governance... 09/09/ HMIS Policy and Procedures Manual 08. Applicable Sections of Con Plan to Serving Persons Defined as Homeless Under Other Fed Statutes 09. PHA Administration Plan (Applicable Section(s) Only) 10. CoC-HMIS MOU (if referenced in the CoC's Goverance Charter) 11. CoC Written Standards for Order of Priority 12. Project List to Serve Persons Defined as Homeless under Other Federal Statutes (if applicable) 13. HDX-system Performance Measures Yes HMIS Governance C... 09/09/2016 No Yes 09. PHA Administr... 09/09/2016 No HMIS MOU 09/09/2016 No Coordinated Intak... 09/09/2016 No Yes HDX System Perfor... 09/09/ Other No 2016 Project Prio... 09/12/ Other No FY2016 CoC Application Page 57 09/12/2016

58 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Attachment Details Document Description: Communication to Rejected Participants Attachment Details Document Description: Attachment Details Document Description: 03. CoC Rating and Review Procedure Attachment Details Document Description: 04. CoC's Rating and Review Procedure: Public Posting Evidence Attachment Details Document Description: CoC Process for Reallocating Attachment Details FY2016 CoC Application Page 58 09/12/2016

59 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 Document Description: SNHCoC Governance Charter NV-500 COC_REG_2016_ Attachment Details Document Description: HMIS Governance Charter Attachment Details Document Description: Attachment Details Document Description: 09. PHA Administration Plan Attachment Details Document Description: HMIS MOU Attachment Details Document Description: Coordinated Intake for Adults without Children Attachment Details FY2016 CoC Application Page 59 09/12/2016

60 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Document Description: Coordinated Intake Process for Adults without Children Attachment Details Document Description: HDX System Performance Measures Attachment Details Document Description: 2016 Project Priority Listng with attachments Attachment Details Document Description: FY2016 CoC Application Page 60 09/12/2016

61 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Submission Summary Ensure that the Project Priority List is complete prior to submitting. Page Last Updated 1A. Identification 08/16/2016 1B. CoC Engagement 09/12/2016 1C. Coordination 09/09/2016 FY2016 CoC Application Page 61 09/12/2016

62 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ D. CoC Discharge Planning 08/17/2016 1E. Coordinated Assessment 09/06/2016 1F. Project Review Please Complete 1G. Addressing Project Capacity 09/09/2016 2A. HMIS Implementation 09/09/2016 2B. HMIS Funding Sources 09/06/2016 2C. HMIS Beds 09/06/2016 2D. HMIS Data Quality 09/01/2016 2E. Sheltered PIT 09/06/2016 2F. Sheltered Data - Methods 09/09/2016 2G. Sheltered Data - Quality 09/06/2016 2H. Unsheltered PIT 09/06/2016 2I. Unsheltered Data - Methods 09/07/2016 2J. Unsheltered Data - Quality 09/06/2016 3A. System Performance 09/09/2016 3B. Objective 1 09/09/2016 3B. Objective 2 09/09/2016 3B. Objective 3 09/09/2016 4A. Benefits 09/09/2016 4B. Additional Policies 09/09/2016 4C. Attachments Please Complete Submission Summary No Input Required FY2016 CoC Application Page 62 09/12/2016

63

64 From: To: Cc: Subject: Date: Attachments: Danyell T. Cadell Children First - Monique Harris (mharris@childrenfirst-nv.org) Children First - Yceychie Fields (yfields@childrenfirst-nv.org); Brooke Page; Michele Fuller-Hallauer; Catherine Huang Decision for 2016 Request for proposal Friday, September 09, :19:00 PM image001.png image002.png Dear Monique, Thank you for submitting your application to create an expansion of the Paradise program during the emergency ranking and reallocation process, which was held on Wednesday, September 7, Your agency was invited by the CoC Evaluation Working Group (EWG), with the authority of the Southern Nevada CoC board, to submit a proposal to expand the Paradise project due to your project s performance during the local application process. This was an extremely competitive process because only the top three projects, following HMIS and Safe Haven, were invited to participate in the emergency reallocation process. While your timely submission on such short notice was greatly appreciated, I regret to inform you that the CoC EWG recommended that your application for Paradise Expansion Project, not be included in the 2016 HUD CoC Consolidated Application. Thank you in again for your time and efforts, especially under such time constraints. If you have any questions or concerns, please contact Danyell Cadell, CoC Grants Coordinator at or via at cadelldt@clarkcountynv.gov or Catherine Huang Hara, CoC Lead at or via at C3H@ClarkCountyNV.gov. Sincerely, Danyell Cadell CoC Grants Coordinator Clark County Social Service 1600 Pinto Lane Las Vegas, NV T: F: E: cadelldt@clarkcountynv.gov W: Clark County Social Service ü Please consider the environment before printing this . This message is for the sole use of the intended recipients(s) and may contain confidential and/or privileged information. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply and destroy all copies of the original.

65 Southern Nevada Continuum of Care (CoC) Evaluation Working Group (EWG) 2016 LOCAL COC APPLICATION REVIEWER S GUIDE Local CoC Application Scoring & Ranking Process

66 1 NOTES 1. Agencies that have more than one project that operates exactly the same have been instructed to state that at the beginning of every question where applicable. 2. Please put aside any potential bias for any of the applicants. You are to score each application based on the content not on your experience with or knowledge of the agency. PROJECT SUMMARY Questions 1-9 Administrative Scoring Q10. Project Summary (2 points) Provide a general description of the project (this will be used in your HUD application if your organization is selected to apply). If this is a new project, describe the best practice model or the evidence used to develop this project. Did they answer the question? Does their answer give you an OVERVIEW of their project? Q11. Organizational Experience (2 points) Provide a brief description of how long your organization has been providing assistance to homeless clients and the type of experience your organization has in working with the target population. (Include achieved outcomes). Did they provide an overview of their agency experience in serving homeless clients? Who they serve, the type of service provided, length of time proving services to the homeless, any outcomes provided from their experience? Q12. Scope of Project (2 points) Provide a complete, concise description that addresses the entire scope of the proposed project at full operational capacity. The answer needs to be specific to the project.

67 2 (NOTE: Question 13 is worth 5 points for Renewal projects OR 10 points for New projects.) Q13. HELP HOPE HOME REGIONAL PLAN TO END HOMELESSNESS & GAPS ANALYSIS Specify how this project meets one or more of the action steps in the HELP HOPE HOME Regional Plan to End Homelessness as well as identify how your project will help to fill one or more of the gaps identified in the 2015 Gaps Analysis. The answers should be how the project meets the action step or gap. NOT the agency. Did they identify the action step or the actual gap as identified in the documents and did they tell how the project will help us meet that action step or fill the gap? (NOTE: Questions 14 and 15 are scored together for a total of 11 points.) Q14. Participation in Regional Efforts (1 point per box checked) Select which regional efforts your agency participated in during May 1, April 30, point per box checked Q15. Role in Regional Efforts (up to 4 points) Explain the depth of your agency's role in regional effort(s) (i.e. Date, Time, Chair, Co-Chair, Deployment Station etc.). For each role specify what effort and the details in depth. PROJECT NARRATIVE (NOTE: Questions 1, 2, and Project Information Support Services chart are all scored together for a total of 3 points.) Q1. Describe how participants will be assisted to obtain and remain in permanent housing. This answer should speak to more than just what they will do; it should speak to the how of assisting to obtain and/ or remain in permanent housing. Transitional housing projects should speak to how they will work with the client to obtain permanent housing upon discharge from the transitional program. Permanent supportive housing projects should speak to how they will assist client to stay in their program or exit to permanency when no longer in need of their assistance. Rapid Rehousing projects should speak to how they will work with the clients to assist them in exiting their program with the ability to sustain their housing.

68 3 Q2. Describe specifically how participants will be assisted both to increase their employment and/or income and to maximize their ability to live independently. Refer to the Project Information section of the application - (Table 5 Supportive Services) This answer should speak to how they will assist the client with employability and job attainment OR access to financial benefits. Each project must indicate the frequency at which these basic supportive services are/will be provided to project participants. The options available with regards to frequency are: daily, weekly, bi-weekly, monthly, quarterly, does not apply. ***You should look for a correlation between the support services and their use in maintaining permanent housing and increasing income.*** (NOTE: Questions 3 through 10 and Project Information Performance Outcomes are all scored together for a total of 5 points.) Q3. Describe how you will increase the percentage of participants remaining in CoC funded permanent housing projects for at least six months to 80% or more. The applicant should explain how they will work toward increasing the percentage of participants that remain in housing for at least six months to 80% or more. If a program is new, they should still explain strategies they plan to use to work toward having clients stay in the program for six months or more. The question speaks to an overall community outcomes associated with helping people obtain and remain in permanent housing. Q4. Describe how you will increase the percentage of participants in CoC-funded transitional housing projects that move into permanent housing to 65% or more. This could be N/A depending on the project type. Q5. Please provide the following numbers: What percentage of your clients will stay on your project for at least 6 months and/or move to PH without supportive services? What percentage of your clients will exit your project to PSH or PH and what percent will stay housed for at least 3 months?

69 4 Q6. Describe how you will increase percentage of participants in all CoC funded projects that are employed at project exit to 20% or more. Q7. Describe how you will increase the percentage of participants in all CoC funded projects that obtained mainstream benefits at project exit. All project types need to answer this question; this has to do with strategies to help clients obtain mainstream benefits by program exit, specifically with regard to the SOAR process and helping clients get connected to non-cash benefits such as SSI, SSDI, Medicaid, etc. Q8. Describe how you will measure your project performance and how often performance will be evaluated on these goals. Q9. Describe your follow-up process in serving clients of this project. Q10. Describe intended outcomes for this project. Refer to the Project Information section of the application - (Table 3 Performance Outcomes). Does the applicant describe how they will arrive at the intended outcomes? Overall, did they answer the questions? (NOTE: Questions 11, 12 and the Project Participant Sheet are scored together for a total of 3 points.) Q11. QUESTION FROM PROJECT PARTICIPANTS SHEET - Outreach for Participants Complete the following as it relates to your outreach plans to bring participants into the project. Enter the percentage of homeless person(s) who will be served by the proposed project for each of the following locations. MUST TOTAL 100%. The options are as follows: Directly from the streets or other locations not meant for human habitation Directly from emergency shelters Directly from safe havens From transitional housing or previously resided in a place not meant for human habitation, or emergency shelter, or safe havens Persons at imminent risk of losing their night time residence - This should be (0%) for every applicant Homeless persons as defined under other federal statutes This should be (0%) for every applicant Persons fleeing domestic violence

70 5 NOTE: There should be NO applicants that indicate they will receive clients meeting these descriptions. Persons at imminent risk of losing their night time residence and Homeless persons as defined under other federal statutes are only eligible for CoC s that have been given express approval in the form of being designated as a high performing community and have written permission. At this time, our CoC has not been designated as a high performing community. Clients lose their chronically homeless status upon entry into a transitional housing program. Therefore, if a permanent supportive housing project serves chronically homeless, that project cannot receive clients from transitional housing programs. Q12. Outcomes: Describe your outreach plan to bring homeless participants into the project. Projects serving households without children MUST receive their clients through Coordinated Intake. At this time, projects serving Families, youth (18 and under) and victims of domestic violence do not have a coordinated intake system in place. Q13. Schedule, Management Plan & Method (2 points) Describe the estimated schedule for the proposed activities, the management plan, and the method for assuring effective and timely completion of work. This question should answer how management is evaluating their programs and tell what methods they are using to stay on track. For example, are they pulling reports from HMIS? If so, which reports? How often? Do they have a timeline for activities? If the applicant answers this question in a way that demonstrates that they will be reviewing their progress and performance they receive full points. (NOTE: Question 14 Administrative Scoring this question is not scored.) Q14. Development Activities Development Activities: If applicable, describe the proposed development activities and the responsibilities that the applicant and potential subrecipients (if any) will have in developing, operating, and maintaining the property. (For project expansion, indicate whether the project will use an existing homeless facility or incorporate activities provided by an existing project.). NOTE: Development activities are not renewable, so any money allocated to these activities will be one time only and will not be eligible to be included in the calculation for future Annual Renewal Demand amount. Projects seeking to propose development activities are encouraged to utilize other sources of funding for these types of activities.

71 6 Q15. Self Sufficiency (3 points) Describe how your agency participants will be assisted to develop self-sufficiency (i.e. increased income, long term placement, access to education services etc.). This should include information on the case management plan and methods used to assist the client to develop self-sufficiency. Q16. Services (3 points) Describe service model, the delivery method, and appropriateness of said method that the agency is using for this project. Include any local, regional, state, or national plans/ initiatives that are relevant to the project. Permanent Supportive Housing o If this is a Permanent Supportive Housing project are they using the Housing First model? If not, what are they using and why that model instead of Housing First? Rapid Rehousing o If this is a Rapid Rehousing project, are they using a progressive engagement case management model or intense or wrap-around case management model with titration of services? o How will they know that the client has reached a level of self-sufficiency? o How will they ensure the client does not return to homelessness immediately after assistance has ended? Transitional Housing o If this is a Transitional Housing project, did they explain the type and level of case management being provided? o What is the eligibility criteria and does that criteria create a barrier for homeless clients to be served by the project? Did they reference any initiatives or plans that are relevant to their project? (NOTE: Questions 17 and 18 are scored together for a total of 5 points.) Q17. Identifying Eligibility/Pay Sources: How does the project identify eligible participants/clients and describe any fees or payments required by the participants in your project. It is preferable that the agency does not charge a program fee. (If the agency does charge a program fee, they need to have it indicated in their program budget. Also, program fees results in program income; that income can only be used for eligible costs. See Appendix for reference regarding eligible costs.) Did the agency describe their

72 7 eligibility requirements? Do any of those requirements cause barriers to services? Do they intend to bill Medicaid for any services? Permanent Supportive Housing o Are clients expected/required to pay at least 30% of their income toward rent? Rapid Rehousing o Are clients expected to start by paying at least 30% of their income with incremental increases of the amount of rent paid to move to self-sufficiency as quickly as possible? Q18. Identify any agencies that you plan to bill in conjunction with the program or program participants (i.e. Medicaid, Medicare, third party etc.). Describe your accounting practices and how you plan to control various funding sources. Is its preferable that the agency has evaluated other funding sources for program/program participants, in order to free up funds for additional PSH. (NOTE: Question 19 is worth 10 points for new applications OR 5 points for renewals.) Q19. Project Partners: Identify and describe experience of project partners related to providing activities and working with homeless persons. Describe the credentials of individuals that hold these positions. This question is not asking about the services provided by the project itself, but the services provided by a collaborative partner. Therefore, what is the collaborative partner s experience working with the homeless? (NOTE: Questions 20 and 21 have a combined score of 4 points.) Q20. Staffing Ratio (2 points) How many full/part time employees will be working on the project? What is the case management staff to client ratio? Is the ratio within best practice standards? The Best practice standard is maximum 1:20 ratio. Q21. Housing Chart (2 points) Complete the following chart related to the housing type, number of units, bedrooms and beds for your project. Housing types codes to choose from are: apartments (A), single-family homes (SF Homes), duplexes (D), group homes (G Homes) or single-room occupancy units (SRO Units) Housing Type

73 8 Units Beds/Universe Chronically Homeless (CH) Beds a) of the number of CH beds, how many are dedicated to the chronically homeless? (Dedicated CH beds are required to only be used to house persons experiencing chronic homelessness, unless there are no persons within the CoC that meet that criteria. These PSH beds are also reported as CH beds on the CoC s Housing Inventory Chart. If a project has dedicated beds to serve CH families, all beds serving the household should be included in this number. If none of the beds are dedicated to the chronically homeless, enter 0. If this is a new reallocated PSH project, all beds must be dedicated to the chronically homeless.) b) of the number of CH beds, how many are not dedicated to the chronically homeless? c) of the number of CH beds, how many will likely become available through turnover in the FY 2016 operating year? d) of the number of CH beds, how many will be prioritized for use by the chronically homeless in the FY 2016 operating year? RRH & TH Projects: If completed, give 2 points PSH Projects: If completed, give 1 point. If completed AND CH beds are dedicated and/or prioritized, give 2 points. Questions Administrative Score Q27. Federal funds (5 points) A. Describe how your agency is utilizing other sources of funding, such as federal, state, local and foundation grants funding. B. Also describe your agency's experience in leveraging of state, local, and foundation grants funding. Is the agency diversifying their funding sources? This is an agency wide question not a program specific question. Answer should include some level of detail beyond the funding source and the amount. Because there will be HUD requirement for leveraging, it is important that the agency understand the leveraging concept. Answer should include some level of detail beyond the funding source and the amount. Q28. Civic groups (5 points) Describe how your agency engages community partners, civic groups, and faith based organizations in homeless efforts. Be specific to include population and/or name of group. Engagement with other organizations within the community helps the program to not only reach more participants, but can also foster collaborative efforts toward achieving greater impact. Maximizing relationships and fostering partnerships with others is key is

74 9 ensuring the funding is not supporting activities or services available elsewhere (such as food, where another partner, like a food pantry, could support the need). (NOTE: Questions 29 and 30 are scored under Administrative Scoring worth 1 point combined.) Q29. Are the proposed project policies and practices consistent with the laws related to proving education services to individuals and families? Only projects that do not serve families with children or unaccompanied youth can select N/A. Q30. Does the proposed project have a designated staff person to ensure that the children are enrolled in school and receive educational services, as appropriate? Only projects that do not serve families with children or unaccompanied youth can select N/A. (NOTE: Questions are scored under Administrative Scoring worth 4 points combined.) Q31. Will your project participate in the coordinated entry process? Because coordinated entry/coordinated intake is mandated by HUD, this question is worth 2 points. Q32. Will your project utilizing a Housing First approach? If the answer is No or N/A, applicant must provide an explanation. (Questions are worth a combined 2 points.) Q33. Does the project ensure that participants are not screened out based on the following items? Check all that apply; by checking the first four boxes, the project will be considered low barrier. Having too little or little income Active or history of substance abuse Having a criminal record with exceptions for state-mandated restrictions History of domestic violence (e.g. lack of protective order, period of separation from abuse, or law enforcement involvement) None of the above Project should be considered low barrier in order to earn points on the Housing First questions. Q34. Does the project ensure that participants are not terminated from the program for the following reasons? Check all that apply. Failure to participate in supportive services Failure to make progress on a service plan Loss of income or failure to improve income Being a victim of domestic violence

75 10 Any other activity not covered in a lease agreement typically found in the project s service area Other Project should be able to mark the majority of the answers in order to earn points on the Housing First questions. (NOTE: Question 35 is not scored. This question was included so that selected applicants would be prepared in the event that it included in the e-snaps application. The answer for all applicants should be Yes, as noted in the application instructions.) Q35. Has the state or local government developed or implemented a discharge planning policy or protocol to prevent or reduce the number of persons discharged from publiclyfunded institutions into homelessness or HUD funded programs? (e.g. health care facilities, foster care, correctional facilities, or mental health institutions, etc.). All applicants should respond yes to this question. (NOTE: Question 36 is scored under Administrative Scoring and is worth 1 point.) Q36. Will it be feasible for the project to be under grant agreement by September 30, 2018? Available responses are: Yes or No. The obligation of CoC funds is required by this date. If No is selected, or if the deadline is not met, this may result in the rejection of a grant or the recapture of conditionally awarded funds. (NOTE: Questions 37 thru 40 are not scored.) Q37. Is the project proposing to use funds allocated from CoC's annual renewal demand OR is the project applying for funding through the permanent housing bonus? Available responses are: CoC Annual Renewal Demand or Permanent Housing Bonus. Q38. Does this project propose to allocate funds according to an indirect cost rate? Available responses are: Yes or No. Q39. Will participants be required to live in a particular structure, unit, or locality, at some point during the period of participation? Available responses are: Yes, No, or N/A. Q40. Will more than 16 persons live in one structure? Available responses are: Yes, No, or N/A.

76 11 BUDGET Summary Budget Chart (19 points) Are the amounts requested per line item on the Summary Budget equal or less than what is on the Annual Renewal Amount (ARA) Worksheet?

77 12 APPENDIX A CoC Eligible Costs

78 A CoC Eligible Costs (continued) 13

79 A CoC Eligible Costs (continued) 14

80 A CoC Eligible Costs (continued) 15

81 A CoC Eligible Costs (continued) 16

82 A CoC Eligible Costs (continued) 17

83 A CoC Eligible Costs (continued) 18

84 B CoC Eligible Costs Supportive Services Detail 19

85 B CoC Eligible Costs Supportive Services Detail (continued) 20

86 B CoC Eligible Costs Supportive Services Detail (continued) 21

87 B CoC Eligible Costs Supportive Services Detail (continued) 22

88 B CoC Eligible Costs Supportive Services Detail (continued) 23

89 24

90 25 Help Hope Home (P:QM Team/Grants Coordinator CoC/CoC Working Group/EWG/2016/2016 Local CoC Application Reviewer s Guide FINAL)

91 Southern Nevada Continuum of Care (CoC) Monitoring Working Group (MWG) PROGRAM MONITORING INSTRUCTIONS Accompaniment to the Continuum of Care Project Performance Program Eligibility Monitoring Tool

92 1 GENERAL INFORMATION About the Monitoring Process Once the local applications are received for the current year, the Evaluation Working Group (EWG) will conduct scoring and ranking for the current year s process. However, before this can occur, the Monitoring Working Group (MWG) must complete monitoring activities for the previous year, as results from the previous year s performance directly inform the current year s scoring and ranking process. The typical date range monitored is May 1 st through April 30 th. Project Type Full Monitoring Tool A specialized full tool for every project type (Permanent Supportive Housing, Transitional Housing, Safe Haven, Rapid Rehousing, etc.) has been provided to each CoC Program Provider. The tool includes all components from each applicable HUD monitoring guideline exhibit (CPD Monitoring Handbook REV-6 CHG-2), as well as questions to help ensure that all CoC-funded agencies/programs meet or exceed not only HUD mandated requirements, but also perform to our local standards. All agencies are strongly encouraged to conduct their own selfassessment utilizing the full tool, in order to ensure that they are in compliance and fully prepared for any official HUD monitoring. Project Performance Program Eligibility Monitoring Tool A condensed monitoring tool has been designed for use during monitoring. This tool is comprised of elements identified in the consolidated application, to include project performance. Performance measures include those associated with serving the hardest-to-serve populations, permanent housing, self-sufficiency, and HMIS participation and data quality. Other measures included cover participant eligibility, utilization rates, drawdown rates, and frequency of HUD funds recapturing.

93 2 Monitoring Checklist/Guidance Performance Monitoring Report Results (The Performance Monitoring tool measures multiple areas of performance, to include serving the hardest-to-serve, increasing housing measures, increasing self-sufficiency, and maintaining the highest levels of HMIS participation and data quality.) 1. What is the total of points on the program s Performance Monitoring Report? (Refer to the Performance Monitoring Tool for the program.) Based on the number here, enter the appropriate score according to the scoring parameters provided into the score block for question #1. Participant Eligibility (The CoC program provider has been asked to provide a copy of their policies and procedures surrounding participant eligibility, to include not only how to ensure eligibility, but the documentation required for each client file. See Appendix A for guidance on the definitions and documentation.) 2. Do the records demonstrate that the recipient or subrecipient had written intake procedures in place to ensure that documentation of program participants homeless status is maintained in accordance with the program requirements? If these policies & procedures reflect that staff is required to determine eligibility requirements in accordance with HUD s homeless definition/chronic homeless definition, award 5 points. If not, award 0 points. 3. Does the recipient or subrecipient ensure that program participants eligibility is adequately documented in terms of homeless status upon entry into the program? If these policies and procedures reflect guidance on the documentation required to have on file in accordance with HUD guidelines, award 5 points. If not, award 0 points.

94 3 4. Were the reviewed case files complete regarding participant eligibility, to include being positive for program eligibility AND containing proper documentation? (MWG members are to review 10 case files per program. For each case file reviewed, complete the case file review checklist.) For each case file reviewed, include whether or not the case file meets the listed requirements. Count the total of files that are Yes. Based on that number, enter the appropriate score according to the scoring parameters provided into the score block for question #4. Utilization Rates (This measure reflects the average daily utilization rate or bed occupancy rates during the monitoring period/year. This equates to the total bed nights given during the year divided by the total number of beds available for the year.) 5. Does the program operate at full capacity, with low vacancy rate, and quickly fills vacancies? Refer to the utilization report and based on the percentage, enter the appropriate score according to the scoring parameters provider into the score block for question #5. Drawdown Rates (This measure reflects the rate of unspent funds for the monitoring period/year.) 6. What was the unspent funds rate for the monitoring period? Refer to the utilization report and based on the percentage, enter the appropriate score according to the scoring parameters provider into the score block for question #6. If drawdown rate report is not available from HUD at the time of monitoring, leave the answer blocks blank.

95 4 Frequency of HUD Funds Recaptured (This measure reflects whether or not the program had any funds recaptured by HUD for the monitoring period/year. HUD can recapture any funds that remain unobligated after a second fiscal year, or can recapture funds if a recipient expends funds for activities outside of their contract, or fails to meet conditions precedent for activities.) 7. Have any funds been recaptured by HUD during the monitoring period? Refer to the HUD recapture report and based on the percentage, enter the appropriate score according to the scoring parameters provider into the score block for question #7. If recaptured funds report is not available from HUD at the time of monitoring, leave the answer blocks blank. TOTAL SCORE 8. What is the total of all points on this monitoring tool? If all questions are able to be answered at the time of monitoring, enter the sum of all scores to determine the total score for this program. Include any additional comments, concerns, or observations in the Miscellaneous block. Help Hope Home HelpHopeHome@ClarkCountyNV.gov

96 Appendix A 5

97 Appendix A (continued) 6

98 Appendix A (continued) 7

99 Appendix A (continued) 8

100 Appendix A (continued) 9

101 Continuum of Care Project Performance Program Eligibility Monitoring Tool 2016 Developed by: Southern Nevada Homeless Continuum of Care (SNH CoC) Board Monitoring Working Group

102 1 Name of Recipient or Subrecipient: Project Name: Project Type: Staff Consulted: Name of Reviewer(s): Date of Review: Date Range for Monitoring: 5/1/15-4/30/16 Permanent Supportive Housing Rapid Rehousing Transitional Housing Safe Haven Performance Monitoring Report Results Standards (and Reference) 1. What is the total of points on the program s Performance Monitoring Report? Enter the score based on the parameters below. Scoring: >90 = 50 points, = 35 points, = 20 points, <50 = 0 points. (50 points possible) Participant Eligibility Standards (and Reference) 2. Do the records demonstrate that the recipient or subrecipient had written intake procedures in place to ensure that documentation of program participants homeless status is maintained in accordance with the program requirements? [24 CFR (a)(3)-(4); 24 CFR (b); 24 CFR (c)] Scoring: Yes = 5 points; No = 0 points (5 points possible) 3. Does the recipient or subrecipient ensure that program participants eligibility is adequately documented in terms of their homeless status upon entry into the program? [24 CFR ] Scoring: Yes = 5 points; No = 0 points (5 points possible) 4. Were the reviewed case files complete regarding participant eligibility, to include being positive for program eligibility AND containing proper documentation? (10 case files sampled) Scoring: 1 point per each complete case file reviewed (10 points possible) Response Response Yes No N/A Comments (Basis for Conclusion) Comments (Basis for Conclusion) Score Score Utilization Rates Standards (and Reference) 5. Does the program operate at full capacity, with low vacancy rate, and quickly fills vacancies? (refer to report) Scoring: >90% = 10 points, 70%-89% = 7 points, 51%-69% = 4 points, <50% = 0 points. (10 points possible) Response Yes No N/A Comments (Basis for Conclusion) Score

103 2 Drawdown Rates Standards (and Reference) 6. What was the unspent funds rate for the monitoring period? (refer to HUD eloccs/drawdown rate report) Scoring: 0% = 10 points, 1-5% = 7 points, 5-10% = 5 points, >10% = 0 points (10 points possible) (If Drawdown Rate report is not available from HUD at the time of monitoring, leave this blank.) Frequency of HUD Funds Recaptured Standards (and Reference) 7. Have any funds been recaptured by HUD during the monitoring period? (refer to HUD recapture report) Scoring: No = 10 points; Yes = 0 points (10 points possible) (If Funds Recaptured report is not available from HUD at the time of monitoring, leave this blank.) Standards (and Reference) 8. What is the total of all points on this monitoring tool? Scoring: (100 points possible) TOTAL SCORE Response Yes No N/A Response Yes No N/A Response Comments (Basis for Conclusion) Comments (Basis for Conclusion) Comments (Basis for Conclusion) Score Score Score Miscellaneous Please use this space to list any additional comments, concerns, or observations. Resources that were referenced in the development of this monitoring tool include select Exhibits from the HUD Community Planning and Development Monitoring Handbook REV-6 CHG-2. Other resources include the CoC Review and Ranking Process from City of New Bedford s Homeless Service Provider s Network.

104 CASE FILE REVIEW CHECKLIST Name of Agency: Project Name: Project Type: Permanent Supportive Housing Rapid Rehousing Transitional Housing Safe Haven Staff Consulted and Phone#: Name of Reviewer(s): Date of Review: Client Last Name/HMIS #: Coordinated Intake Referral Yes No N/A YES NO HOMELESS DETERMINATION & DOCUMENTATION REQUIREMENTS: Client Identification On File: Birth Cert.[ ] SS card[ ] Driver s Lic. [ ] Other[ ] For program participants who qualified because their primary nighttime residence was a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings does a review of program participant files include one of the following: a written referral by another housing or service provider; a printed record from HMIS or a comparable database used by a victim service or legal service provider; a written observation by an outreach worker of the conditions where the individual or family was living; or a written certification by the individual or head of household seeking assistance. [24 CFR (a)(3); 24 CFR (b)(1)] For program participants who qualified as homeless because they were exiting an institution where they resided for 90 days or less, and had resided in an emergency shelter or place not meant for human habitation immediately before entering that institution, does a review of program participant files have: discharge paperwork or written/oral referral from a social worker, case manager, or other appropriate official of the institution, stating the beginning and end dates of the time residing in the institution, a written record of the intake worker s due diligence in attempting to obtain the information above and a written certification by the individual seeking assistance that stated he or she is exiting (or has just exited) the institution where he or she resided for 90 days or less? AND a written referral by another housing or service provider; a printed record from HMIS or a comparable databased used by victim service providers or legal service providers; a written observation by an outreach worker of the conditions where the individual or family was living; or written certification by the individual or head of household seeking assistance NOTE: Intake workers must document the content of oral statements. Where the intake worker is unable to contact an appropriate official, the intake worker must document his/her due diligence in attempting to obtain a statement from the institution. [24 CFR (a)(3); 24 CFR (b)(2)] Where the program participant qualified under paragraph (4) of the definition of homeless and was served by a victim service provider, do the records show that either the program or the intake worker certified that the individual or head of household: was fleeing, or attempting to flee, domestic violence, dating violence, sexual assault or staking, or other dangerous or life threatening conditions that relate to violence; lacked the resources or support networks necessary to obtain other permanent housing; and had not identified other subsequent residence? [24 CFR (a)(3); 24 CFR (b)(5)] P:\QM Team\Grants Coordinator - CoC\Monitoring\MWG Case File Review Checklist.docx

105 N/A YES NO HOMELESS DETERMINATION & DOCUMENTATION REQUIREMENTS (continued): Where chronic homelessness is required for entry into a project (e.g., Permanent Supportive Housing), does a review of program participant files confirm that there is acceptable evidence of the qualifying individual s chronicity? The requirements for documenting chronicity are: An individual s time in a place not meant for human habitation, an emergency shelter, or a safe haven o Third party documentation o A written record of intake workers due diligence to obtain, AND o o Intake worker s documentation of the living situation, AND Individual s self-certification of the living situation (For all clients, up to 3 months can be documented through self-certification (in limited circumstances, up to the full 12 months can be obtained through self-certification) Breaks in Homelessness o Third party documentation o Individual s self-certification Institutional Stays o Discharge paperwork or written or oral referral from a social worker, case manager, or other appropriate official stating the beginning and end dates of the time residing in the institutional care facility o A written record of intake workers due diligence to obtain AND o the individual s self-certification that he or she is exiting an institutional care facility where resided less than 90 days 12 Months Cumulative Homeless History o Review in HMIS to determine if there are 12 months of cumulative homelessness over the last 3 years. o o o If there are not 12 months in HMIS but client reports that they have been homeless for the last 12 months in the last three years Identify other third-party sources (i.e., outreach worker, other professional source) Identify any documented breaks in HMIS (i.e., stay in transitional housing). o If at least 9 months of homelessness (cumulative or continuous) cannot be obtained by thirdparty documentation, up to the full 12 months can be documented via self-certification only: - Must thoroughly document attempts to obtain third-party documentation and - Document why third-party documentation was not obtained - Obtain a written certification from individual or head of household of the living situation of the undocumented time period Limited to rare and extreme cases and no more than 25 percent of households served in an operating year Disability o written verification of the disability from a professional licensed by the state to diagnose and treat the disability and his or her certification that the disability is expected to be long continuing or of indefinite duration and substantially impedes the individual s ability to live independently; o written verification from the Social Security Administration; o the receipt of a disability check (e.g., Social Security Disability Insurance check or Veteran Disability Compensation); o intake staff-recorded observation of disability that, no later than 45 days of the application for assistance, is confirmed by written verification of the disability o or other documentation approved by HUD: [Amends 24 CFR 91.5 and 24 CFR 578.3] P:\QM Team\Grants Coordinator - CoC\Monitoring\MWG Case File Review Checklist.docx

106 N/A YES NO Overall File Rating: Does this client file meet requirements of confirming participant eligibility AND contain the appropriate documentation? Rating & Miscellaneous Please use this space to list any additional comments, concerns, or observations. P:\QM Team\Grants Coordinator - CoC\Monitoring\MWG Case File Review Checklist.docx

107 Southern Nevada Continuum of Care (CoC) Evaluation Working Group (EWG) 2016 SCORING & RANKING PROCESS For use in 2016 CoC Application Process

108 1 Background 2016 Scoring & Ranking Process Under the HEARTH Act, performance measures are used to evaluate the performance of projects and to determine their ranking priority. As a result, each CoC is required to evaluate the performance of the projects that are applying for CoC funds and prioritize projects for funding by ranking them. As part of the ranking process, HUD requires that the Collaborative Applicant rank projects, except CoC planning costs, in two tiers: Tier 1 or Tier 2. Tier 1 funding is determined first and is a percentage of the Annual Renewal Demand (ARD), which is determined by HUD. Tier 2 will be determined by HUD based on the availability of funds. The Southern Nevada Continuum of Care (CoC) Evaluation Working Group (EWG) created a subgroup to facilitate the scoring and ranking process. This scoring and ranking team will use the following criteria in determining which projects will be recommended to the Southern Nevada Homelessness CoC (SNHCoC) Board for inclusion in the CoC Consolidated application: 1. Guidance provided by HUD, United States Interagency Council on Homelessness, and National Alliance to End Homelessness; 2. Scorecard results which consist of: i. Local application scores; and ii. Monitoring scores, which includes performance Measures; 3. Project s alignment with HUD's policies and procedures as determined by desk monitoring; and 4. Project s alignment with HUD s Administration goals as articulated in Opening Doors: Federal Strategic Plan to Prevent and End Homelessness. Bonus Projects The CoC may create new bonus projects through the permanent housing bonus up to the percentage designated in the appropriate year s NOFA, which is based on the CoC s Final Pro- Rata Need (FPRN). The following types of new projects may be created though the permanent housing bonus: i. New permanent supportive housing projects that will serve 100 percent chronically homeless individuals and families

109 2 ii. New rapid rehousing projects that will serve homeless individuals and families coming directly from the streets or emergency shelters, and include persons fleeing domestic violence situations and other persons meeting the criteria of paragraph (4) of the definition of homelessness FY 2016 Appropriations Act added a new requirement for bonus funding. Collaborative Applicants must be able to show the ability to reallocate over the last three (3) years or a robust reallocation plan. Project Scorecard The scorecard will be used to determine which applications will move forward in the process and to reduce funding for low-performing projects. Projects will be ranked based on the following factors: 1. Renewal projects with outcomes (12 months or more worth of data) i. Renewal projects will be ranked based on the average of their application score and monitoring score. 2. Renewal projects without outcomes (Less than 12 months worth of data) i. If a provider has other CoC funded projects, then the average performance monitoring desk audit score for existing projects should be applied to the renewal project without outcomes. ii. If a provider does not have any existing CoC funded programs, then the project will be ranked base their application score. 3. New Projects i. If a provider has other CoC funded projects, then the average performance monitoring desk audit score for existing projects will be applied to the new project without outcomes. ii. If a provider does not have any existing CoC funded programs, then the project will be ranked based on their application score. Ranking Process 1. General information All new and renewal applications will be scored by a neutral scoring panel, which will consist of unbiased reviewers. All projects are evaluated in accordance with guidance set out in the NOFA.

110 3 The CoC may reallocate funds to new projects when reallocation will improve outcomes and reduce homelessness. Funds from renewal projects that are not funded in whole or in part will be reallocated to new projects. Tier placement determinations will be based on their application and monitoring scores. Any renewal projects that are fully or partially defunded, may participate in the local appeals process. Any new projects that are excluded from the local application process may participate in the local appeals process. 2. Methodology i. The 2016 Ranking Process is taking place on August 10, ii. The threshold scores will be determined by the committee based on the distribution of scores, which will occur prior to the identification of projects. iii. CoC Planning Is not required to be ranked. iv. The following projects will be ranked in Tier 1: a. HMIS Expansion b. If the existing Safe Haven project operates within the scope of HUD s definitions and regulations established for Safe Havens, then the existing Safe Haven project will be ranked in Tier 1. ii. The committee may deviate from the scores and adjust a project s ranking for the following reasons: a. Due to poor outcomes, scoring is likely to result in programs that service the most vulnerable, hard-to-serve populations (ex: chronically disabled, mentally ill, etc.) automatically bring placed in tier 2 due to poor outcomes. b. Scoring is likely to result in a project that fills a critical service gap and/or community need being placed in Tier 2. iii. If a situations arises where two projects are ranked at the same level, then the following criteria will apply: a. First Tie-Breaker: The project s monitoring score b. Second Tie-Breaker: The project s local application score c. Third Tie-Breaker: The project s score on the performance monitoring tool. Reallocation Process 1. Low performing projects as determined by the application scores and monitoring scores may be reallocated to new projects. 2. Projects that choose not to apply for renewal funding also allows for reallocation.

