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HomeMy WebLinkAboutGrant Related - BOCCDepartment of Commerc� Homeless Housing Funding Application for the Consolidated Homeless Grant (CHG) July 1, 2019 - June 30, 2021 Submission Deadline: April 29, 2019 by 5 p.m. This Excel workbook contains the information and forms needed to prepare a request for homeless housing grant funds administered by the Department of Commerce (Commerce) for the state fiscal years 2020 and 2021. Yellow tabs are to be completed by the applicant and the non -yellow tabs are informational only. Authorizing Statute and Fund Sources Washington State Chapter RCW 43.185c Homeless Housing and Assistance Act Estimated Funding An Estimated Allocation Chart will be provided once a State budget is passed; the current legislative session is scheduled to adjourn April 28, 2019. A budget is not required at this time. Grant Activities and Requirements See the CHG Guidelines for details on allowable activities, and administrative and system requirements. Grant Period Grant awards resulting from this application will cover the period July 1, 2019 —June 30, 2021. Submission The Application and accompanying signed Form D Signature and Local Government Certification is due to Commerce no later than April 29, 2019. Please submit one electronic submission of the entire Application (in Excel) and the signed and scanned Form E to your CHG program manager. Commerce reserves the right to reduce or redistribute an allocation if insufficient information is provided in the application, ineligible activities are proposed, or if a grantee lacks demonstrated capacity to administer the grant. Preparation of an application does not guarantee that applicants will receive funds. Questions If you have questions about how to complete the application, please contact your grant manager. Due to the ruralness of Grant county, homeless service providers utilize all major service agencies throughout the county to identify and engage unsheltered homeless. Referrals are directly made from these agencies to the HAGC and/or referred to Case managers work with the family to assist in mediation with landlord issues or family issues threatening their housing stability. They also attempt to help people identify other family members/housing options they may not have thought of. Unsheltered households receive priority for all services. HAGC publicly recognizes landlords who are supportive of housing local homeless or who are new champions to providing housing options for homeless. Open communication is key in maintaining relationships. Case managers make it very clear According to data from the 2019 Point in Time Count, the majority of those who are unsheltered are not people of color. In Grant County, the majority of unsheltered continue to be white, males. However, special outreach is done through a variety of other communitv aaencies who are already assisting people of color. Relationships with the households have alread Unknown - perhaps since the County was formed and funding was available. Grant County has successfully administered grant funding for over a ten year period and received excellent ratings on homeless housing and CDBG public services grant administration by Commerce and the SAO. No reorganizing, but previous Administrative Services Coordinator retired on March 1, 2018. None None None None None 12017 was 53% 2018 was 35% January 1, 2017 - December 31, 2017 1 ILI M XX Yes, please detail: . SAO stated the County did not have adequate internal controls to ensure accurate reporting of its financial statements. SAO recommended the County provide adequate time and training to staff responsible for financial accounting and reporting to ensure the County's financial statements comply with reporting requirements established in the BARS Manual. Grant County's Board of County Commissioners (BOCC) has a "hands-on" approach to helping address homelessness through: (1) Its Vice -Chair services on the Homeless Task Force as well as the Columbia Basin DV and Secual Assault Consortium; (2) the BOCC committed funds and support to help open a Warming Shelter for homelss individuals and families; (3) all BOCC members are regularly updated of homeless housing program outcomes through updates from The BOCC relies upon the ASC to review all homeless housing guidelines, contractual requirements, and ensure accurate dollar amounts and allowable expenses are occuring. It also enables the ASC to conduct onsite and/or desk monitoring of its subrecipient agency. The BOCC is the signing authority on all reimbursement requests and is provided with proper documentation. Through representation and active service on the Homeless Task Force, the BOCC is able to see housing management staff in action (who also serve on the HTF). Further, the BOCC enables its ASC to work in a continuous manner with its subrecipient and condut onsite and/or desk monitoring of the agency. The BOCC is consistently provided with audit reports of the subrecipient and receives updates and reports from the ASC on performance and risk analyses of the Performance measures help evaluate the effectiveness of Homeless Crisis Response Systems as they work to ensure that homelessness is