111 4 3. The subgroup may deviate from the scores and adjust a project s ranking for the following reasons: a. Due to poor outcomes, scoring is likely to result in programs that service the most vulnerable, hard-to-serve populations (ex: chronically disabled, mentally ill, etc.) automatically bring placed in tier 2 due to poor outcomes. b. Scoring is likely to result in a project that fills a critical service gap and/or community need being placed in Tier 2. Notification of Funding Recommendations The collaborative applicant will notify applicants of funding recommendations within two business days of the closing of the scoring and ranking process. The overall ranking will also be posted on Appeals to Subgroup Ranking Decisions Applicants may submit appeals to the CoC if they disagree with their project s exclusion from the funding recommendations. The process is as follows: Applicants must notify the CoC of their intent to appeal by 5:00 pm on August 15 th by sending an to helphopehome@clarkcountynv.gov. Applicants with an appeal are required to attend an appeal hearing on August 17 th. The appeal hearing is facilitated by a group a subgroup of the Evaluation Working Group that did participate in CoC application scoring and ranking process. During the appeal, the agency will have a set time to present their case, then participate in discussion/questions with the appeal group. The appeal group will render a decision and notify the provider if they uphold or overturn the scoring team s recommendations If the provider does not agree with the decision, then they can opt to have their appeal heard by the full CoC board. Recommendations for Approval by the SNHCoC Board The recommendations from the CoC Evaluation Working Group will be presented to the Southern Nevada Homelessness Continuum of Care Board on August 22, Board members whose agency is an applicant in the CoC process will recuse themselves from voting so as not to pose a conflict of interest. Applicants who are elevating their appeal may present those concerns to the Board.

112 5 The Board will vote to approve or not approve the recommendations, and may allow the CoC Collaborative applicant to move forward on submission of the consolidated application to HUD. Help Hope Home P:RAD/Grants Coordinator CoC/CoC Working Group/EWG/2016 Ranking Methodology

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114 8/12/2016 Funding Opportunities I Help Hope Home System Requirements: A browser with an internet connection 1s required to utilize Zoom Grants. Account Set-Up: The first step in using Zoom Grants is to setup a New ZoomGrants Account by utilizing your and creating a password The password must be at least 8 characters and contain 1 letter and 1 number. With your address and password, you are ready to login. Application Resources: o 2016 CoC Recommendations o 2016 Scoring and Ranking Process o 2016 Local Coe Application Instructions o Grants Administration User Guide (HUD Document) ') Leasing and Rental Assistance Transitional Guidance (HUD Document) c:> Southern Nevada Regional Plan to End Homelessness Implementation Plan - Opening Doors c:> Glossary of Terms J Commonly Used Acronyms o Technical Assistance o 2015 Gaps Analysis Help Hope Home: Southern Nevada Regional Plan to End Homelessness 2013 Update CoC Application FAQs 2016 Local Coe Application Reviewer's Guide 2016 Coe Local Application Presentation Schedule Additional Resources: HMIS - Printing an Annual Performance Report o HMIS - Printing a Performance Monitoring Tool o HMIS - Printing a Recidivism Report Monitoring Resources: o 2016 CoC Monitoring Tool 2016 Program Monitoring Instructions., 2016 Monitoring - Case File Review Checklist Home About Us Regional Effons For Pr ov1clers rake Action 1 Gf2R 1 tc,1nce. ; Heij)''H'ope Home ng-opportunities/ 2/3

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117 Reallocation Addendum Ad hoc Reallocation Process The process for reallocation is contained in the excerpt below, pages 46 & 47 from the 4C.03. Attachment 2016 Rating & Review Procedure. In addition to the reallocation process utilized during the 8/25/16 scoring and ranking, the CoC needed to reconvene the Evaluation Working Group scoring team for an emergency reallocation meeting on 9/7/16. This was planned as a result of the local HUD field representative notifying the CoC that Women s Development Center was withdrawing their applications for both permanent supportive housing projects that were ranked in Tier 1: Re-entry Housing Program ($121,981) and Housing Stability for Families Program ($202,989), totaling $324,970 in funds requested. To retain the funding in our CoC and to meet the same need for PSH units, a request for applications was sent to the next three highest ranked PSH projects to apply for expansion: US Vets Permanent Housing for Veterans with Disabilities, Southern Nevada Children s First Paradise, and HELP of Southern Nevada s Help Them Home. The application required was an abbreviated version of the Esnaps application, and was due by Tuesday, September 6, 2016 at noon. Once received, the applications were sent to the ranking team for review and deliberation at a reconvening on Wednesday, September 7, 2016 at 1:30 pm.

118 At that meeting, the team evaluated the two new applications to determine how to reallocate funds resulting from the withdrawal of the two renewal project applications from Women s Development Center. The team evaluated two new PSH project applications, both for expansion projects. The team made the decision to accept the Help Them Home Expansion project, due to its ability to serve more clients. The team then decided on how to place the project into the existing ranking structure, ultimately deciding to place it immediately beneath the existing Help Them Home project. They removed the two Women s Development Projects, inserted the Help Them Home expansion project beneath the existing Help Them Home project, and voted unanimously to replace the currently posted project ranking list with the updated project ranking list, which was posted to the HelpHopeHope.org website on 9/8/16. (For reference, see minutes in Appendix A.)

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120 APPENDIX A Minutes from 8/7/16 Special Reallocation Meeting In attendance: SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE BOARD SCORING & RANKING TEAM RECONVENING MEETING MINUTES SEPTEMBER 7, 2016 Michele Fuller-Hallauer, Facilitator, Clark County Social Service Danyell Cadell, Clark County Social Service Karen Schneider, Clark County Social Service Tara Ulmer, Clark County Social Service Catherine Huang Hara, Clark County Social Service Brenda Herbstman, Clark County Social Service Brooke Page, Clark County Social Service Rebecca Trudeau, Clark County Social Service Tracy Torrence, Southern Nevada Regional Housing Authority Elvira Ramirez, Nevada Health Center Jocelyn Bluitt-Fisher, City of Las Vegas Emily Paulsen, Nevada Homeless Alliance Tameca Ulmer, Clark County Social Service Tauri Royce, BitFocus Kelly Robson, HELP of Southern Nevada Bridget Claridy, HELP of Southern Nevada Leone Lettsome, City of North Las Vegas Melissa Clary, Huntridge Neighborhood Association Agenda Item 1. Introductions. A meeting of the Southern Nevada Homelessness Continuum of Care Board Scoring and Ranking Meeting was called to order at 1:35 p.m., on Tuesday, September 7, 2016, at Clark County Social Service, 1600 Pinto Lane, 3 rd Floor Training Room, Las Vegas, Nevada, Audience members introduced themselves. Michele Fuller- Hallauer provided background on the reason for the reconvening of the Scoring and Ranking workgroup. Women s Development Center (WDC) has does not intend to sign a grant agreement if awarded and for their two permanent supportive housing projects. If they are dropped from the ranking, $324,970 will be lost for the community. This meeting is to determine if there are other projects that can be put forward so that this money is not lost to the community. Agenda Item 2. Review of Process. The CoC Board, upon their acceptance of the ranking and scoring, also gave permission for the Collaborate Applicant to make necessary adjustments to put forth a strong application and to keep the Board apprised of anything that has taken place. Due to the large amount on the table, the Collaborative Applicant decided to bring back the Scoring and Ranking workgroup. Based on the previous methodology of putting HMIS & Safe Haven at the top, the other new projects were placed next to protect their funding and then the ranking continued with the other projects. Since WDC projects were scored at the top, just under the new projects, and since they were PSH beds (knowing it was important to preserve PSH), the top three (3) PSH projects were contacted and offered the opportunity to put forth expansion projects. This was based on the fact that since they had strong programs already, they would be able to put forth other strong projects. The Board Co-Chairs contacted the three (3) top groups and explained the situation and presented the opportunity for them to put forth an expansion project. US Vets has decided not to submit an application. Southern Nevada Children First (Paradise) and HELP of Southern Nevada (Help Them Home) submitted modified applications. They understand the requirements if they are selected and indicated that they are able to meet the match requirements. The Scoring and Ranking workgroup s purpose was to determine which, if any, of these projects would be included in the Collaborative Application and then determine where they would be ranked. Clarification was given that expansion projects are considered new applications, and during the initial application stage, all projects were given the opportunity to expand projects due to the fact that they cannot increase their budgets. During the initial stage, there were no expansion projects that were brought forward. At this time, existing projects were asked to expand due to the new circumstance. Emily Paulsen clarified that this money would be given to new programs in the same ranking as WDC and asked if the tier 2 projects could

121 be moved up to tier 1. Michele Fuller-Hallauer explained that we would still need a new project to use the money. Jocelyn Bluitt-Fischer asked if the lowest scoring project could be offered an expansion project so it moves up in the ranking. Emily Paulsen restated the logic as to why the top scoring projects were asked as it would lead to a stronger application. SNCF s Paradise would serve pregnant and parenting young adults and would expand their program by eight (8) units or 16 beds. HELP of SN s Help Them Home is a PSH project for chronically homeless and it would expand their program by 20 units and 20 beds. A discrepancy was pointed out in the Paradise application where it stated it would expand to seven (7) units rather than eight (8). Michele Fuller-Hallauer clarified that the two WDC projects would be replaced with one of the two projects presented. Agenda Item 3. Projects Discussion. Tameca Ulmer asked how many were served by the two (2) WDC projects. Michele Fuller-Hallauer explained that the original project was for purchase of units, but upon contract, that changed into rental expenses resulting in one project serving 37 and the other for 24 beds. Neither program has operated at full capacity over the past year. Michele Fuller-Hallauer explained that the money to be reallocated is not sufficient to cover FMR for housing of 51 beds. Emily Paulsen questioned if Help Them Home could serve populations under age 24. Michele Fuller- Hallauer explained that the group could ask HELP to ensure language is reflective of them serving transition age youth in the application. Emily Paulsen described the difference between the two populations that the applicants serve including age and special considerations. Paradise serves ages years exclusively, parenting and pregnant. Help Them Home serves individuals 18 and older. Emily Paulsen made a recommendation to serve more individuals in the community and stated her choice is to select the Help Them Home project in order to serve more individuals. Tameca Ulmer agreed with this recommendation due to the larger number of beds, and the larger age range, and that it does not limit to pregnant and parenting youth. Elvira Ramirez also agreed with this recommendation due to the fact that Help Them Home allows couples to be served within their program. Tracy Torrence asked if Help Them Home would also support pregnant youth. The group agreed that this question could be asked of HELP of Southern Nevada representative. Kelly Robson clarified that since this was an expansion project, they had to mirror the original population which was households without children. A recommendation to put forward HELP of Southern Nevada s Help Them Home expansion project in the consolidated application was made. A vote was conducted and all were in favor, none opposed, Tracy Torrence abstained. Motion carried. Agenda Item 4. Discussion of Ranking Order. Michele Fuller-Hallauer asked if the group wished to put this project in the place of the two (2) WDC projects that were removed to maintain the methodology of putting this at the top with the other new projects. This replacement would cause each of the projects below WDC s current ranking to move up one spot in the ranking. Discussion was held regarding where their current Help Them Home project was in the ranking (#12) and whether a new project should be prioritized above the original project. Jocelyn Bluitt-Fisher recommended putting the expansion project just below the original project and then moving up everything else accordingly. Michele Fuller-Hallauer reminded the group as to the methodology as to the original ranking of the projects and the decision to put the new projects at the top. Discussion occurred regarding whether this project is considered new money and should be ranked at the top with the other new money. Jocelyn Bluitt-Fisher stated that if the original project was not important enough, it might be awkward to prioritize the project above the original one. Emily Paulsen reminded the group that in the eyes of HUD, it is a new application. Tracy Torrence agreed with the recommendation to rank the expansion project directly below the original project. A question was asked about reallocated budgets versus bonus projects budgets. Michele Fuller-Hallauer clarified tier 1 is much more safe than tier 2; however, there is always a risk that projects at the bottom of either tier may not be funded. Elvira also recommended ranking the expansion project directly below the original project. A vote was conducted and all were in favor, none opposed, no abstentions. Motion carried. Agenda Item 6. Meeting conclusion. Opportunity was given for other questions. One question asked was why WDC decided not to renew. Michele Fuller-Hallauer explained that WDC is no longer interested in utilizing coordinated intake process and wanted to have their choice of participants into their programs. Open floor for comments none made. Michele Fuller- Hallauer expressed her appreciation for the group in coming together and for the providers submitting their applications on such short notice. Meeting adjourned.

122 News Release For Immediate Release Friday, May 27, 2016 Contact: Dan Kulin, Clark County (702) Prospective Applicants for Homeless Service Grants Required to Attend Training Session June 3 rd or 6 th Local homeless services providers planning on applying for federal grants through the Southern Nevada Homelessness Continuum of Care Board must attend one of two training sessions in early June. The technical assistance training sessions for the U.S. Department of Housing and Urban Development (HUD) Continuum of Care (CoC) Homeless Assistance Funds will be held in the Pueblo Room at the Clark County Government Center at 500 S. Grand Central Parkway. The training sessions will be held from 1 to 5 p.m. on June 3 and June 6. Training is mandatory in order to be eligible to submit an application. Organizations must submit their application to the local Continuum of Care Evaluation Working Group before 11:59 p.m. on June 24. The working group will review local applications and then submit a consolidated application to HUD later this year. HUD requires applicants meet specific mandates, such as utilization of the Homeless Management Information System, a regional database of homeless individuals and their backgrounds. Additionally, applicants must meet all the application criteria and requests for information. To access the local application online, go to Last year, Southern Nevada received about $13.3 million in HUD CoC Homeless Assistance Funds for housing and support services provided by local nonprofit organizations and governments agencies. ###

123 From: Subject: Date: Nevada Homeless Alliance Important Funding Announcement Tuesday, May 31, :36:41 PM Hello Providers, Please review this important funding announcement from the Southern Nevada Homelessness Continuum of Care Board: Local homeless services providers planning on applying for federal grants through the Southern Nevada Homelessness Continuum of Care Board must attend one of two training sessions in early June. The technical assistance training sessions for the U.S. Department of Housing and Urban Development (HUD) Continuum of Care (CoC) Homeless Assistance Funds will be held in the Pueblo Room at the Clark County Government Center at 500 S. Grand Central Parkway. The training sessions will be held from 1 to 5 p.m. on June 3 and June 6. Training is mandatory in order to be eligible to submit an application. Organizations must submit their application to the local Continuum of Care Evaluation Working Group before 11:59 p.m. on June 24. The working group will review local applications and then submit a consolidated application to HUD later this year. HUD requires applicants meet specific mandates, such as utilization of the Homeless Management Information System, a regional database of homeless individuals and their backgrounds. Additionally, applicants must meet all the application criteria and requests for information. To access the local application online, go to Last year, Southern Nevada received about $13.3 million in HUD CoC Homeless Assistance Funds for housing and support services provided by local nonprofit organizations and governments agencies. Emily Paulsen Nevada Homeless Alliance PO BOX Phone: Fax: Director@nevadahomelessalliance.org Website: Mission: To create impactful partnerships and promote collaboration among private, public, and non-profit sectors through advocacy, events, and education.

124 From: Bcc: Help Hope Home Aaron Sheets - Hopelink of Southern Nevada (aaron@link2hope.org); Abigail; Adele Nesser - Nevada Hand (anesser@nevadahand.org); Adell Smith (adellsmith@wrrp.org); Alan Harris (excelhomecareagent@yahoo.com); Alexandra Dammeir - CCSD - Family Courts (dammeira@unlv.nevada.edu); Alexis Gibson (humanservices4life@gmail.com); Alice Rodriguez; Alicia Flores - City of Las Vegas (aflores@lasvegasnevada.gov); Alicia Mills - SafeNest (amil@safenest.org); Alicia Parker (littlelishaldo@yahoo.com); Alisa Mann - LVVWD water district (alisa.mann@lvvwd.com); Alissa Burton - The Shade Tree (aburton@theshadetree.org); Alretta Harris - SNRHA (ajharris@snvrha.org); Alta Rex - Nevada Hand (arex@nevadahand.org); Amanda Ortiz; Amy Batchelor - Safe Nest (abat@safenest.org); Amy Licht - Olive Crest (Amy-Licht@olivecrest.org); Amy Schmidt (ASchmidt@VMSN.org); Andrea Canales - HELP of Southern NV (acanales@helpsonv.org); Andrea Michaels - Hopelink of Southern Nevada (andrea@link2hope.org); Andrew Pratt - Nevada Hand (andrewp@nevadahand.org); Angela E Kirkpatrick (angela.kirkpatrick@usw.salvationarmy.org); Angela Lok - Building Hope Nevada (alok@buildinghopenevada.org); "Angela Reyes (areyes@theshadetree.org)"; Angela Strobel - Olive Crest (Angela-Strobel@olivecrest.org); Angelia Haskett - DWSS (ahaskett@dwss.nv.gov); Ann Warren - Easter Seals (awarren@eastersealssn.org); Anna Marie McCLure; Anne-Marie Ghanem - DWSS (aghanem@dwss.nv.gov); Annie Goodrich Wolff - Mobile Mental Health Support Svcs (anniegoodrichwolff@yahoo.com); Annie Wilson (A9278W@LVMPD.COM); Anthony Cordeiro (acordeiro@resourcefamilyservices.com); Anthony Gilyad - Foundation for an Independent Tomorrow (anthonyg@lasvegasfit.org); Arash Ghafoori - NPHY (arash@nphy.org); Ari Medecki (aricvfs@yahoo.com); Arnold Parker - LVMPD (a14160p@lvmpd.com); "arnoldstalk@gmail.com"; Arsineh Mardian; Ashley Mueller; Ashlie Bloom; Audrey Arnold - ULAN (Audrey@ulan.org); Aurelia Soto-Reyes; Back 2 Basic - Back 2 Basic (administration@b2bgo.org); Barbara Aranosian; Barbara Coggins - Family Promise of LV (BARB@FPLV.ORG); Barbara Ronnow-Bunker - Deseret Industries (bronnowbunker@earthlink.net); Beatrice Shimada; Bertha Bobadilla - DWSS (bxbobadilla@dwss.nv.gov); Bertha Carter - DWSS (bcarter@dwss.nv.gov); Betty Hemry - SNHD (bhemry@707management.com); Beverly Campbell; Bhallauer@helpsonv.org; "Bill Heaivilin - NDALC (Bill@ndalc.org)"; Bobbie Garcia (bobbiegarcia@ccsv.net); Bobby Gordon; Brandi Lopez; Brenda Brodie - Human Behavior Institute (bbrodie@hbinetwork.com); Brenda Williams (bren1cal@yahoo.com); Brian Johnson (brian_j77@hotmail.com); Brian Patchett - Easter Seals (bpatchett@eastersealssn.org); Bridget Claridy; Britiney Cisneros; Byron peterson - SNRHA (bpeterson@snvrha.org); C. Yao - District Court (Yaoc@clarkcountycourts.us); Calli Butler - Nevada Hand (cbutler@nevadahand.org); Candace Corentos; Carla Lewis - NVCAI (clewis@nvcai.org); Carla Zapata; Carol Hicks - SNRHA (chicks@snvrha.org); Carol Kehl - The Shade Tree (admin@theshadetree.org); Carolyn Pelletier - Helping Hands of Vegas Valley (carolyn.pelletier@hhovv.org); Casey Bermudez - WestCare (casey.bermudez@westcare.com); Cassie Craig - DWSS (cxcraig@dwss.nv.gov); Catherine Huang; Cathleen Koon - Boulder City Hospital (ckoon@bouldercityhospital.org); Catrina Grigsby - Salvation Army (catrina.grigsby@usw.salvationarmy.org); Cecy Roa - Nevada Legal Service (croa@nlslaw.net); Chanh Khammany; Charlene Price (jjprice8872@aol.com); Cherie Miller - Family Promise of LV (cherie@fplv.org); Cherie White (cherie.white-fowler@va.gov); Cherry Richardson - LSSN (cherry@lssnv.org); Cheryl Boyer - Boulder City Hospital (cboyer@bouldercityhospital.org); Chris Bailey - Freedom House LV (Chris@FreedomHouseLV.com); Chris Wakefield (cwakefield@medicine.nevada.edu); Christine Miller - lacsn (cmiller@lacsn.org); Christopher Perez (taechris17@yahoo.com); cindy; Cindy Foster; Colleen McBirney; Cornell Horn (cornell.horn@wrrp.org); Craig Lamb; Crystal McIntosh - The Shade Tree (noahs@theshadetree.org); "crystalyn90@gmail.com"; Dahlia Espeut-McLean; Dan Ficaccors (dan@headsupnevada.com); Dana Serrata - Helping Hands of Vegas Valley (dana.serrata@hhovv.org); Daniel Kane - SNRHA (dkane@snvrha.org); Daniel Ulloa - Boys & Girls Club LV/ LV West FRC (dulloa@bgclv.org); Daniel Ulloa - Boys & Girls Club LV/ LV West FRC (dulloa@bgcsnv.org); Daniela Hernandez - DWSS (dmhernandez@dwss.nv.gov); Danuelle Shiflet - Solutions Recovery, Inc. (dshiflet@solutions-recovery.com); Daphne Fielder - Sunrise Children"s Hospital (Daphne.Fielder@hcahealthcare.com); Darlene Terrill - WestCare (dterrill@westcare.com); "Dawn Miller - Nevada Legal Services (dmiller@nlslaw.net)"; Dawn Sanchez; Dawn Smith (dsmith@catholiccharities.com); Deanna Herrmann; Debbie Galusha - DHCFP/MEDICAID (deborah.galusha@dhcfp.nv.gov); Debbie Goldner - SafeNest (dgol@safenest.org); Debra Hines - HELP of Southern NV (dhines@helpsonv.org); Debra Shore (nomorude@hotmail.com); Delila Wade - Olive Crest (delila-wade@olivecrest.org); Denice Charles - St. Jude"s Ranch (dcharles@stjudesranch.org); Denise Gee - HELP of Southern NV (dgee@helpsonv.org); Denise McMillian - SNAMHS (dmcmillian@health.nv.gov); Denise Moorman - SNRHA (dmoorman@snvrha.org); Dereatha Watkins; Derrick Felder - LSSN (derrick@lssnv.org); Desean Courtney - Amerigroup (Desean.Courtney@amerigroup.com); Diana Arevalo (diana@sunrisechildren.org); Diana Hixson (deelish411@hotmail.com); Dianna Tylor - Dept of Veterans Affairs (dianna.tyler@va.gov); Disa Whitlock; Don Miller - Hopelink of Southern Nevada (don@link2hope.org); "Donalee Matview"; DONNA JORDAN (donnajordan@snamhs.nv.gov); Doreen Njoroge; Doreen Owens (owens.doreen.a@dol.gov); Doris Orantes (mrsdoriso@outlook.com); Dormily Smith - DWSS (dbxsmith@dwss.nv.gov); Doug Twillger - SNV Laborers (doug@laborershealthandwelfare.org); Douglas Matthews - The Salvation Army (dem2395@gmail.com); "Earl Coffman"; Ebony Lewis; Edith Burns; Efren Gomez - Lincy Institute (efren.gomez@unlv.edu); Elena Perez - Olive Crest (elena-perez@olivecrest.org); Ellis Capehart - Nevada Partners (ecapehart@nevadapartners.org); Emi Horiai - NPHY (emi@nphy.org); Emily De la Crorda - Deseret Industries (emilydelacorda@ldschurch.org); Eric Fowlkes - Boys Town NV (eric.fowlkes@boystown.org); Erica Santigate; Erick Ramirez - Helping Hands of Vegas Valley (Erick.Ramirez@hhovv.org); Erika Barbour - Olive Crest (erika-barbour@olivecrest.org); Erika Franco; Erika Hovater - Olive Crest (Erika-Hovater@olivecrest.org); Ernest Smith - The Salvation Army (ernest.smith.jr@usw.salvationarmy.org); Esther Gregurek - MSW practicum student (esther.gregurek@gmail.com); Esther Valenzuela - SNRHA (evalenzuela@snvrha.org); F. Thomas Coloma - Dept of Veterans Affairs (franklin.coloma@va.gov); Felicia Boney (msfmb75@aol.com); Frank Harden - Hopelink of Southern Nevada (frank@link2hope.org); Frankie Driskell - S.A.F.E. House (frankied@safehousenv.org); Gabby; Gail DeGagne; Garry Brown; Genessa Mak - WestCare (genessa.mak@westcare.com); Glynn Coleman (gcoleman@gnjinc.org); "grant.wendy911@gmail.com"; Heather Shoop; Heather Smallwood; Helicia Thomas (hthomas@gnjinc.org); Henry Johnson; Heriberto Monroy - UNLV (monroyh@unlv.nevada.edu); Ingrid Ponce; Irenica Parson - St. Jude"s Ranch - Crossings (iparson@stjudesranch.org); Ivette Barreies - SafeNest (ibar@safenest.org); Jacob Stevens - DWSS

125 Jamila Laroussi Jan Hawkins - DETR (jehawkins@nvdetr.org); Jasmine Bell - Nevada Hand (jbell@nevadahand.org); Jasmine Newton (jasminen497@gmail.com); Jason Hunsaker - SNAMHS (jasonhunsaker@health.nv.gov); "jcastillon@helpsonv.org"; Jeanette Robinson - DWSS (jxrobinson@dwss.nv.gov); Jeff Drothler (jeff@drothler.com); Jeff Drothler (jeff@lv-pita.com); Jekeissa Mosley; Jenai Gaccione - HELP of Southern NV (jgaccione@helpsonv.org); Jeni Martell (jlmartell74@aol.com); Jennifer Bevacqua; Jennifer Casey (jenniferc@lasvegasfit.org); "Jennifer Erbes"; Jennifer Henry - SS; Jennifer Reintjes - Deseret Industries (j.reintjes@ldschurch.org); "Jennifer Varsallona"; Jessica Gerndt - LasVegas Urban League (gerndt@unlv.nevada.edu); Jill MacFarlane; JLKING@dwss.nv.gov; Joanna Harrison; Joanna Woodbury; John Alamodin; John Butler - Las Vegas Urban League (John.butler@lvul.org); Jorge; Joseph Cataldi; Joseph Taylor; "Joshua Brown"; Juan Diaz; "judy@judylynnschuler.com"; Juliana Martinez; Julie Hutchinson (jhutch124@gmail.com); Kaplolani Godbolt - The Shade Tree (kgodbolt@theshadetree.org); Kara Lyons - Northwest Academy (karallyons@yahoo.com); Karen Ater - DRC (kater@drc.nv.gov); Karen Mclain; Karina Mandello - Women"s Development Center (kmontoya@wdclv.org); Karina Ponce; Karla Banda; Kashandra Lee; Kathleen Miller - Living Grace Homes (kmlivinggracehome@gmail.com); Kathryn Treants; Katja Rondeau - DWSS (krondeau@dwss.nv.gov); Kelly Flores - Title I HOPE CCSD (ksflores@interact.ccsd.net); Kerry Hutchings; Kevin Liu; Kevin Whalen - Salvation Army (Kevin.Whalen@usw.salvationarmy.org); Kimberly Paddio; Kimike Carr - Boys & Girls Club LV/ LV West FRC (kcarr@bgclv.org); Kris Bergstrom - Nevada Legal Service (kbergstrom@nlslaw.net); Kristi Bailey; Kristin Patterson - Hopelink of Southern Nevada (kristin@link2hope.org); Kristina Moore-Swift - Nevada Legal Service (kswift@nlslaw.net); Kristine Tanada (firstmednv@gmail.com); Kristy Hale; Krystle Reynolds; "Kwashington@theshadetree.com"; Kyndall Harris (kyndallmharris@yahoo.com); LaQuciea Tippett - The Shade Tree (ltippett@theshadetree.org); LaRhonya Richards (mrsrichards333@gmail.com); "lastviking1955@yahoo.com"; Laura Leon - DWSS (lleon@dwss.nv.gov); LaWanna Calhoun; Leora Olivas - State Voices (leora@statevoices.org); Lillian Garcia; Linda Starcovic; Linda Stevens - HELP of Southern NV (lstevens@helpsonv.org); "Liza Ward"; Lori Powers - Senior Medicare Patrol/ SHIP (LJPowers@adsd.nv.gov); Lorri Highet - Helping Hands of Vegas Valley (lorri.highet@hhovv.org); Louis Hixson; Louis Lacey - HELP of Southern NV (llacey@helpsonv.org); Lourdes Yapjoco; Luci Mullins; Lyn"Dee Wallace; Macheo Willis - HELP of Southern NV (mwillis@helpsonv.org); Marc Behm (mbehm@gnjinc.org); Marcia Simpson - ADSD MIPPA (marcia.simpson22@yahoo.com); Marco Perez - SNAMHS (jmperez@snamhs.nv.gov); Marge Botoletto; Maria Cox; Maria Rosas - Olive Crest (maria-rosas@olivecrest.org); Maria Vilack (pfyr.maria@gmail.com); Marisa Cervantes (marisa@lssnv.org); Marisa Craig; Martha Adams - UMC (martha.adams@umcsn.com); Martha Floyd - SNRHA (mfloyd@snvrha.org); Mary Ferris-Loukas; Megan Adams - Dept of Veterans Affairs (megan.adams2@va.gov); Melanie Osteen - DWSS (osteenm@unlv.nevada.edu); Melissa Kehoe; Melissa Taylor - NPHY (melissat@nphy.org); Mellicia Robinson - The Shade Tree (mrobinson@theshadetree.org); "Melody Rapoza"; Mia Cosain - Southern NV Children First (miacosain@childrenfirst-nv.org); Michael Barrera; Michael Brickey - DWSS (mbrickey@dwss.nv.gov); Michael Pawlak; Michele Fuller-Hallauer; Michele Gold - Med Svcs of America/Home Health & Hospice (mgold@msacorp.com); Michele Johnson; Michelle Johnston; Mike Horn - DWSS (mhorn@dwss.nv.gov); Missionary Angela Marshall (shaunramarshall@gmail.com); Mitch Giagni - SNAMHS (mgiagni@health.nv.gov); Monica Falls - St. Jude"s Ranch (mfalls@stjudesranch.org); "Morgan Mucciarone Vaden"; "mtorres@helpsonv.org"; Nancy Hernandez - SafeNest (nher@safenest.org); Nettie Kellough; Nina Leo - Mobile Mental Health Support Svcs (leon3@unlv.nevada.edu); Ninaku Canady; Novlette Mack - American Lung Association (nchambers@lungs.org); Olwyn Pruitt (olwynpruitt1234@aol.com); Oscar Sida (oscar@belume.com); Osman, David B.; "Pam Allen - Regional Initiatives Office (allenp12@unlv.nevada.edu)"; Pamela Pfeffer - Helping Hands of Vegas Valley (pam.pfeffer@hhovv.org); Pastor Rand Marshall - Yours Truly Ministries (yourstrulyministries@ymail.com); Patricia Battie; Patricia Martin - DWSS (pmartin@dwss.nv.gov); Patricia Nelson - NV Job Connect (ppnelson@nvdetr.org); Patricia Rivas - Boys and Girls Club (privas@bgclv.org); Patricia Thomas - There Is Hope (1220pt@cox.net); Patsy Menver - ULAN (patsy@ulan.org); Paula Tucker - SNRHA (ptucker@snvrha.org); Pedro Gabino - SNAMHS (Pgabino@health.nv.gov); Penny Houston (info@missionispossiblellc.com); Peter McCoy (peter.mccoy@va.gov); Phellep Snow - Dept of Veterans Affairs (Phellep.Snow@va.gov); Phoebe Boulester - DWSS/NEON (pxboulester@dwss.nv.gov); Raymond Green - DHS (raymond.green@dhs.gov); Rayna Henderson (junestar82@msn.com); Rebecca Raphael - Deseret Industries (becca8602@ldschurch.org); Rebecca Trudeau; Reggie Bennett - Rebuilding All Goals Effectively RAGE (reggie@bteamrage.org); "Regina De Rosa"; Renata Haley; Renee Cookson (rcookson@medicine.nevada.edu); Renee Nemcheck - UMC (renee.nemchek@umcsn.com); Rhiannonn Foreman (rhiannonn.foreman@gmail.com); Rhodora Rojas (rhodorar@cox.net); Richard Davis; Rick O"Bringer (Rick@PAassist.net); Rio Kuhn - SafeNest (rkuh@safenest.org); Rita Moore (rita.moore@hcahealthcare.com); Rob Driscoll (driscoll.rob@gmail.com); Robert Thompson - DWSS (rthompson@dwss.nv.gov); Roberta Peoples (robertapeoples@yahoo.com); Robin Berge (Bergerobin@gmail.com); Rodney Bowling - Dept of Veterans Affairs (Rodney.Bowling@va.gov); Roman Lopez - HELP of Southern NV (rlopez@helpsonv.org); Ron Lawrence (ronlawrence89104@yahoo.com); Ron Watson (ronwatsonfp@gmail.com); Rosa Solis - HELP of Southern NV (rsolis@helpsonv.org); Rosanna Johns (rjohns77@hotmail.com); Rose Weaver - HELP USA (rweaver@helpusa.org); Rosemary Meza - Southern NV Council on Idependent Living (rmeza@sncil.org); Rosonea Warren - Safe House (rosoneaw@safehousenv.org); Ruthie Richardson-Robinson (Ruthie.Richardson-Robinson@usw.salvationarmy.org); Ryan Cole - St. Jude"s Ranch - Crossings (rcole@stjudesranch.org); Ryan Sanshuck; Sabreena Hassim - Living Grace Homes (sabreena.livinggrace@gmail.com); Sabrina Howard - Goodwill Industries (sabrinah@sngoodwill.org); Sally St. John (drsally007@gmail.com); Sam Bravo - MMHSS (samxbravo@yahoo.com); Samantha Ford - NVHC (sford@nvrhc.org); Sandal Kelly (admin@consultationandcounseling.com); Sandra Jones (sandra@headsupnevada.com); Sandra Quiroz - UOP Student Human Services (chapina.sq@gmail.com); Sandra Torres; Sarah Beers; Sara Duncan - CCSD (SDD671@interact.ccsd.net); Saul Yaz - DWSS (sgyaz@dwss.nv.gov); Scott Cohen - Dept of Veterans Affairs (scott.cohen3@va.gov); Scott Nielsen - City of North Las Vegas (nielsens@cityofnorthlasvegas.com); Seidy White; Senta Robinson - SNRHA (srobinson@snvrha.org); September Lemay; Shalimar Cabrera - U.S Vets (scabrera@usvetsinc.org); Shane Taylor; Sharnina Starling Buford - Women"s Development Center (sbuford@wdclv.org); Sharon Braun-Pope; Sharon Goldstrohm - Aging & Disability Svc Div/Medicare "Extra Help" (skgoldstrohm@adsd.nv.gov); Shaunda Glass (shaundaglass@yahoo.com); Shawna Schmidt (schmidt.shawna@gmail.com); Sheena Kaufman - DETR

126 Subject: Date: Attachments: Sheila Christmas - SNRHA (schristmas@snvrha.org); Sheila Cogles - Family Court (scogles@yahoo.com); Sheila Logan; Sheila Parks; Shelley Martinez - CCSN (shelleymtz@hotmail.com); Shelly Dye; Sherita Thomas-McDatle (ritagrl1@yahoo.com); Sherlene Simpson; Sherrita Williams (sherriwillia@aol.com); Sherry Pert - Nevada Hand (sherryp@nevadahand.org); Sigrid Mohrhardt (smohrhardtng@aol.com); "Sophia Medina"; Sothsai Manirath - UMC (sothsai.manirath@umcsn.com); Stacey Barrett - Dept of Corrections (sbarrett@doc.nv.gov); Stacey Cramer - The Salvation Army (Stacey.Cramer@usw.salvationarmy.org); Stacey Holland; Stacey Sutton (nhavoice@aol.com); Stacy Maneilly - City of Henderson (stacy.maneilly@cityofhenderson.com); Stefanie Peck - DWSS (pecks3@unlv.nevada.edu); Steffanie Helms; Stephanie Borene; Stephanie Geyers - DHCFP/FOCIS/MFP (geyers@dhcfp.nv.gov); Stephanie Kuewa - Dynamic Home Helath Care (steph@dynamichomehealthcare.com); Stephanie Mandl - DWSS (smandl@dwss.nv.gov); Stephanie Presley ; Stephanie Yegge; Stephen Sabot - DHS (stephen.sabot@dhs.gov); Steve McCoy - SNRHA (smccoy@snvrha.org); Steve Williams (huntridge@lvcoxmail.com); Sue Rhodes; Sugar Vogel; Sulina Hawkins - DWSS (shawkins@dwss.nv.gov); Surafel Abraha; Surrey Abderrazik (sabderrazik@nvhealthcenters.org); Susan Markham - Nevada Hand (smarkham@nevadahand.org); Susan Purcell (spurcell@govcha.nv.gov); Susuan Holley - SNRHA (sholley@snvrha.org); Suzanne Martin - DETR (slmartin@nvdetr.org); Tabitha Pederson (tpederson@vmsn.org); Tamara West (tamarabowden@hotmail.com); Tameisha Sappington - DWSS (tsappington@dwss.nv.gov); Tami Utzig - SafeNest (tutz@safenest.org); Tammie Carroll (tcarrollng@aol.com); Tammy Cutler - SafeNest (tcut@safenest.org); Tanya Rodriguez - DHCFP/FOCIS/MFP (trodriguez@dhcfp.nv.gov); Tara Donohue; Tasha L Leaver; Tatyana Lopez - Women"s Development Center (tlopez@wdclv.org); Tauri Royce - Bitfocus, Inc. (troyce@bitfocus.com); Tawuana Hill - Workforce Connections (thill@nvworkforceconnections.org); Ted Hartwell (t.hartwell@cox.net); Teresa Bass; Teroa Woods - Nevada Hand (t.woods@nevadahand.org); Terri L. Thompson; Terry Blakeney (navvetblakeney@yahoo.com); Thomas Crockett (thomascrcktt@yahoo.com); Tiffani Hendrick (chyna_doll22@hotmail.com); Tiffany Hesser; Tim Mullin - NPHY (tim@nphy.org); Timothy Burch; Tina Prieto - Women"s Development Center (tprieto@wdclv.org); Tisa Evans; Tommy Albert - SNRHA (talbert@snvrha.org); Toni Bouley (bouleytoni@hotmail.com); Tony Sipich (tsiplv@yahoo.com); Tracey Torrence - SNRHA (ttorrence@snvrha.org); Tracy Sutherland - ULAN (tracy@ulan.org); Twila Martinez; Tyler Krause - Family Home Hospice (tkrause1313@yahoo.com); Tyrone Thompson; Uzuri Shakoor (ushakoor@hotmail.com); Valerie Mitchell - The Salvation Army (Valerie.Mitchell@usw.salvationarmy.org); Vanessa Alonso; Velma Williams - Dept of Veterans Affairs (velma.williams2@va.gov); Velvette Williams - CCSD (Velvettew@interact.ccsd.net); Victoria Lopez (tori@lssnv.org); Vilma Mora; Virginia Sawyer; "Wayne Young (w.young@thewellcaregroup.com)"; Waynette Wasano-Jones - Dept of Veterans Affairs (Waynette.Wasano-Jones@va.gov); Wendy Tobler - AFAN (wendy@afanlv.org); Whitney Rogers - Boulder City Hospital (wrogers@bouldercityhospital.org); Wilfredo Amaya; William Yowell (NFS948@gmail.com); "yfields@childrenfirst-nv.org"; Ylonda Dickerson; Yolanda Flores; Yusuf Mehajeb - DWSS (ymehajeb@dwss.nv.gov); Yvette Mendes Hayes - SNRHA (ymendes@snvrha.org); Yvonne Wallace; Zachariah Hillard - U.S. Vets (zhillyard@usvetsinc.org); Zelda Puryear-Williams FW: 2016 CoC Local Application is now available Friday, May 27, :07:00 AM image001.png image002.png Dear Community Program Provider, The Continuum of Care (CoC) is a collaborative funding and planning approach that helps communities plan for and provide the full range of services for the homeless regardless of funding source. Each year the U.S. Department of Housing and Urban Development Community Planning and Development releases a Notice of Funding Availability (NOFA) for Continuums of Care (CoC) to apply for homeless assistance funds, which can be used to support the renewal of permanent housing, rapid rehousing, and transitional housing, and in some cases, new projects for homeless services. We anticipate that this year s NOFA will be released very soon. Therefore, our 2016 Local CoC Application will be available on Friday, May 27, The application will be due by Friday, June 24, A link to the application, application instructions, timeline, and additional resources, can be found at Finally, local homeless services providers that plan to apply for federal grants through the CoC must attend one of two training sessions. The mandatory technical assistance training sessions for the U.S. Department of Housing and Urban Development (HUD) Continuum of Care (CoC) Homeless Assistance Funds will be held at the Clark County Government Center at 500 S. Grand Parkway, 1 st

127 Floor, Pueblo Room, Las Vegas, NV on the following dates: Friday, June 3, 2016 from 1-5pm Monday, June 6, 2016 from 1-5 pm If you have any questions or need any additional information, please contact me at or Sincerely, Danyell Cadell CoC Grants Coordinator Clark County Social Service 1600 Pinto Lane Las Vegas, NV T: F: E: W: Clark County Social Service ü Please consider the environment before printing this . This message is for the sole use of the intended recipients(s) and may contain confidential and/or privileged information. Any unauthorized review, use, disclosure, or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply and destroy all copies of the original.

128 Help Hope Home - The 2016 Local Continuum of Care (CoC)... Page 1 of 1 9/12/2016 Search Facebook Catherine Home Help Hope Home Published by Catherine Huang Hara May 31 The 2016 Local Continuum of Care (CoC) Application is now available, and is due by Friday, June 24, A link to the application, instructions, timeline, and additional resources can be found at Local homeless services providers that plan to apply for federal grants through the CoC must attend one of two training sessions. The mandatory technical assistance training sessions for the U.S. Department of Housing and Urban Development (HUD) CoC Homeless Assistance Funds will be held at the Clark County Government Center at 500 S. Grand Parkway, 1st Floor, Pueblo Room, Las Vegas, NV on Friday, June 3, 2016 from 1-5pm or Monday, June 6, 2016 from 1-5 pm. If you have any questions or need any additional information, please contact Danyell Cadell at cadelldt@clarkcountynv.gov or Funding Opportunities Help Hope Home 2016 Southern Nevada Local HUD Continuum of Care Project Application For 2016, the Local HUD CoC Project Application is an electronic submission through Zoom Grants. The application along with companion documentation is available below.2016 Local HUD CoC Application Important Dates (all dates subjec... HELPHOPEHOME.ORG 21 people reached Boost Post SPONSORED Create Ad Ad Hidden To help us show you a better ad, tell us what you like. 32% off - Limited time! Women's Fashion Graphic Tanks English (US) Español Português (Brasil) Français (France) Deutsch Privacy Terms Advertising Ad Choices Cookies More Facebook 2016 Like Comment Share 2 Ambrosia Lee Crump and Karen Schneider Write a comment... Press Enter to post. Chat (14)

129 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE First Amendment: Adopted & Approved December 10, 2015 Additions/Deletions: TABLE OF CONTENTS: Replace entire section GOVERNANCE STRUCTURE: Replace entire section APPENDIX L: Add Tracking Amendments page APPENDIX M: Add Members, Board Members, Assignments & Admin/Technical Support

130 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT TABLE OF CONTENTS: INTRODUCTION / BACKGROUND... 1 DEFINITIONS Key terms defined for this Charter... 2 ARTICLE 1 AUTHORIZATION, NAME AND SERVICE AREA Section 1.1 Authorization... 6 Section 1.2 Name... 6 Section 1.3 Service Area... 6 ARTICLE 2 COC ORGANIZATIONAL STRUCTURE Section 2.1 CoC Purpose... 7 Section 2.2 CoC Responsibilities... 7 Section 2.3 CoC Delegation of Responsibilities... 8 Section 2.4 Purpose and Responsibilities of the SNH Continuum of Care Board. 8 Section 2.5 CoC Organizational Flow Chart Section 2.6 Working Groups Section 2.7 Ad hoc Work Groups Section 2.8 Collaborative Applicant Section 2.9 Unified Funding Agency ARTICLE 3 MEMBERSHIP Section 3.1 CoC Membership Section 3.2 SNH CoC Board Membership Section 3.3 Jurisdictional Stakeholders Membership Section 3.4 Community Stakeholders Membership Section 3.5 SNH CoC Board Member Selection Process for Community Stakeholders Section 3.6 Working Groups Ad Hoc Working Group Memberships Section 3.7 Responsibilities of All Members Section 3.8 Voting Section 3.9 Attendance Section 3.10 Vacancies Section 3.11 Resignation Section 3.12 Termination ARTICLE 4 OFFICERS Section 4.1 SNH CoC Board Co-Chair(s) and Responsibilities Section 4.2 SNH CoC Board Co-Vice Chair(s) and Responsibilities Section 4.3 Terms of Office Section 4.4 Steering Committee Amended December 10, 2015

131 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 5 MEETINGS Section 5.1 CoC Meetings Section 5.2 SNH CoC Board Meetings Section 5.3 Special Meetings of the SNH CoC Board Section 5.4 Place of Meetings Section 5.5 Notice Section 5.6 Meeting Agenda Section 5.7 Minutes of the SNH CoC Board Meetings Section 5.8 Records Section 5.9 Quorum ARTICLE 6 DECISION MAKING PROCESS FOR ADMINISTRATIVE, POLICY AND FINANCIAL ITEMS Section 6.1 Approval of Administrative Items Section 6.2 Approval of Policy Items Section 6.3 Approval of Financial Items Section 6.4 Comprehensive Annual Budget ARTICLE 7 AMENDMENTS TO THE GOVERNANCE CHARTER Section 7.1 Scheduled Reviews for Amendments Section 7.2 Voting on Amendments Section 7.3 Distribution of Adopted Amendments ARTICLE 8 REGIONAL COORDINATION/ADMINISTRATION Section 8.1 Administration and Facilitation of Regional Work Section 8.2 CoC Section 8.3 SNH CoC Board Section 8.4 Steering Committee Section 8.5 Working Groups and Ad Hoc Committees Section 8.6 Collaborative Applicant Section 8.7 Continuum of Care (CoC) Coordinator Section 8.8 HMIS Lead ARTICLE 9 OFFICIAL COMMUNICATIONS AND REPRESENTATIONS Section 9.1 Official Communication and Representation Section 9.2 Media Contact and Public Information ARTICLE 10 CODE OF CONDUCT Section 10.1 Code of Conduct Section 10.2 Ethics in Government ARTICLE 11 CONFLICT OF INTEREST Section 11.1 Recognition of Conflict Amended December 10, 2015

132 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 12 RECUSAL Section 12.1 Reason for Recusal Section 12.2 Time to Recuse ARTICLE 13 CONFIDENTIALITY Section 13.1 Confidentiality Section 13.2 Confidential Information ARTICLE 14 NON DISCRIMINATION Section 14.1 Non-discrimination ARTICLE 15 SPECIAL ACCOMMODATION Section 15.1 Accommodation ARTICLE 16 GRIEVANCE Section 16.1 Grievance ARTICLE 17 APPEALS Section 17.1 Appeals ARTICLE 18 USE OF INFORMATION Section 18.1 Use of Information ARTICLE 19 DISSOLUTION Section 19.1 Dissolution ARTICLE 20 CITIZEN INVOLVEMENT Section 20.1 Participatory Citizen Involvement ARTICLE 21 RATIFICATION Section 21.1 Ratification Amended December 10, 2015

133 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT APPENDIX The appendix contains supporting documents to the Southern Nevada Continuum of Care Governance Structure. Items within each appendix are reference materials only and may be updated and or replaced as needed without the formal approval of the CoC. Appendix A CFR Part 578 (Federal Registry) Appendix B... McKinney Vento Homeless Appendix C... United Funding Agency (UFA) Appendix D SNRPC Interlocal Agreement Appendix E... SNRPC Chair Rotation (2012 thru 2017) Appendix F Interlocal Agreement for Shared Funding of Regional Homeless Coordination and Inclement Weather Shelter Appendix G... Homeless Trust Fund Agreement with United Way Appendix H... Historical Background: o Homeless Intervention Proposal September 25, 2003 o SNRPC Technical CoH Minutes October 15, 2003 o SNRPC Technical CoH Minutes November 20, 2003 o SNRPC Technical CoH Minutes December 18, 2003 o SNRPC Minutes March 25, 2004 o SNRPC Technical Committee November 4, 2004 Appendix I... Forms: o CoC Membership Form o CoC Board Interest Form o Confidentiality Form Appendix J... NRS Chapter 281A Ethic in Government Appendix K...Open Meeting Law Appendix L... Tracking Amendments Appendix M...Members, Board Members, Assignments & Admin/Technical Support Amended December 10, 2015

134 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Introduction / Background The Southern Nevada Regional Planning Coalition (SNRPC) was established in 2000 and is comprised of elected officials from Clark County, City of Las Vegas, City of North Las Vegas, City of Henderson, City of Boulder City and the Clark County School District. In 2003, a regional effort to address homelessness in Southern Nevada was established by the SNRPC and in turn created the SNRPC Technical Committee on Homelessness replacing the SNRPC Homelessness Task Force Work Group. Subsequently, the SNRPC Technical Committee on Homelessness adjusted their name to the SNRPC Committee on Homelessness (SNRPC CoH). The SNRPC CoH also acted as the approving body for the Continuum of Care Process. (Reference Appendix H) The SNRPC CoH consisted of eleven (11) members from each of the local jurisdictions, school district, law enforcement, mental health and a homeless services representative. In 2009, the Department of Housing and Urban Development (HUD) enacted the HEARTH Act that established a Continuum of Care (CoC) program to address homelessness and created specific rules, regulations and procedures to be competitive for federal dollars. The HEARTH Act also includes a provision to establish a governance structure that ensures an opportunity for all stakeholders to be included and participate in the CoC program. It has been recognized that Southern Nevada is ahead of most other communities throughout the country in creating a regional collaboration on homelessness issues, while respecting the individual political entities. As a result, this governance structure recognizes the initial regional framework designed by the SNRPC in 2003, while incorporating the rules and regulations enacted through the HEARTH Act and the CoC Program in 2009; hence the re-authorization of the SNRPC CoH and CoC into one cohesive structure in 2014, known as the Southern Nevada Homelessness Continuum of Care and the Southern Nevada Homelessness Continuum of Care Board (SNH CoC Board). 1 Amended December 10, 2015

135 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT DEFINITIONS Key Terms Defined For This Charter Ad Hoc Working Group(s) Ad Hoc Working Groups are established to work on projects or tasks of critical importance to the SNH CoC. Ad Hoc Working Groups will have varying durations, dependent on the topic or issue. Ad Hoc Working Groups are made up of staff from the participating agencies and sub-populations within the SNH CoC, and may include members of the SNH CoC Board without establishing a quorum of the SNH CoC Board on any Ad Hoc Working Group. Champion(s) Individuals that serve as the lead (on behalf of the SNH CoC Board) to ensure activities and/or meetings are occurring as it relates to special projects, initiatives, working groups and ad hoc working groups in order to ensure the assignment, direction and timeframes are being met. Collaborative Applicant The collaborative applicant is the entity that submits the annual CoC Consolidated Application for funding on behalf of the CoC and is charged with collecting and combining the application information from all applicants for all projects within the CoC s geographic area. Community Stakeholders SNH CoC Board members that consist of for-profit(s), non-profit(s) and/or semi-public agencies which reflect the sub-populations defined within the HEARTH Act and have equal standing and voting privileges of Jurisdictional Stakeholders. Continuum of Care (CoC) Historically, under the McKinney Vento Act, the CoC was a local network that plans and coordinates funding for services and housing to assist homeless individuals and families. With the adoption of the HEARTH Act, the Continuum of Care (CoC) is an entity that implements the HUD CoC program and includes all who elect to participate and are concerned with and/or providing services to the various homeless subpopulations furthering the direction of the HEARTH Act (24 CFR 578 Subpart B). Continuum of Care (C0C) Coordinator The Continuum of Care Coordinator is a role that is responsible for coordinating key business items (particularly Federal mandates) on behalf of the CoC and SNH CoC Board and ensuring stakeholders are convened to get business done through a consensus model. Continuum of Care (C0C) Member A CoC member can be an individual, agency and/or department within a political subdivision who are concerned with and/or providing services to the various homeless sub-populations furthering the direction of the CoC. As it pertains to jurisdictional stakeholders, it is recognized that multiple departments exist within each jurisdiction (i.e., political sub-division). An agency and/or department with more than one individual representing that organization will be recognized as one member. (Reference Appendix I) 2 Amended December 10, 2015

136 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Continuum of Care (CoC) Program In May of 2009, the HEARTH Act (24 CFR 578) enacted into law the consolidation of Shelter Plus Care, Supportive Housing Program and Single Room Occupancy grants authorized under the original McKinney Vento Act into a single grant program known as the Continuum of Care. The CoC Program is designed to: Promote a community-wide commitment to the goal of ending homelessness Provide funding for efforts to rapidly re-house homeless individuals and families Promote access to and effective use of mainstream programs Optimize self-sufficiency among individuals and families experiencing homelessness Convener A convener is an individual, group or agency responsible for bringing people together to address an issue, problem, or opportunity. In the context of collaborative leadership, it involves convening representatives from multiple sectors for a multi-meeting process, typically on complex issues. A convener, or group of conveners working together, might invite public officials, business professionals, or leaders of community or nonprofit organizations to participate. Conveners use their influence and authority to call people together to collaborate. The convener s primary responsibility is to serve as the organizer and administrator of the collaboration, carrying out the preliminary and follow-up tasks that ensure the process proceeds smoothly. HEARTH Act - Homeless Emergency Assistance and Rapid Transition to Housing Act Homeless Management Information System (HMIS) A Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness. The Continuum of Care is responsible for selecting a HMIS software solution that complies with HUD s data collection, management, and reporting standards. Jurisdictional Stakeholders SNH CoC Board members that reflect the seats on the SNRPC and have equal standing and voting privileges of Community Stakeholders. Southern Nevada Regional Planning Coalition (SNRPC) On January 27, 2000, the Southern Nevada Regional Planning Coalition was established through a State Legislative action to work together on regional issues impacting all jurisdictions in Southern Nevada. The Coalition is comprised of political subdivisions within the Southern Nevada region and is represented by elected officials from each of the public entities, including the City of Las Vegas, City of North Las Vegas, City of Henderson, City of Boulder City, Clark County and the Clark County School District. (Reference Appendix D) 3 Amended December 10, 2015

137 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT SNRPC Committee on Homelessness (CoH) On September 25, 2003, the Southern Nevada Regional Planning Coalition (SNRPC) established the Technical Committee on Homelessness (CoH) to oversee, coordinate, collaborate, plan and address homeless issues and activities at a regional level, in an effort to address the needs of homeless persons in Southern Nevada. Through an Interlocal Agreement that is renewed annually, the SNRPC CoH city and county partners share costs (proportionately based on population) to assist with funding key homeless initiatives that support the coordination of federally mandated and/or core regional efforts to end homelessness (i.e., annual census, HMIS). (Reference Appendix F) Upon the adoption of this governance structure as stipulated by the HEARTH Act, the SNRPC CoH and the CoC will officially converge and be known as the Southern Nevada Homelessness Continuum of Care Board (SNH CoC Board). Southern Nevada Homelessness Continuum of Care Board (SNH CoC Board) - This is the official board acting on behalf of the Continuum of Care to take care of all related business requiring direction and/or formal actions and furthering the mission to end homelessness in Southern Nevada. Upon the adoption of this governance structure as stipulated by the HEARTH Act, the SNRPC CoH and the CoC will officially converge and be known as the Southern Nevada Homelessness Continuum of Care Board (SNH CoC Board). The SNH CoC Board consists of two distinct groups: 1) Jurisdictional Stakeholders that reflects the seats on the SNPRC and 2) Community Stakeholders that reflects the sub-populations defined within the HEARTH Act as well as furthering the intent of the Continuum of Care. Steering Committee Given the size of the SNH CoC Board representing both jurisdictional stakeholders and community stakeholders, a Steering Committee is established to create clarity for the SNH CoC Board by focusing on the routine administrative business matters related to the CoC and SNH CoC Board, setting future SNH CoC Board meetings and agendas, strategic planning, coordination of the working groups, and review financial activities among other administrative items. The committee functions as a fact finding, research and development body pertaining to administrative functions and ultimately schedules such matters before the full SNH CoC Board for discussion, review and/or approval. Sub-population (homeless) - For the purpose of the governance structure, sub-populations are referring to categories of individuals with related, yet distinct, needs that can be address through a continuum of care. Representation of the sub-population as required by in the HEARTH Act must be reflected on the SNH CoC Board. (Reference Section 3.2) Unified Funding Agency (UFA) The organization that serves as the fiscal agent that is responsible for the fiscal oversight and administration of federal funds awarded to the CoC. 4 Amended December 10, 2015

138 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Working Group(s) Working Groups are established to address mandates and/or topics of critical importance to the SNH CoC and specifically referenced in the HEARTH Act. Working Groups are ongoing in nature and made up of SNH CoC Board members, staff from local jurisdictions and CoC members representing sub-populations without establishing a quorum of the SNH CoC Board members on any of the Working Groups. Below are further definitions for each of the standing working groups: Evaluation Working Group: The assigned Champion(s) is charged with leading efforts as it relates to funding priorities, collaborative application processes, RFPs and evaluations associated with homeless efforts and ESG coordination. Requires cross collaboration with other working groups and sharing of information for effective implementation and strategies as well as open and inclusive opportunities for CoC members to participate and be actively involved. Planning Working Group: The assigned Champion(s) is charged with leading efforts as it relates to system coordination, annual point in time count, gaps analysis, consolidated plan, discharge planning, governance structure updates, alignment and capacity building, coordinated intake, and youth. Requires cross collaboration with other working groups and sharing of information for effective implementation and strategies as well as open and inclusive opportunities for CoC members to participate and be actively involved. HMIS Working Group: The assigned Champion(s) is charged with leading efforts as it relates to the designation of HMIS Lead, designation of HMIS Administrator, oversee operations, ensure HMIS compliance and reporting. Requires cross collaboration with other working groups and sharing of information for effective implementation and strategies as well as open and inclusive opportunities for CoC members to participate and be actively involved. Monitoring Working Group: The assigned Champion(s) is charged with leading efforts as it relates to performance measures (e.g., baseline of system bed availability/capacity (filled)--broken down by type in order to monitor success/performance; monitoring the cue related coordinated intake; impact of outreach efforts). Requires cross collaboration with other working groups and sharing of information for effective implementation and strategies as well as open and inclusive opportunities for CoC members to participate and be actively involved. Community Engagement Working Group: The assigned Champion(s) is charged with leading efforts as it relates to coordinated messaging and all media outlets, outreach, inventory of community partners, public service announcements, educational materials and Website content. Requires cross collaboration with other working groups and sharing of information for effective implementation and strategies as well as open and inclusive opportunities for CoC members to participate and be actively involved. 5 Amended December 10, 2015

139 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 1 AUTHORIZATION, NAME AND SERVICE AREA Section Authorization In an effort to address the needs of homeless persons in the Southern Nevada region, the Southern Nevada Regional Planning Coalition (SNRPC) established the SNRPC Committee on Homelessness (CoH) on September 25, 2003, to oversee, coordinate, collaborate, plan and address homeless issues and activities at a regional level Given the new Federal definition of a Continuum of Care Program, the governance structure herein incorporates the goals of the SNRPC CoH together with the single grant program entitled the Continuum of Care that incorporate the rules and regulations defined by the HEARTH Act (24 CFR par 578) The HEARTH Act consolidates the Shelter Plus Care, Supportive Housing Program and Single Room Occupancy grants authorized under the original McKinney Vento Act into a single grant program known as the Continuum of Care Program. The CoC Program is designed to: Promote a community-wide commitment to the goal of ending homelessness Provide funding for efforts to rapidly re-house homeless individuals and families Promote access to and effective use of mainstream programs Optimize self-sufficiency among individuals and families experiencing homelessness Section Name In May of 2009, the HEARTH Act (24 CFR 578) enacted into law by Congress and gives the Continuum of Care (CoC) membership the authority to create a continuum of care board, which shall be known as the Southern Nevada Homelessness Continuum of Care (SNH CoC) Board. In Southern Nevada, the SNH CoC Board also incorporates the roles, responsibilities and delegated authority of the SNRPC CoH. Section Service Area The SNH CoC Board services the greater Southern Nevada region, including the metropolitan area of unincorporated Clark County and the incorporated cities within Clark County. 6 Amended December 10, 2015

140 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 2 COC ORGANIZATIONAL STRUCTURE Section CoC Purpose The purpose of the CoC is to carry out designated responsibilities of the HEARTH Act. Section CoC Responsibilities The CoC is required to carry out the following responsibilities, as designated by the HEARTH Act Establish a board to act on behalf of the Continuum of Care. This board must 1.) be representative of the relevant organizations and of projects serving homeless subpopulations; and 2.) include at least one homeless or formerly homeless individual Hold meetings of the full membership, with published agenda and in accordance with the Nevada Open Meeting Law, at least twice a year At least annually, publicly make an invitation for new members to join Adopt and follow a written process to select a board to act on behalf of the CoC. The process must be reviewed, updated and approved by the CoC at least once every 5 years. Initial adoption occurred in (Reference Section 3.5) Appoint additional committees, subcommittees, or workgroups (as needed) In consultation with the CoC Coordinator and the HMIS Lead, develop, follow and update the governance charter at least once within a 5 year timeframe, which will include all procedures and policies needed to comply with 24 CFR 578 Subpart B and with the HMIS requirements from HUD; and a code of conduct and recusal process for the board, its chair and any person acting on behalf of the board Consult with recipients and sub-recipients to establish performance targets appropriate for population and program type, monitor recipient and sub-recipient performance, evaluate outcomes, and take action against poor performers; Evaluate outcomes of projects funded under the Emergency Solutions Grants program and the Continuum of Care Program, and report to HUD; In consultation with recipients of Emergency Solutions Grants program funds within the geographic area, establish and operate either a centralized or coordinated assessment system that provides an initial, comprehensive assessment of the needs of individuals and families for housing and services. The CoC must develop a specific policy to guide the operation of the centralized or coordinated assessment system on how its system will address the needs of individuals and families who are fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, or stalking, but who are seeking shelter or services from non-victim service providers. This system must comply with any requirements established by HUD. 7 Amended December 10, 2015

141 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT In consultation with recipients of Emergency Solutions Grants program funds within the geographic area, establish and consistently follow written standards for providing Continuum of Care assistance Designate and operate an HMIS, per 24 CFR 578 Subpart B Update and maintain the Continuum of Care plan, per 24 CFR 578 Subpart B, as detailed in the Help Hope Home Regional Plan to End Homelessness Prepare and oversee the development and submission of the annual application for CoC funds Establish funding priorities for funding projects in its geographic area Design, operate and follow a collaborative process for developing applications and approving the submission of applications in response to a HUD NOFA in concert with the funding priorities and plan adopted by the CoC Designate the Collaborative Applicant in conjunction with the reauthorization of the governance structure (every 5 years) or as needed. (Reference Section 2.8 Collaborative Applicant) The CoC may designate the collaborative applicant to seek Unified Funding Agency (UFA) designation. Upon designation, a collaborative applicant shall request UFA status through the annual CoC Collaborative Application process. HUD will inform the collaborative applicant and the UFA if it meets the criteria. The CoC will annually re-authorize the UFA. (Reference Section 2.9) Section CoC Delegation of Responsibilities The CoC delegates to SNH CoC Board the responsibilities that must be carried out per the HEARTH Act to include, but not limited to, the operations of the CoC. Section Purpose and Responsibilities of the SNH CoC Board The purpose is to carry out the operations of the CoC as delegated by the CoC in accordance with the process approved under 24 CFR 578 Subpart B and other responsibilities that were directed by the SNRPC; including, but is not limited to: Approving the comprehensive homeless plan and any expenditure of regional budget dollars as well as guiding the contributions of private and government entities Coordinating homeless housing and service programs to the homeless in Southern Nevada (among public, private, and non-profit jurisdictions) to address competing goals and conflicting services, in order to reduce and eliminate duplication of services. 8 Amended December 10, 2015

142 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Annually assessing the current needs and gaps in the homeless service system in Southern Nevada as identified by the CoC, Steering Committee and/or the Planning Working Group Developing an evaluation component (outcome measurement) for all current homeless services. Implementation of the outcome measurements will be required of all recipients of the CoC homeless funds Working with all the local jurisdictions, other public, private, and non-profit groups in developing a continuum of care system that is consistent with local, state and federal priorities Coordinating and collaborating with United Way of Southern Nevada to identify and access private funding streams that support the needs throughout the valley that cannot be met with existing resources. Financial contributions made to the Southern Nevada Homeless Trust Fund are managed and administered by the Southern Nevada Regional Planning Coalition (SNRPC) and shall be utilized in supporting community-wide efforts around homelessness, filling gaps in services and in preventative services. (see Appendix, Section G) Ensuring case management services are coordinated throughout Southern Nevada Identifying and applying for competitive homeless-related federal, state and local grants, as appropriate Voting on the recommendations from the Board Member Selection Ad Hoc Working Group for the SNH CoC Board membership. 9 Amended December 10, 2015

143 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section CoC Organizational Flow Chart At a minimum, the CoC will be represented by the SNH CoC Board, the working groups referenced below, a Steering Committee, Collaborative Applicant and other Ad Hoc Working Groups created as necessary. Continuum of Care Steering Committee SNH CoC Board Ad Hoc Working Groups (More may be added as needed) Collaborative Applicant SNH CoC Board Member Selection Process Unified Funding Agency (UFA) Working Groups More may be added as needed Evaluation/Audit of Regional Homeless Efforts (financials, programming and systems) Evaluation Planning HMIS Monitoring Community Engagement Determine Fund Priorities Oversee Collaborative Application Process Determine Collaborative Applicant Other Homeless RFPs and Evaluations ESG Coordination System Coordination Annual PIT Count Annual Gaps Analysis Consolidated Plan Discharge Planning Governance Charter Updates Alignment and Capacity Building Designation of HMIS Lead Designation of HMIS Administrator Oversee Operation Ensure HMIS Compliance Reporting Performance Measures Annual Compliance Capacity Assessment Coordinated Messaging and all Media Outlets Outreach Inventory of Community Partners Public Service Announcements Educational Materials Website Content Coordinated Intake Youth 10 Amended December 10, 2015

144 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Each of the working groups referenced above includes core items to ensure oversight and active coordination. The assigned Champion for each of the working groups ensures items are being implemented and/or completed and should not be presumed to take on each core item independently. The assigned Champion and their working group members must rely on other CoC members to participate in order to complete each of the core items For a complete listing of CoC members/agencies assigned to the SNH CoC Board, Steering Committee, Working Group Champions and Ad-Hoc Working Group Champions, reference Appendix M. Section Working Groups Working Groups are created by SNH CoC Board to meet the operational needs of the CoC that would research, brainstorm, discuss and/or evaluate in order to develop recommendations to the SNH CoC Board. Working groups may include sub-working groups as needed. The purpose and scope for each working group shall be defined at the time the working groups are created and develop their own policies and procedures that are consistent with the governance structure and adopted by the SNH CoC Board All SNH CoC Board members or their alternate shall serve on at least one Working Group. Board members who have conflicts with attending working group meetings shall contact the respective champion(s) to develop alternative means of participation. Each working group will have a minimum of one SNH CoC Board member or their alternate as a champion. Working groups are not subject to the Open Meeting Law, but should remain open to public participation and observation All fiscal and policy matters must be forwarded to the SNH CoC Board with recommendations by the Working Group At the adoption of the governance structure, the following Working Groups are established with associated responsibilities: The Evaluation Working Group is charged with the following items: (A) Determine Fund Priorities (B) Collaborative Application Process (C) Collaborative Applicant (D) Other Homeless RFP s and applications for other funding sources that can be used to support homeless services (E) ESG Coordination The Planning Working Group is charged with the following items: (A) System Coordination (may include locally defined priority sub-populations such as youth, senior, veterans, etc.) (B) Annual Point In Time (PIT) Count (C) Annual Gaps Analysis (D) Consolidated Plan 11 Amended December 10, 2015

145 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT (E) Discharge Planning (F) Governance Charter Updates (G) Alignment and Capacity Building (H) Coordinated Intake (I) Youth (J) Develop a plan that includes: 1) Coordinating the implementation of a housing and service system within its geographic area that meets the needs of homeless individuals (including unaccompanied youth) and families. At a minimum, such system encompasses the following: (a) Outreach, engagement, and assessment; (b) Shelter, housing, and supportive services; (c) Prevention strategies. 2) Planning for annually conducting a point-in-time count of homeless persons within the geographic area that meets the following requirements: (a) Homeless persons who are living in a place not designed or ordinarily used as a regular sleeping accommodation for humans must be counted as unsheltered homeless persons; (b) Persons living in emergency shelters and transitional housing must be counted as sheltered homeless persons; and (c) Other requirements established by HUD by Notice. 3) Conducting an annual gaps analysis of the homeless needs and services available within the geographic area; 4) Providing information required to complete the Consolidated Plan(s) for HUD Block Grants within the Continuum s geographic area; and 5) Consulting with State and local government Emergency Solutions Grants program recipients within the Continuum s geographic area on the plan for allocating Emergency Solutions Grants program funds and reporting on and evaluating the performance of Emergency Solutions Grants program sub-recipients The HMIS Working Group is charged with the following items: (A) Designation of Lead and Administrator; (B) Overseeing Operations of information and processes; and (C) Compliance and Reporting; (D) Responsible for reporting the following: 1) Designation of a single Homeless Management Information System (HMIS) for the geographic area; 2) Designation of an eligible applicant to manage the Continuum s HMIS, which will be known as the HMIS Lead; 3) Review, revise, and approve a privacy plan, security plan, and data quality plan for the HMIS; 4) Ensure consistent participation of recipients and sub-recipients in the HMIS; and 5) Ensure the HMIS is administered in compliance with requirements prescribed by HUD. 12 Amended December 10, 2015

146 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT The Monitoring Working Group shall be responsible for the following: (A) Performance Measures; (B) Annual Compliance; and (C) Capacity Assessment The Community Engagement Working Group is charged with the following items: (A) Coordinated Messaging and Media (including social media and any other media outlets); (B) Outreach; (C) Inventory of Community Partners; (D) Public Service Announcements; (E) Educational Materials; and (F) Website Content. Section Ad Hoc Working Groups Creation of an Ad Hoc Working Group shall be approved by the SNH CoC Board. The creation of an Ad Hoc Working Group(s) may be requested by a SNH CoC Board member or the Steering Committee, in order to meet the operational needs of the CoC Ad Hoc Working Groups are formed to do additional research, brainstorm discuss and/or evaluate programs, projects or issues, in order to provide information, strategies or proposals for the CoC and/or SNH CoC Board. Periodic updates and/or report outs will be presented to the board, and may include recommendations (if appropriate). The subject, composition and scope for each Ad Hoc working group shall be defined at the time the working groups are created. Ad Hoc Working groups are not subject to the Open Meeting Law, but are encouraged to remain open to public observation and/or participation when appropriate. All fiscal and policy matters must be forwarded to the SNH CoC Board with recommendations. Section Collaborative Applicant The Collaborative Applicant works with the Evaluation Working Group to prepare for and submit the annual CoC Consolidated Application for funding on behalf of the CoC The Collaborative Applicant is charged with collecting and combining the application information from all applicants for all projects within the CoC s geographic area If the CoC chooses to apply for CoC planning funds, the Collaborative Applicant is the only eligible applicant able to apply for these funds on behalf of the CoC The CoC retains all of its responsibilities, even if it designates one or more eligible applicants other than itself to be the Collaborative Applicant that applies for funds on behalf of the Continuum of Care. This includes approving the application for funds. 13 Amended December 10, 2015

147 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT The CoC will entertain applications for the Collaborative Applicant every 5 years, or as needed. The Board is responsible for reviewing, evaluating and making a recommendation to the CoC. Section Unified Funding Agency (UFA) If a Unified Funding Agency is approved and designated by HUD, the UFA becomes the Collaborative Applicant and assumes the following responsibilities: Apply for funding for all projects within the geographical area as recommended by the Evaluation Working Group and approved by the SNH CoC Board; and enter into a grant agreement with HUD for all of the projects Enter into legally binding grant agreements with sub-recipients, and receive and distribute funds to sub-recipients for all projects within the geographic area Require sub-recipients to establish fiscal control and accounting procedures necessary to assure proper disbursal of and accounting for federal funds in accordance with the requirements of 24 CFR parts 84 and 85 and corresponding OMB circulars Obtain approval of any proposed grant agreement amendments by the CoC before submitting a request for an amendment to HUD The CoC will entertain applications for the UFA every 5 years, or as needed. The Board is responsible for reviewing, evaluating and making a recommendation to the CoC. 14 Amended December 10, 2015

148 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 3 MEMBERSHIP Section CoC Membership On behalf of the CoC, the SNH CoC Board will issue a public invitation for new members to officially join the Continuum of Care from within the service area on an annual basis. (Reference Section ) CoC Members will have the opportunity to vote at the CoC meetings as well as any special CoC meetings that may occur CoC Members are encouraged to participate on working group(s) and/or ad hoc working group(s). Section SNH CoC Board Membership Upon the adoption of this governance structure, the SNRPC CoH will begin the process of expanding representation of the CoC to include the HEARTH Act required community stakeholders (Reference Section 3.4), and will be known as SNH CoC Board The stakeholders are comprised of representatives from 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, homeless and formerly homeless persons and any other identified stakeholder that benefits the mission of the CoC to the extent these stakeholders are represented in the geographic area and available to participate For the purpose of defining how members and officers are selected, the SNH CoC Board is organized into two groups (Jurisdictional Stakeholders and Community Stakeholders) that have equal standing and voting privileges SNH CoC Board defines and authorizes the following as relevant organizations and representatives of homelessness subpopulations of SNH CoC Board. One board member may represent the interests of more than one homeless subpopulation, and the board must represent all subpopulations within the CoC to the extent that someone is available and willing to represent that subpopulation on the board. SNH CoC Board is established by the CoC in accordance with the process approved. (Reference Appendix A - 24 Code of Federal Regulations (CFR) part 578.7(a) (3)). 15 Amended December 10, 2015

149 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT SNH CoC Board Structure under the HEARTH Act Jurisdictional Stakeholders (Fixed Terms/Designated) Community Stakeholders (Staggered Terms/Appointed) *Sitting members on the SNRPC. GOVERNMENT (5) Clark County* City of Las Vegas* City of Henderson* City of North Las Vegas* City of Boulder City* SCHOOL DISTRICT (1) Clark County School District* PUBLIC HOUSING AGENCY (1) LAW ENFORCEMENT (1) FAITH BASED ORGANIZATION (2) BUSINESSES (3) AFFORDABLE HOUSING DEVELOPERS (1) SOCIAL SERVICE PROVIDERS (3) Provider (e.g., social services providers, victim service providers) MENTAL HEALTH AGENCIES (1) Mental Health Agencies HOMELESS OR FORMERLY HOMELESS (2) ORGANIZATIONS THAT SERVE HOMELESS AND FORMERLY HOMELESS VETERANS (2) UNIVERSITIES (1) HEALTH CARE PROVIDER (2) ADVOCATES (3) At-Large Members EMERGENCY MEDICAL SERVICES (EMS) (1) WORKFORCE INVESTMENT (1) FEDERALLY DESGINATED- EMERGENCY FOOD AND SHELTER PROGRAM (EFSP) (1) Sub-population representation Families with Children Unaccompanied Youth Seniors Veterans Chronic Homeless Substance abuse Victims of domestic violence Seriously mentally Ill Transition Age Youth HIV/AIDS Pregnant/ Parenting transition age youth or unaccompanied youth Homeless Human Trafficking Organizational Representative Each jurisdiction is a representative of the Jurisdictional Stakeholders and designated by each of the participating jurisdictions. The School District is a representative of the Jurisdictional Stakeholders and is designated by the CCSD. Charged with coordinating efforts with all other public housing authorities within the service area. Charged with coordinating efforts with all other public law enforcement agencies within the services area. Charged with coordinating efforts with all faith-based groups. Charged with coordinating efforts with all business organizations Charged with coordinating efforts with all nonprofit housing developers. Charged with coordinating efforts with all social service non-profit providers. Charged with coordinating efforts with all mental health agencies. Charged with representing all homeless individuals or formerly homeless individuals. Charged with coordinating efforts with all homeless veteran providers. Charged with coordinating efforts with all higher education organizations. Charged with coordinating efforts with all local hospitals. Rotating seat for consideration Charged with coordinating efforts with all Emergency Medical Services. Charged with coordinating efforts with all workforce investment agencies. Charged with coordinating efforts on behalf of EFSP. 16 Amended December 10, 2015