rare, brief, and one time. Commerce has identified the following as the most critical homeless system performance measures: 1. Prioritizing Unsheltered Homeless Households Z. Increasing Exits to Permanent Housing 3. Reducing Returns to Homelessness 4. Reducing the Length of Time Homeless are two sections in the table below: 1. Mandatory Performance Measures, and 2. Optional Performance Measures. In section 1, the table must be completed for all applicable fierce -funded intervention types. In section 2, choose any of the optional measures for applicable Commerce -funded intervention type. you enter in the tables will determine your county's performance measures and the benchmarks which will be included in your 2019-2021 contract Statement of Each performance measure has a target that is considered the level of desirable performance that each intervention type should reach for the system to be performing well. The performance benchmark is set by the grantee using local data and indicates acceptable progress toward the target within each year of the contract period (7/1/2019 - 6/30/2020 and 7/1/2020 - 6/30/2021). Benchmarks can be adjusted throughout the contract period using the amendment process. Baseline data for each required performance measure is included as an attachment to this Application. For example: For the intervention type Rapid Re -Housing, the performance target for the measure "Increase Exits to Permanent Housing" is: of all people who exit, 80% exit to permanent housing destinations. In a county where Rapid Re -Housing projects have a 40% rate of exits to permanent housing during the baseline period, the performance benchmark could be "Increase by at least 10 percentage points." If a Rapid Re -Housing project has an 80% rate of exits to permanent housing during the baseline period, the performance benchmark could be "maintain current rate." nce measures and benchmarks must be included in the subgrants for all CHG funded housing interventions. However, grantees should customize subgrantee performance rks according to facility type, past performance, target population, and other variables. For example, in order to increase exits to permanent housing from Emergency Shelters, may require a high -performing emergency shelter to reach 60% exits to permanent housing, while a low -performing emergency shelter is only required to reach 20% exits to nt housing. If the grantee fails to meet performance benchmarks in the first year of the contract period (7/1/2019 - 6/30/2020) they will receive technical assistance and be required to respond to a corrective action plan to address and remedy the noncompliance. If the grantee fails to meet performance benchmarks after technical assistance, Commerce may move the grantee into a probationary period with a second corrective action plan and may reduce the grant total by 20%. Type Performance Measure Performance Target (Performance Benchmark Emergency Shelter Increase Percent Exits to Permanent At least 50% to Permanent Housing Increase by at least 5 percentage points Housing Destination (Excludes Drop In Emergency Shelter.) Drop In Emergency Shelter Increase Percent Exits to Positive At least 50% to Positive Outcome SELECT ONE Outcomes "New Destination (Drop In Emergency Shelters offer night-by- night living arrangements and often use a (Positive Outcome from Street Outreach Night-By-Night tracking method in HMIS.) as defined by HUD System Performance Measure T https://www.hudexchange.infolresource s/documents/System-Performance- Measure-7-Housing- Destination- Summary.pdf) Transitional Housing Increase Percent Exits to Permanent At least 80% to Permanent Housing SELECT ONE Housing Destination Rapid Re-Housing Increase Percent Exits to Permanent At least 80% to Permanent Housing Maintain current rate (already at target) Housing Destination Permanent Supportive Housing Increase Exits to or Retention of At least 95% exit to or retain Permanent SELECT ONE Permanent Housing Housing Performance Measure Performance Tar et Performance Benchmark r r Reduce Median Length of Stay 20 days or less SELECT ONE mergency SheltPer.) Transitional Housing Reduce Median Length of Stay 90 days or less SELECT ONE Lead Grantee Applicant - Executive Signature I certify that the information presented in this application is true and correct to my best knowledge and authorize the submission to Commerce for consideration of funding as the Lead Grantee. Agency/Organization: Grant County Executive Signature Name (same as on Applicant Summary Information): Tom Taylor Title: BOCC Chair Date: Signature Scan and send signed Form D to the CHG Program Manager via email. APPLICATION SURVEY Commerce is collecting information on the application process. Please indicate your agreement/disagreement with the following statements. Your responses will not impact the evaluation of your application in any way. 1 The application instructions were clear. Agree 2 Thea plication questions were easily understood. Agree 3 1 was able to receive the assistance I needed from Commerce to complete the application. Agree 4 1 had adequate time to prepare the application prior to the deadline. Strongly Agree 5 Given program requirements, the application process was reasonable. Agree