150 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Jurisdictional Stakeholders Membership The Jurisdictional Stakeholders are comprised of all the participating governmental entities that are represented on the SNRPC. At the time this Charter is adopted, members include representation from Clark County, City of Las Vegas, City of North Las Vegas, City of Henderson, City of Boulder City and the Clark County School District, but may be expanded or reduced based on SNRPC representation. Jurisdictional Stakeholders are members and officers selected by a different process than the Community Stakeholders; however, all members from both groups have equal status and voting privileges Each Jurisdictional seat on SNH CoC Board shall represent the greater interest of their respective political subdivision Membership of the Jurisdictional Stakeholders may expand or be reduced, based on the political subdivision s active participation in the SNRPC membership. Each participating political subdivision sitting on the SNRPC assigns their respective representative and alternate to SNH CoC Board Terms of the Jurisdictional Stakeholders are in perpetuity or until one of the political subdivisions elects not to participate. Each Jurisdictional Stakeholder must complete the CoC membership form so it s on the record that they are a member of the CoC. Section Community Stakeholders Membership Representation of the Community Stakeholders may expand or be reduced, based on the HEARTH Act requirements or the determination that greater or fewer representation serves in the interest of the CoC while accurately reflecting the relevant organizations and representatives of homelessness subpopulations. Community Stakeholders are members and officers selected by a different process than the Jurisdictional Stakeholders; however, all members from both groups have equal standing and voting privileges On behalf of the CoC, the SNH Continuum of Care Board issues a public invitation for CoC members from within the service area at least annually and solicits members to complete a Board of Interest Form All non-profits and for-profits wishing to serve on SNH CoC Board must complete a Board Interest Form for consideration. If no interest is shown, SNH CoC Board shall reach out to prospective group(s) for consideration The Regional Initiatives Office will coordinate the process and bring completed applications to an ad hoc working group, who in turn will screen, review and evaluate Board Interest Forms in order to forward their recommendations to the SNH CoC Board for final action Board of Interest Form may be submitted anytime throughout the year. Cut off dates to be considered for the following calendar year, will be determined by the Regional Initiatives Office and published accordingly. For members currently serving but whose term will expire, a Board of Interest Form must be submitted in order to be considered for another term. 17 Amended December 10, 2015

151 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Each Community Stakeholder seat on SNH CoC Board shall represent the greater interest of the relevant group they represent Each Community Stakeholder voted onto SNH CoC Board assigns their respective alternate to SNH CoC Board. The alternate must also be within the same relevant group as the primary Community Stakeholder. (i.e., business seat must be represented with a business alternate; advocate seat must be represented with an advocate alternate) All Community Stakeholders on SNH CoC shall serve staggered terms, for four (4) year terms each. There are no limits to the number of terms served At the January 2015 meeting, following approval of the board, Community Stakeholder members will draw numbers from a hat, to determine the rotation. Even numbers will serve a two (2) year term, odd numbers will serve a four (4) year term, with all serving a four (4) year term thereafter. Section SNH CoC Board Member Selection Process for Community Stakeholders: A Board Member Selection Ad Hoc Working Group will be created by the SNH CoC Board Anyone who wants to be considered to serve on the SNH CoC Board must complete a Board Interest Form. (Reference Appendix I) Completed Board Interest Forms may be submitted throughout the year online at to the Steering Committee or the SNH CoC Board Member Selection Ad Working Group Incomplete forms will not be processed for further consideration by the Board Member Selection Ad-Hoc Group. Incomplete forms will be returned to the applicant making one request for required missing information to be resubmitted Once the SNH CoC Board is in place (January 2015), only Board Interest Forms that are submitted prior to future appointments will be reviewed and considered for a January appointment. In the absence of a Board Interest Form for a designated seat on the SNH CoC Board, the Board Member Selection Ad Hoc Working Group may reach out to appropriate parties for consideration The Board Member Selection Ad Hoc Working Group will review and prepare their recommendations for the SNH CoC Board to consider at its January meeting At the January SNH CoC Board meeting, the Board Member Selection Ad Hoc Working Group will present the recommendations to the SNH CoC Board for approval. Voting will occur separately for each category/seat being considered. 18 Amended December 10, 2015

152 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Working Group and Ad Hoc Working Group Memberships SNH CoC Board members will be assigned as a champion to each of the Working Groups and/or Ad Hoc Working Groups. Decisions will be based on a consensus of the group, reviewed by the Steering Committee with final recommendations being forwarded to the SNH CoC Board for possible action Consideration for changes and/or rotation of a working group and/or ad hoc working group champions will be reviewed and considered by the Steering Committee with final recommendations being forwarded to the SNH CoC Board for possible action. Section Responsibilities of All Members Advance the mission and purpose of the SNH CoC Board and the CoC Each SNH CoC Board member shall serve on at least one Working Group (i.e., Evaluation, Planning, HMIS, Monitoring, and/or Community Engagement) Motivate and encourage active participation by all committee members at meetings and in identified initiatives Uphold and enforce the governance structure Providers to provide services and deliver reports, as required by the SNH CoC Board and/or HUD through notices. Section Voting The CoC members shall have voting privileges for all items on the CoC agenda requiring a formal action, as published on the agenda. Voting privileges shall be one vote per CoC member. (Reference CoC Member definition) All CoC members present at the meeting establish the quorum for the purpose of voting SNH CoC Board members shall have voting privileges at all meetings, unless identified conflicts of interest exist. In the absence of the primary member, the alternate will have the same voting privileges, authority, duties and responsibilities. 19 Amended December 10, 2015

153 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Attendance To maintain an active membership, the member or the alternate must attend a minimum of 75% of the regularly scheduled SNH CoC Board meetings Attendance and active participation at SNH CoC Board meetings is a key responsibility for all committee members and their representatives To notify of an absence before a scheduled SNH CoC Board meeting, the representative or alternate representative must contact one of the Co-Chairs and/or the Collaborative Applicant in advance of the meeting. In the event the member is unable to notify in advance of the meeting, the general reason for the absence must be provided to the Collaborative Applicant within two (2) weeks after the meeting When any committee member fails to maintain an active membership status, the Collaborative Applicant will notify the Co-Chairs and prepare a letter for the Co-Chairs to notice the committee member and their respective agency in writing of the absences and request the agency appoint a new representative, or risk losing their seat on the SNH CoC Board. Section Vacancies Vacancies may be filled by the alternate representative for that agency for the remainder of the unexpired term When a Community Stakeholder seat is vacated, the Board Member Selection Ad Hoc Working Group will be reconvened to review Board Interest Forms and make a recommendation to the SNH CoC Board. Section Resignations A member may resign at any time by giving written notice to SNH CoC Board or the Collaborative Applicant. Such resignation shall take effect upon the date stated in the notice. If no date is specified in the notice, the resignation will be effective immediately. Section Termination A member may be removed for failure to comply with the requirements, perform the duties and responsibilities, or exercise the leadership necessary for the position. Removal of a member shall require a two-thirds vote of SNH CoC Board members present at a regular or special meeting. 20 Amended December 10, 2015

154 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 4 OFFICERS Section SNH CoC Board Co-Chair(s) and Responsibilities The SNH CoC Board must include two Co-Chairs. One Co-Chair shall be a Jurisdictional Stakeholder voting member of the SNH CoC Board that will serve on a rotation basis that follows the SNRPC Chair rotation. (Reference Appendix E) The second Co-Chair shall be a Community Stakeholder voting member of the SNH CoC Board that held the Co-Vice Chair the previous year. In the event the Co-Vice Chair is not available to serve as the Co-Chair, the office can be nominated by any voting member on the SNH CoC Board and approved by a majority vote The Co-Chairs shall perform the following: Facilitate SNH CoC Board meetings; Advance the mission and purpose of the SNH CoC Board; Motivate and encourage active participation by all Committee Members at meetings and in identified initiatives; Uphold and enforce the governance structure; and Section SNH CoC Board Co-Vice Chair(s) and Responsibilities The SNH CoC Board must include two Co-Vice Chairs. One Co-Vice Chair shall be a Jurisdictional Stakeholder voting member of the SNH CoC Board that will serve on a rotation basis that follows the SNRPC Vice Chair rotation. (Reference Appendix E) The second Co- Vice Chair shall be a Community Stakeholder voting member of the SNH CoC Board and can be nominated by any voting member on the SNH CoC Board and approved by a majority vote The Co-Vice Chairs shall be next in line for Co-Chair and perform the following: Chair and facilitate the SNH CoC Board meetings in the absence of the Chair Advance the mission and purpose of the SNH CoC Board; Oversee initiatives and serve as liaison to the chair as necessary. Section Term of Office Term of each Co-Chair and Co-Vice Chair commences in January and each term shall be for one calendar year. In the event there is a vacancy as it relates to the rotation of officers, the committee will accept nominations and approve the interim officer and a scheduled SNH CoC Board meeting. 21 Amended December 10, 2015

155 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Steering Committee Role and Responsibilities - A Steering Committee is formed to focus on the following items for the SNH CoC Board: General Business Setting Direction (i.e., agenda setting) Strategic Alignment of programs, resources, activities that furthers our collective efforts to end homelessness Responsible for developing the Strategic Planning Framework Board Orientation / Mentoring Financials as it relates to CoC Funding, Trust Funds, (e.g., CoC Budget including revenue and expenditures, etc.) Working Group Information Sharing / Coordination Agenda Setting - Agenda setting shall occur with the Steering Committee. The agendas shall be organized to include formal actions, business items; updates; topic discussions that could be in a workshop format; and informational sharing including challenges or issues for Board member input and feedback by CoC members. An agenda along with all supporting documentation shall be distributed and available for the SNH CoC Board members at the time of the official posting of the agenda Procedures The Steering Committee will meet monthly and may adjust their meetings as deemed appropriate to support the direction of the SNH CoC Board The Steering Committee serves in the capacity of fact finding, research and development body for the Board with final recommendations being forwarded to the SNH CoC Board for final action Supplemental Funding Sources - The Steering Committee should explore the availability of State, Federal, and other monies, which together with private donations, may assist in meeting the budgetary requirements of the regional homeless efforts Membership - The Steering Committee will consist of a minimum of 9 members but not to exceed 11 members from the SNH CoC Board. At a minimum, the Steering Committee will be made of up the 2 Co-Chairs of the SNH CoC Board; 2 Co-Vice Chairs of the SNH CoC Board; each of the 5 Working Group Champions; and 2 Community Stakeholders. The Steering Committee will select the at large members from the SNH CoC Board in conjunction with the transition of the Co-Chairs and Co-Vice Chairs. The CoC Coordinator is technical support to the Steering Committee. 22 Amended December 10, 2015

156 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 5 MEETINGS Section CoC Meetings A CoC meeting will be held twice a year (e.g. January and July). These meetings are held as a joint meeting with the SNH CoC Board on the day designated in the Public Notice CoC meetings will be posted in accordance with Nevada Open Meeting Law and includes the items the CoC must take action on Every year (beginning in 2015), the SNH CoC Board will convene the CoC to schedule its review of recommendations for updates or modifications to the governance structure and follow a rotation schedule for additional reviews and updates of the HMIS requirements. Section SNH CoC Board Meetings Regular Board meetings are held monthly on the day designated in the Public Notice. The Co-Chairs may cancel up to 2 meetings per calendar year. Section Special Meetings of the SNH CoC Board Special meetings of the SNH CoC Board shall be called by the Co-Chair(s) and posted in accordance with Nevada Open Meeting Laws. Section Place of Meetings All regular and special meetings of the SNH CoC Board shall be held at the time and place identified on the official meeting notice. Section Notice Written notice of all regular and special meetings of the SNH CoC Board shall be given by or under the direction of the Co-Chair(s), or in the absence of the Co-Chair(s), to give notice by the Co-Vice Chair(s) as required by NRS Chapter 241 (Open Meeting Law). A copy of all meeting notices shall be filed with the records of the Collaborative Applicant. Section Meeting Agenda A written agenda of matters to be discussed at each meeting along with supporting documentation for all action and discussion items shall be delivered to members of SNH CoC Board at least five (5) business days prior to a meeting. Each agenda shall clearly specify all matters to be acted upon CoC members and/or SNH CoC Board Members may submit a request for an item to be agendized to one of the Co-Chairs or the Steering Committee to be considered for a future meeting The Steering Committee will be responsible for reviewing, coordinating and tracking agenda items brought before the SNH CoC Board. 23 Amended December 10, 2015

157 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Minutes of SNH CoC Board Meetings Accurate minutes of the proceedings of all SNH CoC Board meetings shall be prepared in accordance with NRS Chapter 241 (Open Meeting Law) and approved by SNH CoC Board. Minutes shall be filed with the Collaborative Applicant. Section Records All records of the SNH CoC Board shall be housed in a central records depository with the Collaborative Applicant and shall be available for inspection in accordance with NRS Chapter 239 (Public Records) during normal business hours and retained per the NRS per Retention Policies. Section Quorum A quorum of the SNH CoC Board will be the presence of a majority of the member and for all purposes is further defined as 50%+1 of SNH CoC Board active members. Vacant or inactive seats shall not be counted in the calculation of quorum. Once a quorum is established, a consensus or vote of the majority of the representatives present will serve as approval for any recommendations or action items. All other conditions, guidelines, and stipulations regarding quorum requirements as specified by Nevada Open Meeting Law shall apply A quorum of the CoC will be defined as the majority of CoC member in attendance at a notice public meeting. 24 Amended December 10, 2015

158 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 6 DECISION MAKING PROCESS FOR ADMINISTRATIVE, POLICY AND FINANCIAL ITEMS Section Approval of Administrative Items Administrative items such as approval of the agenda, minutes, and creation of working groups and ad hoc working groups shall be approved by a simple majority of those SNH CoC Board member representatives present. Section Approval of Policy Items Policy items such as priority setting, setting direction, etc., shall be approved by a simple majority of those SNH CoC Board member representatives present. Section Approval of Financial Items Financial items require a super-majority (two-thirds) vote of SNH CoC Board to pass an action, as it relates to either a budgetary matter or a matter that involves public money and private contributions. Section Comprehensive Annual Budget The Collaborative Applicant shall compile a comprehensive annual budget as it relates to all regional efforts to end homelessness to present to SNH CoC Board. The Collaborative Applicant will present twice a year a budget expenditure reports to SNH CoC Board. ARTICLE 7 AMENDMENTS TO THE GOVERNANCE CHARTER Section Scheduled Reviews for Amendments The Planning Working Group will be responsible for bringing to the CoC and SNH CoC Board their review of the governance structure on an annual basis, in order to make recommendations for changes. Section 7.2 -Voting on Amendments In the event the Planning Working Group recommends an amendment to the Governance Charter, the amendment must be proposed at a regular SNH CoC Board meeting and scheduled for action at a subsequent SNH CoC meeting. The Governance Charter shall be amended by majority affirmative vote of the CoC membership in attendance. 25 Amended December 10, 2015

159 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Distribution of Adopted Amendments Proposed amendments must be provided to all CoC members within ten (10) business days following the SNH CoC Board meetings where the amendment was proposed. Amendments may be distributed via or whatever latest technology is available at that time. ARTICLE 8 REGIONAL COORDINATION / ADMINISTRATION Section Administration and Facilitation of Regional Work In the spirit of the HEARTH Act; the administration and facilitation of regional work to end homelessness in Southern Nevada, various roles and responsibilities will be shared among the respective jurisdictional stakeholders and community stakeholders to coordinate, facilitate and complete the necessary work For a complete listing of CoC members/agencies assigned to the SNH CoC Board, Steering Committee, Working Group Champions and Ad-Hoc Working Group Champions, reference Appendix M. Section CoC The SNH CoC Board supports the CoC and is the official board acting on behalf of the Continuum of Care to address all related business requiring direction and/or formal actions in furthering the mission to end homelessness in Southern Nevada. Section SNH CoC Board The Collaborative Applicant will provide the basic administrative support (i.e., posting agendas, meeting minutes, and basic financial status/updates) for the SNH CoC Board Posted agendas should include location, date and time, public comment portions in accordance with NRS Chapter 241 (Open Meeting Law) and should indicate the type of action that may be taken on each item (i.e., formal vote of approval/denial, majority vote when warranted, receive report, no action necessary, etc.) as applicable Minutes - Accurate minutes of the proceedings of all SNH CoC Board meetings shall be prepared and filed with the records of the Collaborative Applicant Records - All records of the SNH CoC Board shall be housed in a central records depository with the Collaborative Applicant and shall be available for inspection during normal business hours The Collaborative Applicant will serve as the steward and custodian of regional output and information on homelessness in the Southern Nevada region Published Reports, Plans and Analysis - Published or final reports, plans and analysis are available to the public via website, which include, but are not limited to: 26 Amended December 10, 2015

160 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT (A) Annual Census Report (B) Action Plans (C) Gaps Analysis (E) HelpHopeHome Plan (Regional Plan to End Homelessness) (F) Annual Homeless Assessment Report (AHAR) (G) Grants Inventory Worksheet (H) SNH CoC Strategic Plans (I) Housing Inventory Chart (HIC) (J) HUD Continuum of Care Consolidated Application Section Steering Committee The Planning Working Group Champion(s) will provide the basic administrative support to the Steering Committee by providing logistical, technical and administrative support The Planning Working Group Champion(s) is the steward and custodian of Executive Committee output and information on homelessness. Section Working Groups and Ad Hoc Committees Each of the Working Group Champion(s) are responsible for their own logistical, technical and administrative support. Section Collaborative Applicant The Collaborative Applicant shall be responsible for coordinating the CoC funding, application process and reporting process The Collaborative Applicant will serve as the steward and custodian of regional budgetary and financial matters as it pertains to the CoC Budget - Prepare a comprehensive annual CoC budget for review by SNH CoC Board that includes, but is not limited to: (A) Homeless Trust Fund (B) Federal, State and Local Grant Funding (C) CoC Grant Funds (D) Jurisdictional Contributions through Interlocals (direct allocations) (E) J urisdictional and Stakeholder Contributions (direct and indirect support to homeless efforts) Regional Homeless Coordination Interlocal Agreement Coordination - The Collaborative Applicant shall coordinate the Interlocal Agreement when applicable between the participating stakeholders. 27 Amended December 10, 2015

161 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Continuum of Care (CoC) Coordinator The Continuum of Care Coordinator (C0C) is responsible for coordinating key business items (particularly Federal mandates) on behalf of the CoC and SNH CoC Board and ensuring stakeholders are convened to get business done through a consensus model The CoC Coordinator is responsible for ensuring that all HUD mandated reports are submitted in a timely fashion. Section HMIS Lead HUD HMIS requirements as pursuant to 24 CFR are codified in the MUIS Governance Charter that is incorporated by reference into the SNH CoC Governance Structure. ARTICLE 9 OFFICIAL COMMUNICATIONS AND REPRESENTATIONS Section Official Communication and Representation No member shall act or make any statement(s) or communication(s) under circumstances that might reasonably give rise to an inference that they are representing SNH CoC Board, including, but not limited to, communications on official stationary or public acts, statements, or communications in which they are identified as representing SNH CoC Board, except under one or more of the following circumstances: Conducting the day-to-day business according to this governance structure Taking an action or issuing a communication that is clearly within the policies of CoC, has been otherwise approved in advance by SNH CoC Board Issuing a communication addressed to other members of SNH CoC Board or staff This does not preclude the SNH CoC Board, Steering Committee, any of the working groups, or the ad-hoc committees, from using the logo, stationery and/or branding to further the work of the CoC. 28 Amended December 10, 2015

162 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Section Media Contact and Public Information The Community Engagement Working Group shall maintain positive media relations and accurate public information messages. Prior to the release of information or communicating to the media the Community Engagement Working Group or any CoC member shall first consult with the Public Information Officers of the participating local jurisdictions and the SNH CoC Board Co-Chairs. The Community Engagement Working group shall inform the Steering Committee of all media inquiries. ARTICLE 10 CODE ON CONDUCT Section Codes of Conduct The citizens who are served by local government expect the governing bodies of that government to conduct its operations with integrity and respect. This Code of Conduct is designed to aid members of the SNH CoC Board in the implementation of their priorities and describe the manner in which members should treat one another, staff, and the public, and others they come into contact with when representing the SNH CoC Board Members of the SNH CoC Board shall: Perform all duties in accordance with the processes and rules of order as established by the SNH CoC Board and the governance structure Fully participate in SNH CoC Board meetings and other public forums while demonstrating respect, consideration and courtesy to others Serve as a model of leadership and civility to the community Be respectful of other members of the SNH CoC Board, working groups, staff and the public by refraining from abusive conduct, personal charges or verbal attacks Maintain order during SNH CoC Board meetings and allow the Co-Chair(s) and Co-Vice Chair(s) or other member conducting the meeting to intercede if issues or proceedings become unruly Inform the Co-Chair(s) of plans to be absent from a meeting or to leave a SNH CoC Board meeting before it is adjourned Maintain an appropriate appearance while on the dais by maintaining a posture of interest, and by refraining from actions such as talking to other members of the public, committee members or staff; eating; or reviewing unrelated materials Limit comments to issues and avoid personal attacks Be respectful of others time, be brief and prepared in making remarks Remain seated when someone is speaking at the podium Be respectful of the need to maintain a quorum of members present by remaining seated if leaving the dais would result in the absence of a quorum Request the opportunity to speak, and address the board, through the Co-Chair, Co-Vice Chair, or other member conducting the meeting. 29 Amended December 10, 2015

163 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT Be aware of when they are speaking for themselves and when they are speaking for the SNH CoC Board as a whole, and act accordingly Be prompt in attending public meetings so that they may begin at the publicly posted time. Section Ethics in Government NRS 281A Ethics in Government for complete document. (Reference Appendix J) ARTICLE 11 CONFLICT OF INTEREST Section Recognition of Conflict SNH CoC Board recognizes that members represent interests of organizations who ultimately receive benefits from the CoC program. To ensure that individuals and organizations that best serve the needs of the community will not be denied funds because of their active participation on SNH CoC Board, and to confirm that members serve the needs of the community and not the interests of any organization or entity, conflicts of interest will be clearly stated after introduction of the agenda item. Conflicts may also be stated prior to voting if SNH CoC Board feels it is necessary No member shall vote upon or participate in the discussion of any matter, which shall have direct financial bearing on the organizations the member represents. Conflict of interest and even the appearance of a conflict of interest must be avoided. All members will acknowledge this policy by signing a non-conflict of interest statement upon appointment or election and annually thereafter. (Reference Appendix I) Members shall report a conflict of interest and recuse themselves from voting on issues where a conflict of interest is apparent or identified As it relates to business and action items, a SNH CoC Board member has an actual or perceived conflict of interest when the member s actions result, or appear to result, in personal, organizational, or professional gain. An actual or perceived conflict of interest occurs when: The member is a salaried employee of any organization that receives, or is eligible to receive, CoC funds; The member serves on the Board of Directors or as a Trustee of any organization that receives, or is eligible to receive, CoC funds; and/or The member has a relative or close personal relationship with a person who is employed, or serves on the Board at any organization that receives, or is eligible to receive, CoC funds SNH CoC Board members who receive goods and services as a client of an organization that receives, or is eligible to receive, CoC funds is not deemed to have a direct conflict of interest unless the member may receive differential treatment as a result of their position on SNH CoC Board. 30 Amended December 10, 2015

164 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 12 RECUSAL Section Reason for Recusal A SNH CoC Board member, CoC member or Working Group member may recuse himself/herself from speaking or voting on an agenda item. Prior to the beginning of the agenda item, the SNH CoC Board member or CoC member will put on the record all reasons that make it inappropriate for him/her to participate on the item. A board member, CoC member or Working Group member should only recuse himself/herself when there is a conflict of interest and/or cannot participate in an impartial manner. Section Time to Recuse A SNH CoC Board member, CoC member or Working Group member, even if he/she does not intend to recuse himself/herself, shall, prior to the beginning of the hearing, disclose on the record any facts that could reasonably create the appearance that his/her impartiality will be affected. ARTICLE 13 CONFIDENTIALITY Section Confidentiality No member shall disclose any confidential information acquired during their official duties. Members shall ensure that information is accessible to only those with authorized access and on a need-to-know basis. This will be strictly enforced. Each SNH CoC Board member during and subsequent to their time of service has an obligation to uphold confidentiality standards. Each SNH CoC Board member will sign a confidentiality agreement upon appointment or as otherwise deemed necessary. (Reference Appendix I) Section Confidential Information Confidential information shall include, but is not limited to: Information concerning the housing status, personal information, medical condition, HIV status, substance abuse history, mental health history, sexual orientation of any member and/or recipient of a service provided by CoC funds Any other confidential information of an official nature Information not generally known that may have been acquired during the period of service on SNH CoC Board. 31 Amended December 10, 2015

165 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 14 NON-DISCRIMINATION Section Non-Discrimination Members shall not discriminate against any person due to their race, national origin, ethnicity, color, gender, sexual orientation, gender identity or gender expression, religion, age, or disability. ARTICLE 15 SPECIAL ACCOMMODATION Section Accommodation NRS (1) provides that public offenders and employees must make reasonable accommodation at meetings of a public body. In order to comply with this statute, it is required that public meetings be held, whenever possible, only in buildings that are reasonably accessible to the physically handicapped, i.e., those having a wheelchair ramp, elevators, etc., as may be appropriate. SNH CoC Board shall accommodate the special needs of members or guests who identify themselves as having special needs. ARTICLE 16 GRIEVANCE Section Grievance The purpose of the grievance procedure is to provide an equitable and amenable solution to conflicts that arise through the conduct of the CoC business. The SNH CoC Board is to serve as a neutral body to resolve conflicts that arise. Nothing in governance structure is to be interpreted as giving the SNH CoC Board the responsibility to protect any agency, the administrative agency, or the funding process The procedure shall be applied in such a way as to assure a fair opportunity for presenting and resolving the complaints and grievances of the grievant. A grievant shall not be discriminated against nor suffer retaliation as a result of filing a grievance in good faith, nor as a result of participation in the investigation of a grievance. ARTICLE 17 APPEALS Section Appeals Any agency who wishes to appeal a recommendation that will be considered by the SNH CoC Board shall submit their request in writing to the one of the Co-Chairs of the SNH CoC Board or the Steering Committee. Every effort will be made for the appeal to be heard on the next available agenda and if need be, a special public meeting will be scheduled. 32 Amended December 10, 2015

166 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 18 USE OF INFORMATION Section Use of Information With the exception of confidential files or records, SNH CoC Board members and CoC members shall be free to extract information and specific language from regional plans, website, grant applications, surveys or any materials produced for the regional homeless efforts for planning and evaluation purposes, local programs, or to secure additional funding. ARTICLE 19 DISSOLUTION Section Dissolution SNH CoC Board was established to conduct a comprehensive planning and coordinated approach that includes priority setting for regional homeless issues in conformance with the HEARTH Act and CoC funding distribution. Unless determined otherwise, this body shall continue to operate in accordance with the Governance Structure for as long as there is a homeless issue impacting the Southern Nevada community and the will and desire of all the jurisdictional entities to support the efforts to end homelessness. ARTICLE 20 CITIZEN INVOLVEMENT Section Participatory Citizen Involvement As part of an open and participatory citizen involvement process, the process shall include at a minimum the following: At each meeting of the SNH CoC Board, appropriate time will be allotted for public comment, according to the standards set forth by the Nevada Open Meeting Law In compliance with the Nevada Open Meeting Law, at a meeting of the SNH CoC Board, members of the public in attendance shall be allowed to speak on an agenda item on a first come-first served basis for up to three (3) minutes per person, and up to an aggregate time of ninety (90) minutes for all speakers. 33 Amended December 10, 2015

167 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT ARTICLE 21 RATIFICATION Section Ratification This governance structure shall be adopted upon approval by the CoC; with the understanding that the SNH CoC Board will be officially formed according to the SNH CoC Board member selection process for adoption at the January 2015 meeting. All future amendments, unless otherwise specified, shall be effective upon vote of the CoC. Originally, adopted by the CoC on the day of August 14, First Amendment, adopted by the CoC on the day of December 10, Julie Calloway, C0-Chair, City of Boulder City Jurisdictional Stakeholder December 10, 2015 Printed Name of Co-Chair Signature Date Nick Spriggs, Co-Chair, Business Representative Community Stakeholder December 10, 2015 Printed Name of Co-Chair Signature Date 34 Amended December 10, 2015

168 SOUTHERN NEVADA HOMELESSNESS CONTINUUM OF CARE (COC) GOVERNANCE STRUCTURE The re-authorization of the SNRPC Committee on Homelessness (CoH) and Continuum of Care (CoC) based upon the HEARTH ACT TRACKING AMENDMENTS: Date August 14, 2014 December 10, 2015 Detail Original adoption by the SNH CoC Board and Full CoC Membership. First amendment adopted and approved by the SNH CoC Board and Full CoC Membership.

169 Southern Nevada Homelessness Continuum of Care Board Members As of January 2016 Jurisdictional SNH COC Member Seat Name Company Term Date Government (5) Stephen Harsin City of Las Vegas No Term Limits Barbara Geach City of Henderson No Term Limits Tim Burch Clark County No Term Limits Cass Palmer City of North Las Vegas No Term Limits Julie Calloway City of Boulder City No Term Limits School District (1) Kelly-Jo Shebeck Clark County School District No Term Limits Universities (1) Nancy Menzel University of Nevada January 2017 Public Housing Agency (1) John Hill Southern Nevada Regional Housing Authority January 2019 Workforce Investment (1) Ardell Galbreth Workforce Connections January 2019 Federal Designated EFSP Board (1) Geoff Spataro United Way January 2019 Law Enforcement (1) Bret Ficklin METRO January 2019 Faith Based Organizations (2) Henry Sneed The Church at South Las Vegas January 2017 Angela Marshal 2 nd Chance Christian Ministries January 2019 Community Stakeholders Businesses (3) Monica Gresser Brazen Architecture January 2017 Vesela Zehirev MGM International Resorts January 2017 Nick Spriggs NEO3DO January 2019 Affordable Housing Developer (1) Mike Mullin Nevada HAND January 2017 Social Service Providers (3) Thomas Roberts Catholic Charities January 2017 Amber Batchelor Safe Nest January 2019 Arash Ghafoori Nevada Partnership for Homeless Youth January 2019 Mental Health Agency (1) Donna Jordan SNAMHA January 2017 Homeless or Formerly Homeless (2) Corrine Valencia US Navy Veteran January 2019 Jesse Robinson HELP of Southern Nevada January 2017 Organizations that serve Homeless & Formerly Homeless Veterans (2) Shalimar Cabrera US Vets Las Vegas January 2017 Joshua Brown Veterans Administration January 2019 Health Care Provider (2) Vicki Chan-Padgett Touro University Nevada January 2017 Erin Kinard Westcare January 2019 Advocates (3) Melissa Clary Huntridge Neighborhood Association January 2019 Stacy Sutton Pollard NV Homeless Alliance January 2017 Kena Adams Moapa Band of Paiutes January 2017 Emergency Medical Services (1) David Slattery LV Fire & Rescue January 2019

170 CoC Assignments: January 2016 Operations, Programs and Business Primary Contact SNH CoC Board Co- Chairs Clark County At Large Social Service Tim Burch Arash Ghafoori Provider SNH CoC Board Co-Vice CCSD Kelly-Jo Shebeck Chairs At Large Collaborative Applicant Clark County Tim Burch Bobby Gordon Executive Committee Co-Chairs Tim Burch Arash Ghafoori Co-Vice Chairs Kelly-Jo Shebeck Working Group Champions: Evaluation Planning HMIS Monitoring Tim Burch Bobby Gordon Stephen Harsin Kathi Thomas-Gibson Barbara Geach Erin Kinard Nick Spriggs Community Engagement 2 Community At Large members Stacy Sutton Pollard Merideth Spriggs John Hill Erin Kinard nhavoice@aol.com merideth@caridadcharity.com jhill@snvrha.org erin.kinard@westcare.com CoC Coordinator (technical assistance) Michele Fuller- Hallauer MHF@clarkcountynv.gov Evaluation Working Clark County Tim Burch tib@clarkcountynv.gov Group Bobby Gordon bxg@clarkcountynv.gov Planning Working City of Las Vegas Stephen Harsin sharsin@lasvegasnevada.gov Group Kathi Thomas-Gibson kgibson@lasvegasnevada.gov HMIS Working Group City of Henderson Barbara Geach barbara.geach@cityofhenderson.com Erin Kinard erin.kinard@westcare.com Monitoring Working Business At-Large Member Nick Spriggs nick@neo3do.com Group Community Advocate At-Large Member Stacy Sutton Pollard nhavoice@aol.com Engagement Working Merideth Spriggs merideth@caridadcharity.com Group Board Member Selection Ad Hoc Committee Jurisdictional Stakeholders: Clark County City of Las Vegas City of North Las Vegas City of Henderson City of Boulder City Clark County School District Tim Burch Stephen Harsin Cass Palmer Barbara Geach Julie Calloway Kelly-Jo Shebeck tib@clarkcountynv.gov sharsin@lasvegasnevada.gov palmerc@cityofnorthlasvegas.com barbara.geach@cityofhenderson.com jcalloway@bcnv.org kmshebeck@interact.ccsd.net

171 Administrative & Technical Support: January 2016 Agency /Department Primary Contact CoC SNH CoC Board Tim Burch, Co-Chair Arash Ghafoori SNH CoC Board Collaborative Applicant (Clark County/Clark County Social Service) Tim Burch Bobby Gordon Catherine Huang-Hara Executive Committee Board Member Selection Ad Hoc Committee Planning Working Group (City of Las Vegas/Office of Community Services) City of Las Vegas/Office of Community Services Stephen Harsin Kathi Thomas-Gibson Cheryl Ross Stephen Harsin Cheryl Ross

172 Continuum of Care Members as of January 2016 AGENCY CATEGORY ORGANIZATION NAME FIRST NAME LAST NAME For Profit Congregation Ner Tamid Shawna Brody For Profit Touro University-Nevada Vicki Chan-Padgett For Profit Anderson Dairy Dave Coons For Profit Natural History Museum Marilyn Gilespie For Profit LV Downtown Alliance Todd Kessler For Profit Community Family Services Sheila Louison For Profit Zappos, Inc. Mikela Lee-Manaois For Profit Health Plan of Nevada Ellen Mariscal- Torres For Profit Eternity's Path Counseling & Resource Jshauntae Marshall Center For Profit Summit Mental Health Hilary Mirabal For Profit Brazen Architecture Monica Gresser For Profit New Vista Recovery Residences Stacey Payne For Profit Transparent Mental Health, Inc. Joe Scott For Profit Graduate House Yusef Sudah For Profit Greenview Global Rick Van Diepen For Profit The D Jeff Victor jvictor425@gmail.com For-Profit NEO3DO Nick Spriggs nick@neo3do.com For-Profit MGM International Resorts Vesela Zehirev vzehirev@mgmresorts.com Government Agency Government Agency Government Agency Government Agency Clark County Department of Social Service Clark County Department of Social Service Clark County Department of Social Service Clark County Department of Social Service Tim Burch tib@clarkcountynv.gov Bobbi Gordon bxg@clarkcountynv.gov Michelle Fuller-Hallauer MHF@co.clark.nv.us Catherine Huang Hara C3H@ClarkCountyNV.gov Government Agency Government Agency City of Boulder City Julie Calloway jcalloway@bcnv.org City of Las Vegas/Information Technologies Michael Davison mdavison@lasvegasnevada.gov Government City of Henderson Barbara Geach Barbara.geach@cityofhenderson.com Agency Government City of Henderson Michael Husted Michael.Husted@cityofhenderson.com Agency Government City of Henderson Lee Grant lee.grant@cityofhenderson.com Agency AGENCY ORGANIZATION NAME FIRST NAME LAST NAME

173 CATEGORY Government Agency Government Agency Government Agency Government Agency Government Agency Government Agency Government Agency Government Agency Government Agency Government Agency City of Las Vegas, Office of Community Services Stephen Harsin Southern Nevada Housing Authority John Hill SNAMHS Donna Jordan City of Henderson Emily Lewis City of North Las Vegas Cass Palmer City of North Las Vegas Lorena Candelario City of North Las Vegas Leone Lettsome Las Vegas Fire & Rescue David Slattery City of Las Vegas Kathi Thomas-Gibson State of NV/Dept. of Employment Training and Rehabilitation, Employment Security Division,JobConnect Willard Lockheart Government Agency Clark County School District Title I HOPE Terri Thompson terri_l_thompson@interact.ccsd.net Government Agency Government Agency Government Agency Clark County School District Kelly-Jo Shebeck kmshebeck@interact.ccsd.net Clark County School District Velvette Williams velvettew@interact.ccsd.net Las Vegas Metropolitan Police Department Annie Wilson A9278W@lvmpd.com Government Agency Department of Welfare and Supportive Services Kathy Zamecki KZAMECKI@DWSS.NV.GOV Non-Profit Moapa Band of Paiutes Vocational Rehabilitation Kena Adams kadams@lvcoxmail.com Non-Profit S.A.F.E. Nest Amber Batchelor abat@safenest.org Non-Profit Las Vegas Rescue Mission Robert Brunner rbrunner@vegasrescue.org Non-Profit U.S.VETS Shalimar Cabrera scabrera@usvetsinc.org Non-Profit Women's Development Center Bridget Claridy bclaridy@wdclv.org Non-Profit Huntridge Neighborhood Association Melissa Clary mclary121@gmail.com Non-Profit Innovative Concept Transitional Housing Inc. Celeste Collins innovativeconceptii@gmail.com Non-Profit Nevada Partnership for Homeless Arash Ghafoori arash@nphy.org Youth Non-Profit WestCare Bradford Glover bradford.glover@westcare.com Non-Profit Community Bible Fellowship Church Nina Griffin ninasgriffin@netzero.net Non-Profit Clean the World Shae Hagen shagen@cleantheworld.org Non-Profit Project 150 Debbie Harpster dharpster@project150.org AGENCY ORGANIZATION NAME FIRST NAME LAST NAME

174 CATEGORY Non-Profit Southern Nevada Children First Monique Harris Non-Profit The Help Me Foundation Stephanie Hill Non-Profit The Shade Tree Ying Ho Non-Profit The Salvation Army Phillip Hollon Non-Profit Broken Chains Cody Huff Non-Profit Freedom House Sober Living Reade Hulburd Non-Profit WestCare Nevada, Inc. Erin Kinard Non-Profit Nevada Community Associates, Inc. Julee King Non-Profit The Salvation Army Nick Lenderman Non-Profit Nevada Community Associates, Inc. Carla Lewis Non-Profit Family Promise of Las Vegas Terry Lindemann Non-Profit Communities In Schools Jennifer Lopardo Non-Profit UNLV Downtown Design Center Kena McCowan Non-Profit Lutheran Social Services of Nevada Armen Mnatsakanyan Non-Profit WestCare NV Kevin Morss Non-Profit Westcare Chris Nelson Non-Profit Westcare Jolina Oneal Non-Profit Women's Development Center Tina Prieto Non-Profit S.A.F.E. House Julie Proctor Non-Profit Goodwill of Southern Nevada Nina Ridgeway Non-Profit none Patricia Rincon Non-Profit Catholic Charities Deacon Tom Roberts Non-Profit Help of Southern Nevada Jesse Robinson Non-Profit HELP of Southern Nevada Kelly Robson Non-Profit SAFE House Annette Scott Non-Profit Help Las Vegas Steven Silverman Non-Profit The Church of South Las Vegas Henry Sneed Non-Profit United Family Community Services Anthony D Snowden adsnowden702@unitedfamilycommunity services.com Non-Profit North Star Community Services Rico Spencer northstarlv@hotmail.com Non-Profit Caridadcharity Merideth Spriggs merideth@caridadcharity.com Non-Profit Veteran's Village Arnold Stalk arnoldstalk@gmail.com Non-Profit Nevada Homeless Alliance Stacy Sutton Pollard nhavoice@aol.com Non-Profit Help of Southern Nevada Mindy Torres mtorres@helpsonv.org AGENCY ORGANIZATION NAME FIRST NAME LAST NAME

175 CATEGORY Non-Profit Salvation Army Robert Vickrey Non-Profit Mojave Mental Health Lori Walton Non-Profit Mojave Mental Health Belinda Walton Non-Profit HELP USA Tosha Wiley Non-Profit St. Jude's Ranch For Children Myesha Wilson Quasi Government Agency Workforce Connections Ardell Galbreth State Agency Veteran's Administration Joshua Brown University UNLV Nancy Menzel

176 Clarity Nevada HMIS Governance State of Nevada CoCs HMIS Governance Charter v3.0 (702) (800)

177 TABLE OF CONTENTS Executive Summary.. 1 Designations. 3 Statutory Authority.. 7 Policy & Procedure Details 1. Planning & Software Selection HMIS Management & Operations: Governance & Management HMIS Management & Operations: Compliance Monitoring HMIS Management & Operations: Data Quality HMIS Development & Oversight Other Federal Requirements.. 33 Glossary.. 34 References Exhibits Exhibit A: Universal Data Elements Exhibit B: Participation Agreement Exhibit C: Client Consent Revocation Exhibit D: Client Information Sheet Exhibit E: Client Privacy Statement Exhibit F: Client Consent for Release of Information.. 46 Exhibit G: Client Grievance Form Exhibit H: User Policy & Responsibility Statement DRAFT Exhibit I: HMIS Disaster Recovery Plan.. 52 Exhibit J: HMIS Security Plan Exhibit K: HMIS Data Quality Plan.. 75 Exhibit L: HMIS Privacy Plan

178 T: F TF E support@clarityhs.com EXECUTIVE SUMMARY HMIS Overview The United States Department of Housing and Urban Development (HUD) defines the Homeless Management Information System (HMIS) as the information system designated by the Continuum of Care (CoC) to comply with HUD s data collection, management, and reporting standards. The HMIS collects data to measure the efficacy of services provided to homeless persons and those persons at risk of homelessness. It is intended to generate unduplicated counts of homeless persons, as well as explore the nature of homelessness in general. The data collected by the HMIS are used to drive evidence-based decisions at the local, state, and national level, with the ultimate goal to eradicate homelessness in the United States. This document outlines the State of Nevada HMIS Governance structure, and provides the policies, procedures, guidelines, and standards that govern State of Nevada HMIS operations, while dictating the roles and responsibilities of all parties involved. DRAFT State of Nevada HMIS Governance Charter This State of Nevada HMIS Governance aims to provide structure for decision-making, as well as formalize the roles and responsibilities of all HMIS entities. It defines the relationship between the HMIS implementation, the three Nevada Continuums of Care, and the participating providers, and establishes oversight and leadership expectations surrounding the HMIS. 1 1 There exists three Continuums of Care within the State of Nevada. Although these Continuums of Care operate independently of one another, they collaborate on all matters pertaining to the HMIS. Version 3. 1/31/2016 1

179 T: F TF E support@clarityhs.com Nevada HMIS Governance Model The State of Nevada HMIS governance model is that of a HMIS Working Group. This HMIS Working Group is comprised of the following: CoC representatives HMIS Lead Agency Staff Local Jurisdictional Representatives Participating Agency Staff and Consumers However, in this governance model, the three Nevada Continuums of Care are collectively responsible for all final decisions regarding the planning of policies and procedures, coordination of resources, data integration, determination of software applications, while also directing the HMIS lead agency. DRAFT Version 3. 1/31/2016 2

180 T: F TF E support@clarityhs.com DESIGNATIONS The main entities included in this HMIS Governance Charter are as follows: Nevada Continuum of Care (CoC) The entity is composed of representatives of relevant organizations in the State of Nevada, which generally includes 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 that are organized to plan for and provide, as necessary, a system of outreach, engagement, and assessment; emergency shelter; rapid re-housing; transitional housing; permanent housing; and prevention strategies to address the various needs of homeless persons and those persons at risk of homelessness for the State of Nevada. DRAFT HMIS Administrator (Bitfocus Inc.) The entity designated by the State of Nevada CoC to oversee the day-to-day administration of the HMIS system HMIS Lead (LV/CC CoC Coordinator) The duties of the HMIS Lead are: Ensure all recipients of funds from the Emergency Solutions Grants Program (ESG) and programs authorized by Title IV of the McKinney-Vento Act participate in HMIS Version 3. 1/31/2016 3

181 T: F TF E support@clarityhs.com Develop written policies and procedures for all Covered Homeless Organizations (CHOs) Execute an HMIS participation agreement with each CHO Serve as the applicant to HUD for any HMIS grants that will cover the CoC geographic area Monitor compliance by all CHOs with the CoC Submit a Security Plan, Data Plan, Data Quality Plan, and a Privacy Plan to the CoC for approval within 6 months of the finalization stage of the HMIS Requirements Proposed Rule. These documents must be reviewed and updated annually. Implementation of the policies outlined in the plans must be implemented within 6 months of the date of CoC approval of the plans Note: The HMIS Lead is the only organization with the authority by the CoC to make system-wide decisions regarding the HMIS. Their decisions will impact all CHOs within the continuum. HMIS Working Group Group of entities that provide recommendations on use of software and software enhancement. DRAFT At least one homeless person or formerly homeless person must participate in policymaking. Participation can include but is not limited to the following entities (as defined by HUD): governing board leadership, advisory committees, staff positions, and sub-committee positions. HMIS Software Application The CoC has designated Clarity Human Services software to serve as its HMIS. Clarity Human Services software is a product of Bitfocus, Inc., and will hereafter be referred to as the Clarity System. Version 3. 1/31/2016 4

182 T: F TF E support@clarityhs.com Participating Agencies Any agency that makes reasonable efforts to record all HUD-defined Universal Data Elements and all other required data elements as outlined by HUD funding requirements on all clients served, and discloses these data elements to the HMIS Lead Agency. Any agency providing homeless services and wishing to participate in HMIS will complete and submit a HMIS Participation Agreement application. This application is reviewed by the HMIS Lead for approval. In the event there is a question regarding the need to participate, the application is taken to the HMIS Working Group for approval/denial. The HMIS Working Group has given the HMIS Lead authorization to approve applicants to use HMIS if the HMIS Lead is confident that the applying agency is serving the homeless population. HMIS Grantee DRAFT Entity responsible for soliciting, collecting, and analyzing feedback from end-users, program managers, agency executive directors, and homeless persons. HMIS Funding HMIS Leads and CHOs must refer to program regulations to determine how funds are made available. Program regulations for the HUD McKinney-Vento Act programs can be found in the regulations of Chapter V of title 24 of the Code of Federal Regulations. These regulations explain how funds are made available, and the requirements attached to those funds. Version 3. 1/31/2016 5

183 T: F TF E support@clarityhs.com ESG & McKinney-Vento Act funding recipients and sub-recipients must participate in the Clarity Nevada system. Only homeless service providers receiving CoC and ESG funding can access HMIS funding. DRAFT Version 3. 1/31/2016 6

184 T: F TF E support@clarityhs.com STATUTORY AUTHORITY The implementation of the McKinney-Vento Act in1987 created valuable programs aimed to assist homeless persons or persons at risk for homelessness regain independence and stability. [1] However, despite its promising beginnings, the McKinney-Vento Act, and the programs it fostered, operated without measurement of efficacy for over 15 years; no government entity conducted a comprehensive review. Therefore, in 2001, Congress enlisted the U.S. Department of Housing and Urban Development (HUD) to enforce the requirement that every jurisdiction present to Congress unduplicated client-level data within three years. [2] HUD formulated a strategic plan to test the efficacy of the McKinney-Vento Act while also improving data collection, reporting, and analysis at the local and national levels. [2] Their strategy consisted of four approaches: [5] 1. They established funding for the implementation and maintenance of HMIS. 2. They created a technical assistance program to assist jurisdictions in their data collection, analysis, and reporting efforts. 3. They initiated the development of the nationwide Annual Homeless DRAFT Assessment Report (AHAR) as means to present to Congress collective homeless data from individual jurisdictions nationwide. 4. They began to analyze the most viable approaches to obtaining homeless client-level reporting This plan amplified competition among CoCs as they strived to obtain homeless assistance funding. As the importance of HMIS applications increased, so did their complexity and sophistication. CoCs became increasingly aware of the data collection and reporting requirements imposed by Congress, and in 2004, HUD submitted their Third Progress Report to Congress. [3] As a result, Congress and HUD implemented the first HMIS Data and Version 3. 1/31/2016 7

185 T: F TF E support@clarityhs.com Technical Standards Final Notice. This Notice made the implementation and maintenance of HMIS mandatory to obtain Federal funding for homeless relief efforts. [4] In 2010, the HMIS requirements were further modified. [5] Currently, CoC s are awaiting the implementation of the upcoming HMIS Requirements Proposed Rule. [6] Collectively, these provisions provide statutory requirements for this governance charter, which aims to organize the accurate collection and reporting of comprehensive data regarding the characteristics and needs of homeless persons and those at risk of homelessness. DRAFT Version 3. 1/31/2016 8

186 T: F TF E support@clarityhs.com POLICIES & PROCEDURES The following policies and procedures are primarily derived from the 2004 HMIS Data and Technical Standards: Final Notice [4] and the 2010 HMIS Data Standards: Revised Notice. [5] Note that this governance charter will be updated upon the finalization of the HMIS proposed rule. [6] This section is comprised of six (6) sections: 1. Planning & Software Selection 2. HMIS Management & Operations: Governance & Management 3. HMIS Management & Operations: Compliance Monitoring 4. HMIS Management & Operations: Data Quality 5. HMIS Development & Oversight 6. Other Federal Requirements DRAFT Version 3. 1/31/2016 9

187 T: F TF E support@clarityhs.com 1. Planning & Software Selection The following policies and procedures are derived from the most recent HUD HMIS Requirements. 1.1 HMIS Planning & Strategic Activities Development of activities related to HMIS growth. These activities will be reviewed regularly, and remain in accordance with the CoC's goals. 1.2 HMIS Program Milestones Development Identification of general milestones for project management, including training, expanded system functionality, etc. 1.3 Universal Data Elements DRAFT HMIS must be equipped to manage the collection of each data variable and corresponding response categories for the Universal Date Elements as outlined in the most current HMIS Data and Technical Standards. [5] Please see Exhibit A for a list of the Universal Data Elements. Responsible Party HMIS Lead Responsible Party HMIS Lead Version 3. 1/31/

188 T: F TF E support@clarityhs.com Although HUD strives to ensure that the HMIS remains a system of accuracy, integrity, and confidentiality they are aware that excessively stringent technical, security, and data standards may limit the ability of CoCs to adapt to beneficial changes in technology. Therefore, the standards listed in the following section are broad in nature. HUD states they will provide specific details applicable to each area in a separate notice and public comment process, thus enabling them to be more responsive to changes in technology. Proposed Requirements: HMIS must be capable of unduplicating client records, must contain fields that collect all HUD-required data elements, and must maintain historical data HMIS must generate Standard HUD Reports, Data Quality Reports, and Audit Reports 1.4 Program-Specific Data Elements HMIS manages the collection of each data variable and corresponding response categories for the Program-Specific Data Elements as outlined in the most current HMIS Data and Technical Standards. [5] Responsible Party HMIS Lead DRAFT Responsible Party HMIS Lead Version 3. 1/31/

189 T: F TF E support@clarityhs.com 1.5 Unduplicated Client Records HMIS generates a summary report of the number of unduplicated client records that have been entered into the HMIS. 1.6 APR Reporting HMIS is consistently able to produce a reliable Annual Performance Report (APR). 1.7 AHAR Participation Responsible Party HMIS Lead Responsible Party HMIS Lead Participation in the AHAR (Annual Homeless Assessment Report) is ensured. DRAFT Responsible Party CoCs Version 3. 1/31/

190 T: F TF E support@clarityhs.com 1.8 HMIS Reports HMIS generates clients-served reports, utilization summary reports, and demographic reports at both the system and program levels for the purpose of understanding the nature and extent of homelessness. 2. HMIS Management & Operations: Governance & Management 2.1 HMIS Governance Structure Development of a HMIS governance model that is formally documented between the HMIS Lead Agency/grantee and the community planning body(ies). This document is to be a formal agreement that outlines management processes, responsibilities, decisionmaking structures, and oversight of the HMIS. Adherence to the agreement is to be regularly monitored (as evidence by a Memorandum of Understanding, Letter of Agreement, or similar such documentation). HMIS Governance Standards; DRAFT HMIS Lead is responsible for development of local HMIS policies and procedures Responsible Party HMIS Lead HMIS Lead and CHO are responsible for ensuring that HMIS processing capabilities coincide with the privacy obligations of the CHO HMIS Lead must conduct annually (at minimum) an unduplicated count of clients served and an analysis of unduplicated amounts. This information is to be presented to the CoC and when requested by HUD Version 3. 1/31/

191 T: F TF E support@clarityhs.com HMIS Lead must submit reports to HUD as required CHO must comply with applicable standards from HMIS Requirements Proposed Rule CHO must comply with federal, state, and local privacy laws. If a privacy or security standard conflicts with other federal, state, and local laws, the CHO and HMIS Lead are jointly responsible for updating the policies and procedures. HMIS Lead must develop a privacy policy HMIS Lead must ensure HMIS vendor acts in accordance with HMIS standards issued by HUD Responsible Party CoCs 2.2 HMIS Oversight Inclusive Participation Membership of the HMIS Working Group or advisory board is inclusive of decision makers representing the three Nevada CoCs and community. Responsible Party CoCs DRAFT Version 3. 1/31/

192 T: F TF E support@clarityhs.com 2.3 HMIS IT Issue Monitoring (Community Level) HMIS System service requests, activities, deliverables and resolutions are reviewed on a regular basis. When necessary, authoritative support is provided to expedite IT issue resolution. 2.4 HMIS Technical Support Technical expertise that is commensurate with the general HMIS program oversight is provided in addition to timely support on high level technical matters. All necessary HMIS software changes in response to the changing requirements of participating agencies are reviewed and authorized. All general special issues presented by participating agencies are reviewed and authorized. Responsible Party HMIS Lead Responsible Party HMIS Lead DRAFT Version 3. 1/31/

193 T: F TF E support@clarityhs.com 2.5 HMIS Software Technical Support Technical expertise commensurate with the requirements of the HMIS software and/or system is provided; Timely support on software technical matters is provided; Authorized changes to the HMIS software and processes are implemented; Resolutions to any special issues authorized by the HMIS Technical Support Entity within the software and/or overall system are implemented. 2.6 HMIS IT Issue Tracking An updated list of HMIS system service requests, activities, deliverables, and resolutions is maintained on a regular basis. 2.7 HMIS Staff Organization Chart Responsible Party HMIS Lead Responsible Party HMIS Lead DRAFT A current and accurate organization chart that clearly identifies all team members, their roles and responsibilities, and general work activities/functions is maintained on a regular basis. This organization chart is made available for review. Responsible Party HMIS Lead Version 3. 1/31/

194 T: F TF E support@clarityhs.com 2.8 HMIS Software Training Regular training on software usage, software and data security, and data entry techniques to participating agencies is provided. The development, updating, and dissemination of data entry tools and training materials occur on a regular basis. The system is monitored and ensured on a regular basis. User, Administrator And Security Training: Clarity Human Services will provide training to instruct the Clarity Nevada System Administrator in the proper procedures required to supervise and maintain the operation of the HMIS. System Administration training will cover security, configuration, and user customization. Participating Agency Technical Administrator / Security Officer Training: Each agency participating in the Clarity Nevada system will designate a Technical Administrator / Security Officer who will serve as the contact person for participation in the HMIS. This person shall review and assess the security measures in place to protect client data. Other responsibilities of this position include, but are not limited to, the following: Authorizing Agent For Partner Agency User Agreements Keeper Of Partner Agency User Agreements Keeper Of Executed Client Informed Consent Forms Authorizing Agent For User ID Requests Staff Workstations Internet Connectivity End User Adherence To Workstation Security Policies DRAFT Detecting And Responding To Violations Of The Policies And Procedures First Level End User Support Maintain Agency/Program Data In HMIS Application Authorized Imports Of Client Data Each organization participating in the Clarity Nevada system will have a representative participate in the Participating Agency Technical Administrator / Security Officer Training Program prior to system deployment at that agency. Training will take place in Nevada, and participants are not to exceed fifteen persons per training. These Version 3. 1/31/

195 T: F TF E support@clarityhs.com trainings will cover practical problem solving. Each agency s Technical Administrator / Security Officer will learn how to adjust eligibility screens, identify service data that must be migrated to the HMIS, and track expenses and customize the system for their organization. Each Participating Agency Technical Administrator / Security Officer will have access to a master manual for program management, and will be responsible for either copying or purchasing a copy for use at their organization. Upon conclusion of the training and prior to deployment, Technical Administrators / Security Officers will begin inputting their HMIS information, number of beds (if any), services, and contact information into the Clarity Nevada system. End User Training Schedule: Bitfocus, Inc. will provide training in the day-to-day use of the Clarity Nevada system. Training class size will be limited. Training will use an established demo database, and will cover the following topics: intake, assessment, information and referral, reports, and client tracking. Training on any agency-modified fields/screens will be the responsibility of the associated agency making the modification. Training requires an eight to twelve hour commitment over the course of two days. DRAFT 2.9 System Operation & Maintenance Responsible Party HMIS Lead Operation and maintenance of the HMIS System is conducted on a daily basis. Responsible Party HMIS Lead Version 3. 1/31/

196 T: F TF E support@clarityhs.com 2.10 HMIS User Feedback Mechanisms for soliciting, collecting, and analyzing feedback from end users, program managers, agency executive directors, and homeless persons are managed and maintained. Feedback includes impressions of operational milestones and progress, system functionality, and general HMIS operations. Examples of feedback include satisfaction surveys, questionnaires, and focus groups. 3. HMIS Management & Operations: Compliance Monitoring 3.1 HMIS Management Issues HMIS is managed in accordance to the policies, protocols, and goals of each of the three Nevada CoCs. Responsible Party HMIS Lead DRAFT Responsible Party CoCs Version 3. 1/31/

197 T: F TF E support@clarityhs.com 3.2 HMIS Program Milestones Monitoring Milestones, notes variances, and reports variances to CoC membership is monitored. 3.3 Agency and Program HMIS Participation Program- and agency-level participation in HMIS is monitored on a regular basis via the comparison of point-in-time census of beds/slots to clients served. Agencies report all findings to their corresponding Nevada CoC. All monitoring activity is documented. Acceptable documentation methods can include but are not limited to the following reports: [DQXX-103] Monthly Staff Report; Monthly Agency Utilization Report; [HSNG-102] CoC Housing Assessment Report; [HSNG-103] Housing Inventory Report; Monthly Housing Report (both CoC- and Agency-based); Weekly Housing Census; Performance Monitoring Report(s). 3.4 Data and System Security DRAFT Agency staff are instructed and required to adhere with the HMIS data and system security protocols as outlined by their corresponding CoC and the most current HUD HMIS Data and Technical Standards. Responsible Party HMIS Lead Responsible Party CoCs Version 3. 1/31/

198 T: F TF E support@clarityhs.com HMIS Security Standards: HMIS Lead must establish a security plan that is approved by the CoC HMIS Lead must designate a security officer HMIS Lead must conduct workforce security screening HMIS Lead must report security incidents HMIS Lead must establish a disaster recovery plan HMIS Lead must conduct an annual service review HMIS Lead must ensure that each CHO designates a security officer and conducts workforce security measures HMIS Lead must ensure that each user completes security training (at the minimum annually) HMIS Lead must ensure that each CHO conducts an annual security review 3.5 Client Consent Client consent is obtained and documented according to the Client Consent Policies and Protocols of the given Nevada CoC. Interagency Data Sharing Agreements: Agencies that will be sharing client specific DRAFT records must agree in writing to uphold specified minimum standards of privacy protection. Responsible Party HMIS Lead Written Client Consent Procedure For Data Entry: Agencies must obtain the client s consent prior to entering information concerning a client into the system. If a client does not consent, services should not be denied to the client. The agency can use the anonymous client function in appropriate cases. Version 3. 1/31/

199 T: F TF E support@clarityhs.com Confidentiality And Consent Forms: Agencies must use the forms approved by the HMIS Working Group. Agencies that share protected health information must have internal procedures for obtaining client consent prior to the sharing of this information. Privacy Notice: Agencies must develop a privacy notice, and incorporate the Clarity Privacy Notice into its policies and procedures. In addition, HUD mandates that organizations develop policies and procedures to distribute privacy notices to their employees, which include having employees sign to acknowledge receipt of the notices. 4. HMIS Management & Operations: Data Quality 4.1 Data Quality Standards DRAFT Community level data quality plan and standards are developed and enforced. A standard interview protocol that facilitates the collection of required data elements is developed. These standard interview protocols include standardized intake as well as standardization of all subsequent interviews. Responsible Party Participating Agency Version 3. 1/31/

200 T: F TF E support@clarityhs.com Data Quality Standards: HMIS Lead must set data quality benchmarks for CHOs separately for lodging and non-lodging projects. Minimum Bed Coverage Rates: Measures the level of lodging project providers participation in HMIS. Must be calculated separately for emergency shelter, safe haven, transitional housing, and permanent housing. Divide the number of HMIS participating by the total number of year-round beds in the CoC geographical area. Service-Volume Coverage Rates: Service-Volume coverage rate will all calculation of the coverage rate for a HUD-defined category of projects that do not offer overnight accommodations, such as homelessness prevention projects or street outreach projects. Must be calculated for each comparable database. Divide the number of persons served annually by the projects that participate in the HMIS by the number of persons served annually by all CoC projects within the HUD-defined category. All HMIS Leads must develop and implement a Data Quality Plan. HMIS must be able to generate reports monitoring data quality. HMIS Leads and CHOs must refer to applicable program regulations in regards to the length of time records are to be maintained and monitored. While the HMIS Lead is permitted to archive the data in HMIS, they must follow HUD archiving data standards. DRAFT Responsible Party Crea(on: CoC/Enforcement: All en((es Version 3. 1/31/

201 T: F TF E support@clarityhs.com 4.2 Universal Data Elements Data quality reports are regularly reviewed at community planning level. These data quality reports generate information that covers data entry completion, consistency with program model, and timeliness as compared to the community data quality standards. All standardized interview protocol adhere to the requirements outlined in Exhibit A (Universal Data Elements). The Universal Data Elements outlined in Exhibit A will be collected and/or verified per HUD procedure at initial intake and any subsequent program enrollment, and then entered into the HMIS within a specified period of time following the collection of the data. 4.3 Program Specific Data Elements Responsible Party Par(cipa(ng Agency The collection of each data variable and corresponding response categories specific to their program type on all clients served by McKinney-Vento funding is ensured. All DRAFT standardized interview protocol prescribed by HUD is followed. The Program-Specific Data Elements are collected and/or verified per HUD procedure at initial intake and any subsequent program enrollment, and then entered into the HMIS within a specified period of days from the collection of the data. Reporting agencies are required to report program entry and exit dates upon the entry or exit of program participants. Entry dates should record the first day of service or program entry with a new program entry date for each period/episode Version 3. 1/31/

202 T: F TF E support@clarityhs.com of service. Exit dates should record the last day of residence in a program s housing before the participant leaves the shelter or the last day a service was provided. 4.4 Data Quality Reports Technical Assistance Data quality reports that indicate levels of data entry completion, consistency with program model, and timeliness as compared to the community data quality standards are disseminated to participating programs. Technical assistance and training needs are determined according to these reports. Responsible Party Participating Agency Responsible Party HMIS Lead 4.5 Data Quality Reports to Planning Entity Data quality reports that indicate cross program levels of data entry completion, DRAFT consistency with program model, and timeliness as compared to the community data quality standards are disseminated to the community planning entity on a regular basis. Responsible Party Participating Agency Version 3. 1/31/

203 T: F TF E support@clarityhs.com 4.6 Meta Data Elements Meta Data Elements are defined as elements of information that describes an item; they are not the item itself. Meta Data Elements do not actually appear on the screen, but instead describe the data fields that do appear on the screen. Thus, Meta Data Elements are an integral and automated component of the data collection process. Examples of Meta Data Elements include: Data Created Data Updated Data Collection Stage Information Update Project Identifier Project Entry Identifier User Requirements: Each data variable and corresponding response categories specific to their program type on all clients served by McKinney-Vento funding are collected through proper data collection. All standardized interview protocol adheres to the most current HMIS requirements. Therefore, the Meta Data Elements are collected and/or verified per HUD procedure at initial intake and any subsequent program enrollment, and entered into the HMIS within a specified period of time following the collection of the data. DRAFT Responsible Party Participating Agency Version 3. 1/31/

204 T: F TF E support@clarityhs.com 5. HMIS Policy Development & Oversight 5.1 Community Planning Goals & Objectives Training The progress of the Community Planning Goals and Objectives trainings and reviews are monitored on a regular basis. 5.2 Participation Rates Responsible Party CoCs HMIS coverage rates of the three Nevada CoCs are reviewed and monitored on a regular basis. Agencies with coverage rates lower than 75% participation are required to provide explanation for the barriers to implementation. Ongoing engagement activities and barrier resolution with non-participating agencies is required. Responsible Party CoCs DRAFT 5.3 Client Confidentiality & Privacy Training Training on client confidentiality and privacy requirements are provided to intake staff, data entry staff, and reporting staff at all participating agencies on a regular basis. All agencies have sufficient privacy policies and protocols in place. Responsible Party Participating Agency Version 3. 1/31/

205 T: F TF E support@clarityhs.com 5.4 Performance Measurement Training Regular training and guidance on program performance measurement is provided. 5.5 Participating Agency Documentation The number of participating agencies (utilizing the system) is maintained and documented on a regular basis. A comparative analysis of planned versus actual deployments at the project level is highly desired but not compulsory. 5.6 Participation Rates Regular reports on HMIS participation rates is provided to each of the three Nevada CoCs. DRAFT An analysis of agency-specific barriers with potential solutions is highly desired but not compulsory. Responsible Party HMIS Lead Responsible Party HMIS Lead Responsible Party CoCs Version 3. 1/31/

206 T: F TF E support@clarityhs.com 5.7 Policies & Procedures HMIS Policies and Procedures are fully documented and available. 5.8 Agency Participation Agreement Written agreements that describe the protocols for participation in the HMIS are established with participating agencies. 5.9 Data Sharing Agreements Written agreements with participating agencies who share client level data are maintained. These agreements describe the level of data element or program information DRAFT sharing among the data sharing HMIS agencies. Sharing Of Information: Clients must consent to the sharing of their information prior to that information being shared with participating agencies. In the event that the client agrees to have their information entered into the HMIS, but does not agree to have it shared with other agencies, the user can make the client record anonymous by using the Private Option. Responsible Party HMIS Lead Responsible Party HMIS Lead Version 3. 1/31/

207 T: F TF E support@clarityhs.com Sharing Protected Information: A separate Release of Information (ROI) indicating what information the client agrees to have shared with other participating agencies must be signed prior to sharing of any Protected Personal Information (PPI). Printed Information: Any printed records that are disclosed to the client or another party should indicate: the person and/or agency to whom the record is directed, the date, and the initials of the person making the disclosure. Requests For HMIS Client Information: The agency must notify the HMIS Program Administrator within one working day when the agency receives a request from any individual or outside organization for client-identifying information. Case Notes: It is understood that client case notes will not be shared, and that each agency will have the ability to enter its own private notes about a client. The Release of Information (ROI) form will be a dated document that expires. The provider will only be able to access the information specified on the ROI that was entered into the system during the time the ROI was in effect. Also, the client can decide at any time that they want to have their information closed, in full or in part, and/or client file deactivated. Responsible Party HMIS Lead DRAFT Version 3. 1/31/

208 T: F TF E support@clarityhs.com 5.10 HMIS End-User Agreement A written agreement with each authorized user of the HMIS is maintained. This agreement defines participation protocols, including training criteria, consent protocols, system use, and privacy and security standards Data Release The CoC and/or implementing jurisdiction geography (i.e. CoC geographical area) of the HMIS grantee maintains a defined and documented HMIS data release protocol that governs release of all data from the HMIS Program Training & Orientation Responsible Party HMIS Lead Responsible Party CoCs DRAFT All required Clarity Nevada participants pertaining to HMIS standards receive training and orientation on regulations regarding McKinney-Vento funding. Responsible Party CoCs Version 3. 1/31/

209 T: F TF E support@clarityhs.com 5.13 Client Consent The CoC and/or implementing jurisdiction geography (i.e. CoC geographical area) of the HMIS grantee have a defined and documented client consent protocol to be used as a baseline practice among all participating HMIS users Data Release. The CoC and/or implementing jurisdiction geography (i.e. CoC geographical area) of the HMIS grantee have a defined and documented HMIS data release protocol that governs release of all data from the HMIS 5.15 Program Funding Training & Orientation. DRAFT All required Clarity Nevada participants pertaining to HMIS standards (including McKinney-Vento funded programs such as CoC, ESG, and HOPWA projects that target homelessness) receive training and orientation on regulations pertaining to McKinney- Vento funding. Responsible Party CoCs Responsible Party CoC Responsible Party CoC Version 3. 1/31/

210 T: F TF E support@clarityhs.com 6. Other Federal Requirements 6.1 Drug-Free Workplace The HMIS Grantee adopts and enforces a drug-free workplace policy. The policy is posted and available for review. 6.2 Conflict of Interest The HMIS Grantee adopts a conflict of interest policy for board members, staff, and volunteers. Responsible Party HMIS Grantee Responsible Party HMIS Grantee DRAFT 6.3 Equal Opportunity & Non-Discrimination Policy The HMIS Grantee adopts an equal opportunity and non-discrimination policy. Responsible Party HMIS Grantee Version 3. 1/31/

211 T: F TF E support@clarityhs.com GLOSSARY This section provides HUD definitions for terms commonly used throughout this document. Clarity Nevada: This term refers to the implementation of the Clarity Human Services software as the statewide HMIS for Nevada. Clarity System: This term refers to the Clarity Human Services HMIS software. Client: A living individual about whom a Contributory HMIS Organization (CHO) collects or maintains protected personal information: (1) because the individual is receiving, has received, may receive, or has inquired about assistance from a CHO; or (2) in order to identify needs, or to plan or develop appropriate assistance within the CoC. Continuum of Care (CoC): The primary decision making entity defined in the funding application to HUD as the official body representing a community plan to organize and deliver housing and services to meet the specific needs of people who are homeless as they move to stable housing and maximum selfsufficiency. CoC Program: A program identified by the CoC as part of its service system, whose primary purpose is to meet the specific needs of people who are experiencing a housing crisis. Contributory CoC Program: A homeless assistance program or homelessness prevention program that contributes Protected Personal Information (PPI) or other client- level data to an HMIS. Contributory HMIS Organization (CHO): An organization that operates a contributory homeless assistance program or homelessness prevention program or contributory non- homeless assistance program. DRAFT Data Recipient: A person who obtains PPI from an HMIS Lead Agency or from a CHO for research or other purposes not directly related to the operation of the HMIS, CoC, HMIS Lead Agency, or CHO. End User (or User) : An employee, volunteer, affiliate, associate, and any other individual acting on behalf of a CHO or HMIS Lead Agency who uses or enters data in the HMIS or another administrative database from which data are periodically uploaded to the HMIS. HMIS Grantee: Entity responsible for soliciting, collecting, and analyzing feedback from end-users, program managers, agency executive directors, and homeless person HMIS Lead Agency: An organization designated by a CoC to operate the CoC s HMIS on its behalf. HMIS Software Solution Provider: An organization that sells, licenses, donates, builds or otherwise supplies the HMIS user interface, application functionality and database. HMIS User Committee: Group of entities that provide recommendations on use of software and software enhancements HMIS Vendor: A contractor who is paid to provide services for the operation of a CoC s HMIS. An HMIS vendor includes an HMIS software solution provider, web server host, and data warehouse provider, as well as a provider of other contracted information technology or support. Version 3. 1/31/

212 T: F TF E support@clarityhs.com Homeless Assistance Program: A program whose primary purpose is to meet the specific needs of people who are literally homeless (as defined in data element 3.11, Housing Status). Homeless assistance programs include outreach, emergency shelter, transitional housing, rapid re-housing, permanent housing and permanent supportive housing. Homelessness Prevention Program: A program whose primary purpose is to meet the specific needs of people who are imminently losing their housing or at risk of losing their housing (as defined in data element 3.11, Housing Status.).) Homelessness prevention programs include those funded by HPRP and other homelessness prevention programs identified by the CoC as part of its service system. Homeless Management Information System (HMIS): The information system designated by a CoC to process Protected Personal Information (PPI) and other data in order to create an unduplicated accounting of homelessness within the CoC. An HMIS may provide other functions beyond unduplicated accounting. Nevada CoC Structure: The State of Nevada has three separate Continuums of Care. Although these CoCs operate independently in regards to services and programs, each utilizes the Clarity Nevada HMIS and the three CoCs collaborate on all matters regarding the Clarity Nevada HMIS. Non-Contributory CoC Program: A CoC Program that does not contribute PPI or other client-level data to an HMIS. Participating CoC Program/Agency: A Contributory CoC Program or Agency that makes reasonable efforts to record all the universal data elements and all other required data elements as determined by HUD funding requirements on all clients served and discloses these data elements through agreed upon means to the HMIS Lead Agency at least once annually. Protected Personal Information (PPI): Information about a client: (1) whose identity is apparent from the information or can reasonably be ascertained from the information; or (2) whose identity can, taking into account any methods reasonably likely to be used, be learned by linking the information with other available information or by otherwise manipulating the information. Processing: An operation or set of operations performed on PPI, whether or not by automated means, including but not limited to collection, maintenance, use, disclosure, transmission and destruction of the PPI. Technical Administrator / Security Officer: This person is designated by each agency to serve the following roles: primary contact for communications regarding HMIS; supervise software implementation; responsible for ensuring compliance with applicable security standards; organize and schedule timely new user set-up and end user training; run package reports; collaborate with HMIS lead in the development of customized reports; review and assess the security measures in place to protect client data. DRAFT Unduplicated Accounting of Homelessness: An unduplicated accounting of homelessness includes measuring the extent and nature of homelessness (including an unduplicated count of homeless persons), utilization of homelessness programs over time, and the effectiveness of homelessness programs. Unduplicated Count of Homeless Persons: An enumeration of homeless persons where each person is counted only once during a defined period of time. Victim Service Provider: A nonprofit or nongovernmental organization including rape crisis centers, battered women s shelters, domestic violence transitional housing programs, and other programs whose primary mission is to provide services to victims of domestic violence, dating violence, sexual assault, or stalking. Version 3. 1/31/

213 T: F TF E support@clarityhs.com REFERENCES [1] National Coalition for the Homeless. (2006) Fact Sheet #18: McKinney-Vento Act. Retrieved December 13, 2013 from: publications/facts/ McKinney.pdf [2] U.S. Department of Housing & Urban Development, Office of Community Planning and Development, Office of Special Needs Assistance Programs. (2001) Report to Congress: HUD s Strategy For Homeless Data Collection, Analysis and Reporting. Retrieved December 13, 2013 from: cpd/homeless/hmis/ strategy/congressreport.pdf [3] U.S. Department of Housing & Urban Development, Office of Community Planning and Development. (2004) Third progress report to congress on HUD s strategy for improving homeless data collection, reporting, and analysis. Retrieved December 13, 2013 from reporttocongress2004.pdf [4] Homeless Management Information Systems (HMIS); Data and Technical Standards Final Notice; Notice Federal Register 69 (30 July, 2004): Print. [5] U.S. Department of Housing & Urban Development, Office of Community Planning and Development. (March 2010) Homeless Management Information Systems (HMIS) Data Standards: Revised Notice. Retrieved December 13, 2013 from: [6] Homeless Management Information Systems Requirements, Proposed Rule. Federal register 76 (9 December, 2011): Print. DRAFT Version 3. 1/31/

214 T: F TF E support@clarityhs.com EXHIBIT A Universal Data Standards Below are the Universal Data Elements from the Homeless Management Information Systems (HMIS) Data Standards: Revised Notice. [5] DRAFT Version 3. 1/31/

215 T: F TF E support@clarityhs.com EXHIBIT B Participation Agreement The signatures of the parties indicate their agreement with the terms and conditions set forth in this document. By Name Title By Name Title By Name Title By Name Title DRAFT Version 3. 1/31/

216 T: F TF E support@clarityhs.com EXHIBIT C Client Consent Revocation Clarity - Homeless Management Information System Client Revocation of Consent to Release Information I hereby revoke permission for the partner agencies in the Nevada Continuums of Care to share my personal information and information regarding my family in the Homeless Management Information System (HMIS). I understand that my information will remain in HMIS as part of the non-identifying data collected on homeless services provided by the Continuums of Care, but that my personal and family information will no longer be available to any partner agency. Client Name (please print) Client Signature Date Executed At: Client HMIS Number (SSN) Name of Partner Agency DRAFT Agency Personnel Name (print) Agency Personnel Signature Date Comments: (Comments and ideas from clients and case workers are encouraged): Version 3. 1/31/

217 T: F TF E support@clarityhs.com EXHIBIT D Client Information Sheet Clarity - Homeless Management Information Client Information Sheet This information sheet is available in several different languages and is also available in large print. What is the HMIS System? It is a networked, computerized record keeping system. HMIS stands for Homeless Management Information System, and is a requirement for all programs and agencies providing services to low-income and homeless households with the support of federal funds. What is the purpose of the HMIS System? The HMIS is used by provider agencies to record information about clients that they serve. This information helps the agencies plan for and provide services to clients. This information also can be shared among partnering agencies in order to improve the coordination and delivery of your services. Partnering agencies have signed agreements to treat your information in a professional and confidential manner. Why is this type of information being collected? A summary of the information gathered from clients will be used to advocate for more adequate resources for homeless people. Gathering certain basic information (race, date of birth, family size, etc.) about you and the members of your household is also a requirement of the federal and local funding which supports this program. How can the HMIS System benefit me, the client? By gathering this information on you only once you can be served by other agencies without reporting all the details (date of birth, social security number, last address, etc.) again and again. If there is a reason that providing your name or the name of other members of your household would place you (or your household member) at risk, then you can request that your information NOT be shared with other agencies. You have the right to revoke the sharing of your information at any time simply by completing a Client Revocation of Consent to Release Information form. This form is available at any HMIS-participating agency. DRAFT Also, by using the information you provide for the HMIS, you and your case worker can work together to identify the services you need and work to obtain them. Who has access to your information? Only the staff who work directly with you, or who have administrative responsibilities in this organization will be authorized to look at, enter, or use information that is kept in your file. Report developers and Bitfocus staff may also see your data. There are strict guidelines for who has access to your information. Non- Version 3. 1/31/

218 T: F TF E support@clarityhs.com Identifying client data will be used by homeless advocates, shelter staff, and local, state, and federal officials to better address the needs of the homeless. What are your rights as a client? You may be required to answer some questions as a prerequisite for a program, but there will be other questions you can choose not to answer. You have a right to view your record and to correct inaccurate information. You also have a right to a copy of your record. We will also NEVER give any information (health, medical needs, mental health, domestic violence, etc.) about you to anyone outside this organization, UNLESS YOU GIVE WRITTEN CONSENT, or as required by law through a subpoena or a court order. If you choose to not answer any questions, you may not be able to receive services from this community. DRAFT Version 3. 1/31/

219 T: F TF E support@clarityhs.com EXHIBIT E Client Privacy Statement BITFOCUS INC. HOMELESS MANAGEMENT INFORMATION SYSTEM (HMIS) PRIVACY STATEMENT YOU HAVE THE RIGHT TO REFUSE TO ANSWER ANY QUESTION COLLECTED FOR THE PURPOSE OF HMIS DATA COLLECTION Agencies par(cipa(ng in the HMIS may ask and require some informa(on from you as a part of regular program eligibility and services they provide. This informa(on will be entered into the HMIS database. You are not required to answer any ques(on asked for the sole purpose of HUD HMIS Data collec(on and you will not be denied services for refusing to answer the HUD HMIS data collec(on ques(ons, unless specifically required for program eligibility. Why We Collect InformaGon We collect personal informa(on directly from you for reasons that are discussed in our Privacy No(ce. We may be required to collect some personal informa(on by law or by organiza(ons that give us money to operate this program. Addi(onal personal informa(on that we collect is important to run our programs, to improve the services for homeless persons, and to bener understand the needs of homeless persons. We only collect informa(on that we consider to be appropriate. DRAFT The collec(on and use of your personal informa(on is guided by strict standards of confiden(ality. Our Privacy No(ce is posted. A copy of our Privacy No(ce is available to all clients upon request. HMIS PARTNER AGENCY USE OF YOUR INFORMATION Purpose of Data Collec(on Informa(on you provide to this agency will be entered into Clarity Human Services, the Homeless Management Informa(on System (HMIS). You will receive the same services, whether Version 3. 1/31/

220 T: F TF E support@clarityhs.com or not you allow your addi(onal personal informa(on, as described below, to be shared with other Par(cipa(ng Agencies in the HMIS database. To provide, improve and/or coordinate services to individuals or families that could benefit for such services; For the administra(ve func(ons of these programs; To provide accurate repor(ng, as required by law or by the organiza(ons that provide money for these programs, with aggregate data that has removed any iden(fying informa(on; Your personal informa(on that is in HMIS will not be shared with any government agencies without your knowledge or consent, except as required by law. What informagon is collected about you? The following personal informa(on is shared with Par(cipa(ng Agencies within HMIS: Name; Photograph; Social Security Number; Date of Birth; Race; Ethnicity; Gender; Veteran Status; Chronic Homeless Status; Disabling Condi(on (Y/N) Status; Residence Prior to Program Entry; Zip Code of Last Permanent Address; Housing Status; Program Entry Date; Program Exit Date; Personal Client Iden(fica(on Number; Household; and Household Iden(fica(on Number. Depending on your situa(on, you may be asked for some or all of the following: The following addi(onal personal informa(on will not be shared with Par(cipa(ng Agencies without your consent: Agency Name(s) that provided you service(s); Income and Sources; Non- Cash Benefits; Physical Disability; Developmental Disability; Chronic Health Condi(on; HIV/AIDS; Mental Health; Substance Abuse; Domes(c Violence; Des(na(on; Date of Contact; Date of Engagement; Financial Assistance; Housing Reloca(on & Stabiliza(on Services Provided; Employment; Educa(on; General Health Status; Pregnancy Status; Veteran s Informa(on; Children s Educa(on; Reason for Leaving; Emergency Contact; and Services Provided. YOUR RIGHTS & CHOICES: What happens to your informagon? When you request services from this agency, your informa(on will be entered into the Clarity Human Services HMIS, which operates over the Internet. HMIS uses many security protec(ons to ensure confiden(ality and only agencies that use the Clarity Human Services HMIS can access this program. Agencies par(cipa(ng in the HMIS may ask and require some informa(on from you as a part of regular program eligibility and services they provide. This informa(on may be entered into the HMIS database. You are not required to answer any ques(ons asked for the sole purpose HUD HMIS Data collec(on and you will not be denied services for refusing to answer the HUD HMIS data collec(on ques(ons, unless specifically required for program eligibility. DRAFT Version 3. 1/31/

221 T: F TF E support@clarityhs.com You have the right to change your mind about sharing your addi(onal personal informa(on. You must no(fy this agency in wri(ng if you have changed your mind about sharing. COMPLAINT PROCESS: To file a complaint, please contact the Bi^ocus, Inc. HMIS Director 9101 W. Sahara Ave. # , Las Vegas, NV T: x200 TF: DRAFT Version 3. 1/31/

222 T: F TF E support@clarityhs.com EXHIBIT F Client Consent for Release of Information Nevada Homeless Management Information System Client Consent for Data Collection and Release of Information Participation in data collection and release, although optional, is a critical component of our community s ability to provide the most effective services and housing possible. This client Notice and Consent describes how information about you may be used and disclosed and how you can get access to this information. Please review it carefully. If you have any questions or desire any further information regarding this form please contact your case worker, at. The information that is collected in the HMIS database is protected by limiting access to the database and by limiting with whom the information may be shared, in compliance with the standards set forth by federal, state, and local regulations governing confidentiality of client records. Every person and agency that is authorized to read or enter information into the database has signed an agreement to maintain the security and confidentiality of the information. Any person or agency that is found to violate their agreement may have their access rights terminated and may be subject to further penalties. BY SIGNING THIS FORM, I AUTHORIZE THE FOLLOWING: DRAFT I authorize the partner agencies and their representatives to share basic information regarding my family and me. I understand that this information is for the purpose of assessing our needs for housing, utility assistance, food, counseling and/or other services. The information may consist of the following PPI (Protected Personal Information): Identifying Information (Name, birth date, gender, race, social security number, residential information, phone number, photograph likeness, etc., and same for each household member) Financial Information (employment status, income verification, public assistance payments and allowances, food stamp allotments, etc.) Version 3. 1/31/

223 T: F TF E support@clarityhs.com I UNDERSTAND THAT: Use of my likeness in a photograph will be viewable by other partner agencies and may be cropped or edited, as needed. I waive the right to approve or inspect the finished photograph. Information I give concerning physical or mental health problems will not be shared with other partner agencies in any way that identifies me. The partner agencies have signed agreements to treat my information in a professional and confidential manner. I have the right to view the client confidentiality policies used by the HMIS Partner Agencies. Staff members of the partner agencies who will see my information have signed agreements to maintain confidentiality regarding my information. The release of my information does not guarantee that I will receive assistance, and my refusal to authorize the use of my information does not disqualify me from receiving assistance. This authorization will remain in effect until I revoke it in writing, and I may revoke authorization by signing a Client Revocation of Consent to Release Information form. If not previously revoked, this consent terminates automatically 5 years from today. If I revoke my authorization, all information about me already in the database will remain, but will become invisible to all of the partner agencies. My records are protected by federal, state, and local regulations governing confidentiality of client records and cannot be disclosed without my written consent unless otherwise provided for in the regulations. Auditors or funders who have legal rights to review the work of this agency, including the U.S. Department of Housing and Urban Development may see your information Bitfocus, Inc. runs Nevada s HMIS. When Bitfocus works on the system, they may see information about you. People using HMIS information to write reports may see your information. Researchers must sign an agreement to protect your privacy before seeing HMIS data. Your private information will never appear in research reports. Additionally, I understand that participation in data collection is optional, and I may choose not to participate. Partner Agencies: A list of the partner agencies within the Nevada Homeless Management Information System may be viewed prior to signing this form at DRAFT Client Name (please print) Client Signature Date Partner Agency: Agency Personnel Name (print) Agency Personnel Signature Date DISTRIBUTION: Signed original to Agency s Client File Version 3. 1/31/

224 T: F TF E support@clarityhs.com EXHIBIT G Client Grievance Form Client Grievance Form Instructions HMIS Clients are encouraged to work with the agency they are having issues with before submitting a grievance. A grievance should be used as a last resort. All grievances are taken VERY seriously, and reviewed by the HMIS Working Group on an individual basis. If you have not been able to resolve your issue with the agency directly, please complete the attached form. Complete ALL fields Print Legibly Be as specific and as detailed as possible Attach additional pages as necessary Sign and Date the form After you have completed the form, please deliver the form to Bitfocus, Inc. in any ONE of the following ways: Via FAX at: (702) Via US Mail at: Bitfocus, Inc W. Sahara Ave # Las Vegas, NV DRAFT If you have any questions about completing this form, please call (702) and ask to speak with the HMIS Project Manager. Version 3. 1/31/

225 T: F TF E support@clarityhs.com EXHIBIT H User Policy & Responsibility Statement CLARITY - STATE OF NEVADA HOMELESS MANAGEMENT INFORMATION SYSTEM USER POLICY AND RESPONSIBILITY STATEMENT - CODE OF ETHICS Name Phone # Section 1 Authorization to attend training. The agency must complete section 1 and the user must bring this signed copy with them to User Training and/or Privacy & Confidentiality Training. The person listed above is an employee or volunteer in good standing with our agency, and is approved by our agency as an authorized user. Agency Name Agency Authorized Signature Date Section 2 User Policy, Responsibility & Code of Ethics. This section must be completed by the user and turned in to the system administrator to complete the creation of a user account. DRAFT User Policy Participating agencies shall share information for provision of services to their clients through a networked infrastructure that establishes electronic communication among the participating agencies. Participating agencies shall at all times have rights to the data pertaining to their clients that was created or entered by them in the Clarity Nevada Homeless Management Information System (HMIS). Participating agencies shall be bound by all restrictions imposed by clients pertaining to the use of personal data. It is a client s decision about whether or not to have his or her information entered into the Clarity Nevada system and shared with participating agencies. The client must sign a release consenting to the sharing of information. Subject to the foregoing, as an authorized user, I agree to enter the minimum data elements as outlined in the Provider Participation document provided by the Bitfocus, Inc. Version 3. 1/31/

226 T: F TF E support@clarityhs.com Data necessary for the development of aggregate anonymous reports of homeless services, including services needed, services provided, referrals, client goals and outcomes should be entered to the greatest extent possible. The Clarity Nevada system is a tool to assist agencies in focusing services and locating alternative resources to help homeless persons. Therefore, agency staff should use the client information in the Clarity Nevada system to target services to their clients needs. User Responsibility Your User ID and Password give you access to the Clarity Nevada system. Initial each item below to indicate your understanding and acceptance of the proper use of your User ID and Password. Failure to uphold the confidentiality standards set forth in the Clarity Nevada Standard Operating Procedures is grounds for immediate termination from the Clarity Nevada system. My User ID and Password are for my use only and must not be shared with anyone. I must take all reasonable means to keep my Password physically secure. I understand that the only individuals who have the right to review information in the Clarity Nevada system are authorized users and the clients to whom the information pertains. I may only view, obtain, disclose, or use the database information that is necessary to perform my job. If I am logged into the Clarity Nevada system and must leave the work area where the computer is located, I must log off the Clarity Nevada system before leaving the work area. A computer that has the Clarity Nevada system open and running shall never be left unattended. Failure to log off the Clarity Nevada system appropriately may result in a breach in client confidentiality and system security. Hardcopies of data from the Clarity Nevada system must be kept in a secure file. When hardcopies of data from the Clarity Nevada system are no longer needed, they must be destroyed to maintain confidentiality. If I notice or suspect a security breach, I must immediately notify the agency administrator or the system administrator. DRAFT I understand that I must complete confidentiality and privacy training on an annual basis. Failure to do so will result in the expiration of my User ID and Password. I understand that I may be subject to disciplinary action in accordance with my agency s Policies & Procedures if I fail to comply with this User Agreement. User Code of Ethics A. The Clarity Nevada system users must treat participating agencies with respect, fairness, and good faith. B. Each Clarity Nevada system user should maintain high standards of professional conduct in his or her capacity as a system user. C. Each Clarity Nevada system user has a primary responsibility for his or her client(s). Version 3. 1/31/

227 T: F TF E support@clarityhs.com D. Each Clarity Nevada system user has the responsibility to relate to the clients of other participating agencies with full professional consideration. I understand and agree to comply with all the statements listed above. Printed Name Address / Phone # User Signature Date DRAFT Version 3. 1/31/

228 T: F TF E support@clarityhs.com EXHIBIT I HMIS Disaster Recovery Plan >>PLEASE SEE FOLLOWING PAGES<< DRAFT Version 3. 1/31/

229 T: F TF E support@clarityhs.com Information Security Department DISASTER RECOVERY PLAN Summary Plan DRAFT Purpose: One of the objectives of Bitfocus, Inc. information security department is to establish an IT Disaster Recovery Plan. This Disaster Recovery Plan document was created to assist Bitfocus, Inc. in the development of consistent and cohesive IT Disaster Recovery Plans. This is a summary document which omits key infrastructure references to protect our our Information Security Infrastructure. Version 3. 1/31/

230 T: F TF E support@clarityhs.com Introduction The purpose of this summary is to document a Disaster Recovery Plan that addresses information resources as they may be affected in the event of a disaster. This document is meant to minimize any of these effects, and enable Clarity Human Services to either maintain, or quickly resume, mission-critical functions. This Disaster Recovery Plan also serves as the primary guide for Bitfocus, Inc. Information Technology Services Department in the recovery and restoration of the information technology systems in the event that they are damaged or destroyed as a result of a disaster. Document Overview The Disaster Recovery Plan is composed of numerous sections documenting the resources and procedures to be used in the event that a disaster occurs at the data center, which is located at Viawest in Las Vegas, Nevada. Separate sections are devoted to the specific recovery procedures for each supported application or platform. Also included are sections documenting the personnel requirements that are necessary to perform each recovery task. This plan will be updated on a regular basis as changes to the computing and networking systems are made. Due to the very sensitive nature of the information contained in the plan, this summary omits several key references. PERSONNEL AUTHORIZED TO DECLARE A DISASTER OR RESUME NORMAL OPERATIONS Name Robert Herdzik Tauri Royce DRAFT Title President & CEO Project Manager Version 3. 1/31/

231 T: F TF E support@clarityhs.com Disaster Recovery Plan Summary Plan Activation This plan will be activated in response to internal or external threats to the Information Technology Systems of Bitfocus, Inc. Internal threats could include fire, bomb threat, loss of power or other utility or other incidents that threaten the staff and/or the facility. External threats include events that put the facility in danger. Examples might include severe weather or a disruptive incident in the community. Once a threat has been confirmed, the plan management team will assess the situation and initiate the plan if necessary. Resumption of Normal Activities Once the threat has passed, equipment will be repaired and/or replaced, and/or a new data center will be transitioned. The disaster recovery team will then assess the situation; If the disaster has expired, the team will resume normal operations. Plan Objectives The primary objectives of this plan are to protect Bitfocus, Inc. resources, to safeguard the vital records of which Clarity Human Services is the custodian, and to guarantee the continued availability of essential IT services. The role of this plan is to document the preagreed decisions and to design and implement a sufficient set of procedures for responding to a disaster that involves the data center and its services. DRAFT A disaster is defined as the occurrence of any event that causes a significant disruption in IT capabilities. This plan assumes the most severe disaster, the kind that requires moving computing resources to another location. Less severe disasters are controlled at the appropriate management level as outlined in this plan. The basic approach, general assumptions, and possible sequence of events that need to be followed are stated in the plan. It will outline specific preparations prior to a disaster and emergency procedures immediately after a disaster. The plan is a roadmap from disaster to recovery. Due to the nature of the disaster, the steps outlined may be skipped or performed in a different sequence. The general approach is to make the plan as threat independent as possible. This means that it should be functional regardless of what type of disaster occurs. Version 3. 1/31/

232 T: F TF E support@clarityhs.com For the recovery process to be effective, the plan is organized around a team concept. Each team has specific duties and responsibilities once the decision is made to invoke the disaster recovery mode. The leader of each team and their alternates are key personnel. IT staff will be assigned to multiple teams with specific assignments made according to knowledge, experience and availability. It is also assumed vendors and knowledgeable personnel will be actively enlisted to help during a recovery situation. The plan represents a dynamic process that will be kept current through updates, testing, and reviews. As recommendations are completed or as new areas of concern are recognized, the plan will be revised to reflect the current IT environment. Disaster Recovery Phases The disaster recovery process consists of four phases. They are: Phase 1: Disaster Assessment Phase 2: Disaster Recovery Activation Phase 3: Alternate Site/Data Center Rebuild Phase 4: Return Home Phase 1: Disaster Assessment The disaster assessment phase lasts from the inception of the disaster until it is under control and the extent of the damage can be assessed. Cooperation with Viawest emergency personnel is critical. DRAFT Phase 2: Disaster Recovery Activation This phase begins if the decision to move primary processing to a location is made. The Disaster Recovery Management Team will assemble at the command center and call upon team members to perform their assigned tasks. The most important function is to fully restore operations at a suitable location and resume normal functions. Once normal operations are established at the alternate location, Phase 2 is complete. Version 3. 1/31/

233 T: F TF E support@clarityhs.com Phase 3: Alternate Site Operation/Data Center Rebuild This phase involves continuing operations at the alternate location. In addition, the process of restoring the primary site will be performed. Phase 4: Return Home This phase involves the reactivation of the primary data center at either the original or possibly a new location. The activation of this site does not have town be as rushed as the activation of the alternate recovery center. At the end of this phase, a thorough review of the disaster recovery process should be taken. Any deficiencies in this plan can be corrected by updating the plan. Key Disaster Recovery Activities Declaring a Disaster Declaring a disaster means: 2. Activating the recovery plan 3. Notifying team leaders & staff 4. Notifying key management contacts 5. Notifying affected customer contacts 6. Securing a new location for the data center 7. Ordering and configuring replacement equipment 8. Reconfiguring the network 9. Restoring Virtual Machine infrastructure from onsite or offsite Backup 10. Keeping management informed 11. Keeping customer contacts informed DRAFT Version 3. 1/31/

234 T: F TF E support@clarityhs.com Disaster Decision Tree Event Data Center destroyed Data Center unusable for MORE than 2 days Data Center unusable for 2 days or LESS Network down Environmental problems (A/C, power, etc) Decision Activate disaster recovery plan Activate disaster recovery plan Management Team perform an assessment Management Team perform an assessment Management Team perform an assessment DRAFT Version 3. 1/31/

235 T: F TF E support@clarityhs.com Decision Making For A Data Center Disaster Decision Point Actions Category 1. Incident occurs 7. Determine if incident is real 7. Determine if incident is real 10. Determine scope of incident and assess damage after building access is allowed 10. Determine scope of incident and assess damage after building access is allowed 16. Assess damage 2. Alarm sounds 3. Begin evacuation 8. If no, then 9. Recovery plan is not activated 8. If yes, then 9. Switch call handling to an alternate location 11. If small scope with no to minimal damage, then 11. If moderate to large scope or moderate to severe damage, then 12. Return and begin clean up and monitor repairs 12. Activate alternate computer processing site 4. Ensure all employees evacuated 10. Return to normal operations 5. Meet in designated area 12. Evaluate evacuation 13. Return calls 14. Return to normal operations 13. Activate recovery team 14. Notify management and employees of of situation Initiation Determination Determination Short Evacuation Required Moderate to Severe Damage to Data Center or Infrastructure DRAFT 17. If damage is moderate and will be able to return in 30 days or less 18 Complete repairs as necessary while operating at alternate site 19. Return to data center 20. Return to normal operations Moderate Severe Damage to Data Center or Infrastructure 16. Assess damage 17. If more than 30 days, locate to new facility 18. Order supplies and equipment 19. Set up and operate at new facility while completing repairs 20. Return to normal operations Severe Data to Data Center or Infrastructure Version 3. 1/31/

236 T: F TF E support@clarityhs.com Recovery Time Objectives (RTO) The Recovery Time Objectives reflect the estimated recovery times based on current configurations and operations. NETWORK SERVICE LAN (Local Area Network) WAN (Wide Area Network) Internet APPLICATION RECOVERY TIER Infrastructure Servers Application / SQL Servers Reporting Servers RECOVERY GOAL 2-3 days estimate 2 days estimate 2 days estimate RECOVERY GOAL Immediately after WAN/Internet restore 3 days after LAN/WAN restore 5 days after LAN/WAN restore These RTO s should be considered best-case estimates. Bitfocus, Inc. operates on a VMware virtual environment, with all server tiers fully virtualized. In the event of a disaster, the Disaster Assessment Team would assess the situation to determine if the local VM backups or the offsite VM backups (Amazon S3/Glacier) would be selected for recovery. DRAFT Once the assessment is complete, the Disaster Assessment Team will determine which temporary Data Center location to restore to. Current options are identified as Amazon Cloud or our Reno Data Center. Both locations are on standby. Version 3. 1/31/

237 T: F TF E support@clarityhs.com Recovery Point Objectives (RPO) Recovery Point Objectives (RPO) reflects the estimated point in time to which recovery would be made based on current configurations and operations. the exact recovery point for each server will vary due to the time when the backup takes place and when the disaster occurs. Below are general guidelines for the different types of DR data protection. DATA PROTECTION TYPE Onsite Backup Offsite Backup Customers who have purchased additional Disaster Recovery SLA plans may have shorter RPO. Roles of the Disaster Recovery Coordinator The function of the Disaster Recovery Coordinator is vitally important to maintaining the plan in a consistent state of readiness. The Recovery Coordinator s role is multifaceted. Not only does the Coordinator assume a lead position in the ongoing life of the plan, but the Coordinator is a member of the Continuity Management Team in the event of a computer disaster. DRAFT The primary responsibilities of the Disaster Recovery Plan Coordinator are as follows: Distribution of the Disaster Recovery Plan Training the Disaster Recovery Teams Testing of the Disaster Recovery Plan Evaluation of the Disaster Recovery Plan Tests Review, change and update the Disaster Recovery Plan RECOVERY POINT (AGE OF DATA) Up to 24 hours from disaster period. Up to 7 days from disaster period. In a disaster situation, the Disaster Recovery Plan Coordinator will: Facilitate communication between technical and non-technical staff Act as a Project Manager to coordinate the efforts of: Technical Staff Business Staff Version 3. 1/31/

238 T: F TF E support@clarityhs.com Vendors Other personnel as needed The Disaster Recovery Coordinator for Bitfocus, Inc. is Robert Herdzik. The alternate Disaster Recovery Plan Coordinator is Yanis Guenane. Overview of Offsite Storage Items Stored Offsite 1. Router / VPN Firmware and Export Settings. 2. A current copy of this disaster recovery plan. 3. A copy of Veeam Backup & Recovery 7 extract utility. 4. Weekly backups of full VMware Virtual Machine files of entire infrastructure and data. All standard security and privacy precautions apply to offsite storage. The offsite storage facility is equipped with surge protectors and natural disaster protective measures. Onsite backup includes all of the above, including nightly full Virtual Machine incremental backups of entire infrastructure and data. Server Recovery General Information DRAFT These procedures outline the steps required to restore any of Bitfocus, Inc. servers. Recovery for the servers assume that: Good backup data exists and can be retrieved from either onsite or offsite storage Replacement servers are on standby or Amazon Cloud servers are on standby Network connectivity is established A decision must be made as to where the recovery will take place (Amazon Cloud or Reno Data Center). This decision is not made ahead of time since the specifics of the incident requiring recovery is not known. Version 3. 1/31/

239 T: F TF E support@clarityhs.com Disaster Recovery Plan Maintenance The disaster recovery plan is a living document. Failure to keep it current could severely impact Bitfocus, Inc. ability to successfully recover in the event of a disaster. Some information contain in the plan is more dynamic than other information. A matrix of events and recommended maintenance schedule is included in this section. It is important to document changes to the plan and ensure that all copies of the plan are updated. Changes to the plan could occur more frequently than the time frames listed in the following table. Major hardware upgrades might affect business recovery contracts as well as this plan. Software changes, personnel changes and other changes that affect the plan should be updated as soon as possible, not just when the recommended intervals occur. PERIOD Quarterly Quarterly Quarterly Quarterly Quarterly Quarterly Quarterly Semiannually ACTION Review all job changes and update plan with new personnel assignments Have any new application servers been implemented? If so, have all disaster recovery implication been addressed? Have there been any major changes to existing applications? If so, update the recovery plan accordingly Has the hardware configuration changed? If the changes affect your ability to recover, make appropriate changes to the recovery configuration. Update the Network Configuration Diagrams / Infrastructure Wiki DRAFT Visit the off-site storage location and ensure documentation is available and current Ensure all team assignments are still valid Test the plan and update it based on the results of the test Annually Review Amazon S3 / Glacier retention requirements Annually Review Insurance coverage Version 3. 1/31/

240 T: F TF E support@clarityhs.com Testing the Disaster Recovery Plan The Disaster Recovery Coordinator is responsible for testing of the disaster recovery plan at least annually to ensure the viability of the plan. On an on-going basis this frequency appears to be adequate considering the systems involved. However, special tests are to be given consideration whether there has been a major revision to the plan or significant changes in the software, hardware or data communications have occurred. The objectives of testing the disaster recovery plan are as follows: Simulate the conditions of an ACTUAL Business Recovery situation. Determine the feasibility of the recovery process. Identify deficiencies in the existing procedures. Test the completeness of the business recovery information stored at the Offsite Storage Location. Train members of the disaster recovery teams. The initial test of the plan will be in the form of a structured walk-through and should occur within two months of the disaster recovery plan s acceptance. Subsequent tests should be to the extent determined by the Disaster Recovery Coordinator that are cost effective and meet the benefits and objectives desired. Sample Recovery Test Agenda 1. What is the PURPOSE of the test? 2. What are the test OBJECTIVES? 3. How will the successful achievement of these objectives be measured? 4. At the conclusion of the test, collect test measurements from all participants. 5. Evaluate the test results. Determine if the test was successful or not. 6. Determine the implications of the test results. Does success for this test imply success in all recovery scenarios? 7. Update the plan based on results of the test. DRAFT Version 3. 1/31/

241 T: F TF E support@clarityhs.com EXHIBIT J HMIS Security Plan >>PLEASE SEE FOLLOWING PAGES<< DRAFT Version 3. 1/31/

242 T: F TF E support@clarityhs.com Information Security Department HMIS SECURITY PLAN DRAFT Purpose: The purposes of this HMIS Security Plan are as follows: Provide an overview of the security requirements of the Clarity Human Services HMIS application, and describe the controls in place or planned for meeting those requirements; and Delineate responsibilities and expected behavior of all individuals who access the system. In accordance with the HMIS standards outlined by the U.S. Department of Housing and Urban Development, this Security Plan is to be reviewed and updated annually. Version 3. 1/31/

243 T: F TF E support@clarityhs.com Introduction Bitfocus Inc. Bitfocus is a consultancy firm that provides the following HMIS Implementation services to the HMIS Lead Agency: HMIS Software and Server Administration Telephone Help Desk Support Ticket Support HMIS Implementation and Maintenance Remote Web Based and On-Site Training Remote Web Based and On-Site Technical Assistance Training Manual and Procedural Documentation Custom Report Writing Data Warehouse Development and Administration HMIS Working Group Meeting engagement Planning and Policy Making AHAR, APR, and QPR support Bitfocus Inc. provides HMIS Administration services for: Northern Nevada Continuum of Care (CoC) Southern Nevada Continuum of Care (CoC) Balance of State Continuum of Care (CoC) The Clarity Human Services HMIS Application DRAFT The Clarity Human Services HMIS Application is a cloud-based system that offers a comprehensive and end-user adjustable HMIS solution to meet the multiple integration, implementation, and management requirements of the State of Nevada Continuums of Care. Version 3. 1/31/

244 T: F TF E support@clarityhs.com General Description of HMIS Information Sensitivity Clarity Human Services HMIS application stores and protects confidential individually identifiable health information. As such, it is equipped with a series of administrative, physical, and technical safeguards for covered entities and their business associates to use to assure the confidentiality, integrity, and availability of electronic protected health information. Applicable Laws Or Regulations Affecting The System The Health Insurance Portability and Accountability Act of 1996 (HIPAA) HIPAA s Privacy Rule states that Individually Identifiable Health Information is to be considered protected health information [PHI] subject to the review and control of individual patients. Agencies and other entities handling PHI are mandated to restrict access to such information to appropriate persons and protect the privacy of individuals. Clarity Human Services includes customization features at micro and macro levels to automate the enforcement of federal, state, and local privacy requirements such as HIPAA. Clarity Human Services Security Tools enable each partner agency to define which client data is shared with other agencies at every level, including the field level. The default data sharing setup associated with each partner agency can be defined on an agency-by- agency basis (i.e., Agency A may share all client data with Agency B, nothing with Agency C, and only core ID data with Agency D). Our privacy settings can be adjusted to override the default privacy configuration of each agency upon the request of the client. DRAFT Bitfocus, Inc. can confirm the capacity of Clarity Human Services to both meet and surpass current HIPAA & HUD requirements and the pending updates to the these requirements. Version 3. 1/31/

245 T: F TF E support@clarityhs.com HUD Homeless Management Information Systems Requirements Bitfocus Inc. maintains operations that are in accordance with the most current HMIS Systems requirements as prescribed by the U.S. Department of Housing & Urban Development (HUD). System Environment The Clarity Human Services HMIS Application is a cloud-based system equipped with the following technical security features: Hardware Firewall: The firewall forwards only port 443 (Encrypted SSL) to the internal web server. Software Firewall: Each customer webserver on the internal network is also protected by a software firewall. VPN Access: Access to the internal network is only possible via an encrypted VPN connection. Access to the internal network is only provided to Clarity Human Services staff, and System Administrators, and our customers. Database Server: The database is housed on an internal server, inaccessible from the public network. Encryption: All traffic is 2,048 bit SSL encrypted. All API traffic must be further AES encrypted PKI Encryption: Customers may opt for staff or agency-level PKI encryption. Customers utilizing this method require an additional PKI certificate to be installed in their web browser to authenticate. PKI Certificates are fully administered within the System Administrator interface. DRAFT Encryption: 2,048 bit SSL for all traffic IP Whitelist: Customers may opt for staff or agency level IP Whitelisting. Customers utilizing this method require each user to login from a System Administrator defined list of allowed IP Addresses Version 3. 1/31/

246 T: F TF E support@clarityhs.com System Interconnection/Information Sharing Role-Based Security Clarity Human Services is designed around a sophisticated Access Control List (ACL) model, which provides granular level permissions to all areas of Clarity Human Services. The ACL was implemented using access roles. Individual access roles are assigned to a user to dictate which areas of the system they can view, what they can read/ write/edit or delete, and how those roles relate to agencies they are potentially sharing data with. The ACL was designed to be completely transparent to the end user. Any areas of the system to which they are denied access are eliminated from view, providing a seamless user experience on any access role. Agency Sharing If a participating agency wishes to share data through the HMIS with one or more other agencies: 1. All agencies wishing to share data must meet with Bitfocus to discuss and address all details of data sharing. For example: What information is to be shared, direction of sharing, etc. 2. A separate Memorandum of Understanding must be created between Bitfocus and all agencies that will participate in the inter-agency sharing. 3. Agencies must comply with Section 8 of this document (relating to obtaining clients permission to have their information shared). In regards to the coordination of data sharing, we are leaders in the field. Bitfocus partners with participating agencies and encourage them to sign Agency Data Sharing agreements, in order to allow for the coordination and management of shared service delivery. In Nevada, 98% of participating agencies have agreed to Agency Data Sharing Agreements. DRAFT Bitfocus has dedicated an entire section of the HMIS application to Agency Sharing. In this section, System Administrators can fine-tune their sharing settings with the ability to create Agency Sharing default settings as well as create any agency exceptions. They have the ability to control whether data categories have Not Shared, Basic Shared, and Full Sharing settings. And, as mentioned, Agency Exceptions can be created Version 3. 1/31/

247 T: F TF E support@clarityhs.com Access Roles In order to further protect client data during referral processes, Clarity Human Services has a section devoted to Access Roles. System Administrators have the ability to create different Access Roles, each with different capabilities. For example, if volunteers come to the agency just to do data entry, System Administrators can create an access role that allows these volunteers to view and modify only data necessary to their purpose. Different Access Roles can be customized to end users at the individual level Intra- and Inter-Agency Restrictions HIPAA requires entities sharing health data with each other to function within data-sharing protocols and agreements that support the basic principles of the HIPAA Privacy Rule. Clarity Human Services has sophisticated tools for assigning access rights to users. It is possible to define and create an unlimited number of Access Roles associated with varying levels of access down to every level, including the field level. Access Roles can also be defined on an agency basis. Each participating agency can define the data they wish to share with other organizations down to the field level. These cross-agency access rights can be adjusted on an agency-by-agency basis [e.g. Agency A may share all of its client data with Agency B, selected data with Agency C, and no data with Agency D] Automated Audit Trail Clarity Human Services provides complete auditing records on all areas connected to user interaction. The audit trails are accessible by two methods: DRAFT 1. Log Link On every page, a Log Link is presented at the bottom right of the screen. When the System Administrator selects this link, any updates made to any of the data presented on the screen will appear. Items such as Old Values, New Values, date/time of the update, and the user who made the update are all presented in a simple format. 2. Database The audit log is also provided through the relational database, allowing the System Administrator to access the data using a Query tool, or write reports to manage the updates in any way the System Administrator defines Version 3. 1/31/

248 T: F TF E support@clarityhs.com Encryption Management Encryption General All information should be encrypted in the database per HUD standards. All connections to the Clarity database should be encrypted to HUD standards or higher. Encryption should be sufficient to prevent unauthorized personnel from accessing confidential information for any reason. Encryption Management In the event that system wide data decryption becomes necessary, the Working Group must obtain the written authorization of every participating agency s executive director. DRAFT Version 3. 1/31/

249 T: F TF E support@clarityhs.com HMIS CONCEPTS & TERMS Aggregate - Collected together from different sources and considered as a whole, and lacking identifying information. Client - Somebody who uses or applies to use the services of a participating agency. CoC The acronym for Continuum of Care Community - A group of people with a common background or with shared interests within a defined geographic area, for our area to include the State of Nevada. Confidentiality - Entrusted with somebody s personal or private information or matters. Connectivity The ability to connect two or more systems together. Pertaining to the HMIS system, the use of a high speed Internet connection for accessing the system. Consent Express acceptance of or agreement to something. Data The information in the system, for example, numbers, text, images, and sounds, in a form that is suitable for storage in or processing by a computer Decryption To render an encoded amount of data into plain language or out of its encrypted state. Encryption To convert computer data and messages to something incomprehensible by means of a key, so that only an authorized recipient holding the matching key can reconvert it. Firewall A component of a network that prevents unauthorized users and/or data from getting in or out of the network, using rules to specify acceptable communication DRAFT HMIS The acronym for Homeless Management Information Systems, sometimes also referred to as HIMS or Homeless Information Management System. HUD The acronym for the Department of Housing and Urban Development. Legacy Data Information stored in an older version of software or format that is not compatible with the HMIS system. Clarity Human Services The name of the software application that being used for the Nevada HMIS. Version 3. 1/31/

250 T: F TF E support@clarityhs.com Clarity System The name that has been given to our implementation of an HMIS system. MOU The acronym for Memorandum of Understanding. A document that outlines the specific areas of agreement between two or more parties. Organization - A group of people identified by shared interests or purpose. PPI The acronym for Protected Personal Information. Program A collection of services grouped together. ROI The acronym for Release of Information. Service - The system or operation by which people are provided with something. VPN The acronym for Virtual Private Network. A way for securely connecting systems together to transmit data. DRAFT Version 3. 1/31/

251 T: F TF E support@clarityhs.com HMIS Data Quality Plan EXHIBIT K >>PLEASE SEE FOLLOWING PAGES<< DRAFT Version 3. 1/31/

252 T: F TF E support@clarityhs.com Information Security Department HMIS DATA QUALITY PLAN DRAFT Purpose: The purposes of this HMIS Data Quality Plan are as follows: Identify the responsibilities of all parties within the CoC that affect data quality. Establish specific data quality benchmarks for timeliness, completeness, and accuracy. Describe the procedures that the HMIS Lead Agency will take to implement the plan and monitor progress to meet data quality benchmarks. Establish a timeframe for implementing the plan to monitor the quality of data on a regular basis In accordance with the HMIS standards outlined by the U.S. Department of Housing and Urban Development, this Privacy plan will be reviewed and updated annually. Version 3. 1/31/

253 T: F TF E support@clarityhs.com Introduction Bitfocus Inc. Bitfocus is a consultancy firm that provides the following HMIS Implementation services to the HMIS Lead Agency: HMIS Software and Server Administration Telephone Help Desk Support Ticket Support HMIS Implementation and Maintenance Remote Web Based and On-Site Training Remote Web Based and On-Site Technical Assistance Training Manual and Procedural Documentation Custom Report Writing Data Warehouse Development and Administration HMIS Working Group Meeting engagement Planning and Policy Making AHAR, APR, and QPR support Bitfocus Inc. provides HMIS Administration services for: Northern Nevada Continuum of Care (CoC) Southern Nevada Continuum of Care (CoC) Balance of State Continuum of Care (CoC) DRAFT The Clarity Human Services HMIS Application The Clarity Human Services HMIS Application is a cloud-based system that offers a comprehensive and end-user adjustable HMIS solution to meet the multiple integration, implementation, and management requirements of the State of Nevada Continuums of Care. Version 3. 1/31/

254 T: F TF E support@clarityhs.com General Description of HMIS Information Sensitivity Clarity Human Services HMIS application stores and protects confidential individually identifiable health information. As such, it is equipped with a series of administrative, physical, and technical safeguards for covered entities and their business associates to use to assure the confidentiality, integrity, and availability of electronic protected health information. Definition of Data Quality Data Quality is defined as the reliability and validity of client-level data collected in the HMIS. General Description of Information Sensitivity Clarity Human Services HMIS application stores and protects confidential individually identifiable health information. As such it is equipped with a series of administrative, physical, and technical safeguards for covered entities and their business associates to use to assure the confidentiality, integrity, and availability of electronic protected health information. DRAFT Applicable Laws Or Regulations Affecting The System HMIS Data Standards Revised Notice, U.S. Department of Housing and Urban Development, March 2010 In 2004, HUD published HMIS Data and Technical Standards in the Federal Register. These standards define the requirements for data collection, privacy safeguards, and security controls for all local HMIS. In March 2010, HUD published changes in the HMIS Data Standards Revised Notice incorporating additional data collection Version 3. 1/31/

255 T: F TF E support@clarityhs.com requirements for the Homelessness Prevention and Rapid Re-Housing Program (HPRP) funded under the American Recovery and Reinvestment Act (ARRA). Bitfocus Inc. implements a formal procedure to monitor the ongoing quality of the data entered into the HMIS. All HMIS operations remain in accordance with the most current HMIS Systems requirements as prescribed by HUD. Data Quality Enforcement Bitfocus enforces a Data Collection Commitment which states that participation in the HMIS requires that all participating agencies collect minimum data elements on all consenting clients in accordance with HUD requirements Data Entry Timeliness Client information, including intake data, program entry dates, services provided, and program exit dates are entered into the HMIS within a reasonable period of time. To reduce human error that occurs when too much time has elapsed between the data collection (or service transaction) and the data entry, Bitfocus requires participating agencies to specify a reasonable and effective period of time within which data must be entered after interview/intake. These timeframes are dependent upon agency and program type (i.e. g Emergency Shelter, Transitional Housing, Permanent Housing, Safe Haven, Outreach, Prevention, HPRP, or any other programs in the CoC). DRAFT Bitfocus participating agencies have designated benchmarks for the following program types: Emergency Shelter programs: All Universal Data Elements entered within a specified period of days from intake. Transitional Housing: All Universal and Program-Specific Data Elements entered within a specified period of days from intake. Permanent Housing: All Universal and Program-Specific Data Elements entered within a specified period of days from intake. Outreach programs: Limited data elements entered within a specified period of days from the first outreach encounter. Upon engagement for services, all remaining Universal Data Elements entered within a specified period of days. HPRP and Prevention programs: All Universal and Program Specific Data Elements entered within a specified period of days from intake. Version 3. 1/31/

256 T: F TF E support@clarityhs.com Data Completeness & Accuracy All clients receiving services are entered into the HMIS, and all of the appropriate data elements are collected and entered into the HMIS. All HMIS data accurately and consistently matches information recorded on paper intake forms and in client files, and HMIS data elements are collected in a consistent manner. Clarity Human Services HMIS is specifically designed with data quality safeguard programming that requires 100% data completion for all clients entered, for each of the HUD data element sets, as well as bed utilization rates. This 100% data completion facilitates confident reporting and analysis on the nature and extent of homelessness, such as: Unduplicated counts of clients served at the local level; Patterns of use of people entering and exiting the homeless assistance system Evaluation of the effectiveness of homeless systems It is vital that CoCs have a HMIS that complies with current HUD required Universal and Program Specific Data Elements. CoCs must also be equipped with a HMIS that can adapt to any future amendments to HUD standards and requirements. This type of preparedness requires a HMIS with highly customizable screens and data fields that can be quickly and seamlessly adapted to meet fluctuating standards and requirements. The Clarity Human Services Screen Designer, Field Editor, and Automated Reports equip System Administrators with the capacity to meet and adapt to all HUD requirements and standards. DRAFT Clarity Human Services incorporates advanced Data Quality mechanisms. These mechanisms allow automated oversight and seamless ease to correct Data Quality discrepancies based on our Data Quality Model. Our Data Quality model is built around the following features: Drill-down Reports: All reports included in our standard report library allow drill-down functionality. For example, when reviewing a report, such as the Annual Performance Report, the value of Don t Know may be set to 30. By simply clicking on the number 30 a sub-report will be immediately displayed identifying the clients with incorrect data. The selected clients can be immediately corrected, the APR run again, and the Annual Performance Report will display the updated corrections. Version 3. 1/31/

257 T: F TF E support@clarityhs.com Automated Reports: On a weekly or monthly basis, Our ed Reports can be automatically sent in PDF form to a recipient list of primary contacts or program managers at each participating agency. These reports provide Data Quality scoring on the Universal Data Elements down to the user/ staff level. Screen Designer tool: Our screen designer tool can be incorporated to ensure the fields you would like to make Required or Soft Required provide the user with the proper feedback to ensure completion. In addition, each agency must develop a written program specific interview guide that includes the minimal data elements and any additional elements the agency wishes to collect. Bed Utilization: Clarity Human Services provides a comprehensive report titled the Housing Census Report. This report offers three tiers of drill-down functionality. When the report is processed, the initial parameters request which housing programs to include and the date range of observance. Upon processing of the report, a census of clients is presented for each day of the report. The date itself can then be selected to launch the sub-report detailing all clients represented on that given day. Each client name can then be selected to access the third tier of drill-down, highlighting any poor data quality elements. These processes are the same across transitional housing and permanent housing, and are also the same for individual beds and units. Data Quality Monitoring DRAFT The Nevada CoCs recognize that the data produced from the Clarity Human Services HMIS is critical to meet the reporting and compliance requirements of individual agencies and the CoC as a whole. As such, all HMIS agencies are expected to meet specified data quality benchmarks. To achieve this, reporting and user feedback is used to quickly identify and resolve issues that affect the timeliness, completeness, and accuracy of the data. Version 3. 1/31/

258 T: F TF E support@clarityhs.com Data Quality Adherence: Incentives and Enforcement The purpose of monitoring is to ensure that the agreed-upon data quality benchmarks are met to the greatest possible extent and that data quality issues are quickly identified and resolved. To ensure that service providers have continued access to the expectations set forth in the data quality plan, the following protocol will be used: 1. Access to the Data Quality Plan: The data quality plan will be available to the general public. 2. Access to Data Quality Reports: The HMIS Lead Agency will make data quality reports available for the purposes of facilitating compliance review by participating agencies and the CoC Data Committee. 3. Data Correction: Participating agencies will have a specified period of days to correct data. The HMIS Lead Agency will make revised data quality reports available to the general public. 4. Monthly Review: The CoC Data Committee will review participating agency data quality reports for compliance with the data quality benchmarks. The Committee will work with participating agencies to identify training needs to improve data quality. 5. Public Review: The HMIS Lead Agency will make agency aggregate data quality reports available to the general public. 6. CoC Review: The CoC Data Committee will provide a brief update on progress related to the data quality benchmarks at the regularly scheduled CoC meetings. For agencies that fail to meet the data quality benchmarks, the CoC may ask the agency to submit a written plan that details how they will take corrective action. The plan will be submitted to, and monitored by, the CoC s Data Quality Subcommittee. Should the problem persist, the Data Quality Subcommittee may make a recommendation to suspend the agency s ability to enter data into the HMIS, and will contact any appropriate state and federal funders. DRAFT Version 3. 1/31/

259 T: F TF E support@clarityhs.com HMIS Privacy Plan EXHIBIT L >>PLEASE SEE FOLLOWING PAGES<< DRAFT Version 3. 1/31/

260 T: F TF E support@clarityhs.com Information Security Department HMIS PRIVACY PLAN DRAFT Purpose: The purposes of this HMIS Privacy Plan are as follows: Provide an overview of the privacy requirements of the Clarity Human Services HMIS application, and describe the controls in place or planned for meeting those requirements; and Delineate responsibilities and expected behavior of all individuals who access the system. In accordance with the HMIS standards outlined by the U.S. Department of Housing and Urban Development, this Privacy Plan is to be reviewed and updated annually. Version 3. 1/31/

261 T: F TF E support@clarityhs.com Introduction Bitfocus Inc. Bitfocus is a consultancy firm that provides the following HMIS Implementation services to the HMIS Lead Agency: HMIS Software and Server Administration Telephone Help Desk Support Ticket Support HMIS Implementation and Maintenance Remote Web Based and On-Site Training Remote Web Based and On-Site Technical Assistance Training Manual and Procedural Documentation Custom Report Writing Data Warehouse Development and Administration HMIS Working Group Meeting engagement Planning and Policy Making AHAR, APR, and QPR support Bitfocus Inc. provides HMIS Administration services for: Northern Nevada Continuum of Care (CoC) Southern Nevada Continuum of Care (CoC) Balance of State Continuum of Care (CoC) DRAFT The Clarity Human Services HMIS Application The Clarity Human Services HMIS Application is a cloud-based system that offers a comprehensive and end-user adjustable HMIS solution to meet the multiple integration, implementation, and management requirements of the State of Nevada Continuums of Care. Version 3. 1/31/

262 T: F TF E support@clarityhs.com General Description of HMIS Information Sensitivity Clarity Human Services HMIS application stores and protects confidential individually identifiable health information. As such, it is equipped with a series of administrative, physical, and technical safeguards for covered entities and their business associates to use to assure the confidentiality, integrity, and availability of electronic protected health information. Applicable Laws Or Regulations Affecting The System The Health Insurance Portability and Accountability Act of 1996 (HIPAA) HIPAA s Privacy Rule states that Individually Identifiable Health Information is to be considered protected health information [PHI] subject to the review and control of individual patients. Agencies and other entities handling PHI are mandated to restrict access to such information to appropriate persons and protect the privacy of individuals. Clarity Human Services includes customization features at micro and macro levels to automate the enforcement of federal, state, and local privacy requirements such as HIPAA. Clarity Human Services Security Tools enable each partner agency to define which client data is shared with other agencies at every level, including the field level. The default data sharing setup associated with each partner agency can be defined on an agency-by- agency basis (i.e., Agency A may share all client data with Agency B, nothing with Agency C, and only core ID data with Agency D). Our privacy settings can be adjusted to override the default privacy configuration of each agency upon the request of the client. DRAFT Bitfocus, Inc. can confirm the capacity of Clarity Human Services to both meet and surpass current HIPAA & HUD requirements and the pending updates to the these requirements. Version 3. 1/31/

263 T: F TF E support@clarityhs.com Participation Requirements For most efficient utilization of the services provided by the Clarity HMIS, several steps must be completed at the agency level before implementation can begin. Although the Clarity System Administrator can assist with most steps, agencies should be prepared to act without assistance. These steps include: Acquisition of High Speed Internet Connectivity with at least one static IP address Identification of an on-site Technical Administrator to serve as the primary contact, or the name of an outside contractor. Completed network and security assessment to comply with HUD HMIS Data Standard Regulations (4.3 Security Standards), as published in the July 30, 2004 Federal Register. Signed Memorandum of Understanding. Written procedures concerning client consent for release of information, client grievance procedures and interview protocols Client Rights and Control With limited exception, HIPAA vests the control of personal data to patients [e.g. clients]. Each individual patient has the right to review personal data, and to determine who can see these data. Clarity Human Services provides multiple options, including bio-metric technologies, to confirm client identity and to provide options for patients to review their own data. Clarity Human Services also has a Client Forms tool that stores data-sharing consent agreements, and enables authorized users to make client-specific adjustments for overriding general data-sharing settings to meet the specific requests of individual clients DRAFT Version 3. 1/31/

264 T: F TF E support@clarityhs.com Documentation of Compliance While not specified in the statute, organizations dealing with PHI must have the capacity to effectively and efficiently document their compliance with HIPAA. Clarity Human Services has multiple tools and features for documenting HIPAA compliance. A built-in Transaction Log records every change to client data. In addition, there is also an Access Tracking Tool, which displays users who have viewed a client record and when they viewed it. Finally, our reporting tools provide pre-designed and ad-hoc reports for reviewing the access and use of client data Identity Access Management Clarity Human Services provides three standard authentication methods to ensure secure authentication, and other identification and access management functions, including: A. Basic Authentication User must provide login and complex password credentials. B. IP Whitelist User or Agency must access the system through a pre-approved list of IP Addresses. C. Personal PKI Certificate User or Agency must have a valid PKI certificate installed within their Browser to access the system. The system administrator can fully administer each method of authentication. DRAFT General Operational Controls Written Client Consent Procedure for Data Entry Agencies must obtain the client s consent prior to entering information concerning a client into the system. If a client does not consent, services should not be denied to the client. The agency can use the anonymous client function in appropriate cases. Version 3. 1/31/

265 T: F TF E support@clarityhs.com Confidentiality and Consent Forms Agencies must use the forms approved by the Clarity Working Group. Agencies that share protected health information must have internal procedures for obtaining client consent prior to the sharing of this information. Privacy Notice Agencies must develop a privacy notice, and incorporate the Clarity Privacy Notice into its policies and procedures. In addition, HUD mandates that organizations develop policies and procedures to distribute privacy notices to their employees, which include having employees sign to acknowledge receipt of the notices. Background Check Procedures Each agency is responsible for conducting its standard background check for all users of the Clarity system. Staff Confidentiality Agreements Each agency must develop a procedure for informing staff of client confidentiality. All users of the system must have training prior to being authorized to use the system. In addition, all users of the system are required to attend Clarity confidentiality and privacy training each year. Information Security Protocols DRAFT Internal policies must be developed at each participating agency to establish a process for the detection and prevention of a violation of any HMIS information security protocols. Virus Prevention, Detection, and Disinfection Protocols Participation in the HMIS requires that agencies develop procedures intended to assure that computers with access to the HMIS system run updated anti-virus software. Version 3. 1/31/

266 T: F TF E support@clarityhs.com Security Training User, Administrator and Security Training: Clarity Human Services has provided training to instruct the Clarity System Administrator in the proper procedures to supervise and maintain the operation of the HMIS. System Administration training has covered security, configuration and user customization. Participating Agency Technical Administrator / Security Officer Training Each agency participating in the Clarity system will have a Technical Administrator / Security Officer who will be the contact person for participation in the HMIS. Each organization participating in the Clarity system will have a representative participate in the Participating Agency Technical Administrator Training Program prior to system deployment at that agency. Refer to section 2.8 HMIS Software Training for details regarding responsibilities and duties of the Technical Administrator / Security Officer. Training will take place in Nevada and participants are not to exceed fifteen persons per training. These trainings will cover practical problem solving. Each agency s Technical Administrator will learn how to adjust eligibility screens, identify service data that must be migrated to the HMIS, and how to track expenses and customize the system for his or her organization. Each Participating Agency Technical Administrator will have access to a master manual for program management and will be responsible for either copying or purchasing a copy in house for use at his or her organization. Upon conclusion of the training and prior to deployment, Technical Administrators will begin inputting their HMIS information, number of beds (if any), services, and contact information into the system. End User Training DRAFT Bitfocus will provide training in the day-to-day use of the Clarity system. Training class size will be limited. Training will use an established demo database, and will cover the following topics: intake, assessment, information and referral, reports, and client tracking. Training on any agency-modified fields/screens will be the responsibility of the agency making the modification. Training requires an eight to twelve hour commitment over the course of two days. Version 3. 1/31/

267 T: F TF E support@clarityhs.com User, Location, Physical and Data Access Access Privileges to the Clarity System Access to system resources will only be granted to agency staff that needs access in order to perform their jobs. Access Levels for Clarity System Users Each user of the system will be assigned an account that grants access to the specific system resources that he or she requires. A model of least-privilege is used; no user will be granted more than the least amount of privilege needed to perform his or her job. Access to Data All data collected by the Clarity system project will be categorized. Access to data sets, types of data, and all other information housed as part of the system is governed by policies approved by the HMIS Working Group and Bitfocus. Reproduction, distribution, destruction of and access to the data are based on the content of the data. At no time may identifying confidential data be distributed or accessible without the consent of the client. Access to Client Paper Records DRAFT Agency users should not have greater access to client information through the Clarity system than is available through the agency s paper files. Physical Access Control Version 3. 1/31/

268 T: F TF E support@clarityhs.com All equipment or media containing HMIS data must be physically controlled at the central site. Protection and destruction of data policies are outlined below. The building containing the central server is secured through locked key access. The room housing the central server has keyed entry with access to keys limited to: Clarity System Administrator, his or her supervisor and the HMIS Project Manager. Access to the central server room is limited to authorized personnel under supervision of the Clarity System Administrator or HMIS Project Manager. All guests will be required to sign in prior to entry. The sign in sheet will be stored and can be produced upon request. All media containing HMIS data will be stored in a fireprotected safe. When necessary, archived media will be destroyed through reformatting and destruction. All hard drive media, optical media and magnetic floppy media taken out of service will be disassembled and the platters physically destroyed. System access over wired networks Access to the HMIS system over any type of wireless network is discouraged. Wireless networks are more susceptible to unauthorized access than wired networks. If any type of wireless network is used, it must have at least 128-bit encryption. If 128-bit encryption is not available, each client workstation must have VPN client software installed. Unique User ID and Password Each user of the system must be individually and uniquely identified. Identification will be verified through a password. Users are not permitted to share their password or permit other users to log in to the system with their password. Passwords will be at least eight characters long and meet reasonable industry standard requirements. These requirements are: DRAFT 3. Using a combination of at least 3 of the following: Numbers Lowercase letters Capital letters Special characters (e.g. # $ % ^ & * ( ) _ ) 4. Not using, or including, the username, the HMIS name, or the HMIS vendor's name 5. Not consisting entirely of any word found in the common dictionary or any of the above spelled backwards Version 3. 1/31/

269 T: F TF E support@clarityhs.com Written information specifically pertaining to user access (e.g., username and password) may not be stored or displayed in any publicly accessible location. Individual users will not be able to log on to more than one workstation at a time, or be able to log on to the network at more than one location at a time. Right to Deny User and Participating Agencies Access The Working Group has the right to suspend, limit or revoke the access of any agency or individual for violation of HMIS policies. Upon remedy of said violation, access rights may be reinstated. If privileges have not been reinstated, the person or agency can file an appeal to the HMIS Working Group for reinstatement. Monitoring Access to the system will be monitored. In addition, the Clarity system will maintain logs of all actions taken within the system including login transactions and detailed monitoring of user data transactions within the software. Bitfocus will use its best reasonable efforts to review logs on a regular basis. It is understood that agencies will cooperate with all monitoring requirements. All exceptions that show security policy violations will be investigated. Data Integrity Controls DRAFT Access to the production data is restricted to essential system administrative staff only. Each staff that has access to production data is contracted to not alter or impact the data in any adverse way. Data Release Protocols Data Entry Version 3. 1/31/

270 T: F TF E support@clarityhs.com Before any data will be entered into the system, the client must first consent to data entry and agree to what information can be entered into the Clarity system. Upon completion of the approved consent form, the service provider will only enter the information into the system that has been approved by the client. The Clarity system will assign the client a unique personal identifier. Service providers should note that services must not be contingent on a client consenting to data entry. Anonymous Client Data Entry In the event that a client does not want to have any of their information entered into HMIS, they will be entered as a John/Jane Doe and all of the information entered into the system fields will be zeros. The HMIS will assign them a unique personal identifier. Sharing of Information Clients must consent to the sharing of their information prior to allowing that information to be shared with participating agencies. In the event that the client agrees to have their information entered into the HMIS but does not agree to have it shared with other agencies, selecting the Local Only option available in the Clarity system will close the entire record. Sharing of Protected Information A separate Release of Information (ROI) indicating what information the client agrees to have shared with other participating agencies should be signed prior to sharing of any Protected Personal Information (PPI). Printed Information DRAFT Printed records disclosed to the client or another party should indicate: the person and/or agency to whom the record is directed, the date, and the initials of the person making the disclosure. Requests for HMIS Client Information Version 3. 1/31/

271 T: F TF E support@clarityhs.com The agency must notify the HMIS Program Administrator within one working day when the agency receives a request from any individual or outside organization for clientidentifying information. Case Notes It is understood that client case notes will not be shared, and that each agency will have the ability to enter its own private notes about a client. The Release of Information (ROI) form will be a dated document that expires. The provider will only be able to access the information specified on the ROI that was entered into the system during the time the ROI was in effect. Also, the client can decide at any time that he or she wants to have their information closed, in full or in part, and/or client file deactivated. Internal Operating Procedure Computer Virus Prevention, Detection, and Disinfection The Clarity system will be to incorporate and maintain updated virus protection from a reputable single source. Any and all viruses found will be quarantined and analyzed. If unrepairable, the virus will be deleted. Participating agencies are required to run and maintain their own anti-virus software from an approved source on all computers that have access to the HMIS system. Operating System Updates DRAFT The HMIS system will be updated and patched within a reasonable time after review of the vendor s release of updates and patches and approval by the system administrator. Version 3. 1/31/

272 T: F TF E support@clarityhs.com Backup and Recovery Backup will occur on a regular basis Backup media will be stored in a fire-protected safe with the server. In addition, backups will be stored electronically, offsite. A backup of hardware and Clarity system software will be stored in an offsite location so that it will be available in the event of catastrophic failure. Disaster Recovery Process Disaster recovery processes will be reviewed as prescribed by HUD, and offsite and offsite systems will be checked for viability twice per year. Community Reporting Process At the direction of the Working Group, Bitfocus will publish community-wide aggregate reports on the clients in the HMIS system on a periodic basis. These report(s) will reflect raw, point-in-time data. Termination of the HMIS system In the event the Clarity HMIS ceases to exist, participating agencies will be notified and provided a reasonable time to access and save client data on those served by the respective agencies as well as statistical and frequency data from the entire system. Then, the information on the central server will be purged or stored. If the latter occurs, the data will remain in an encrypted and aggregate state. DRAFT Termination of Bitfocus as Program Administrator In the event Bitfocus is no longer the program administrator, custodianship of the data on the HMIS system will be transferred to the HMIS Working Group or to a successor program administrator, and all participating agencies will be informed in a timely manner. Version 3. 1/31/

273 T: F TF E support@clarityhs.com HMIS Privacy Notice An individual has a right to adequate notice of the uses and disclosures of protected personal information that may be made by a participating agency and of the individual s rights and the participating agency s legal duties with respect to protected personal information. The notice should be prominently displayed in the program offices where intake occurs. The participating agency should promptly revise and redistribute its notice whenever there is a material substantive change to the permitted uses or disclosures, the individual s rights, the Participating Agency s legal duties, or other privacy practices stated in the notice. Participating agencies should maintain documentation of compliance with the notice requirements by retaining copies of the notices issued by them. A client has the right to obtain a paper copy of the notice from the participating agency upon request. An inmate does not have a right to notice, and the requirements of this notice do not apply to a correctional institution that is a Clarity system user. Content of Notice: The Participating Agency must provide a notice that is written in plain language and that contains the elements required by this section. These elements are not exclusive, and either oral or written notice may inform the individual of the permitted uses of information. The following statement as a header or otherwise must be prominently displayed: THIS NOTICE DESCRIBES HOW INFORMATION ABOUT YOU MAY BE USED AND DISCLOSED AND HOW YOU CAN GET ACCESS TO THIS INFORMATION. PLEASE REVIEW IT CAREFULLY. DRAFT A description of each of the purposes for which a participating agency is permitted or required by this notice to use or disclose protected personal information without the individual s written consent or authorization. These include administrative, programmatic, and academic research purposes. If a use or disclosure is prohibited or materially limited by other applicable law, the description of such use or disclosure must reflect the more stringent law. Version 3. 1/31/

274 T: F TF E support@clarityhs.com A statement that consensual uses and disclosures will be made only with the individual s written authorization and that the individual may revoke such authorization. A statement of the individual s rights with respect to protected personal information and a brief description of how the individual may exercise these rights. A statement that the participating agency is required by law to maintain the privacy of protected personal information and to provide individuals with notice of its legal duties and privacy practices with respect to protected personal information. A statement that the participating agency is required to comply with the terms of the notice currently in effect. A statement that reserves the right to change the terms of the notice and to make the new notice provisions effective for all protected personal information. The statement must also describe how the agency will attempt to provide individuals with a revised notice. A statement that individuals may complain to the participating agency if they believe their privacy rights have been violated. A brief description of how the individual may file a complaint with the participating agency. A statement that the individual will not be retaliated against for filing a complaint. The name, or title, and telephone number of a person or office to contact for further information. DRAFT The date on which the notice is first in effect, which may not be earlier than the date on which the notice is printed or otherwise published Version 3. 1/31/

275 T: F TF E support@clarityhs.com Guidelines on Removing Agencies or Users Voluntary Removal If an agency or user no longer wants to access the Clarity system, they simply need to contact Bitfocus and inform them of the decision. In the case of user removal, it is the relevant agency s responsibility to contact Bitfocus in a timely fashion so the User ID can be deactivated to prevent unauthorized access to the system. An agency asking to be removed from the system understands the following: 1. The agency will receive one (1) copy of the data it has input into the Clarity system. This copy will be in a format determined by Bitfocus and approved by the Working Group. The agency will be given an appropriate description of the data format. 2. The data the agency enters into the system will remain in the system for the purposes of producing aggregate non-identifying reports. Client records will be marked as inactive, and not be available to be accessed. Any agency information will remain in the system, but will be marked as inactive. 3. The agency must return all hardware (firewalls, etc.) that are owned by Bitfocus. 4. Any fees paid for participation in the Clarity HMIS system will not be refunded. 5. The agency understands and accepts any ramifications for not participating in the Clarity system. Involuntary Removal DRAFT It is vital for the Working Group and Bitfocus to provide a secure service for all users. Any action(s) that threaten the integrity of the system will not be tolerated. 1. Bitfocus reserves the right to modify, limit and/or suspend any user account at any time if there is a security risk to the system 2. Any improper use of the Clarity System is subject to immediate suspension of the user s account. The penalties imposed on a user for improper system use will vary based on the level of the offense. Typically the user will receive a warning on the first offense. However, if the offense is severe enough, Bitfocus reserves the right to disable the account immediately and in extreme cases, may disable all users access by the agency in question. Version 3. 1/31/

276 T: F TF E support@clarityhs.com 3. Bitfocus will contact the organization within one business day of any suspension. 4. If a users account is suspended, only the director (or acting director) for an organization may request account re-activation. Suspended users may be required to attend additional training before having their access reinstated. 5. In the event that an agency is removed from the system they must submit a written request for reinstatement to the Working Group and Bitfocus. If an agency is not reinstated into the system after review, the agency will be given one (1) copy of its data in a format that will be determined by Bitfocus and approved by the Working Group (the agency will also be provided with a description of the data format). Data will not be given to the agency until all hardware (firewalls, etc.) belonging to Bitfocus is returned. Any fees paid for participation in the Clarity system will not be returned. 6. All Clarity system users agree to waive and release any and all claims and expenses related to or arising from the user s violation of this agreement against the Working Group, the employers of the respective members of the Working Group, Bitfocus, its officers, directors, shareholders, employees, agents, subsidiaries and affiliates. Participation Security Standards System/Data Security In the event an agency becomes aware of a system security or client confidentiality breach, the executive director of the agency shall notify the HMIS Program Administrator of the breach within one business day. DRAFT HMIS Related Forms and Printed Material Any HMIS forms or printed information obtained by an agency or user from the HMIS system must be destroyed in a manner that ensures client confidentiality will not be compromised. Version 3. 1/31/

277 T: F TF E support@clarityhs.com HMIS CONCEPTS & TERMS Aggregate - Collected together from different sources and considered as a whole, and lacking identifying information. Client - Somebody who uses or applies to use the services of a participating agency. CoC The acronym for Continuum of Care Community - A group of people with a common background or with shared interests within a defined geographic area, for our area to include the State of Nevada. Confidentiality - Entrusted with somebody s personal or private information or matters. Connectivity The ability to connect two or more systems together. Pertaining to the HMIS system, the use of a high speed Internet connection for accessing the system. Consent Express acceptance of or agreement to something. Data The information in the system, for example, numbers, text, images, and sounds, in a form that is suitable for storage in or processing by a computer Decryption To render an encoded amount of data into plain language or out of its encrypted state. Encryption To convert computer data and messages to something incomprehensible by means of a key, so that only an authorized recipient holding the matching key can reconvert it. DRAFT Firewall A component of a network that prevents unauthorized users and/or data from getting in or out of the network, using rules to specify acceptable communication HMIS The acronym for Homeless Management Information Systems, sometimes also referred to as HIMS or Homeless Information Management System. HUD The acronym for the Department of Housing and Urban Development. Legacy Data Information stored in an older version of software or format that is not compatible with the HMIS system. Clarity Human Services The name of the software application that being used for the Clarity HMIS. Version 3. 1/31/

278 T: F TF E support@clarityhs.com Clarity System The name that has been given to our implementation of an HMIS system. MOU The acronym for Memorandum of Understanding. A document that outlines the specific areas of agreement between two or more parties. Organization - A group of people identified by shared interests or purpose. PPI The acronym for Protected Personal Information. Program A collection of services grouped together. ROI The acronym for Release of Information. Service - The system or operation by which people are provided with something. VPN The acronym for Virtual Private Network. A way for securely connecting systems together to transmit data. DRAFT Version 3. 1/31/

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280 Nevada HMIS (Homeless Management Information System) Agreement Between Bitfocus, Inc. and Memorandum of Understanding (MOU) Updated October 2015 (702) (888)

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282 T x211 F TF E support@clarityhs.com 1. INTRODUCTION This agreement is entered into on (m/d/y) between Bitfocus, Inc., hereafter known as Bitfocus, and (agency name), hereafter known as Agency, regarding access and use of the Nevada Homeless Management Information System, hereafter known as the HMIS. The HMIS is a shared homeless database that allows authorized personnel at participating agencies throughout Nevada to share information on common clients. Subject to the direction of the HMIS Working Group, Bitfocus is the HMIS Program Administrator and has assumed responsibility for overall project administration and monitoring, hosting of the HMIS and limiting access to the database to participating agencies. Product of Bitfocus, Inc.

283 II. CONFIDENTIALITY A. The Agency will use its reasonable best efforts to uphold relevant Federal and State confidentiality regulations and laws that protect client records, and the Agency will only release confidential client records with written consent by the client, or the client s guardian, unless otherwise provided for in the regulations or laws. A client is anyone who receives services from the Agency and a guardian is one legally in charge of the affairs of a minor or of a person deemed incompetent. For convenience of reference, future references in this Agreement to a client include reference to any guardians of a client. 1. The Agency will use its reasonable best efforts to comply with Federal confidentiality regulations as contained in the Code of Federal Regulations, 42 CFR Part 2, regarding disclosure of alcohol and/or drug abuse records. The Agency understands that Federal laws and regulations restrict any use of the information to criminally investigate or prosecute any alcohol or drug abuse patients. 2. The Agency will use its reasonable best efforts to comply with the Health Insurance Privacy Portability and Accountability Act of 1996 and corresponding regulations adopted by the U.S. Department of Health and Human Services. 3. The Agency will use its reasonable best efforts to comply with laws of the State of Nevada regarding substance abuse and medical records. 4. The Agency will use its reasonable best efforts to provide a written explanation of the HMIS to all clients and will provide all forms in English and Spanish. 5. The Agency will use its reasonable best efforts not to input information from clients into the HMIS unless it is essential to provide services or conduct evaluation or research. 6. The Agency will use its reasonable best efforts not to divulge any confidential information received from the HMIS to any participating agency, outside organizations, internal organization, or individuals without proper written consent by the client unless otherwise permitted by relevant regulations or laws. This includes, but is not limited to, client contact or location information and client program or service participation. 7. The Agency is encouraged to seek its own legal advice in the event that a nonparticipating agency requests identifying confidential client information. 8. The Agency agrees that client information obtained from within the HMIS is not to be used for criminal investigation of clients unless required by law in compliance with court orders, warrants, and subpoenas. Product of Bitfocus, Inc.

284 B. The Agency agrees to use its reasonable best efforts to maintain appropriate documentation of client consent to participate in the HMIS. 1. If a client does not grant authorization to share basic identifying information and non-confidential service data via the HMIS, then such information should not be provided to HMIS. 2. The Agency will use its reasonable best efforts to incorporate a HMIS Clause into one or more existing Agency Authorization for Release of Information Form(s). Bitfocus and/or its contractors may conduct periodic audits to enforce informed consent standards, but the primary oversight of this function is between agencies. 3. The Agency will use its reasonable best efforts to modify its client grievance procedures to incorporate the HMIS Client Grievance Procedures, or to add the HMIS Procedures as an addendum. 4. The Agency will use its reasonable best efforts to modify its Privacy Notice, which describes the protocols taken by Agency staff to protect the protected personal information of clients to include the HMIS Privacy Notice. 5. The Agency understands that provision of services by the Agency is not and will never be contingent upon a client s participation in the HMIS, and that Bitfocus does not require or imply otherwise. C. The Agency and Bitfocus understand that the HMIS, and Bitfocus as administrator, are custodians of data and not owners of data. 1. If this Agreement is terminated, Bitfocus and the remaining participating agencies will maintain their right to the use of all client data previously entered by the former participating agency, subject to all of the other provisions of this Agreement. 2. The Agency will receive one export copy of all data entered by the agency into the system up to the date of termination. Fees paid will not be refunded. Product of Bitfocus, Inc.

285 III. DATA ENTRY AND/OR REGULAR USE A. The Agency will use its reasonable best efforts to comply with and enforce the then current HMIS Standard Operating Procedures (SOP) and the HMIS Responsibility Statement and Code of Ethics. B. If a client has previously given permission to multiple agencies to have access to her/his information and then chooses to eliminate one or more of those agencies, the agency to which such choice is expressed will use its reasonable best efforts to notify the affected agencies that the information will no longer be available at the client s request. Participating agencies understand that at no time should they penalize or threaten to penalize clients for requesting that their information be held in strict confidence. C. The Agency is responsible for setting the sharing parameters for files that the Agency enters or updates. D. The Agency will use its reasonable best efforts to enter information concerning individuals in the HMIS only if those individuals are currently clients under the Agency s jurisdiction. E. The Agency will use its reasonable best efforts not to make any misrepresentations concerning its clients in the HMIS (i.e., the Agency will not purposefully enter inaccurate information on a new record or on a record entered by another agency). F. The Agency will use its reasonable best efforts to enter data into the HMIS in a consistent manner. G. Discriminatory comments based on race, ethnicity, religion, national origin, ancestry, disability, age, gender, and sexual orientation are not permitted in the HMIS. H. Offensive language and profanity are not permitted in the HMIS. I. The Agency will utilize the HMIS for business purposes only. J. Use of the HMIS system or network to transmit any material in violation of any laws or regulations of the United States or any constituent state or territory is prohibited. This includes, but is not limited to, copyrighted material and threatening or obscene material. K. The Agency will not use the HMIS with intent to defraud any person or entity, including any governmental agencies, or to conduct any illegal activity. Product of Bitfocus, Inc.

286 L. The Agency recognizes the HMIS Working Group to be the discussion and decisionmaking center regarding the HMIS, including process updates, policy and practice guidelines, data analysis, and software/hardware upgrades. The Agency will designate an assigned staff member to attend Working Group meetings regularly, and understands that Bitfocus will be responsible for coordinating Working Group activities subject to the direction of the Working Group. Product of Bitfocus, Inc.

287 IV. REPORTS A. The Agency understands that it will have full access to all identifying and statistical data on the clients it serves. B. The Agency understands that access to data on those it does not serve will be limited or not available depending on the sharing agreement(s) maintained with other participating agencies. C. Reports containing information not served by the Agency are limited to statistical and frequency reports that do not disclose identifying information. D. The Agency understands that before non-identifying system wide aggregate information collected by the HMIS is disseminated to participating agencies or funding sources, it shall be authorized by the HMIS Working Group. If urgent requests from an authorized entity indicate that it is unreasonable and unnecessary to wait for approval, the Program Administrator and HMIS Working Group Chair must concur on such dissemination. Working Group members will be notified immediately of the Chair s decision, and a full written report will be provided by Bitfocus at the next Working Group meeting. E. The Agency will use its reasonable best efforts to provide a written report annually to the Working Group and Bitfocus listing up-to-date information of all authorized users, and a list of former end-users who no longer have authorization to access the HMIS. F. Bitfocus will use its reasonable best efforts never to release proprietary information about agencies or their services, procedures or clients without written permission of the Agency. Product of Bitfocus, Inc.

288 V. INSURANCE A. Except as otherwise expressly provided in this Agreement, neither the Agency nor Bitfocus make any representations or warranties, express or implied. Each of the parties will obtain and keep in force insurance in such amounts and covering such risks for the benefit of the Working Group, Bitfocus and participating agencies as may reasonably be required by the HMIS Working Group from time to time. Neither of the parties shall be liable to the other or to any other person or entity for damages, losses, or injuries other than if and to the extent the same are the result of gross negligence or willful misconduct by the management of the Agency or Bitfocus. B. Agency and Bitfocus each agree to defend, indemnify and hold each other harmless for any claims or liability arising from the acts and omissions of the other, including any third party claims arising from the acts and omissions of any officers, employees, agents, representatives, licensees or clients of the other. Agency and Bitfocus each further agree to name the other as an additional insured on any general or specific liability policy of insurance required by this agreement or applicable law. Product of Bitfocus, Inc.

289 VI. PAYMENT OF SUMS DUE The Agency agrees to pay sums due to Bitfocus under this Agreement within thirty calendar days after the due date and receipt of an invoice from Bitfocus. Charges by Bitfocus may be revised in the fourth quarter of each calendar year with an estimate of costs for the pending July June fiscal year that is forwarded to all participating agencies at least ninety days in advance of the effective date of the revisions. Product of Bitfocus, Inc.

290 VII. TERMS AND CONDITIONS A. The parties hereto agree that this agreement is the complete and exclusive statement of the agreement between parties and supersedes all prior proposals and understandings, oral and written, relating to the subject matter of this agreement. B. Neither party shall have the right to transfer or assign any rights or obligations under this Agreement without the written consent of the other party. C. This Agreement shall remain in force until revoked in writing by either party, with 30 days advance written notice. Notwithstanding the foregoing, if there is credible evidence regarding possible or actual breach of this Agreement and the nature of the breach threatens the integrity of the HMIS, the Working Group will have the right to suspend or limit access to the HMIS by the alleged wrongdoer pending investigation and resolution of the matter to the extent reasonably required to protect the integrity of the system. D. This Agreement may be modified or amended only by a written agreement executed by both parties. E. Members of the HMIS Working Group will be elected from time to time by majority vote of all participating agencies. The qualifications and meetings of members of the HMIS Working Group and all other matters relating to the Working Group shall be provided in by-laws of the Working Group adopted or modified from time to time by majority vote of all of the participating agencies. F. This Agreement is made for the purpose of defining and setting forth certain obligations, rights and duties of the Working Group, Bitfocus and the Participating Agency. It is made solely for the protection of the Working Group, Bitfocus and the Participating Agency and their respective heirs, personal representatives, successors and assigns. No other person or entity shall have any rights of any nature under this Agreement or by reason hereof. Without limiting the generality of the preceding sentence, no user of the HMIS system in his or her capacity as such and no current, former or prospective client of any agency shall have any rights of any nature under this Agreement or by reason hereof. Product of Bitfocus, Inc.

291 Authorized Representative Signature Date (m/d/y) Authorized Representative Printed Name Title Signature of Chair of Agency Board of Directors Name and Address of Participating Agency: Bitfocus, Inc. By: Robert Herdzik, President Date (m/d/y) Name and Address of Bitfocus: Bitfocus, Inc W. Sahara Ave # Las Vegas, NV Product of Bitfocus, Inc.

292 Product of Bitfocus, Inc.

293 Southern Nevada CoC (Continuum of Care) Coordinated Intake Process for Households without Children

294 Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children In 2013, Southern Nevada began a planning and implementation process towards a communitywide coordinated intake process for homeless service delivery. After facilitated community collaboration and decision-making, a pilot for Coordinated Intake for households without children began in July 2014 with Clark County Department of Social Service serving as the single point of entry for non-veterans at their five (5) sites valley-wide, and the Veterans Administration Community Resource and Referral Center serving Veterans. In October of 2014, designated outreach teams began conducting community-based assessments for individuals encountered while performing homeless outreach efforts. There are currently three (3) venues to access coordinated intake in Southern Nevada; Clark County Social Service (CCSS), the Veterans Administration Community Resource and Referral Center (VACRRC) and homeless outreach team engagement. CCSS Intake and Assessment Process Beginning in July 2014, all homeless adults without children entering Clark County Social Service (CCSS) are assessed for services available through the Continuum of Care (CoC) as well as services throughout the community through a process known by the community as Coordinated Intake. CCSS is known as the HUB and will focus on the adult households without children. Coordinated Intake for other sub-populations will be added at a later date dependent upon community needs and capacity. Clients will enter any CCSS office, and be given the Client Information Form (CIF) through security. Client will then be called to the front desk for processing. If space is available for the same day, the PSS will sign the client in to see a case worker which in most cases will be an eligibility worker. If the client is determined to require a Social Worker, the case will be routed to the Social Worker of the Day. The CCSS Assessment At the client interview, the case worker performs a search of the client in the Homeless Management Information System (HMIS) to see what, if any, services this client may have received or is currently receiving through other providers. Client will then be evaluated to determine what services the client is requesting and make a determination as to what services the client may appear eligible. If a client has identified as a veteran, and the VACRRC has not yet evaluated the Veteran s eligibility for homeless services (noted on the profile page in HMIS), Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children Version 1.2/updated Page 1

295 then a referral will be made to the VACRRC for intake and assessment for homeless housing services. The worker reviews the CCSS application with the client to determine what the client s current and past employment, income, resources and housing situation is and has been for the last three (3) years. If the client is unknown in the HMIS system, a profile is created in the HMIS. Clients who indicate that they are currently homeless and requesting housing assistance are assessed using the Southern Nevada Community Housing Assessment utilizing HMIS. The assessment covers areas of medical diagnosis, risks for exploitation, substance abuse, mental health, income, and support systems in addition to length and chronicity of homelessness. After the assessment interview is completed, the HMIS will generate the assessment results which will be used for prioritization. If deemed appropriate for homeless housing programs, the client will be referred in the HMIS to the community queue. Clients will be prioritized for vacancies in the community for Permanent Supportive Housing (PSH) programs or Rapid Rehousing Programs (RRH) as those vacancies become available. Clients who appear to be appropriate for Transitional housing (TH) could be referred immediately to any existing vacancies. If there are currently no openings for the appropriate service type, the client will be placed on the community queue, which is prioritized by the results of their assessment and the length of their homelessness. If the client already has a case in the HMIS, the worker will check to see if a housing assessment has already been completed. If there is already a current assessment which is less than a year old, it will be updated only if there is new information and with any applicable verifications into the HMIS. HMIS will record both new and/or the modified assessment. Completion of the housing assessment Does Not automatically mean that the client will be deemed appropriate for homeless housing programs. If deemed appropriate for homeless housing programs the client will be added to the community queue for review by the community matcher(s). The Community Matcher(s) will refer the client to available housing options based on current openings. If the client is waiting on the community queue for placement and an option becomes available, the matcher will forward the client s name to the Agency who will be responsible to locate and notify the client of the opening and the intake procedure. The client will be placed on the community queue and ranked in priority order based upon their assessment results and the length of time they have been homeless. The HMIS will electronically maintain the community queue, and CCSS matching staff will monitor the list and evaluate potential eligibility criteria for program openings. Clients on the community queue will be required to check in with the person who completed their assessment every thirty (30) days and update their location and contact information as needed. Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children Version 1.2/updated Page 2

296 The Community Matcher will send an electronic referral to the selected housing program provider. The housing program provider will make contact with the client within seven (7) days of the referral. The housing provider will notify the Matcher via the HMIS of any issues with the referral. Any client referrals denied by the Agency will be placed back in the community queue unless the Agency determines that the client is no longer interested, refuses services, or is no longer homeless. The HMIS will track all rejected referrals and reasons. The Coordinated Intake Change Advisory Team will be monitoring and evaluating all rejected referrals and provide ongoing process improvement recommendations on continued implementation of Coordinated Intake. As clients are assessed, the community queue is updated to reflect new assessments which may change client prioritization. Thus, clients will not be told their position in the community queue. HMIS will electronically maintain the community queue, and CCSS Matching staff will monitor the list. Failure by the client to check in every thirty (30) days may result in them being dropped from the community queue and consideration for homeless housing programs. When the client has been deemed appropriate and qualifies for homeless housing programs and is put on a community queue for services, emergency shelter or bridge housing should be considered. CCSS may provide emergency housing (FAS) for the client if he/she meets all CCSS eligibility guidelines. FAS cannot be provided beyond the length of time that the client is eligible for such services. The case worker will refer clients to available community resources to obtain any additional housing documentation (e.g. identification card, birth certificate, social security card). The process for Case Management and Case Coordination at CCSS remains unchanged. All current CCSS case management clients should be evaluated for the appropriateness of community homeless housing resources and a homeless assessment should be completed for those clients. The Homeless Outreach Assessment When the Homeless Outreach Teams encounter homeless individuals, who are typically residing in places not meant for human habitation, the teams provide the individual(s) with water and food. At that time, a Pre-Engagement Screening Form, which is a basic needs assessment, is conducted. The individual is asked to participate in the Homeless Management Information System (HMIS.) Individuals sign a Release of Information form, once they agree to participate. Upon consent, the Southern Nevada Community Housing Assessment is completed. HELP of Southern Nevada and Caridad are currently the only approved organizations to administer the housing assessment in the field. Once the housing assessment is completed, it is submitted to the community queue through HMIS. The teams then work Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children Version 1.2/updated Page 3

297 with the individual to create a Person-Centered Outreach Case Plan (PCOCP.) The PCOCP includes immediate life sustaining goals and a commitment to remain in contact with a member of the homeless outreach team so that the individual s housing status can be updated every thirty (30) days in HMIS, as required to remain on the community queue. The outreach teams then assist in notifications to clients who have been referred for a housing opportunity. VETERANS The Veterans Administration (VA) will provide Coordinated Intake through the VA Community Resource and Referral Center (CRRC) for veterans who are eligible for veteran services. The VA CRRC intake social workers verify, assess and refer veterans for VA housing programs at the CRRC. The VA CRRC intake social worker enters veteran verification into HMIS. Should a veteran not be eligible for VA housing programs, the VA CRRC intake social worker refers the veteran to the community queue and a community shelter. Should a veteran report to a CCSS hub for homeless services, the CCSS staff redirects the veteran to the CRRC to verify, assess and refer according to the veteran s eligibility. Prioritization The CoC has established standard prioritization of chronically homeless households without children for any vacant PSH beds for persons experiencing chronic homelessness that is based on the length of time in which an individual or household has resided in a place not meant for human habitation, a safe haven, or an emergency shelter and the severity of the individual s or household s service needs. The Community matching team uses the prioritization established by the U.S. Department of Housing and Urban Development, Office of Community Planning and Development in the CPD Notice issued July 25, Permanent Supportive Housing Beds (regardless of funding) are dedicated to Persons Experiencing Chronic Homelessness. a. Chronically homeless households without children and those with the longest history of homelessness and with the most severe service needs. b. Chronically homeless households without children with the longest history of homelessness. c. Chronically homeless households without children with the most severe service needs d. All other chronically homeless households without children. Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children Version 1.2/updated Page 4

298 Prioritizing Chronically Homeless Persons in Permanent Supportive Housing Beds Dedicated or Prioritized for Occupancy by Persons Experiencing Chronic Homelessness 1. PSH units are either dedicated or prioritized for persons experiencing chronic homelessness that is based on the length of time in which an individual or household has resided in a place not meant for human habitation, a safe haven, or an emergency shelter and the severity of the individual s or household s service needs. Community matchers are required to follow this order of priority when making referrals to PSH providers for housing vacancies. 2. Referrals to PSH vacancies follow the order of priority above while also considering the goals and any identified target populations served by the project. For example, a PSH project that is permitted to target homeless persons with a serious mental illness will follow the order of priority as stated above to the extent in which persons with serious mental illness meet the criteria. 3. The CoC will exercise due diligence when conducting outreach and assessment to ensure that chronically homeless individuals and households are prioritized for assistance based on their total length of time homeless and/or the severity of their needs. PSH providers are encouraged to follow a Housing First approach to the maximum extent practicable. Therefore, a person experiencing chronic homelessness should not be refused PSH if they choose not to participate in the project services, nor should a PSH project have eligibility criteria or preconditions to entry that systematically exclude those with severe service needs. Street outreach providers will continue to make attempts to encourage chronically homeless persons to engage and accept an offer of PSH until they are housed. Southern Nevada Continuum of Care Coordinated Intake Process for Households without Children Version 1.2/updated Page 5

299 Performance Measurement Module (Sys PM) Summary Report for NV Las Vegas/Clark County CoC Measure 1: Length of Time Persons Remain Homeless This measures the number of clients active in the report date range across ES, SH (Metric 1.1) and then ES, SH and TH (Metric 1.2) along with their average and median length of time homeless. This includes time homeless during the report date range as well as prior to the report start date, going back no further than October, 1, Metric 1.1: Change in the average and median length of time persons are homeless in ES and SH projects. Metric 1.2: Change in the average and median length of time persons are homeless in ES, SH, and TH projects. a. This measure is of the client s entry, exit, and bed night dates strictly as entered in the HMIS system. Universe (Persons) Average LOT Homeless (bed nights) Median LOT Homeless (bed nights) Previous FY Current FY Previous FY Current FY Difference Previous FY Current FY Difference 1.1 Persons in ES and SH Persons in ES, SH, and TH b. Due to changes in DS Element 3.17, metrics for measure (b) will not be reported in This measure includes data from each client s Length of Time on Street, in an Emergency Shelter, or Safe Haven (Data Standards element 3.17) response and prepends this answer to the client s entry date effectively extending the client s entry date backward in time. This adjusted entry date is then used in the calculations just as if it were the client s actual entry date. Universe (Persons) Average LOT Homeless (bed nights) Median LOT Homeless (bed nights) Previous FY Current FY Previous FY Current FY Difference Previous FY Current FY Difference 1.1 Persons in ES and SH Persons in ES, SH, and TH /9/2016 2:41:04 PM 1

300 Performance Measurement Module (Sys PM) Measure 2: The Extent to which Persons who Exit Homelessness to Permanent Housing Destinations Return to Homelessness This measures clients who exited SO, ES, TH, SH or PH to a permanent housing destination in the date range two years prior to the report date range. Of those clients, the measure reports on how many of them returned to homelessness as indicated in the HMIS for up to two years after their initial exit. Total # of Persons who Exited to a Permanent Housing Destination (2 Years Prior) Returns to Homelessness in Less than 6 Months (0-180 days) Returns to Homelessness from 6 to 12 Months ( days) Returns to Homelessness from 13 to 24 Months ( days) Number of Returns in 2 Years # of Returns % of Returns # of Returns % of Returns # of Returns % of Returns # of Returns % of Returns Exit was from SO % 0 0% 1 5% 1 5% Exit was from ES % 54 4% 55 4% % Exit was from TH % 32 3% 25 3% % Exit was from SH 8 0 0% 0 0% 0 0% 0 0% Exit was from PH % 13 3% 13 3% 38 8% TOTAL Returns to Homelessness % 99 4% 94 3% % 9/9/2016 2:41:04 PM 2

301 Performance Measurement Module (Sys PM) Measure 3: Number of Homeless Persons Metric 3.1 Change in PIT Counts This measures the change in PIT counts of sheltered and unsheltered homeless person as reported on the PIT (not from HMIS). Previous FY PIT Count 2015 PIT Count Difference Universe: Total PIT Count of sheltered and unsheltered persons Emergency Shelter Total Safe Haven Total Transitional Housing Total Total Sheltered Count Unsheltered Count Metric 3.2 Change in Annual Counts This measures the change in annual counts of sheltered homeless persons in HMIS. Previous FY Current FY Difference Universe: Unduplicated Total sheltered homeless persons Emergency Shelter Total 8332 Safe Haven Total 84 Transitional Housing Total 2667 Measure 4: Employment and Income Growth for Homeless Persons in CoC Program-funded Projects Metric 4.1 Change in earned income for adult system stayers during the reporting period Previous FY Current FY Difference Universe: Number of adults (system stayers) 253 Number of adults with increased earned income 0 Percentage of adults who increased earned income 0% 9/9/2016 2:41:04 PM 3

302 Performance Measurement Module (Sys PM) Metric 4.2 Change in non-employment cash income for adult system stayers during the reporting period Previous FY Current FY Difference Universe: Number of adults (system stayers) 253 Number of adults with increased non-employment cash income 2 Percentage of adults who increased non-employment cash income 1% Metric 4.3 Change in total income for adult system stayers during the reporting period Previous FY Current FY Difference Universe: Number of adults (system stayers) 253 Number of adults with increased total income 2 Percentage of adults who increased total income 1% Metric 4.4 Change in earned income for adult system leavers Previous FY Current FY Difference Universe: Number of adults who exited (system leavers) 531 Number of adults who exited with increased earned income 44 Percentage of adults who increased earned income 8% Metric 4.5 Change in non-employment cash income for adult system leavers Previous FY Current FY Difference Universe: Number of adults who exited (system leavers) 531 Number of adults who exited with increased non-employment cash income 69 Percentage of adults who increased non-employment cash income 13% Metric 4.6 Change in total income for adult system leavers Previous FY Current FY Difference Universe: Number of adults who exited (system leavers) 531 Number of adults who exited with increased total income 108 Percentage of adults who increased total income 20% 9/9/2016 2:41:04 PM 4

303 Performance Measurement Module (Sys PM) Measure 5: Number of persons who become homeless for the 1st time Metric 5.1 Change in the number of persons entering ES, SH, and TH projects with no prior enrollments in HMIS Previous FY Current FY Difference Universe: Person with entries into ES, SH or TH during the reporting period. Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time) Metric 5.2 Change in the number of persons entering ES, SH, TH, and PH projects with no prior enrollments in HMIS Previous FY Current FY Difference Universe: Person with entries into ES, SH, TH or PH during the reporting period. Of persons above, count those who were in ES, SH, TH or any PH within 24 months prior to their entry during the reporting year. Of persons above, count those who did not have entries in ES, SH, TH or PH in the previous 24 months. (i.e. Number of persons experiencing homelessness for the first time.) Measure 6: Homeless Prevention and Housing Placement of Persons de ined by category 3 of HUD s Homeless De inition in CoC Programfunded Projects This Measure is not applicable to CoCs in /9/2016 2:41:04 PM 5

304 Performance Measurement Module (Sys PM) Measure 7: Successful Placement from Street Outreach and Successful Placement in or Retention of Permanent Housing Metric 7a.1 Change in exits to permanent housing destinations Previous FY Current FY Difference Universe: Persons who exit Street Outreach 280 Of persons above, those who exited to temporary & some institutional destinations Of the persons above, those who exited to permanent housing destinations % Successful exits 39% Metric 7b.1 Change in exits to permanent housing destinations Previous FY Current FY Difference Universe: Persons in ES, SH, TH and PH-RRH who exited 8533 Of the persons above, those who exited to permanent housing destinations 3002 % Successful exits 35% Metric 7b.2 Change in exit to or retention of permanent housing Previous FY Current FY Difference Universe: Persons in all PH projects except PH-RRH 1420 Of persons above, those who remained in applicable PH projects and those who exited to permanent housing destinations 1313 % Successful exits/retention 92% 9/9/2016 2:41:04 PM 6

305 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Before Starting the Project Listings for the CoC Priority Listing The FY 2016 CoC Consolidated Application requires TWO submissions. Both this Project Priority Listing AND the CoC Application MUST be submitted prior to the CoC Program Competition deadline as required by the FY 2016 CoC Program Competition NOFA. The FY 2016 CoC Priority Listing includes the following: - Reallocation forms must be fully completed if the CoC is reallocating eligible renewal projects to create new permanent housing permanent supportive housing or rapid rehousing, new HMIS, or new SSO specifically for Coordinated Entry projects. - New Project Listing lists all new project applications created through reallocation and the permanent housing bonus that have been approved and ranked or rejected by the CoC. - Renewal Project Listing lists all eligible renewal project applications that have been approved and ranked or rejected by the CoC. - UFA Costs Project Listing applicable and only visible for Collaborative Applicants that were designated as a Unified Funding Agency (UFA) during the FY 2016 CoC Program Registration process. Only 1 UFA Costs project application is permitted and can only be submitted by the Collaborative Applicant. - CoC Planning Project Listing Only 1 CoC planning project is permitted per CoC and can only be submitted by the Collaborative Applicant. - Grant Inventory Worksheet (GIW) Collaborative Applicants must attach the final HUDapproved GIW. - HUD-2991, Certification of Consistency with the Consolidated Plan Collaborative Applicants must attach an accurately completed, signed, and dated HUD Things to Remember: - All new and renewal projects must be approved and ranked or rejected on the Project Listings. - Collaborative Applicants are responsible for ensuring all project applications are accurately appearing on the Project Listings and there are no project applications missing from one or more Project Listings. - Collaborative Applicants are strongly encouraged to list all project applications on the FY 2016 CoC Ranking Tool located on the FY 2016 CoC Program Competition: Funding Availability page on the HUD Exchange as this will greatly simplify and assist Collaborative Applicants while ranking projects in e-snaps by ensuring no rank numbers or duplicated and that all rank numbers are consecutive (e.g., no missing rank numbers). - If a project application(s) is rejected by the CoC, the Collaborative Applicant must notify the affected project applicant(s) no later than 15 days before the CoC Program Competition application deadline outside of e-snaps and include the reason for rejection. - For each project application rejected by the CoC the Collaborative Applicant must select the reason for the rejection from the dropdown provided. - If the Collaborative Applicant needs to amend a project application for any reason after ranking has been completed, the ranking of other projects will not be affected: however, the Collaborative Applicant MUST ensure the amended project is returned to the applicable Project Listing AND re-rank the project application BEFORE submitting the CoC Priority Listing to HUD in e-snaps. Additional training resources are available online on the CoC Training page of the HUD Exchange at: Project Priority List FY2016 Page 1 09/12/2016

306 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ A. Continuum of Care (CoC) Identification Instructions: The fields on this screen are read only and reference the information entered during the CoC Registration process. Updates cannot be made at this time. If the information on this screen is not correct, contact the HUD Exchange Ask A Question (AAQ) at Collaborative Applicant Name: Clark County Social Service Project Priority List FY2016 Page 2 09/12/2016

307 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at Is the CoC reallocating funds from one or more eligible renewal grant(s) that will expire in calendar year 2017 into one or more new projects? Yes Project Priority List FY2016 Page 3 09/12/2016

308 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation - Grant(s) Eliminated CoCs that are reallocating eligible renewal project funds to create a new project application as detailed in the FY 2016 CoC Program Competition NOFA may do so by eliminating one or more expiring eligible renewal projects. CoCs that are eliminating eligible renewal projects entirely must identify those projects on this form. Amount Available for New Project: (Sum of All Eliminated Projects) $594,724 Eliminated Project Name Grant Number Eliminated Component Type Annual Renewa l Amount HOPE Project NV0074L9T PH $161,59 6 Housing Stability... NV0088L9T PH $108,15 8 Housing Stability... NV0047L9T PH $202,98 9 ReEntry Housing P... NV0048L9T PH $121,98 1 Type of Reallocation Regular Regular Regular Regular Project Priority List FY2016 Page 4 09/12/2016

309 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation - Grant(s) Eliminated Details Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at * 3-1. Complete each of the fields below for each eligible renewal grant that is being eliminated during the FY 2016 reallocation process. Collaborative Applicants should refer to the final HUD-approved FY 2016 Grant Inventory Worksheet to ensure all information entered on this form is accurate. Eliminated Project Name: HOPE Project Grant Number of Eliminated Project: NV0074L9T Eliminated Project Component Type: PH Eliminated Project Annual Renewal Amount: $161, Describe how the CoC determined that this project should be eliminated and include the date the project applicant was notified. (limit 750 characters) New Genesis did not submit a renewal application for the 2016 local Continuum of Care application process, which was due on June 24, Reallocation - Grant(s) Eliminated Details Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at * 3-1. Complete each of the fields below for each eligible renewal grant that is being eliminated during the FY 2016 reallocation process. Collaborative Applicants should refer to the final HUD-approved FY 2016 Grant Inventory Worksheet to ensure all information entered on this form is accurate. Eliminated Project Name: Housing Stability Program Expansion Project Priority List FY2016 Page 5 09/12/2016

310 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Grant Number of Eliminated Project: NV0088L9T Eliminated Project Component Type: PH Eliminated Project Annual Renewal Amount: $108, Describe how the CoC determined that this project should be eliminated and include the date the project applicant was notified. (limit 750 characters) Women's Development Center did not submit a renewal application for the 2016 local Continuum of Care application process, which was due on June 24, Reallocation - Grant(s) Eliminated Details Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at * 3-1. Complete each of the fields below for each eligible renewal grant that is being eliminated during the FY 2016 reallocation process. Collaborative Applicants should refer to the final HUD-approved FY 2016 Grant Inventory Worksheet to ensure all information entered on this form is accurate. Eliminated Project Name: Housing Stability for Families Program Grant Number of Eliminated Project: NV0047L9T Eliminated Project Component Type: PH Eliminated Project Annual Renewal Amount: $202, Describe how the CoC determined that this project should be eliminated and include the date the project applicant was notified. (limit 750 characters) Women's Development Center withdrew the renewal application from the 2016 competition on September 1, Reallocation - Grant(s) Eliminated Details Project Priority List FY2016 Page 6 09/12/2016

311 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at * 3-1. Complete each of the fields below for each eligible renewal grant that is being eliminated during the FY 2016 reallocation process. Collaborative Applicants should refer to the final HUD-approved FY 2016 Grant Inventory Worksheet to ensure all information entered on this form is accurate. Eliminated Project Name: ReEntry Housing Program Grant Number of Eliminated Project: NV0048L9T Eliminated Project Component Type: PH Eliminated Project Annual Renewal Amount: $121, Describe how the CoC determined that this project should be eliminated and include the date the project applicant was notified. (limit 750 characters) Women's Development Center withdrew their renewal application from the 2016 competition on September 1, Project Priority List FY2016 Page 7 09/12/2016

312 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation - Grant(s) Reduced CoCs that are reallocating eligible renewal project funds to create a new project application as detailed in the FY 2016 CoC Program Competition NOFA may do so by reducing one or more expiring eligible renewal projects. CoCs that are reducing eligible renewal projects entirely must identify those projects on this form. Amount Available for New Project (Sum of All Reduced Projects) Reduced Project Name Reduced Grant Number Annual Renewal Amount Amount Retained Amount available for new project Reallocation Type This list contains no items Project Priority List FY2016 Page 8 09/12/2016

313 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation - New Project(s) Collaborative Applicants must complete each field on this form that identifies the new project(s) the CoC created through the reallocation process. Sum of All New Reallocated Project Requests (Must be less than or equal to total amount(s) eliminated and/or reduced) $594,724 Current Priority # New Project Name Component Type Transferred Amount 3 Housing the... RRH $269,754 Regular 9 HELP THEM HO... PSH $324,970 Regular Reallocation Type Project Priority List FY2016 Page 9 09/12/2016

314 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation - New Project(s) Details Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at Complete each of the fields below for each new project created through reallocation in the FY 2016 CoC Program Competition. For list of all eligible types of new projects that may be created through the reallocation process, see the FY 2016 CoC Program Competition NOFA. FY 2016 Rank (from Project Listing): 3 Proposed New Project Name: Housing the Homeless Component Type: RRH Amount Requested for New Project: $269, Reallocation - New Project(s) Details Instructions: For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at Complete each of the fields below for each new project created through reallocation in the FY 2016 CoC Program Competition. For list of all eligible types of new projects that may be created through the reallocation process, see the FY 2016 CoC Program Competition NOFA. FY 2016 Rank (from Project Listing): 9 Proposed New Project Name: HELP THEM HOME Expansion Component Type: PSH Amount Requested for New Project: $324,970 Project Priority List FY2016 Page 10 09/12/2016

315 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Reallocation: Balance Summary Instructions For guidance on completing this form, please reference the FY 2016 CoC Priority Listing Detailed Instructions. Submit technical question to the e-snaps HUD Exchange Ask A Question (AAQ) at Below is a summary of the information entered on the eliminated and reduced reallocation forms. The last field on this form, Remaining Reallocation Balance should equal zero. If there is a positive balance remaining, this means the amount of funds being eliminated or reduced are greater than the amount of funds requested for the new reallocated project(s). If there is a negative balance remaining, this means that more funds are being requested for the new reallocated project(s) than have been reduced or eliminated from other eligible renewal projects, which is not permitted. Reallocation Chart: Reallocation Balance Summary Reallocated funds available for new project(s): $594,724 Amount requested for new project(s): $594,724 Remaining Reallocation Balance: $0 Project Priority List FY2016 Page 11 09/12/2016

316 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Continuum of Care (CoC) New Project Listing Instructions: Prior to starting the New Project Listing, Collaborative Applicants should carefully review the FY 2016 CoC Priority Listing Detailed Instructions and the CoC Priority Listing Instructional Guide. To upload all new project applications that have been submitted to this CoC Project Listing, click on the "Update List" button. This process may take a few minutes based upon the number of new projects submitted that need to be located in the e-snaps system. The Collaborative Applicant may update each of the Project Listings simultaneously. The Collaborative Applicant can wait for the Project Listings to be updated or can log out of e-snaps and come back later to view the updated list(s). To review a project on the New Project Listing, click on the magnifying glass next to each project to view project details. To view the actual project application, click on the orange folder. If there are errors identified by the Collaborative Applicant, the project can be amended back to the project applicant to make the necessary changes by clicking on the amend icon. The Collaborative Applicant has the sole responsibility for ensuring all amended projects are resubmitted and appear on this project listing BEFORE submitting the CoC Priority Listing in e-snaps. Project Name Date Submitted Grant Term Applicant Name Budget Amount Rank Comp Type HomeLink (Bonus :04:... 1 Year HopeLink of South... $362,446 5 PH Welcome H.O.M.E :28:... 1 Year Lutheran Social S... $285,988 4 PH Housing the Homeless :25:... 1 Year The Salvation Arm... $269,754 3 PH HELP THEM HOME Ex :33:... 1 Year HELP of Southern... $324,970 9 PH Project Priority List FY2016 Page 12 09/12/2016

317 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Continuum of Care (CoC) Renewal Project Listing Instructions: Prior to starting the New Project Listing, Collaborative Applicants should carefully review the FY 2016 CoC Priority Listing Detailed Instructions and the CoC Priority Listing Instructional Guide. To upload all renewal project applications that have been submitted to this Renewal Project Listing, click on the "Update List" button. This process may take a few minutes based upon the number of renewal projects that need to be located in the e-snaps system. The Collaborative Applicant may update each of the Project Listings simultaneously. The Collaborative Applicant can wait for the Project Listings to be updated or can log out of e-snaps and come back later to view the updated list(s). To review a project on the Renewal Project Listing, click on the magnifying glass next to each project to view project details. To view the actual project application, click on the orange folder. If there are errors identified by the Collaborative Applicant, the project can be amended back to the project applicant to make the necessary changes by clicking on the amend icon. The Collaborative Applicant has the sole responsibility for ensuring all amended projects are resubmitted and appear on this project listing BEFORE submitting the CoC Priority Listing in e-snaps. The Collaborative Applicant certifies that there is a demonstrated need for all renewal permanent supportive housing and rapid re-housing projects listed on the Renewal Project Listing. X The Collaborative Applicant does not have any renewal permanent supportive housing or rapid re-housing renewal projects. Project Name Date Submitted Grant Term Applicant Name Budget Amount Rank Comp Type New Beginnings :20:... 1 Year Las Vegas/Clark C... $1,380, PH Healthy Living :09:... 1 Year Las Vegas/Clark C... $565, PH The Vivo Housing :21:... 1 Year Las Vegas/Clark C... $1,601, PH ReEntry Housing P :36:... 1 Year Women's Developme... $121,981 X PH Project Priority List FY2016 Page 13 09/12/2016

318 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ ClarkCountyF USE 2... Housing Stability... HMIS Expansion 2016 NPHY Independent :12: :46: :40: :53:... A New Start :36:... Help Them Home New Crossings :55: :37:... Crossings :34:... Keeping Families... Moving Forward :09: :52:... Paradise :56:... A Place Called Home Shannon West Home... Homeless Coordina :01: :45: :06:... Safe Haven :01:... Permanent Housing... Chronically Homel... Chronically Homel... Permanent Housing... Veterans In Progress Housing Opportuni... Stepping Stones :35: :31: :33: :27: :36: :30: :27:... Families First :43:... 1 Year Las Vegas/Clark C... 1 Year Women's Developme... 1 Year Las Vegas/Clark C... 1 Year Nevada Partnershi... 1 Year HELP of Southern... 1 Year HELP of Southern... 1 Year St. Jude's Ranch... 1 Year St. Jude's Ranch... 1 Year Las Vegas/Clark C... 1 Year Southern Nevada C... 1 Year Southern Nevada C... 1 Year Southern Nevada C... 1 Year HELP of Southern... $1,322, PH $202,989 X PH $504,900 1 HMIS $226, TH $583, PH $407,980 8 PH $332, PH $344, TH $255, PH $175, TH $240,709 7 PH $193, PH $210, TH 1 Year Westcare $189, PH 1 Year Westcare $329,612 2 SH 1 Year United States Vet... 1 Year United States Vet... 1 Year United States Vet... 1 Year United States Vet... 1 Year United States Vet... 1 Year The Shade Tree 1 Year Southern Nevada M... 1 Year Southern Nevada M... $662, PH $218, PH $167, PH $120,781 6 PH $122, TH $195, PH $1,508, PH $100, PH Project Priority List FY2016 Page 14 09/12/2016

319 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Dual Success :01:... 1 Year Southern Nevada M... $412, PH Project Priority List FY2016 Page 15 09/12/2016

320 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Continuum of Care (CoC) Planning Project Listing Instructions: Prior to starting the New Project Listing, Collaborative Applicants should carefully review the FY 2016 CoC Priority Listing Detailed Instructions and the CoC Priority Listing Instructional Guide. To upload the CoC planning project application that has been submitted to this CoC Planning Project Listing, click on the "Update List" button. This process may take a few minutes as the project will need to be located in the e-snaps system. The Collaborative Applicant may update each of the Project Listings simultaneously. The Collaborative Applicant can wait for the Project Listings to be updated or can log out of e-snaps and come back later to view the updated list(s). To review the CoC Planning Project Listing, click on the magnifying glass next to view the project details. To view the actual project application, click on the orange folder. If there are errors identified by the Collaborative Applicant, the project can be amended back to the project applicant to make the necessary changes by clicking on the amend icon. The Collaborative Applicant has the sole responsibility for ensuring all amended projects are resubmitted and appear on this project listing BEFORE submitting the CoC Priority Listing in e-snaps. Only one CoC Planning project application can be submitted and it must match the Collaborative Applicant information on the CoC Applicant Profile. Any additional CoC Planning project applications must be rejected. Project Name Date Submitted Grant Term Applicant Name Budget Amount Comp Type CoC Planning Proj :08:... 1 Year Las Vegas/Clark C... $389,060 CoC Planning Proj... Project Priority List FY2016 Page 16 09/12/2016

321 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Funding Summary Instructions For additional information, carefully review the FY 2016 CoC Priority Listing Detailed Instructions and the CoC Priority Listing Instructional Guide. This page contains the total budget summaries for each of the project listings for which the Collaborative Applicant approved and ranked or rejected project applications. The Collaborative Applicant must review this page to ensure the totals for each of the categories is accurate. The "Total CoC Request" indicates the total funding request amount the Collaborative Applicant will submit to HUD for funding consideration. As stated previously, only 1 UFA Cost project application (for UFA designated Collaborative Applicants only) and only 1 CoC Planning project application can be submitted and only the Collaborative Applicant designated by the CoC is eligible to request these funds. Title Total Amount Renewal Amount $12,373,957 New Amount $1,243,158 CoC Planning Amount $389,060 Rejected Amount $324,970 TOTAL CoC REQUEST $14,006,175 Project Priority List FY2016 Page 17 09/12/2016

322 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Attachments Document Type Required? Document Description Date Attached 1. Certification of Consistency with the Consolidated Plan 2. FY 2016 HUD-approved Grant Inventory Worksheet 3. FY 2016 Rank (from Project Listing) Yes Cert of Consisten... 09/09/2016 Yes GIW from HUD upda... 09/09/2016 No Project Ranking Tool 09/09/ Other No Memo to Record fo... 09/12/ Other No Project Priority List FY2016 Page 18 09/12/2016

323 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Attachment Details Document Description: Cert of Consistency with Consolidated Plan Attachment Details Document Description: GIW from HUD updated Attachment Details Document Description: Project Ranking Tool Attachment Details Document Description: Memo to Record for Reduction of Request Attachment Details Document Description: Project Priority List FY2016 Page 19 09/12/2016

324 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Submission Summary WARNING: The FY2016 CoC Consolidated Application requires 2 submissions. Both this Project Priority Listing AND the CoC Consolidated Application MUST be submitted. WARNING: The FY2016 CoC Consolidated Application requires 2 submissions. Both this Project Priority Listing AND the CoC Consolidated Application MUST be submitted. Page Last Updated Before Starting No Input Required 1A. Identification 08/24/ Reallocation 08/24/ Grant(s) Eliminated 09/12/ Grant(s) Reduced No Input Required 5. New Project(s) 09/12/ Balance Summary No Input Required 7A. CoC New Project Listing 09/12/2016 7B. CoC Renewal Project Listing 09/12/2016 7D. CoC Planning Project Listing 09/09/2016 Project Priority List FY2016 Page 20 09/12/2016

325 Applicant: Las Vegas/Clark County CoC Project: NV-500 CoC Registration FY2016 NV-500 COC_REG_2016_ Attachments 09/12/2016 Submission Summary No Input Required Project Priority List FY2016 Page 21 09/12/2016

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333 MEMORANDUM Social Service Department Michael Pawlak Director TO: Las Vegas/Clark County CoC Memo to Record FROM: Catherine Huang Hara, Senior Management Analyst, Resource and Development Unit DATE: September 9, 2016 SUBJECT: Reduction of funding requested in the FY2016 Continuum of Care (CoC) Consolidated Application In my capacity as Continuum of Care Lead for the Las Vegas/Clark County CoC and collaborative applicant staff, I am documenting the reduction of funding being requested in our FY2016 compared to our last Grant Inventory Worksheet that was submitted on July 21, Women s Development Center (WDC) was a recipient from the FY2015 CoC Competition of a $128,474 renewal project named, Transitional Housing Program with grant number NV0031L9T Clark County Social Service received notification on August 8, 2016, from our local HUD Representative Marilee Hansen that WDC leadership communicated they were discontinuing this project and not accepting the FY2015 grant agreement, therefore reducing our annual renewal demand by that grant amount. Subsequent attempts by me to communicate with WDC regarding this decision or alternative plans of action to attempt to retain the CoC project in our community have been unsuccessful. Attached to this memo is a notification letter sent from WDC addressed to Maria Cremer dated August 9, 2016, which was stamped received by the Office of Community Planning and Development on August 16, I received a copy of this letter via on August 22, 2016.